Chapter 15 Test Bank

Modern Management, 15e (Certo)
Chapter 15 Leadership
1) The central theme of leadership is ________.

A) rational assessment and handling of business situations
B) ensuring that the organization produces high quality products
C) the rational selection of goals and purposes
D) getting things accomplished through people
E) reducing the overall cost of the organization
Answer: D
Learning Obj: LO 15.1: A working definition of leadership
Difficulty: Moderate
Classification: Concept
2) Which one of the following is a valid observation of management and leadership?

A) Leading is not a part of the influencing function.
B) Leading is synonymous to managing in most cases.
C) Leadership is considered a subset of management.
D) Leading is much broader in scope than managing.
E) Leading mainly emphasizes nonbehavioral issues.
Answer: C
AACSB: Analytical Thinking
Difficulty: Easy
3) Leading mainly emphasizes ________.

A) performance evaluation and control
B) organizational performance
C) organizational productivity
D) behavioral issues of employees
E) individual performances
Answer: D
Difficulty: Easy
4) A manager makes sure the job gets done whereas a leader cares about and focuses on the
people who do the job.
Answer: TRUE
Difficulty: Easy
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5) Explain the difference between a leader and a manager.
Answer: Leading is not the same as managing. Although some managers are leaders and some
leaders are managers, leading and managing are not identical activities. Leadership, as one of the
four primary activities of the influencing function, is a subset of management. Managing is much
broader in scope than leading and focuses on nonbehavioral as well as behavioral issues. Leading
emphasizes mainly behavioral issues. Merely possessing management skill is no longer sufficient
for success as an executive in the business world. A manager makes sure a job gets done and a
leader cares about and focuses on the people who do the job.
6) Which one of the following approaches to leadership views the personal characteristics of an
individual as the main determinants of how successful that individual could be as a leader?
A) behavioral approach
B) situational approach
C) characteristic approach
D) trait approach
E) follower approach
Answer: D
Learning Obj: LO 15.2: An understanding of early approaches to leadership
AACSB: Reflective Thinking
7) Which one of the following statements is consistent with the trait approach to leadership?
A) Good leaders change their behaviors based on the situation.
B) Emotional maturity and stability are important characteristics of leaders.
C) Leaders should be reactive rather than proactive.
D) People who have the skill to participate socially become ineffective leaders.
E) Past achievements are not significant determinants of leadership.
Answer: B
Difficulty: Easy
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8) Carrie is the CEO of a leading electronics manufacturer. She bases her managerial
recruitments entirely on aspects such as the prospect's intelligence quotient, emotional maturity,
dependability, persistence, and the drive for continuing achievement. Which one of the following
approaches to leadership does Carrie believe in?
A) behavioral
B) transformational
C) trait
D) entrepreneurial
E) employee-centered
Answer: C
Classification: Application
9) Which one of the following is a conclusion derived from the OSU studies on leadership?
A) Individual traits are crucial to leadership effectiveness.
B) Employee-centered leaders are more effective than job-centered leaders.
C) Leaders exhibit structure behavior and consideration behavior.
D) Leadership styles should be linked with various situations.
E) Followers progress from immaturity to maturity in their lifecycle.
Answer: C
10) William Cooley is the manager of a professional football club. He bases his relationship with
the players on aspects such as friendship, mutual trust, respect, and warmth in the relationship.
Here, William is displaying a(n) ________.
A) intrinsic behavior
B) structure behavior
C) consideration behavior
D) externalist behavior
E) maturity-based behavior
Answer: C
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11) According to the OSU studies, the behavior that reflects friendship, mutual trust, respect, and
warmth in the relationship between leader and follower is called ________.
A) internal behavior
B) central behavior
D) structured behavior
E) unstructured behavior
Answer: C
Difficulty: Easy
12) According to the Michigan studies, behavior that focuses primarily on the work a
subordinate is doing is known as ________.
A) employee-centered behavior
B) job-centered behavior
D) structure behavior
E) subordinate-centered behavior
Answer: B
Difficulty: Easy
13) As the manager of a department store, Joan focuses primarily on the work that each
employee at the store is doing and provides rewards purely based on performance. This behavior
is called ________.
A) subordinate-centered behavior
B) consideration behavior
C) structured behavior
