Testbank of fundamental of management 7e by robin ch 11

47 Trait theory effectively explains why ________.A some people are leaders B some people are not leaders C successful leaders are effective D leadership involves extraversion Answer: C

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)

Chapter 11 Leadership and Trust

1) A leader is someone who has managerial authority and can influence others

Answer: TRUE

Explanation: A leader needs to be someone who has both the authority to make others follow his

or her path and the ability to change how other people behave

Diff: 2 Page Ref: 294

Diff: 2 Page Ref: 294

6) Traits such as honesty and integrity are not very useful for identifying who is suited and who

is not suited to be a leader

Answer: TRUE

Explanation: Leadership traits have been shown to explain why certain individuals are effective leaders, but they do not explain who is likely to be a leader and who is not

Diff: 3 Page Ref: 295

AACSB: Analytic Skills

Objective: 11.2

7) Trait research has given managers the ability to pick out leaders from the group.

11) The Ohio State studies suggested that leaders who were high in structure and low in

consideration were most successful

13) A leader who ranks 9,1 in the managerial grid would have more concern for people than production.

Answer: FALSE

Explanation: The first variable in the grid rates concern for production and the second variable rates concern for people Therefore a 9,1 rating would be high in concern for productivity and low in concern for people

Diff: 1 Page Ref: 298

Explanation: A low, not a high score, identifies a respondent as productivity oriented

Respondents get low scores for preferring their least-preferred worker as, for example, "boring" rather than "interesting," or "cold" rather than "warm."

Diff: 2 Page Ref: 300

19) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly unfavorable situations.

Answer: FALSE

Explanation: Relationship-oriented leaders performed better in situations that were not extreme

—not highly favorable or unfavorable, so the statement is false

Diff: 2 Page Ref: 301

Explanation: SLT states that a participating style in which the leader shares in decision making

to get the worker involved works best with an able but unwilling worker

Diff: 2 Page Ref: 302

Objective: 11.3

22) Vroom and Yetton's leader participation model suggests that leadership research should focus

on the situation rather than the leader

Answer: TRUE

Explanation: The leader-participation model suggests that it is more meaningful to think of situations that call for certain kinds of leadership styles rather than specific kinds of leaders In other words, one situation might call for an autocratic style of leadership while a second situationwould call for a participative style

Diff: 2 Page Ref: 303

24) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent leadership style.

Answer: FALSE

Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership style depending on the situation This is a major difference from the view of Fiedler, who sees leadership style as fixed

Diff: 2 Page Ref: 303

Objective: 11.3

25) Path-goal theory states that a directive leadership style works best when tasks are ambiguous.Answer: TRUE

Explanation: The guidance and structure of a directive leadership style work best in an

ambiguous situation Subordinates find a sense of direction in a manager who takes a

no-nonsense directive approach

Diff: 2 Page Ref: 303

Explanation: Transformational leadership is similar to charismatic leadership, but

transformational leadership gives the follower more freedom to think independently and

critically, even if a follower's views clash with the views of the leader

Diff: 2 Page Ref: 305

Objective: 11.4

29) Charismatic and visionary leadership are the same thing.

Answer: FALSE

Explanation: Though charismatic leadership starts with a vision, the person is the true focus of

charismatic leadership, while in visionary leadership it is the specific view of the future that the leader promotes that attracts followers

Diff: 2 Page Ref: 306

Diff: 2 Page Ref: 306

35) One specific role of team leadership is that team leaders are troubleshooters.

