Testbank of fundamental of management 7e by robin ch 11

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter) Chapter 11 Leadership and Trust 1) A leader is someone who has managerial authority and can influence others Answer: TRUE Explanation: A leader needs to be someone who has both the authority to make others follow his or her path and the ability to change how other people behave Diff: Page Ref: 294 Objective: 11.1 2) Leadership identifies a process while leader identifies a person Answer: TRUE Explanation: Leadership is the process of helping others achieve their goals A leader is an individual who carries out the process of leadership Diff: Page Ref: 294 Objective: 11.1 3) Ideally, all managers should not be leaders Answer: FALSE Explanation: Leadership is one of the four basic functions of a manager, so all managers in one way or another should take on the role of leadership Diff: Page Ref: 294 Objective: 11.1 4) Trait theories of leadership focus on how leaders interact with their followers Answer: FALSE Explanation: Behavioral theories, rather than trait theories, focus on how leaders interact with followers Trait theories of leadership focus on the characteristics that leaders have and what makes a leader Diff: Page Ref: 294 Objective: 11.2 5) Research has shown a distinct set of traits that distinguishes leaders from nonleaders Answer: FALSE Explanation: No consistent set of traits has ever been found that can identify a potential leader Diff: Page Ref: 294 Objective: 11.2 6) Traits such as honesty and integrity are not very useful for identifying who is suited and who is not suited to be a leader Answer: TRUE Explanation: Leadership traits have been shown to explain why certain individuals are effective leaders, but they not explain who is likely to be a leader and who is not Diff: Page Ref: 295 AACSB: Analytic Skills Objective: 11.2 Copyright © 2011 Pearson Education, Inc 7) Trait research has given managers the ability to pick out leaders from the group Answer: FALSE Explanation: Trait research attempted to be able to identify leaders, but it has not been successful Diff: Page Ref: 295 Objective: 11.2 8) A major goal of behavioral leadership studies is to find ways to train people to be leaders Answer: TRUE Explanation: Behavioral leadership studies search for critical elements of leadership that can be used to train people to be leaders Diff: Page Ref: 295 Objective: 11.2 9) A leader with an autocratic style often delegates authority to subordinates Answer: FALSE Explanation: Leaders with autocratic styles tend to avoid delegation Autocratic leaders tend to keep all decision-making powers to themselves Diff: Page Ref: 296 Objective: 11.2 10) Tannenbaum and Schmidt suggested that in the long run, managers should move toward an employee-centered leadership style Answer: TRUE Explanation: Tannenbaum and Schmidt suggest that employee-centered leadership is the best long-term strategy because it improves employee motivation, morale, and teamwork Diff: Page Ref: 296 Objective: 11.2 11) The Ohio State studies suggested that leaders who were high in structure and low in consideration were most successful Answer: TRUE Explanation: The Ohio State studies suggested that high-high leaders got the best results— leaders who were high in both structure and consideration Diff: Page Ref: 297 Objective: 11.2 12) The Michigan studies suggested that the most successful leaders were production oriented Answer: FALSE Explanation: The Michigan studies suggested that an employee, rather than a production, orientation correlated with high productivity and job satisfaction Diff: Page Ref: 298 Objective: 11.2 Copyright © 2011 Pearson Education, Inc 13) A leader who ranks 9,1 in the managerial grid would have more concern for people than production Answer: FALSE Explanation: The first variable in the grid rates concern for production and the second variable rates concern for people Therefore a 9,1 rating would be high in concern for productivity and low in concern for people Diff: Page Ref: 298 Objective: 11.2 14) The big problem with the managerial grid is that it doesn't tell how management styles work in different situations Answer: TRUE Explanation: The managerial grid suggests that a 9,9 leadership style performs best However, it offers no information about how this style performs in different situations Diff: Page Ref: 298 Objective: 11.2 15) Fiedler's model proposed that leadership success was determined by matching leadership style to situation Answer: TRUE Explanation: Fiedler's contingency model contended that different styles of leadership work better in different situations Diff: Page Ref: 299 Objective: 11.3 16) Fiedler's contingency model focused on having employees describe their ideal coworker Answer: FALSE Explanation: Fiedler's model instead focused on having employees identify their least preferred coworker, not their ideal coworker Diff: Page Ref: 299 Objective: 11.3 17) A high LPC score indicates that a worker is productivity oriented Answer: FALSE Explanation: A low, not a high score, identifies a respondent as productivity oriented Respondents get low scores for preferring their least-preferred worker as, for example, "boring" rather than "interesting," or "cold" rather than "warm." Diff: Page Ref: 300 Objective: 11.3 18) Fiedler concluded that task-oriented leaders tended to perform better in favorable situations and worse in unfavorable situations Answer: FALSE Explanation: The statement is only half true Fiedler found that task-oriented leaders performed better in both favorable and unfavorable situations Where task-oriented leaders failed was in moderate situations that were neither highly favorable or highly unfavorable Diff: Page Ref: 301 Objective: 11.3 Copyright © 2011 Pearson Education, Inc 19) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly unfavorable situations Answer: FALSE Explanation: Relationship-oriented leaders performed better in situations that were not extreme —not highly favorable or unfavorable, so the statement is false Diff: Page Ref: 301 Objective: 11.3 20) Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to perform a task responds best to a telling leadership style Answer: