PSYCH – Leadership – Flashcards
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The majority of leadership studies conducted focus on the (transformational/transactional) approach.
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transformational
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Which of the following does NOT define transformational leadership? A. Centers on how leaders motivate subordinates to accomplish designated goals B. Charismatic and visionary leadership C. Changes and transforms individuals D. A process
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A. Centers on how leaders motivate subordinates to accomplish designated goals (influences followers to accomplish more than what is usually expected of them)
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Which of the following are NOT core elements of transformational leadership? A. Values & ethics B. Objectivism & being non-partisan C. Assessing follower motives, emotions & needs D. Standards & long-term goals
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B. Objectivism & being non-partisan (Emotions)
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The encompassing approach to transformational leadership is described as all of the following EXCEPT: A. A wide range of leadership influence B. Specific in being one-to-one with followers C. Followers and leaders transform independently in the process D. Broad to the whole organizational or cultures
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C. Followers and leaders transform independently in the process . (Followers and leaders are inextricably bound together in the transformation process)
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A(transactional/transformational/pseudotransformational) leader emphasizes differences in sources of authority and includes raising the level of morality in others.
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transformational
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A (transactional/transformational/pseudotransformational) leader engages in contractual management, or "this for that".
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A (transactional/) leader engages in contractual management, or "this for that".
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A (transactional/transformational/pseudotransformational) leader occurs when one or more persons engage with other in such a way that leaders and followers raise one another to higher levels of motivation and morality.
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transformational
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A criticism of college professors is that they are (transactional/transformational/pseudotransformational) leaders, due to the the exchange between participation and grades.
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transactional
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A (transactional/transformational/pseudotransformational) leader focuses on the exchanges that occur between leaders and their followers.
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transactional
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A (transactional/transformational/pseudotransformational) leader focuses on the leader's own interests rather than the interests of their followers.
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pseudotransformational
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A (transactional/transformational/pseudotransformational) leader are leaders who are transforming but in a negative, self-consumed, exploitative, power-oriented way with warped moral values.
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pseudotransformational
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Adolf Hitler is an example of a (transactional/transformational/pseudotransformational) leader.
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pseudotransformational
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A (transactional/transformational/pseudotransformational) leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
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transformational
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Mohandas Gandi is an example of a (transactional/transformational/pseudotransformational) leader
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transformational
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A manager attempts to exchange his/her company's corporate values to reflect a more human standard of fariness & justice. In the process both manager and followers may emerge with a stronger and higher set of moral values. This is an example of A (transactional/transformational/pseudotransformational) leader.
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transformational
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The 1940's definition of charisma belongs to the (trait/style/skills) theory of leadership.
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Trait
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In the 1970's, the (charismatic leadership/ attribution) theory defined leadership as leaders acting in unique ways that have specific charismatic effects on their followers.
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charismatic leadership
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T/F: In the 1940's charisma was thought of as a special personality characteristic that gives a person superhuman or exceptional powers from divine origin.
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True
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T/F: The 1940's definition of charisma did not believe that charisma resulted in a person being treated as a leader.
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False. The 1940's definition of charisma DID believe that charisma resulted in a person being treated as a leader.
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The Theory of Charismatic Leadership included personality characteristics, behaviors, and the new concept of: A. Situational variables B. Subordinate self-efficacy C. Reward motivation D. Effects on followers
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D. effects on followers
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The transformational leadership theory approach to charisma states all of the following EXCEPT: A. charisma would be attributed to leaders who advocate a vision reflecting principles of previous great leaders. B. confidence is necessary for subordinates to believe outcomes are due to the leaders actions and not simply luck. C. the more charisma a leader has, the more subordinates want to identify with that leader and their goals. D. leaders are more likely to be viewed as charismatic if they make self-sacrifices, take personal risks, and act in an unconventional manner.
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A. (charisma would be attributed to leaders who advocate a vision different from the status quo.)
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Which of the following is NOT an aspect of the attribution approach to charisma? A. Having original ideas B. Having specific personality traits C. Making self-sacrifices D. Having Confidence
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B. Having specific personality traits
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Conger and Kanungo (1987) identified all of the following 3 antecedents of being seen as charismatic EXCEPT: A. A vision different from the status quo B. Making self-sacrifices C. Taking personal risks D. Following the leadership patterns of other great leaders
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D. Following the leadership patterns of other great leaders (act in an unconventional manner)
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Shamir, House & Arthur (1993)'s charismatic leadership is similar to Conger and Kanungo's approach but instead of emphasizing (group/leader affiliation), they emphasized (group/leader affiliation).