Diff: 2 Page Ref: 308

Explanation: Trust has five dimensions: integrity, which includes honesty, competence,

consistency, loyalty, and openness

Diff: 2 Page Ref: 312

41) A sizeable majority of American employees trust the leaders of the companies they work for.Answer: FALSE

Explanation: Only about 39 percent of U.S employees claimed to trust their executive leaders, according to a survey, which is considerably less than a majority

Diff: 2 Page Ref: 312

Objective: 11.5

42) Because leading is one of the four basic managerial functions, leaders

A) all managers are

B) all managers should be

C) some managers are

D) some managers should be

43) Early leadership trait research looked to find characteristics that might

A) distinguish ordinary leaders from great leaders

B) define charisma

C) identify the physical traits of leaders

D) differentiate leaders from nonleaders

Answer: D

Explanation: D) Early leadership studies looked to find the traits that could distinguish leaders from non-leaders These efforts proved to be largely unsuccessful, as leadership seemed to be hard to define precisely and it varied from situation to situation Early studies were somewhat concerned with finding great leaders or understanding charisma as a basic leadership trait, but these were not primary concerns of early investigators so they are incorrect responses Physical traits of leaders were never a concern of early or contemporary leadership scholars, so that choice is incorrect

Diff: 2 Page Ref: 294

Objective: 11.2

44) Leaders are .

A) individual people, while leadership is a process

B) the first step in the leadership process

C) individual people who study the leadership process

D) the final step in the leadership process

Answer: A

Explanation: A) Leaders are individual people, not part of a process, which rules out the two choices regarding steps as correct responses Leadership itself is a process, making "individual people, while leadership is a process" the correct response since it correctly identifies leaders as individual people and leadership as a process of leading others Leaders do not simply study leadership, as the remaining choice indicates, but actually guide and influence others toward goals

Diff: 2 Page Ref: 294

Diff: 2 Page Ref: 294

Objective: 11.2

46) The most successful early trait theories focused on

A) traits of famous leaders

B) traits of followers

C) traits associated with leadership

D) traits that distinguish leaders from non-leaders

Answer: C

Explanation: C) Early efforts to distinguish leaders from non-leaders were largely unsuccessful,

causing researchers to focus on traits of leadership rather than leaders, making that the correct

response Traits of followers came in more contemporary leadership studies, making that choice incorrect, while traits of famous leaders were never explicitly taken up, ruling out that choice as

a correct response

Diff: 2 Page Ref: 294

Objective: 11.2

47) Trait theory effectively explains why .

A) some people are leaders

B) some people are not leaders

C) successful leaders are effective

D) leadership involves extraversion

Answer: C

Explanation: C) Rather than identify why some people can be leaders and others cannot, trait theory did a fairly good job of explaining why some leaders were effective and others were not, making "successful leaders being effective" the correct response Extraversion is just one of many leadership traits that may or may not be essential, so "leadership involving extraversion" isnot a correct response

Diff: 2 Page Ref: 295

Objective: 11.2

48) Behavioral theories of leadership focused on

A) who effective leaders were

B) what characteristics effective leaders had

C) how to identify effective leaders

D) what effective leaders did

49) The promise of behavioral theories of leadership held that this would be possible

A) picking a leader out of crowd

B) being able to train a person to be leader

C) explaining why successful leaders were successful

D) eliminating ineffective leaders

Answer: B

Explanation: B) The great promise of behavioral theories of leadership is that they would show how leaders could be trained, making "being able to train a person to be leader" the correct

response Behavioral theories attempted to identify what successful leaders did, and if those

actions could be identified, they could be imparted to others through training Trait theories, on the other hand, attempted to explain the success of leaders and how to identify leaders through permanent character traits, not behavioral actions, making these incorrect answers for this question

Diff: 2 Page Ref: 295

Objective: 11.2

50) The University of Iowa studies discussed all of the following leadership styles EXCEPT leadership.

severely limiting employee participation in decision making A democratic style can be

eliminated because it describes a more open, less centralized style of leadership, as well as a laissez-faire style, which is completely open and unstructured A cultural style can be ruled out because it is not a recognized leadership style in the Iowa study

Diff: 2 Page Ref: 296

Explanation: D) An autocratic style severely limits employee participation in decision making,

so that choice is not the correct answer for this question A laissez-faire style gives employees complete freedom to make decisions, so that choice is not the correct answer for this question A democratic style matches Jared's boss because it identifies a more open, less centralized style of leadership that allows employees to participate in the decision-making process, making that choice the correct response A monarchial style can be ruled out because it is not a recognized leadership style in the Iowa study

Diff: 2 Page Ref: 296

Objective: 11.2

53) Monica's boss allows her to make any decision she thinks is important on the spot without consulting anyone Monica's boss has this kind of leadership style.

