Management Exam 3 Chapter 12 – Flashcards

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According to Kouzes and Posner, the best leaders: A. Challenge the process B. Inspire a shared vision C. Model the way D. Encourage the heart E. All of the above
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E. all of the above
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A leader is: A. Someone with authority over others B. The top level manager in a firm or business C. A strategic level manager D. Someone who influences others to attain goals E. Someone well-respected by others
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D. someone who influences other to attain goals
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Which of the following best describes a mental image of a possible and desirable future state of the organization? A. Mission B. Vision C. Leadership D. Vertical communication E. Horizontal communication
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B. vision
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Which of these describes a vision, as it pertains to leadership? A. A long-term goal of an organization B. A mental image of a future state of an organization C. The method through which leaders achieve goals D. Likely to land you in a padded room E. None of the above
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B. a mental image of a future state of an organization
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A mental image of a possible and desirable future state of the organization is a(n): A. Strategic plan B. Operational plan C. Goal D. Vision E. Mission
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D. vision
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Which of the following statements regarding "vision" is NOT accurate? A. Many people do not develop a clear vision B. Many people focus on performance, day-to-day survival C. A person can develop a vision for any task D. A single, unchanging vision is appropriate for all organizations E. A vision is necessary for effective leadership
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D. a single, unchanging vision is appropriate for all organizations
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Which of the following reflects a possible cause for an inappropriate vision? A. The vision is too challenging B. The vision does not motivate all members of the organization C. The vision reflects only the leader's needs D. The vision is too long-term E. All visions are appropriate
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C. the vision reflects only the leader's needs
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Supervisory leadership is behavior that provides: A. Support B. Corrective feedback C. Guidance D. All of the above E. None of the above
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D. All of the above
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Strategic leadership is characterized by: A. Purpose B. Money C. Corrective feedback D. All of the above E. None of the above
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A. Purpose
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_______ power is dominant when a leader utilizes his/her ability to control rewards. A. Legitimate B. Reward C. Coercive D. Referent E. Expert
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B. Reward
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Behavior that provides guidance, support and corrective feedback for the day-to-day activities of work unit members is known as: A. Strategic leadership B. Supervisory leadership C. Organizational leadership D. Task leadership E. Performance leadership
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B. supervisory leadership
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Behavior that gives purpose and meaning to organizations, while envisioning and creating a positive future is known as: A. Supervisory leadership B. Strategic leadership C. Organizational leadership D. Task leadership E. Autocratic style
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B. strategic leadership
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The ability to influence others is referred to as: A. Power B. Cohesion C. Motivation D. Charisma E. Responsibility
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A. power
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The right or authority to tell employees what to do and they are obligated to comply with the orders is referred to as: A. Coercive power B. Reward power C. Legitimate power D. Referent power E. Expert power
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C. legitimate power
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Which type of power is dominant when a leader utilizes her ability to control punishments? A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power
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C. coercive power
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_______ power is dominant when subordinates are obliged to comply by virtue of a boss' authority. A. Legitimate B. Reward C. Coercive D. Referent E. Expert
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A. legitimate
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Legitimate power is described as power that exists through: A. Control over punishments B. Control over rewards C. The authority to tell others what to do D. Having expertise E. Appealing personal characteristics
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C. the authority to tell others what to do
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At the copy shop where your roommate works, the evening manager has quite a lot of power over the workers. She has the responsibility of scheduling workers and assigning projects during each shift. Employees that have performed poorly on her shifts tend to get scheduled for the unpopular weekend shifts and the worst shift duties. This manager seems to use a high degree of: A. Legitimate power B. Negligible power C. Coercive power D. Referent power E. Expert power
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C. coercive power
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Which of the following is NOT a source of power described by French and Raven? A. Coercive power B. Legitimate power C. Follower power D. Referent power E. Expert power
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C. follower power
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_______ power is dominant when a leader is followed due to his/her charisma. A. Legitimate B. Reward C. Coercive D. Referent E. Expert
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D. referent
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Which type of power is dominant when a leader is respected for his knowledge? A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power
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E. expert power
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Referent power is described as power that exists through: A. Control over punishments B. Control over rewards C. The authority to tell others what to do D. Having expertise E. Appealing personal characteristics
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E. appealing personal characteristics
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At the copy shop where your roommate works, the evening manager has quite a lot of power over the workers. He is a personable and likable person that is quite popular. Your roommate has confided that if she were the manager, she would manage just like him. She likes working with the manager. This manager seems to have a high degree of: A. Legitimate power B. Reward power C. Coercive power D. Referent power E. Expert power