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Shamir, House & Arthur (1993)'s charismatic leadership is similar to Conger and Kanungo's approach but instead of emphasizing leader affiliation, they emphasized group affiliation.
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(Intrinsic/extrinsic) rewards are generally thought of as better to emphasize in followers.
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Instrnsic
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Money and grades are examples of (intrinsic/extrinsic) rewards.
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extrinsic
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An athlete playing a sport because he naturally enjoys it is an example of an (intrinsic/extrinsic) reward.
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intrinsic.
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(Bass's/Burns and House) Model of Transformational Leadership (1985) expanded and refined version of work done by (Bass/Burns and House).
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(Bass's Model of Transformational Leadership (1985) expanded and refined version of work done by (Burns and House).
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Bass's Model of Transformational Leadership included more attention to (leader/follower) needs rather than (leader/follower) needs.
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Bass's Model of Transformational Leadership included more attention to follower) needs rather than (leader) needs.
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Bass's Model of Transformational Leadership (1985) contained a leadership continuum ranging from (transformational/transactional. laissez-faire) leadership to (transformational/transactional. laissez-faire) leadership, with (transformational/transactional. laissez-faire) leadership in between.
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Bass's Model of Transformational Leadership (1985) contained a leadership continuum ranging from transformational leadership to laissez-faire leadership, with transactional leadership in between.
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Transformational Leadership motivates followers by doing all of of the following EXCEPT? A. Raising consciousness about the value and importance of specific goals B. Transcending self-interest for the good of the organization C. Raising consciousness about the value and importance of idealized goals D. addressing basic-level needs
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D. addressing basic-level needs (addressing higher-level needs)
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Feeling fulfilled and being recognized for being known as a good person is an example of: A. Self-interest for the good of the organization B. Higher-level needs C. Raised consciousness about the value of idealized goals D. Idealized Influence
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higher-level needs
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(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) is determined by acting as a strong role model for followers and having high standards of ethical and moral conduct.
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Idealized Influence
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Leaders providing a vision and sense of mission is part of (acting as a strong role model for followers/ having high standards of ethical and moral conduct).
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having high standards of ethical and moral conduct
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(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) focuses on leaders who communicate high expectation to followers by inspiring followers to commit and engage in a shared vision of the organization, using symbols and emotional appeals.
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Inspirational motivation
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(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) states that leaders must promote followers to be creative and innovative, challenge their own beliefs and values as well as those of leader and organization, and support followers to try new approaches and develop innovative ways of dealing with organizational issues.
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intellectual stimulation
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The Marshmallow-Spaghetti study found that (CEO's/kindergarten students) waited until the there was only 1 minute left until starting to build structures.
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CEO's
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(Idealized Influence/Inspirational motivation/ intellectual stimulation/ individualized consideration) focuses on leaders who provide a supportive climate in which they listen carefully to the needs of followers, and who act as coaches and advisors encouraging self-actualization.
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individualized consideration
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The 4 "I's" of Transformational Leadership Factors are:
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Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration
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T/F: Bass's Model of Transformational Leadership suggested TL could apply to outcomes that were negative.
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True
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Transactional leaders focus on which of the following: A. individual needs of subordinates B. personal development of subordinates C. contingent rewards of subordinates D. corrective criticism of subordinates
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C. contingent rewards of subordinates
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_______ rewards are the exchange process between leaders and followers in which effort by followers is exchanged for specified rewards.
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contingent
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Management by Exception is a (transformational/transactional/laissez-faire) leadership style under Bass's 1985 model.
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transactional
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(Transactional/transformational/laissez-faire) leadership is proactive and active rather than reactive and passive.
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transformational
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(Transactional/transformational/laissez-faire) leadership is the absence of leadership with a hands-off, let-things-ride approach.
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laissez-faire
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Which of the following does NOT refer to a laissez-faire leader? A. immediate and impulsive decisions B. abdicates responsibility C. makes little effort to help followers satisfy their needs D. gives no feedback
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A. immediate decisions (delayed decisions)
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T/F: According to Yukl's research, most studies clearly support the distinction between the 4 transformational behaviors.