D) job-centered behavior
E) employee-centered behavior
Answer: D
Difficulty: Challenging
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14) ________ is a phenomenon in which the more the leaders believe their subordinates can
achieve, the more the subordinates actually achieve.
A) Superleadership
B) Internal orientation
C) Pygmalion effect
D) Position power transformation
E) Motivational effect
Answer: C
15) A leader who works mostly by himself/herself and not closely with other workers is known
as a/an ________ leader.
A) credit hog
B) lone ranger
C) egomaniac
D) mule
E) hoarder
Answer: B
16) Margie's focus as a leader is on her employees as people. Margie could then be said to be
a(n) ________-centered leader.
A) trait
B) behavior
C) structure
D) job
E) employee
Answer: E
17) The trait approach to leadership proposes that leaders are made, not born.
Answer: FALSE
Difficulty: Easy
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18) Consideration behavior is any leadership activity that delineates the relationship between the
leader and the leader's followers.
Answer: FALSE
Difficulty: Easy
19) Pygmalion effect is observed when the leaders display job centered behavior rather than
being employee centered.
Answer: FALSE
20) The trait approach to leadership assumes a good leader is born, not made. Do you agree with
this view? Explain your answer.
Answer: Leadership ability cannot be fully explained by an individual's traits or inherited
characteristics. Leadership effectiveness depends on a variety of other factors such as situation
and follower behavior. Some contemporary thinkers believe that individuals can be trained to be
good leaders. However, students may argue that certain traits such as honesty, integrity, and
intelligence are essential to successful leadership. Student answers will vary due to the nature of
this question.
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21) Explain the major findings of the OSU studies.
Answer: The OSU studies concluded that leaders exhibit two main types of behavior. Structure
behavior is any leadership activity that delineates the relationship between the leader and the
leader's followers or establishes well-defined procedures followers should adhere to in
performing their jobs. Structure behavior can be useful to leaders as a means of minimizing
follower activity that does not significantly contribute to organizational goal attainment.
Consideration behavior is leadership behavior that reflects friendship, mutual trust, respect, and
warmth in the relationship between leader and followers. This type of behavior generally aims to
develop and maintain a good human relationship between the leader and the followers. The OSU
studies resulted in a model that depicts four fundamental leadership styles. A leadership style is
the behavior a leader exhibits while guiding organization members in appropriate directions. The
four styles are -
1. low structure, high consideration
2. high structure, high consideration
3. low structure, low consideration
4. high structure, low consideration
22) Which one of the following approaches to leadership suggests successful leadership requires
a unique combination of leaders, followers, and leadership circumstances?
A) the trait approach
B) the situational approach to leadership
C) transformational leadership
D) contingency approach
E) the behavioral approach
Answer: B
Learning Obj: LO 15.3: An appreciation for more recent approaches to leadership
Difficulty: Easy
23) According to the life cycle theory, the ability of followers to perform their jobs
independently, to assume additional responsibility, and to desire to achieve success is called
________.
A) maturity
B) authority
C) responsibility
D) accountability
E) flexibility
Answer: A
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24) The life cycle theory of leadership maintains that ________.
A) a manager's leadership style should be independent of the follower's maturity levels and
abilities
B) the organization should match individuals with specific leadership situations
C) a manager's leadership style will be effective only if it is appropriate for the maturity level of
the followers
D) leadership abilities of an individual increase as he gains experience and decrease after he
reaches the maturity level
E) as a manager gains experience he should shift toward a participative style of leadership
Answer: C
25) Which one of the following statements of a manager is consistent with the views expressed
by the life cycle theory?
A) Organizational productivity is more important to leadership than individual behaviors.
B) Managers must not use directive style when making decisions concerning employees.
C) Situational approaches to leadership are more effective than the behavioral approaches.
D) Leadership styles depend on the ability of followers to perform jobs independently.
E) Task behaviors and relationship behaviors of managers are independent of each other.
Answer: D
26) When most individuals join an organization, they are unable to solve task-related problems
