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120 Cards in this Set

  • Front
  • Back
1) 
Transformational leadership is to transactional leadership as 
1) 
_______
A) 
low LPC is to high LPC.
B) 
change is to exchange.
C) 
charm is to charisma.
D) 
intelligence is to emotional intelligence.
E) 
boss centred is to subordinate centred.
B
2) 
What is an implicit leadership theory? 
2) 
_______
A) 
a theory of leadership that has its basis in one's actual work experiences
B) 
individuals hold a set of beliefs about the kinds of attributes, personality characteristics, skills, and behaviours that contribute to or impede outstanding leadership
C) 
a theory of leadership that integrates aspects of the various theories of leadership
D) 
individuals hold theories of leadership that are based on common sense and their own observations and perceptions
E) 
a theory of leadership based on common sense and people's own experience as leaders
B
3) 
Boris is the task leader of a group. Which of the following situations is least likely? 
3) 
_______
A) 
Boris is very interested in accomplishing the group's assigned tasks.
B) 
Boris doesn't get along well with the social-emotional leader of the group.
C) 
Boris is also the social-emotional leader of the group.
D) 
Boris is perceived as having expertise relevant to the group's task.
E) 
Boris is the person who talks the most in the group.
B
4) 
Which theory or model of leadership discussed in the text explicitly involves a decision tree? 
4) 
_______
A) 
Leader Member Exchange Theory
B) 
Bass' transformational leadership model
C) 
Fiedler's Contingency Theory
D) 
House's Path-Goal Theory
E) 
Vroom and Jago's situational model of participation
E
5) 
What is laissez-faire leadership? 
5) 
_______
A) 
leaders who are lazy
B) 
a relaxed and fair-minded style of leadership
C) 
an open and participative style of leadership
D) 
leadership styles in foreign countries
E) 
the avoidance or absence of leadership
E
6) 
All of the following are global leadership dimensions except 
6) 
_______
A) 
charismatic/value-based
B) 
team-oriented
C) 
task-oriented
D) 
humane-oriented
E) 
participative
C
7) 
Which of the following statements is the most appropriate statement concerning leadership styles? 
7) 
_______
A) 
Men and women rely on exactly similar leadership styles.
B) 
Women tend toward a more participative leadership style than men.
C) 
Women tend toward a more autocratic leadership style than men.
D) 
Men have less freedom in choosing the leadership style appropriate to the situation.
E) 
None of the above.
B
8) 
According to recent research, the barriers to promotion that women encounter in organizations are vestiges of prejudice, resistance to women's leadership, issues of leadership style, demands of family life, and 
8) 
_______
A) 
underinvestment in social capital.
B) 
lack of education.
C) 
less interest in being promoted.
D) 
greater emotionality.
E) 
all of the above
A
9) 
Which dimensions of the "Big Five" have been found to be related to leadership behaviours? 
9) 
_______
A) 
conscientiousness, extraversion, and openness to experience
B) 
agreeableness, conscientiousness, and emotional stability
C) 
agreeableness, extraversion, and conscientiousness
D) 
agreeableness, extraversion, and openness to experience
E) 
agreeableness, conscientiousness, and openness to experience
D
10) 
An especially effective transactional leader probably 
10) 
______
A) 
uses leader punishment behaviour extensively.
B) 
rewards employees for good performance.
C) 
experiences many leadership neutralizers.
D) 
has charisma.
E) 
uses intellectual stimulation extensively.
B
11) 
Canadian companies are way ahead of most organizations in big countries like the United States when it comes to 
11) 
______
A) 
transformational leadership.
B) 
strategic leadership.
C) 
ethical leadership.
D) 
participative leadership.
E) 
global leadership.
E
12) 
SNC-Lavalin Group's CEO Jacques Lamarre is a good example of 
12) 
______
A) 
global leadership
B) 
ethical leadership
C) 
participative leadership
D) 
strategic leadership
E) 
transformational leadership
A
13) 
What dimension of transformational leadership has been treated as a distinct theory of leadership? 
