Ch11 Traditional Leadership Approaches

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Ch11: Traditional leadership approaches
True / False
1. Leadership is a set of characteristics that an individual either actually possesses or is perceived to possess.
a. True
b. False
ANSWER: True
2. Leadership usually involves some form of force and coercion.

a. True
b. False
ANSWER: False
3. The terms manager and leader refer to exactly the same thing, and they can be used interchangeably.
a. True
b. False
ANSWER: False
4. Scientific research of leadership first began in the late sixteenth century, so existing literature is comprehensive and
there are very few unanswered questions that remain about the nature of effective leadership.
a. True
b. False
ANSWER: False
5. Leadership studies currently focus almost exclusively on leaders’ individual traits, including personal characteristics
such as intelligence and self-control, because these traits are relatively stable and enduring.
a. True
b. False
ANSWER: False
6. A manager who exhibits employee-centered leader behaviors pays attention to the human aspects of the group.
a. True
b. False
ANSWER: True
7. Situational theories demonstrate that there are a number of leadership styles that can have a positive impact on an
organization’s effectiveness.
a. True
b. False
ANSWER: True
8. A manager who uses a team management style of leadership is concerned about people and production.
a. True
b. False
ANSWER: True
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9. The highest numbers on the LPC scale are associated with a positive evaluation of the least-preferred coworker.
a. True
b. False
ANSWER: True
10. The degree of task or relationship motivation in a given leader is measured by the least-preferred coworker (LPC)
scale.
a. True
b. False
ANSWER: True
11. According to the LPC scale, relationship motivation closely parallels employee-centered leader behavior.
a. True
b. False
ANSWER: True
12. The LPC theory identifies the least-preferred coworker so that employee can be removed from the company, and
productivity and morale will increase.
a. True
b. False
ANSWER: False
13. According to the LPC theory, leader task structure is the power inherent in the leader’s role itself, and it is the least
important factor in determining situational favorableness.
a. True
b. False
ANSWER: False
14. According to the LPC theory, position power refers to the personal relationship that exists between subordinates and
their leader.
a. True
b. False
ANSWER: False
15. The LPC theory indicates that a relationship-oriented leader can be very effective in both very favorable and very
unfavorable situations.
a. True
b. False
ANSWER: False
16. According to the LPC theory, task structure is the most important factor when assessing situational favorableness.
a. True
b. False
ANSWER: False
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17. The path-goal theory was developed based on key principles in the expectancy theory of motivation, which states that
attitudes and behaviors can be predicted based on the degree to which an individual believes job performance will lead to
various outcomes.
a. True
b. False
ANSWER: True
18. Research indicates that individuals who attribute outcomes to their own behavior may be more satisfied with a
participative leader.
a. True
b. False
ANSWER: True
19. According to the path-goal theory, when task structure is low, directive leadership tends to be more effective.
a. True
b. False
ANSWER: True
20. The path-goal theory of leadership states that effective leaders clarify both paths and goals for subordinates, because
employees’ job performance depends on their perceptions of their own abilities, the degree to which they believe they can
impact outcomes, and the level of value they place on those outcomes.
a. True
b. False
ANSWER: True
21. Path-goal theory assumes that leaders can change their behaviors and exhibit a variety of leadership styles.
a. True
b. False
ANSWER: True
22. The end result of using Vroom’s decision tree is a recommended decision style based on the situation.
a. True
b. False
ANSWER: True
23. In Vroom’s decision tree approach, there are five basic decision styles that correspond to five levels of subordinate
participation in decision making.
a. True
b. False
ANSWER: True
24. Vroom’s current formulation of the decision tree model includes two types of decision trees.
a. True
b. False
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ANSWER: True
25. Vroom’s decision tree model has been fully scientifically tested.
a. True
b. False
ANSWER: False
Multiple Choice
26. Which statement best describes research finding about the role of leadership?
a. The exploration of leadership is not relevant in the workplace.
b. Research in the field of leadership was recently completed.
c. Research in the field was completed many years ago.
d. Organizations need both leadership and management if they are to be effective.
e. Researching leadership has proved to be nearly impossible.
ANSWER: d
27. The definition of leadership includes all of the following EXCEPT

