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Leadership and Management Midtinerm

Which of the following is the most common element found in definitions of leadership?
Leadership is a formal position within an organization
Leadership is an influence process
Leadership is the ability to control others
Leadership is synonymous with management
Which of the following statements accurately reflects the role of definitions of leadership?
Definitions of leadership are unnecessary for research purposes
Definitions of leadership are important for designing and interpreting research
Definitions of leadership are only useful for theoretical discussions
Definitions of leadership vary greatly and are not reliable
What process is emphasized in the definition of leadership proposed by Yukl?
Individual decision making
Authoritarian rule
Facilitating collective efforts to accomplish shared objectives
Micro-management
Leadership effectiveness is best assessed:
Using only subjective criteria
Using only objective criteria
By a variety of subjective and objective criteria
By assessing the leader's personality traits
Most leadership theories emphasize:
Follower characteristics
Leader characteristics
Organizational structure
Teamwork
What aspect of leadership has been emphasized most often in leadership theories and research during the past half century?
Leader characteristics
Follower characteristics
Leadership behavior
Organizational structure
What level of leadership processes is emphasized in most theories of effective leadership?
Individual
Group
Dyadic
Organizational
A theory that identifies the essential behaviors for any type of leader is best classified as:
Situational
Contingency
Prescriptive and universal
Trait-based
A theory that emphasizes leader traits and skills as determinants of leadership behavior is best categorized at what level?
Individual
Group
Dyadic
Organizational
A theory that explains the most effective pattern of leadership behavior in a specified situation is best classified as:
Prescriptive
Situational
Contingency
Universal
A theory that describes how changes by top management in the structure and culture of an organization affect the behavior of employees is best described as a:
Dyadic theory
Multi-level theory
Trait-based theory
Situational theory
Most of the leadership theory and research has described:
Direct leadership
Indirect leadership
Laissez-faire leadership
Authoritarian leadership
A leadership theory that describes relationships among leader traits, behavior, influence processes, outcomes, and situational variables is best classified as:
Integrative
Situational
Trait-based
Contingency
Which is the least accurate statement about the outcomes of leadership actions?
Immediate and delayed outcomes are usually consistent with each other
Outcomes depend on the leader's behavior, the follower's behavior, and the situation
Outcomes may be positive or negative, short-term or long-term
Outcomes may be difficult to measure accurately
Which statement about leaders and managers is most accurate according to Yukl?
Leadership is not important for the success of most managers
Management and leadership are the same thing
Leadership is important for the success of most managers
Leadership is important only for top-level managers
Which was not found in most descriptive research on managerial activities?
Time spent on reflective activities such as planning
Time spent on networking and building relationships
Time spent on decision-making activities
Time spent on communication activities
The descriptive research found that a network of contacts and cooperative relationships is especially important to:
Implement change
Resist change
Make decisions
Allocate resources
Which was not found by most descriptive research on decision processes in organizations?
Decisions are often made in an orderly, rational manner
Decisions are often made in a heuristic, intuitive manner
Decisions are often made through bargaining and negotiation
Decisions are often made by one person without consultation
Planning in organizations is usually:
Formal and rigid
Informal and flexible
Done only by top-level managers
Done only by middle-level managers
Which type of managerial role usually requires the most time and attention?
Resource allocator
Disturbance handler
Negotiator
Figurehead
Which of the following was not a recommendation for managers with regard to role expectations?
Adjust their role expectations to meet those of others
Communicate their role expectations to others
Disregard inconsistent role expectations others have for them
Seek to reconcile inconsistent role expectations of others
According to Stewart, which of the following statements is not correct?
The work of a manager is characterized by variety, fragmentation, and brevity.
The demands and constraints of managerial work are essentially the same for most managerial jobs.
Managers work long hours.
Much of a manager's work is reactive.