13) 
______
A) 
intellectual stimulation
B) 
inspirational motivation
C) 
management by exception
D) 
individualized consideration
E) 
charisma
E
14) 
What leadership theories emphasize ethical principles and standards? 
14) 
______
A) 
strategic and transformational leadership
B) 
strategic and global leadership
C) 
transformational and transactional leadership
D) 
global and transformational leadership
E) 
transformational and participative leadership
B
15) 
Compared to other culture clusters, what global leadership dimension does Canada and the United States score low on? 
15) 
______
A) 
self-protective
B) 
participative
C) 
humane-oriented
D) 
team-oriented
E) 
charismatic/value-based
A
16) 
Who is most likely to emerge as a task leader in a newly formed group? 
16) 
______
A) 
The person who talks the most
B) 
The shortest person
C) 
The oldest person
D) 
The person who is most humourous
E) 
The most honest person
A
17) 
What do these leaders have in common? Herb Kelleher, Michael Eisner, and Steven Jobs 
17) 
______
A) 
they are transformational leaders
B) 
they are strategic leaders
C) 
they are ethical leaders
D) 
they are transactional leaders
E) 
they are global leaders
A
18) 
Employees of ethical leaders have been found to 
18) 
______
A) 
be more satisfied with working conditions
B) 
be more satisfied with their job
C) 
be more satisfied with their co-workers
D) 
be more satisfied with their supervisor
E) 
be more satisfied with how they are rewarded
D
19) 
What is the most powerful strategy for developing global leaders? 
19) 
______
A) 
Teamwork with members of diverse backgrounds.
B) 
Travel to foreign countries.
C) 
Learning to speak foreign languages.
D) 
Formal training programs.
E) 
Transfers and overseas assignments.
E
20) 
If Mark's job is clear and certain, a leader is most likely to increase Mark's satisfaction by 
20) 
______
A) 
being moderate on both consideration and initiating structure.
B) 
being considerate and high on initiating structure.
C) 
being high on initiating structure.
D) 
not being considerate and being low on initiating structure.
E) 
being considerate.
E
21) 
The Vroom and Jago decision tree model of leadership 
21) 
______
A) 
is a model of emergent leadership.
B) 
always specifies using the maximum degree of participation possible.
C) 
uses three situation factors to determine favourableness.
D) 
is a trait model.
E) 
allows for autocratic, consultative, and group decisions.
E
22) 
Co-operators president and CEO Kathy Bardswick is a good example of 
22) 
______
A) 
leader consideration behaviour
B) 
transformational leadership
C) 
leader initiating structure behaviour
D) 
leader punishment behaviour
E) 
leader reward behaviour
A
23) 
If you have a boss who provides you with compliments, tangible benefits, and special attention, then what kind of leadership does your boss exhibit? 
23) 
______
A) 
considerate leader behaviour
B) 
transactional leader behaviour
C) 
transformational leader behaviour
D) 
participative leader behaviour
E) 
leader reward behaviour
E
24) 
Being able to manage uncertainty and balance global and local tensions is an example of 
24) 
______
A) 
unbridled inquisitiveness.
B) 
personal character.
C) 
duality.
D) 
savvy.
E) 
strategic leadership.
C
25) 
Rod, a middle manager, has to make a decision. Decision quality and acceptance are an issue, and Rod is not an expert on this problem. However, Rod wishes to reserve the final decision for his own judgment. According to the Vroom and Jago model of participation, this is time for a(n) ________ decision strategy. 
25) 
______
A) 
E 
B) 
G 
C) 
A 
D) 
C 
E) 
L
D
26) 
A leader who stresses standard procedures, schedules the work to be done, and assigns subordinates to particular tasks is high on 
26) 
______
A) 
leader reward behaviour.
B) 
initiating structure.
C) 
supportive behaviour.
D) 
task structure.
E) 
consideration.
B
27) 
According to Vroom and Jago, the leader's goal should be to 
27) 
______
A) 
use leader reward and punishment behaviour effectively.
B) 
clarify the path to employee goal achievement.
C) 
seek the best match between the leader's personality and the group.
D) 
make high quality, acceptable decisions without undue delay.