TRUE Explanation: SLT states that a telling style in which the leader defines specific roles and tasks works best with an unable and unwilling worker Diff: Page Ref: 302 Objective: 11.3 21) Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to perform a task responds best to a selling leadership style Answer: FALSE Explanation: SLT states that a participating style in which the leader shares in decision making to get the worker involved works best with an able but unwilling worker Diff: Page Ref: 302 Objective: 11.3 22) Vroom and Yetton's leader participation model suggests that leadership research should focus on the situation rather than the leader Answer: TRUE Explanation: The leader-participation model suggests that it is more meaningful to think of situations that call for certain kinds of leadership styles rather than specific kinds of leaders In other words, one situation might call for an autocratic style of leadership while a second situation would call for a participative style Diff: Page Ref: 303 Objective: 11.3 23) Robert House's path-goal theory maintains that an effective leader clears the path for a follower to the follower's goal Answer: TRUE Explanation: The "path-goal" in path-goal theory refers to removing obstacles that stand in the way of the path from where the worker is to the worker's goal Diff: Page Ref: 303 Objective: 11.3 Copyright © 2011 Pearson Education, Inc 24) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent leadership style Answer: FALSE Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership style depending on the situation This is a major difference from the view of Fiedler, who sees leadership style as fixed Diff: Page Ref: 303 Objective: 11.3 25) Path-goal theory states that a directive leadership style works best when tasks are ambiguous Answer: TRUE Explanation: The guidance and structure of a directive leadership style work best in an ambiguous situation Subordinates find a sense of direction in a manager who takes a nononsense directive approach Diff: Page Ref: 303 Objective: 11.3 26) Path-goal theory states that a participative leadership style works best when tasks are highly structured Answer: FALSE Explanation: In highly structured tasks, employees typically don't need to participate in decision making—since there are few decisions to make—so a participatory style isn't best for this situation Instead, employees tend to need support to carry through the task, making a supportive style the best choice Diff: Page Ref: 303 Objective: 11.3 27) A transactional leadership style is not related to a transformational style Answer: FALSE Explanation: If done well, a transactional style can evolve into a transformational style so the two are closely related Diff: Page Ref: 305 Objective: 11.4 28) Transformational leadership and charismatic leadership are identical Answer: FALSE Explanation: Transformational leadership is similar to charismatic leadership, but transformational leadership gives the follower more freedom to think independently and critically, even if a follower's views clash with the views of the leader Diff: Page Ref: 305 Objective: 11.4 Copyright © 2011 Pearson Education, Inc 29) Charismatic and visionary leadership are the same thing Answer: FALSE Explanation: Though charismatic leadership starts with a vision, the person is the true focus of charismatic leadership, while in visionary leadership it is the specific view of the future that the leader promotes that attracts followers Diff: Page Ref: 306 Objective: 11.4 30) Since charisma is an inborn trait, no efforts have ever been made to train people to be charismatic Answer: FALSE Explanation: Though some people think that charisma cannot be taught, others feel that training can provide leaders with elements of charisma These training efforts have proved to be fairly successful Diff: Page Ref: 306 Objective: 11.4 31) A successful visionary leader "jump starts" the future Answer: TRUE Explanation: Successful visionary leaders create a powerful image of a possible future that is easy to grasp Followers latch on to this vision of the future and work to make it a reality Diff: Page Ref: 306 Objective: 11.4 32) Team leadership is becoming less important in today's world because teams don't need leaders Answer: FALSE Explanation: All teams need leaders If anything, team leadership is becoming more important in the current business climate because teams are becoming more prevalent Diff: Page Ref: 307 Objective: 11.4 33) One of the keys to being a good team leader is to know when to leave a team alone Answer: TRUE Explanation: Knowing when to intervene and when to let a team solve its own problems is important for a team leader Diff: Page Ref: 307 Objective: 11.4 34) Experts state that 85 percent of all managers are not natural team leaders Answer: TRUE Explanation: Consultants think that 15 percent of managers are natural team leaders, which leaves 85 percent who are not natural team leaders Diff: Page Ref: 307 Objective: 11.4 Copyright © 2011 Pearson Education, Inc 35) One specific role of team leadership is that team leaders are troubleshooters Answer: TRUE Explanation: Team leader roles include coaches, conflict managers, liaisons, and troubleshooters Diff: Page Ref: 308 Objective: 11.4 36) One reason that empowerment is important in today's business climate is that managers today tend to have smaller spans of control than managers of the past Answer: FALSE Explanation: In fact, today's managers, due to downsizing and efficiency efforts, have larger, not smaller spans of control than managers of the past A larger span of control means the manager has less time to spend with individual employees, so empowering those employees helps them solve problems on their own Diff: Page Ref: 308 Objective: 11.4 37) In different countries, the most universal aspects of leadership seem to be elements of transactional leadership Answer: FALSE Explanation: Transformational, rather than transactional, elements of leadership seem to be most universal These include vision, trustworthiness, dynamism, positiveness, and proactiveness Diff: Page Ref: 310 AACSB: Globalizations Objective: 11.4 38) Emotional intelligence (EI) is the best