independently. According to the life cycle theory, which one of the following is the appropriate
leadership style for these individuals?
A) low task and low relationship
B) low task and high relationship
C) high task and high relationship
D) high task and low relationship
E) moderate task and relationship behavior
Answer: D
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27) Situational theories of leadership, except for Fiedler's theory, are all based upon the concept
of ________.
A) leader flexibility
B) follower readiness
C) skills and abilities of managers
D) specific follower skills
E) leader-member relationships
Answer: A
28) ________ theory hypothesizes that in any given leadership situation, success is determined
primarily by: (1) the degree to which the task performed by the followers is structured, (2) the
degree of position power possessed by the leader, and (3) the type of relationship between the
leader and the followers.
A) Path-goal
B) Transformational leadership
C) Superleadership
D) Fiedler's Contingency
E) Life cycle
Answer: D
29) According to Fiedler's contingency theory of leadership, which one of the following is a
primary factor that should be considered when moving leaders into situations appropriate for
their leadership styles?
A) participative behavior
B) analytic skills of managers
C) past performances
D) task structure
E) emotional intelligence
Answer: D
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30) According to the contingency theory of leadership, the degree to which the goals and other
situational factors are outlined clearly is called ________.
A) organizational power
B) task structure
C) internal configuration
D) independence
E) position power
Answer: B
31) According to the contingency theory of leadership, the extent to which the leader has control
over the rewards and punishments received by followers is known as ________.
A) leader-member relations
B) position power
C) task structure
D) power distance
E) motivational structure
Answer: B
32) A permissive, passive, and considerate leadership is most appropriate if the leadership
situation is characterized by ________.
A) good member relations, weak task structure, and weak leader position power
B) good member relations, weak task structure, and strong leader position power
C) moderately poor member relations, weak task structure, and weak leader position power
D) good member relations, high task structure, and weak leader position power
E) good member relations, high task structure, and strong leader position power
Answer: A
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33) Which one of the following is a disadvantage of Fiedler's contingency model of leadership?
A) The model is not suitable to decide leadership style if the task structure is weak.
B) The model may not provide concrete answers to leadership problems.
C) It does not emphasize the importance of situational variables.
D) Leadership behaviors are not considered in this model.
E) Leader-member relations are ignored when selecting a suitable style of leadership.
Answer: B
34) Which one of the following statements is most closely associated with the concepts of the
path-goal theory of leadership?
A) Achievement of organizational goals is more important than the paths used to achieve them.
B) Managers must set the goals for performance and allow employees to select the path they use
to achieve the goal.
C) Directive behavior is not appropriate when precise performance goals and procedures exist.
D) Effective leaders are characterized by high degree of acceptance and low task-orientation.
E) Managers can facilitate job performance by showing employees how their performance
directly affects their receiving of rewards.
Answer: E
35) ________ behavior is aimed at telling followers what to do and how to do it.
A) Supportive
B) Directive
C) Accommodating
D) Participative
E) Achievement
Answer: B
Difficulty: Easy
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36) Buildtech is a small-scale manufacturer of lightweight building panels. Ruth Wallace, the
CEO of the company, leads the organization by clearly telling employees what to do and how to
do it. Here, Ruth is exhibiting a(n) ________.
A) achievement behavior
B) accommodating behavior
C) directive behavior
D) participative behavior
E) supportive behavior
Answer: C
37) Derek Bonnell is the editor of a leading magazine. He rarely exerts positional powers and
remains friendly with his subordinates. He also takes care to accommodate the personal needs of
his subordinates as far as possible. Derek is a(n) ________ leader.
A) supportive
B) accommodating
C) participative
D) directive
E) achievement-oriented
Answer: A
38) When a leader sets challenging goals for followers to reach and demonstrates confidence that
they will measure up to the challenge, she is engaging in ________ behavior.
A) supportive
B) accommodating
C) directive
D) participative
E) achievement
Answer: E
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39) In terms of the life cycle theory of leadership, what do we call the ability of followers to