a. the ability to affect the perceptions, beliefs, and attitudes of
others.
b. the effective use of force and/or coercion.
c. a set of characteristics attributed to certain people.
d. that it is both a process and a property.
e. the use of noncoercive influence.
ANSWER: b
28. __________ is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others.
a. Force
b. Influence
c. Coercion
d. Authority
e. Power
ANSWER: b
29. Leadership can be viewed as

a. a process only.
b. neither a process nor a property.
c. a property only.
d. a universally understood characteristic.
e. both a process and a property.
ANSWER: e
30. Distinctions between management and leadership include all of the following EXCEPT

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a. leadership is more involved in motivating and inspiring individuals.
b. management is more important in regard to creating and directing change.
c. leadership is more concerned with establishing direction.
d. management is more concerned with planning and budgeting.
e. management more often focuses on controlling and problem solving.
ANSWER: b
31. Which of the following applies more to a function of leadership rather than a function of management?
a. Producing a degree of predictability and order leading to expected results by various
stakeholders
b. Establishing some structure for accomplishing plan requirements
c. Developing a vision of the future
d. Establishing detailed steps and timetables for achieving results
e. Monitoring results and identifying deviations
ANSWER: c
32. The earliest studies of leadership focused on the traits, or personal characteristics, of leaders, but later research shifted
to focus more on
a. member behavior.
b. focus behavior.
c. leader behavior.
d. charismatic
behavior.
e. follower behavior.
ANSWER: c
33. The basic premise of the early trait approach to leadership was that
a. leadership traits depended on the situation.
b. unique leadership traits could be identified and used to select
leaders.
c. traits could be used to predict appropriate management styles.
d. traits were far less important than activities.
e. traits were relatively volatile characteristics of individuals.
ANSWER: b
34. Susan is on the organization’s hiring committee, but she did not recommend hiring any of the three candidates
interviewed for the open management position, because none of them indicated they would be job-centered leaders.
Which leadership approach is Susan most closely following?
a. The LPC theory of leadership
b. The Michigan behavioral studies
c. Vroom’s decision tree
d. The trait approach to leadership
e. The focus approach to

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leadership
ANSWER: b
35. Researchers have renewed their interest in the trait approach to leadership recently to
a. dispel that personality traits can indicate whether someone will be an effective leader.
b. reintroduce the importance of situational factors in leadership.
c. dispel the findings in the Ohio studies.
d. dispel that behaviors can indicate whether someone will be an effective leader.
e. reintroduce a limited set of effective leadership traits.
ANSWER: e
36. The goal in studying the behavioral approach of leadership is to