predictor of who will emerge as a leader Answer: TRUE Explanation: More than academic intelligence, EI has shown to be the best predictor of who will be a successful leader Diff: Page Ref: 312 Objective: 11.5 39) Trust is the belief in the integrity, character, and ability of a leader Answer: TRUE Explanation: Trust has five dimensions: integrity, which includes honesty, competence, consistency, loyalty, and openness Diff: Page Ref: 312 Objective: 11.5 40) Of the five dimensions that make up the concept of trust, loyalty seems to be the most critical Answer: FALSE Explanation: Integrity rather than loyalty appears to be the most important element of trust Diff: Page Ref: 312 Objective: 11.5 Copyright © 2011 Pearson Education, Inc 41) A sizeable majority of American employees trust the leaders of the companies they work for Answer: FALSE Explanation: Only about 39 percent of U.S employees claimed to trust their executive leaders, according to a survey, which is considerably less than a majority Diff: Page Ref: 312 Objective: 11.5 42) Because leading is one of the four basic managerial functions, leaders A) all managers are B) all managers should be C) some managers are D) some managers should be Answer: B Explanation: B) As one of four basic managerial functions, leading is one of the things that defines what a manager does, so all managers should be leaders, making that the correct response Since some managers clearly are not leaders, the remaining three choices are not correct responses for this question Diff: Page Ref: 294 Objective: 11.1 43) Early leadership trait research looked to find characteristics that might A) distinguish ordinary leaders from great leaders B) define charisma C) identify the physical traits of leaders D) differentiate leaders from nonleaders Answer: D Explanation: D) Early leadership studies looked to find the traits that could distinguish leaders from non-leaders These efforts proved to be largely unsuccessful, as leadership seemed to be hard to define precisely and it varied from situation to situation Early studies were somewhat concerned with finding great leaders or understanding charisma as a basic leadership trait, but these were not primary concerns of early investigators so they are incorrect responses Physical traits of leaders were never a concern of early or contemporary leadership scholars, so that choice is incorrect Diff: Page Ref: 294 Objective: 11.2 Copyright © 2011 Pearson Education, Inc 44) Leaders are A) individual people, while leadership is a process B) the first step in the leadership process C) individual people who study the leadership process D) the final step in the leadership process Answer: A Explanation: A) Leaders are individual people, not part of a process, which rules out the two choices regarding steps as correct responses Leadership itself is a process, making "individual people, while leadership is a process" the correct response since it correctly identifies leaders as individual people and leadership as a process of leading others Leaders not simply study leadership, as the remaining choice indicates, but actually guide and influence others toward goals Diff: Page Ref: 294 Objective: 11.2 45) If a trait theory of leadership were true, then all leaders would possess A) charisma B) the same traits C) different traits D) seven traits Answer: B Explanation: B) If the trait theory were true then all leaders would have the same universal traits, making "the same traits" the correct response for this question If all leaders had the same traits then they clearly could not have different traits, eliminating that choice as a correct answer The remaining two choices can be ruled out because they are too specific—a trait leadership theory could be true and not have precisely seven traits or not include charisma as a trait Diff: Page Ref: 294 Objective: 11.2 46) The most successful early trait theories focused on A) traits of famous leaders B) traits of followers C) traits associated with leadership D) traits that distinguish leaders from non-leaders Answer: C Explanation: C) Early efforts to distinguish leaders from non-leaders were largely unsuccessful, causing researchers to focus on traits of leadership rather than leaders, making that the correct response Traits of followers came in more contemporary leadership studies, making that choice incorrect, while traits of famous leaders were never explicitly taken up, ruling out that choice as a correct response Diff: Page Ref: 294 Objective: 11.2 Copyright © 2011 Pearson Education, Inc 47) Trait theory effectively explains why A) some people are leaders B) some people are not leaders C) successful leaders are effective D) leadership involves extraversion Answer: C Explanation: C) Rather than identify why some people can be leaders and others cannot, trait theory did a fairly good job of explaining why some leaders were effective and others were not, making "successful leaders being effective" the correct response Extraversion is just one of many leadership traits that may or may not be essential, so "leadership involving extraversion" is not a correct response Diff: Page Ref: 295 Objective: 11.2 48) Behavioral theories of leadership focused on A) who effective leaders were B) what characteristics effective leaders had C) how to identify effective leaders D) what effective leaders did Answer: D Explanation: D) Early trait theories focused on who effective leaders were, making "who effective leaders were" and "how to identify them" match trait theories, not behavioral theories "What characteristics effective leaders had" focuses on characteristics, which are synonymous with traits, so it matches a trait approach, not a behavioral approach The correct response is "what effective leaders did," since it focuses on the actions and behaviors of effective leaders, not their characteristics and traits Diff: Page Ref: 295 Objective: 11.2 49) The promise of behavioral theories of leadership held that this would be possible A) picking a leader out of crowd B) being able to train a person to be leader C) explaining why successful leaders were successful D) eliminating ineffective leaders Answer: B Explanation: B) The great promise of behavioral