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D. referent power
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A leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that leaders share is referred to as the: A. Knowledge approach B. Behavioral approach C. Leadership Grid D. Leader-Member Exchange (LMX) theory E. Trait approach
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E. trait approach
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The correspondence between actions and words that includes characteristics such as honesty and credibility is known as: A. Drive B. Leadership motivation C. Self-confidence D. Knowledge of the business E. Integrity
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E. integrity
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Frances Smith, an operations manager at BlueRidge Bottling Company, has a high need for achievement is constantly striving for improvement and shows ambition and energy. This would describe her: A. Leadership motivation B. Integrity C. Self-confidence D. Drive E. Knowledge of the business
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D. drive
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Which of the following is not a leadership trait? A. Monetary possessions B. Integrity C. Self-confidence D. Drive E. All of the above are leadership traits
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A. monetary possessions
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Which of the following is NOT considered a basic leadership trait? A. Drive B. Leadership motivation C. Integrity D. Education E. Knowledge of the business
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D. education
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A set of leader characteristics that reflect high levels of effort is identified as: A. Effort power B. Integrity C. Drive D. Charisma E. Motivation
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C. drive
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Leadership motivation as an identified leadership trait suggests that great leaders: A. Can motivate others to work hard B. Can motivate others to become leaders C. Can motivate others to join D. Will follow words with action E. None of the above
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E. none of the above
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Integrity as an identified leadership trait refers to: A. The disconnect between action and words B. Honesty and credibility C. The ability to overcome obstacles D. Self-discipline E. All of the above
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B. honesty and credibility
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Self-confidence as an identified leadership trait refers to: A. The correspondence between action and words B. Honesty and credibility C. The ability to overcome obstacles D. Discipline E. None of the above
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C. the ability to overcome obstacles
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Drive" includes __________ and __________ people to attempt to influence others and sustains interest and satisfaction in the process of leadership A. High need for power; tenacity B. High need for achievement; ambition C. Low need for power; initiative D. Low need for power; energy E. High need for power; striving for improvement
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B. high need for achievement; ambition
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The traits that seem to distinguish effective leaders from other people include all of these EXCEPT: A. Self-confidence B. Integrity C. Knowledge of the business D. Command-and-control attitude E. Drive
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D. command-and-control attitude
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As a leadership trait, self-confidence: A. Tends to connect actions with words B. Will usually dilute a leader's effectiveness C. Is an important prerequisite to charisma D. Allows a leader to overcome obstacles E. Supports a leader's desire to lead
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D. allows a leader to overcome obstacles
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Effective leaders have been shown to possess a high level of expertise about their industries, companies and relevant technical matters. This is referred to as A. Knowledge of the business B. Acumen C. Expert leadership D. Legitimate authority E. None of the above
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A. knowledge of the business
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The behaviors that have received particular attention in the research on leadership are: A. Autocratic, democratic and laissez-faire B. Task performance, group maintenance and employee participation in decision making C. Leader preferences, follower preferences, environmental factors D. Rate of change and complexity E. Motivation, communication and stress management
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B. Task performance, group maintenance and employee participation in decision making
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Task performance behaviors are: A. A concern for the accomplishment of the work B. A focus on the interactions of the work group C. Solicitation of worker input D. Generally resented by workers E. None of the above
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A. a concern for the accomplishment of the wreck
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Leaders who emphasize planning, scheduling and setting performance goals are: A. Employee-centered B. Task-oriented C. Consideration-centered D. Initiating structure E. Generally less productive
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B. task-oriented
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Group maintenance behaviors are A. A concern for the accomplishment of the work B. A focus on the satisfaction of the work group C. Solicitation of worker input D. Generally resented by workers E. None of the above
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B. A focus on the satisfaction of the work group
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A leadership perspective that attempts to identify what effective leaders do and the behaviors they exhibit is referred to as the: A. Behavioral approach B. Trait approach C. Transformational leadership D. Strategic approach E. None of the above
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A. Behavioral approach
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Actions taken to ensure that the work group or organization reaches its goals are referred to as: A. Task performance behaviors B. Organization structures C. Group maintenance behaviors D. Chain of commands E. Autocratic leadership
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A. Task performance behaviors
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Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships and preserve the social stability of the group are referred to as: A. Task performance behaviors B. Group maintenance behaviors C. Participation in decision-making D. Chain of commands E. LMX leadership theory
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B. Group maintenance behaviors