E) 
use persuasion and negotiation rather than formal power to achieve commitment.
D
28) 
When did serious scientific research on leadership traits begin? 
28) 
______
A) 
During the Great Depression
B) 
During World War I
C) 
During the Trudeau years
D) 
During World War II
E) 
During the lifetime of Charles Darwin
B
29) 
Which statement about leadership is true? 
29) 
______
A) 
There is a set of leadership traits that strongly and consistently predicts leader effectiveness across a broad range of situations.
B) 
Often the quietest member of a group emerges as the leader.
C) 
Leadership can be exhibited by persons other than those formally designated as leaders by the organization.
D) 
The most effective leader will exhibit high consideration and high initiating structure in all leadership situations.
E) 
Initiating structure is a leadership trait.
C
30) 
Suppose we ask group members the following four questions. Which question will tell us who the social-emotional leader of the group is? 
30) 
______
A) 
Who has the most relevant expertise?
B) 
Which group member do you like the most?
C) 
Who is the most emotional and excitable group member?
D) 
Who is the most dominant group member?
E) 
Who is the smartest group member?
B
31) 
For reasons that were too complicated to explain to his employees, Louis had to figure out how long it would take to write a new computer program. He asked each individually, averaged their responses, and put this figure in his report. What leadership style is this? 
31) 
______
A) 
GII 
B) 
GI 
C) 
AI 
D) 
AII 
E) 
CII
D
32) 
Which of the following statements about charismatic leaders is least accurate? 
32) 
______
A) 
They tend to lack self-confidence and dominance.
B) 
They express confidence in their follower's capabilities.
C) 
Their goals often have a moral or ideological character.
D) 
They can emerge in business as well as politics.
E) 
They are usually good at transactional aspects of leadership as well.
A
33) 
Imagine that a military commander who is well liked and admired by his troops is leading them on a highly structured mission. According to Fiedler's Contingency Theory 
33) 
______
A) 
task and relationship orientation are irrelevant to performance in this situation.
B) 
the troops will perform best if the commander is relationship-oriented (high LPC).
C) 
the situation is moderately favourable for the leader.
D) 
the troops will perform best if the commander is task-oriented (low LPC).
E) 
the situation is very unfavourable for the leader.
D
34) 
Leader reward and punishment behaviour are related to employee attitudes and behaviours because it 
34) 
______
A) 
leads to more positive perceptions of the leader and lower role ambiguity
B) 
leads to more positive perceptions of justice and lower stress
C) 
leads to more positive perceptions of justice and lower role ambiguity
D) 
leads to more positive perceptions of justice and lower role conflict
E) 
leads to more positive perceptions of the leader and lower stress
C
35) 
What is the most important component of transformational leadership? 
35) 
______
A) 
Participation
B) 
Inspirational motivation
C) 
Charisma
D) 
Individualized consideration
E) 
Intellectual stimulation
C
36) 
Nellie is a high LPC leader. According to Fiedler's Contingency Theory of leadership, she 
36) 
______
A) 
will be most effective in very unfavourable leadership situations.
B) 
has high position power and low task structure.
C) 
is more task-oriented than relationship-oriented.
D) 
is more relationship-oriented than task-oriented.
E) 
will be most effective in very favourable leadership situations.
D
37) 
According to Bernard Bass's theory of transformational leadership, the distinctive qualities of transformational leaders are 
37) 
______
A) 
individualized consideration, inspirational motivation, charisma, and intellectual stimulation.
B) 
honesty, dominance and need for achievement.
C) 
leader reward behaviour, leader punishment behaviour, and charisma.
D) 
participation, initiating structure, and consideration.
E) 
leader reward behaviour, leader punishment behaviour, and task leadership.
A
38) 
In Fiedler's Contingency Theory of leadership, an LPC score measures 
38) 
______
A) 
task structure.
B) 
position power.
C) 
type of leadership orientation.
D) 
leader-member relations.
E) 
Least Personal Charisma
C
39) 
What are the key dimensions of transformational leadership? 