Explanation: A) An autocratic style severely limits employee participation in decision making,

so that choice is not the correct answer for this question A democratic style gives employees some, but not complete freedom to make decisions, so that choice is not the correct answer for this question A laissez-faire style matches Monica's boss because it identifies a completely open style of leadership that allows employees to make any and all decisions they want, making that choice the correct response A hands-on style can be ruled out because it is not a recognized leadership style in the Iowa study

Diff: 2 Page Ref: 296

Explanation: D) The Iowa studies were not definitive, but they did clearly indicate that

employee satisfaction levels were highest under a democratic leadership style, making that choice the correct answer Autocratic styles were found to be successful in limited situations, but not as successful as democratic styles, so autocratic is incorrect Laissez-faire styles were found

to be unsuccessful, so that choice can be ruled out Combinations of styles were not considered,

so that choice can be ruled out

Diff: 3 Page Ref: 296

Objective: 11.2

55) A democratic consultative leader

A) seeks input and shares the final decision

B) makes the final decision herself without input

C) seeks input but makes the final decision herself

D) shares the final decision without input

Answer: C

Explanation: C) The Iowa studies identified two different types of democratic leader

Participative leaders seek employee input for decisions and share the decision itself with

employees Consultative leaders also seek input, but reserve the final decision for themselves, making that choice the correct response Both remaining choices are incorrect because they feature leaders foregoing input, which does not accurately describe a democratic leadership style.Diff: 2 Page Ref: 296

Objective: 11.2

56) A democratic participative leader

A) seeks input and shares the final decision

B) shares the final decision without input

C) makes the final decision herself without input

D) seeks input but makes the final decision herself

Answer: A

Explanation: A) In the Iowa studies, participative leaders seek employee input for decisions and share the decision itself with employees, making that choice the correct response Consultative leaders also seek input, but reserve the final decision for themselves, making that choice an incorrect response Both remaining choices are incorrect because they feature leaders foregoing input, which does not accurately describe a democratic leadership style

Diff: 2 Page Ref: 296

responses for this question

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responses

Diff: 2 Page Ref: 296

Objective: 11.2

59) In the Ohio State studies, refers to how much mutual trust exists between

employees and leaders

Diff: 2 Page Ref: 296

Objective: 11.2

60) A high-high leader in the Ohio State studies achieved the highest ratings with respect to

A) both employee performance and satisfaction

B) employee performance only

C) employee satisfaction only

D) employee performance for routine tasks only

Answer: A

Explanation: A) In general, a high-high leader who is high in both initiating structure and consideration achieved the best results in both performance and employee satisfaction, making that choice the correct response, and ruling out employee performance only and employee satisfaction only since they identify only one high scoring category Employee performance for routine tasks only can be ruled out because the results for routine tasks did not turn out to favor high-high leaders, but rather, leaders who were high in consideration only

Diff: 2 Page Ref: 297

Objective: 11.2

61) The Ohio State studies indicated that leaders who were high in consideration performed

A) best in all situations

B) best when employee tasks were routine

C) worst when employee tasks were routine

D) best when employee tasks were non-routine

Answer: B

Explanation: B) In general, high-high leaders had the best results with respect to employee performance and job satisfaction However, leaders who were high in initiating structure did not perform as well as consideration-oriented leaders when employee tasks were routine, indicating that a sympathetic approach works best in tedious situations This makes "best when employee tasks were routine" the correct response, and rules out "worst when tasks were routine" and "best

in all situations" as untrue and the remaining choice because it focuses on non-routine tasks.Diff: 2 Page Ref: 298

Objective: 11.2

62) The Ohio State studies indicated that leaders who were high in initiating structure received .

