Essentials of Organizational Behavior 13th Edition Robbins Test Bank

Essentials of Organizational Behavior, 13e (Robbins/Judge)
Chapter 12 Leadership
1) Leadership is best defined as ________.

A) the ability to influence a group toward the achievement of a vision or set of goals
B) the process of drawing up formal plans and monitoring their implementation
C) the process of carrying out the vision and strategy provided by management
D) the process of coordinating and staffing the organization and handling day-to-day problems
E) the proper use of the influence gained exclusively as a result of one's organizational position
Answer: A
Explanation: A) Leadership can be defined as the ability to influence a group toward the
achievement of a vision or set of goals. Leaders can emerge from within a group as well as by
formal appointment.
Diff: 1
AACSB: Analytical Thinking
Quest. Category: Concept
LO: 12.1 Contrast leadership and management.
2) Which of the following statements regarding leadership is true?

A) All leaders are managers.
B) Formal rights ensure good leadership.
C) All managers are leaders.
D) All leaders are hierarchically superior to followers.
E) Nonsanctioned leadership is as important as formal influence.
Answer: E
Explanation: E) The source of a leader's influence may be formal, such as that provided by
managerial rank in an organization. But not all leaders are managers, nor, for that matter, are all
managers leaders. Just because an organization provides its managers with certain formal rights
is no assurance they will lead effectively. Nonsanctioned leadership—the ability to influence that
arises outside the formal structure of the organization—is often as important or more important
than formal influence.
Diff: 1
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3) Within organizations, leaders are needed to ________ and managers are needed to ________.
A) oversee the manager; execute the leaders ideas
B) challenge the status quo; create visions of the future
C) formulate detailed plans; create efficient organizational structures
D) inspire organizational members; oversee day-to-day operations
E) Leaders and managers both do all of the above.
Answer: D
Explanation: D) The roles of leaders and managers are quite different within an organization.
Leaders take on the more creative role within the organization while managers handle the more
common and routine activities.
Diff: 2
4) A leader who emerges from outside of the formal structures of the organization are called
________.
A) nonsanctioned leaders
B) transformational leaders
C) transactional leaders
D) managers
E) mentors
Answer: A
Explanation: A) Often leaders can emerge from within a group and not be formally appointed to
a leadership position. These are called nonsanctioned leaders.
Diff: 1
5) Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were
all hired at the same time and for the same position, Sharla is often viewed as being a leader on
the team. Sharla is an example of a ________ leader.
A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic
Answer: D
Explanation: D) While she is not formally named a leader on the organizational chart, Sharla has
emerged as a leader with influence within the group.
Diff: 2
Quest. Category: Critical thinking
2
6) Nonsanctioned leadership is usually less important than formal influence.
Answer: FALSE
Explanation: Nonsanctioned leadership–the ability to influence that arises outside the formal
structure of the organization–is often as important as, or more important than, formal influence.
In other words, leaders can emerge from within a group as well as by formal appointment.
Diff: 1
7) All managers are leaders.

Answer: FALSE
Explanation: Even if an organization provides its managers with certain formal rights, there is
no guarantee that they will become effective leaders. In many cases, leaders emerge from within
a group and not necessarily by formal appointment.
Diff: 1
8) Distinguish between leadership and management.

Answer: John Kotter of the Harvard Business School argues that management is about coping
with complexity. Good management brings about order and consistency by drawing up formal
plans, designing rigid organization structures, and monitoring results against the plans.
Leadership, in contrast, is about coping with change. Leaders establish direction by developing a
vision of the future; then they align people by communicating this vision and inspiring them to
overcome hurdles. Although Kotter provides separate definitions of the two terms, both
researchers and practicing managers frequently make no such distinctions. Not all leaders are
managers, nor, for that matter, are all managers leaders. Just because an organization provides its
managers with certain formal rights is no assurance they will lead effectively. Leaders can
emerge from within a group as well as by formal appointment. Organizations need strong
leadership and strong management for optimal effectiveness. We need leaders today to challenge
the status quo, create visions of the future, and inspire organizational members to want to
achieve the visions. We also need managers to formulate detailed plans, create efficient
organizational structures, and oversee day-to-day operations.
Diff: 2
3
9) Which theory of leadership differentiates leaders from nonleaders by focusing on personal
qualities and characteristics?
A) Fiedler's model
B) attributes theory
C) LMX theory
D) contingency theory
E) trait theory
Answer: E
Explanation: E) Trait theories of leadership focus on personal qualities and characteristics. The
search for personality, social, physical, or intellectual attributes that differentiate leaders from
nonleaders goes back to the earliest stages of leadership research.
Diff: 1
LO: 12.2 Summarize the conclusions of trait theories of leadership.
10) Early research efforts at isolating leadership traits resulted in a number of dead ends. A
breakthrough, of sorts, came when researchers began ________.
A) organizing traits around the Big Five personality framework
B) using the Keirsey Temperament Sorter
C) using Cattell's 16 personality factors
D) focusing on Eysenck's three factor model
E) considering the Revised NEO Personality Inventory
Answer: A
Explanation: A) Early research efforts to isolate leadership traits resulted in a number of dead
ends. A breakthrough came when researchers began organizing traits around the Big Five
personality (ambition and energy are part of extraversion, for instance), giving strong support to
traits as predictors of leadership.
Diff: 2
11) Leaders who effectively display and manage emotions will ________.
A) not express genuine enthusiasm
B) keep the commitments they make
C) find it easier to influence the feelings of followers
D) focus on their own self-interest
E) use sympathy for those who fail to perform
Answer: C
Explanation: C) A leader who effectively displays and manages emotions will find it easier to
influence the feelings of followers, by both expressing genuine sympathy and enthusiasm for
good performance and by using irritation for those who fail to perform.
Diff: 2
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12) According to research, which of the Big Five personality traits is the most important in
effective leaders?
A) conscientiousness
B) openness
C) extraversion
D) agreeableness
E) emotional stability
Answer: C
Explanation: C) A comprehensive review of leadership literature, when organized around the
Big Five, has found extraversion to be the most important trait of effective leaders but more
strongly related to leader emergence than to leader effectiveness. Conscientiousness and
openness to experience also showed strong relationships to leadership, though not quite as strong
as extraversion.
Diff: 1
13) Emotional intelligence (EI) is critical to effective leadership because one of its core
components is ________.
A) conscientiousness
B) empathy
C) optimism
D) introversion
E) perfectionism
Answer: B
Explanation: B) A core component of EI is empathy. A leader who effectively displays and
manages emotions will find it easier to influence the feelings of followers, by both expressing
genuine sympathy and enthusiasm for good performance and by using irritation for those who
fail to perform.
Diff: 1
5
14) ________ and ________ people are more likely to assert themselves in group situations.
A) Sociable; manipulative
B) Sociable, dominant
C) Stern; manipulative
D) Stern; dominant
E) Sociable; withdrawn
Answer: B
Explanation: B) Sociable and dominant people are more likely to be extroverted, which might
result in their becoming leaders.
Diff: 2
15) Which of the following statements accurately reflects the conclusions about the trait theories
of leadership?
A) Traits were better predictors of leadership 20 years ago than they are now.
B) The Big Five traits are inadequate for predicting leadership.
C) Traits are especially useful for distinguishing between effective and ineffective leaders.
D) Traits do a good job of predicting the emergence of leaders.
E) Overall, traits are poor predictors of leadership.
Answer: D
Explanation: D) Two conclusions can be offered about the effectiveness of the trait theory of
leadership. First, traits can predict leadership. Second, traits do a better job predicting the
emergence of leaders and the appearance of leadership than actually distinguishing between
effective and ineffective leaders.
Diff: 2
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16) Your company's HR director is a believer in trait theories of leadership. He believes that he
can differentiate leaders from nonleaders by focusing on personal qualities and characteristics.
The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of
ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping
him to apply trait theory to leadership selection within your company. The director believes that
because of his innate characteristics, Lawrence will be highly effective at helping the company
achieve its production goals. You advise the director against basing his decision purely on traits
because ________.
A) research has identified emotional stability as the strongest predictor of leadership
effectiveness
B) studies have found that the Big Five traits are difficult to identify in leaders
C) studies have shown that traits are poor predictors of leadership effectiveness
D) research has found that conscientiousness is a better predictor of effectiveness than
extraversion
E) research has shown that effective managers are often unlikely to become effective leaders
Answer: C
Explanation: C) Traits do a better job predicting the emergence of leaders and the appearance of
leadership than actually distinguishing between effective and ineffective leaders. The fact that an
individual exhibits the traits and others consider that person to be a leader does not necessarily
mean the leader is successful at getting his or her group to achieve its goals. The context matters,
too.
Diff: 3
AACSB: Reflective thinking
Quest. Category: Application
17) A comprehensive review of the leadership literature, when organized around the Big Five,
has found conscientiousness to be the most important trait of effective leaders.
Answer: FALSE
Explanation: A comprehensive review of the leadership literature, when organized around the
Big Five, has found extraversion to be the most important trait of effective leaders but more
strongly related to leader emergence than to leader effectiveness.
Diff: 1
18) Behavioral studies imply that people can be trained to be leaders.