theories of leadership is that they would show how leaders could be trained, making "being able to train a person to be leader" the correct response Behavioral theories attempted to identify what successful leaders did, and if those actions could be identified, they could be imparted to others through training Trait theories, on the other hand, attempted to explain the success of leaders and how to identify leaders through permanent character traits, not behavioral actions, making these incorrect answers for this question Diff: Page Ref: 295 Objective: 11.2 10 Copyright © 2011 Pearson Education, Inc 116) A difficult skill for a team leader to learn is knowing when to the team A) show interest in B) trust C) intervene with D) abandon Answer: C Explanation: C) A team leader should always show interest and trust in the team and never abandon it in any way The hard part for team leaders is knowing when to intervene in a team's activities and when to leave it alone to solve problems on its own, making "intervening with" the correct response Diff: Page Ref: 307 AACSB: Diversity Objective: 11.4 117) A team's marks the border between tasks that are strictly the team's responsibility and those that the team shares with other parts of the organization A) external boundary B) exterior C) leader D) performance Answer: A Explanation: A) A team leader's job includes knowing where the border exists between tasks that are strictly within the team and those tasks and activities that extend outside of the team This border is called the external boundary A team's leader, exterior, or performance not identify its inner-outer border so those choices are incorrect Diff: Page Ref: 307 AACSB: Diversity Objective: 11.4 118) This team leader role requires leaders to try to get the best out of their team A) coach B) troubleshooter C) liaison D) conflict manager Answer: A Explanation: A) A troubleshooter helps the team solve specific task problems, so that choice is not the correct response for this question A liaison makes contact for the team with parties outside of the team, so that choice is not a correct response A conflict manager resolves personal and discipline problems within the team, so that choice is not a correct response A coach helps team members perform at their best, so coach is the correct response for this question Diff: Page Ref: 308 Objective: 11.4 33 Copyright © 2011 Pearson Education, Inc 119) When a design team is having problems getting its new simulation software to work correctly, the team leader takes on this role A) coach B) troubleshooter C) liaison D) conflict manager Answer: B Explanation: B) The software problem is a specific technical problem that the team is experiencing A troubleshooter helps the team solve specific task and technical problems, so that choice is the correct response for this question Rather than solve technical problems, a liaison makes contact for the team outside of the organization, so that choice is not a correct response Similarly, a conflict manager resolves personal and discipline problems, not technical problems, so that choice is not a correct response Rather than solve technical problems, a coach helps team members perform at their best, so that choice is not the correct response for this question Diff: Page Ref: 308 Objective: 11.4 120) When a team is considering joining forces with another team in the organization, the team leader takes on this role A) troubleshooter B) conflict manager C) coach D) liaison Answer: D Explanation: D) A liaison makes contact for the team with the parent organization or parties outside of the team, so liaison is the correct response for this question A troubleshooter helps the team solve specific task problems, not link to outside parties, so that choice is not the correct response for this question A conflict manager resolves personal and discipline problems within the team, so that choice is not a correct response A coach helps team members perform at their best, so that choice is not the correct response for this question Diff: Page Ref: 308 Objective: 11.4 121) When two members of a team are having a personal conflict, the team leader takes on this role A) conflict manager B) liaison C) troubleshooter D) coach Answer: A Explanation: A) A conflict manager resolves personal and discipline problems within the team, so that choice is the correct response for this question A troubleshooter helps the team solve specific task problems, not personal problems so that choice is not the correct response for this question A liaison makes contact for the team with parties outside of the team, so that choice is not a correct response A coach helps team members perform at their best, so that choice is not the correct response for this question Diff: Page Ref: 308 Objective: 11.4 34 Copyright © 2011 Pearson Education, Inc 122) The key difference between team leadership and traditional leadership is that in teams decisions A) employees are empowered to make B) leaders are not empowered to make C) leaders have no influence over employees' D) leaders not participate in important Answer: A Explanation: A) Team leaders typically participate in team decision making and have influence over team decisions, but they are not the sole authority and final word in decisions as they were in the traditional arrangement So the most important difference in a team structure is that employees can make decisions, even though they are typically not unilateral decisions, making employees being empowered the correct response Diff: Page Ref: 308 Objective: 11.4 123) is one key reason that employees are frequently empowered with decisionmaking ability in today's business world A) Smaller spans of control B) Larger spans of control C) Smaller budgets D) Larger budgets Answer: B Explanation: B) Budgets have little, in any direct sense, to with empowering employees, except that they might call for increased efficiency, so the two choices regarding budgets are not correct responses for this question Due to downsizing, today's managers typically have larger, not smaller spans of control, making larger spans of control the correct response and eliminating smaller spans of control These larger spans