A) the highest employee ratings

B) the lowest employee ratings

C) the same employee ratings as leaders who were high in consideration

D) below average employee ratings

63) According to the University of Michigan studies, leaders who were were

associated with higher group productivity and higher job satisfaction

Diff: 2 Page Ref: 298

Objective: 11.2

65) Estéban was rated a 5,8 on the managerial grid A good way to describe Estéban is .A) high in concern for both people and production

B) high in concern for people, low in concern for production

C) high in concern for people, moderate in concern for production

D) low in concern for people, moderate in concern for production

Answer: C

Explanation: C) The first number for the managerial grid measures concern for production whilethe second number measures concern for people Estéban therefore rates fairly high in concern for people, the second number, and average in concern for production, the first number, making

"high, moderate" the correct response High for both describes a 9,9 leader, not a 5,8 leader, so it

is incorrect High, low describes a 1,9 leader, not a 5,8 leader, so it is incorrect Low, moderate describes a 5,1 leader, not a 5,8 leader, so it is incorrect

Diff: 2 Page Ref: 298

Explanation: B) Impoverished management is the description for a 1,1 leadership style because

it lacks concern for both people and production Middle-of-the-road management is the

description for a 5,5 leadership style because it is in the center of both scales Country club management is the description for a 1,9 leadership style because it values employees far above production Task management is the description for a 9,1 leadership style because its only

concern is production, or tasks, rather than people, making task management the correct

eliminating all other responses

Diff: 2 Page Ref: 298

Objective: 11.2

68) The key to the Fiedler contingency model of leadership is to match .

A) leader and follower

B) leader and leadership style

C) leadership style and follower

D) leadership style and situation

69) What does Fiedler's least-preferred coworker questionnaire measure?

A) the most common leadership style among all leaders

B) leadership style of respondents who took the test

C) the most effective leadership style

D) the least effective leadership style

Diff: 2 Page Ref: 299

Objective: 11.3

70) Fiedler assumed a person's leadership style

A) is contingent on the situation

monolithic, taking the same approach no matter what the situation was or how it changed

Diff: 2 Page Ref: 300

Objective: 11.3

71) Fiedler's LPC ratings concluded that leaders were either .

A) positive or negative

B) task oriented or trusting

C) relationship oriented or people oriented

D) task oriented or relationship oriented

Answer: D

Explanation: D) Fielder's LPC ratings saw leaders with scores of 64 or above as relationship oriented while those with scores of 57 or below were task oriented, making "task oriented or relationship oriented" the correct response Fiedler did not characterize leaders as positive or negative, "trusting," or "people oriented," making those responses incorrect

Diff: 2 Page Ref: 300

Explanation: A) The leader-member relations contingency dimension in Fiedler's model

measures trust, respect, and confidence employees have for a leader Position power identifies how much influence a leader has over such things as hiring, firing, and compensation Task structure identifies how formalized jobs are Of the four choices, only leader-member relations identifies trust and respect, so that choice is the correct response

Diff: 2 Page Ref: 300

Objective: 11.3

73) Your boss has total control over hiring, firing, and promotions in your department He has

A) low position power

B) high position power

C) high task structure

D) low task structure

Answer: B

Explanation: B) Position power identifies how much influence a leader has over such things as hiring, firing, and compensation Task structure identifies how formalized jobs are, so high and low task structure can be ruled out because the question involves hiring and firing, not job formalization Of the two remaining choices, a boss with total control would be said to have highnot low position power, making high position power the correct response and low position powerincorrect

Diff: 2 Page Ref: 300

Objective: 11.3

74) Jobs in a firm are quite informal Workers are versatile and switch tasks and responsibilities depending on the situation In Fiedler's model, this firm would be said to have .