Answer: TRUE
Explanation: Trait research provides a basis for selecting the right people for leadership. In
contrast, behavioral studies implied we could train people to be leaders.
Diff: 1
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19) Identify and explain the two dimensions of leadership described in the Ohio State studies.
Answer: The Ohio State studies proposed that two categories accounted for most of the
leadership behavior described by employees. They called these two dimensions initiating
structure and consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or
her role and those of employees in the search for goal attainment. It includes behavior that
attempts to organize work, work relationships, and goals. A leader high in initiating structure is
someone who "assigns group members to particular tasks," "expects workers to maintain definite
standards of performance," and "emphasizes the meeting of deadlines."
b) Consideration is described as the extent to which a person is likely to have job relationships
that are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
A leader high in consideration helps employees with personal problems, is friendly and
approachable, treats all employees as equals, and expresses appreciation and support.
Diff: 2
20) Which of the following theories of leadership implies that individuals can be trained to
become leaders?
A) trait theories
B) LMX theory
C) contingency theories
D) behavioral theories
E) Fiedler model
Answer: D
Explanation: D) The failures of early trait studies led researchers in the late 1940s through the
1960s to wonder whether there was something unique in the way effective leaders behave. While
trait research provides a basis for selecting the right people for leadership, behavioral studies
implied we could train people to be leaders.
Diff: 2
LO: 12.3 Identify the central tenets and main limitations of behavioral theories.
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21) The Ohio State Studies narrowed the independent dimensions of leader behavior to two that
substantially accounted for most of the leadership behavior described by employees:
consideration and ________.
A) employee-orientation
B) empathy
C) constructing vision
D) initiating structure
E) charisma
Answer: D
Explanation: D) Seeking to identify independent dimensions of leader behavior, the Ohio State
Studies determined that two dimensions accounted for most effective leadership behavior:
initiating structure and consideration.
Diff: 2
22) A leader high in initiating structure is most likely to ________.