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False. According to Yukl's research, few studies clearly support the distinction between the 4 transformational behaviors.
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A problem of transformational leadership is that of all of the following leader behaviors are omitted EXCEPT: A. relationships with other stakeholders B. empowering, consulting and delegating C. task-realted behaviors of clarifying objectives and goals, planning, coordination D. consideration of followers' needs, values, and morals
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D. consideration of followers' needs, values, and morals
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Which of the following is NOT a problem of transformation leadership models? A. The lack of intuitive appeal associated with the theory B. The assumption that all transformational behaviors are equally "good" in all situations C. The difficulty in examining moderators because of the measurement problems with the MLQ D. The requirement of new and creative methods beyond surveys including diaries, observations and experiments
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A. The lack of intuitive appeal associated with the theory
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Which of the following is NOT a problem of transformation leadership models? A. There is a general ambiguity regarding situational variables B. Negative effects of transformational leadership are studied too little. C. Shared leadership is rarely considered D. Transformational leadership does not consider followers' needs, values, and morals
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D. Transformational leadership does not consider followers' needs, values, and morals
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Shamir, House & Arthur (1993)'s charismatic leadership forges affiliation by emphasizing (extrinsic/intrinsic) rewards and de-emphasizing (extrinsic/intrinsic) rewards.
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Shamir, House & Arthur (1993)'s charismatic leadership Forge this affiliation by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards.
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Throughout the process of charismatic leadership, leaders do all of the following EXCEPT: A. express high expectations for followers B. help followers gain sense of self-confidence C. Provide subordinates with the elements they need to reach their goals D. help followers gain sense self-efficacy (the belief in oneself's to perform a task effectively).
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C. Provide subordinates with the elements they need to reach their goals
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(self-actualization/self-efficacy) is the belief in oneself's to perform a task effectively.
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self-efficacy
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Bass's Model of Transformational Leadership did all of the following EXCEPT: A. stated that charisma alone is a sufficient condition for transformational leadership B. described transactional and transformational leadership as a continuum C. included an emotional focus D. stated that charisma is a necessary for transformational leadership
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A. stated that charisma alone is a sufficient condition for transformational leadership
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The three types of leaders in the Transformational Leadership Model are:
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Transformational Transactional Psuedotransformational
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The three important aspects of House's Charismatic Leadership model are:
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1. Leader traits 2. Leader behaviors 3. Followers
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The three main components of Conger and Kanungo (1987) Charismatic Leadership Model are:
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1. Confidence 2. Self-Sacrifice 3. Vision that is different from the status quo
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Shamir, House & Arthur (1993) - Charismatic leadership wanted leaders to have a/an (objective/ emotional) focus for followers
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emotional
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The three types of leaders in Bass's (1985) Transformational Leadership model are:
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Transformational Transactional Laissez-faire
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Management by Exception involves which of the following? A. corrective criticism B. positive feedback C. positive reinforcement D. contingent rewards
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A. corrective criticism (negative feedback, negative reinforcement)
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The (active/passive) approach to Management by Exception watches the follower closely to identify mistake and rule violations.
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The (active) approach to Management by Exception watches the follower closely to identify mistake and rule violations.
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In the (active/passive) approach to Management by Exception, the leader intervenes only after standards have not been met or problems have arisen.
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In the (passive) approach to Management by Exception, the leader intervenes only after standards have not been met or problems have arisen.
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In the (active/passive) approach to Management by Exception, the leader relies mainly on subordinate reports to decide what course of action to take.
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In the (passive) approach to Management by Exception, the leader relies mainly on subordinate reports to decide what course of action to take.
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The two types of transactional leaders under Bass's (1985) Transformational Leadership Model are:
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1. Contingent Reward 2. Management by Exception
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Which of the following is NOT an issue of transformational leadership? A. Getting subordinates to do "more than expected" can lead to burnout rather than increased performance B. Leaders can be seen as manipulative and serving of those higher up in the organization C. Follower characteristics may have received to much attention D. Leaders may have competing visions
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C. Follower characteristics may have received to much attention (Follower characteristics may have received to little attention)
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All of the following of Heroic leadership bias is true EXCEPT: A. It is a problem with transformational leadership models B. It often assumes that leadership can be shared between different individuals C. It assumes outstanding achievement is due to great leadership D. Subordinates and other factors not considered in it
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B. It often assumes that leadership can be shared between different individuals (Rarely considers shared leadership)
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T/F: Leaders often create a false sense of crisis, take false credit, exaggerate importance, and use staged events and symbols to evoke emotional reactions.
