B03 Study Guide

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B03 Study Guide
2012-01-29 13:33:51
Northwestern 325

Study Guide Final
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  1. Dimensions used to classify followers include___________.
    • Active/passive
    • Critical/uncritical thinking
    • Independent/dependent
  2. The Michigan leadership studies are part of the evidence accumulated for behavioral theories ofleadership and emphasize the implications of
    leadership style for the emotional atmosphere. T/F:
  3. According to LMX theory, out-group members are more likely to support the values of theorganization and become models of appropriate behavior. T/F:
  4. One finding of research on LMX theory shows that members of the out-group who communicatemore often with their superiors tend to receive lower performance ratings. T/F:
  5. The situational leadership model by Hersey and Blanchard suggest that a leader’s behaviorshould be adjusted to the maturity level of the followers. T/F:
  6. When the task is difficult and employees are highly trained, a directive style of leadership shouldbe used. T/F:
  7. Effective followers are active, independent, critical thinkers. T/F:
  8. The traditional stereotype of the follower is someone who is in a potent, active, significant role. T/F:
  9. Servant leaders try to determine their own personal needs, as well as the needs of the groupand then lead based on the joint outcomes determined by this process. T/F:
  10. Leading virtual teams requires higher emotional intelligence than trust because face-to-faceinteraction is not possible. T/F:
  11. Some researchers argue that emotional intelligence is more important for effective leadershipthan either IQ or technical skills T/F:
  12. Which of the following statements best reflects the support for the trait theories to identifyuniversal distinguishing attributes of leaders?
    Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform.
  13. Trait leader theories focus on all the following except______________.
    Situational characteristics
  14. Which of the following is not one of the leadership theory categorization factors ___________.
  15. Trait theories of leadership attempt to _____________.
    Focus on leaders physical attributes personality and abilities
  16. Which of the following is not a behavior of initiating structure______________.
    Encouraging mutual respect and interpersonal trust
  17. The important underlying behaviors of the Ohio State leadership studies are_____________.
    Consideration and initiating structure
  18. The most pronounced consequence of laissez-faire leadership tends to be?
    Chaos in the work environment
  19. All of the following are autocratic leader characteristics except__________________.
    Employee centered
  20. The impoverished manager is one who__________________.
    Exerts just enough effort to avoid being fired
  21. Blake and Moutons Leadership Grid identifies the country club manager as someone who:
    Creates a pleasing happy work environment and applies minimal supervision
  22. According to the Michigan studies on leadership, which of the following statements regardingthe emotional climate of the work situation is most correct:
    Anxiety may be the result of either autocratic or democratic leadership styles
  23. The path-goal theory of leader effectiveness by Robert House is based on?
    Expectancy theory
  24. The key situational variable of the Hersey Blanchard leadership model is______________.
    Maturity level of employees
  25. The Vroom-Yetton-Jago normative decision model helps leaders and managers know_____________.
    When to have employees participate in the decision making process
  26. According to the Vroom-Yetton-Jago normative decision model all of the following are possible appropriate decision making strategies except_______________.
  27. Transformational leaders________________________.
    Inspire and stimulate followers to high performance levels
  28. Recent research on LMX theory has revealed the surprising result that_____________________.
    Increased communication between the supervisor and the out-group members may lead to lower performance ratings
  29. The basic idea behind leader-member exchange theory LMX is_______________.
    Leaders form two groups of followers (in-groups and out-groups)
  30. A multidimensional construct that includes transformational charismatic or transactional leadership as the situation might demand is known as_____________________.
    Authentic leadership
  31. The ability of a leader to create a vision and convince others to become a part of it, even skeptics, is known as ______________________.
    Reality distortion field
  32. The positive face of charismatic leadership is most strongly associated with_______________.
    Personalized power motivation.
  33. Followers who tend to be passive but capable of independent and critical thinking are_______.
  34. Follower motivational training would be least successful with____________.
    Alienated followers
  35. In contrast to leadership, the topic of followership has __________.
    Not been extensively researched
  36. Which of the following is NOT a conclusion drawn by the text authors concerning the role and importance of leadership?