A) emphasize meeting deadlines
B) yell at people in meetings
C) allow workers to define their own standards of performance
D) both A and B
E) both A and C
Answer: A
Explanation: A) Leaders who are high in initiating structure attempt to organize work,
relationships, and goals.
Diff: 1
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23) In the context of behavioral dimensions of leadership identified in the Ohio State Studies,
initiating structure refers to the extent to which ________.
A) a person's job relationships are characterized by mutual trust, respect for employees' ideas,
and regard for their feelings
B) a leader engages in participative management
C) a leader is accepting of and respects individual differences among various team members
D) a leader is likely to define and structure his or her role and those of employees in the search
for goal attainment
E) a leader initiates efforts to communicate personally with employees
Answer: D
Explanation: D) As a behavioral dimension of leaders, initiating structure is the extent to which
a leader is likely to define and structure his or her role and those of employees in the search for
goal attainment. It includes behavior that attempts to organize work, work relationships, and
goals.
Diff: 2
24) Kimberley, a manager at a large company, tends to assign group members to particular tasks,
expects workers to maintain definite standards of performance, and emphasizes the meeting of
deadlines. In the light of the Ohio State Studies, this indicates that Kimberley, as a leader, is
________.
A) low in task orientation
B) high in consideration
C) relationship oriented
D) employee oriented
E) high in initiating structure
Answer: E
Explanation: E) Initiating structure is the extent to which a leader is likely to define and
structure his or her role and those of employees in the search for goal attainment. It includes
behavior that attempts to organize work, work relationships, and goals. A leader high in initiating
structure is someone who "assigns group members to particular tasks," "expects workers to
maintain definite standards of performance," and "emphasizes the meeting of deadlines."
Diff: 3
10
25) In the context of behavioral dimensions of leadership identified in the Ohio State Studies,
________ is the extent to which a person's job relationships are characterized by mutual trust,
respect for employees' ideas, and regard for their feelings.
A) consideration
B) initiating structure
C) production orientation
D) task orientation
E) position power
Answer: A
Explanation: A) In the context of behavioral dimensions of leadership identified in the Ohio
State Studies, consideration is the extent to which a person's job relationships are characterized
by mutual trust, respect for employees' ideas, and regard for their feelings.
Diff: 2
26) The two dimensions of leadership behavior identified in the University of Michigan studies
are ________.
A) absolute leadership and contingency leadership
B) transformational leaders and authentic leaders
C) employee-oriented leaders and production-oriented leaders
D) initiating structure and consideration
E) initiation and completion
Answer: C
Explanation: C) Leadership studies at the University of Michigan's Survey Research Center
located behavioral characteristics of leaders that appeared related to performance effectiveness:
the employee-oriented leader and the production-oriented leader. The employee-oriented leader
emphasized interpersonal relationships by taking a personal interest in the needs of employees
and accepting individual differences among them; the production-oriented leader emphasized the
technical or task aspects of the job–concern focused on accomplishing the group's tasks.
Diff: 2
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27) The University of Michigan studies define a(n) ________ leader as one who takes a personal
interest in the needs of his/her subordinates.
A) contingency
B) task-oriented
C) employee-oriented
D) production-oriented
E) structure initiating
Answer: C
Explanation: C) According to the behavioral dimensions of leaders identified by the University
of Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal
relationships by taking a personal interest in the needs of employees and accepting individual
differences among them.
Diff: 2
28) If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan
studies label this leader ________.
A) employee-oriented
B) high in consideration
C) relationship-oriented
D) low in initiating structure
E) production-oriented
Answer: E
Explanation: E) According to the behavioral dimensions identified by the University of
Michigan's Survey Research Center, the production-oriented leader emphasized the technical or
task aspects of the job, his main concern being accomplishing the group's tasks.
Diff: 2
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29) The behavioral dimensions identified by the University of Michigan's Survey Research
Center are closely related to those identified in the Ohio State Study. Employee-oriented
leadership is similar to ________, and production-oriented leadership is similar to ________.
A) initiating structure; consideration
B) task-orientation; relationship-orientation
C) transformational leadership; authentic leadership
D) authentic leadership; transformational leadership
E) consideration; initiating structure
Answer: E
Explanation: E) The behavioral dimensions identified by the University of Michigan's Survey
Research Center are closely related to the Ohio State dimensions. Employee-oriented leadership
is similar to consideration, and production-oriented leadership is similar to initiating structure. In
fact, most leadership researchers use the terms synonymously.
Diff: 2
30) Leo supervises a global team of project members based in multiple countries. Maria is
Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is
based in the United States. In the light on the findings of the GLOBE project, which team
members can be expected to respond most favorably when Leo exhibits high levels of initiating
structure?
A) Jean-Paul and Xiang
B) Amit and Xiang
C) Maria and Jean-Paul
D) Amit and Maria
E) Xiang and Amit
Answer: A
Explanation: A) France and China are countries where individuals tend to value initiating
structure. The French have a bureaucratic view of leaders and expect leaders to make decisions
relatively autocratically. The Chinese have a high performance orientation that emphasizes status
differences between employees. Leaders with high initiating structures therefore have better
results in these countries.
Diff: 3
13
31) Leo supervises a global team of project members based in multiple countries. Maria is
Brazilian, Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is
based in the United States. Which of the following team members would be least likely to
respond favorably if Leo made project-related decisions independently, without consulting the
team?
A) Maria
B) Jean-Paul
C) Amit
D) Xiang
E) Maria and Jean-Paul
Answer: A
Explanation: A) Brazilians value participatory decision-making. Maria would thus be least
likely to respond favorably to autocratic decision-making on Leo's part. As one Brazilian
manager remarked in a research study, "We do not prefer leaders who take self-governing
decisions and act alone without engaging the group. That's part of who we are."
Diff: 3
32) The team agrees that a large component of the project will be carried out at the Chinese
headquarters, with Xiang responsible for leading that support team. Based on what the GLOBE
project concludes about Chinese culture, which of the following leader behaviors would be most
effective?
A) infrequent decision making
B) highly participatory decision making
C) autocratic decision making
D) decision making without initiating structure
E) moderately participatory decision making
Answer: E
Explanation: E) Chinese culture emphasizes being polite, considerate, and unselfish, but it also
has a high performance orientation. These two factors suggest consideration and initiating
structure may both be important. Although Chinese culture is relatively participative compared
to that of the United States, there are also status differences between leaders and employees. This
suggests a moderately participative style may work best there.
Diff: 3
14
33) A leader designated as high on initiating structure would be likely to clearly define the roles
of his or her subordinates.
Answer: TRUE
Explanation: According to the Ohio State Studies, initiating structure indicates the degree to
which a leader is likely to define and structure his or her role and those of employees in the
search for goal attainment. Initiating structure includes behavior that attempts to organize work,
foster work relationships, and achieve goals. A leader high in initiating structure is someone who
assigns group members to particular tasks, expects workers to maintain definite standards of
performance, and emphasizes the meeting of deadlines.
Diff: 1
34) According to the University of Michigan studies, production-oriented leadership is defined

