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Fundamentals of Organizational Behaviour 5Th CANADIAN Ed by Langton – Test Bank

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  • ISBN-10 ‏ : ‎ 013420493X
  • ISBN-13 ‏ : ‎ 978-0134204932

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SKU:tb1001725

Fundamentals of Organizational Behaviour 5Th CANADIAN Ed by Langton – Test Bank

Fundamentals of Organizational Behaviour, Fifth Canadian Edition

Chapter 8 Leadership

1) Leaders ________ the vision, while managers ________ the vision. a. internalize; support b. standardize; administrate c. administer; create d. create; administer e. manage; supervise Answer: d Diff: 1 Type: MC Skill: Recall Objective: 8-1 What is the difference between a manager and a leader? 2) Terry is considered to be a “born leader.” He has been the captain of every sports team that he has ever been on. This supports which of the following theories? a. behavioural theories b. trait theories c. Situational Leadership d. Fiedler’s contingency model e. Theory X Answer: b Diff: 3 Type: MC Skill: Applied Objective: 8-1 What is the difference between a manager and a leader? 3) Managers rely on control strategies to get things done, whereas leaders ________ followers to internalize values. a. task b. persuade c. empower d. reward e. require Answer: c Diff: 2 Type: MC Skill: Recall Objective: 8-1 What is the difference between a manager and a leader? 4) Leadership research indicates that trait theories a. fail to clarify the relative importance of various traits. b. closely follow the needs of followers. c. are the most accurate of leadership theories. d. consistently and strongly predict leadership success. e. have not been able to isolate leadership traits that will predict leadership capabilities. Answer: d Diff: 3 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 5) Studies support the ________ trait as being the most important trait for effectiveness as a leader. a. extraversion b. emotional stability c. agreeableness d. conscientiousness e. openness to experience Answer: a Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 6) One of the conclusions that can be drawn from the research on leadership is that ________ predict leadership emergence better than they predict leadership effectiveness. a. behaviours b. intelligence c. emotions d. traits e. outcomes Answer: d Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 7) If the trait theory of leadership is valid, then it can be said that leaders are a. goal-oriented. b. born. c. relationship-oriented. d. employee-oriented. e. trainable. Answer: b Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 8) Emotional intelligence (EI) is ______________ for effective leadership. a. incidental b. not necessary c. critical d. predictable e. empowering Answer: c Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 9) There is fairly consistent evidence that leadership is related to a. agreeableness. b. extraversion. c. training. d. emotional intelligence. e. conservatism. Answer: d Diff: 1 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 10) Studies of leadership behaviour conducted at Ohio State University identified the ________ and ________ dimensions of leader behaviour. a. achievement orientation; participation b. middle-of-the-road; conservatism c. consideration; initiating structure d. laissez-faire; country club e. team; authoritative Answer: c Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 11) If trait theories of leadership were correct, we would ________, whereas if behavioural studies were correct, we would ________. a. teach people certain traits; teach people certain behaviours b. select the right person for the job based on their traits; train people to become leaders c. change jobs to suit people; change people to suit jobs d. recruit and hire only women; recruit and hire either men or women e. teach people managerial principles; recruit and select the right person for the job Answer: b Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 12) Ann is a leader who is strong on the initiating structure dimension of leadership. According to the Ohio State studies, this means she a. ensures the mutual trust of team members. b. shows respect for employees’ ideas and solutions put forth by team members. c. structures the roles of employees and the leader. d. is concerned with the structural hierarchy of jobs and the employees’ acceptance of such. e. is concerned with the structure of the teams and accepting individual differences among team members. Answer: c Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 13) According to the Ohio State studies, the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment is called a. structured leadership. b. production-oriented leadership. c. the initiating structure dimension of leadership. d. the employee-orientation dimension of leadership. e. the considerate dimension of leadership. Answer: c Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 14) Leaders who emphasize interpersonal relations are described in the University of Michigan studies as a. employee-oriented. b. initiating consideration. c. country club leaders. d. relationship-oriented. e. team-oriented leaders. Answer: a Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 15) The University of Michigan studies identified the ________ and ________ dimensions of leadership. a. considerate; initiating structure b. employee-oriented; initiating consideration c. production-oriented; relationship-oriented d. employee-oriented; production-oriented e. production-oriented; considerate Answer: d Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 16) The University of Michigan studies defines a(n) ________ leader as someone who takes personal interest in the needs of his or her subordinates. a. considerate b. empowering c. employee-oriented d. team e. behavioural Answer: c Diff: 1 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 17) John Kotter of the Harvard Business School argues that a. managers have poorer communication skills than leaders. b. employees tend to like managers more than they like leaders. c. managers are less honest in dealings with employees than leader. d. managers promote stability and leaders press for change. e. managers user more coercive power than leaders. Answer: d Diff: 2 Type: MC Skill: Recall Objective: 8-1 what is the difference between a manager and a leader? 18) Leadership study focuses on two tasks: a. creating an organization and taking care of employees. b. getting day-to-day things done and inspiring others. c. marketing products and services and making profits. d. developing policies and procedures and making profits. e. taking care of employees and making profits. Answer: b Diff: 2 Type: MC Skill: Recall Objective: 8-1 What is the difference between a manager and a leader? 19) Chloe is a project leader in a newly founded company. The CEO is working out the long-term plans and has asked Chloe to communicate work expectations to members of her team. The CEO is ____________; and Chloe is ______________. a. showing care for employees; performing her job as required. b. creating a vision and mandate for the company; engaging in standard practices. c. focusing on finding more customers; planning the task execution. d. developing policies; developing procedures. e. using legitimate power; showing compliance and commitment. Answer: b Diff: 3 Type: MC Skill: Applied Objective: 8-1 What is the difference between a manager and a leader? 