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Which of the following is (are) a question or questions asked when assessing task performance and group maintenance leadership? A. Is your superior strict about observing regulations? B. Is you superior strict about the amount of work you do? C. Does you superior ask you for reports about the progress of your work? D. Can you talk freely with you superior about your work? E. All of the above
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E. All of the above
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The process that highlights the importance of leader behaviors, not just toward the group as a whole, but toward individuals on a personal level is referred to as: A. The behavioral approach B. The Vroom model of decision-making C. Leader-Member Exchange (LMX) theory D. The trait approach to leadership E. Blake & Mouton's Leadership Grid
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C. Leader-Member Exchange (LMX) theory
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Leader-Member Exchange Theory refers to: A. A concern for the accomplishment of the work B. A focus on the satisfaction of the work group C. A solicitation of worker input D. The importance of leader behaviors on a group and personal basis E. None of the above
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D. The importance of leader behaviors on a group and personal basis
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Autocratic leaders: A. Make decisions on their own B. Solicit the input of experts C. Solicit the input of group members D. Allow subordinates to make decisions E. Rely on machines and statistics for decision input
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A. Make decisions on their own
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Democratic leaders A. Make decisions on their own B. Challenge the input of experts C. Solicit the input of group members D. Allow subordinates to make decisions E. Make decisions by taking a vote
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C. Solicit the input of group members
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Robin Errington has again found herself frustrated at work. Robin's boss, for whatever reason, never makes a decision. If anything is to get done, Robin and her coworkers just go ahead with what they think is best. Robin's boss has a decision style that should be labeled A. Autocratic B. Democratic C. Non-performance D. Employee centered E. Laissez-faire
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E. Laissez-faire
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Which of the following statements is FALSE regarding decision styles? A. Laissez-faire style results in positive attitudes B. Democratic style results in positive attitudes C. Autocratic style results in higher performance D. Laissez-faire results in lower performance E. None of the above
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A. Laissez-faire style results in positive attitudes
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A form of leadership in which the leader solicits input from subordinates is referred to as: A. Autocratic leadership B. Participation in decision-making C. Democratic leadership D. Laissez-faire E. Subordinated leadership
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C. Democratic leadership
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A leadership philosophy characterized by an absence of managerial decision-making is referred to as: A. Laissez-faire B. Democratic leadership C. Situational leadership D. Path-goal theory E. Autocratic leadership
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A. Laissez-faire
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The leadership perspective that proposes that universally important traits and behaviors do not exist and that effective leadership behavior varies from circumstance to circumstance is known as the: A. Situational approach B. Behavioral approach C. Trait approach D. Vroom model of leadership E. Charismatic leadership
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A. Situational approach
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According to the Ohio State and Michigan studies, the ideal leader: A. Does not exist B. Is always task performance and group maintenance oriented C. Is both autocratic and democratic D. Is neither autocratic nor democratic E. Relies on the situation to dictate his/her behavior
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B. Is always task performance and group maintenance oriented
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Grid training was criticized for: A. Ignoring the influence of referent power B. Advocating a one-best-way style of leadership C. Demanding more from leaders than most were capable of giving D. Being little more than a money-making scheme E. Suggesting that it was possible to be concerned with people and production simultaneously
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B. Advocating a one-best-way style of leadership
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Situational approaches to leadership suggest: A. A combination of concern for people and concern for task will always succeed B. If in doubt, focus on a concern for production C. That a leader should analyze a situation before deciding what to do D. There is a one-best-way to manage E. That most leaders cannot alter their style of leadership despite the demands of the situation
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C. That a leader should analyze a situation before deciding what to do
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Whether a decision should be made autocratically or democratically depends on the characteristics of: A. The culture B. The governing laws C. The situation D. The competitors E. All of the above
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C. The situation
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_______ best describes the emphasis on the participative dimension of leadership. A. The Vroom model B. Path-goal theory C. Situational theories D. Leader substitutes theory E. Directive model
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A. The Vroom model
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A situational model of leadership that focuses on how leaders go about making decisions is referred to as: A. The path-goal theory B. Leader-Member Exchange (LMX) theory C. The contingency theory D. The Vroom model of leadership E. The transformational leadership
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D. The Vroom model of leadership
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When the managers make the decisions themselves using information available to them at that time, it is referred to as a ________ decision style. A. Decide B. Consult Individually C. Consult Group D. Facilitate E. Delegate
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A. Decide
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When you share a problem with relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group, you are following which of these decision styles? A. Delegate B. Consult Individually C. Consult Group D. Decide E. Facilitate
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C. Consult Group
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Fiedler's contingency model considers: A. Charisma B. Leader-member relations C. Task structure D. All of the above E. Only B and C
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E. Only B and C
