Chapter 5 – Leadership Test Questions – Flashcards

It is accurate to say that Situational Leadership II (SLII) is primarily A) Descriptive B) Prescriptive C) Well supported by research D) Trait related E) Follower focused

You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII, which leadership style should you exhibit at the next meeting? A) Style 1 B) Style 2 C) Style 3 D) Style 4

You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings you have been coaching them on the project. Based on SLII, which leadership style should you exhibit at the next meeting? A) Style 1 B) Style 2 C) Style 3 D) Style 4

You are the leader of a small jazz band composed of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members' roles, and they are starting to catch on to how the group works. What style do you exhibit next? A) Style 1 B) Style 2 C) Style 3 D) Style 4

You are the owner of a small catering company and have recently hired a skilled baker to complement your staff. When business is slow, however, you need the baker to help prepare other kinds of foods. Some of the processes (like deboning fish and preparing soup stock) are complicated and require detailed training. What style should you use under these circumstances? A) Style 1 B) Style 2 C) Style 3 D) Style 4

You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style? A) Discuss the lack of follow-through with her and explore possible ways to solve this problem. B) Specify what she must do to complete the tasks but incorporate any suggestions she may have. C) Define the steps necessary to complete the assigned tasks and monitor her performance frequently. D) Let her know about the lack of follow-through and give her more time to improve her performance.

Which of the following statements best describes situational leadership? A) Specific leaders are needed in specific situations. B) Leaders must adapt to the situation, but not to the followers. C) Different situations demand different kinds of leadership. D) Leadership is directive. E) A leader's style does not change, the situation does.

The situational approach labels leaders' styles specifically as A) Directive and supportive B) Initiating structure and consideration C) Concern for production and concern for people D) High task and low task E) Task and relationship

A leader who emphasizes communication with followers in both achieving goals, as well as meeting the social needs, would best be described as : A) Directing style B) Delegating approach C) Supporting approach D) Coaching approach E) Situational approach

Allowing a group of employees to run the daily operations of the organization while the supervisor remains out of the picture unless he is needed to solve problems, listen to concerns, give praise, and provide feedback is best explained with : A) Directing style B) Delegating approach C) Supporting approach D) Coaching approach E) Situational approach

Once a group has established a plan of action toward achieving its goals, the supervisor allows the group to carry out the plan with little to no involvement. This is an example of A) Directing style B) Delegating approach C) Supporting approach D) Coaching approach E) Situational approach

You were recently hired into an organization that you have always wanted to work at, and in addition, your education and experience complement your new position perfectly. According to the situational model, your level of development is A) S4 B) D2 C) S1 D) D4 E) S2

You recently were promoted to a new position and are very excited, but you have little to no experience with numerous aspects of the new position. According to the situational model, your level of development is: A) S2 B) D1 C) S1 D) D3 E) S3

You have been employed at your organization for some time and are starting to gain the necessary skills associated with your position but have trouble staying as motivated as you used to be. According to the situational model, your level of development is: A) S2 B) D2 C) S1 D) D4 E) S3

As a recent graduate from the top Paper Science Program in the country, you quickly receive a position with a large paper company and are given a high-salary position. You are very nervous and feel that you need more experience or assistance to meet organizational standards. According to the situational model, your level of development is: A) S2 B) D1 C) D2 D) D3 E) S3

Which of the following would a leader not ask when determining the nature of the situation? A) What task are the followers being asked to perform? B) How can I best alter the styles of the followers? C) How complex is the task? D) Are the followers sufficiently skilled to accomplish the task? E) Do they desire to complete the task once they start it?

If followers are low in competence and high in commitment, a leader should adopt which style? A) Low-directive and high-supportive style B) High-directive and high-supportive style C) Low-directive and low-supportive style D) High-directive and low-supportive style E) Low commitment and high supportive style

Which of the following would not be considered a strength of the situational approach? A) Emphasizes leadership flexibility B) Is a very practical approach C) Is considered a credible model for training leaders within organizations D) Takes the influence of gender into account during leader-follower situations E) Highlights the needs of the followers and the leader's role in assisting them

Who focused on leaders matching their style to the competence and commitment of employees? A) Stogdill B) Hersey and Blanchard C) Blake and McCanse D) Katz E) Fisher

Because of the lack of research studies associated with situational leadership, there are questions concerning its theoretical basis. Which of the following is not one of these questions? A) Is it certain that this approach does indeed improve performance? B) Can we be sure it is a valid approach? C) Does this approach compare favorably with other leadership approaches? D) Why has there been a lack of published research findings? E) Why are there limited doctoral dissertations done on the situational approach?

Which best describes the reason situational leadership is so practical for managers to use? A) Assist in relating demographics to leadership. B) Your second answer option goes here. C) It is only applicable to lower-level managers. D) Its straightforward nature. E) Its specific nature.

Questionnaires on situational leadership often ask for respondents to look at specific applications of leadership styles within situations, which may result in: A) Results that are not in favor of situational leadership B) Wide range of responses that are hard to validate C) Biased results in favor of situational leadership D) Negative perceptions toward the organizations E) Situational questionnaires do not ask these types of questions

Followers can move back and forth along the development continuum, and therefore leaders should be A) Prepared to switch leadership behavior over a long period of time B) Firm in the leadership behavior C) Placing structures in place to limit the moving D) Flexible in their leadership behavior E) Determining the cause of the change and addressing the issue

Low in competence and high in commitment. A) D1 B) D2 C) S2 D) S4 E) S1

Some competence but low commitment. A) D3 B) D2 C) S2 D) D4 E) S1

According to situational leadership, D3 subordinates may be highly skilled but also lack commitment.

D4 subordinates are not certain that they can do the job by themselves.

Situational leadership requires the clear recognition of subordinate needs.

The SLII model emphasizes flexibility in leadership style.

In SLII, Style 2 is low directive and low supportive

In SLII, Style 3 is high supportive and low directive

In SLII, delegating is ineffective with subordinates who are very competent and committed.

SLII is used by many corporations to train leaders

One of the strengths of the situational approach is its clear conceptualization of subordinates' developmental levels

The situational approach contends that leadership involves both directive and supportive behaviors

The situational approach requires leaders to demonstrate a strong degree of control.

Under the situational approach, leadership style refers to motivational principles

In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication.

Subordinates may move from one developmental level to another within 24 hours.

In the situational approach, supportive leader behaviors are mostly job-related.