a. categorize a set of behaviors as effective or ineffective in terms of making
decisions.
b. match a set of behaviors with corresponding situations.
c. study the behavior patterns of several well-known historical leaders.
d. define a standard list of leader characteristics.
e. determine what behaviors are associated with effective leadership.
ANSWER: e
37. The Michigan studies on leadership sought to determine the pattern of leadership behaviors that are likely to result in
effective
a. individual performance.
b. leader performance.
c. group performance.
d. supervisor behavior.
e. time management.
ANSWER: c
38. The Leadership Grid, also called the ________ grid, is associated with the behavioral approach to leadership.
a. interactive
b. contemporary
c. trait
d. contingency
e. managerial
ANSWER: e
39. One conclusion of the University of Michigan studies was that a leader who focuses on work procedures and
performance is exhibiting
a. task-oriented leader behavior.
b. consideration behavior.
c. initiating-structure behavior.
d. employee-centered leader behavior.
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e. job-centered leader behavior.
ANSWER: e
40. A key difference between the Ohio State studies and the University of Michigan studies on leadership is that the
Michigan study
a. placed the defined dimensions of leadership behavior on opposite ends of a single
continuum.
b. identified only two categories of leadership behavior.
c. placed the defined dimensions of leadership behavior in a grid.
d. placed all defined dimensions of leadership behavior on the same side of a single continuum.
e. saw the various defined dimensions as independent of one another.
ANSWER: a
41. One conclusion of the Ohio State studies was that a leader who focuses on subordinates’ feelings and ideas is
exhibiting
ANSWER: b
42. Which of the following is NOT a part of initiating-structure behavior, as identified in the Ohio State leadership
studies?
a. Subordinates are aware of what is expected of them in their
positions.
b. The leader clearly defines leader–subordinate roles.
c. There is mutual trust and respect between the leader and subordinate.
d. Methods for accomplishing the task are determined.
e. Channels of communication are established.
ANSWER: c
43. Researchers at Ohio State investigating the issue of stability of leader behaviors over time found that
a. an individual’s leadership pattern did not change much in similar situations.
b. the situational context was not an important determinant of leader effectiveness.
c. employees whose supervisors ranked high on consideration had higher performance ratings.
d. leaders who exhibited high levels of consideration and structure-initiating behaviors were most
effective.
e. employees whose supervisors ranked high in initiating structure had fewer absences from work.
ANSWER: a
44. According to the Leadership Grid, a manager who is not concerned about production but exhibits high concern for
people would be a ____ manager on the grid.
a. 1,9
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b. 9,9
c. 9,1
d. 1,1
e. 5,5
ANSWER: a
45. According to the Leadership Grid, who would be the most effective leader?
a. The manager who always takes time to chat with employees
b. The manager who rarely takes time to get to know employees
c. The manager who is always trying to improve worker production
d. The manager who always chats with employees and constantly strives to improve worker production
e. The Leadership Grid does not identify the most effective style.
ANSWER: d
46. Which of the following is considered to be a failure of the behavioral approach to studying leadership?
a. It did not move the field beyond the traditional trait theory approach.
b. It was too complicated for practical use.
c. The results of related studies were inconsistent.
d. It tried to specify a set of leader behaviors that would be effective in all
situations.
e. It only identified important leader behaviors.
ANSWER: d
47. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, managerial characteristics
include all of the following EXCEPT
a. the manager’s value
system.
b. confidence in subordinates.
c. personal inclinations.
d. interest in the problem.
e. feelings of security.
ANSWER: d
48. The LPC theory of leadership was developed by

a. Charles Greene.
b. Fred Fiedler.
c. Arthur Jago.
d. George Graen.
e. Victor Vroom.
ANSWER: b
49. A major difference between the behavioral approach and the LPC theory of leadership is that
a. the behavioral approach allows for the complex nature of a leader’s personality.
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b. the behavioral approach views task-oriented and relationship-oriented traits as constant.
c. the LPC theory contends that a leader’s effectiveness depends on the situation.
d. the LPC theory views the task-oriented and relationship-oriented traits of a given individual as
variable.
e. the behavioral approach presumes a task-oriented leader will outperform a relationship-oriented leader.
ANSWER: c
50. According to the LPC theory, the degree of task or relationship motivation is measured by the
a. managerial grid.
b. lowest performance cycle scale.
c. least-preferred coworker scale.
d. task-relationship model.
e. least-productive coworker
scale.
ANSWER: c
51. According to the LPC theory, what factor is presumed to have the biggest effect on the favorableness of a situation?
a. Task structure
b. Leader–member
relations
c. Leader position power
d. Leader personality
e. Organizational structure
ANSWER: b
52. According to the LPC theory, tasks that are complex, nonroutine, and ambiguous are categorized as
a. easily understood.
b. favorable.
c. unstructured.
d. ideal for decision making.
e. structured.
ANSWER: c
53. According to the LPC theory, position power is considered to be high when the leaders can
a. punish employees without approval from others in the
company.
b. assign work tasks without approval from others in the company.
c. grant promotions without approval from others in the company.
d. issue rewards without approval from others in the company.
e. All of these are correct.
ANSWER: e
54. Fiedler contends that when a leader’s style and the situation are mismatched, the only available course of action is to
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change the situation through
a. transferring the subordinates.
b. job engineering.
c. transferring the leader.
d. a “laissez-faire” approach.
e. hiring a consultant.
ANSWER: b
55. The path-goal theory and the LPC model both state that
a. leadership effectiveness is based on a set of behaviors exhibited by a leader.
b. leadership effectiveness can occur only with strong task-oriented approaches.
c. leadership effectiveness depends on characteristics of the situation.
d. leadership effectiveness is based on a set of traits possessed by effective
leaders.
e. leadership effectiveness is not based on the circumstances of the situation.
ANSWER: c
56. Path-goal theory is derived from the same principles found in the ________ theory of motivation.
a. expectancy
b. behavioral
c. valence
d. contingency
e. leadership
ANSWER: a
57. According to the path-goal theory of leadership, leaders are likely to improve subordinates’ performance by
a. clarifying what behaviors will lead to desired rewards.
b. identifying important traits of the leader and the leader’s
subordinates.
c. establishing fixed responses to environmental situations.
d. allowing subordinates to set their own goals.
e. evaluating performance and communicating this to the employee.
ANSWER: a
58. Path-goal theory assumes that