    Good leaders are not likely to be good followers
  37. According to Kotter, effective leadership produces useful change. T/F:
  38. John Kotter suggests that leadership and management are two distinct, yet complementary systems of action in organizations. Specifically, he believes that effective leadership controls complexity in the organization and its environment while management produces useful change in organizations. T/F:
  39. Leaders agitate for change and new approaches; managers advocate stability and the status quo. T/F:
  40. Trait theories of leadership place emphasis on the leader’s ability to develop meaningful interpersonal relationships with employees. T/F:
  41. The Michigan leadership studies saw the dimensions of leadership as coexisting. T/F:
  42. Comparing the work environments under autocratic and democratic leadership is easier than attempting to compare work environments under laissez-faire leadership. T/F:
  43. When a leader has strong position power, the task is moderately structured, and leader-member relations are good, a laissez-faire leadership style is appropriate. T/F:
  44. Autocratic leaders tend to be task oriented and utilize initiating structure behavior. T/F:
  45. The Leadership Grid approach to leadership evaluates the (9,9) team manager as the very best style of managerial behavior. T/F:
  46. The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification. T/F:
  47. Transactional leaders use formal rewards and punishments to manage followers. T/F:
  48. Transformational leaders inspire and excite followers to high levels of performance. T/F:
  49. Adolf Hitler is an example of a charismatic leader. T/F:
  50. Transformational leaders are more abstract, manage diverse and complex inputs, and emphasize vision over goals. T/F:
  51. Transactional leadership adds to the effects of transformational leadership, but exceptional transformational leadership cannot substitute for transactional leadership. T/F:
  52. Research on charismatic leadership has revealed that firms headed by more charismatic leaders outperformed other firms, especially in difficult times. T/F:
  53. According to John Kotter, leadership (in contrast to management) entails__________.
    Setting direction for the organization
  54. Kotter suggests that leadership and management________________.
    Are two distinct, yet complimentary systems of action in organizations
  55. According to Zaleznik’s thinking on leaders as distinct personalities, leaders and managers differ along four different dimensions of personality. Which of the following is NOT one of those dimensions?
    Internal v. External orientation
  56. A major difference between trait and behavioral theories of leadership is_________________.
    • Trait theories emphasize:
    • Personality and Ability attributes
    • v.
    • Actions and Abilities
  57. When considering the type of leadership style exhibited according to the behavioral theories, which of the following is most accurate?
    Situational characteristics are not important because the leader’s style does not vary over different situations
  58. When comparing autocratic leadership style to democratic leadership style, democratic leaders_____________.
    Do not closely supervise and allow employee initiative and decision making
  59. A major difference between the Michigan approach to leadership and the Ohio State approach was___________________.
    The Ohio studies see the dimensions as coexisting where the Michigan studies see them as mutually exclusive
  60. An important conclusion of the Ohio State leadership studies was_________________.
    Leadership climate was a more important determinant of leader behaviors than was training.
  61. According to the Michigan studies on leadership, a work environment characterized by constant influence attempts on the part of the leader through closer supervision or written rules and regulations is likely the result of_______________________.
    Production-oriented style
  62. According to the Leadership Grid approach to leadership, the manager who exerts just enough effort to avoid being fired would be consistent with what position on the grid?
  63. According to Blake and Mouton and their Leadership Grid, a manager with a high concern for production and low concern for people would be in what position on the grid?
  64. Contingency theories of leadership, in determining appropriate leader behavior and style, focus strongly on_______________________.
    The importance and characteristics of the situation as well as particular traits
  65. The theories of leadership concerned with identifying the specific leader behaviors that are most effective in specific leadership situations would be______________.
    Contingency theories
  66. The variables used to determine the most appropriate leader behavior in House’s path-goal theory are____________________.
    • Follower characteristics
    • Task characteristics
  67. Which of the following is NOT one of the leader behavior styles one can choose from when using the path-goal theory of leader effectiveness?
  68. The path-goal theory assumes that leaders__________________________.
    Adapt their behavior and style to fit the characteristics of the work environment and followers
  69. In the Hersey-Blanchard leadership model, the leadership style most appropriate with very mature followers is___________________.
  70. The telling style of leadership in the Hersey-Blanchard leadership model entails_______________.
    • Low concern of relationships
    • Strong initiating structure
  71. In the Hersey-Blanchard situational leadership model, maturity is determined by___________.
    A follower’s ability and willingness to accept responsibility for completing work
  72. The leadership approach that leaders may form different relationships with followers is_________.
    LMX theory
  73. Transformational leaders have been found to___________________.
    Inspire followers to perform beyond expectations
  74. Howard Shultz, CEO of Starbucks, is attempting to re-ignite Starbucks emotional attachment with the Starbucks brand and streamline the company’s international expansion. Schultz is using his charisma along with inspirational motivation and intellectual stimulation to change Starbucks. This reflects what type of leadership?
  75. Charismatic leadership rests greatly with ______ power
  76. Charismatic leadership__________________________.
    Has great potential for high levels of achievement but also risks of destructive courses of action.
  77. Authentic leaders are characterized by all of the following EXCEPT________________.
  78. Emotional intelligence is made up of all of the following competencies except_______________.
    Higher cognitive functioning
  79. Which of the following statements best characterizes emotional intelligence and leadership?
    Emotional intelligence can be learned through honest feedback
  80. The glass cliff refers to______________________.
    A trend in organizations to place more women in difficult leadership situations