Organizational Behavior 13Th Edition Hellriegel Test Bank Full Chapter PDF

Organizational Behavior 13th Edition
Hellriegel Test Bank

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Chapter 10: Leadership Effectiveness: Foundations
TRUE/FALSE
1. According to Learning from Experience: Douglas Conant’s Leadership at Campbell Soup Co., under
Conant’s leadership, Campbell’s has reversed a decline in shareholder value and employee
commitment.
ANS: T PTS: 1 DIF: Moderate REF: p. 289

NAT: AACSB Analytic | Leadership Principles MSC: Recall
2. According to Learning from Experience: Douglas Conant’s Leadership at Campbell Soup Co., Conant
led the development of a 5-year plan, called the “Campbell’s Mission.”
ANS: F
It was a 10-year plan, called the “Campbell’s Journey,”
PTS: 1 DIF: Moderate REF: p. 289

3. While effective leadership encompasses all seven of the foundation competencies, it also goes beyond
them.
ANS: T PTS: 1 DIF: Easy REF: p. 290

OBJ: 10-1 NAT: AACSB Analytic | Leadership Principles
MSC: Recall
4. Leadership is the process of developing ideas and a vision, living by values that support those ideas
and vision, influencing others to embrace them in their own behaviors, and making hard decisions
about people and other resources.

MSC: Recall
5. Leadership emphasizes planning, control, rules and procedures, authority relations, and the like.
ANS: F
This describes management. Values, ideas, vision, influencing others, and making tough decisions are
the key attributes of leadership.
PTS: 1 DIF: Easy REF: p. 290 OBJ: 10-1

6. Management emphasizes planning, control, rules and procedures, and authority relations.

MSC: Recall
7. All leaders use power and engage in political behaviors to influence others.
MSC: Recall
8. The zone of indifference is an area where the manager does not have actual authority.
ANS: F
The zone of indifference is an area within which employees will accept certain directives without
questioning the manager’s power.

9. The are three basic sources of a leader's power are (1) reward, (2) legitimate, and (3) referent power.
ANS: F
There are five basic sources of a leader's power: legitimate, reward, coercive, referent, and expert
power.

10. The five basic sources of a leader's power are (1) legitimate, (2) reward, (3) coercive, (4) referent, and
(5) expert power.

MSC: Recall
11. The use of legitimate power would be present in a situation where followers do something because the
leader has the right to request them to do it and they have an obligation to comply, as a consequence of
the leader's position in the organization.

MSC: Recall
12. The zone of indifference is an area within which employees will accept certain directives without
questioning the manager’s power.

MSC: Recall
13. Coercive power is the potential to influence others through the use of sanctions or punishment.

MSC: Recall
14. Reward power comes from the leader's ability to provide something positively desired by followers in
return for behaviors the leader expected and wanted.

MSC: Recall
15. Referent power is an individual’s ability to influence others because they respect, admire, or
like the person.

MSC: Recall
16. Expert power is an individual’s ability to influence others because they respect, admire, or
like the person.
ANS: F
Expert power is an individual’s ability to influence others’ behaviors because of recognized
competencies, talents, or specialized knowledge.

17. For successful organizations, the pattern in the use of the sources of power is shifting toward greater
reliance on reward, referent, and expert power and less reliance on coercive and legitimate power.
ANS: T PTS: 1 DIF: Difficult REF: p. 293

MSC: Recall
18. Political behavior means doing whatever it takes to move up in a company.
ANS: F
Political behavior involves attempts by individuals to influence the behaviors of others and the course
of events in the organization in order to protect their self-interests, meet their own needs, and advance
their own goals.

19. Organizational politics involves actions by individuals, teams, or leaders to acquire, develop, and use
power and other resources in order to obtain preferred outcomes.

MSC: Recall
20. Organizational politics involves attempts by individuals to influence the behaviors of others as a
means to protect their self-interests, meet their own needs, and advance their own goals.
ANS: F
Organizational politics involves actions by individuals, teams, or leaders to acquire, develop, and use
power and other resources in order to obtain preferred outcomes.
PTS: 1 DIF: Moderate REF: p. 293 OBJ: 10-1

21. Taking counsel is a common political tactic in which the individual communicates everything.
ANS: F
Taking counsel is a common political tactic in which the individual exercises great caution in seeking
or giving advice.

22. Durability is a common political tactic in which the individual maintains flexibility and never
completely commits to any one position or program.
ANS: F
This describes maneuverability.

23. Maneuverability is a common political tactic in which the individual maintains flexibility and never
completely commits to any one position or program.

MSC: Recall
24. Communication is a common political tactic in which the individual never communicates everything
but instead withholds information and/or releases information at carefully chosen times.

MSC: Recall
25. Compromising is a common political tactic in which the individual accepts compromise
as a short-term tactic while continuing to press ahead with one's own agenda.

MSC: Recall
26. Always the boss is a common political tactic in which the individual accepts compromise only as a
short-term tactic while continuing to press ahead with one's own agenda.
ANS: F
This describes compromising.

27. Maneuverability is a common political tactic in which once the individuals have made their decisions,
and must always give the impression of knowing what they are doing, even when they do not.
ANS: F
This describes confidence.
28. “Confidence” is a common political tactic in which once the individuals have made their decisions,
they must always give the impression of knowing what they are doing, even when they do not.

MSC: Recall
29. “Always the boss” is a common political tactic that occurs when the leader will not accept any
subordination.
ANS: F
“Always the boss” is a common political tactic that occurs when the leader typically maintains a sense
of distance and separation from subordinates.

30. There are no beneficial effects of political behavior.
ANS: F
Career advancement and achievement of organizational goals are among the beneficial effects of
political behavior.

31. Career advancement and misuse of resources are among the beneficial effects of political behavior.
ANS: F
Misuse of resources is not beneficial.

32. Ineffective organizational culture and emotional withdrawal from the organization are among the
harmful effects of political behavior.

MSC: Recall
33. The probability of political behavior typically increases inversely to disagreements over goals.
ANS: F
The probability of political behavior typically increases in proportion to disagreements over goals.

NAT: AACSB Analytic | Leadership Principles MSC: Comprehension
34. The probability of political behavior typically increases when decision-making procedures and
performance measures are certain and known.
ANS: F
The probability of political behavior typically increases when decision-making procedures and
performance measures are uncertain and complex.

35. When a reward system focuses solely on team accomplishments and minimizes individual
contributions, individuals may be tempted to behave politically to ensure that they receive much more
of the rewards than other team members.
ANS: F
The opposite is true. When a reward system focuses solely on individual accomplishment and
minimizes team contributions, individuals may be tempted to behave politically to ensure that they
receive much more of the rewards than other team members.

36. The organizational reward system is not a significant factor in the occurrence of political behavior.
ANS: F
The organizational reward system can be a significant factor in the occurrence of political behavior.

37. The performance appraisal process provides a good example of a situation in which
managers may encourage political behavior among employees.

MSC: Comprehension
38. Leaders should link rewards to their feelings about how an employee performs to limit some of the
problems with political performance appraisals.
ANS: F
Leaders should link specific actions and performance results to rewards to limit some of the problems
with political performance appraisals.

39. Leaders should develop goals and standards that are as clear and specific as possible to limit some of
the problems with political performance appraisals.

MSC: Recall
40. One of the negative aspects of political performance appraisals is it can expose the organization to
litigation if employees are terminated.
MSC: Recall
41. In the Change Competency: Carol Bartz’s Use of Power to Change Yahoo!, Bartz noticed that
employees on the inside spend too much time looking at what is taking place on the outside.
ANS: F
The opposite is true. The employees are spending too much time focusing on internal company
problems. Bartz is quoted as saying, “I’ve noticed that a lot of us on the inside don’t spend enough
time looking to the outside.”

42. In the Change Competency: Carol Bartz’s Use of Power to Change Yahoo!, Bartz is focused on
providing the consumer with awesome products.

MSC: Recall
43. The contingency models are probably the most popular and oldest of the leadership models.
ANS: F
The traits, Theory X/Theory Y, and behavioral models are probably the most popular and oldest of the
leadership models.

44. The traits, Theory X/Theory Y, and behavioral models are probably the most popular and oldest of the
leadership models.

MSC: Recall
45. The traits model of leadership is based on characteristics of many leaders—both successful
and unsuccessful—and is used to predict leadership effectiveness.

MSC: Recall
46. Evidence suggests that most (but not all) successful leaders share four common traits: intelligence,
maturity and breadth, achievement drive, and honesty.