perform their job independently, to assume additional responsibilities, and to desire to achieve
success?
A) autonomy
B) responsibility
C) maturity
D) visioning
E) accountability
Answer: C
40) Joe is trying to understand the situational side of leadership. He seems to be pretty set that
his leadership style is the best style. Joe could use some training and discussion on the benefit of
leader ________.
A) spontaneity
B) flexibility
C) adaptability
D) contingency
E) discretion
Answer: B
41) Since Megan can allocate rewards and punishments in her leadership role, she has ________
power.
A) position
B) personal
C) interpersonal
D) conceptual
E) situational
Answer: A
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42) According to the Path-Goal Theory, if Corey is using ________ behavior, he would tell his
followers what the goals are and specifically what must be done to achieve them.
A) directive
B) supportive
C) participative
D) achievement
E) adaptable
Answer: A
43) According to the Path-Goal Theory, if Corey is using ________ behavior, he would be
asking his followers for suggestions regarding business operations.
A) directive
B) supportive
C) participative
D) achievement
E) adaptable
Answer: C
44) According to the Path-Goal Theory, if Corey is using ________ behavior, he would be
focusing on making goals difficult enough to be challenging but not so difficult employees give
up on trying to achieve the goals.
A) directive
B) supportive
C) participative
D) achievement
E) adaptable
Answer: D
45) The more that followers desire to succeed, the more mature they are said to be.
Answer: TRUE
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46) An inexperienced man has just been hired as a salesperson in a men's clothing store.
According to the life cycle theory, a low-task/high-relationship style of leadership should be
maintained to effectively manage this person.
Answer: FALSE
47) A considerate leader would be more effective than a structuring leader when the leader-
member relations are good, the task structure is weak, and the leader position power is weak.
Answer: TRUE
48) Supportive behavior of leaders is primarily aimed at seeking suggestions from followers
regarding business operations to the extent that followers are involved in making important
organizational decisions.
Answer: FALSE
Difficulty: Easy
49) Compare and contrast the life cycle theory of leadership with Fiedler's model.
Answer: The Life Cycle Theory of Leadership essentially states that managers' leadership styles
should reflect the maturity level, leader task behavior, and leadership relationship behavior of the
followers. Maturity is defined as the ability of followers to do the job independently, to assume
additional responsibilities, and to desire to achieve success. This theory obviously assumes
leaders actually have leader flexibility, which is the ability to change leadership styles as
required. Fiedler, on the other hand, says it may be difficult for leaders to actually effectively
change their style of leadership. In fact, he proposes it might be easier to shift leaders to
situations appropriate for their leadership style rather than expecting them to change their styles.
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50) According to Fiedler's contingency theory of leadership, what are the primary factors that
should be considered when moving leaders into situations appropriate for their leadership styles?
Briefly describe the factors.
Answer: According to Fiedler's contingency theory of leadership, leader-member relations, task
structure, and the position power of the leader are the three primary factors that should be
considered when moving leaders into situations appropriate for their leadership styles.
(1) Leader-member relations are the degree to which the leader feels accepted by the followers.
(2) Task structure is the degree to which the goals – the work to be done – and other situational
factors are outlined clearly.
(3) Position power is determined by the extent to which the leader has control over the rewards
and punishments followers receive.
Difficulty: Easy
51) What is the central theme of the path-goal theory of leadership? What kinds of leadership
behavior does it describe? Give an example of a situation in which a manager uses this model to
decide how to act with a particular subordinate.
Answer: The path-goal theory of leadership is a contingency model that suggests that the
activities of a leader should be to make desirable and achievable rewards available to
organizational members who achieve organizational goals, and to clarify what subordinates must
do to obtain those goals. It describes four styles: Directive (telling); supportive (being friendly);
participative (getting input); and achievement (setting challenging goals). Example: if a
subordinate is inexperienced and does not have a good understanding of his/her job, a manager
should use more directive behavior to help the subordinate understand the job.
52) Discuss the benefits of situational leadership.

