a. Contingency
1. When asked about leadership effectiveness, an executive said in part, "The length of the leash varies
with different people. . . ." The executive's comments support the ____ perspective on leadership.
a. Contingency
b. Relationship-oriented
c. Task-oriented
d. Universal theory

b. make their behavior contingent upon situational forces.

2. The contingency approach to leadership explains that leaders are most effective when they
a. plan for emergencies before they occur.
b. make their behavior contingent upon situational forces.
c. follow universal managerial principles when faced with contingencies.
d. create backup plans to deal with human resources problems.

d. discards old ideas that no longer fit the circumstances.

3. Baxter, a chief operating officer, practices contingency leadership when he
a. warns workers in advance about potential punishments.
b. maintains an optimistic, positive attitude.
c. challenges the use of new technologies.
d. discards old ideas that no longer fit the circumstances.

a. forces in the situation are more important that the leader's personal characteristics.
4. Contingency leadership theorists believe that in terms of shaping the leader's behavior,
a. forces in the situation are more important that the leader's personal characteristics.
b. the leader's characteristics are more important than forces in the leadership situation.
c. the leadership situation has a negligible influence.
d. the leader's personal characteristics have a negligible influence.

b. situation.
5. A contingency leadership perspective is that the leader's behavior is profoundly influenced by the
a. leader's personality.
b. situation.
c. leader's rank.
d. leader's charisma.

b. leader-member relations.
6. In Fiedler's contingency theory, the most important dimension of the situation for determining
situational control is
a. position power.
b. leader-member relations.
c. personal power.
d. task structure.
             

d. the situation in which a leader works.

7. The general point of Fiedler's contingency theory of leadership is that the best style of leadership is
determined by
a. the leader's personality.
b. how well the leader gets along with group members.
c. a balance of task and relationship factors.
d. the situation in which a leader works.

c. increasing his or her position power.

8. Following Fiedler's contingency model, a leader can increase situational control by
a. decreasing the task structure for group members.
b. creating conflict between himself or herself and group members.
c. increasing his or her position power.
d. increasing the demands on group members.

c. complement subordinates' environment and abilities.

9. Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in
behaviors that
a. have a high probability of winning.
b. set quite high goals for all subordinates.
c. complement subordinates' environment and abilities.
d. follow a logical path.

b. achieve high productivity and morale in a given situation.

10. The general thrust of path-goal theory is to specify what the leader must do to
a. make a directive style of leadership acceptable.
b. achieve high productivity and morale in a given situation.
c. improve the work attitudes of group members.
d. make the situation more favorable.

d. the task is unclear.

11. In path-goal theory, the directive leader improves morale when
a. group members perform repetitive tasks.
b. group members are highly motivated.
c. the task is clear.
d. the task is unclear.

b. well-motivated employees who perform nonrepetitive tasks.

12. In path-goal theory, the participative leader is best suited for improving the morale of
a. well-motivated employees who perform repetitive tasks.
b. well-motivated employees who perform nonrepetitive tasks.
c. poorly-motivated employees who perform repetitive tasks.
d. poorly-motivated employees who perform nonrepetitive tasks.
             

d. reduce frustrating barriers to reaching goals.

13. A suggestion to the leader based on path-goal theory is for the leader to
a. give people careful instructions, even when they can perform the task well.
b. encourage group members to provide their own structure.
c. purposely make ambiguous the path between goal attainment and receiving a reward.
d. reduce frustrating barriers to reaching goals.

a. characteristics of group members.

14. The situational leadership model II emphasizes contingency factors relating to
a. characteristics of group members.
b. characteristics of the organizational climate.
c. the attitudes of the leader.
d. the skills of the leader.

c. on a given task.
15. According to the situational model II, effective leaders manage their relationship with a subordinate
a. in relation to the subordinate's job level.
b. based on the subordinate's mood.
c. on a given task.
d. in relation to a particular level of motivation.

a. high on directing and high on supporting behaviors.