39) 
______
A) 
contingent reward behaviour, management by exception, individualized consideration, and charisma
B) 
intellectual stimulation, individualized consideration, participation, and charisma
C) 
individualized consideration, charisma, management by exception, and inspirational motivation
D) 
intellectual stimulation, management by exception, individualized consideration, and charisma
E) 
intellectual stimulation, individualized consideration, inspirational motivation, and charisma
E
40) 
Research on the leadership styles of men and women has found that 
40) 
______
A) 
men leaders were more transformational than women and also engaged in more of the contingent reward behaviours of transactional leadership.
B) 
men leaders were more transformational than women and women engaged in more of the contingent reward behaviours of transactional leadership.
C) 
women leaders were more transformational than men and men engaged in more of the contingent reward behaviours of transactional leadership.
D) 
women leaders were more transformational than men and also engaged in more of the contingent reward behaviours of transactional leadership.
E) 
women leaders were more transformational than men and also engaged in more of a laissez-faire style of leadership.
D
41) 
The personal character component of global leadership consists of which two components? 
41) 
______
A) 
an emotional connection and high ethical standards
B) 
business savvy and organizational savvy
C) 
uncompromising integrity and unbridled inquisitiveness
D) 
an emotional connection and unbridled inquisitiveness
E) 
an emotional connection and uncompromising integrity
E
42) 
Which of the following is an example of Leader-Member Exchange: 
42) 
______
A) 
A leader who is concerned about maintaining high-quality social exchange relationships.
B) 
A leader who consults with employees about work-related matters.
C) 
A leader who is concerned with accomplishing a task by organizing others.
D) 
A leader who provides employees with a new vision that instills true commitment.
E) 
A leader who is concerned with reducing tension and maintaining morale.
A
43) 
Compared to initiating structure, consideration is more strongly related to 
43) 
______
A) 
job satisfaction, leader job performance, and group performance
B) 
leader satisfaction, job satisfaction, and leader job performance
C) 
leader satisfaction, job satisfaction, and motivation
D) 
leader satisfaction, leader job performance, and group performance
E) 
leader job performance, job satisfaction, and motivation
C
44) 
Research on Fiedler's Cognitive Resource Theory found some support for the prediction that ________ leads to performance in high-stress situations. 
44) 
______
A) 
status
B) 
intelligence
C) 
experience
D) 
education
E) 
expertise
C
45) 
Jack and Clarice have just begun work at ACME Insurance Co. They work for different managers and they disagree on whose manager is the better leader. Jack does not respond well to his manager and does not want to accept him as his leader. Clarice responds very well to her manager and believes she has the qualities of a good leader. What does this demonstrate? 
45) 
______
A) 
ethical leadership
B) 
cultural differences in leadership
C) 
gender differences in leadership
D) 
situational theories of leadership
E) 
implicit leadership theory
E
46) 
Fiedler's Contingency Theory of leadership is most clearly a 
46) 
______
A) 
theory of leadership emergence.
B) 
situational theory.
C) 
trait theory.
D) 
theory of participation.
E) 
path-goal theory.
B
47) 
If your leader emphasizes organizational controls and formal procedures that guide work and organizational activities toward the achievement of performance objectives, what kind of leader is he or she? 
47) 
______
A) 
transactional leader
B) 
transformational leader
C) 
strategic leader
D) 
global leader
E) 
participative leader
C
48) 
What is the meaning of a culturally endorsed implicit leadership theory? 
48) 
______
A) 
belief systems about the characteristics associated with leadership that are shared among individuals in different cultures
B) 
belief systems about leadership theories that are shared among individuals in common cultures
C) 
theories of leadership that are specific to common cultures
D) 
theories of leadership that are acceptable in common cultures
E) 
belief systems about the characteristics associated with leadership that are shared among individuals in common cultures
E
49) 
What do these countries have in common: Canada, Belgium, and Sweden 
49) 
______
A) 
they produce more ethical leaders than other countries
B) 
they produce more participative leaders than other countries
C) 
they produce more transformational leaders than other countries
D) 
they produce more global leaders than other countries
E) 
they produce more strategic leaders than other countries
D
50) 
The following are characteristics of strategic leadership except 
50) 
______
A) 
developing human capital
B) 
unbridled inquisitiveness
C) 
determining the firm's purpose or vision
D) 
emphasizing ethical practices
E) 
sustaining an effective organizational culture
B
51) 
An extremely conscientious and experienced group of labourers is doing a hot, dirty, routine task. What leadership style does House's Path-Goal Theory suggest using here? 