as the extent to which a leader tends to emphasize the technical or task aspects of the job.
Answer: TRUE
Explanation: Leadership studies at the University of Michigan's Survey Research Center
identified two behavioral characteristics of leaders that appeared related to performance
effectiveness. Employee-oriented leaders emphasized interpersonal relationships by taking a
personal interest in the needs of their employees and accepting individual differences among
them. Production-oriented leaders emphasized the technical or task aspects of the job–their
concern was in accomplishing their group's tasks.
Diff: 1
35) Research has narrowed the thousands of leadership behaviors into two primary dimensions.
Please list and describe these two behaviors.
Answer: The two behaviors are initiating structure and consideration. Initiating structure refers
to the extent to which a leader is likely to define and construct their role as well as those of their
employees. A leader who is high in initiating structure is very task-oriented and expects workers
to maintain standards. Consideration refers to the extent to which a person's job relationships are
characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader
with high consideration aids employees with personal problems, is friendly and approachable,
treats all employees as equals, and expresses appreciation and support.
Diff: 2
15
36) Contingency theories focus on the ________ that impact leadership success.
A) leader's personal characteristics and qualities
B) leader's abilities to inspire and transform followers
C) situational variables
D) values and ethics
E) aspects of the leader's behavior
Answer: C
Explanation: C) Numerous studies have shown that predicting leadership success is more
complex than isolating a few traits or behaviors, since leadership styles that are effective in very
bad times or in very good times do not necessarily translate into long-term success. This idea led
researchers to change their focus from trait and behavior theories to situational influences on
leadership styles, or contingency theories.
Diff: 1
LO: 12.4 Assess contingency theories of leadership by their level of support.
37) The first comprehensive contingency model for leadership was developed by ________.
A) Hersey and Blanchard
B) Blake and Mouton
C) Fred Fiedler
D) John Kotter
E) Douglas Surber
Answer: C
Explanation: C) The first comprehensive contingency model for leadership was developed by
Fred Fiedler. Fiedler believes that a key factor in leadership success is the individual's basic
leadership style.
Diff: 1
16
38) Which model represents the theory that effective group performance depends on the proper
match between a leader's style and the degree to which the situation gives control to the leader?
A) leader-member exchange model
B) Fiedler's contingency model
C) Hersey and Blanchard's situational leadership model
D) Vroom and Yetton's leader-participation model
E) House's path-goal model of leadership
Answer: B
Explanation: B) According to Fiedler's contingency model, the key factor predicting leadership
success is the individual's basic leadership style. Since Fiedler assumes an individual's leadership
style is fixed, effective group performance depends on the proper match between the leader's
style and the degree to which the situation gives the leader control.
Diff: 2
39) If followers are ________ and ________, the leader needs to use a supportive and
participative style.
A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent
Answer: B
Explanation: B) Based on situational leadership, the leader needs to be sensitive to the readiness
of the followers.
Diff: 2
40) If followers are ________ and ________, the leader does not need to act.
A) unable; willing
B) able; unwilling
C) able; willing
D) unable; unwilling
E) able; complacent
Answer: C
Explanation: C) Based on situational leadership, the leader needs to be sensitive to the readiness
of the followers.
Diff: 2
17
41) If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler
would categorize the respondent as ________.
A) high in consideration
B) task-oriented
C) low in initiating structure
D) employee-oriented
E) relationship oriented
Answer: B
Explanation: B) Fiedler's least preferred co-worker (LPC) questionnaire measures whether a
person is task or relationship-oriented by asking respondents to rate their least favorite co-
worker. Respondents who describe their least-preferred co-worker in unfavorable terms (a low
LPC score) are viewed as primarily interested in productivity and as being task-oriented.
Diff: 2
42) Fran has just completed and scored the LPC questionnaire given to her during an evaluation
exercise. She is surprised when she finds out that she described her least preferred co-worker in
relatively positive terms because she recalls being particularly annoyed by this difficult co-
worker several times in the past. Based on your understanding of Fiedler's model, you explain to
Fran that her LPC score makes sense within the model because ________.
A) Fran tends to become very dominating when given ambiguous tasks
B) Fran is usually much more focused on productivity than on developing relationships
C) Fran tends in general to focus on building good relationships with the other employees
D) Fran has a spotty work history and has tended to switch jobs every couple of years
E) Fran is usually chosen for positions of high responsibility within your organization
Answer: C
Explanation: C) If you describe the person you are least able to work with in favorable terms (a
high LPC score), Fiedler would label you relationship-oriented. In contrast, if you see your least
preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily
interested in productivity and are task-oriented.
Diff: 3
18
43) Fiedler's contingency leadership model assumes that ________.
A) an individual's leadership style is essentially fixed
B) an individual can use the LPC to change his/her style to a more productive style
C) there is no ideal way to match leadership styles with situations
D) all leaders can learn to adapt to different contingencies
E) each person's style will change in accordance with the situation at hand
Answer: A
Explanation: A) Fiedler assumes an individual's leadership style is fixed. This means if a
situation requires a task-oriented leader and the person in the leadership position is relationship-
oriented, either the situation has to be modified or the leader has to be replaced to achieve
optimal effectiveness.
Diff: 2
44) Fiedler labels the degree of confidence, trust, and respect that subordinates have in their
leader as ________.
A) leader-member relations
B) task structure
C) position power
D) leader-member exchange
E) leader-member orientation
Answer: A
Explanation: A) Fiedler identified three contingency or situational dimensions to leadership
success, including leader-member relations, task structure, and position power. Leader-member
relations is the degree of confidence, trust, and respect members have in their leader.
Diff: 1
19
45) Which of the following situational dimensions identified by Fiedler relates to the degree to
which job assignments are procedurized, that is, structured or unstructured?
A) leader-member relations
B) task orientation
C) task structure
E) productivity oriented
Answer: C
Explanation: C) Fiedler identified three contingency or situational dimensions in which certain
types of leaders might excel or fail, including leader-member relations, task structure, and
position power. Task structure is the degree to which job assignments are procedurized (that is,
structured or unstructured). Leaders who are task-oriented, Fielder proposes, perform best when
the situation is very favorable or very unfavorable.
Diff: 1
46) In the context of Fiedler's model, the situational dimension termed ________ relates to the
degree of influence a leader has over power variables such as hiring, firing, discipline,
promotions, and salary increases.
A) task structure
B) leader-member exchange
C) position power
E) leader-member relations
Answer: C
Explanation: C) In the context of Fiedler's model, the situational dimension termed position
power relates to the degree of influence a leader has over power variables such as hiring, firing,
discipline, promotions, and salary increases.
Diff: 1
20
47) If you were using the Fiedler contingency model of leadership to establish a scenario in your
company which gives managers maximum control, which of the following combinations of
situational dimensions would you seek to achieve?
A) high task structure, good leader-member relations, and strong position power
B) limited position power, good leader-member relations, and low task structure
C) less structured jobs, strong position power, and moderate leader-member relations
D) broad employee responsibilities, low position power, and moderate leader-member relations
E) good leader-member relations, low position power, and unstructured jobs
Answer: A
Explanation: A) The Fiedler contingency model proposes that effective group performance
depends on the proper match between the leader's style and the degree to which the situation
gives the leader control. Fiedler states that the better the leader—member relations, the more
highly structured the job, and the stronger the position power, the more control the leader has.
Diff: 3
48) According to the Fiedler contingency model of leadership, task-oriented leaders perform best
in situations of ________, while relationship-oriented leaders perform best in ________