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True
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Ambiguity is an issue of transformational leadership for all of the following EXCEPT: A. Modern research centering on prominent leaders and CEOs of major firms B. How charisma is lost C. Manipulative or "darker" leader behaviors D. Which behaviors are the most critical
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A. Modern research centering on prominent leaders and CEOs of major firms (This is a strength)
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T/F: According to transformational leadership theories, attributions of charisma are transitory, they are traits that cannot and will not change.
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False According to transformational leadership theories, attributions of charisma are transitory, they can and will change.
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(Qualitative/Quantitative) data is Non-numerical data that is subjective. Cannot perform statistical analysis with data.
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Qualitative
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Path-Goal Leadership Theory has a high focus on the (leader/follower)
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follwer
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Path-Goal Leadership Considers how malleable (leader/follower) behaviors are.
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leader
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T/F: Path-Goal Leadership focuses on changes that are tied to subordinates as well as leaders, but not the situation.
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False. Path-Goal Leadership Considers focuses on changes that are tired to subordinates as well as the situation.
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Path-Goal Leadership Theory centers on how leaders motivate subordinates to accomplish designated goals through emphasizing the relationship between all of the following EXCEPT: A. the leader's behaviors B. stakeholder behaviors C. characteristics of the subordinates D. the work setting (situation)
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B. stakeholder behaviors
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The objective to enhance employee performance and satisfaction by focusing on employee motivation is part of: A. Charismatic Leadership Theory B. Idealized Influence Theory C. Path-Goal Leadership Theory D. Transformational Leadership Theory
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C. Path-Goal Leadership Theory
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In Path-Goal Leadership Theory, subordinates will be motivated if they believe all of the following EXCEPT: A. They are capable of performing their work B. Their efforts will result in a certain outcome C. The payoffs for doing their work are worthwhile D. They are capable of being creative and taking risks, even if they fail
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D. They are capable of being creative and taking risks, even if they fail
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The basic idea behind Path-Goal Theory is that it is the leader's goal is to do all of the following EXCEPT: A. Serve as a good role-model B. Remove employee obstacles C. Enhance goal attainment by providing rewards D. Provide subordinates with the elements they need to reach their goals
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A. Serve as a good role-model
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The 3 major components of Path-Goal Theory: _______, _______ and _______ all lead to subordinate motivation.
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Leader Behaviors, Subordinate Characteristics, Task Characteristics
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T/F: In Path-Goal Theory, each type of leader behavior has a the same impact on subordinate motivation.
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False. In Path-Goal Theory, each type of leader behavior has a DIFFERENT impact on subordinate motivation.
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T/F: Whether or not a particular leader behavior is motivating is contingent on subordinate characteristics and task characteristics.
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True
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In Path-Goal Theory, the 4 types of leader behaviors are:
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Directive, Supportive, Participative, Achievement oriented
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(Directive, Supportive, Participative, Achievement-oriented) leadership is defined as leader who gives subordinates task intersections.
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Directive
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(Directive, Supportive, Participative, Achievement-oriented) leadership includes delegating to subordinates what is expected of them, how the task is to be done and a timeline of task completion.
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Directive
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(Directive, Supportive, Participative, Achievement-oriented) leadership refers to being friendly and approachable as a leader.
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Supportive
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(Directive, Supportive, Participative, Achievement-oriented) leadership includes: attending to well-being and human needs of subordinates, making the work environment pleasant, and treating subordinates as equal and give them respect for their status.
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supportive
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(Directive, Supportive, Participative, Achievement-oriented) leadership focuses on emotions and relationship.
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Supportive
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(Directive, Supportive, Participative, Achievement-oriented) leadership is best for situations that are repetitive, unchallenging and mundane.
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Supportive
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(Directive, Supportive, Participative, Achievement-oriented) leadership invites subordinates to share in the decision-making process.
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Participative
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A chief fireman who simply asks followers what to do is a demonstration of (Directive, Supportive, Participative, Achievement-oriented) leadership.
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Participative
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Consulting with subordinates to seek their ideas and opinions and Integrating their input into group/organizational decisions is a part of (Directive, Supportive, Participative, Achievement-oriented) leadership.