MSC: Recall
47. When employees are asked to rank and comment on various traits of successful and unsuccessful
leaders, honesty is the most important characteristic identified by many surveys.

MSC: Recall
48. One of the limitations of the traits model of leadership is that research has demonstrated no consistent
patterns between specific traits or sets of traits and leadership effectiveness.

MSC: Recall
49. Theory X is a composite of propositions and underlying beliefs that take a command-and-control
approach to management based on a negative view of human nature.

MSC: Recall
50. Theory Y is a composite of propositions and underlying beliefs that take a command-and-control
approach to management based on a negative view of human nature.
ANS: F
This describes Theory X. Theory Y is a composite of propositions and beliefs that take a leadership
and empowering approach to management based on a positive view of human nature.

51. Theory Y is a composite of propositions and beliefs that take a leadership and empowering approach
to management based on a positive view of human nature.

MSC: Recall
52. Theory X is a composite of propositions and beliefs that take a leadership and empowering approach
to management based on a positive view of human nature.
ANS: F
This describes Theory Y. Theory X is a composite of propositions and underlying beliefs that take a
command-and-control approach to management based on a negative view of human nature.

53. Theory Y assumes that, without the strong intervention of managers, most employees would be
passive—even resistant—to organizational needs.
ANS: F
This describes Theory X.
54. Theory Y assumes that the motivation, the potential for development, the capacity for assuming
responsibility, and the readiness to direct behavior toward organizational goals are all present in
employees.

MSC: Recall
55. Behavioral models of leadership have identified two main dimensions of leadership behavior:
aggressiveness and strategy.
ANS: F
Behavioral models of leadership have identified two main dimensions of leadership behavior:
consideration and initiating structure.

56. Behavioral models of leadership have identified two main dimensions of leadership behavior:
relationship orientation and empowerment.
ANS: F
The two main dimensions are consideration and initiating structure.

57. The behavioral model of leadership focuses on what leaders think about.
ANS: F
The behavioral model of leadership focuses on what leaders actually do and how they do it.

58. The behavioral model of leadership suggest that effective leaders help individuals and teams achieve
their goals in two ways: task-centered relations and consideration.

MSC: Recall
59. A high degree of consideration indicates psychological closeness between the leader and subordinates.

MSC: Comprehension
60. Consideration tends to be an effective leadership behavior when employees feel that strong status
differences should not exist between them and their leader.
MSC: Recall
61. Consideration tends to be an effective leadership behavior when employees are psychologically
predisposed toward being instructed in what to do, how to do it, and when it should be achieved.
ANS: F
Under this condition, initiating structure tends to be more effective. Consideration tends to be more
effective when followers are predisposed toward participative leadership.

62. Initiating structure is the extent to which the leader has relationships with subordinates that are
characterized by mutual trust, two-way communication, respect for employees’ ideas, and empathy for
their feelings.
ANS: F
This describes consideration.

63. Initiating structure is the extent to which a leader defines and prescribes the roles of subordinates in
order to set and accomplish goals in their areas of responsibility.

MSC: Recall
64. Consideration is the extent to which the leader has relationships with subordinates that are
characterized by mutual trust, two-way communication, respect for employees’ ideas, and empathy for
their feelings.

MSC: Recall
65. Consideration is the extent to which a leader defines and prescribes the roles of subordinates in order
to set and accomplish goals in their areas of responsibility.
ANS: F
This describes initiating structure.

66. Leaders who rank low on initiating structure and high on consideration generally have large numbers
of grievances, absenteeism, and high turnover rates among employees.
ANS: F
Leaders who rank high on initiating structure and low on consideration generally have large numbers
of grievances, absenteeism, and high turnover rates among employees.
67. Effective leaders can not possess high consideration and initiating structure at the same time.
ANS: F
The now widely accepted view is that effective leaders can possess high consideration and initiating
structure at the same time.
PTS: 1 DIF: Difficult REF: p. 302 OBJ: 10-2

68. The main limitation of the behavioral model is the lack of attention it gives to the effects of the
situation on effective leadership style.

MSC: Recall
69. The primary weakness in the behavioral model is that many leaders do not engage in both initiating
structure and consideration behaviors.
ANS: F
The main limitation of the behavioral model is the lack of attention it gives to the effects of the
situation on effective leadership style.

70. According to Self Competency: Colin Powell’s “Lessons in Leadership”, a dream doesn’t become
reality through magic; it takes sweat, determination, and hard work.

MSC: Recall
71. According to Self Competency: Colin Powell’s “Lessons in Leadership”, the trick of leadership is
being at the right place at the right time.

MSC: Recall
72. The Situational Leadership Model matches the situation to one of four leadership styles.

MSC: Recall
73. The Situational Leadership Model states that the style of leadership should be matched
to the level of readiness of the followers.
MSC: Recall
74. The four leadership styles outlined in the Situational Leadership Model involve various combinations
of event behavior and interaction behavior.
ANS: F
The four leadership styles outlined in the Situational Leadership Model involve various combinations
of task behavior and relationship behavior.

75. The Situational Leadership Model is based upon the amount of task and relationship behavior that a
leader provides to subordinates in a situation.

MSC: Recall
76. In the Situational Leadership Model, task behavior is the extent to which a leader listens, provides
support and encouragement, and involves subordinates in the decision-making process.
ANS: F
This describes relationship behavior.

77. According to the Situational Leadership Model, when a leader gives his or her subordinates
emotional support, that leader is demonstrating relationship behavior.

MSC: Comprehension
78. The four leadership styles of the Situational Leadership Model - telling, giving, participating, and
observing - are based on different combinations of task and relationship behavior.
ANS: F
The four leadership styles are telling, selling, participating, and delegating.

79. When a leader provides clear instructions, gives specific directions, and supervises the work closely,
the leader is using the selling style, according to the Situational Leadership Model.
ANS: F
The leader is using the telling style.

80. When a leader provides direction, encourages two-way communication, and helps build confidence
and motivation on the part of the follower, the leader is using the participating style, according to the
Situational Leadership Model.
ANS: F
This describes a selling style. A participating style is when the leader encourages followers to
share ideas and facilitates the work by being encouraging and helpful to subordinates.

81. When a leader encourages followers to share ideas and facilitates the work by being encouraging and
helpful to subordinates, the leader is using the participating style, according to the Situational
Leadership Model.

MSC: Comprehension
82. When a leader turns over responsibility for making and implementing decisions to followers, the
leader is using the delegating style, according to the Situational Leadership Model.

MSC: Comprehension
83. When a leader encourages followers to share ideas and facilitates the work by being encouraging and
helpful to subordinates, the leader is using the delegating style, according to the Situational
Leadership Model.
ANS: F
This describes the participating style.

84. According to the Communication Competency: Paul Millman, CEO, Chroma Technology, at Chroma
Technology’s beginning, no one was officially in charge of strategy or long-term planning.

MSC: Recall
85. According to the Communication Competency: Paul Millman, CEO, Chroma Technology, Millman
used to think a company could be structured as an inverted pyramid, with the leader largely
subservient to the employees.

MSC: Recall
86. The five core leadership styles in the Vroom-Jago leadership model are: decide, consult individually,
facilitate, consult team, and delegate.

MSC: Recall
87. The five core leadership styles in the Vroom-Jago leadership model are: sell, consider, tell, evaluate,
and participate.
ANS: F
The five core leadership styles in the Vroom-Jago time-driven leadership model are: decide, consult
individually, consult team, facilitate, and delegate.

88. The facilitate style in the Vroom-Jago leadership model represents the highest level of subordinate
empowerment.
ANS: F
The delegate style in the Vroom-Jago time-driven leadership model represents the highest level of
subordinate empowerment.

89. The Vroom-Jago contingency variables are: decision significance, importance of commitment, leader
expertise, likelihood of commitment, team support, team expertise, and team competence.

MSC: Recall
90. The Vroom–Jago leadership model prescribes a leader’s choice(s) among five leadership styles based
on seven situational factors, recognizing the time requirements and costs associated with each style.

MSC: Recall
91. Victor Vroom developed a Windows-based computer program called Expert System that enables the
leader to record judgments on a five-point scale as to the extent to which a factor is present in a
particular situation.

MSC: Comprehension
92. Team support is the degree to which subordinates will support the leader’s decision if it is made.
ANS: F
This describes Likelihood of commitment. Team support is the degree to which subordinates relate to
the interests of the organization as a whole or a specific unit in solving the problem.
93. Victor Vroom and Arthur Jago developed the Vroom–Jago Leadership model to (1) assess variations
that may exist in situational factors, (2) present five leadership styles, and (3) emphasize the choice of
leadership style in relation to decision-making situations.