In comparison to low-level managers, most top executives:
Have a shorter time perspective
Spend less time planning and coordinating
Spend less time in meetings
Have a longer time perspective
Managers in large units are most likely to:
Spend more time planning and coordinating
Spend more time on personal activities
Spend more time communicating with subordinates
Spend more time in meetings
In a crisis situation, effective leaders are likely to:
Act more decisive
Act more cautious
Delay making a decision until more information is available
Delegate decision-making to subordinates
The primary management function in the initial stage of the organizational life cycle is:
Controlling
Planning
Obtaining resources
Directing
The descriptive research shows that effective managers are likely to:
Stick to traditional methods and approaches
Be risk-averse and avoid experimenting with new ideas
Experiment with innovative ideas and approaches
Be reactive and wait for problems to arise before taking action
To improve problem-solving, it was recommended that managers should:
Focus solely on one problem at a time
Look for ways to solve related problems at the same time
Avoid seeking input from others
Only involve subordinates in the problem-solving process when necessary
Which of the following was not mentioned as a reason for changes in managerial work?
Advances in technology
Changes in the nature of work
Changes in human nature
Changes in the business environment
Which of the following was not a recommendation for effective time management?
Prioritize tasks and activities
Set clear goals and deadlines
Eliminate activities that require a lot of time
Minimize interruptions and distractions
Which of the following is not an example of clarifying behavior by a leader?
Asking the subordinate to set performance goals
Explaining expectations and standards
Providing feedback on performance
Providing instructions on how to carry out a task
Which of the following is not an example of supporting behavior?
Providing resources and support
Offering encouragement and emotional support
Clearly explaining what the subordinate is expected to do
Facilitating problem-solving and decision-making
Supportive leadership is most likely to result in what outcome for subordinates?
Stronger satisfaction with the leader
Increased turnover intention
Reduced job performance
Decreased motivation
Which of the following is least likely to be an outcome of leader supporting behavior?
Better time management for the leader
Increased job satisfaction for the subordinate
Increased commitment to the organization
Increased motivation
According to Blake and Mouton, effective leaders are most likely to have:
high concern for both the task and relationships
low concern for both the task and relationships
high concern for the task but low concern for relationships
high concern for relationships but low concern for the task
Which is not a method for developing behavior taxonomies?
distributive aggregation
critical incident technique
factor analysis
job analysis
Which of the following is not one of the three behavior meta-categories identified by Yukl?
task-oriented
relationship-oriented
change-oriented
process-oriented
Which of the following is not primarily a change-oriented behavior?
setting specific performance goals for subordinates
promoting innovation and creativity
challenging the status quo
advocating for major changes in the organization
Which type of behavior is least likely to occur with people outside the leader's work unit?
empowering
directive
supportive
participative
Which of the following was not recommended as a guideline for managers?
provide more direction to people with independent work roles
clarify performance expectations
provide feedback on performance
provide resources and support
Which of the following was not provided as a guideline for developing subordinates?
provide detailed instructions on how to carry out each assignment
assign challenging tasks
provide opportunities for growth and development
provide feedback on performance
Which of the following guidelines for recognizing was recommended?
actively look for effective behavior or contributions to recognize
recognize only exceptional performance
provide recognition only to high performers
provide recognition only to those who request it
Which of the following was provided as a guideline for monitoring?
rely on subjective impressions of performance
develop independent sources of information about the performance of the work unit
provide feedback only at annual performance reviews
monitor performance only for high performers
Which feature was not recommended as a guideline for setting performance goals?
set goals for every task and responsibility
make goals specific and measurable
make goals challenging but achievable
link goals to the organization's overall objectives
Which of the following was not recommended as a guideline for coaching?
provide detailed instructions on how to carry out each assignment
focus on strengths and development needs
provide constructive feedback on performance
encourage self-reflection and self-assessment
Which of the following was not a suggested guideline for action planning?
identify the best procedure for conducting each action step
assign responsibilities and timelines
identify potential obstacles and ways to overcome them
develop contingency plans
What is least likely to be a reason for resistance by employees to a proposal by top management to change the current strategy?