of control mean that a single manager must relinquish some decision-making authority to employees, which is the reason why employee empowerment is so prevalent in today's climate Diff: Page Ref: 308 AACSB: Analytic Skills Objective: 11.4 124) On a pro football team, empowerment might manifest itself in which of the following? A) players getting larger salaries B) more complicated plays and formations on the field C) coach to helmet communication systems D) a player changing a planned play on the field Answer: D Explanation: D) Empowerment confers employees with the right to make decisions Getting more money, taking on more complicated workloads, or increased communication sophistication are not forms of empowerment because they not give players increased decision-making power Changing a play does involve making a decision, so changing a planned play is the correct response for this question Diff: Page Ref: 308 AACSB: Analytic Skills Objective: 11.4 35 Copyright © 2011 Pearson Education, Inc 125) A unique problem that virtual leaders face is being understood without a form of communication A) reliable B) written C) clear D) nonverbal Answer: D Explanation: D) Emails and other forms of electronic communication largely lack the emotional information that can be transmitted through nonverbal means, making nonverbal the correct response Electronic communication is typically written communication and does not suffer from being unclear or unreliable, making the remaining choices incorrect Diff: Page Ref: 309 AACSB: Technology Objective: 11.4 126) Being humble is a typical characteristic of A) Arab leaders B) German leaders C) Japanese leaders D) Korean leaders Answer: C Explanation: C) Key characteristics of Japanese leaders include humility, making Japanese leaders the correct response Key characteristics of Arab leaders include avoiding inessential kindness Key characteristics of German leaders include high participation and performance expectation Key characteristics of Korean leaders include a paternalistic attitude toward employees Diff: Page Ref: 309 AACSB: Diversity Objective: 11.4 127) A would avoid publicly praising a productive employee A) Malyasian leader B) Dutch leader C) Japanese leader D) German leader Answer: B Explanation: B) Key characteristics of Dutch leaders include avoiding public embarrassment of any kind, even when it is caused by praise, making Dutch leader the correct response Key characteristics of Japanese leaders include humility Key characteristics of German leaders include high participation and performance expectation Key characteristics of Malaysian leaders include compassion Diff: Page Ref: 309 AACSB: Diversity Objective: 11.4 36 Copyright © 2011 Pearson Education, Inc 128) A is characterized by high performance orientation A) German leader B) Scandinavian leader C) Japanese leader D) Malaysian leader Answer: A Explanation: A) Key characteristics of German leaders include high performance expectation and low compassion, making German leader the correct response Key characteristics of Scandinavian leaders include avoiding the singling out of individuals in public Key characteristics of Japanese leaders include humility Key characteristics of Malaysian leaders include compassion Diff: Page Ref: 309 AACSB: Diversity Objective: 11.4 129) Most leadership theories were developed in the United States, causing them to stress A) spirituality over rationality B) rationality over spirituality C) both rationality and spirituality D) altruism over self-gratification Answer: B Explanation: B) American biases in leadership theories include emphasizing rationality and deemphasizing non-rational forms of thought, which include spirituality, making rationality over spirituality the correct response and ruling out the other two choices regarding spirituality The remaining choice is incorrect because, if anything, self-gratification is favored over altruism, not the other way around Diff: Page Ref: 309 AACSB: Diversity Objective: 11.4 130) All of the following appear to be universal elements of transformational leadership EXCEPT A) dynamism B) vision C) trustworthiness D) aggressiveness Answer: D Explanation: D) Countries around the world seem to respond to such qualities as dynamism, vision, and trustworthiness in transformational leaders Aggressiveness is not a quality that typically contributes to the effectiveness of a transformational leader, so that choice is the correct answer Diff: Page Ref: 310 AACSB: Globalizations Objective: 11.4 37 Copyright © 2011 Pearson Education, Inc 131) Recent studies indicate that this measure of ability is the best predictor of who will be a leader in an organization A) IQ intelligence B) academic intelligence C) technical expertise D) emotional intelligence Answer: D Explanation: D) Studies show that such things as IQ intelligence, academic proficiency, or technical skill are threshold capabilities, meaning that a person needs only a certain minimum amount of them to succeed Emotional intelligence or EI, on the other hand, has been shown to be a true predictor of leadership, making that choice the correct response Diff: Page Ref: 310 Objective: 11.4 132) Which of the following is NOT a key component of emotional intelligence (EI)? A) empathy B) self-awareness C) active imagination D) social skills Answer: C Explanation: C) Empathy, self-awareness, and social skills are three of the five recognized key components of EI An active imagination, while being an important skill for success, is not a key component of EI so that choice is the correct response for this question Diff: Page Ref: 310 Objective: 11.4 133) Studies show that the higher the rank a star performer has in an organization, the more he or she relies on for success A) integrity B) intelligence C) emotional intelligence D) loyalty Answer: C Explanation: C) Emotional intelligence (EI) seems to increase in importance as managers go up the scale of an organization So successful top managers rely on EI more than successful middle managers, for example This makes emotional intelligence the correct response and rules out all other responses Diff: Page Ref: 310 AACSB: Ethical Understanding and Reasoning Abilities Objective: 11.4 