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CHAPTER 9: LEADERSHIPMultiple Choice Questions

1. Which of the following is NOT true regarding leadership?a. Leadership is a process of influence.b. Leadership can occur anywhere in an organization.c. Leadership is important to organizations and to society at large. d. Leadership is a set of behaviors limited to CEOs and upper management.

2. Which of the following is NOT an example of leadership? a. A sales representative actively promotes a new product and convinces others on

his team of its worth.b. A customer service manager takes it upon herself to see that her team makes

follow-up calls to all clients.c. A vice-president of sales compromises the ethical principles of the company to

land a multi-million dollar account. d. A maintenance worker shows new hires the best way to maintain the metering and

communications systems for which they are responsible.

3. _____ is an interpersonal process that involves attempts to influence other people in obtaining organizational goals. a. Organizational leadership b. Charismatic leadershipc. Path-goal leadershipd. Situational leadership

4. For which of the following statements is there the most general agreement?a. Leadership is an influence process.b. Leadership is limited to the influence used by designated leaders.c. Leadership must be exercised for the specific attainment of organizational goals.d. Leadership can exist only if the compliance of others is voluntary.

5. Which of the following statements regarding leadership is correct?a. Leadership is expected from all employees. b. Only those who manage others can demonstrate leadership.c. Anyone can exhibit acts of leadership behavior in an organization.d. Leading and managing require the same skills.

6. The results from the GLOBE project show that leader attributes, such as _____, are viewed as positive across all cultures.a. caution and ambitionb. aggression and egocentrismc. trustworthiness and decisiveness

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d. individualism and class consciousness

7. Within the context of leadership, what does the word “paternalism” mean?a. the typical style of leadership found in the United Statesb. the ability of one group member to negatively influence another group memberc. a manager’s inability to motivate an employee with more seniority than himselfd. a leader’s ability to take care of a subordinate in return for responsible behavior

and performance

8. Which of the following are essential cultural features of leadership in Southeast Asia?a. individualism and achievementb. order, compliance, and harmonyc. egocentrism and ruthless behaviord. equality, opportunity, and fairness

9. An emphasis on _____ is NOT an element of the style of leadership in Central and South America.a. paternalismb. collective valuesc. individual valuesd. none of the above

10. Because of _____, the need for effective leadership has become a worldwide phenomenon. a. expanding industrializationb. the use of English as a common language in global businessc. the proliferation of information technology d. uniformity of culture and traditions around the world

11. _____ is based on a manager’s rank in an organization; _____ is based on a person’s individual characteristics. a. Position power; personal powerb. Organizational authority; charismac. Locus of leadership; sphere of influenced. Social intelligence; emotional intelligence

12. Jim’s power in his job is granted to him by his employer through a formal job position. What sort of power does Jim have in this case?


a. expertb. legitimatec. referentd. reward

13. What sort of power is based on a person’s authority to administer punishments?a. coerciveb. legitimatec. referentd. reward

14. Which of the following does NOT significantly limit the scope of a manager’s legitimate power?a. highly educated subordinatesb. changing societal norms about what is “legitimate” authorityc. subordinates’ perceptions that a leader’s credentials are inauthenticd. the extent of the manager’s expert power

15. A manager awards an end-of-year bonus to several team members, without clearly identifying beforehand the criteria upon which the bonus would be based. A team member who did not receive a bonus withholds information crucial to the team’s project. In this case, the manager misused _____ power, and the associate retaliated by using ______ power.a. coercive; expertb. legitimate; referentc. referent; expertd. reward; coercive

16. _____ is based on a person’s authority to dispense differing amounts of highly valued rewards to different peoplea. Reward power b. Coercive powerc. Expert power d. Legitimate power

17. _____ is based on specialized knowledge not readily available to many people.a. Personal power b. Expert powerc. Referent power


d. Legitimate power

18. If a manager comes in early, stays late, and takes shorter breaks, her subordinates may model themselves on her behavior. If so, the manager has most likely used _____ to change work habits.a. legitimate powerb. referent powerc. coercive powerd. reward power