16. The "coaching" style of leadership in the situational leadership model II is described as
a. high on directing and high on supporting behaviors.
b. high on directing and low on supporting behaviors.
c. low on directing and low on supporting behaviors.
d. low on directing and high on supporting behaviors.

d. having some competence but are low in commitment.

17. According to the situational leadership model II, the directing style is the most effective when team
members are
a. low in competence but high on commitment.
b. at the highest level of commitment and competence.
c. growing in competence but with variable commitment.
d. having some competence but are low in commitment.

a. Group participation
18. According to the normative decision model, leaders must choose a style that brings about the
correct degree of ____ when making decisions.
a. Group participation
b. Group motivation
c. Goal setting
d. Job satisfaction

            
             

d. problem attributes.
19. The contingency factors in the normative decision model are
a. commitment requirements.
b. decision-making styles.
c. characteristics of the leader.
d. problem attributes.

c. relies more on the group to make decisions.

20. According to the normative decision model, when group development is a high priority, the leader
a. emphasizes decision significance.
b. becomes less concerned with group commitment.
c. relies more on the group to make decisions.
d. relies more on himself or herself to make decisions.

a. Lead with compassion.

21. Which one of the following is the most recommended approach to leadership during a crisis?
a. Lead with compassion.
b. Rely heavily on consensus leadership.
c. Move group members away from their usual work routine.
d. Choose a circle-the-wagons mentality.

b. Be a transactional leader.
22. Which one of the following is the least recommended approach to leadership during a crisis?
a. Reestablish the usual work routine.
b. Be a transactional leader.
c. Lead with compassion.
d. Be decisive.

d. prevent a crisis.
23. The general purpose of disaster planning is to
a. deal effectively with a crisis.
b. practice transformational leadership skills.
c. minimize leadership liability for a crisis.
d. prevent a crisis.

d. translate principles into practice.

24. A key part of evidence-based leadership or management is to
a. keep a log of the mistakes of subordinates.
b. justify asking for an increased budget.
c. prove that your decision was the right one.
d. translate principles into practice.

a. uses leadership practices proven to be effective.

25. Plant manager Kristina practices evidence-based leadership when she
a. uses leadership practices proven to be effective.
b. carefully documents poor performance.
c. asks group members to justify their claims.
d. maintains a log of her interactions with group members.
             

d. Contingency approach
26. Adapting to changing times is the most important for which approach to leadership?
a. Leadership Grid
b. Charismatic
c. Trait approach
d. Contingency approach

b. separating right from wrong.

1. Ethics deals mostly with
a. being socially responsible.
b. separating right from wrong.
c. legal versus illegal behavior.
d. professional codes of conduct.

a. vehicle for putting values into action.

2. Ethics can be considered the
a. vehicle for putting values into action.
b. opposing force to values.
c. equivalent of the organizational culture.
d. opposite of moral leadership.

d. wants everybody to benefit.

3. An authority cited in the leadership text argues that ethics is at the center of leadership because the
ethical leader
a. wants to create a positive public appearance.
b. promote conflicts of interest.
c. attempts to keep profits at a bare minimum.
d. wants everybody to benefit.

d. stick to the principles she thinks are right.

4. Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will
a. have high morals in every facet of her life.
b. be kind to employees even if she does not like them.
c. steal only to benefit poor people.
d. stick to the principles she thinks are right.

c. pay attention to all stakeholders.

5. A principle of ethical and moral leadership is to
a. regularly publicize moral victories.
b. maximize personal returns in business transactions.
c. pay attention to all stakeholders.
d. seek to maximize shareholder wealth.

            
             

d. the leader's level of greed, gluttony, and avarice.

6. A major source of individual differences in ethics and morality among leaders is
a. the products and services offered by the firm.
b. government regulations about ethics.
c. the leader's rank in the organizational hierarchy.
d. the leader's level of greed, gluttony, and avarice.

a. attempt to do the most good for the most people.