38 Copyright © 2011 Pearson Education, Inc 134) Evidence indicates that in leadership style, males and females A) are more alike than different B) are totally different C) have no similarities D) have a very small number of similarities Answer: A Explanation: A) Studies show that largely due to the actual tasks they carry out, males and females are generally similar in leadership style, making more alike than different the correct response and ruling out other responses The fact that males can succeed as leaders in typically female jobs, and females can succeed in typically male jobs seems to support this notion Diff: Page Ref: 313 AACSB: Ethical Understanding and Reasoning Abilities Objective: 11.5 135) This is the dimension of trust that includes technical skills A) integrity B) loyalty C) openness D) competence Answer: D Explanation: D) Competence refers to the technical and interpersonal skills and knowledge that a leader has, making that choice the correct response for this situation Integrity refers to how truthful and honest a leader is Loyalty refers to how willing a leader is to protect followers Openness refers to how willing a leader is to share important ideas and information Diff: Page Ref: 312 AACSB: Ethical Understanding and Reasoning Abilities Objective: 11.5 136) This is the dimension of trust that includes how reliable a leader is A) integrity B) competence C) consistency D) loyalty Answer: C Explanation: C) Consistency refers to whether or not a leader has good judgment, and how reliable and predictable the leader is, making consistency the correct response for this situation Integrity refers to how truthful and honest a leader is Loyalty refers to how willing a leader is to protect followers Competence refers to the technical and interpersonal skills and knowledge that a leader has Diff: Page Ref: 312 AACSB: Ethical Understanding and Reasoning Abilities Objective: 11.5 39 Copyright © 2011 Pearson Education, Inc 137) This is the dimension of trust that includes how honest a leader is A) integrity B) openness C) loyalty D) competence Answer: A Explanation: A) Integrity refers to how honest and truthful a leader is, making integrity the correct response for this question Openness refers to how willing a leader is to share important ideas and information Loyalty refers to how willing a leader is to protect followers Competence refers to the technical and interpersonal skills and knowledge that a leader has Diff: Page Ref: 312 AACSB: Ethical Understanding and Reasoning Abilities Objective: 11.5 138) Which of the following is NOT a reason that the importance of trust has increased in today's business climate? A) Job performance is related to trust B) Job satisfaction is related to trust C) Only 60 percent of U.S employees trust their leaders D) Downsizing has eroded the faith that workers have in their leaders Answer: C Explanation: C) Job performance and satisfaction are clearly related to trust, so those two choices are both valid reasons for why trust is important The erosion of faith for workers in their leaders has also made trust more important than ever in today's world, making the choice regarding downsizing a valid reason for why trust is important The choice regarding 60 percent of U.S employees trusting their leaders is inaccurate because the actual percentage value of employees that trust their leaders is 39 percent, making that choice the correct response for this question Diff: Page Ref: 312 Objective: 11.5 139) In a short essay, identify and describe three traits associated with leadership Answer: Drive—Leaders tend to show high levels effort, energy, ambition, initiative, and desire for achievement Desire to lead  Leaders have a strong desire to influence others and show them the path to success They demonstrate the willingness to take over a situation and assume responsibility for its success Honesty and integrity  Leaders recognize that trust, honesty, and consistency are important for acquiring power and influence over people, so they pay special attention to these traits Diff: Page Ref: 295 Objective: 11.2 40 Copyright © 2011 Pearson Education, Inc 140) In a short essay, identify and describe three additional traits associated with leadership Answer: Self-confidence  Leaders show strong faith in their own ability to reach goals and help others reach goals Intelligence  Leaders need to be able gather information and analyze situations so they can effectively make decisions, solve problems, and create a vision for subordinates to follow Job-relevant knowledge  Effective leaders have a high degree of knowledge about the company, industry, and technical matters In-depth knowledge allows leaders to make wellinformed decisions and to understand the implications of those decisions Diff: Page Ref: 295 AACSB: Analytic Skills Objective: 11.2 141) In a short essay, describe the University of Iowa leadership studies Answer: The University of Iowa studies (conducted by Kurt Lewin and his associates) explored three leadership styles The autocratic style described a leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation The democratic style described a leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees Finally, the laissez-faire style leader generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit Lewin and his associates researched which style was the most effective Their results seemed to indicate that the democratic style contributed to both good quantity and quality of work Diff: Page Ref: 295-296 AACSB: Analytic Skills Objective: 11.2 41 Copyright © 2011 Pearson Education, Inc 142) In a short essay, describe the Ohio State University leadership studies Answer: The Ohio State studies identified two important dimensions of leader behavior The first was called initiating structure, which referred to the extent to which a leader defined and structured his or her role and the roles of group members in the search for goal attainment It included behavior that involved attempts to organize work, work relationships, and goals The second dimension was called consideration, which was defined as the extent to which a leader had job relationships characterized by mutual trust and respect for group