situations.
A) moderate control; high and low control
B) high control; low and moderate control
C) high and moderate control; low control
D) high and low control; moderate control
E) moderate and low control; high control
Answer: D
Explanation: D) In the Fiedler contingency model, combining the three contingency dimensions
yields eight possible situations in which leaders can find themselves. Fiedler recently condensed
these eight situations down to three. According to him, task-oriented leaders perform best in
situations of high and low control, while relationship-oriented leaders perform best in moderate
control situations.
Diff: 2
21
49) The Fiedler contingency model proposes that effective group performance depends upon the
proper match between a leader's style and the degree to which a situation gives control to the
leader.
Answer: TRUE
Explanation: Fiedler's contingency model proposes that effective group performance depends on
the proper match between the leader's style and the degree to which the situation gives the leader
control. A key factor in leadership success, Fiedler argued, is the individual's basic leadership
style. To identify a person's leadership style, Fiedler developed the least preferred co-worker
(LPC) questionnaire that measures whether a person is task- or relationship-oriented.
Diff: 1
50) In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in
question, the respondent can be said to be primarily task-oriented.
Answer: TRUE
Explanation: The least preferred co-worker (LPC) questionnaire asks respondents to think of all
the co-workers they have ever had and describe the one person they least enjoyed working with.
If you describe the person you are least able to work with in favorable terms (a high LPC score),
Fiedler would label you relationship-oriented. In contrast, if you see your least-preferred co-
worker in relatively unfavorable terms (a low LPC score), you are primarily interested in
productivity and are task-oriented.
Diff: 1
51) According to Fiedler's contingency model, task-oriented leaders are most effective in
situations of high or low control.
Answer: TRUE
Explanation: According to Fiedler's contingency model, task-oriented leaders perform best in
situations of high and low control, whereas relationship-oriented leaders perform best in
moderate control situations.
Diff: 1
22
52) According to the Fiedler model of leadership, how can leader effectiveness be improved?
Answer: Fiedler views an individual's leadership style as fixed. Therefore, there are only two
ways to improve leader effectiveness. First, you can change the leader to fit the situation–as a
baseball manager puts a right- or left-handed pitcher into the game depending on the hitter. If a
group situation rates highly unfavorable but is currently led by a relationship-oriented manager,
the group's performance could be improved under a manager who is task-oriented. The second
alternative is to change the situation to fit the leader, by restructuring tasks or increasing or
decreasing the leader's power to control factors such as salary increases, promotions, and
disciplinary actions.
Diff: 3
53) Who was the first researcher to consider charismatic leadership in terms of OB?
A) Max Weber
B) Robert House
C) Fred Fiedler
D) John Kotter
E) Douglas Surber
Answer: B
Explanation: B) The first researcher to consider charismatic leadership in terms of OB was
Robert House.
Diff: 1
LO: 12.5 Contrast charismatic and transformational leadership.
54) Which theory of leadership proposes that followers attribute heroic or extraordinary
leadership abilities when they observe certain behaviors?
A) transformational leadership theory
B) authentic leadership theory
C) transactional leadership theory
D) attributional leadership theory
E) charismatic leadership theory
Answer: E
Explanation: E) According to House's charismatic leadership theory, followers attribute heroic
or extraordinary leadership abilities when they observe certain behaviors. A number of studies
have attempted to identify the characteristics of charismatic leaders: they have a vision, they are
willing to take personal risks to achieve that vision, they are sensitive to follower needs, and they
exhibit extraordinary behaviors.
Diff: 1
23
55) Which of the following is not a key characteristic of a charismatic leader?
A) sensitivity to follower needs
B) unconventional behavior
C) vision and articulation
D) focus on maintaining status quo
E) willingness to take risks
Answer: D
Explanation: D) Charismatic leadership theory, developed by Robert House, is based on the idea
that when followers observe certain behaviors displayed by a leader, they view that leader as
having extraordinary or even heroic leadership abilities. Recent studies have sought to identify
these specific behaviors. Charismatic leaders appear to possess key characteristics, including
sensitivity to follower needs, unconventional behavior, vision and articulation, and willingness to
take risks.
Diff: 2
56) Which of the following is true regarding whether charismatic leaders are born or made?
A) Charismatic individuals are not born with traits that make them charismatic.
B) Charismatic leaders are usually not achievement oriented.
C) Charisma cannot be learned.
D) Most experts believe individuals can be trained to exhibit charismatic behaviors.
E) Personality has shown no link to charismatic leadership.
Answer: D
Explanation: D) Individuals are born with traits that make them charismatic. Personality is also
related to charismatic leadership; charismatic leaders are likely to be extraverted, self-confident,
and achievement oriented. Although a small minority thinks charisma is inherited and cannot be
learned, most experts believe individuals can be trained to exhibit charismatic behaviors.
Diff: 2
24
57) According to evidence, what is the first step a charismatic leader takes to influence
followers?
A) developing a formal vision statement
B) engaging in emotion-inducing and often unconventional behavior
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations
Answer: D
Explanation: D) Evidence suggests that charismatic leaders follow a four-step process to
influence followers. This process begins with articulating an appealing vision, a long-term
strategy for attaining a goal by linking the present with a better future for the organization.
Desirable visions fit the times and circumstances and reflect the uniqueness of the organization.
Diff: 2
58) Which of the following is true about the effectiveness of charismatic leadership?
A) Research shows scant correlations between charismatic leadership and high performance.
B) Charisma may not always be generalizable.
C) Charisma appears most successful when the environment is stress-free.
D) Charismatic leaders usually surface when the organization is stable and successful.
E) Charismatic leadership qualities are best utilized in lower-level management jobs.
Answer: B
Explanation: B) Research shows impressive correlations between charismatic leadership and
high performance and satisfaction among followers. However, charisma may not always be
generalizable; its effectiveness may depend on the situation. Charisma appears most successful
when the follower's task has an ideological component or the environment includes a high degree
of stress and uncertainty. It's more difficult to utilize a person's charismatic leadership qualities
in lower-level management jobs.
Diff: 2
25
59) In carrying out a transformational approach to overseeing the project, Leo strives to
implement the universal elements of transformational leadership. He most likely implements all
of the following except ________.
A) vision
B) providing encouragement
C) positiveness
D) proactiveness
E) silent leadership
Answer: E
Explanation: E) The universal elements are: vision, foresight, providing encouragement,
trustworthiness, dynamism, positiveness, and proactiveness. The silence of a leader is very
powerful in Japan, but not necessarily in other countries. Silent leadership is, therefore, not
considered one of the universal elements of transformational leadership.
Diff: 1
60) Leaders who clarify role and task requirements to accomplish established goals exhibit a(n)
________ style of leadership.
A) transformational
B) transactional
C) charismatic
D) authentic
E) situational
Answer: B
Explanation: B) Recent studies, including the Ohio State Studies, Fiedler's model, and path-goal
theory, have focused on the differences between transformational leaders and transactional
leaders. In contrast to transformational leaders who inspire their followers to transcend their self-
interests for the good of the organization, transactional leaders encourage their followers to
achieve goals by defining specific goals and task requirements.
Diff: 1
26
61) ________ leaders inspire followers to transcend their self-interests for the good of the
organization and can have an extraordinary effect on their followers.
A) Transformational
B) Transactional
C) Task-oriented
D) Laissez-faire
E) Transcendental
Answer: A
Explanation: A) Transformational leaders can have an extraordinary effect on their followers,
inspiring them toward selfless goals that benefit the larger organization. These types of leaders
inspire their followers by paying attention to their concerns, helping them rethink old problems
in new ways, and encouraging them to achieve goals as a group.
Diff: 1
62) How do charismatic leaders reduce stress for their employees?

