Topics: Leadership, Situational leadership theory, Management Pages: 37 (8219 words) Published: July 27, 2011
Chapter 17 Leadership



1.Managers and leaders are the same.
(False; easy; p. 488)

2.Ideally, all managers should be leaders.
(True; easy; p. 488)


3.Despite the best efforts of researchers, it proved impossible to identify one set of traits that would always differentiate leaders from nonleaders. (True; moderate; p. 489)

4.Effective leaders do not need a high degree of knowledge about the company, industry, and technical matters. (False; easy; p. 489)

5.Cognitive theories are leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders. (False; easy; p. 490)

6.According to the University of Michigan studies, leaders who are production oriented are described as emphasizing interpersonal relationships and as taking a personal interest in the needs of their followers. (False; easy; p. 492)

7.The managerial grid only provides a framework for conceptualizing leadership style. (True; moderate; p. 493)


8.Fiedler’s contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates. (False; moderate; p. 493)

9.The least-preferred coworker questionnaire measures whether a person is task or relationship oriented. (True; easy; p. 493)

10.According to Fiedler’s research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable. (True; difficult; p. 495)

11.According to Fiedler’s research, relationship-oriented leaders seemed to perform better in very unfavorable situations. (False; moderate; p. 495)

12.Vroom and Yetton’s leader participation model related leadership behavior and participation to decision making. (True; moderate; p. 497)

13.Robert House’s path-goal theory is an expectancy theory of motivation. (False; moderate; p. 498)

14.Robert House’s achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. (True; easy; p. 499)

15.Robert House assumed that leadership style changes depending on the situation. (True; moderate; p. 499)

16.Path-goal theory holds that subordinates with an external locus of control will be more satisfied with a directive style. (True; moderate; p. 500)


17.Transactional and transformational leadership are opposing approaches to getting things done. (False; moderate; p. 500)

18.Charisma is the ability to create and articulate a realistic, credible, attractive vision of the future for any organization or organizational unit that grows out of and improves on the present. (False; moderate; p. 501)

19.A charismatic leader is likely seen as being self-confident and influential. (True; easy; p. 501)

20.People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction. (False; moderate; p. 501)

21.Charismatic leadership may not always be needed to achieve high levels of employee performance. (True; easy; p. 501)

22.The key properties of a vision seem to be inspirational possibilities that are value centered, are realizable, have superior imagery, and are well articulated. (True; difficult; p. 502)

23.One specific role of team leadership is that team leaders are troubleshooters. (True; easy; p. 503)

24.When team leaders assume the role of troubleshooter, they clarify expectations and roles, teach, and offer support. (False; moderate; p. 503)


25.Legitimate power and authority are one in the same.
(True; moderate; p. 504)

26.Credibility is the degree to which followers perceive someone as honest, competent, and able to inspire. (True; moderate; p. 506)

27.Trust is the belief in the integrity, character, and ability...
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