Answer: Leadership studies have shifted from the trait approach to the situational approach,
which suggest that leadership style must be appropriately matched to the situation the leader
faces. The assumption is that each instance of leadership is different and therefore requires a
unique combination of leaders, followers, and leadership situations. The successful locus of
leadership is a function of leader, follower(s), and a situation that is appropriate for one another.
Overall, managers must keep in mind that the various leadership approaches are aimed at getting
people involved in an organization and giving them the freedom to use their abilities as they
think best. Certainly, leaders are always free to choose bits and pieces from any of the various
approaches in order to craft a personal leadership style that best fits their personal needs.
However, leaders must always keep in mind that regardless of the type of leaders they are, they
must earn and maintain the trust of their followers if they are to be successful in the long run.
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53) Which one of the following leadership facets is highlighted in the Tannenbaum and Schmidt
Leadership Continuum?
A) employee motivation
B) communication
C) workforce controlling
D) decision making
E) employee training
Answer: D
Learning Obj: LO 15.4: Insights into how leaders should make decisions
Difficulty: Easy
54) According to Tannenbaum and Schmidt, one extreme of the continuum is boss-centered
leadership where ________.
A) the manager presents tentative decisions as subject to change
B) the manager sells decisions to subordinates
C) the manager defines limits and asks the group to make the decision
D) the manager presents ideas and invites questions
E) the manager makes the decision and announces it to the subordinates
Answer: E
55) A manager who has the tendency to "sell" his or her decisions is most likely to ________.
A) be on the right-hand side of the Tannenbaum and Schmidt Leadership Continuum
B) remain a follower-friendly and popular leader
C) give up his authority to increase effectiveness
D) identify the problem and make decisions independently
E) seek the opinion of employees before implementing decisions
Answer: D
Difficulty: Easy
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56) A manager displays the highest degree of subordinate-centered leadership when he or she
________.
A) permits subordinates to function within limits defined by superior
B) defines the limits and asks the group to make decisions
C) presents a problem and gets suggestions from subordinates before making decisions
D) presents a tentative decision subject to change based on follower opinions
E) suggests ideas and invites questions from the followers
Answer: A
Difficulty: Easy
57) Which one of the following is the most important force within managers that influences their
determination of how to make decisions as a leader?
A) nature of the task
B) sense of group effectiveness
C) tolerance for ambiguity
D) support from followers
E) interpersonal skills
Answer: C
Difficulty: Easy
58) Some employees crave a greater degree of freedom in working. These employees are most
likely to have ________.
A) low interest in problem solving
B) high emotional intelligence
C) moderate intellectual capabilities
D) high tolerance for ambiguity
E) high level of structured behavior
Answer: D
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59) Managers must assume an autocratic or boss-centered approach to making decisions when
subordinates are characterized by ________.
A) high tolerance for ambiguity
B) high need for independence
C) moderate intellectual capabilities
D) low levels of aggression
E) low level of job experience
Answer: E
60) If the time available to come to a decision on a problem is very limited, it is most likely that
________.
A) the manager will leave the subordinates to make the decision
B) the skills of the subordinates will be effectively used
C) the level of confidence the manager has in followers will be high
D) the skills of the manager as a decision maker will play a secondary role
E) the manager will take a boss-centered approach to leadership
Answer: E
61) Five styles of decision making, ranging from autocratic to consultative, are identified in the
________.
A) Fiedler's Contingency Theory
B) Hersey-Blanchard Model
C) path-goal leadership model
D) Vroom-Yetton-Jago Model
E) trait theory of leadership
Answer: D
Difficulty: Easy
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62) In which one of the following decision styles described in the VYJ model are the
subordinates made aware of the problem, expected to provide information to the manager, but do
not meet as a group?
A) AI
B) AII
C) CI
D) CII
E) GII
Answer: C
63) A manager adopts the GII style of decision making. He or she would ________.
A) meet with the group to discuss the situation and allow the group to make decisions
B) make organizational decisions alone, without consulting followers
C) ask for information from subordinates but make the decisions alone
D) meet with the followers to discuss the situation, but make the decision alone
E) share the situation with subordinates and ask for information before making the decision
Answer: A
64) Bryan is the production manager of a small company that manufactures printed circuit
boards. Prior to making a decision, Bryan usually asks for information from his subordinates.
However, his subordinates are not always informed about the problem at hand. Which of the
following VYJ model decision-making styles does Bryan use?
A) AI
B) AII
C) GII
D) CI
E) CII
Answer: B
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65) Keith is the leader of a project team designated to design new products for a firm. He
conducts group meetings and discussions regularly so that all team members are aware of the
work progress. Keith ensures that all members participate in the meetings and that all the key
decisions regarding product design are made by the team. According to the VYJ model, Keith's
style of leadership can be classified as ________.
A) GII
B) CI
C) AI
D) CII
E) AII
Answer: A
66) The Vroom-Yetton-Jago model is a method for determining ________.