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Participative
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(Directive, Supportive, Participative, Achievement-oriented) leadership challenges subordinates to perform work at the highest level possible.
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Achievement-oriented
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(Directive, Supportive, Participative, Achievement-oriented) leadership is very similar to transformational leadership
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Achievement-oriented
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A (Directive, Supportive, Participative, Achievement-oriented) leader establishes a high standard of excellence for subordinates, seeks continuous improvement, and demonstrates a high degree of confidence in subordinates' ability to establish and achieve challenging goals.
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Achievement-oriented
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(Subordinate characteristics/ task characteristics) determine how a leader's behavior will be interpreted in a given work context.
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Subordinate characteristics
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Which of the following is NOT one of the 5 research focuses on subordinates in Path-Goal Theory? A. Preferences for structure (less uncertainty) B. Self-Perceived level of task ability C. Expectancy that efforts will result in a certain outcome D. Desires for control (Locus of Control) E. Need for affiliation F. Desire for intellectual challenge
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C. Expectancy that efforts will result in a certain outcome
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high need for affiliation.
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Supportive Leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when friendly and concerned leadership is a source of satisfaction for subordinates.
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Supportive Leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a preference for structure and low uncertainty.
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Directive
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when leadership is meant to provide psychological structure.
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Directive
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when leadership is meant to be dogmatic and authoritarian.
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Directive
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists an internal locus of control in subordinates.
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Participative Leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader allows subordinates to feel in charge of their work and part of decision-making process.
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Participative
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists an external locus of control in subordinates.
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Directive Leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader parallels subordinates feelings that outside forces control their circumstances.
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Directive Leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a low self-perceived level of task ability.
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directive leadership
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high self-perceived level of task ability.
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participative leadership
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(Directive, Supportive, Participative, Achievement-oriented) leadership may provide the requisite intellectual stimulation and motivation for subordinates in somewhat mundane jobs or those that are performing routine tasks and may become bored or dissatisfied with their job.
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Achievement-oriented
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A (Directive, Supportive, Participative, Achievement-oriented) leader is best when there exists a high desire for intellectual challenge.
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Achievement-oriented
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Which of the following is NOT a task characteristic in Path-Goal Theory? A. Design of subordinates' tasks B. Interpretation of leader behaviors C. Organization of formal authority system D. primary work group of subordinates
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B. Interpretation of leader behaviors
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The leader needs to provide structure in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
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is unclear and ambiguous
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The leader needs to provide support to maintain subordinate motivation in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
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highly repetitive
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The leader needs to assist subordinates by making rules and work requirements clear in a situation that is: A. unclear and ambiguous B. highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
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has weak formal authority
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The leader needs to help build cohesiveness and role responsibility in a situation that: A. is unclear and ambiguous B. is highly repetitive C. has weak formal authority D. has non-supportive and weak group norms
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D. has non-supportive and weak group norms
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A strength of (Transformational Leadership/Path-Goal Theory) is that it provides useful theoretical framework for understanding how various leadership behaviors affect the satisfaction of subordinates and their work performance across various settings.
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Path-Goal Theory
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A strength of (Transformational Leadership/Path-Goal Theory) is that it attempts to integrate the motivation principles of expectancy theory into a theory of leaderships.
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Path-Goal Theory
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A strength of _______ is that it has an intuitive appeal where people are attracted to it because it makes sense to them. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A strength of _______ is that it has an expansive leadership view that provides a broader view of leadership that augments other leadership models. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A strength of _________ is that it is process- focused in treating leadership as a process occurring between followers and leaders. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A strength of ________ is that it is broadly researched and effective. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A strength of ________ is that it is a practical model that underscores and highlights the important ways leaders help situation. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A strength of_______ is that it is a Non- Heroic Model focusing on the subordinate and what the leader can do to facilitate their performance. The credit, in many ways, goes to the subordinate. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A criticism of _______ is that it is confusing to interpret the meaning of the theory because it is so complex and incorporates so many different aspects of leadership. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A criticism of ________ is that it lacks conceptual clarity. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it lacks situational consideration. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it has minimal consideration of "darker" outcomes. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it is elitist. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it suffers from heroic leadership bias. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it is mainly based on qualitative data. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it has potential to be abused. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Transformational Leadership
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A criticism of ________ is that it is difficult to implement because it is so confusing to interpret. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A criticism of ________ is that empirical research studies demonstrated only a partial support for theory. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A criticism of ________ is that it fails to adequately explain the relationship between leadership behavior and worker motivation. The mediators are unknown. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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A criticism of ________ is that it treats leadership as a one-way event in which the leader affects the subordinate. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
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Path-Goal Theory
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Goals that are SMART are: S______, M________, A_______, R_________ and T__________.