51) 
______
A) 
Task
B) 
Achievement-oriented
C) 
Directive
D) 
Participative
E) 
Supportive
E
52) 
According to Path-Goal Theory, employee effort can be increased by 
52) 
______
A) 
clarifying the path to valued rewards.
B) 
maximizing both consideration and initiating structure.
C) 
always using achievement-oriented leadership.
D) 
strengthening leader-member relations.
E) 
using a leadership style that increases job satisfaction.
A
53) 
One of the problems with participative leadership is that participation 
53) 
______
A) 
results in abdication of leadership, which is almost always ineffective.
B) 
decreases subordinates' acceptance of decisions.
C) 
tends to reduce the intrinsic motivation of subordinates.
D) 
tends to reduce the quality of decision-making.
E) 
requires a great deal of time and energy on the part of the leader.
E
54) 
According to Fiedler, the most favourable situation for leadership involves good leader-member relations, a(n) ________ task, and ________ position power. 
54) 
______
A) 
unstructured; weak
B) 
challenging; informal
C) 
structured; weak
D) 
unstructured; strong
E) 
structured; strong
E
55) 
If an authentic leader is presenting one's true or authentic self to others and is open with their sharing of their real feelings and thoughts, they are practicing ________. 
55) 
______
A) 
emotional adjustment
B) 
relational transparency
C) 
internalized moral perspective
D) 
balanced processing
E) 
external processing
B
56) 
Which of the following is a characteristic of global leadership? 
56) 
______
A) 
Exploiting and maintaining core competencies.
B) 
Developing human capital.
C) 
Determining the firm's purpose or vision.
D) 
Unbridled inquisitiveness.
E) 
Establishing balanced organizational controls.
D
57) 
Comparisons between transformational leadership and contingent reward behaviour indicate that 
57) 
______
A) 
transformational leadership is more strongly related to follower satisfaction with the leader and contingent reward behaviour is more strongly related to follower job satisfaction
B) 
transformational leadership is more strongly related to follower satisfaction with the leader and contingent reward behaviour is more strongly related to leader effectiveness
C) 
transformational leadership is more strongly related to follower satisfaction and contingent reward behaviour is more strongly related to follower satisfaction with the leader
D) 
transformational leadership is more strongly related to follower job satisfaction and contingent reward behaviour is more strongly related to leader job performance
E) 
transformational leadership is more strongly related to leader job performance and contingent reward behaviour is more strongly related to leader effectiveness
A
58) 
Path-Goal Theory differs from Fiedler's Contingency Theory in that 
58) 
______
A) 
Path-Goal Theory is an example of the trait approach to leadership.
B) 
Path-Goal Theory is concerned with the effects of specific leader behaviour.
C) 
only Path-Goal Theory takes account of the situation.
D) 
Path-Goal Theory has aroused much more research controversy.
E) 
only Path-Goal Theory considers the role of leadership orientation.
B
59) 
Participation may increase the motivation of employees by 
59) 
______
A) 
enriching their jobs.
B) 
allowing them to contribute to the establishment of work goals.
C) 
adding some variety to the job.
D) 
allowing them to decide how work goals can be accomplished.
E) 
all of the above.
E
60) 
If an authentic leader is participating in an objective analysis of a situation and considering others' different points of view before making his decision, he is engaging in ________. 
60) 
______
A) 
relational transparency
B) 
balanced processing
C) 
self-serving bias
D) 
cognitive restraint
E) 
internalized moral perspective
B
61) 
The task is unstructured, the group members hate the leader, and the leader has no position power. According to Fiedler, the leader will perform best if he or she 
61) 
______
A) 
is charismatic.
B) 
is task-oriented.
C) 
uses participation.
D) 
is social-emotional.