A) They show their ability to leverage higher salaries even with mediocre performance.
B) They advise a larger-than-life attitude that does not act in the best interest of the organization.
C) They convince their followers to pursue a vision that can be ruinous.
D) They help make work seem more meaningful and interesting.
E) They encourage those who follow them to be more creative.
Answer: D
Explanation: D) People are especially receptive to charismatic leadership when they sense a
crisis, when they are under stress, or when they fear for their lives. Charismatic leaders are able
to reduce stress for their employees, perhaps because they help make work seem more
meaningful and interesting. Some people's personalities are especially vulnerable to charismatic
leadership.
Diff: 1
27
63) In terms of the full range of leadership model, which leader behavior is the least effective?
A) management by exception (active)
B) contingent reward
C) management by exception (passive)
D) individualized consideration
E) laissez-faire
Answer: E
Explanation: E) According to the full range of leadership model, laissez-faire is the most passive
and therefore least effective of leader behaviors. Management by exception–active or passive–is
slightly better than laissez-faire.
Diff: 1
64) According to the full range of leadership model, which of the following leader behaviors will
enable leaders to motivate followers to perform above expectations and transcend their self-
interest for the sake of the organization?
A) management by exception (active)
B) contingent reward
C) individualized consideration
D) management by exception (passive)
E) laissez-faire
Answer: C
Explanation: C) According to the full range of leadership model, leadership behaviors including
laissez-faire, management by exception (active or passive), and contingent reward will not get
employees to go above and beyond the call of duty. Only with the four styles of transformational
leadership—individualized consideration, intellectual stimulation, inspirational motivation, and
idealized influence—are leaders able to motivate followers to perform above expectations and
transcend their self-interest for the sake of the organization.
Diff: 1
28
65) Individuals who are narcissistic are higher in some behaviors associated with ________.
A) charismatic leadership
B) transactional leadership
C) transformational leadership
D) authentic leadership
E) servant leadership
Answer: A
Explanation: A) Charismatic leaders who are larger than life don't necessarily act in the best
interest of their organizations. Many have allowed their personal goals to override the goals of
the organization. It is little wonder research has shown that individuals who are narcissistic are
also higher in some behaviors associated with charismatic leadership.
Diff: 2
66) Martin Luther King, Ronald Reagan, Mary Kay Ash, and Steve Jobs are often considered as
examples of ________ leaders.
A) transactional
B) transformational
C) sanctioned
D) nonsanctioned
E) charismatic
Answer: E
Explanation: E) All of the examples are people who have/had a great deal of charisma which set
them apart from the masses.
Diff: 1
67) Research indicates that charismatic leadership strategies work as followers "________" the
emotions and values their leader is conveying.
A) manipulate
B) catch
C) influence
D) discourage
E) mimic
Answer: B
Explanation: B) Employees find that they have a stronger sense of personal belonging when
they have a charismatic leader.
Diff: 1
29
68) Why are management by exception leaders considered ineffective?
A) They are not team oriented, participative, or humane.
B) They tend to be available only when there is a problem.
C) They describe their least preferred co-worker in favorable terms.
D) They provide considerable freedom to their employees.
E) They fail to build followers' self-esteem and confidence.
Answer: B
Explanation: B) Management by exception–active or passive–is slightly better than the laissez-
faire leadership, but it is still considered ineffective. Management by exception leaders tend to be
available only when there is a problem, which is often too late.
Diff: 2
69) Which of the following factors contributes to team-focused transformational leadership being
effective?
A) behavior that empowers individual followers to develop, enhance their abilities, and increase
self-efficacy
B) the extent to which a person's job relationships are characterized by mutual trust, respect for
employees' ideas, and regard for their feelings
C) behavior that emphasizes group goals, shared values and beliefs, and unified efforts
D) the extent to which a leader is likely to define the roles of employees in the search for goal
attainment
E) behavior that attempts to organize work, work relationships, and goals in a friendly and
approachable manner
Answer: C
Explanation: C) One study examined how different types of transformational leadership can be
effective depending on whether work is evaluated at the team or the individual level. Individual-
focused transformational leadership is behavior that empowers individual followers to develop,
enhance their abilities, and increase self-efficacy. Team-focused transformational leadership
emphasizes group goals, shared values and beliefs, and unified efforts.
Diff: 2
30
70) According to the GLOBE study, which of the following elements is not universal in
transformational leadership?
A) encouragement
B) trustworthiness
C) vision
D) hindsight
E) dynamism
Answer: D
Explanation: D) The GLOBE study—of 18,000 leaders from 825 organizations in 62
countries—links a number of elements of transformational leadership with effective leadership.
Vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and
proactiveness top the list.
Diff: 1
71) Two companies, Roland Media and Go! Corp., are both headed by transformational leaders.
However, Roland Media showed much greater profitability over a 5-year time period than did
Go! Corp. Which of the following best explains why Roland Media performed better than Go!
Corp. under transformational leadership?
A) Roland Media's leader goes through a complex bureaucratic structure, whereas Go! Corp.'s
leader regularly interacts with the company's workforce to make decisions.
B) Unlike Go! Corp.'s employees, Roland Media's employees don't readily give up decision-
making authority.
C) Roland Media is a small, privately held firm, whereas Go! Corp. is a large, complex public
company.
D) Roland Media is headquartered in a low power distance region, whereas Go! Corp. is
headquartered in a country that is high in power distance.
E) Roland Media's employees tend to be more highly individualistic than do Go! Corp.'s
employees.
Answer: C
Explanation: C) Transformational leadership is most effective in small, privately held
companies. It is less effective in complex organizations. Transformational leaders are more
effective in improving group potency in teams higher in power distance and collectivism. They
are less effective when leaders must deal with bureaucratic structures, when employees are
highly individualistic, and when employees don't easily give up decision-making authority.
Diff: 3
31
72) Most experts believe that individuals may be trained to exhibit charismatic behavior.
Answer: TRUE
Explanation: Although individuals inherit certain tendencies, most experts believe that
charismatic behaviors may be learned. Studies have suggested the effectiveness of a three-step
process to teach potential leaders to exhibit charismatic behaviors. This process includes
developing and maintaining an optimistic view, drawing others to this view by creating a bond
with followers, and bringing out the potential in others by tapping into their emotions.
Diff: 1
73) Transactional and transformational leadership are opposing approaches to getting things
done.
Answer: FALSE
Explanation: Transactional and transformational leadership aren't opposing approaches to
getting things done. They complement each other, though they're not equally important.
Transformational leadership builds on transactional leadership and produces levels of follower
effort and performance beyond what transactional leadership alone can do. But the reverse isn't
true.
Diff: 1
74) In companies with transformational leaders, there is greater decentralization of