MSC: Recall
94. The consult and delegate styles are viewed as the more participative styles of leadership in the Vroom-
Jago model.

MSC: Recall
95. The Vroom–Jago leadership model solution matrix begins on the left where you evaluate the leader
expertise.
ANS: F
The Vroom–Jago leadership model solution matrix begins on the left where you evaluate the
significance of the situation.

96. According to the Vroom-Jago leadership model, if leaders can diagnose situations correctly, choosing
the best leadership style for those situations is still a significant challenge.
ANS: F
According to the Vroom-Jago leadership model, if leaders can diagnose situations correctly, choosing
the best leadership style for those situations becomes easier.

97. According to the Ethics Competency: The Bank CEO, your bank is in serious danger of being closed
by bank regulators.

MSC: Recall
98. According to the Ethics Competency: The Bank CEO, your objective is to find a creative way to save
the bank from failure, without laying anyone off.
ANS: F
Your objective is to use Vroom–Jago Leadership Model solution matrix to find the best style of
leadership to use in this situation.

99. One weakness of the Vroom-Yago leadership model is that subordinates in various countries
may have a strong desire to participate in decisions affecting their jobs, regardless of the model’s
recommendation of a style for the leader to use.

MSC: Recall
100. One strength of the Vroom-Jago leadership model is choosing the best leadership style enables leaders
to make high-quality, timely decisions.

MSC: Recall
101. A strength of the Vroom-Jago leadership model is that certain competencies of the leader play a key
role in determining the relative effectiveness of the model.
ANS: F
This describes a weakness of the model.

102. A weakness of the Vroom-Jago leadership model is that it is based on the assumption that decisions
involve a single process, while in reality decisions sometimes goes through several cycles.

MSC: Recall
MULTIPLE CHOICE
led the development of a 10-year plan. The first phase of this plan was the ____.
a. Building for Extraordinary Growth Plan
b. Quality Growth Plan
c. Transformation Plan
d. Campbell’s Journey
ANS: C PTS: 1 DIF: Moderate REF: p. 289
MSC: Recall
set about reinvigorating the employees and firm by:
a. using a personal touch
b. setting expectations.
c. featuring communications
d. all of these were used
ANS: D PTS: 1 DIF: Moderate REF: p. 290
MSC: Recall
3. All of the following statements about leadership are true except:

a. The leadership process entails developing ideas and a vision, living by values supportive
of that vision, influencing others to embrace those ideas, values, and vision, and making
hard decisions.
b. Effective leadership not only encompasses the seven foundation competencies, but goes
beyond them.
c. Leadership can be learned but not taught.
d. All of these statements are true.
ANS: D PTS: 1 DIF: Easy REF: p. 290
MSC: Comprehension
4. All of the following statements about leadership are false except:

a. Leadership is the process of developing ideas and a vision, living by values that support
those ideas and that vision, influencing others to embrace them in their own behaviors, and
making hard decisions about human and other resources
b. Leadership means demonstrating at least three of the seven foundation competencies.
c. Leadership means creating an effective command and control structure.
d. Effective leadership is becoming easier to provide through advances in education and
training.
ANS: A PTS: 1 DIF: Easy REF: p. 290
MSC: Comprehension
5. The key attribute(s) of leadership is (are):

a. influencing others
b. ideas, vision, and values
c. making tough decisions
d. all of these are considered key attributes of leadership
MSC: Recall
6. All of the following are among the basic sources of a leader's power except:
a. reward power
b. coercive power
c. expert power
d. referral power
MSC: Recall
7. A traditional ____ directs, controls, and plans the work of others and is responsible for results.
a. leader
b. subordinate
c. manager
d. disciple
ANS: C PTS: 1 DIF: Easy REF: p. 262
MSC: Recall
8. Traditional managers in organizations usually accept three key functions in their roles, including all of
the following except:
a. authority
b. influencing
c. responsibility
d. accountability
ANS: B PTS: 1 DIF: Moderate REF: p. 290
MSC: Recall
9. The three key functions that traditional managers in organizations usually accept include all of the
following except:
a. visioning
b. authority
c. responsibility
d. accountability
ANS: A PTS: 1 DIF: Moderate REF: p. 290
MSC: Recall
10. All of the following are among the basic sources of a leader's power except:
a. coercive power
b. logical power
c. referent power
d. expert power
ANS: B PTS: 1 DIF: Easy REF: p. 290
MSC: Recall
11. When employees do something because the leader has the right to request them to do it and they have
an obligation to comply, ____ power has influenced their behavior.
a. referent
b. coercive
c. expert
d. legitimate
MSC: Recall
12. The ____ is an area within which employees will accept certain directives without questioning the
manager’s power.
a. zone of indifference
b. difference zone
c. legitimate power zone
d. safety zone
MSC: Recall
13. The valet manager at a large casino has implemented a procedure, which she hopes will increase
customer satisfaction with the services delivered by her staff. She began by issuing a memo to each
member of her staff emphasizing the importance of increasing customer satisfaction with their
services. She has followed that up by providing a written warning to any staff member who is
observed behaving antagonistically toward customers. Which of the following sources of a leader's
power has the valet manager apparently used in this example?
a. expert power
b. referent power
c. legitimate power
d. none of these are manifest in the example
MSC: Comprehension
14. The valet manager at a large casino has implemented a procedure, which he hopes will increase
customer satisfaction with the services delivered by his staff. He began by issuing a memo to each
member of his staff emphasizing the importance of increasing customer satisfaction with their
services. He has followed that up by providing a written warning to any staff member who is observed
behaving antagonistically toward customers. Which of the following sources of a leader's power has
the valet manager apparently used in this example?
a. coercive power
b. legitimate power
c. both coercive power and legitimate power
d. reward power
ANS: C PTS: 1 DIF: Moderate REF: p. 291-292
MSC: Comprehension
15. ____ power comes from the leader's ability to provide something desired by team members in return
for their desired behaviors.
a. Legitimate
b. Referent
c. Coercive
d. Reward
MSC: Recall
16. A manager who controls the allocation of merit pay raises in a department has ____ power over
employees in that department.
a. coercive
b. reward
c. expert
d. referent
MSC: Recall
17. The billing manager at a large hospital has implemented a procedure, which she hopes will increase
patient satisfaction with the services delivered by her staff. She began by issuing a memo to each
member of her staff emphasizing the importance of increasing patient satisfaction with their services,
and describing penalties for employees whose performance is weak in this area. She has followed that
up by providing a verbal reprimand as well as a written warning to any staff member who is observed
behaving antagonistically toward patients. Which of the following sources of a leader's power has the
billing manager apparently used in this example?
a. reward power
b. coercive power
c. referent power
d. expert power
ANS: B PTS: 1 DIF: Easy REF: p. 291-292
MSC: Comprehension
18. ____ power influences employees when they do something because they admire the leader, want to be
like the leader, and want to receive the leader's approval.
a. Reward
b. Coercive
c. Referent
d. Legitimate
MSC: Recall
19. Individuals who possess admired personal characteristics, such as charisma, integrity, and courage,
may often also have ____ power.
a. referent
b. coercive
c. reward
d. legitimate
MSC: Recall
20. ____ is least likely to be effective in promoting desirable behavior.