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On the LPC scale, leaders with negative attitudes toward others score: A. Low B. Medium C. High D. May score high or low, spending on the situation
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A. Low
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The theory that added the idea that the maturity of followers is a key situational factor is: A. Fiedler's contingency theory B. Hersey-Blanchard's situational theory C. Path-goal theory D. Leader substitutes theory E. Managerial grid
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B. Hersey-Blanchard's situational theory
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Path-Goal theory is concerned with: A. The relationship of follower maturity to leader behaviors B. How leaders influence subordinates' perceptions of their work and how their goals might be attained C. The level of participation that a leader might allow a workgroup to assume under varying conditions D. The personal style of the leader in combination with the maturity level of followers E. None of the above
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B. How leaders influence subordinates' perceptions of their work and how their goals might be attained
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According to Path-Goal Theory, achievement-oriented leadership is descriptive of leader behaviors that are: A. Concerned with task performance B. Concerned with group maintenance C. Concerned with participatory decision making D. Geared toward motivating people E. All of the above
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D. Geared toward motivating people
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The theory that concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals is referred to as the: A. Contingency plan theory B. Path-goal theory C. Vroom model of leadership D. Leader-Member Exchange (LMX) theory E. Leadership Grid
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B. Path-goal theory
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The degree to which individuals respect, admire and defer to authority is called: A. Authoritarianism B. Locus of control C. Integrity D. Drive E. Innovation
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A. Authoritarianism
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Which of the following statements is NOT supported by Path-Goal theory? A. A directive style is more appropriate when subordinates' ability is low B. Directive leadership is inappropriate if tasks are well structured C. If the task and the system of rules are dissatisfying, directive leadership will create more dissatisfaction D. If the task or the system of rules is dissatisfying, supportive leadership is especially appropriate E. If the primary work group provides social support to its members, supportive leadership is very important
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E. If the primary work group provides social support to its members, supportive leadership is very important
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The concept of substitutes for leadership illustrates that effective leadership can and should also be A. Efficient B. Taught C. Charismatic D. Heroic E. Glorious
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A. Efficient
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Which of the following statements is NOT true of charismatic leaders? A. They are dominant and self-confident B. They have a strong conviction in the moral righteousness of their beliefs C. They strive to create an aura of confidence and success D. They lead primarily through legitimate power E. All of the above statements are true of charismatic leaders
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D. They lead primarily through legitimate power
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Charismatic leaders inspire all of the following in their followers EXCEPT: A. Trust B. Acceptance C. Emotional involvement D. Affection E. All of the above
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E. All of the above
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Evidence of the positive effects of charismatic leadership has been found in: A. India B. Singapore C. China D. The Netherlands E. All of the above
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E. All of the above
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A person who is dominant, self-confident, convinced of the moral righteousness of his or her beliefs and able to arouse a sense of excitement and adventure in followers is referred to as a: A. Transactional leader B. Situational leader C. Transformational leader D. Charismatic leader E. Pseudo-transformational leader
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D. Charismatic leader
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A leader who motivates others to transcend their personal interests for the good of the group is referred to as a: A. Transactional leader B. Charismatic leader C. Situational leader D. Transformational leader E. Pseudo-transformational leader
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D. Transformational leader
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A leader who manages through connections, using their legitimate, reward and coercive powers to give commands and exchange rewards for services rendered is referred to as a: A. Transformational leader B. Situational leader C. Transactional leader D. Charismatic leader E. Natural leader
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C. Transactional leader
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Which of the following is NOT one of the skills or strategies that make up transformational leadership? A. Having knowledge of the business B. Having vision C. Having positive self-regard D. Building trust E. Communicating the vision
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A. Having knowledge of the business
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Level 5 leadership is: A. Not well-known among executives B. A combination of determination and personal humility C. Known for requiring that leaders exhibit pseudo-transformational characteristics D. Rooted in ancient Greek philosophy E. All of the above are correct
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B. A combination of determination and personal humility
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Which of the following statements is NOT true regarding authenticity? A. It is rooted in ancient Greek philosophy B. It is a style in which the leader is true to himself or herself while leading C. It can take the form of honesty, genuineness, integrity and reliability D. Its leaders can be trusted and care about public interests E. All of the above are true
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E. All of the above are true
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Which of the following is NOT an act of leadership courage? A. Forging ahead despite obstacles B. Seeing a situation realistically C. Ignoring people who resist you D. Saying what needs to be said to those who need to hear it E. Dealing with criticism and setbacks
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C. Ignoring people who resist you
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Which of the following are effective developmental experiences for leaders? A. Assessment B. Challenge C. Support D. All of the above E. None of the above
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D. All of the above
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