a. leaders can change their behaviors.
b. task motivation is the primary determinant of a leader’s style.
c. decisions as to appropriate leader style should be made at the top of the
organization.
d. the primary goal of leadership is employee satisfaction.
e. leaders operate best in one type of situation.
ANSWER: a

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59. According to the path-goal theory, a leader who is friendly and shows concern for subordinates’ status and needs is
exhibiting ____ leadership.
a. participative
b. achievement-
oriented
c. supportive
d. directive
e. cooperative
ANSWER: c
60. Paul, a new hire in the traffic department of an advertising agency, has little confidence in his ability and believes he
only got the job because his uncle is the owner of the firm. According to the path-goal theory of leadership, what type of
leadership style is Paul most likely to prefer?
a. Achievement-
oriented
b. Cooperative
c. Supportive
d. Directive
e. Participative
ANSWER: d
61. According to the path-goal theory of leadership, the two types of situational factors that influence how leaders should
behave are
a. locus of control and perceived ability.
b. personal characteristics of the leader and environmental characteristics.
c. personal characteristics of the subordinates and locus of control.
d. personal characteristics of the leader and personal characteristics of the
subordinates.
e. personal characteristics of the subordinates and environmental characteristics.
ANSWER: e
62. Which of the following is NOT a characteristic of Vroom’s decision tree approach?
a. It focuses on the degree to which the leader allows subordinates to participate in decision making.
b. It is presented in the form of decision trees.
c. It assumes that one leader may display various leadership styles.
d. It assumes a high level of participation in decision making is best for all situations.
e. It attempts to prescribe an appropriate leadership style for any given situation.
ANSWER: d
63. Vroom’s decision tree approach to leadership focuses primarily on which of the following aspects of leader behavior?
a. Clarifying the lines of authority for all employees
b. Streamlining communication patterns
c. Meeting subordinates’ personal needs
d. Balancing task and relationship activities equally
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e. Including subordinates in the decision-making
process
ANSWER: e
64. Vroom developed two different decision trees, one tree to be used when the manager is primarily interested in making
a timely decision and the other tree when the manager seeks to
a. balance task and relationship behaviors.
b. clarify the path to desired rewards.
c. increase subordinates’ motivation and performance.
d. help subordinates enhance decision-making skills.
e. eliminate resistance to a chosen alternative.
ANSWER: d
65. Vroom states that a manager who makes a decision alone and then attempts to “sell” it to the rest of the group is
employing a __________ style of subordinate participation.
a. delegate
b. consult (group)
c. consult (individually)
d. facilitate
e. decide
ANSWER: e
66. Leadership as a _________ refers to set of characteristics attributed to those who are perceived to use noncoercive
influence successfully.
a. privilege
b. possession
c. personality
d. process
e. property
ANSWER: e
67. One conclusion of the University of Michigan studies was that a leader who attempts to build effective work groups
with high performance goals is exhibiting
ANSWER: d
68. One conclusion of the Ohio State studies was that a leader who clearly defines the leader-subordinate roles so that
subordinates know what is expected of them is exhibiting
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ANSWER: c
69. The leadership style of a manager who is not concerned about people but exhibits high concern for production would
likely be located at the __________ placement on the Leadership Grid.
a. 1,9
b. 9,9
c. 9,1
d. 1,1
e. 5,5
ANSWER: c
70. The leadership style of a manager who cares neither about people nor about production would likely be located at the
__________ placement on the Leadership Grid.
a. 1,9
b. 9,9
c. 9,1
d. 1,1
e. 5,5
ANSWER: d
71. The leadership style of a manager who has high concern for both people and production would likely be located at the
__________ placement on the Leadership Grid.
a. 1,9
b. 9,9
c. 9,1
d. 1,1
e. 5,5
ANSWER: b
72. The leadership style of someone considered to be a “middle-of-the-road” manager, exhibiting adequate performance
and an ability to balance productivity and employee morale needs, would likely be located at the __________ placement
on the Leadership Grid.
a. 1,9
b. 9,9
c. 9,1
d. 1,1
e. 5,5
ANSWER: e
73. Which of the following represents the “ideal” manager, according to the Leadership Grid of evaluating leadership
styles?
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a. 1,1
b. 9,9
c. 5,5
d. 9,1
e. There is no single “ideal” manager according to the Leadership Grid; the ideal depends upon the nature of the
situation.
ANSWER: b
74. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, subordinate characteristics
a. need for independence.
b. understanding of goals.
c. tolerance for ambiguity.
d. readiness to assume responsibility.
e. the problem itself.
ANSWER: e
75. According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, situational characteristics
a. group effectiveness.
b. the type of organization.
c. time pressures.
d. the problem itself.
e. All of these are correct.
ANSWER: e
76. According to the LPC theory, what factor is identified as the second most important element when determining the
favorableness of a workplace situation?
a. Task structure
b. Leader–member
relations
ANSWER: a
77. According to the LPC theory, what factor the third most important element when determining the favorableness of a
workplace situation?
a. Task structure
b. Leader–member
relations