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Specific, Measurable, Achievable, Relevant, Time-Bound
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T/F: Goals are always good.
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False. Goals can be bad if they are not designed correctly.
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Sears mechanics in early 1990's with the goal of $147/hr, Ford in the 1960's with the goal of a car under 2000 lbs and $2000, and Eron executives in 1990's with the goal of making sales NOT profit because they were rewarded for sales are examples of: A. Goals that bad good results B. Goals that were beneficial for customers C. Goals that had bad results D. Goals that made the company successful
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C. Goals that had bad results
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T/F: In I/O Psych, we almost always see production goals interfere with safety.
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True
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The Gorilla/Basketball-Passing video and faculty tenure decisions are all of the following EXCEPT: A. An example of how goals narrow attention B. Focus on accomplishing a task C. Focus on non-specific tasks D. An example of how people ignore one goal for another
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C. Focus on non-specific tasks
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The NYC taxi on a rainy day problem is an example of which type of problem regarding goals? A. Ignoring one goal for another B. Too regular analysis of progress C. Stopping after Goal Accomplishment D. Too Challenging Goals
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C. Stopping after Goal Accomplishment
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Students not taking the time to learn material and memorizing information in order to get a good grade is an example of which type of problem regarding goals? A. Ignoring one goal for another B. Too regular analysis of progress C. Stopping after Goal Accomplishment D. Too Challenging Goals
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A. Ignoring one goal for another
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Companies that issue quarterly reports and tend to ignore research and development are an example of which type of problem regarding goals? A. Ignoring one goal for another B. Too regular analysis of progress C. Stopping after Goal Accomplishment D. Too Challenging Goals
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B. Too regular analysis of progress
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Having goals that are too challenging creates all of the following problems EXCEPT? A. Feeling more accomplished completing a not-challenging goal B. Promoting risk-taking and unethical behavior C. Creating goals that are over-individualized D. Feeling worse about ourselves when we almost accomplish a challenging goal
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C. Creating goals that are over-individualized
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Which of the following is NOT a solution for creating better goals? A. Give lower goals to members of the team who are slower and unethical B. More individualized goals C. Mix the easy goals with the practically unattainable goals D. Set higher rewards for team members
answer
D. Set higher rewards for team members
question
Leader-member exchange (LMX) Theory is defined as all of the following EXCEPT: A. between multiple leaders B. leadership as a process C. centered on interactions D. between leader and subordinates
answer
A. between multiple leaders
question
All of the following theories focus on the leader EXCEPT: A. Great-Man theory B. contingency theory C. skills approach D. style approach
answer
B. contingency theory
question
All of the following theories focus on the follower and the context EXCEPT: A. situational leadership B. contingency theory C. transformational leadership D. Path-Goal theory
answer
C. transformational leadership
question
An assumption of ________ is that differences might exist between the leader and each of his/her followers, instead of a collective relationship between the leader and the rest of the group. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
Which of the following is NOT true regarding Vertical Dyad Linkage (VDL)? A. Leader's relationship to a group included multiple vertical dyads B. Leader forms unique relationship with each subordinate C. Leaders may likely have transformational relationships with some followers and transactional relationships with others D. Focus on relationship between multiple leaders or multiple subordinates
answer
D. Focus on relationship between multiple leaders or multiple subordinates
question
In the VDL model of the LMX Theory, which of the following is NOT true regarding the "in-group"? A. Relationships are marked by formal communication based on job descriptions B. They have extra role responsibilities, access to information and reciprocal influence on the leader. C. Members are determined by both how well the leader works with the subordinate and how involved the subordinate is. D. Involves subordinate negotiations in performing activities beyond the formal job description.