E) 
is relationship-oriented.
B
62) 
What are the situational factors in House's Path-Goal Theory of leadership? 
62) 
______
A) 
Situational favourableness
B) 
Leader-member relations, task structure and position power
C) 
Neutralizers and substitutes
D) 
Employee characteristics and environmental factors
E) 
Individualized consideration
D
63) 
What role does charisma play in transformational leadership? 
63) 
______
A) 
A task role
B) 
No role
C) 
An emotional role
D) 
A legal role
E) 
An intellectual role
C
64) 
Cory thought all bosses were alike until he began a new job and his manager was interested in his concerns and needs and made himself available to coach him when necessary. What is Cory's boss displaying? 
64) 
______
A) 
intellectual stimulation
B) 
consideration
C) 
management by exception
D) 
participation
E) 
individualized consideration
E
65) 
Fiedler's Contingency Theory of leadership predicts that relationship-oriented leadership will be most effective in 
65) 
______
A) 
situations of medium favourableness.
B) 
very unfavourable situations.
C) 
virtually all situations.
D) 
very favourable and very unfavourable situations.
E) 
very favourable situations.
A
66) 
Which of the following is not a trait? 
66) 
______
A) 
Low intelligence
B) 
Honesty
C) 
Tallness
D) 
Emergent leadership
E) 
High energy
D
67) 
Authentic leadership consists of four related but distinct dimensions. They are all of the following except 
67) 
______
A) 
Internalized moral perspective.
B) 
Relational transparency.
C) 
Balanced processing.
D) 
Independent rationalization.
E) 
Self-awareness.
D
68) 
The following are characteristics of global leaders except 
68) 
______
A) 
duality
B) 
emphasizing ethical practices
C) 
personal character
D) 
unbridled inquisitiveness
E) 
savvy
B
69) 
When an executive is aware and then acts upon her true values, beliefs, and strengths, and they help others do the same, they are practicing ________ . 
69) 
______
A) 
internalized independent leadership
B) 
rare and unique leadership
C) 
situational leadership
D) 
authentic leadership
E) 
behavioural leadership
D
70) 
Fiedler's Cognitive Resource Theory focuses on the conditions in which the leader's cognitive resources contribute to effective leadership. These resources include all of the following except 
70) 
______
A) 
experience.
B) 
expertise.
C) 
intelligence.
D) 
B and C
E) 
emotional stability.
E
71) 
What is the "contingency" variable in Fiedler's Contingency Theory of leadership? 
71) 
______
A) 
Consideration
B) 
Position power
C) 
Leadership orientation
D) 
Task structure
E) 
Situational favourableness
E
72) 
Soon after starting a new job, Lili was pleased and surprised to learn that her new boss was very supportive and involved in environmentally friendly programs and policies. What does this say about Lili's boss? 
72) 
______
A) 
he/she is a transformational leader
B) 
he/she is a transactional leader
C) 
he/she is an ethical leader
D) 
he/she is a global leader
E) 
he/she is a strategic leader
C
73) 
The focus of Leader-Member Exchange Theory is 
73) 
______
A) 
the favourableness of the situation for influence.
B) 
the dyadic relationship between a leader and an employee.
C) 
the extent to which a leader is approachable and shows personal concern for employees.
D) 
forming a connection between employee goals and organizational goals.
E) 
involving employees in making work-related decisions.
B
74) 
What does transactional leadership involve? 
74) 
______
A) 
contingent reward behaviour and management by exception
B) 
contingent punishment behaviour and laissez-faire leadership
C) 
management by exception and laissez-faire leadership
D) 
contingent reward and punishment behaviour
E) 
contingent reward behaviour and management by exception
E
75) 
Directive behaviour is essentially the same as 
75) 
______
A) 
consideration.
B) 
achievement-oriented behaviour.
C) 
participative behaviour.
D) 
initiating structure.
E) 
social-emotional leadership.
D
76) 
Compared to other culture clusters, what global leadership dimensions does Canada and the United States score high on? 