responsibility.
Answer: TRUE
Explanation: Transformational leaders are more effective because they are more creative but
also because they encourage those who follow them to be creative, too. In companies with
transformational leaders, there is greater decentralization of responsibility, managers have more
propensity to take risks, and compensation plans are geared toward long-term results, all of
which facilitate corporate entrepreneurship.
Diff: 1
32
75) Are charismatic leaders born or made?
Answer: Individuals are born with traits that make them charismatic. Personality is also related
to charismatic leadership; charismatic leaders are likely to be extraverted, self-confident, and
achievement oriented. Although a small minority thinks charisma is inherited and cannot be
learned, most experts believe individuals can be trained to exhibit charismatic behaviors. After
all, just because we inherit certain tendencies doesn't mean we can't learn to change. One set of
authors proposes a three-step process. First, develop an aura of charisma by maintaining an
optimistic view; using passion as a catalyst for generating enthusiasm; and communicating with
the whole body, not just with words. Second, draw others in by creating a bond that inspires
them to follow. Third, bring out the potential in followers by tapping into their emotions.
Diff: 3
76) Describe the full range of leadership model.

Answer: According to the full range of leadership model, laissez-faire is the most passive and
therefore least effective of leader behaviors. Management by exception–active or passive–is
slightly better than laissez-faire, but it's still considered ineffective. Management-by-exception
leaders tend to be available only when there is a problem, which is often too late. Contingent
reward leadership can be an effective style of leadership but will not get employees to go above
and beyond the call of duty. Only with the four remaining styles–all aspects of transformational
leadership–are leaders able to motivate followers to perform above expectations and transcend
their self-interest for the sake of the organization. Individualized consideration, intellectual
stimulation, inspirational motivation, and idealized influence all result in extra effort from
workers, higher productivity, higher morale and satisfaction, higher organizational effectiveness,
lower turnover, lower absenteeism, and greater organizational adaptability. Based on this model,
leaders are generally most effective when they regularly use each of the four transformational
behaviors.
Diff: 3
77) In light of the findings of the GLOBE project, what elements of transformational leadership
appear universal?
Answer: The GLOBE study has revealed that there are some universal aspects to leadership,
including vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness,
and proactiveness.
Diff: 2
33
78) Which of the following would best serve as evidence to support the conclusion that an
individual is an authentic leader?
A) The leader is cautious about information sharing and tends to provide updates only to top
management.
B) In business exchanges, the leader puts the company's bottom line before his or her ideals.
C) The leader acts in the company's best interest as long as those interests don't conflict with his
personal ambitions.
D) The leader constantly questions his or her values.
E) The leader inspires a great deal of trust in his or her followers.
Answer: E
Explanation: E) Authentic leaders know who they are, know what they believe in and value, and
act on those values and beliefs openly and candidly. Their followers consider them ethical
people. The primary quality produced by authentic leadership, therefore, is trust. Authentic
leaders share information, encourage open communication, and stick to their ideals.
Diff: 3
LO: 12.6 Describe the roles of ethics and trust in authentic leadership.
79) The concept of socialized charismatic leadership seeks to integrate charismatic leadership
with ________ leadership.
A) transformational
B) production-oriented
C) relational
D) ethical
E) transactional
Answer: D
Explanation: D) Scholars have tried to integrate ethical and charismatic leadership by advancing
the idea of socialized charismatic leadership–leadership that conveys other-centered (not self-
centered) values by leaders who model ethical conduct. Socialized charismatic leaders are able to
bring employee values in line with their own values through their words and actions.
Diff: 1
34
80) ________ is a psychological state that exists when you agree to make yourself vulnerable to
another because you have positive expectations about how things are going to turn out.
A) Consideration
B) Trust
C) Empowerment
D) Empathy
E) Respect
Answer: B
Explanation: B) Trust is a psychological state that exists when you agree to make yourself
vulnerable to another because you have positive expectations about how things are going to turn
out. Even though you aren't completely in control of the situation, you are willing to take a
chance that the other person will come through for you.
Diff: 1
81) All of the following are consequences of a relationship of trust between supervisors and
employees, except that ________.
A) trust facilitates information sharing
B) trusting groups are more effective
C) trust discourages taking risks
D) trust enhances productivity
E) company bottom lines are positively influenced by trust
Answer: C
Explanation: C) Trust between supervisors and employees is related to a number of positive
employment outcomes. Trust encourages taking risks, facilitates information sharing, and
enhances productivity. Trusting groups are more effective.
Diff: 2
82) Which of the following is a characteristic of a servant leader?

A) one who uses power to achieve ends
B) one who focuses on self-interest
C) one who reduces team potency
D) one who gives orders to followers
E) one who serves the needs of others
Answer: E
Explanation: E) Servant leaders go beyond their own self-interest and focus on opportunities to
help followers grow and develop. They don't use power to achieve ends; they emphasize
persuasion. They focus on serving the needs of others.
Diff: 1
35
83) Socialized charismatic leadership conveys self-centered values by leaders.
Answer: FALSE
Explanation: Scholars have tried to integrate ethical and charismatic leadership by advancing the
idea of socialized charismatic leadership–leadership that conveys other-centered (not self-
centered) values by leaders who model ethical conduct. Socialized charismatic leaders are able to
bring employee values in line with their own values through their words and actions.
Diff: 1
84) Distinguish between charismatic, transformational, and authentic leadership. Could an

individual display all three types of leadership?
Answer: Charismatic leaders are those who are perceived to have heroic or extraordinary
leadership abilities when they exhibit certain behaviors. Charismatic leaders have a vision, are
willing to take personal risks to achieve that vision, are sensitive to follower needs, and exhibit
unconventional behaviors.
Transactional leaders inspire their followers by paying attention to their concerns, helping them
rethink old problems in new ways, and encouraging them to achieve goals as a group. They can
have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit
the larger organization. As a result, transformational leadership is strongly correlated with lower
turnover rates, higher productivity, lower employee stress and burnout, and higher employee
satisfaction.
Authentic leaders know who they are, know what they believe in and value, and act on those
values and beliefs openly and candidly. Their followers consider them ethical people. The
primary quality produced by authentic leadership, therefore, is trust. Authentic leaders share
information, encourage open communication, and stick to their ideals. The result: people come to
have faith in them.
Some researchers, such as Robert House, believe that charismatic and transactional leadership
are essentially synonymous. A leader who scores high on transformational leadership qualities is
likely to score high on charisma as well. Both charismatic and transformational leaders could
display the qualities of authentic leadership and engender trust in their followers as well. In fact,
scholars have tried to integrate ethical and charismatic leadership by advancing the idea of
socialized charismatic leadership–leadership that conveys other centered (not self-centered)
values by leaders who model ethical conduct. Therefore, it could be possible for a single leader
to display all three types of leadership.
Diff: 3
36
85) A senior level employee who sponsors and supports a less-experienced employee is a
________.
A) protégé
B) mentor
C) guardian angel
D) colleague
E) protectorate
Answer: B
Explanation: B) A mentor sponsors and supports a less-experienced employee.
Diff: 1
LO: 12.7 Demonstrate the role mentoring plays in our understanding of leadership.
86) In formal mentoring relationships, ________ candidates are identified according to

assessments of ________ potential.
A) protégé; leadership
B) mentor; leadership
C) protégé; organizational
D) mentor; organizational
E) leadership, mentor
Answer: B
Explanation: B) In a formal process, candidates are assessed as to their potential before even
being considered for mentorship.
Diff: 2
87) Within mentoring relationships, ________.

A) only the protégé benefits
B) the protégé mainly benefits, but the mentor might also benefit
C) both the protégé and the mentor benefit
D) the mentor mainly benefits, but the protégé might also benefit
E) only the mentor benefits
Answer: C
Explanation: C) Within a mentoring relationship, all parties involved benefit.
Diff: 1
37
88) When forming a mentoring relationship, all of the following should be considered in relation
to the mentor and the protégé except ________.
A) goals
B) style
C) needs
D) skills
E) communication
Answer: E
Explanation: E) While important, communication is not of significant importance when
determining a formal mentoring relationship.
Diff: 1
89) The primary benefit(s) of mentoring is/are ________.