A) when a leader should use which decision style
B) interpersonal dynamics of organizational leaders
C) the motivational appeals necessary to motivate followers
D) leadership traits and motivation of individuals
E) the effectiveness of leaders in various situations
Answer: A
Difficulty: Easy
67) The more confidence a manager has in his/her employees, the more likely it is the manager's
decision making style will be ________-centered.
A) employee
B) finance
C) legally
D) authority
E) independently
Answer: A
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68) The move from a boss-centered style to a subordinate-centered style means some loss of
certainty about how problems should be solved.
Answer: TRUE
Difficulty: Easy
69) What are the major forces in a situation that influence a manager's determination of how to
make decisions? Explain briefly.
Answer: Organizational factors, including the size of working groups and their geographic
distribution, are important influences on leadership style. Extremely large work groups or wide
geographic separations of work groups, for example, could make a subordinate-centered
leadership style impractical.
The second situational force is the effectiveness of a group. To gauge this force, managers
should evaluate such issues as the experience of group members in working together and the
degree of confidence they have in their ability to solve problems as a group.
The third situational force is the problem to be solved. Before deciding to act as a subordinate-
centered leader, a manager should be sure the group has the expertise necessary to make a
decision about the problem in question. If it does not, the manager should move toward more
boss-centered leadership.
The fourth situational force is the time available to make a decision. As a general guideline, the
less time available, the more impractical it is to assign decision making to a group because a
group typically takes more time than an individual to reach a decision.
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70) Explain how leaders behave and make decisions using the 7 concepts of Tannenbaum and
Schmidt Leadership Continuum.
Answer:
1. The manager makes the decision and announces it. This behavior is characterized by the
manager (a) identifying a problem, (b) analyzing various alternatives available to solve it, (c)
choosing the alternative that will be used to solve it, and (d) requiring followers to implement the
chosen alternative. The manager may or may not use coercion, but the followers have no
opportunity to participate directly in the decision-making process.
2. The manager "sells" the decision. The manager identifies the problem and independently
arrives at a decision. Rather than announce the decision to subordinates for implementation,
however, the manager tries to persuade subordinates to accept the decision.
3. The manager presents ideas and invites questions. Here, the manager makes the decision and
attempts to gain acceptance through persuasion. One additional step is taken, however:
Subordinates are invited to ask questions about the decision.
4. The manager presents a tentative decision that is subject to change The manager allows
subordinates to have some part in the decision-making process but retains the responsibility for
identifying and diagnosing the problem. The manager then arrives at a tentative decision that is
subject to change on the basis of subordinate input. The final decision is made by the manager.
5. The manager presents the problem, gets suggestions, and then makes the decision. This
leadership activity is the first of those described thus far that allows subordinates the opportunity
to offer problem solutions before the manager does. The manager, however, is still the one who
identifies the problem.
6. The manager defines the limits and asks the group to make a decision. In this type of
leadership behavior, the manager first defines the problem and sets the boundaries within which
a decision must be made. The manager then enters into partnership with subordinates to arrive at
an appropriate decision. The danger here is that if the group of subordinates does not perceive
that the manager genuinely desires a serious group decision-making effort, it will tend to arrive
at conclusions that reflect what it thinks the manager wants rather than what the group actually
wants and believes is feasible.
7. The manager permits the group to make decisions within prescribed limits. Here, the manager
becomes an equal member of a problem-solving group. The entire group identifies and assesses
the problem, develops possible solutions, and chooses an alternative to be implemented.
Everyone within the group understands the group's decision will be implemented.
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71) Explain the Vroom-Yetton-Jago model of leadership.
Answer: The Vroom-Yetton-Jago Model focuses on how much participation to allow
subordinates in the decision-making process in order to obtain optimum results. The model
suggests there are five different decision styles, or ways leaders can make decisions. These range
from autocratic to consultative to group-focused leader behavior. In order to determine which
style is appropriate in a specific situation, the leaders ask a series of eight questions about the
situation and follow a structured decision tree to determine the appropriate style. Although it is a
complex model to apply in real life, managers have experienced some success in doing so.
72) Transformational leadership ________.

