Question 1 

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Question 1 options:1) True2) False

Question 2 (1 point)

Focusing on leaders’ traits holds more practical relevance than focusing on leaders’ actions.

Question 2 options:1) True2) False

Question 3 (1 point)

The autocratic style of leadership is characterized by high follower control.

Question 3 options:1) True2) False

Question 4 (1 point)

With an autocratic style, the employees are asked to generate or evaluate potential solutions.

Question 4 options:1) True2) False

Question 5 (1 point)

Saved

With a consultative style of decision making, leaders do not make the ultimate decision.

Question 5 options:1) True2) False

Question 6 (1 point)

Saved

For the delegative style of decision making, the teamwork skills of the employees involved are not important.

Question 6 options:1) True2) False

Question 7 (1 point)

A recent meta-analysis showed that initiating structure and consideration are only weakly related, which supports the University of Michigan studies.

Question 7 options:1) True2) False

Question 8 (1 point)

Laissez-faire is an active and effective approach to leadership.

Question 8 options:1) True2) False

Question 9 (1 point)

According to Project GLOBE, transformational leadership is the second-most universally accepted approach to leadership. The most accepted approach is transactional leadership.

Question 9 options:1) True2) False

Question 10 (1 point)

Based on studies of identical twins, research suggests that there is a genetic component to charisma specifically and to transformational leadership more broadly.

Question 10 options:1) True2) False

Question 11 (1 point)

The leader-member exchange theory argues that:

Question 11 options:

1) 

new relationships between leaders and members are typically marked by a role taking phase.

2) 

most leaders can judge their performance by referring to the number of companies they have created.

3) 

leader traits holds more practical relevance than leader actions.

4) 

the correlations of the trait-leadership magnitude are strong.

5) 

organizations should limit leader-member exchanges to maximize organizational productivity.

Question 12 (1 point)

A leader’s _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

Question 12 options:

1) 

operational efficiency

2) 

day-to-day behavior

3) 

decision-making style

4) 

emergence style

5) 

operational style

Question 13 (1 point)

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee’s in her department.

Which of the following is the decision making style that Nicole is displaying?

Question 13 options:

1) 

Consultative

2) 

Autocratic

3) 

Delegative

4) 

Facilitative

5) 

Negotiative

Question 14 (1 point)

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee’s in her department.

Dolce is displaying the _____ decision-making style.

Question 14 options:

1) 

consultative

2) 

autocratic

3) 

delegative

4) 

facilitative

5) 

directive

Question 15 (1 point)

There has been extensive research into the time-driven model of leadership. The results include all of the following except:

Question 15 options:

1) 

managers overuse the autocratic style.

2) 

when managers use the recommendation of the model, decisions were rated as successful 68 percent of the time.

3) 

when managers do not use the model’s recommendations, their decisions are successful 22 percent of the time.

4) 

managers do not vary their decision-making style as much as the model suggests they should.

5) 

managers overuse the consultative style.

Question 16 (1 point)

According to research on the time-driven model of leadership, which leadership style seems to be overused by managers?

Question 16 options:

1) 

Autocratic

2) 

Consultative

3) 

Delegative

4) 

Facilitative

5) 

Negotiative

Question 17 (1 point)

_____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

Question 17 options:

1) 

Transformation

2) 

Delegating

3) 

Consideration

4) 

Participation

5) 

Initiating structure

Question 18 (1 point)

The Ohio State studies argued that initiating structure and consideration are _____, while the University of Michigan studies proposed them to be ______.

Question 18 options:

1) 

independent concepts; ends of a continuum

2) 

ends of a continuum; independent concepts

3) 

dependent concepts; independent concepts

4) 

correlated with leadership effectiveness; not correlated with leadership effectiveness

5) 

ends of a continuum; central points in a continuum

Question 19 (1 point)

Which of the following theories is also known as the situational model of leadership?

Question 19 options:

1) 

Ohio State studies

2) 

University of Michigan studies

3) 

Life cycle theory of leadership

4) 

Time-driven model of leadership

5) 

Herzberg’s two-factor theory

Question 20 (1 point)

The life cycle theory of leadership advocates that the optimal combination of leader behavior in the R4 stage is _____.

Question 20 options:

1) 

delegating

2) 

telling

3) 

selling

4) 

participating

5) 

negotiating

Question 21 (1 point)

Ben, Tom, Ron, and Harry are managers working at Eva Pure, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Ben’s group is able but unwilling, Tom’s unit is both able and willing, Ron’s is neither able nor willing, and Harry’s is not able but highly willing to take on the responsibilities.
Ron’s optimal behavior to deal with his group’s readiness should be characterized by _____ initiating structure and _____ consideration.

Question 21 options:

1) 

moderate; low

2) 

low; high

3) 

low; moderate

4) 

high; high

5) 

moderate; moderate

Question 22 (1 point)

Ben, Tom, Ron, and Harry are managers working at Eva Pure, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Ben’s group is able but unwilling, Tom’s unit is both able and willing, Ron’s is neither able nor willing, and Harry’s is not able but highly willing to take on the responsibilities.
Harry’s group is at the _____ readiness level.

Question 22 options:

1) 

R1

2) 

R2

3) 

R3

4) 

R4

5) 

R5

Question 23 (1 point)

Which of the following styles represents avoidance of leadership altogether?

Question 23 options:

1) 

Passive management-by-exception

2) 

Contingent reward transactional leadership

3) 

Laissez-faire leadership

4) 

Active management-by-exception

5) 

Transformational leadership

Question 24 (1 point)

In the case of _____, the leader avoids getting involved when important issues arise and the leader’s power goes unutilized.

Question 24 options:

1) 

passive management-by-exception

2) 

transactional leadership

3) 

laissez-faire leadership

4) 

active management-by-exception

5) 

transformational leadership

Question 25 (1 point)

John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his employees and then takes corrective action as necessary. Which of the following is John’s style of leadership?

Question 25 options:

1) 

Passive management-by-exception

2) 

Transactional leadership

3) 

Laissez-faire

4) 

Contingent reward

5) 

Transformational leadership

Question 26 (1 point)

Ben just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case?

Question 26 options:

1) 

Laissez-faire

2) 

Contingent reward

3) 

Passive management-by-exception

4) 

Active management-by-exception

5) 

Transformational

Question 27 (1 point)

According to the Project GLOBE study, transformational leadership is leastaccepted in:

Question 27 options:

1) 

Latin America

2) 

Sub-Saharan Africa

3) 

the Middle East

4) 

Southern Asia

5) 

Eastern Europe

Question 28 (1 point)

Over lunch, Daniel and Haley are discussing their managers. Daniel describes his boss as extremely motivating. Daniel feels much more psychologically empowered and more self-confident because of how his manager leads their team. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, Daniel trusts his manager’s emphasis on the future good that will come from their work. Daniel feels that working with his new manager has led to a much stronger emotional bond with the organization, much more engagement with the work, and an overall increase in his job satisfaction. Daniel’s boss can be described as a(n) ______ leader.

Question 28 options:

1) 

transformational

2) 

authentic

3) 

transactional

4) 

perceptive

5) 

Weberian

Question 29 (1 point)

_____ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Question 29 options:

1) 

Substitutes

2) 

Directive styles

3) 

Transactional styles

4) 

Neutralizers

5) 

Enhancers

Question 30 (1 point)

Which of the following reduces the importance of the leader with no beneficial impact on performance?

Question 30 options:

1) 

Substitutes

2) 

Transactions

3) 

Training programs

4) 

Neutralizers

5) 

Enhancers