7. A leader at the postconventional level of moral development is likely to
a. attempt to do the most good for the most people.
b. maximize personal gain in most business transactions.
c. falsify earnings statements to be eligible for a big bonus.
d. be moral just enough to look good.

b. rationalizing.
8. Chief financial officer Justin takes himself and his family on an Asian vacation using the company jet.
He excuses his behavior by stating, "My family and I were spreading good will around the world for the
company." Justin appears to be
a. showing concern for stakeholders.
b. rationalizing.
c. outright lying.
d. exercising his rights as a CFO.

b. entitled to whatever they can get away with or steal.

9. According to the idea of entitlement, some corporate executives behave unethically because they feel
they are
a. entitled to make up for a poor childhood.
b. entitled to whatever they can get away with or steal.
c. servants of an unfair system.
d. underpaid in comparison to top professional athletes and entertainers.

c. aspire to good work that matters to many people.

10. Chief operations officer Joan has an ethical mind, so she has a point of view that helps workers
a. figure out when stretching the truth is acceptable.
b. catch expense account cheats.
c. aspire to good work that matters to many people.
d. fear being unethical and dishonest.

c. is not obviously ethical or blatantly unethical.

11. An ethical screen is used primarily when facing a decision that
a. is in opposition to the organizational culture.
b. affects the majority of employees within the firm.
c. is not obviously ethical or blatantly unethical.
d. is widely recognized as criminal behavior.
             

b. What would you tell your child, sibling, or young relative to do?
12. Which one of the following questions in an ethical screen deals with the principle of reversibility?
a. How does it smell?
b. What would you tell your child, sibling, or young relative to do?
c. Who gets hurt?
d. Is it fair?

d. all of these choices.

13. A major problem noted with extreme unethical behavior in the executive suite is that such behavior
has
a. brought companies into bankruptcy.
b. led to investor distrust in the stock market.
c. led to layoffs of thousands of workers.
d. all of these choices.

b. responsibility to society.
14. Corporate social responsibility centers on a firm's
a. contributions to charity.
b. responsibility to society.
c. adherence to laws.
d. adherence to ethics.

c. Creating a pleasant workplace

15. Which one of the following is the clearest example of socially responsible behavior on the part of a
business firm?
a. Ensuring that all workers get paid
b. Safely disposing of mercury
c. Creating a pleasant workplace
d. Avoiding involvement in political causes

a. use as much renewable energy as possible at the company.

16. An example of an executive leader helping sustain the environment would be to
a. use as much renewable energy as possible at the company.
b. create attractive designs on packages.
c. take a little company trash home with them after work.
d. charge customers for shipping and delivery.

a. a good return on investment, in terms of social impact, for their donated money.
17. A recent development in corporate philanthropy is for corporate leaders to demand
a. a good return on investment, in terms of social impact, for their donated money.
b. that the causes receiving the money become good customers.
c. that recipients of their generosity all believe in capitalism.
d. respect and recognition from all recipients.

            
             

c. Leadership by example
18. Which one of the following is a recommended initiative for achieving an ethical and socially
responsible organization?
a. Establishing severe penalties for whistleblowers
b. Encouraging employees to learn ethics mostly by trial and error
c. Leadership by example
d. Developing informal mechanisms for dealing with ethical problems

d. work with the supplier to improve working conditions.

19. When faced with a supplier who uses unsafe working conditions, a socially responsible alternative is
to
a. quit working with the supplier.
b. impose a price cut on the supplier.
c. begin a boycott against the supplier.
d. work with the supplier to improve working conditions.

b. make public highly unethical behavior by government employees.

20. A unit of the U. S. Federal Government publishes on the Internet an Encyclopedia of Ethical Failure.
The purpose of the document is to
a. make elected officials look foolish.
b. make public highly unethical behavior by government employees.
c. make public the good deeds of government employees.
d. create the case for a balanced budget.

c. senior managers become ethics leaders.