Fear of job loss
Resentment of external dependencies
Concern about lack of skills to adapt to new strategy
Disagreement with the proposed strategy
What is least likely to be the reason for resistance to major changes in job content and procedures by people who have been doing the job with moderate success for many years?
Concern about the high cost to the organization of making the changes
Fear of job loss
Concern about lack of skills to adapt to new job content and procedures
Comfort with current job content and procedures
Which of the following is part of Lewin's model of organizational change?
Restructuring
Refreezing
Reorganizing
Reengineering
What is the initial stage in the multi-stage model of reaction to change?
Resistance
Denial
Acceptance
Adaptation
What is a successful vision for an organization most likely to include?
Detailed action steps
Generic goals
A vivid image of what can be achieved and why it is worthwhile
A focus on short-term objectives
What is least desirable for a vision?
Clarity
Inspiration
Flexibility
Detailed action steps
Which of the following was not recommended when developing a vision for an organization?
Rely on your knowledge about organization members as the primary source of ideas for a vision
Involve a diverse group of stakeholders in the development of the vision
Use language that inspires and motivates
Ensure the vision is aligned with the organization's values and goals
Which is most likely to be effective for implementing major change?
Implementing the change all at once
Providing opportunities to experience early success in implementing change
Focusing on short-term goals only
Implementing the change without consulting employees
What is the recommended way to deal with someone in a key position who continues to resist change and is likely to sabotage it?
Provide more training and support to help them adapt to the change
Ignore their resistance and hope they will eventually come around
Find a qualified replacement who supports the change
Threaten them with disciplinary action if they do not comply
Which approach is least likely to be useful when trying to implement a major change in an organization?
Describing the changes as routine, incremental adjustments to avoid upsetting people
Communicating the reasons for the change and how it will benefit the organization
Involving employees in the planning and implementation of the change
Providing support and resources to help employees adapt to the change
Which of the following was not recommended to facilitate acceptance and successful implementation of a major change?
Convince people that the change is necessary for survival
Provide opportunities to experience early success in implementing change
Involve employees in planning and implementing the change
Convince people that the change can be made without any difficulties or inconvenience for them
What is the best way to describe the essential processes in learning organizations?
Exploration, exploitation, and adoption of new knowledge
Acquisition, diffusion, and application of new knowledge
Creativity, innovation, and implementation of new ideas
Experimentation, analysis, and optimization of new approaches
What term used to describe the process of learning how to make incremental improvements in existing products, services, or processes?
Exploration
Innovation
Exploitation
Experimentation
Which of the following is most useful approach for developing a learning organization?
Encourage systems thinking by all managers in the organization
Create a culture of fear and punishment for mistakes
Encourage conformity and discourage dissent
Use top-down control to enforce compliance with standards
Which leadership action is least likely to increase flexibility and innovation in an organization?
Encourage experimentation and risk-taking
Ensure that employees understand the formal policies
Reward and recognize creativity and innovation
Provide resources and support for new ideas
The type of organization culture most likely to facilitate long-term performance in a turbulent environment would emphasize:
The need for stability and predictability
The need for hierarchy and centralization
The need for flexibility and continuous learning
The need for conformity and tradition
The decision procedure that provides a subordinate the most influence is:
Autocratic
Consultative
Group
Delegation
Which decision of the following procedures gives a leader the most control over the final decision?