a. expert power
b. reward power
c. coercive power
d. referent power
MSC: Recall
21. Although ____ power may stop or reduce undesirable behaviors, it does not necessarily encourage
desired behavior.
a. referent
b. expert
c. coercive
d. legitimate
MSC: Recall
reliance on:
a. referent power
b. coercive power
c. legitimate power
d. absolute power
MSC: Recall
reliance on all of the following except:
a. referent power
b. coercive power
c. expert power
d. reward power
MSC: Recall
reliance on all of the following except:
a. expert power
b. legitimate power
c. referent power
d. reward power
MSC: Recall
25. ____ involves attempts by individuals to influence the behaviors of others and the course of events in
the organization in order to protect their self-interests, meet their own needs, and advance their own
goals.
a. Maneuverability
b. Organizational politics
c. Performance appraisal
d. Political behavior
MSC: Recall
26. ____ involves actions by individuals, teams, or leaders to acquire, develop, and use power and other
resources in order to obtain preferred outcomes.
a. Political behavior
b. Performance appraisal
c. Organizational politics
d. Maneuverability
MSC: Recall
27. ____ is a common political tactic in which the individual exercises great caution in seeking or giving
advice.
a. Communication
b. Maneuverability
c. Taking counsel
d. Compromising
MSC: Recall
28. ____ is a common political tactic in which the individual maintains flexibility and never completely
commits to any one position or program.
a. Maneuverability
b. Taking counsel
c. Communication
d. Compromising
MSC: Recall
29. ____ is a common political tactic in which the individual never communicates everything but instead
withholds information and/or releases information at carefully chosen times.
a. Taking counsel
b. Maneuverability
c. Communication
d. Compromising
MSC: Recall
30. ____ is a common political tactic in which the individual accepts splitting the difference only as a
short-term tactic while continuing to press ahead with one's own agenda.
a. Taking counsel
b. Compromising
c. Communication
d. Maneuverability
MSC: Recall
31. ____ is a common political tactic in which once the individual has made a decision, he must always
give the impression of knowing what he is doing, even when he does not.
a. Taking counsel
b. Confidence
c. Maneuverability
d. Always the boss
MSC: Recall
32. ____ is a common political tactic that occurs when the leader always maintains a sense of distance and
separation from subordinates.
a. Taking counsel
b. Always the boss
c. Communication
d. Confidence
MSC: Recall
33. Beneficial effects of political behavior include all of the following except:
a. career advancement
b. recognition for individuals looking after their legitimate interests
c. achievement of organizational goals
d. demotions
MSC: Recall
34. A beneficial effect of political behavior is:

a. misuse of resources
b. ineffective organizational culture
c. emotional withdrawal from the organization
d. achievement of organizational goals
MSC: Recall
35. Harmful effects of political behavior include all of the following except:
a. misuse of resources
b. ineffective organizational culture
c. recognition for individuals
d. emotional withdrawal from the organization
MSC: Recall
36. The probability of political behavior typically increases in proportion to all of the following except:
a. disagreements over goals
b. different ideas about the organization and its problems
c. the need to allocate sufficient resources
d. different information about the situation
MSC: Comprehension
37. When a reward system focuses solely on individual accomplishment and minimizes team
contributions, individuals may be tempted to behave politically to ensure that they:
a. can press ahead with their own agenda
b. receive much more of the rewards than other team members
c. appear to know what they are doing
d. maintain distance from team members
MSC: Comprehension
38. Political performance appraisals by leaders can:

a. develop goals and standards clearly
b. link specific actions and performance results to rewards
c. increase political behavior in other organization processes and decisions
d. offer performance feedback on an ongoing basis
MSC: Comprehension
39. Political performance appraisals by leaders can do all of the following except:
a. undermine organizational goals and performance
b. compromise the link between performance and rewards
c. offer performance feedback on an ongoing basis
d. expose the organization to litigation if employees are terminated
MSC: Comprehension
40. To reduce the problems with political performance appraisals, leaders should:
a. keep goals and standards ambiguous
b. decouple specific actions from rewards
c. conduct unstructured reviews
d. Acknowledge that the potential for politics in performance appraisals exists and make this
topic a focus of ongoing discussions throughout the organization
MSC: Comprehension
41. In the Change Competency: Carol Bartz’s Use of Power to Change Yahoo!, What is Bartz’s plan to
make Yahoo! faster?
a. new computers
b. new management structure
c. better leadership by Bartz
d. less political performance appraisals
MSC: Recall
42. In the Change Competency: Carol Bartz’s Use of Power to Change Yahoo!, a number of people noted
that the new organization is a vast improvement over the previous “ _____” system that handed
multiple executives oversight over many products and new projects.
a. executive management
b. direct report
c. matrix management
d. single management
MSC: Recall
43. Which of the following does research evidence suggest may differentiate more effective from less
effective leaders?
a. interests
b. abilities
c. personality traits
d. all of these may differentiate more effective from less effective leaders
MSC: Recall
44. All of the following are traits shared by most successful leaders except:
a. maturity and breadth
b. achievement drive
c. smoothing-oriented
d. intelligence
MSC: Recall
b. integrity
c. intelligence
d. forcing-oriented
MSC: Recall
b. internal attributions
c. honesty
d. intelligence
MSC: Recall
47. Which of the following is one of the traits shared by most successful leaders?
a. integrity
b. external locus of control
c. perceptual predetermination
d. high need for power
MSC: Recall
48. Which of the following is one of the traits shared by most successful leaders?
a. high need for power
b. external locus of control
c. achievement drive
d. intraversion
MSC: Recall
49. Which of the following is identified by many surveys as most important when employees are asked to
rank and comment on various traits of successful leaders?
a. achievement drive
b. maturity and breadth
c. honesty
d. intelligence
MSC: Recall
50. All of the following are criticisms of the traits model of leadership except:
a. leadership is complex
b. leaders' traits may not be reflected in their decisions
c. no consistent trait patterns have been identified among successful leaders
d. physical characteristics do not correlate highly with leadership performance
ANS: B PTS: 1 DIF: Difficult REF: p. 298
MSC: Recall
51. All of the following are propositions of Theory X except:

a. People are inherently lazy and must therefore be motivated by incentives.
b. Because of irrational feelings, people are basically incapable of self-discipline and self-
control.
c. Rules, top-down managerial control, and the threat of punishment are not the only means
for achieving organizational goals.
d. The average person prefers to be directed, wishes to avoid responsibility, and wants
security above all.
MSC: Recall
52. ____ is a composite of propositions and underlying beliefs that take a command-and-control approach
to management based on a negative view of human nature.
a. Theory X
b. Theory Y
c. Theory Z
d. Leadership Theory
MSC: Recall
53. ____ is a composite of propositions and beliefs that take a leadership and empowering approach to
management based on a positive view of human nature.
a. Theory X
b. Theory Y
c. Theory Z
d. Command Theory
MSC: Recall
54. All of the following are propositions of Theory Y except:

a. The average human does not inherently dislike work.
b. The average person learns, under proper conditions, not only to accept but to seek
responsibility.
c. The average person prefers to be directed, wishes to avoid responsibility, and wants
security above all.
d. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity
in the solution to organizational problems is widely, not narrowly, distributed in the
population.
MSC: Recall
55. Behavioral models have identified ____ and ____ as two main dimensions of leader behavior.
a. empowerment; initiating structure
b. consideration; envisioning
c. initiating structure; consideration
d. envisioning; initiating structure
ANS: C PTS: 1 DIF: Difficult REF: p. 300
MSC: Recall
56. In the behavioral model of leadership, the behavior known as ____ refers to the extent to which leaders
are likely to have job relationships characterized by mutual trust, two-way communication, respect for
employees' ideas, and empathy for their feelings.
a. telling style
b. consideration
c. selling style
d. initiating structure
MSC: Recall
57. The following interchange occurs between Angelo, a customer service representative at an insurance
company, and Amber, his supervisor. "I'm really embarrassed to ask you this, but I didn't think you'd
mind. I know I've used up all of my days off, but my daughter was just selected to play the lead in her
fourth grade class play next Friday, and I was wondering if I could have the afternoon off so that I
could be there for her. She would really be disappointed if I couldn't make it." Amber responded:
"Sounds to me like a pretty important job for a Dad. Go and have a good time. I can get Clarence to
cover for you. He owes me a favor." It is likely that Amber emphasizes ____ in her leadership
behavior.
a. empowerment
b. initiating structure
c. a delegating style
d. consideration
MSC: Comprehension
58. Research on leadership behavior demonstrates that consideration is more important in all of the
following circumstances except:
a. team members must learn something new
b. the task satisfies employees
c. employees are predisposed to participative leadership
d. few status differences exist between the leader and subordinate
MSC: Recall
59. Bill has just been promoted from within a group of design engineers to the position of team leader.
Team members are required to lay out production specifications from rough plans drawn up in the
product development group. This is straightforward work that is rather tedious and not particularly
fulfilling. Although Bill still does some of the engineering design work, he is also now responsible for
supervising members of the team. Under these circumstances, it would probably be most appropriate
for Bill to emphasize ____ in his leadership behavior.
a. a telling style
c. delegating
d. consideration
MSC: Application
60. McIllory comments: "I think it is very important when delegating tasks to employees to be specific
about how the job is to be done and what the expected timetable and results are." McIllory's leadership
behavior apparently emphasizes ____.
a. charisma
b. consideration
c. initiating structure
d. empowerment
MSC: Comprehension
61. Andy, the second shift supervisor in a telemarketing organization, has just been called into his boss's
office. His boss says: "Andy, another one of your employees quit this morning. This is the third time
that I'm talking to you about employee complaints regarding your supervisory style. It's getting to the
point where your staff is not only calling in sick regularly, but now they're starting to quit. Something
has to be done about this." Under these circumstances, Andy's boss should investigate to see whether
Andy is placing too much emphasis on ____.
a. consideration and not enough on initiating structure
b. initiating structure and not enough on consideration
c. both consideration and initiating structure
d. initiating structure
MSC: Application
62. Initiating structure is not likely to be effective under which of the following circumstances?
a. employees do not find the task satisfying
b. more than 12 employees report to the leader
c. employees depend on the leader for information and direction on how to complete the task
d. a high degree of pressure for output is imposed by someone other than the leader
MSC: Recall
63. Mary has 10 employees reporting to her, all of whom enjoy the work that they do. It is probably
appropriate for Mary's leadership behavior to emphasize ____.
a. initiating structure
b. consideration
c. centralization
d. delegating
ANS: A PTS: 1 DIF: Difficult REF: p. 302
MSC: Application
64. According to Self Competency: Colin Powell’s “Lessons in Leadership”, leaders are primarily
responsible for ____.
a. showing employees what to do
b. giving speeches
c. setting strategic goals
d. giving Powerpoint presentations
ANS: C PTS: 1 DIF: Moderate REF: p. 303-304
MSC: Recall
65. According to Self Competency: Colin Powell’s “Lessons in Leadership”, In high-performance