21. When senior management provides strategic leadership for ethics,
a. senior managers emphasize being whistle blowers.
b. marketing strategy is converted into ethical strategy.
c. senior managers become ethics leaders.
d. the roles of stockholders and shareholders become reversed.

a. leading by example.
22. Chief financial officer Barry turns in travel and expense reports that are 100 percent honest, and he
encourages employees in his division to inspect his reports. Barry is using the ethical initiative called
a. leading by example.
b. open-book management.
c. accepting whistleblowers.
d. developing formal mechanisms for dealing with ethical problems.

d. reward people who have performed well and behaved ethically.

23. A recommended approach to promoting ethical behavior throughout the organization is to
a. base rewards on seniority so people will not cut corners to perform well.
b. implement a recognition program called "whistleblower of the month."
c. hire only those candidates who have taken a course in ethics.
d. reward people who have performed well and behaved ethically.
             

b. an ethics committee for reviewing complaints about ethical problems.

24. An example of a formal mechanism for dealing with ethical problems is
a. leadership by example of ethical behavior.
b. an ethics committee for reviewing complaints about ethical problems.
c. training programs in ethics.
d. accepting whistleblowers.

d. bookkeeper who told a journalist about fraudulent accounting in the company

25. An example of a whistleblower (in relation to ethics) would be a(n)
a. security guard who sent notices to employees who drove too fast in the company parking lot.
b. executive who imposed fines on employees who behaved unethically.
c. company specialist conducting training programs about ethics.
d. bookkeeper who told a journalist about fraudulent accounting in the company

d. place company interests over personal interests.

26. A practical suggestions for business leaders to behave ethically is to
a. be "I" leaders.
b. focus on self-interests.
c. place personal interests over company interests.
d. place company interests over personal interests.

c. corporate social performance and corporate financial performance feed and reinforce each other.
27. The virtuous cycle in relation to social responsibility suggests that
a. recycling pays off in increased profits.
b. ethical executives attract ethical employees.
c. corporate social performance and corporate financial performance feed and reinforce each other.
d. employee ethics runs in cycles.

a. behave ethically with them.

28. An explanation offered for ethical behavior in terms of interpersonal skills is that when you are close
with people, you are more likely to
a. behave ethically with them.
b. take advantage of them from an ethical standpoint.
c. overlook their ethical flaws.
d. ask them to join you in unethical deeds.

Question 1 – Page 153

Alfred intends to follow a directive style of leadership among his team members. In the context of the
path-goal theory of leadership effectiveness, which of the following situations would have made Alfred
stick to a directive leadership style?
Answer from Mom:
The exact sales revenue that his team should bring in is unclear however the team is given orders to
improve performance.
Page 153
Supportive Style – Leader who is supportive, displays concern for group members, creates an
emotionally supportive climate—enhances morale when group members work on dissatisfying,
stressful, or frustrating tasks. Group members who are unsure of themselves prefer this style

            
             

Directive style – Directive (similar to task motivated) planning, organizing and controlling – when the
task is unclear this directive style improves morale.
Participative style – consults with group members to gather their suggestions- well motivated
employees who perform non-repeative tasks.
Achievement-oriented style – sets challenging goals, pushes for work improvement, sets high
expectations, works well with achievement oriented team members and with those working on
ambiguous and non-repetitive tasks.

Question 2
Which one of the following is a recommended approach to leadership during a crisis?
Lead with compassion
Question 3
Baxter, a chief operating officer, practices contingency leadership when he:
Discards old ideas that no longer fit the circumstances
Question 4
Adapting to changing times is the most important for which approach to leadership?
Contingency approach

Question 5 – page 149 - 151

According to Fiedler's theory, relationship-motivated leaders perform the best in situations of low
control.
False –
Task motivated = high and low
Relationship motivated = moderate

The more control the leader exercises the more favorable the situation is for the leader.
Leader-member – how well the group and the leader get along
Task structure – measures how clearly the procedures, goals, and evaluation of the job are defined