A) good leader-member relations

B) high position power

C) high task structure

D) low task structure

Answer: D

Explanation: D) For Fiedler's model, position power identifies how much influence a leader has over such things as hiring, firing, and compensation Leader-member relations measures trust, respect, and confidence employees have for a leader Task structure identifies how formalized jobs are Of the four choices choices, only high and low task structure involve job formalization,

so that rules out the other two choices Since jobs are very informal at this firm, it has low task structure, making that the correct response

Diff: 2 Page Ref: 300

C) either highly favorable or highly unfavorable

D) moderately favorable or moderately unfavorable

Answer: C

Explanation: C) Fiedler concluded that task-oriented leaders were best for extreme situations—they provided structure and guidance in highly unfavorable situations and they provided little interference in highly favorable situations This makes the choice indicating either highly

favorable or highly unfavorable the correct response and rules out the two choices indicating highly favorable and highly unfavorable because they are incomplete Moderately favorable or unfavorable situations are best handled by relationship-oriented leaders, not task-oriented

C) either highly favorable or highly unfavorable

D) moderately favorable or moderately unfavorable

77) A major criticism of Fiedler's work stated that it failed to recognize that effective leaders .

A) are always task oriented

B) can change leadership styles

C) cannot change leadership styles

D) are always relationship oriented

Answer: B

Explanation: B) Fiedler's model assumed that leadership style is fixed, so not being able to change leadership styles is a quality that it did recognize Fiedler's model did not categorically endorse either a task-oriented or a relationship-oriented leadership style, so those two choices can be ruled out as correct answers for this question The criticism most commonly leveled at themodel was that it failed to recognize that leaders are not static—they can change leadership styles depending on the situation This makes that choice the correct response

Diff: 2 Page Ref: 301

C) both the ability and willingness

D) the motivation one has

Answer: C

Explanation: C) Readiness in the SLT has two dimensions, the ability that an employee has to perform a task, and the willingness that he or she has to perform the task, making both the abilityand willingness the correct response The two choices indicating just one of these features are incorrect responses because neither lists both ability and willingness Motivation is a factor in performing a task, but not a measure of readiness so motivation is an incorrect choice for this question

Diff: 2 Page Ref: 301

Diff: 2 Page Ref: 301

Objective: 11.3

80) A leader who provides maximum supportive behavior and a great deal of explicit instructionsfor how to carry out a task is assuming this SLT role.

Diff: 2 Page Ref: 301

Diff: 2 Page Ref: 301

An R4 is both able and willing to complete a task

Diff: 2 Page Ref: 302

Objective: 11.3

83) Which category of follower is considered to be able but unwilling to complete a task?

is both able and willing to complete a task

Diff: 2 Page Ref: 302

An R3 individual who is able but unwilling to perform a task responds best to a participating leadership strategy An R4 individual who is able and willing to perform a task responds best to adelegating leadership strategy

Diff: 2 Page Ref: 302

so he or she needs a selling, not a delegating leadership style An R3 person is able but unwilling

to complete a task so he or she needs a participating, not a delegating leadership style

Diff: 2 Page Ref: 302

Objective: 11.3

86) Which leadership style works best with an R2 type of follower?

participating, leadership style An R4 person is able and willing to complete a task so he or she needs a delegating, not a participating, leadership style

Diff: 2 Page Ref: 302

Objective: 11.3

88) The leader-participation model contends that leader behavior should

A) never vary

B) adjust to the structure of the task involved

C) be dependent on the traits of the leader

D) be consistent from task to task

Answer: B

Explanation: B) The leader-participation model requires that leader behavior change depending

on the structure of the task that followers are asked to accomplish, making adjusting to the structure of the task involved the correct response Never varying and consistency are incorrect because they call for leader behavior that is fixed, while leader-participation calls for leader behavior that varies depending on the task at hand Being dependent on the traits of the leader is incorrect because it refers back to trait theories of leadership that depend only on the character ofthe leader

Diff: 2 Page Ref: 303

Objective: 11.3