organizations, what do leaders do?
a. you get the right people
b. you manage risk
c. have contingency planning
d. all of these
ANS: D PTS: 1 DIF: Moderate REF: p. 303-304
MSC: Recall
66. The Situational Leadership Model is based on the amount of ____ and ____ that a leader provides in
a situation.
a. guidance; direction
b. task; relationship behavior
c. training; empowerment
d. support; delegation
MSC: Comprehension
67. In the Situational Leadership Model, task behavior is similar to ____.

a. supportive behavior
c. consideration
d. delegating behavior
MSC: Recall
68. In the Situational Leadership Model, the leadership style that provides high levels of both task and
relationship behaviors is ____.
a. selling
b. telling
c. participating
d. delegating
MSC: Comprehension
69. According to the Situational Leadership Model, as the readiness level of individuals increases from
R1 to R4, a leader should ____.
a. increase directive behavior
b. increase supportive behavior
c. change his or her leadership style
d. maintain a balance of directive and supportive behavior
MSC: Comprehension
70. Tammy supervises the work of a team of relatively inexperienced design engineers who are required to
develop production specifications from rough plans drawn up by the product development group. This
is complicated and challenging work that requires considerable creativity and expertise in order to
maximize both product quality and efficiency in the production process. Tammy is the team leader
because she has the most experience and is the most knowledgeable member of the team. The team has
just been assigned a new project. The team members are unsure of how to proceed with the design.
They are uncertain about their own capabilities to do the job well. Under these circumstances, the
Situational Leadership Model recommends that Tammy use a ____ leadership style.
a. participating
b. delegating
c. selling
d. telling
MSC: Application
71. In the Situational Leadership Model, the leadership style that is best when followers are able, willing,
and confident to perform their tasks (i.e., they are at the highest level of follower readiness) is ____.
a. delegating
b. selling
c. telling
d. participating
MSC: Comprehension
72. Steve supervises the work of a team of relatively inexperienced design engineers who are required to
maximize both product quality and efficiency in the production process. Steve is the team leader
because he has the most experience and is the most knowledgeable member of the team. The team has
just been assigned a new project. The team members are willing and enthusiastic. But, they are not
very sure about the most appropriate way to proceed with the design. Under these circumstances, The
Situational Leadership Model recommends that Steve use a ____ leadership style.
a. participating
b. delegating
c. telling
d. selling
ANS: D PTS: 1 DIF: Difficult REF: p. 305
MSC: Application
73. Molly supervises the work of a team of design engineers who are required to develop production
specifications from rough plans drawn up by the product development group. This is complicated and
challenging work that requires considerable creativity and expertise in order to maximize both product
quality and efficiency in the production process. Molly is the team leader because she has the most
experience and is the most knowledgeable member of the team. The team has just been assigned a new
project. Team members are enthusiastic about the challenge involved. But, they are not completely
certain that they have the necessary expertise required. Molly knows that every member of the team is
capable of producing excellent designs on this project, and that they just lack confidence in their
abilities. Under these circumstances, The Situational Leadership Model probably recommends that
Molly use a ____ leadership style.
a. participating
b. delegating
c. selling
d. telling
MSC: Application
74. Pam supervises the work of a team of highly experienced design engineers who are required to
maximize both product quality and efficiency in the production process. Pam is the team leader
because she has the most experience and is the most knowledgeable member of the team. The team has
just been assigned a new project. The team members are enthusiastic about the opportunity to put their
skills to work on a challenging and rewarding assignment. Pam knows that every member of the team
is capable of producing excellent designs on this project. Under these circumstances, The Situational
Leadership Model probably recommends that Pam use a ____ leadership style.
a. participating
b. delegating
c. selling
d. telling
MSC: Application
75. In the Situational Leadership Model, the leadership style that is best when followers are able, willing,
and confident to perform their tasks is ____.
a. participating
b. selling
c. delegating
d. telling
MSC: Comprehension
76. In the Situational Leadership Model, ____ is a follower’s ability to set high but attainable task-related
goals and a willingness to accept responsibility for reaching them.
a. readiness
b. participating
c. relationship behavior
d. task behavior
MSC: Comprehension
77. According to the Communication Competency: Paul Millman, CEO, Chroma Technology, In 2002, a
new competitor to Chroma emerged: Semrock, a small company in Rochester, New
York. By some standards, Semrock’s filters worked better than Chroma’s, but there was still a
problem. What was the problem?
a. Semrock’s new technology will eventually make Chroma’s obsolete
b. it took two years before Chroma started developing its own version of Semrock’s
technology
c. leadership was so weak at Chroma, that when employees found this out, they began to
leave for Semrock
d. Chroma was not able to create their own version of Semrock’s filters
ANS: B PTS: 1 DIF: Difficult REF: p. 306-307
MSC: Comprehension
78. According to the Communication Competency: Paul Millman, CEO, Chroma Technology, tension at
the company reached a high point when the steering committee ____.
a. reorganized the company
b. fired the CEO
c. sent a memo giving members of the sales team guidelines on the hotels they could choose
while traveling on business
d. told the engineers they had to design products more quickly
ANS: C PTS: 1 DIF: Difficult REF: p. 306-307
MSC: Comprehension
79. The ____ model holds that the leader's effective performance improves the capabilities of
subordinates, and therefore requires a change in leadership style over time.
a. traits
b. behavioral
c. Fiedler contingency
d. Situational Leadership
MSC: Comprehension
80. The ____ model prescribes a leader’s choice(s) among five leadership styles based on seven
situational factors, recognizing the time requirements and costs associated with each style.
a. Vroom-Jago leadership
b. Situational Leadership
c. Fiedler contingency
d. behavioral
MSC: Recall
81. In the Vroom-Jago leadership model, the ____ style entails the manager making the decision and then
either announcing or selling it to the team.
a. delegate
b. decide
c. facilitate
d. consult
MSC: Recall
82. In the Vroom-Jago leadership model, the ____ style represents the highest level of subordinate
empowerment.
a. facilitate
b. decide
c. delegate
d. consult
MSC: Recall
83. The Vroom-Jago Leadership Model suggests there are five core leadership styles including all of the
following except:
a. decide
b. consult team
c. consult program
d. consult individually style
MSC: Recall
84. The Vroom-Jago Leadership Model suggests there are five core leadership styles including all of the
following except:
a. delay
b. decide
c. consult team
d. delegate
MSC: Recall
85. According to the Vroom-Jago leadership model, you should be using the ____ style if you need to
retain managerial autonomy in making a decision, but include team interaction to discuss the problem.
a. facilitate
b. consult team
c. consult individually
d. delegate
MSC: Comprehension
86. According to the Vroom-Jago leadership model, you should be using the ____ style if you need to
retain managerial autonomy in making a decision, but include input from your subordinates without
providing them the opportunity to influence each others' opinions on the matter.
a. facilitate
b. consult individually
c. delegate
d. consult team
MSC: Comprehension
87. The ____ model works by allowing a manager to make a series of sequential decisions regarding
potentially relevant contingency variables in order to identify the most appropriate leadership style for
the situation.
a. Fiedler contingency
b. Vroom-Jago leadership
c. Situational Leadership Model
d. behavioral
MSC: Comprehension
88. Which of the following is one of the seven situational factors (contingency variables) considered in the
Vroom-Jago time-driven leadership model?
a. follower readiness
b. decision significance
c. least preferred coworker score
d. group atmosphere
MSC: Recall
89. Which of the following is not one of the seven situational factors (contingency variables) considered in
the Vroom-Jago time-driven leadership model?
a. importance of commitment
b. follower readiness
c. likelihood of commitment
d. team expertise
MSC: Recall
90. In the Vroom-Jago leadership model, ____ is the degree to which subordinates' personal willingness to
support the decision has an impact on the effectiveness of implementation.
a. importance of commitment
d. team expertise
MSC: Comprehension
91. In the Vroom-Jago time-driven leadership model, ____ is the degree to which the leader has relevant
information and competencies to understand the problem fully and select the best solution to it.
a. leader support
b. leader competence
c. leader expertise
d. none of these is correct
MSC: Comprehension
92. In the Vroom-Jago leadership model, ____ is the degree to which subordinates will support the leader's
decision.
a. likelihood of support
b. likelihood of commitment
c. team support
d. none of these is correct
MSC: Comprehension
93. In the Vroom-Jago leadership model, ____ is the degree to which subordinates relate to the interests of
the organization as a whole or a specific unit in solving the problem.
a. decision significance
b. importance of commitment
c. team support
d. leader support
MSC: Comprehension
94. In the Vroom-Jago leadership model, ____ is the degree to which the subordinates have the relevant
information and competencies to understand fully the problem and select the best solution to it.
a. likelihood of commitment
b. team expertise
c. team competence
d. leader expertise
MSC: Comprehension
95. In the Vroom-Jago leadership model, ____ is the degree to which team members have the abilities
needed to resolve conflicts over preferred solutions and work together in reaching a high-quality
decision.
a. leader expertise
b. team competence
c. leader competence
d. team expertise
MSC: Comprehension
96. In the Vroom-Jago leadership model, ____ is the degree to which the leader has relevant information
and competencies to understand the problem fully and select the best solution to it.
a. team competence
b. leader expertise
d. team expertise
MSC: Recall
97. In the Vroom-Jago leadership model, ____ answers the question: Does the leader believe that she has
the ability and information to make a high-quality decision?
a. leader expertise
b. team competence
d. importance of commitment
MSC: Recall
98. In the Vroom-Jago leadership model, ____ answers the question: Does the leader think that
subordinates have the abilities and information to make a high-quality decision?
a. leader expertise
b. team competence
c. team expertise
d. team support
MSC: Recall
99. In the Vroom-Jago leadership model, ____ answers the question: How important is the technical
quality of the decision?
a. leader expertise
b. likelihood of commitment
c. decision significance
d. importance of commitment
MSC: Recall
100. In the Vroom-Jago leadership model, ____ answers the question: How important is subordinate
commitment to the decision?
a. leader expertise
b. importance of commitment
d. decision significance
MSC: Recall
101. In the Vroom-Jago leadership model, ____ answers the question: If the leader were to make the
decision, would subordinates likely be committed to it?
a. leader expertise
c. importance of commitment
d. likelihood of commitment
MSC: Recall
102. In the Vroom-Jago leadership model, ____ answers the question: Do subordinates share the goals to be
achieved by solving this problem?
a. leader expertise
b. team support
c. team competence
d. team expertise
MSC: Recall
103. In the Vroom-Jago leadership model, ____ answers the question: Are team members capable of
handling their own decision-making process?
a. team competence
b. leader expertise
c. team support
d. team expertise
MSC: Recall
104. Which of the following is not a strength or benefit of applying the Vroom-Jago time-driven leadership
model in an organizational setting?
a. The model is consistent with earlier work on group and team behaviors.
b. If leaders can diagnose situations correctly, choosing the best leadership style becomes
easier.
c. The choices provided by the model enable leaders to make high-quality, timely decisions.
d. All of these are a benefit or strength of the model.
MSC: Comprehension
105. According to the Ethics Competency: The Bank CEO, what is important about the three junior
executives helping you out?
a. they are dedicated to the survival of the bank
b. they have plenty of experience
c. they come from wealthy backgrounds
d. they have been in this situation before
MSC: Comprehension
106. According to the Ethics Competency: The Bank CEO, the book suggests the use of which leadership
style for this case?
a. decide
b. consult team
c. delegate
d. consult individually
MSC: Comprehension
107. Which of the following is a limitation of applying the Vroom-Jago leadership model in an
organizational setting?
a. Most subordinates have a strong desire to participate in decision affecting their jobs.
b. Certain competencies of the leader play a key role in determining the relative effectiveness
of the model.
c. The model is based on the assumption that decisions involve a single process.
d. All of these are limitations of the model.
ANS: D PTS: 1 DIF: Moderate REF: p. 311-312
MSC: Comprehension
SHORT ANSWER
1. Briefly list the essential components required for the effective practice of leadership in today's world.
ANS:
Effective leadership encompasses the seven foundation competencies of managing self, managing
communication, managing diversity, managing ethics, managing across cultures, managing teams, and
managing change. However, effective leadership goes beyond these competencies to include several
key attributes. These are: (1) developing ideas and a vision; (2) living by values that support those
ideas and that vision; (3) influencing others to embrace those ideas, values, and vision; and (4) making
hard decisions about people and other resources.