answer
A. Relationships are marked by formal communication based on job descriptions
question
Later theories in LMX research were different from VDL for all of the following reasons EXCEPT: A. The emergent theories stressed the quality of leader-member exchanges resulting in positive outcomes for subordinates and organizations in general. B. The VDL sought to describe how and why leaders interact differently with followers C. Initial research primarily addressed differences between in-groups and out-groups D. Initial research addressed how LMX theory was related to organizational effectiveness
answer
D. Initial research addressed how LMX theory was related to organizational effectiveness (Later research)
question
Leadership Making, a prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all subordinates, pertains to (early/emergent) LMX theory.
answer
emergent
question
Scripted roles, one way influences, self interests are part of the _____ phase of Leadership Making. A. stranger B. acquaintance C. mature partnership
answer
A. stranger
question
Tested roles, mixed influences, self and other interests are part of the _____ phase of Leadership Making. A. stranger B. acquaintance C. mature partnership
answer
B. acquaintance
question
Negotiated roles, reciprocal influences, high quality exchanges, group interests are part of the _____ phase of Leadership Making. A. stranger B. acquaintance C. mature partnership
answer
C. mature partnership
question
A strength of ________ is that it validates our experiences of how people within organizations relate to each other and the leaders. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
The only leadership approach that makes the dyadic relationship the centerpiece of the leadership process is: A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
A strength of ________ is that it directs our attentions to the importance of communication in leadership. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
A strength of ________ is that there is a solid research foundation related to positive organizational outcomes. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
A criticism of ________ is that it inadvertently supports the development of privileged groups in the workplace and appears discriminatory and unfair. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
A criticism of ________ is that its basic theoretical ideas are not fully developed, such as how high quality leader member are exchanges created and the means to achieve building trust, respect, and obligation. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
A criticism of ________ is that the various scales and levels of analysis measurement of leader-member exchanges used in questionnaires are being questioned. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
C. LMX Leadership Model
question
In _______ effective leadership is essential for matching a leader's style to the right setting. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
D. Contingency Theory
question
In Contingency Theory, low LPC ratings relate to (Task-motivated/Relationship-motivated) leadership styles.
answer
Task-motivated
question
In Contingency Theory, leaders are concerned with developing close interpersonal relationships for workers with (low/high) LPC ratings.
answer
high
question
Which of the following is NOT a situational factor in Contingency Theory? A. Position Power B. Leader traits C. Leader-Member Relations D. Task Structure
answer
B. Leader traits
question
In Contingency Theory, very high and very low Leader Member Relations, Task Structure & Position Power require (task/relationship)-orientated leadership styles.
answer
task
question
In Contingency Theory, middle Leader Member Relations, Task Structure & Position Power require (task/relationship)-orientated leadership styles.
answer
relationship
question
_______ is similar to Path-Goal Theory because it is based on situation. A. Transformational Leadership B. Path-Goal Theory C. LMX Leadership Model D. Contingency Theory
answer
D. Contingency Theory
question
True/False: There seems to be a decreased need for leadership during times of ambiguity and stress, both in providing comfort as well as structure and guidance.
answer
False. There seems to be an INCREASED need for leadership during times of ambiguity and stress, both in providing comfort as well as structure and guidance.
question
(Visionary charismatic leaders/ Crisis- responsive charismatic leaders) have an idea about how things should be done.
answer
Visionary charismatic leaders
question
(Visionary charismatic leaders/ Crisis- responsive charismatic leaders) do not have a pre-existing idea of what should be done and respond rather than plan.
answer
Crisis- responsive charismatic leaders
question
(Visionary charismatic leaders/ Crisis- responsive charismatic leaders) is theorized to "pick up the pieces" and re-establish the link between the follower's behavior and positive consequences.
answer
Visionary charismatic leaders
question
A _____ is a condition where a system is required or expected to handle a situation for which existing resources, policies, structures or mechanisms are inadequate.
answer
crisis
question
In most cases, visionary and crisis- responsive leaders produce (equally/significantly different) results during the time of crisis.
answer
equally
question
The effects of crisis-responsive leadership will (improve/decay) over time when compared with visionary charismatic leadership.
answer
decay
question
President Bush used more charismatic rhetoric in his speeches after 9/11. Consequently, subordinates seemed to believe he was doing a (better/worse) job after the crisis.
answer
worse
question
It is generally better to be perceived as a (Visionary charismatic leaders/ Crisis- responsive charismatic leader).
answer
Visionary charismatic leaders
question
There is a (higher/lower/equal) need for task-related behaviors in comparison to relationship-oriented behaviors during a crisis.
answer
equal