members' ideas and feelings A leader who was high in consideration helped group members with personal problems, was friendly and approachable, and treated all group members as equals He or she showed concern for (was considerate of) followers' comfort, wellbeing, status, and satisfaction The Ohio State studies generally indicated that a leader with a high-high (both initiating structure and consideration) leadership style had the highest performing employees with the greatest job satisfaction However, leaders high in initiating structure seemed to engender employee complaints, while those who rated high in consideration tended to be negatively rated in employee polls Diff: Page Ref: 296-297 AACSB: Analytic Skills Objective: 11.2 143) In a short essay, describe the University of Michigan leadership studies Answer: Leadership studies conducted at the University of Michigan's Survey Research Center at about the same time as those being done at Ohio State had a similar research objective: identify behavioral characteristics of leaders that were related to performance effectiveness The Michigan group also came up with two dimensions of leadership behavior, which they labeled employee oriented and production oriented Leaders who were employee oriented were described as emphasizing interpersonal relationships; they took a personal interest in the needs of their followers and accepted individual differences among group members The production-oriented leaders, in contrast, tended to emphasize the technical or task aspects of the job, were concerned mainly with accomplishing their group's tasks, and regarded group members as a means to that end The conclusions of the Michigan researchers strongly favored leaders who were employee oriented as they were associated with high group productivity and high job satisfaction Diff: Page Ref: 297-298 AACSB: Analytic Skills Objective: 11.2 42 Copyright © 2011 Pearson Education, Inc 144) In a short essay, describe the managerial grid that emerged from the early leadership studies Answer: The behavioral dimensions from the early leadership studies (Iowa, Ohio State, and Michigan) provided the basis for the development of a two-dimensional grid for appraising leadership styles This managerial grid used the behavioral dimensions "concern for people" and "concern for production" and evaluated a leader's use of these behaviors, ranking them on a scale from (low) to (high) Although the grid had 81 potential leadership categories, emphasis was placed on five styles: impoverished management (1,1), low concern for both people and production; task management (9,1), high concern for production only; middle-of-the-road management (5,5), medium concern for both people and production; country club management (1,9), high concern for people only; and team management (9,9) high concern for both people and production Of these five styles, the researchers concluded that managers performed best when using a 9,9 style—high concern for both people and production Unfortunately, the grid offered no answers to the question of what made a manager an effective leader; it only provided a framework for conceptualizing leadership style In fact, there is been little substantive evidence to support the conclusion that a 9,9 style is most effective in all situations Diff: Page Ref: 296-298 AACSB: Analytic Skills Objective: 11.2 43 Copyright © 2011 Pearson Education, Inc 145) In a short essay, describe the basics of situational leadership theory (SLT) Answer: The situational leadership theory is a contingency theory that focuses on followers' readiness The theory argues that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness Readiness is defined in terms of how able and willing employees are to perform tasks The theory presents four basic leadership styles: Telling (high task  low relationship)  the leader defines roles and tells people what, how, when, and where to various tasks Selling (high task  high relationship)  the leader provides both directive and supportive behavior Participating (low task  high relationship)  the leader and follower share in decision making; the main role of the leader is facilitating and communicating Delegating (low task  low relationship)  the leader provides little direction or support The theory presents four basic follower readiness states: R1  People are both unable and unwilling to take responsibility for doing something They're neither competent nor confident R2  People are unable but willing to the necessary job tasks They're motivated but currently lack the appropriate skills R3  People are able but unwilling to what the leader wants R4  People are both able and willing to what is asked of them Diff: Page Ref: 301-302 AACSB: Analytic Skills Objective: 11.3 146) In a short essay, describe the conclusions of situational leadership theory (SLT) for each follower readiness category, R1, R2, R3, and R4 Answer: R1  People who are both unable and unwilling to perform a task best with a telling style of leadership where no-nonsense directions are given R2  People who are unable but willing to perform tasks require a selling leadership style in which the leader provides a lot of instruction and support R3  People who are able but unwilling to perform a task require a participating leadership style to make them identify with the task and want to take it on themselves R4  People who are both able and willing to what is asked of them require a delegating leadership style They only need to be shown the task and they will the rest Diff: Page Ref: 301-302 AACSB: Analytic Skills Objective: 11.3 44 Copyright © 2011 Pearson Education, Inc 147) In a short essay, discuss the basics of the path-goal leadership theory developed by Robert House Answer: Developed by Robert House, path-goal theory is a contingency model of leadership that takes key elements from the expectancy theory of motivation A leader's job in the path-goal theory is to clear the way between workers and their goals House identified four leadership behaviors: Directive leader  lets subordinates know what is expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks Supportive leader  friendly and shows concern for the needs of followers