19. The problem with _____ is that it is not obvious how such power can be developed easily or deliberately.a. expert powerb. legitimate powerc. referent powerd. traditional power

20. A supervisor lacks initiative in developing new programs. She is also a poor communicator who does little to inspire subordinates. This supervisor lacks _____. a. legitimate powerb. position powerc. personal powerd. coercive power

21. According to “A Manager’s Challenge,” Thomas J. Szkutak exerted both _____ power and _____ power at Amazon.com.a. expert; coerciveb. coercive; rewardc. expert; referentd. expert; legitimate

22. If the head of Department A uses factual evidence to show the head of Department B that a certain proposal is feasible, what influence tactic is the head of Department A using?a. personal appealsb. rational persuasionc. coalition tacticsd. legitimating tactics


23. If the Vice-President of Marketing asks the Vice-President of Engineering, out of friendship, to support a proposal that will be presented to the CEO, what type of influence tactic is being used? a. networkingb. ingratiationc. personal appealsd. professional courtesy

24. A multinational corporation outsources all of its manufacturing to small plants in various developing nations. After several informal conversations, one of the plant managers sends a formal letter to the corporate CEO requesting wage hikes in all of the outsource plants. Although the letter is signed by all of the outsource plant managers, the CEO declines to consider the proposal because it is inconsistent with corporate policy to bargain with manufacturers. In this case, the plant managers use _____ tactics, and the CEO responds with _____ tactics.a. coalition; legitimating b. coalition; pressurec. rational persuasion; consultationd. pressure; rational persuasion

25. When a manager uses _____ to influence others, he or she appeals to values and ideals or seeks to arouse emotions to gain commitment for his or her request or proposal. a. legitimization b. personal appealsc. inspirational appealsd. coalition tactics

26. Which of the following is least important if empowerment is to take place?a. Managers must delegate formal authority to make specified decisions.b. Managers must not rescind the shared power at the first sign of trouble.c. Managers must provide training for the newly-empowered workers.d. Managers must declare that those below them have more power.

27. What is the term used for the intersection of a leader, followers, and a situation?a. nexus of powerb. locus of leadershipc. leader-member exchanged. transactional leadership model


28. Which of the following has NOT been identified as a trait that is most likely to predict effective leadership?a. egocentrism b. self-confidencec. emotional maturityd. motivation to lead

29. Which of the following statements regarding leadership traits is true?a. Specific traits invariably determine leadership effectiveness.b. Specific traits increase the likelihood of effective leadership.c. Proving that personal traits are inherited is relatively simple.d. Drive and self-confidence are not likely to indicate effective leadership.

30. A _____ is someone who has influence over others based on the inspirational qualities of the individual rather than on that person’s formal power or position.a. natural-born leaderb. charismatic leaderc. transactional leaderd. transformational leader

31. Which of the following statements about charisma is true?a. Charismatic leaders are introverted.b. All successful managers are charismatic. c. Charisma can be acquired by asking for it or demanding it.d. Charismatic behavior can be developed by persons in leadership positions.

32. Which of the following is a component of social intelligence?a. empathyb. motivationc. self-awarenessd. behavioral flexibility

33. As a person moves up in the organization, the relative importance of _____ skills decreases, and the importance of _____ skills becomes increasingly critical.a. interpersonal; technicalb. technical; interpersonalc. technical; conceptuald. conceptual; technical


34. _____ involves an awareness of others’ feelings, and a sensitivity to one’s own emotions and the ability to control them.a. Social intelligenceb. Cognitive intelligencec. Emotional intelligence d. Extra sensory perception

35. All of the following EXCEPT _____ are examples of task behaviors.a. planning assignmentsb. scheduling workc. setting standards of performanced. showing trust and confidence in subordinates

36. Managers who not only trust and support their subordinates but also recognize their accomplishments would rate high in _____.a. charisma b. task behaviorsc. people behaviorsd. initiating structure behaviors

37. Blake and Mouton’s Managerial Grid focuses specifically on a leader’s _____.a. emotional intelligenceb. social intelligencec. awareness of followers and situationsd. orientation to tasks and orientation to people