Question 6
Who among the following is a coaching leader?
Situational leader model II – high on directing and high on supporting behaviors
Question 7 – page 159
In the normative decision model, the leader examines certain factors within the situation to determine
which decision-making style will be the most effective.
True -
Question 8
A major proposition of the path-goal theory is that the leader should engage in behaviors that run
counter to the subordinates' environment and abilities.
Page 152 – takes into account the characteristics of the group members and the demands of the task.
False
             

Question 9
In the context of Situational Leadership II, who among the following is identified as an enthusiastic
beginner?
Page 157 and 158
Question 10
When asked about leadership effectiveness, an executive said in part, "The length of the leash varies
with different people. . . ." The executive's comments support the _____ perspective on leadership.
Contingency
Question 11
Contingency theories of leadership specify the personal characteristics of the leader that will contribute
to effectiveness in a wide variety of situations.
TRUE – Page 146-147
Question 12
Which of the following serves as an example for evidence based leadership?
The management decides to refer to management practices in the past to find out a soln to the issue in
hand.
Page 169-170 - an approach whereby managers translate principles based on best evidence into
organizational practices.
Question 13
_____ is designed to increase the frequency and quality of conversations about performance and
professional development between managers and group members so that competence is developed,
commitment takes place, and turnover among talented workers is reduced.
Path-goal theory – page 151 – what a leader must do to achieve high productivity and morale. Leader
clarifies the path to a goal so the group member receives personal pay offs – increasing job satisfaction
Situational leadership II (page 155)– designed to increase the frequency and quality

Question 14
The Alfred emphasizes contingency factors relating to:
Characteristics of group members
Question 15
An important situational factor in the normative model is the importance of commitment.
Page 159 – True
Question 16
Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will:
Stick to the principles she thinks are right.
Question 17
The employees of a company feel that management does not make fair decisions when increasing
salaries or promoting people. Which ethical screen is used by the employees to question the decisions of
the management in the given example?
Page 182 – 184 –
Leader moral identity – acts as a self-regulatory mechanism rooted in a person’s sense of what is right
and wrong.
Greed, gluttony and avarice –
Justice -
Question 18
When senior management provides strategic leadership for ethics,

            
             

Senior managers become ethics leaders.

Question 19
A leader at the post-conventional level of moral development is likely to:
Attempt to do the most good for the most people
Question 20
Ethics can be considered the:
Vehicle for putting values into action.
Question 21
A recent development in corporate philanthropy is for corporate leaders to demand:
A good return on investment, in terms of social impact, for their donated money.
Question 22
An example of an executive leader helping sustain the environment would be to:
Use as much renewable energy as possible at the company.

Question 23
Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his
behavior by stating, "My family and I were spreading goodwill around the world for the company."
Therefore, Justin tries to defend his actions by:
Rationalizing – page 183

Question 24
Which of the following examples illustrates an effort toward building a socially responsible and ethical
organization?
Leadership by Example
Question 25
An ethical screen is used primarily when facing a situation that:
Is not obviously ethical or blatantly unethical.
Question 26
The virtuous cycle in relation to social responsibility suggests that
Corporate social performance and corporate financial performance feed and reinforce each other.
Question 27
Blue Inc., a highly profitable consumer goods manufacturing company, invests in a number of social
responsibility initiatives that in turn generate profit for the company. Which feature of corporate and
social performance is illustrated in the given scenario?
Virtuous Cycle
Question 28
Most unethical behaviors have:
a. brought companies into bankruptcy.
b. led to investor distrust in the stock market.
c. led to layoffs of thousands of workers.
d. all of these choices.
Question 29
An authority cited in the leadership text argues that ethics is at the center of leadership because a
rational leader:
Wants everyone to benefit
             

Question 30
Arnold, a team manager, believes in treating all his team members equally. He adheres to his beliefs
irrespective of the circumstances. Which ethical leadership behavior is Arnold demonstrating?
Page 181 – 182
Integrity