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ANSWER: c
78. According to the LPC theory, which factor reflects both the extent to which subordinates trust, respect, and have
confidence in their leader, and that in turn, leaders equally trust, respect, and have confidence in the employees they
manage?
a. Task structure
b. Leader–member
relations
ANSWER: b
79. According to the LPC theory, which factor reflects the extent to which a task is considered to be routine, simple, and
unambiguous?
a. Task structure
b. Leader–member
relations
ANSWER: a
80. In LPC theory, which factor reflects the extent to which the leader can assign work, reward and punish employees, and
recommend them for promotion?
a. Task structure
b. Leader–member
relations
ANSWER: c
81. In the LPC theory, which of the following is appropriate for very favorable as well as very unfavorable situations?
a. Task-oriented behavior
b. Person-oriented behavior
c. Production-oriented behavior
d. Leader-oriented behavior
e. Employee-oriented behavior
ANSWER: a
82. According to the LPC theory, a situation that has low position power, high task structure, and good leader–member
relations is
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a. maximally favorable.
b. very favorable.
c. moderately favorable.
d. very unfavorable.
e. maximally unfavorable.
ANSWER: b
83. According to the LPC theory, a situation that has low position power, low task structure, and good leader–member
relations is
b. very favorable.
ANSWER: c
84. According to the LPC theory, a situation that has high position power, high task structure, and poor leader–member
relations is
b. very favorable.
ANSWER: c
85. According to the LPC theory, a situation that has high position power, low task structure, and poor leader–member
relations is
b. very favorable.
ANSWER: d
86. According to the path-goal theory, a __________ leader lets subordinates know what is expected of them and gives
them specific guidance as to how to accomplish tasks.
a. participative
b. surface
c. supportive
d. directive
e. cooperative
ANSWER: d