76) 
______
A) 
participative, autonomous, and self-protective
B) 
charismatic/value-based, participative, and autonomous
C) 
self-protective, team-oriented, and autonomous
D) 
participative, team-oriented, and humane-oriented
E) 
charismatic/value-based, participative, and humane-oriented
E
77) 
One of the things Jack really likes about his boss is that he monitors his behaviour, anticipates problems, and takes corrective actions before the behaviour creates serious problems. What is this called? 
77) 
______
A) 
management by exception
B) 
contingent reward behaviour
C) 
contingent punishment behaviour
D) 
laissez-faire leadership
E) 
inspirational motivation
A
78) 
Research on consideration and initiating structure has found that 
78) 
______
A) 
consideration and initiating structure are similarly related to leader job performance and group performance
B) 
consideration is more strongly related to leader job performance and group performance
C) 
initiating structure is more strongly related to leader job performance and consideration is more strongly related to group performance
D) 
initiating structure is more strongly related to leader job performance and group performance
E) 
consideration is more strongly related to leader job performance and initiating structure is more strongly related to group performance
D
79) 
Which of the following is not a trait that might be investigated in leadership studies? 
79) 
______
A) 
Height
B) 
Emotional stability
C) 
Self-confidence
D) 
Need for achievement
E) 
Leader reward behaviour
E
80) 
Sonya needed to find a transformational leader to deal with the failing division. To shorten her search, she began by looking for someone with 
80) 
______
A) 
charisma.
B) 
low initiating structure.
C) 
low LPC.
D) 
a GII leadership style.
E) 
an AI leadership style.
A
81) 
As discussed in the text, ________ are examples of potential leadership traits. 
81) 
______
A) 
dominance and intelligence
B) 
directive and supportive behaviours
C) 
consideration and initiating structure
D) 
neutralizers and substitutes
E) 
task leadership and social-emotional leadership
A
82) 
In recent years, Fred Fiedler has developed a newer leadership theory in which the focus is the leader's cognitive resources (intelligence, expertise, and experience) contribute to effective leadership. This is called ________. 
82) 
______
A) 
Mental Aptitude Theory
B) 
Cognitive Resource Theory
C) 
Cerebral Capacity Theory
D) 
Intellectual Capability Theory
E) 
Cerebral Capability Theory
B
83) 
According to Path-Goal Theory, which of the following statements is true? 
83) 
______
A) 
Employees who are high need achievers work best under participative-oriented leadership.
B) 
Frustrating, dissatisfying jobs increase employee appreciation of directive leadership.
C) 
When tasks are clear and routine, directive leadership is preferred.
D) 
Employees who prefer being told what to do respond best to a supportive leadership style.
E) 
Employees who are high need achievers work best under achievement-oriented leadership.
E
84) 
Suncor Energy Inc. CEO Rick George is a good example of 
84) 
______
A) 
participative leadership
B) 
transformational leadership
C) 
strategic leadership
D) 
global leadership
E) 
ethical leadership
E
85) 
Research shows that consideration on the part of a leader 
85) 
______
A) 
is viewed as a weakness by employees.
B) 
is effective when employees are experiencing external threat or pressure.
C) 
is effective when job goals and methods are very clear.
D) 
is most likely employed by a task-oriented leader.
E) 
is most important when employees lack basic knowledge and skills related to the job.
C
86) 
Research on Fiedler's Cognitive Resource Theory found some support for the prediction that ________ leads to performance in low-stress situations. 
86) 
______
A) 
experience
B) 
education
C) 
status
D) 
intelligence
E) 
expertise
D
87) 
Which of the following is a component of strategic leadership? 
87) 
______
A) 
Unbridled inquisitiveness.
B) 
Savvy.
C) 
Duality.
D) 
Personal character.
E) 
emphasizing ethical practices.
E
88) 
"Leaders are born, not made" is a statement that suggests that the speaker believes in the ________ approach to leadership. 
88) 
_____________
trait
89) 
Intelligence and dominance are possible examples of leadership ________. 
89) 
_____________
traits
90) 
In the Vroom and Jago decision tree, letting the group decide with the leader's broad guidance is a(n) ________ style. 