A) monetary
B) performance
C) psychological
D) both B and C
E) all A, B, and C
Answer: C
Explanation: C) While mentoring can have a good effect on objective outcomes such as
compensation and job performance, research suggests that the primary benefit is psychological.
Diff: 1
90) Iris is a new employee at Schmitt Enterprises, a company which specializes in the production
and sale of personal protection items. Joe has been an employee at the company for close to two
years, and has done well to move up in the company in regards to his sales as well as the respect
he gets from his colleagues. When considering her working relationship with Joe, Iris should
consider most ________.
A) if Joe is a suitable formal mentor
B) if Joe is a suitable informal mentor
C) if Joe is a good match for Iris' style, needs and skills
D) both A and C
E) both B and C
Answer: B
Explanation: B) Joe is not in a position to be a formal mentor because he really does not have
the experience nor position within the company to truly impart meaningful knowledge. Joe could
however be an informal mentor if he sees potential within Iris.
Diff: 2
38
91) Iris is a new employee at Schmitt Enterprises, a company which specializes in the production
and sale of personal protection items. Marshall founded the company ten years ago and has been
working in law enforcement and personal security for fifteen years. When considering her
working relationship with Marshall, Iris should consider most ________.
A) if Marshall is a suitable formal mentor
B) if Marshall is a suitable informal mentor
C) if Joe is a good match for Iris' style, needs and skills
D) both A and C
E) both B and C
Answer: A
Explanation: A) Marshall could be a strong formal mentor for Iris as long as he is a match for
her style, needs and skills.
Diff: 2
92) You recently earned your real estate sales license and are looking to find a good local real
estate brokerage to begin your career. While you are particularly adept at real estate rules and
regulations, you are not confident in your sales abilities or in your ability to make "cold calls" to
perspective clients. You feel that you need a good mentor at this stage of your career as you look
to the future. What factors should you consider as you make this decision?
Answer: Responses will certainly vary; however, quality responses will be centered around the
student determining if they should look for a formal or informal mentoring relationship.
Diff: 3
93) How is team potency described in the context of servant leadership?

A) It is a belief that one's team has above-average skills and abilities.
B) It is a psychological state when you agree to make yourself vulnerable to another.
C) It is the ability to influence a group toward the achievement of a vision.
D) It is the degree to which job assignments are procedurized.
E) It is an attribution people make about other individuals.
Answer: A
Explanation: A) Servant leadership increases team potency (a belief that one's team has above-
average skills and abilities), which in turn leads to higher levels of group performance.
Diff: 1
LO: 12.8 Address challenges to the effectiveness of leadership.
39
94) Which of the following statements accurately describes the attribution theory of leadership?
A) Leadership is merely an attribution people make about other individuals.
B) Good leaders attribute their successes to their team or group members.
C) Leadership qualities are attributions that are independent of performance.
D) The achievement of group goals is rarely attributed to good leadership.
E) Leadership is an attribute that individuals are born with.
Answer: A
Explanation: A) The attribution theory of leadership says leadership is merely an attribution
people make about other individuals. Thus, we attribute to leaders intelligence, outgoing
personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the
organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely
negative or extremely positive performance.
Diff: 2
95) The president of a small Asian country was hailed as a visionary and a genius when the
nation's economy burgeoned during his first term in office. However, when the currency and the
stock markets crashed during his government's second term, he was criticized as arrogant, elitist,
and shortsighted. This scenario reflects the ________ theory of leadership.
A) traits
B) behavioral
C) LMX
D) substitutes
E) attribution
Answer: E
Explanation: E) The attribution theory of leadership says leadership is merely an attribution
people make about other individuals. Thus, we attribute to leaders intelligence, outgoing
personality, strong verbal skills, aggressiveness, understanding, and industriousness. At the
organizational level, we tend to see leaders, rightly or wrongly, as responsible for extremely
negative or extremely positive performance.
Diff: 3
40
96) Zenith Technologies has a very flat organizational system with few managers. Instead, it has
a rigid system of clear, formalized goals, clear procedures, and cohesive work groups. In this
case, the various components of the organizational system are acting as ________ to formal
leadership by replacing the support and ability offered by leaders.
A) detriments
B) traits
C) attributes
D) substitutes
E) supplements
Answer: D
Explanation: D) One theory of leadership suggests that in many situations leaders' actions are
irrelevant. Experience and training are among the substitutes that can replace the need for a
leader's support or ability to create structure. Organizational characteristics such as explicit
formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal
leadership.
Diff: 3
97) The attribution theory of leadership says leadership is merely an attribution people make
about other individuals.
Answer: TRUE
Explanation: The attribution theory of leadership says leadership is merely an attribution people
make about other individuals. Thus, we attribute to leaders intelligence, outgoing personality,
strong verbal skills, aggressiveness, understanding, and industriousness.
Diff: 1
98) Attribution theory suggests what's important is projecting the appearance of being a leader
rather than focusing on actual accomplishments.
Answer: TRUE
Explanation: Attribution theory suggests what's important is projecting the appearance of being
a leader rather than focusing on actual accomplishments. Leader-wannabes who can shape the
perception that they're smart, personable, verbally adept, aggressive, hardworking, and consistent
in their style can increase the probability their bosses, colleagues, and employees will view them
as effective leaders.
Diff: 1
41
99) While it is popular today to ascribe all successes to the concept of leadership, much of an
organization's success or failure is due to factors outside the influence of leadership. Based on
what you have studied, what do you see as the true value of leadership?
Answer: Responses will vary to this question and each response should be viewed based on its
own merit. Responses should, though, address some elements of attribution, substitutes, and
neutralizers of leadership.
Diff: 3
Quest. Category: Critical thinking; Synthesis
42

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Essentials of Organizational Behavior, 13e (Robbins/Judge)

1) Leadership is best defined as ________.

2) Which of the following statements regarding leadership is true?

7) All managers are leaders.

8) Distinguish between leadership and management.

18) Behavioral studies imply that people can be trained to be leaders.

22) A leader high in initiating structure is most likely to ________.

34) According to the University of Michigan studies, production-oriented leadership is defined

62) How do charismatic leaders reduce stress for their employees?

74) In companies with transformational leaders, there is greater decentralization of

76) Describe the full range of leadership model.

82) Which of the following is a characteristic of a servant leader?

84) Distinguish between charismatic, transformational, and authentic leadership. Could an

86) In formal mentoring relationships, ________ candidates are identified according to

87) Within mentoring relationships, ________.

89) The primary benefit(s) of mentoring is/are ________.

93) How is team potency described in the context of servant leadership?

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