20) Before a new department head was replaced, staff members indicated that they wanted a leader who would focus on minimizing employee concerns while focusing on increasing the efficiency of operations. Based on behavioural theories, they want the new leader to display ________ leadership. a. coercive b. production-oriented c. initiating-structure d. empowering e. team Answer: b Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 21) SCENARIO 8-1 Bill manages a group of sales people using the Situational Leadership model. His newest sales representative, Andrea, is willing and eager to sell, but she is inexperienced and doesn’t really know what she is supposed to do. Another new sales representative, Jack, has sales experience. He is excited about this new opportunity, is very familiar with the product line, and knows the sales territory fairly well. As one of Bill’s experienced long-time sales representatives, Carol knows the product line very well, but personal matters are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to hire the boss’s son a few weeks ago. The young man doesn’t have any experience and isn’t interested in either the products or sales. He is there just to collect his pay and socialize with other employees. Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational Leadership theory, Bill’s leadership style with Andrea should bea. selling. b. telling. c. participating. d. delegating. e. managing. Answer: b Diff: 2 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 22) SCENARIO 8-1 Bill manages a group of sales people using the Situational Leadership model. His newest sales representative, Andrea, is willing and eager to sell, but she is inexperienced and doesn’t really know what she is supposed to do. Another new sales representative, Jack, has sales experience. He is excited about this new opportunity, is very familiar with the product line, and knows the sales territory fairly well. As one of Bill’s experienced long-time sales representatives, Carol knows the product line very well, but personal matters are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to hire the boss’s son a few weeks ago. The young man doesn’t have any experience and isn’t interested in either the products or sales. He is there just to collect his pay and socialize with other employees. Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational Leadership theory, Bill’s leadership style with Jack should bea. delegating. b. selling. c. telling. d. participating. e. managing. Answer: a Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 23) SCENARIO 8-1 Bill manages a group of sales people using the Situational Leadership model. His newest sales representative, Andrea, is willing and eager to sell, but she is inexperienced and doesn’t really know what she is supposed to do. Another new sales representative, Jack, has sales experience. He is excited about this new opportunity, is very familiar with the product line, and knows the sales territory fairly well. As one of Bill’s experienced long-time sales representatives, Carol knows the product line very well, but personal matters are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to hire the boss’s son a few weeks ago. The young man doesn’t have any experience and isn’t interested in either the products or sales. He is there just to collect his pay and socialize with other employees. Referring to SCENARIO 8-1, according to Hersey and Blanchard’s Situational Leadership theory, Bill’s leadership style with Carol should bea. telling. b. delegating. c. filtering. d. participating. e. selling. Answer: d Diff: 3 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 24) SCENARIO 8-1 Bill manages a group of sales people using the Situational Leadership model. His newest sales representative, Andrea, is willing and eager to sell, but she is inexperienced and doesn’t really know what she is supposed to do. Another new sales representative, Jack, has sales experience. He is excited about this new opportunity, is very familiar with the product line, and knows the sales territory fairly well. As one of Bill’s experienced long-time sales representatives, Carol knows the product line very well, but personal matters are weighing heavily on her and negatively affecting her work. Unfortunately, Bill had to hire the boss’s son a few weeks ago. The young man doesn’t have any experience and isn’t interested in either the products or sales. He is there just to collect his pay and socialize with other employees. Referring to SCENARIO 8-1, unfortunately Bill can’t fire the boss’s son, so according to Hersey and Blanchard’s Situational Leadership theory, Bill’s leadership style with the young man should bea. telling. b. managing. c. participating. d. delegating. e. selling. Answer: e Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 25) Using the Fiedler contingency model, a leader who uses ________ influences variables such as hiring, firing, and promotions. a. position power b. empathy c. consideration d. employee orientation e. company policy Answer: a Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 26) According to the Fiedler contingency model, a leader who focuses on procedures is using the contingency dimension of a. position power. b. relationship building. c. task structure. d. production orientation. e. consideration. Answer: c Diff: 1 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 27) Predicting leadership success is complex and should take into consideration the a. personality of the leader. b. ability to create a vision for the company. c. situational factors. d. specific behaviours of leaders. e. characteristics of the organization. Answer: c Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 28) Situational or contingency theories of leadership consider a. the leader’s ability to empower people. b. the leader’s legitimate power position. c. the quality of leader-member relations. d. the leader’s personality characteristics. e. the leader’s day to day management skills. Answer: c Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 29) ________ is a contingency dimension included in Fiedler’s contingency model of leadership. a. Leader participation b. Position power c. The servant leader focus d. The skills of the followers e. A futuristic focus Answer: b Diff: 2 Type: MC Skill: Recall Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 30) Taylor always seems to perform best in situations where she is in complete control. According to Fiedler’s contingency model of leadership, she is a ________ leader. a. relationship-oriented b. production-oriented c. employee-oriented d. team-building e. task-oriented Answer: e Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 31) The path-goal theory of leadership proposes two types of contingency variables, one of which is a. the personality or the leader. b. a choice between production orientation and employee orientation. c. the environmental variables that are outside the control of the employee. d. that there is less control by managers. e. that goals should be different for managers and employees. Answer: c Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads? 32) Freida is a problem employee; she is able to do her job, but on many days is unwilling to do so in the competent manner she is capable of. Based on Hersey and Blanchard’s Situational Leadership theory, Freida’s manager should use a ________ style of leadership to improve Freida’s attitude and increase her motivation. a. participative b. authoritative c. telling d. selling e. delegating Answer: a Diff: 3 Type: MC Skill: Applied Objective: 8-2 Are there specific traits, behaviours, and situations that affect how one leads?

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