Chapter 9

Front 1

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.

Back 1

B

Front 2

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

Back 2

B

Front 3

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.

Back 3

B

Front 4

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

Back 4

E

Front 5

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

Back 5

E

Front 6

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

Back 6

C

Front 7

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.

Back 7

B

Front 8

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

Back 8

A

Front 9

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

Back 9

D

Front 10

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.

Back 10

B

Front 11

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.

Back 11

E

Front 12

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

Back 12

A

Front 13

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

Back 13

E

Front 14

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

Back 14

B

Front 15

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

Back 15

A

Front 16

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

Back 16

A

Front 17

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

Back 17

A

Front 18

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

Back 18

D

Front 19

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.

Back 19

E

Front 20

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.

Back 20

E

Front 21

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.

Back 21

E

Front 22

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

Back 22

A

Front 23

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

Back 23

E

Front 24

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.

Back 24

C

Front 25

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

Back 25

D

Front 26

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.

Back 26

B

Front 27

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.

Back 27

D

Front 28

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

Back 28

B

Front 29

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.

Back 29

C

Front 30

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?

Back 30

B

Front 31

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

Back 31

D

Front 32

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.

Back 32

A

Front 33

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.

Back 33

D

Front 34

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

Back 34

C

Front 35

35) 
What is the most important component of transformational leadership? 
35) 
______
A) 
Participation
B) 
Inspirational motivation
C) 
Charisma
D) 
Individualized consideration
E) 
Intellectual stimulation

Back 35

C

Front 36

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.

Back 36

D

Front 37

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.

Back 37

A

Front 38

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

Back 38

C

Front 39

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

Back 39

E

Front 40

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.

Back 40

D

Front 41

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

Back 41

E

Front 42

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.

Back 42

A

Front 43

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

Back 43

C

Front 44

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

Back 44

C

Front 45

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

Back 45

E

Front 46

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.

Back 46

B

Front 47

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

Back 47

C

Front 48

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

Back 48

E

Front 49

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

Back 49

D

Front 50

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

Back 50

B

Front 51

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

Back 51

E

Front 52

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.

Back 52

A

Front 53

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.

Back 53

E

Front 54

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

Back 54

E

Front 55

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

Back 55

B

Front 56

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.

Back 56

D

Front 57

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

Back 57

A

Front 58

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.

Back 58

B

Front 59

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.

Back 59

E

Front 60

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

Back 60

B

Front 61

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.

Back 61

B

Front 62

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

Back 62

D

Front 63

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

Back 63

C

Front 64

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

Back 64

E

Front 65

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.

Back 65

A

Front 66

66) 
Which of the following is not a trait? 
66) 
______
A) 
Low intelligence
B) 
Honesty
C) 
Tallness
D) 
Emergent leadership
E) 
High energy

Back 66

D

Front 67

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.

Back 67

D

Front 68

68) 
The following are characteristics of global leaders except 
68) 
______
A) 
duality
B) 
emphasizing ethical practices
C) 
personal character
D) 
unbridled inquisitiveness
E) 
savvy

Back 68

B

Front 69

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

Back 69

D

Front 70

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.

Back 70

E

Front 71

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

Back 71

E

Front 72

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

Back 72

C

Front 73

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.

Back 73

B

Front 74

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

Back 74

E

Front 75

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.

Back 75

D

Front 76

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

Back 76

E

Front 77

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

Back 77

A

Front 78

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

Back 78

D

Front 79

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

Back 79

E

Front 80

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.

Back 80

A

Front 81

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

Back 81

A

Front 82

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

Back 82

B

Front 83

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.

Back 83

E

Front 84

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

Back 84

E

Front 85

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.

Back 85

C

Front 86

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

Back 86

D

Front 87

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.