38. According to your textbook, transactional leaders_____.a. articulate a vision that will inspire their followersb. motivate followers to work for the good of the organizationc. inspire followers to strive for higher levels of morality and motivationd. motivate followers’ self-interests by exchanging rewards for their compliance

39. Whereas instances of _____ leadership are rare, _____ leadership behavior is assumed to be potentially possible almost anywhere throughout the organization. a. transactional; transformationalb. charismatic; transformationalc. transformational; charismaticd. transformational; transactional


40. According to the leader-member exchange (LMX) theory of leadership, leaders and followers exert limited amounts of reciprocal influence during _____.a. the acquaintance stageb. the relationship stagec. the maturity staged. the stranger stage

41. The _____ states that different types of appropriate leadership are “contingent” on the followers’ readiness to learn new tasks. a. path-goal theoryb. situational leadership modelc. leader-member exchange theoryd. leadership contingency theory

42. All of the following EXCEPT _____ are “organizational context” features that can affect the leadership process.a. the pattern of controlsb. human resource policies c. targeted customers and markets d. the fundamental culture of the organization

43. According to Fiedler’s leadership contingency theory, a favorable situation for a leader exists when _____.a. the task is highly structuredb. relations with subordinates are goodc. the leader has considerable position powerd. all of the above

44. A crew supervisor at a peach orchard that supplies produce to a direct merchant catalog company is given an experienced crew to direct during harvest. According to House’s Path-Goal theory, a _____ would work best in this situation.a. supportive leadership styleb. directive leadership stylec. task-oriented leadership styled. contingent leadership style

45. According to House’s Path-Goal Theory, in which of the following situations might directive leadership behavior be resented?a. inexperienced subordinates and relatively structured tasksb. inexperienced subordinates and relatively unstructured tasksc. highly experienced subordinates and relatively structured tasks


d. highly experienced subordinates and relatively unstructured tasks

46. Which of the following is NOT a substitute for leadership?a. advisory or support staffb. experience, ability, or trainingc. cohesive work groups with positive performance normsd. restrictive organizational compensation policies

47. In which of the following situations would staff members probably need the greatest amount of hands-on leadership?a. when they are new hires or working in a new positionb. when they are highly trained, such as engineers or attorneysc. when they are working on an intrinsically satisfying taskd. when they are trained to react to a wide variety of situations

48. A manager is asked to find new directions for an old product line. The task is interesting, but there is a great deal of ambiguity about what should be done and the best way to go about it. He wants people with fresh ideas, so he hires a number of recent college graduates to work on the project. What leadership style would probably be best to achieve his goals?a. supportiveb. coercivec. directived. situational

49. Which of the following is considered a “neutralizer” of leadership?a. capable support staffb. highly trained subordinatesc. intrinsically satisfying tasksd. inflexible organization procedures

50. If a new supervisor is not given authority to dock subordinate pay or cut hours, which of the following may be undermining the supervisor’s ability to lead?a. neutralizersb. substitutes for leadershipc. reward powerd. underutilized personal powers


Short Essay Questions

51. What is organizational leadership? (p. 244)

Organizational leadership is an interpersonal process that involves attempts to influence other people to attain some goal.

52. Differentiate between personal power and position power. (p. 248)

Personal power is based on a person’s individual characteristics. The two types of personal power are expert power and referent power. Position power is based on a manager’s rank in an organizational structure and is given to the manager by superiors. The types of position power are legitimate power, reward power, and coercive power.

53. Discuss the term “empowerment” as a management practice. (p. 254)

Empowerment is the sharing of power with others, where those with high amounts of power increase the power of those with less. This can be done on an organization-wide basis, but an individual manager or leader can also do it. Advocates of empowerment assert that it is a key leadership practice for helping organizations perform at high levels and dealing with major changes. Empowerment can also facilitate learning, commitment, and innovation. For empowerment to take place, however, managers cannot simply declare that those below them have more power. Instead, they must delegate decision-making authority, and provide training, resources, and information. Finally, they must not rescind the shared power at the first sign of trouble.