A) proposes leaders match their style with the maturity levels of their followers
B) proposes that all good leaders possess a set of identifiable traits which are highly desirable
C) is characterized by a charismatic leader who considers the employees' opinion though he or
she makes the decisions alone
D) inspires organizational success by affecting followers' beliefs in what an organization should
be as well as their values
E) shares the view that leaders' major job is to make decisions that help the organization grow as
an independent entity
Answer: D
Learning Obj: LO 15.5: Hints on how leaders change organizations
Difficulty: Easy
73) Under which one of the following leadership theories does the leader inspire organizational
success by profoundly affecting followers' beliefs in what an organization should be, as well as
their values, such as justice and integrity?
A) situational leadership
B) path-goal leadership
C) transformational leadership
D) entrepreneurial leadership
E) superleadership
Answer: C
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74) Which one of the following types of leadership involves leaders changing organizations
through both their goals and having an impact on their followers' values?
A) transitional
B) charismatic
C) authoritarian
D) transformational
E) democratic
Answer: D
75) Leaders who identify inappropriate behavior in followers and suggest how they might correct
that behavior fall into the category of ________.
A) transformational leaders
B) coaching leaders
C) superleaders
D) entrepreneurial leaders
E) path-goal leaders
Answer: B
Learning Obj: LO 15.6: An understanding of how leaders should coach
Difficulty: Easy
76) Lisa Lewis is the leader of a small research team formed to study the internal operations of a
company. She instructs the team members on how to collect and analyze the data. Lisa is an
expert on statistics and the team members are free to approach her for technical help whenever
needed. She is also careful to note any inappropriate behavior that may occur in the team and
takes immediate measures to guide the person concerned. Lisa can be called a(n) ________.
A) superleader
B) transformational leader
C) entrepreneurial leader
D) coaching leader
E) positional leader
Answer: D
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77) Which one of the following is a characteristic of an effective coach?
A) hard headed
B) does not listen
C) acts as a dictator
D) concern for welfare of people
E) impatient
Answer: D
Difficulty: Easy
78) Which of the following is a characteristic of an effective coach?