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87. According to the path-goal theory, a __________ leader consults with subordinates about issues and takes their
suggestions into account before making a decision.
a. participative
b. surface
c. supportive
d. directive
e. cooperative
ANSWER: a
88. According to the path-goal theory, a __________ leader is friendly and shows concern for subordinates’ well-being.
a. participative
b. supportive
c. surface
d. directive
e. cooperative
ANSWER: b
89. According to the path-goal theory, employees with an internal locus of control should prefer a leader who is
__________.
a. participative
b. achievement-
oriented
c. supportive
d. directive
e. cooperative
ANSWER: a
90. According to the path-goal theory, employees with an external locus of control should prefer a leader who is
__________.
a. participative
b. achievement-
oriented
c. supportive
d. directive
e. cooperative
ANSWER: d
91. According to Vroom, a manager who presents a problem to a group at a meeting, defines the problem and its
boundaries, and then facilitates group member discussion as members make the decision is using a _________ style of
subordinate participation.
a. delegate
b. consult (group)
d. facilitate
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e. decide
ANSWER: d
92. According to Vroom, a manager who presents a problem to group members at a meeting, gets their suggestions, and
then makes the decision is using a _________ style of subordinate participation.
a. delegate
b. consult (group)
d. facilitate
e. decide
ANSWER: b
93. According to Vroom, a manager who presents a program to group members individually, obtains their suggestions,
and then makes the decision is using a _________ style of subordinate participation.
a. delegate
b. consult (group)
d. facilitate
e. decide
ANSWER: c
94. According to Vroom, a manager who allows a group to define for itself the exact nature and parameters of a problem
and then develop a solution is using a _________ style of subordinate participation.
a. delegate
b. consult (group)
d. facilitate
e. decide
ANSWER: a
95. Which of the following is more closely associated with leadership than with management?
a. Conducting performance reviews
b. Setting budgets
c. Approving payroll
d. Organizing departments
e. Building trust
ANSWER: e
96. Which of the following is more closely associated with management than with leadership?
a. Building culture
b. Acquiring
resources
c. Motivating

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d. Coaching
e. Presenting a vision
ANSWER: b
97. According to Vroom, a _________ style requires the least input from the manager.
a. delegate
b. consult (group)
d. facilitate
e. decide
ANSWER: a
98. The horizontal axis of the Leadership Grid represents concern for
a. oneself.
b. the organization.
c. production.
d. the environment.
e. people.
ANSWER: c
99. The vertical axis of the Leadership Grid represents concern for
a. oneself.
b. the organization.
c. production.
d. the environment.
e. people.
ANSWER: e
100. A leader who relies solely on force and formal authority to direct the behavior of subordinates is
a. exhibiting excellent leadership.
b. exhibiting moderate
leadership.
c. exhibiting poor leadership.
d. exhibiting minimal leadership.
e. not exhibiting leadership at all.
ANSWER: e
Completion
101. As a process, leadership is the use of __________ influence to direct and coordinate the activities of group members
toward goal accomplishment.
ANSWER: noncoerciv
e

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102. Although related, __________ and leadership are not identical.
ANSWER: managemen
t
103. The belief that taller people make better leaders reflects the __________ approach to leadership.
ANSWER: trait
104. According to the Ohio State studies, a leader concerned with subordinates’ feelings is engaging in __________
behavior.
ANSWER: consideration
105. The University of Michigan studies identified the __________-centered and __________-centered forms of leader
behavior.
ANSWER: job, employee
employee, job
106. According to the Leadership Grid, the ideal leadership style is __________.
ANSWER: 9,9
107. The horizontal axis of the Leadership Grid represents concern for __________.
ANSWER: production
108. In the LPC theory, __________ is the second most important determinant of situational favorableness.
ANSWER: task structure
109. According to the path-goal theory, a leader who is __________ consults with subordinates about issues and takes
their suggestions into account before making a decision.
ANSWER: participative
110. Vroom’s model of __________ is based on a decision tree.