90) 
_____________
GII
91) 
A(n) ________ leader is one who patches up group disagreements, settles arguments, and reduces tension. 
91) 
_____________
social - emotional
92) 
The most powerful strategy for developing global leaders is work experience, transfers, and ________. 
92) 
_____________
overseas assignments
93) 
________ involves providing employees with compliments, tangible benefits, and deserved special treatment. 
93) 
_____________
Leader reward behavior
94) 
An emergent leader of a group who talks a lot, is perceived as having some expertise, and gets the group organized is a(n) ________ leader. 
94) 
_____________
task
96) 
Women leaders have been found to be more participative and ________ than men. 
96) 
_____________
transformational
97) 
In Fiedler's Contingency Theory of leadership, the variable upon which leadership style is contingent is ________. 
97) 
_____________
situational favourableness
98) 
According to ________ theory, individuals hold a set of beliefs about the kinds of attributes, personality characteristics, skills, and behaviours that contribute to or impede outstanding leadership. 
98) 
_____________
implicit leadership
99) 
________ is the degree to which the leader takes corrective action on the basis of results of leader-follower transactions. 
99) 
_____________
Management by exception
100) 
Leader reward and punishment behaviour are related to employee attitudes and behaviour because it leads to more positive perceptions of justice and lower ________ 
100) 
____________
role ambiguity
101) 
For many years, the glass ceiling metaphor was used to describe the invisible barrier to women's advancement to senior leadership positions in organizations. Recently, a new and likely more accurate metaphor is a ________, because of the many twists, turns, detours and dead ends that women encounter. 
101) 
____________
labyrinth
102) 
Authentic leadership comprises four main dimensions: self-awareness, relational transparency, balanced processing, and ________. 
102) 
____________
internalized moral perspective
103) 
________ leaders invest in the education and development of their organization's workforce and view the workforce as a critical resource. 
103) 
____________
Strategic
104) 
________ involves the use of reprimands or unfavourable task assignments and the active withholding of raises, promotions, and other rewards. 
104) 
____________
Leader punishment behavior
105) 
The focus of Leader-Member Exchange Theory is the ________ of the relationship that develops between a leader and an employee. 
105) 
____________
quaality
106) 
In the Vroom and Jago leadership decision tree, "C" solutions are ________ solutions. 
106) 
____________
consultative
107) 
A low LPC leader is ________ oriented. 
107) 
____________
task
108) 
Female leaders tend to have a more ________ leadership style than male leaders. 
108) 
____________
participative
109) 
Fiedler's Contingency Theory of leadership prescribes a(n) ________ style when the situation is of medium favourableness for the leader. 
109) 
____________
relationship or high LPC
110) 
Leadership theories that argue that the most appropriate leadership style depends on the task, employees, or other similar factors are called ________ theories of leadership. 
110) 
____________
situational
111) 
The ________ leader decisively changes the beliefs and attitudes of followers to correspond to his or her new vision. 
111) 
____________
transformational or charismatic
112) 
The fastest leader decision style in the Vroom and Jago decision tree is the ________ style. 
112) 
____________
AI
113) 
The global leadership dimension that focuses on ensuring the safety and security of the individual is known as ________. 
113) 
____________
self protective
114) 
Men engage in more ________ leadership. 
114) 
____________
laissez-faire
115) 
In Fiedler's Contingency Theory, LPC stands for ________. 
115) 
____________
Least Preferred Co-worker
116) 
Living in a multicultural environment like Canada is excellent preparation for being a ________ manager. 
116) 
____________
global
117) 
For decades, the ________ is the metaphor that has described the invisible barrier to women's advancement to senior leadership positions in organizations. 
117) 
____________
glass ceiling
118) 
Transformational leaders exhibit consideration for employees, but it is ________ consideration. 
118) 
____________
individualized
119) 
The most important component of transformational leadership is ________. 
119) 
____________
charisma
120) 
The global leadership dimension known as ________ refers to independent and individualistic leadership. 
120) 
____________
autonomous
121) 
The Vroom and Jago decision tree specifies the degree of ________ that a leader should use to make various work decisions. 
121)
participation