Delegation
Consultation with some individuals in the group
Joint decision with the group
Autocratic decision
In the Vroom-Yetton model of decision participation, the rules for identifying appropriate decision procedures are designed to protect:
The leader's authority and control over the decision
The interests of the subordinates involved in the decision
The quality of the decision and subordinate acceptance of it
The efficiency of the decision-making process
According to the Vroom-Yetton model, the leader should not use an autocratic decision procedure when:
The decision is trivial and routine
The decision is important and subordinates have relevant information
The leader is the most knowledgeable person about the decision
The leader wants to minimize subordinates' involvement in the decision
Which of the following is the least important reason for delegating tasks to subordinates?
to ensure subordinates have enough work to do
to develop subordinates' skills
to free up the manager's time for other tasks
to increase subordinates' job satisfaction
Substantial delegation is most likely to occur when:
the manager is confident and secure
the manager is overloaded with tasks
the manager is new to the organization
the manager has a high need for control
Decisions about what tasks to delegate to a subordinate are most likely to be influenced by:
how competent and trustworthy the subordinate is
the subordinate's seniority in the organization
the subordinate's gender
the subordinate's job title
Which of the following actions does not represent a significant form of delegation?
assigning a larger number of routine tasks
granting decision-making authority to subordinates
transferring responsibility for a project to a subordinate
giving subordinates the authority to hire and fire employees
Which of the following is not likely to be a benefit from using delegation?
increased efficiency and productivity
improved employee morale and motivation
less responsibility for an overloaded manager
increased opportunities for subordinates to develop new skills
Which of the following is not a guideline for effective delegation?
delegate tasks that are appropriate for the subordinate's level of skill and experience
provide clear instructions and expectations for the task
delegate high priority tasks that are urgent
provide feedback and support to the subordinate throughout the task
Which of the following was not a recommended guideline for effective delegation?
tell the subordinate to report any problems immediately
delegate the entire task, not just parts of it
delegate the authority necessary to complete the task
delegate tasks that will provide a challenge for the subordinate
A manager should not delegate tasks that are:
symbolically important
routine and repetitive
low-priority
unfamiliar to the manager
Which of the following was not recommended as a guideline for participative leadership?
identify the best ideas and quickly dismiss any that have weaknesses
encourage subordinates to participate in decision-making
provide feedback and recognition for participation
involve subordinates in implementing decisions
Which of the following is a guideline for encouraging participation by subordinates in a meeting to discuss a proposed change by a manager?
present the proposal as tentative and encourage subordinates to improve it
emphasize the manager's authority to make the final decision
discourage open discussion and encourage private feedback
assign specific roles and responsibilities to each participant
What is the best way to summarize the findings in research on participative leadership?
participative leadership is always more effective than autocratic leadership
participative leadership is always less effective than autocratic leadership
the effectiveness of participative leadership depends on the situation
there is no evidence to support the effectiveness of participative leadership
Which of the following characteristics of the job or organization is most likely to be a facilitating condition for the effectiveness of empowerment?
Frequent turnover of customers
Infrequent transactions with customers
Repeated transactions in a continuing relationship with customers
Limited autonomy for employees in decision-making
What is the most important motive for predicting who will seek leadership positions?
achievement
power
affiliation
job security
According to research, which pattern of traits is best for managers in organizations, from strongest to weakest?
achievement, affiliation, power
affiliation, power, achievement
power, achievement, affiliation
power, affiliation, achievement
Effective managers are least likely to have a high need for which trait?
achievement
power
affiliation
creativity
What is the most accurate conclusion about power motivation of managers?
Managers with a personalized power orientation are more likely to be effective than managers with a socialized power orientation
Managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation
Power motivation is not a significant predictor of managerial effectiveness
All managers have the same level of power motivation
Which type of leader is more likely to empower subordinates?
A leader with a personalized power orientation
A leader with a socialized power orientation
A leader with a high need for achievement
A leader with a high need for affiliation
Which trait is a very narcissistic leader most likely to become preoccupied with?
Self-confidence
Emotional stability
Power and prestige
Social perceptiveness
Effective leaders are least likely to have a high score on which "big five" trait?
Openness
Conscientiousness
Extraversion
Neuroticism
For a leader, is it better to have a moderately high level or a very high level of self-confidence?
Moderately high level
Very high level
It doesn't matter
None of the above
According to research at CCL, which type of managers who derailed in their careers had more interpersonal skill compared to those who continued to be successful?