ANSWER: leadership
Matching
Dhruv isn’t sure to what degree he should involve his employees in an important decision, so he consults Vroom’s
decision tree for help. Match the following scenarios with the decision style each most clearly illustrates.
a. Dhruv invites his employees out to lunch to talk about the problem. He asks questions, moderates the discussion,
and guides the group in making a decision.
b. Dhruv invites his employees out to lunch to talk about the problem. Afterward, he considers their inputs and makes
a decision; he announces it via email.
c. Dhruv figures out the solution to the problem on his own, then emails his employees informing them of the
decision.
d. In the week after the problem first appears, Dhruv makes it a point to discuss the problem with employees in one-
on-one meetings. The discussions help him figure out the best course of action, which he announces via email.
e. Just thinking about the problem gives Dhruv a headache. He explains the problem to his team and gives them carte
blanche to sort it out and make a decision.

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111. consult (group)
ANSWER: b
112. decide
ANSWER: c
113. consult (individually)

ANSWER: d
114. facilitate
ANSWER: a
115. delegate
ANSWER: e
Match each of the following scenarios with the most appropriate description. Some descriptions may be used more than
once.
a. leading but not managing
b. managing but not leading
c. neither managing nor leading
d. managing and leading
116. Trixie is a senior software developer. Ten programmers report to her, and they would go to the end of the world for
her.
ANSWER: d
117. Uther is a junior software developer. Everybody loves him and thinks he’s fun, good-natured, and smart. Since he’s
new, he’s currently more focused on making sure his work gets done well than on developing a vision for the future of the
software.
ANSWER: c
118. Apollonia has worked for many years as a software tester. She feels uncomfortable talking to people and has declined
countless invitations to become a manager over the years. Nevertheless, the suggestions she quietly puts forward during
meetings nearly always come to pass, and her personal approval is highly sought. Everyone who works on a project with
her gives it their best effort.
ANSWER: a
119. Hugo, a vice president in a software company, used to work as a software developer, but that was decades ago. The
current batch of software developers views him as completely out of touch with the demands of software creation. They’ll
do what he says if they absolutely have to, but any order that Hugo doesn’t follow up on is sure to be ignored.
ANSWER: b
120. Maurice, a technical writer, has a knack for coming up with user interface improvements for the software his
company creates. Senior members of the software development team frequently invite him to their meetings to hear his
suggestions and follow his vision.
ANSWER: a

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Essay
121. Compare and contrast the similarities and differences between management and leadership. Which is most important
for today’s organizations? Why?
ANSWER: Leadership and management are related, but they are not the same. A person can be a manager, a leader, both,
or neither. To create an agenda, management plans and sets budgets, while leadership establishes direct. In
terms of developing a human network for achieving the agenda, management involves establishing some
structure for accomplishing plan requirements, staffing that structure with individuals, delegating
responsibility and authority for carrying out the plan, providing policies and procedures to help guide people,
and creating methods or systems to monitor implementation. Leadership involves communicating the direction
by words and deeds to all those whose cooperation may be needed to influence the creation of teams and
coalitions that understand the vision and strategies and accept their validity. To execute plans, management
controls and solves problems, while leadership motivates and inspires. Regarding outcomes, management
produces a degree of predictability and order and has the potential to consistently produce major results
expected by various stakeholders. In contrast, leadership produces change, often to a dramatic degree, and has
the potential to produce extremely useful change.
Organizations need both management and leadership if they are to be effective. For example, leadership is
necessary to create and direct change and to help the organization get through tough times. Management is
necessary to achieve coordination and systematic results and to handle administrative activities during times of
stability and predictability. Management in conjunction with leadership can help achieve planned orderly
change, and leadership in conjunction with management can keep the organization properly aligned with its
environment.
122. Compare the Ohio State and University of Michigan leadership studies.
ANSWER: The Michigan leadership studies were a program of research conducted at the University of Michigan. The
goal of this work was to determine the pattern of leadership behaviors that result in effective group
performance. From interviews with supervisors and subordinates of high- and low-productivity groups in
several organizations, the researchers collected and analyzed descriptions of supervisory behavior to determine
how effective supervisors differed from ineffective ones. Two basic forms of leader behavior were identified
—job-centered and employee-centered. The leader who exhibits job-centered leader behavior pays close
attention to the work of subordinates, explains work procedures, and is mainly interested in performance. The
leader who engages in employee-centered leader behavior attempts to build effective work groups with high
performance goals.
The Ohio State leadership studies were conducted at about the same time as the Michigan studies, in the late
1940s and early 1950s. During this program of research, behavioral scientists at Ohio State University
developed a questionnaire, which they administered in both military and industrial settings, to assess
subordinates’ perceptions of their leaders’ behavior. The Ohio State studies identified several forms of leader
behavior but tended to focus on the two most common ones: consideration and initiating-structure. When
engaging in consideration behavior, the leader is concerned with the subordinates’ feelings and respects
subordinates’ ideas. The leader–subordinate relationship is characterized by mutual trust, respect, and two-way
communication. When using initiating-structure behavior, on the other hand, the leader clearly defines the
leader–subordinate roles so that subordinates know what is expected of them. The leader also establishes
channels of communication and determines the methods for accomplishing the group’s task.
123. Provide an overview of the LPC theory of leadership.