Back 87

E

Front 88

88) 
"Leaders are born, not made" is a statement that suggests that the speaker believes in the ________ approach to leadership. 
88) 
_____________

Back 88

trait

Front 89

89) 
Intelligence and dominance are possible examples of leadership ________. 
89) 
_____________

Back 89

traits

Front 90

90) 
In the Vroom and Jago decision tree, letting the group decide with the leader's broad guidance is a(n) ________ style. 
90) 
_____________

Back 90

GII

Front 91

91) 
A(n) ________ leader is one who patches up group disagreements, settles arguments, and reduces tension. 
91) 
_____________

Back 91

social - emotional

Front 92

92) 
The most powerful strategy for developing global leaders is work experience, transfers, and ________. 
92) 
_____________

Back 92

overseas assignments

Front 93

93) 
________ involves providing employees with compliments, tangible benefits, and deserved special treatment. 
93) 
_____________

Back 93

Leader reward behavior

Front 94

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) 
_____________

Back 94

task

Front 95

96) 
Women leaders have been found to be more participative and ________ than men. 
96) 
_____________

Back 95

transformational

Front 96

97) 
In Fiedler's Contingency Theory of leadership, the variable upon which leadership style is contingent is ________. 
97) 
_____________

Back 96

situational favourableness

Front 97

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) 
_____________

Back 97

implicit leadership

Front 98

99) 
________ is the degree to which the leader takes corrective action on the basis of results of leader-follower transactions. 
99) 
_____________

Back 98

Management by exception

Front 99

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) 
____________

Back 99

role ambiguity

Front 100

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) 
____________

Back 100

labyrinth

Front 101

102) 
Authentic leadership comprises four main dimensions: self-awareness, relational transparency, balanced processing, and ________. 
102) 
____________

Back 101

internalized moral perspective

Front 102

103) 
________ leaders invest in the education and development of their organization's workforce and view the workforce as a critical resource. 
103) 
____________

Back 102

Strategic

Front 103

104) 
________ involves the use of reprimands or unfavourable task assignments and the active withholding of raises, promotions, and other rewards. 
104) 
____________

Back 103

Leader punishment behavior

Front 104

105) 
The focus of Leader-Member Exchange Theory is the ________ of the relationship that develops between a leader and an employee. 
105) 
____________

Back 104

quaality

Front 105

106) 
In the Vroom and Jago leadership decision tree, "C" solutions are ________ solutions. 
106) 
____________

Back 105

consultative

Front 106

107) 
A low LPC leader is ________ oriented. 
107) 
____________

Back 106

task

Front 107

108) 
Female leaders tend to have a more ________ leadership style than male leaders. 
108) 
____________

Back 107

participative

Front 108

109) 
Fiedler's Contingency Theory of leadership prescribes a(n) ________ style when the situation is of medium favourableness for the leader. 
109) 
____________

Back 108

relationship or high LPC

Front 109

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) 
____________

Back 109

situational

Front 110

111) 
The ________ leader decisively changes the beliefs and attitudes of followers to correspond to his or her new vision. 
111) 
____________

Back 110

transformational or charismatic

Front 111

112) 
The fastest leader decision style in the Vroom and Jago decision tree is the ________ style. 
112) 
____________

Back 111

AI

Front 112

113) 
The global leadership dimension that focuses on ensuring the safety and security of the individual is known as ________. 
113) 
____________

Back 112

self protective

Front 113

114) 
Men engage in more ________ leadership. 
114) 
____________

Back 113

laissez-faire

Front 114

115) 
In Fiedler's Contingency Theory, LPC stands for ________. 
115) 
____________

Back 114

Least Preferred Co-worker

Front 115

116) 
Living in a multicultural environment like Canada is excellent preparation for being a ________ manager. 
116) 
____________

Back 115

global

Front 116

117) 
For decades, the ________ is the metaphor that has described the invisible barrier to women's advancement to senior leadership positions in organizations. 
117) 
____________

Back 116

glass ceiling

Front 117

118) 
Transformational leaders exhibit consideration for employees, but it is ________ consideration. 
118) 
____________

Back 117

individualized

Front 118

119) 
The most important component of transformational leadership is ________. 
119) 
____________

Back 118

charisma

Front 119

120) 
The global leadership dimension known as ________ refers to independent and individualistic leadership. 
120) 
____________

Back 119

autonomous

Front 120

121) 
The Vroom and Jago decision tree specifies the degree of ________ that a leader should use to make various work decisions. 
121)

Back 120

participation