Managers who derailed
Managers who continued to be successful
Both types of managers had the same level of interpersonal skill
Interpersonal skill was not a significant predictor of managerial success or failure
Social perceptiveness and behavioral flexibility are key components of which type of intelligence?
Emotional intelligence
Social intelligence
Cognitive intelligence
None of the above
According to research, how are CEO skills related to organization performance?
The most important skills are technical skills
The most important skills depend on several aspects of the situation
The most important skills are interpersonal skills
The most important skills are cognitive skills
In comparison to low-level supervisors, what do top executives usually need more of?
Technical skills
Interpersonal skills
Conceptual skills
All of the above
Which statement about technical skills is most accurate?
They are most important for higher level managers
They are most important for middle level managers
They are most important for lower level managers
Technical skills are not important for managers
Which of the following was not presented as a guideline for career planning?
Develop strengths and minimize weaknesses
Seek out opportunities for growth and development
Display strengths and hide weaknesses to build an image of superior competence
Network with others in the field
According to Path-goal Theory, what is the primary explanatory process of leadership?
The influence of subordinate behavior on leader expectations
The influence of leader behavior on subordinate expectations
The influence of situational variables on leader behavior
The influence of situational variables on subordinate behavior
According to Path-goal Theory, when is supportive leadership most effective in contributing to subordinate satisfaction and motivation?
When the task is easy and low stress
When the task is complex and challenging
When the task is tedious and stressful
When the task is urgent and time-sensitive
According to Path-Goal Theory, when is directive leadership most effective?
When work roles are well-defined
When work roles are ambiguous
When subordinates are highly motivated
When subordinates have high levels of autonomy
According to Kerr and Jermier, when is leadership least important?
When there are many substitutes and few neutralizers
When there are few substitutes and many neutralizers
When there are few substitutes and few neutralizers
When there are many substitutes and many neutralizers
According to Leader Substitutes Theory, when is hierarchical leadership less important?
When there are many substitutes present in the situation
When there are few substitutes present in the situation
When there are many neutralizers present in the situation
When there are few neutralizers present in the situation
According to Cognitive Resources Theory, when is there less likely to be a relation between intelligence and leader effectiveness?
When there is a low level of interpersonal stress
When there is a high level of interpersonal stress
When there is a low level of task complexity
When there is a high level of task complexity
According to Cognitive Resource Theory, what is the best predictor of leader success when there is high interpersonal stress?
Leader intelligence
Leader experience
Leader charisma
Leader communication skills
According to LPC theory, when will a leader with a high LPC score perform best?
When the situation is very favorable
When the situation is very unfavorable
When the situation is moderately favorable
When the situation is ambiguous
What is the major situational variable in Hersey and Blanchard's leadership theory?
Leader behavior
Subordinate motivation
Subordinate maturity
Task complexity
According to the Multiple Linkage Model, what does short-term group effectiveness depend primarily on?
The leader's ability to make the situation more favorable
The leader's ability to correct any deficiencies in intervening variables
The leader's ability to match leadership style to the situation
The leader's ability to communicate effectively with subordinates
Which influence tactic is used most frequently in organizations?
Rational persuasion
Pressure
Coalition
Consultation
Which tactic is more likely to be used in a follow-up influence attempt than in an initial influence attempt?
Rational persuasion
Pressure
Coalition
Consultation
Which influence tactic is used more often in attempts to influence superiors than in attempts to influence subordinates?
Rational persuasion
Pressure
Coalition
Consultation
Which influence tactic is most likely to result in target commitment?
Rational persuasion
Pressure
Coalition
Consultation
Which influence tactic is least likely to result in target commitment?
Rational persuasion
Pressure
Coalition
Exchange
Which influence tactic is most dependent on the agent's reward power?
Rational persuasion
Pressure
Coalition
Exchange
Strong expert power is most likely to enhance the effectiveness of which tactic?