Participative leader  consults with group members and uses their suggestions before making a decision Achievement-oriented leader—sets challenging goals and expects followers to perform at their highest level Diff: Page Ref: 303-304 AACSB: Analytic Skills Objective: 11.3 148) In a short essay, discuss the conclusions derived from path-goal leadership theory Answer: Path-goal theory suggested that directive leadership worked best when tasks were ambiguous, conflicts arose in groups, and workers had an external locus of control Path-goal theory suggested that supportive leadership worked best when tasks were highly structured Path-goal theory suggested that participative leadership worked best when workers had an internal locus of control Path-goal theory suggested that achievement-oriented leadership worked best when workers wanted to be challenged Diff: Page Ref: 303-304 AACSB: Analytic Skills Objective: 11.3 45 Copyright © 2011 Pearson Education, Inc 149) In a short essay, describe transactional and transformational leaders Answer: Transactional leaders are those who guide or motivate their followers in the direction of established goals primarily by providing rewards Rewards can be monetary, involve status, or some other item that is desired by the follower When transactional leadership is successful, it can develop into transformational leadership Transformational leadership stimulates, excites, and finally inspires followers to high performance The inspiration that followers get from a transformational leader is the best kind of inspiration—it retains a critical element so that followers are not merely blindly following their leader (as may occur with a charismatic leader) They are following because they believe in both the leader and the path Diff: Page Ref: 305 AACSB: Analytic Skills Objective: 11.4 150) In a short essay, describe two of the four specific leadership roles that team leaders play Answer: Team leaders function as liaisons with external constituencies These may include upper management, other organizational work teams, customers, or suppliers The leader represents the team to other constituencies, secures needed resources, clarifies others' expectations of the team, gathers information from the outside, and shares that information with team members Team leaders also function as troubleshooters When the team has problems and asks for assistance, team leaders sit in on meetings and try to help resolve the problems Troubleshooting may involve technical or operational issues, although in many cases the team members may know more about the tasks being done than the team leader The leader is most likely to contribute by asking penetrating questions, helping the team talk through and clarify problems, and getting needed resources to tackle problems Diff: Page Ref: 307-308 AACSB: Analytic Skills Objective: 11.4 151) In a short essay, describe two additional specific leadership roles that team leaders play Answer: Team leaders often function as conflict managers They help identify issues such as the source of the conflict, who is involved, the issues, the resolution options available, and the advantages and disadvantages of each By getting team members to address questions such as these, the leader minimizes the disruptive aspects of intrateam conflicts Finally, team leaders function as coaches As a coach, a team leader's primary job is to get workers to perform at the highest possible level Team leaders clarify expectations and roles, teach, offer support, and whatever else is necessary to help team members keep their work performance high Diff: Page Ref: 307-308 AACSB: Analytic Skills Objective: 11.4 46 Copyright © 2011 Pearson Education, Inc 152) In a short essay, describe the results of the studies that focus on gender and leadership style Answer: A number of studies focusing on gender and leadership style have been conducted in recent years Their general conclusion is that males and females are more alike than different Nevertheless, the two show clear differences For example, women tend to adopt a more democratic or participative style Women are more likely to encourage participation, share power and information, and attempt to enhance followers' self-worth They lead through inclusion and rely on their charisma, expertise, contacts, and interpersonal skills to influence others Men, on the other hand, are more likely to use a directive style Men use transactional leadership, handing out rewards for good work and punishment for bad There is an interesting qualifier to these findings The tendency for female leaders to be more democratic than males declines when women are in male-dominated jobs Diff: Page Ref: 311 AACSB: Diversity Objective: 11.4 153) In a short essay, discuss how emotional intelligence (EI) affects leadership Answer: Recent studies indicate that EI—more than IQ, expertise, or any other single factor  is the best predictor of who among a group will become a leader The five components of emotional intelligence  self-awareness, self-management, self-motivation, empathy, and social skills  all contribute to enabling an individual to become a leader The more of these traits a person seems to have the higher he or she typically can rise as a leader EI has been shown to be positively related to job performance at all levels When really top performers, so called "star performers" in organizations, are compared with ordinary leaders the difference between the two categories seems to be almost entirely due to EI factors Diff: Page Ref: 311 Objective: 11.4 47 Copyright © 2011 Pearson Education, Inc ... rather than a positive view of the future Diff: Page Ref: 306 Objective: 11. 4 112 ) Which of the following is NOT a typical characteristic of a vision of the future provided by visionary leadership?... Objective: 11. 2 66) Which description best characterizes a 9,1 leadership style on the managerial grid? A) impoverished management B) task management C) middle -of- the-road management D) country club management. .. force of their personality D) offering rewards to followers Answer: D Explanation: D) The essence of transactional leadership is to offer rewards of some type in exchange for the output of workers,