2. List and briefly define any three of the five sources of a leader's power.
ANS:
The sources of a leader's power are the same as those of a manager's power: legitimate, reward,
coercive, referent, and expert power. Legitimate power comes from the leader's position in the
organization, and refers to the ability to influence followers because the leader has the right to request
they do something, and they have the obligation to comply. Reward power comes from the leader's
ability to provide something positively desired by followers in return for behaviors the leader expected
and wanted. Coercive power is the potential to influence others through the use of sanctions or
punishment. Referent power usually is associated with individuals who possess admired personal
characteristics, such as humility, integrity, and courage. It is manifest when followers engage in
behaviors because they admire the leader, want to be like the leader, and want to receive the leader's
approval. Expert power is manifest when followers engage in behaviors because they believe that the
leader has special knowledge and knows what is needed to accomplish a goal or solve a problem.
PTS: 1 DIF: Easy REF: p. 290-292 OBJ: 10-1

3. Discuss the aspects of the situation that may lead to political behavior in organizations.
ANS:
The probability of political behavior occurring typically increases in proportion to sources such as
disagreements over goals, different ideas about the organization and its problems, different
information about the situation, and the need to allocate scarce resources. Leaders and employees are
more likely to act politically when decision-making procedures and performance measures are
uncertain and complex, and competition for scarce resources is strong. Even though individual
differences may contribute to political behavior, such behavior is typically more strongly influenced
by aspects of the situation Political behavior is higher when leaders reward it.

4. Describe any four of the following common political tactics: taking counsel, maneuverability,
communication, compromising, confidence, and always the boss.
ANS:
The taking counsel tactic occurs when the individual exercises great caution in seeking or giving
advice. The maneuverability tactic occurs when the individual maintains flexibility and never
completely commits to any one position or program. The communication tactic occurs when the
individual never communicates everything but instead withholds information and/or releases
information at carefully chosen times. The compromising tactic occurs when the individual accepts
compromise only as a short-term tactic while continuing to press ahead with one's own agenda. The
confidence tactic occurs when once the individual has made a decision, he must always give the
impression of knowing what he is doing, even when he does not. The always the boss tactic occurs
when the leader always maintains a sense of distance and separation from subordinates.

5. What are three of the negative aspects of political performance appraisals and what are three various
actions managers can take to help reduce the problem of politically based performance appraisals?
ANS:
The negative aspects of political performance appraisals are they:
• undermine organizational goals and performance,
• compromise the link between performance and rewards,
• increase political behavior in other organizational processes and decisions, and
• expose the organization to litigation if employees are terminated.
Managers can take the following actions to reduce the problem of politically based performance
appraisals:
• Develop goals and standards that are as clear and specific as possible.
• Link specific actions and performance results to rewards.
• Conduct structured, professional reviews, including specific examples of observed
performance and explanations for ratings given.
• Offer performance feedback on an ongoing basis, rather than just once a year.
• Acknowledge that the potential for politics in performance appraisals
exists and make this topic a focus of ongoing discussions throughout the
organization.