A) authoritative demeanor
B) high task orientation
C) competitiveness with team members
D) self-confidence and emotional stability
E) enthusiasm for the situation
Answer: D
Difficulty: Easy
79) Which one of the following involves a leader putting himself/herself in another person's
shoes?
A) apathy
B) empathy
C) insight
D) charisma
E) transition
Answer: B
80) Which one of the following characteristics is more closely associated with an emerging
leader than a manager?
A) independence
B) persistence
C) analytical skills
D) problem-solving ability
E) tough-mindedness
Answer: A
Learning Obj: LO 15.7: An appreciation for emerging leadership concepts
26
81) Peter is the sales manager of an insurance company. He believes his primary job is to help
his subordinates perform better in order to raise company profits. He considers his personal
needs, aspirations, and interests as secondary to helping his subordinates improve. Peter can be
considered a(n) ________.
A) superleader
B) collaborative leader
C) high-consideration leader
D) emotionally intelligent leader
E) servant leader
Answer: E
82) A leader who places high value on helping others over self interests is called a(n) ________.
A) emotionally intelligent leader
B) servant leader
C) collaborative leader
D) high-consideration leader
E) superleader
Answer: B
Difficulty: Easy
83) Which one of the following statements is most closely associated with the servant leadership
style?
A) Leaders' primary job is encouraging people to eliminate negative thoughts about the
company.
B) Leaders must instruct followers on how to meet the special organizational challenges they
face.
C) A leader's main responsibility is the care of human resources of the organization.
D) The basic purpose of leadership is leading by showing others how to lead themselves.
E) Leaders should be authoritative when an organization is facing conflicts.
Answer: C
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84) Which one of the following is a critical characteristic of servant leaders?
A) transformation
B) persistence
C) superior attitude
D) good listening
E) assertive nature
Answer: D
Difficulty: Easy
85) An organization urges its managers to blend personal humility with an intense will to build
long-term success of the company. Which one of the following classifications is best suited to
describe this leadership approach?
A) transformational leadership
B) mentoring leadership
C) entrepreneurial leadership
D) coaching leadership
E) Level 5 leadership
Answer: E
86) An organization considers its managers to have moral courage. The managers at this
organization can be considered ________.
A) transformational leaders
B) servant leaders
C) Level 5 leaders
D) authentic leaders
E) coaching leaders
Answer: D
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87) Which one of the following best expresses the similarities between servant leadership and
Level 5 leadership?
A) Both styles involve personal humility.
B) These styles are considered mutually exclusive.
C) Neither is a form of leadership.
D) Both require the leaders to be good stewards of the resources entrusted to them.
E) Both styles are forms of situational leadership.
Answer: A
88) ________ leadership focuses on blending the leader's personal humility with an intense will
to build long range organizational success.
A) Servant
B) Level 5
C) Humility
D) Ministerial
E) Authentic
Answer: B
89) Which one of the following involves being modest or unassuming when it comes to citing
personal accomplishments?
A) empathy
B) stewardship
C) integrity
D) influence
E) personal humility
Answer: E
90) Moral courage is the strength to take actions that are consistent with moral beliefs despite
pressures, either inside or outside of the organization, to do otherwise.
Answer: TRUE
29

Chapter 15 Test Bank

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Chapter 15 Test Bank

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Modern Management, 15e (Certo)

1) The central theme of leadership is ________.

2) Which one of the following is a valid observation of management and leadership?

3) Leading mainly emphasizes ________.

52) Discuss the benefits of situational leadership.

66) The Vroom-Yetton-Jago model is a method for determining ________.

72) Transformational leadership ________.

78) Which of the following is a characteristic of an effective coach?

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