Rational persuasion
Pressure
Coalition
Consultation
The research on LMX shows that effective leaders:
Have high quality exchange relationships with most subordinates
Use rational persuasion as their primary influence tactic
Have high reward power
Use coercive power frequently
When there is a high LMX relationship, the leader is more likely to:
Use rational persuasion as their primary influence tactic
Understand the subordinate's problems and needs
Use coercive power frequently
Have low referent power
Which was not found in the research on leader-member exchange?
The LMX relationship with a subordinate continued to improve each year
Leaders had more positive attitudes toward high LMX subordinates
High LMX relationships were related to higher job satisfaction and organizational commitment
High LMX relationships were related to higher performance ratings
A special exchange relationship with some subordinates is least likely to occur when:
The leader has high legitimate power
The leader has low referent power
The leader has high reward power
The leader has an unfavorable relationship with superiors
Which of the following is the best explanation for so many different definitions of leadership?
Lack of interest in researching leadership
Inability of researchers to agree on a definition
Disagreement about what should be included in the definition
Lack of importance of leadership in organizations
In the Multiple Linkage Model, long-term group effectiveness depends primarily on:
the leader's ability to motivate subordinates
the leader's ability to make the situation more favorable
the leader's expertise and experience
the leader's communication skills
Which contingency theory uses specific leadership behaviors rather than broad meta-categories?
Path-Goal Theory
Hersey and Blanchard's Situational Leadership Theory
Vroom and Yetton's Normative Decision Model
Multiple Linkage Model
Which of the following was not a suggested guideline for adaptive leadership?
provide more direction to people with independent work roles
maintain a high level of situational awareness
recognize and respond to changes in the environment
balance the needs of the task, team, and individual
Which of the following was a suggested guideline for adaptive leadership?
provide more direction to people with independent work roles
focus on broad categories of leadership behaviors
emphasize the use of expert power in all situations
maintain a high level of situational awareness
Which of the following actions by a manager is least useful for improving coordination with other departments in the organization?
provide more direction of work unit activities
establish regular communication channels with other departments
clarify the goals and objectives of the work unit
establish common performance measures with other departments
Which of the following was not identified as a weakness of most contingency theories of effective leadership?
over-reliance on a single situational variable
over-emphasis on joint effects of situational variables
inadequate consideration of follower characteristics
lack of empirical support
What kind of power is dependent upon friendship and trust?
expert power
referent power
legitimate power
reward power
Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates?
expert and reward power
referent and legitimate power
coercive and reward power
expert and referent power
Control over access to information is a source of power over:
peers only
superiors only
subordinates only
peers, superiors, and subordinates
Referent power is most likely to result in which type of influence process?
personal identification
coercion
rational persuasion
exchange
Which of the following is not an example of resistance to an influence attempt?
carry out the request with only the minimum necessary effort
openly challenge the request
sabotage the request
enthusiastically support the request
Use of legitimate power by leaders is most likely to result in which outcome?
resistance
compliance
commitment
avoidance
The status and influence accorded an emergent leader depends primarily on:
the leader's formal position within the organization
the leader's control over resources
the leader's demonstrated competence and loyalty
the leader's ability to use coercive power effectively
Which statement about institutionalization in organizations is most accurate?
it describes how power is used to enhance or protect that power
it refers to the process of socializing new employees into the organization's culture and norms
it describes the degree to which an organization has established policies, procedures, and routines
it refers to the process of delegating power and authority to lower levels of the organization
Explaining why a proposed activity would be good for the target person is an example of which tactic?
rational persuasion
inspirational appeal
consultation
apprising
Which of the following statements best describes the conclusion about the traits of managers?
Some traits are universally important for managerial effectiveness.
All traits are equally important for managerial effectiveness.
Only a few specific traits are important for managerial effectiveness.
Some traits improve the chance of being effective, but their relative importance depends on the situation.
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