6. Comment on the extent to which specific characteristics tend to be shared by effective (versus
ineffective) leaders, and identify the single trait that appears to be most important in this category.
ANS:
There is support for the notion that successful leaders have interests and abilities and, perhaps, even
personality traits that are different from those of less effective leaders. Some evidence suggests that the
following four traits are shared by most (but not all) successful leaders: intelligence, maturity and
breadth, achievement drive, and honesty. Many surveys show that honesty is the most important
characteristic when employees are asked to rank and comment on various traits of successful and
unsuccessful leaders. However, research has found no consistent patterns between specific traits or sets
of traits and leadership effectiveness.
PTS: 1 DIF: Moderate REF: p. 297-298 OBJ: 10-2

7. Describe three legacy models of leadership: traits, Theory X/Theory Y, and behavioral.
ANS:
Three of the legacy leadership models are the traits, Theory X/Theory Y, and behavioral models. The
traits model emphasizes the personal qualities of leaders and attributes success to certain abilities,
skills, and personality characteristics. This model fails to explain why certain managers succeed and
others fail as leaders. The primary reason is that it ignores how traits interact with situational variables.
The Theory X/Theory Y model is based on the premise that the behavior of managers is often
influenced by their assumptions and beliefs about followers and what motivates their followers.
Theory X is a composite of propositions and underlying beliefs that take a command-and-control
approach to management based on a negative view of human nature. In contrast, Theory Y is a
composite of propositions and beliefs that take a leadership and empowering approach to management
based on a positive view of human nature. The behavioral model emphasizes leaders’ actions instead
of their personal traits. We focused on two leader behaviors—initiating structure and consideration—
and how they affect employee performance and job satisfaction. The behavioral model tends to ignore
the situation in which the manager is operating. This omission is the focal point of the two contingency
models of leadership that we reviewed. The contingency approach emphasizes the importance of
various situational factors for leaders and their leadership styles.

8. Explain the behavioral dimensions described in the behavioral models of leadership.
ANS:
The behavioral model of leadership focuses on what leaders do and how the do it. Two main
dimensions of leader behavior are consideration and initiating structure. Consideration is the extent to
which the leader has relationships with subordinates that are characterized my mutual trust, two-way
communication, respect for employees' ideas, and empathy for their feelings. Initiating structure is the
extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish
goals in their areas of responsibility. The two dimensions are not mutually exclusive and may be
related.

9. Explain the key features of the Situational Leadership Model®.
ANS:
The Situational Leadership Model® states that the style of leadership should be matched to the level of
readiness of the followers. Like other contingency models of leadership, this one contains three basic
components: a set of several possible leadership styles, a description of several alternative situations
that leaders might encounter, and recommendations for which leadership styles are most effective in
each situation. The four leadership styles are telling, selling, participating, and delegating. These four
leadership styles involve various combinations of task behavior and relationship behavior A leader
should consider the situation before deciding which leadership style to use. The situational
contingency in this model is the degree of follower readiness.

10. Briefly identify the range of leadership styles utilized in the Vroom-Jago leadership model, and specify
the dimensions on which these leadership styles vary.
ANS:
The Vroom-Jago leadership model identifies five core leadership styles that vary in terms of the levels
of empowerment and participation available to the leader's subordinates. In increasing levels of
empowerment and participation, these styles are: Decide style (make the decision and either announce
it or sell it to the team); Consult individually style (discuss the problem with subordinates individually,
then make a decision that may or may not reflect their influence); Consult team style (discuss the
problem with subordinates in a team meeting, then make a decision that may or may not reflect their
influence); Facilitate style (act as a facilitator at a team meeting to get concurrence on a decision, but
don't try to influence the team to adopt "your" solution); and Delegate style (permit the team to make
the decision within prescribed limits).

ESSAY
1. From your own experience, describe when you've observed various leaders use the following types of
power: legitimate, reward, coercive, referent, and expert. These leaders could be individuals that you
know personally or individuals that you have heard or read about. You can use the same leader or
several different leaders to provide an example of each type of power use.
ANS:
Students should be able to provide examples that illustrate the types of power. Legitimate power
would be manifest in a situation where followers do something because the leader has the right to
request them to do it and they have an obligation to comply, as a consequence of the leader's position
in the organization. Reward power comes from the leader's ability to provide something positively
desired by followers in return for behaviors the leader expected and wanted. Coercive power is the
potential to influence others through the use of sanctions or punishment. Referent power is an
individual's ability to influence other because she is respected, admired, or like. Expert power is an
individual's ability to influence others' behaviors because of recognized competencies.
PTS: 1 DIF: Difficult REF: p. 290-293 OBJ: 10-1

NAT: AACSB Analytic | Leadership Principles MSC: Evaluation
2. Explain how the sources of a leader's power differ in terms of their scope, or capability of influencing
employees in a variety of different situations. Use what you know about how organizations and
managers typically operate to logically expand upon the specific comments made in the text on this
topic.
ANS:
The sources of a leader's power are: legitimate, reward, coercive, referent, and expert power.
Legitimate power comes from the leader's position in the organization, and refers to the ability to
influence followers because the leader has the right to request they do something, and they have the
obligation to comply. Reward power comes from the leader's ability to provide something positively
desired by followers in return for behaviors the leader expected and wanted. Coercive power is the
potential to influence others through the use of sanctions or punishment. Referent power usually is
associated with individuals who possess admired personal characteristics, such as humility, integrity,
and courage. It is manifest when followers engage in behaviors because they admire the leader, want to
be like the leader, and want to receive the leader's approval. Expert power is manifest when followers
engage in behaviors because they believe that the leader has special knowledge and knows what is
needed to accomplish a goal or solve a problem. Expert power has a narrow scope, in that followers
are influenced by a leader only within that leader's area of expertise.
The above paragraph summarizes the text's direct statements on this topic. True critical thinking
responses to this question will go beyond the above statements to include some comments on the
logical differences in power scope for all five power bases, given the manner in which organizations
typically operate. For example, it should be pointed out that the scope of legitimate, reward, and
coercive power will depend upon the leader's specific job description and responsibilities, as well as
his or her position in the organizational hierarchy. Typically, managers further up in the hierarchy will
have a greater scope of power in all of these areas (e.g., a vice-president versus a frontline supervisor),
and in most cases a line manager will have a greater scope of power than a staff manager (e.g., the
power of a production manager is typically greater than that of a human resource manager). Similarly,
since referent power relies on broadly defined, desirable personal characteristics, insightful students
will identify it as the source of power that may have the broadest scope in an organizational setting. In
fact, referent power may sometimes allow a manager to influence the behavior of employees over
whom he or she has neither reward, legitimate, nor coercive power (e.g., employees who report to a
different manager in a different department). In any event, all responses should minimally identify
expert power as having the most restricted scope, as this is clearly presented in the text and such a
response requires minimal originality or insight. Even in this case, students should point out that the
scope of the manager's expert power will vary depending upon the scope of the manager's expertise.
For some managers, with considerable education, training, experience, and expertise, this scope could
well be relatively wide.

NAT: AACSB Analytic | Leadership Principles MSC: Synthesis
3. Describe the role of political behavior in the leadership process and how leaders can foster or
minimize political behaviors of subordinates in relation to the performance appraisal process.
ANS:
All leaders engage in political behavior to influence others - sometimes ineffectively. Political
behavior and organizational politics focus on efforts to protect to enhance self-interest, goals, and
preferred outcomes. The drivers of political behavior include disagreements over goals, different ideas
about the organization and its problems, different information about the situation, and the need to
allocate scarce resources. Leaders and employees are more likely to act politically when decision-
making procedures and performance measures are uncertain and complex, and competition for scarce
resources is strong. Even though individual differences may contribute to political behavior, such
behavior is typically more strongly influenced by aspects of the situation. Political behavior is higher
when leaders reward it. Because performance of employees is not easily measured, the allocation of
scarce resources (such as pay) is based on complex criteria. To minimize problems with politics in
performance appraisals, leaders should develop goals and standards that are a clear and specific as
possible, link specific actions and performance results to rewards, conduct structured, professional
reviews, including specific examples of observed performance and explanations for ratings given,
offer performance feedback on an ongoing basis, rather than once a year, acknowledge that appraisal
politics exists and make this topic a focus of ongoing discussions throughout the organization.