ANSWER: The LPC theory attempts to explain and reconcile both the leader’s personality and the complexities of the
situation. “LPC” stands for “least-preferred coworker.” The LPC theory contends that a leader’s effectiveness
depends on the situation and, as a result, some leaders may be effective in one situation or organization but not
in another. The theory also explains why this discrepancy may occur and identifies leader–situation matches
that should result in effective performance.
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124. Describe the path-goal theory. Provide specific examples of how the theory can be applied in the workplace.
ANSWER: The path-goal theory of leadership argues that subordinates are motivated by their leader to the extent that the
behaviors of that leader influence their expectancies. In other words, the leader affects subordinates’
performance by clarifying the behaviors (paths) that will lead to desired rewards (goals). Ideally, of course,
getting a reward in an organization depends on effective performance. The path-goal theory also suggests that
a leader may behave in different ways in different situations. A manager following this theory might explain to
his subordinate what needs to be done in order to earn a promotion and pay raise.
125. Describe Vroom’s decision tree approach to leadership. How would a manager apply this approach? Provide specific
examples.
ANSWER: Vroom’s decision tree approach assumes that the degree to which subordinates should be encouraged to
participate in decision making depends on the characteristics of the situation. In other words, no one decision-
making process is best for all situations. After evaluating a variety of problem attributes (characteristics of the
problem or decision), the leader determines an appropriate decision style that specifies the amount of
subordinate participation. Vroom’s current formulation suggests that managers should use one of two different
decision trees. To do so, the manager first assesses the situation in terms of several factors. This assessment
involves determining whether the given factor is “high” or “low” for the decision that is to be made. For
instance, the first factor is decision significance. If the decision is extremely important and may have a major
impact on the organization (i.e., choosing a location for a new plant), its significance is high. But if the
decision is routine and its consequences not terribly important (i.e., selecting a logo for the firm’s softball
team uniforms), its significance is low. This assessment guides the manager through the paths of the decision
tree to a recommended course of action. One decision tree is to be used when the manager is primarily
interested in making the fastest possible decision; the other is to be used when time is less critical and the
manager wishes to help subordinates improve and develop their own decision-making skills.

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Ch11: Traditional leadership approaches

2. Leadership usually involves some form of force and coercion.

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27. The definition of leadership includes all of the following EXCEPT

29. Leadership can be viewed as

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36. The goal in studying the behavioral approach of leadership is to

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48. The LPC theory of leadership was developed by

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58. Path-goal theory assumes that

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110. Vroom’s model of __________ is based on a decision tree.

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113. consult (individually)

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123. Provide an overview of the LPC theory of leadership.

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