54. What is the locus of leadership? (p. 254)

The process of leadership has three fundamental components: leaders, followers, and situations. The locus of leadership is the intersection of these variables: where and when the leader (with a particular set of characteristics and behaviors) interacts with a specific set of followers, in a situation with certain identifiable characteristics. Each component influences, and is influenced by, the other two; furthermore, a change in any one component will alter how the other two interact.

55. What is a charismatic leader? (p. 256)

Charisma constitutes a set of traits that can produce an especially strong form of referent power. A charismatic leader is someone who has influence over others based on his or her inspirational qualities, rather than on formal power or position. Thus, a charismatic leader’s followers or subordinates are assumed to identify with that person because of those inspirational qualities.

56. Compare task behaviors and people behaviors. (pp. 259 – 260)


Task behaviors center on specifying and identifying the roles and tasks of the leaders themselves and their subordinates: such as planning assignments, scheduling work, and setting performance standards. People behaviors include being friendly and supportive, showing trust and confidence in subordinates, being concerned about their welfare, and supplying recognition for their accomplishments.

57. Discuss why Blake and Mouton’s Managerial Grid could be thought of as a “universal” leadership theory? (p. 260)

Blake and Mouton’s approach to leadership effectiveness focuses on two dimensions of leader behavior: orientation to tasks and orientation to people. Blake and Mouton used a managerial grid on which to plot these two dimensions, from low to high scores. The central theme of this approach is that the best managers will be the ones who score high on both dimensions. Thus, this approach has been called a “universal” leadership theory, because it asserts that there is one absolute best type of leader: that is, one who is high on both types of behavior, under all conditions.

58. Compare transformational leaders with transactional leaders. (pp. 260 – 262)

Transformational leadership motivates followers to ignore self-interests and work for the larger good of the organization. Transformational leaders inspire their followers, not only because their followers identify with them but also because they empower and coach their followers. Rather than inspiring their followers to work for the “common good,” transactional leadership focuses on motivating the self-interests of followers by exchanging rewards for their compliance. Moreover, transformational leaders motivate subordinates to make fundamental and creative changes, whereas transactional leaders focus on the implementation of routine changes and procedures.

59. What is “Authentic Leadership”? (p. 262)

According to the proponents of this approach, “authentic leaders” have high levels of self-awareness, and self-regulation. They know themselves well and behave in ways that are consistent with their own basic characteristics. Moreover, they model self-awareness and regulation for their followers and motivate them to act more authentically.

60. Discuss Hershey and Blanchard’s Situational Leadership Model. (p. 264)

The situational leadership model focuses primarily on one aspect of the situation: followers’ readiness to engage in learning new tasks. The model proposes that certain types of leader behaviors are best, depending on the readiness levels of subordinates. However, there are some problems with this model. For one thing, the readiness levels of subordinates typically are not simple high or low combinations; rather, they tend to cluster around the middle. Furthermore, subordinate readiness is the only feature of the task and organizational environment considered by this model. It essentially ignores other possible contextual elements; such as the amount and type of interaction that subordinates


have with other individuals or units in the organization, the culture of the group or organization, and so on.

61. According to Fiedler’s theory, under what three conditions does a favorable situation for the leader exist? (pp. 265 – 266)

A favorable situation exists when relations with subordinates are good, when the task is highly structured, and when the leader has considerable position power.

62. According to House’s Path-Goal Theory, when should a leader use supportive leadership? Directive leadership? (p. 267)

The path-goal theory assumes that if subordinates are doing frustrating, boring, or highly stressful tasks, then a supportive leadership style will help increase their enjoyment and reduce their anxiety, thus raising their effort and satisfaction levels. A task-oriented or directive leadership style will work well if subordinates are inexperienced and their tasks are varied and/or unstructured.

63. Explain why substitutes for leadership may be used. (pp. 268 – 269)

Use of leadership behaviors is not always the only, or even the best, solution for some managerial problems. In some cases, other approaches can at least partially substitute for leadership. Examples of possible substitutes include direct feedback from the task; professional orientation; ability, experience, and training; cohesive work groups, with positive performance norms; intrinsically satisfying tasks; and advisory or staff support.