NAT: AACSB Analytic | Leadership Principles MSC: Application
4. Explain how the Situational Leadership Model apparently builds upon and extends the earlier work of
the behavioral leadership theorists.
ANS:
The early work of the behavioral leadership theorists emphasized leaders actions rather than their
traits, and identified two distinct leader behaviors--initiating structure and consideration--that comprise
two main dimensions of leader behavior. The behavioral theorists went on to identify specific
circumstances in which either consideration or initiating structure would tend to have more positive
effects on employee performance and job satisfaction. However, the behavioral model tends to ignore
the situation in which the leader is operating.
The Situational Leadership Model begins where the behavioral model leaves off. Rather than try to
identify the leadership characteristics that apply in most situations, this model, as a contingency
theory, attempted to identify how a situational variable (follower readiness) made combinations of the
specific leadership behaviors more or less effective. In the Situational Leadership Model, initiating
structure is referred to as task behavior, and consideration is referred to as relationship behavior. These
dimensions can independently vary from low to high, creating a four quadrant model of possible
leadership styles. These styles are referred to as telling (high task and low relationship), selling (high
task and high relationship), participating (low task and high relationship) and delegating (low task and
low relationship). The situational variable of follower readiness (defined as the subordinate's ability
and willingness to perform the prescribed tasks) is used to identify the appropriate leadership style in
the context of that one situational variable. Thus, the model builds upon and extends the earlier work
of the behavioral leadership theorists by demonstrating how the two main dimensions of leadership
behavior can be varied to promote greater leader effectiveness, given a specific set of characteristics on
the part of subordinates. In this process, it has served as a decision tool for many managers attempting
to determine which leadership approach would be most effective for them to use in a given situation.

NAT: AACSB Analytic | Leadership Principles MSC: Application
5. Review the following scenario, and (a) identify which leadership style the Situational Leadership
Model would recommend for Juan, and (b) explain why that style would be appropriate.
Juan supervises the work of a team of experienced design engineers who are required to develop
production specifications from rough plans drawn up by the product development group. This is
complicated and challenging work that requires considerable creativity and expertise in order to
maximize both product quality and efficiency in the production process. Juan is the team leader
because he has the most experience and is the most knowledgeable member of the team. The team has
just been assigned a new project. Team members are enthusiastic about the challenge involved, but not
completely certain that they have the necessary expertise required. Juan knows that every member of
the team is capable of producing excellent designs on this project, and that they just lack confidence in
their abilities.
ANS:
The Situational Leadership Model recommends that a leader vary the level of his or her directive
(task oriented) versus supportive (relationship oriented) behavior, depending upon the level of follower
readiness. Follower readiness is defined as the subordinate's ability and willingness to perform a task.
As follower readiness increases from low through moderate to high, the model specifies a decrease in
directive behavior, and an increase, then decrease in supportive behavior. This analysis provides four
possible leadership styles: telling (appropriate for low follower readiness, characterized by high task
and low relationship behavior); selling (appropriate for low-moderate follower readiness, characterized
by high task and high relationship behavior); participating (appropriate for high-moderate follower
readiness, characterized by low task and high relationship behavior); and delegating (appropriate for
high follower readiness, characterized by low task and low relationship behavior). Under the
circumstances described, it appears that the subordinates are able but not fully confident of their ability
to perform the tasks. Therefore, a participating style would probably be most appropriate.

NAT: AACSB Analytic | Leadership Principles MSC: Evaluation
6. Explain how the Vroom-Jago leadership model differs from other leadership models.
ANS:
The Vroom-Jago leadership model differs from other leadership models in that it (1) focuses on the
role played by leaders in making decisions, (2) utilizes a decision matrix for systematically diagnosing
the situation, and (3) emphasizes different criteria in evaluating leader effectiveness. While other
models are designed to select among, essentially, task and relationship-oriented leadership styles, the
Vroom-Jago model selects a style along a continuum from autocratic (decide) to participative
(delegate). The concrete decision matrix and related "Expert System" computer program are probably
the most significant dimensions in the model, because they facilitate a careful and systematic diagnosis
of the situation. Diagnosis in the other models is less refined and more intuitive. Finally, the Vroom-
Jago model evaluates leader effectiveness in terms of more and different criteria (including decision
quality, commitment to implementation, employee development, and cost) as opposed to the other
models, which consider essentially only one or two criteria--performance and employee satisfaction. If
a situation requires making a decision with a group, the Vroom-Jago model is the only one that
specifically addresses the selection of an appropriate leadership style. If improving individual
performance is most important, then the Situational Leadership Model may be more useful.

NAT: AACSB Analytic | Leadership Principles MSC: Analysis
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ANS: T PTS: 1 DIF: Moderate REF: p. 289

PTS: 1 DIF: Moderate REF: p. 289

ANS: T PTS: 1 DIF: Easy REF: p. 290

ANS: T PTS: 1 DIF: Moderate REF: p. 290

PTS: 1 DIF: Easy REF: p. 290 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 290

PTS: 1 DIF: Easy REF: p. 291 OBJ: 10-1

PTS: 1 DIF: Easy REF: p. 291 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 291

ANS: T PTS: 1 DIF: Moderate REF: p. 291

ANS: T PTS: 1 DIF: Moderate REF: p. 291

ANS: T PTS: 1 DIF: Moderate REF: p. 292

ANS: T PTS: 1 DIF: Easy REF: p. 291

ANS: T PTS: 1 DIF: Easy REF: p. 292

PTS: 1 DIF: Easy REF: p. 292 OBJ: 10-1

ANS: T PTS: 1 DIF: Difficult REF: p. 293

18. Political behavior means doing whatever it takes to move up in a company.

PTS: 1 DIF: Easy REF: p. 293 OBJ: 10-1

ANS: T PTS: 1 DIF: Moderate REF: p. 293

PTS: 1 DIF: Moderate REF: p. 293 OBJ: 10-1

PTS: 1 DIF: Easy REF: p. 294 OBJ: 10-1

PTS: 1 DIF: Easy REF: p. 294 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 294

ANS: T PTS: 1 DIF: Easy REF: p. 294

ANS: T PTS: 1 DIF: Easy REF: p. 294

PTS: 1 DIF: Easy REF: p. 294 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 294

PTS: 1 DIF: Easy REF: p. 294 OBJ: 10-1

30. There are no beneficial effects of political behavior.

PTS: 1 DIF: Easy REF: p. 293 OBJ: 10-1

PTS: 1 DIF: Easy REF: p. 293 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 293

PTS: 1 DIF: Moderate REF: p. 294 OBJ: 10-1

PTS: 1 DIF: Moderate REF: p. 294 OBJ: 10-1

PTS: 1 DIF: Moderate REF: p. 295 OBJ: 10-1

PTS: 1 DIF: Easy REF: p. 295 OBJ: 10-1

ANS: T PTS: 1 DIF: Moderate REF: p. 295

PTS: 1 DIF: Easy REF: p. 295 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 295

PTS: 1 DIF: Easy REF: p. 296 OBJ: 10-1

ANS: T PTS: 1 DIF: Easy REF: p. 296

PTS: 1 DIF: Moderate REF: p. 297 OBJ: 10-2

ANS: T PTS: 1 DIF: Easy REF: p. 297

ANS: T PTS: 1 DIF: Easy REF: p. 297

ANS: T PTS: 1 DIF: Easy REF: p. 297

ANS: T PTS: 1 DIF: Easy REF: p. 297

ANS: T PTS: 1 DIF: Moderate REF: p. 297

ANS: T PTS: 1 DIF: Moderate REF: p. 299

PTS: 1 DIF: Moderate REF: p. 299 OBJ: 10-2

ANS: T PTS: 1 DIF: Moderate REF: p. 299

PTS: 1 DIF: Moderate REF: p. 299 OBJ: 10-2

ANS: T PTS: 1 DIF: Easy REF: p. 299

PTS: 1 DIF: Easy REF: p. 300 OBJ: 10-2

PTS: 1 DIF: Moderate REF: p. 300 OBJ: 10-2

PTS: 1 DIF: Easy REF: p. 300 OBJ: 10-2

ANS: T PTS: 1 DIF: Easy REF: p. 300

ANS: T PTS: 1 DIF: Difficult REF: p. 300

PTS: 1 DIF: Moderate REF: p. 300 OBJ: 10-2

PTS: 1 DIF: Easy REF: p. 300 OBJ: 10-2

ANS: T PTS: 1 DIF: Easy REF: p. 300

ANS: T PTS: 1 DIF: Easy REF: p. 300