CH 17 Q New

Fundamentals of Management, 10e, Global Edition (Robbins)
Chapter 12 Leadership and Trust
1) Because leading is one of the four basic managerial functions, ________ leaders.
A) all managers are
B) all managers should be
C) some managers are
D) some managers should be
Answer: B
Explanation: As one of four basic managerial functions, leading is one of the things that defines
what a manager does, so all managers should be leaders, making that the correct response. Since
some managers clearly are not leaders, the remaining three choices are not correct responses.
Diff: 2
AACSB: Analytical thinking
LO: 12.1: Define leader and leadership.
2) A leader is someone who has managerial authority and can influence others.
Answer: TRUE
Explanation: A leader needs to be someone who has both the authority to make others follow his
or her path and the ability to change how other people behave.
Diff: 2
3) Leadership identifies a process while leader identifies a person.

Answer: TRUE
Explanation: Leadership is the process of helping others achieve their goals. A leader is an
individual who carries out the process of leadership.
Diff: 1
4) Ideally, all managers should not be leaders.

Answer: FALSE
Explanation: Leadership is one of the four basic functions of a manager, so all managers in one
way or another should take on the role of leadership.
Diff: 1
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5) Early leadership trait research looked to find characteristics that might ________.
A) distinguish ordinary leaders from great leaders
B) define charisma
C) identify the physical traits of leaders
D) differentiate leaders from non-leaders
Answer: D
Explanation: Early leadership studies looked to find the traits that could distinguish leaders from
non-leaders. These efforts proved to be largely unsuccessful as leadership seemed to be hard to
define precisely and it varied from situation to situation. Early studies were somewhat concerned
with finding great leaders or understanding charisma as a basic leadership trait, but these were
not primary concerns of early investigators, so they are incorrect responses. Physical traits of
leaders were never a concern of early or contemporary leadership scholars, so that choice is
incorrect.
Diff: 2
LO: 12.2: Compare and contrast early leadership theories.
6) Leaders are ________.

A) individual people, while leadership is a process
B) the first step in the leadership process
C) individual people who study the leadership process.
D) the final step in the leadership process.
Answer: A
Explanation: Leaders are individual people, not part of a process, which rules out the two
choices regarding steps. Leadership itself is a process, making "individual people, while
leadership is a process" the correct response since it correctly identifies leaders as individual
people and leadership as a process of leading others. Leaders do not simply study leadership, as
the remaining choice indicates, but actually guide and influence others toward goals.
Diff: 2
7) If a trait theory of leadership were true, then all leaders would possess ________.
A) charisma
B) the same traits
C) different traits
D) seven traits
Answer: B
Explanation: If the trait theory were true, then all leaders would have the same universal traits,
making "the same traits" the correct response. If all leaders had the same traits, then they clearly
could not have different traits, eliminating that choice as a correct answer. The remaining two
choices can be ruled out because they are too specific–a trait leadership theory could be true and
not have precisely seven traits or not include charisma as a trait.
Diff: 2
2
8) Which of the following is NOT one of the eight traits associated with leadership?
A) Drive
B) Intelligence
C) Introversion
D) Job-relevant knowledge
Answer: C
Explanation: Early efforts to distinguish leaders from non-leaders identified eight traits for
successful leadership; these include drive, intelligence and job relevant knowledge. Introversion
was not one of these traits (extroversion was), making this the correct answer.
Diff: 2
9) Why was the trait theory of leadership mainly unsuccessful?

A) Researchers were not able to identify a set of traits that always differentiated a leader from a
nonleader.
B) Organizations found the trait theory of leadership too expensive to implement due to the high
costs of testing potential leaders.
C) Research has shown that leadership traits are gender specific, so the process of choosing
leaders based on traits is discriminatory.
D) Too much emphasis was placed on personality traits rather than physical traits, which have
been found to successfully predict leadership.
Answer: A
Explanation: : Despite the best efforts of researchers, they have yet to find a set of traits that
would always differentiate a leader (the person) from a nonleader. Organizational costs were not
an issue, and neither was any potential gender discrimination. Research has looked at physical
traits to predict leadership, but these have not shown much success, making this option incorrect.
Diff: 2
10) Behavioral theories of leadership focused on ________.

A) who effective leaders were
B) what characteristics effective leaders had
C) how to identify effective leaders
D) what effective leaders did
Answer: D
Explanation: Early trait theories, not behavioral theories, focused on who effective leaders were,
making "who effective leaders were" and "how to identify effective leaders" incorrect. "What
characteristics effective leaders had" focuses on characteristics, which are synonymous with
traits, so it matches a trait approach, not a behavioral approach. The correct response is "what
effective leaders did" since it focuses on the actions and behaviors of effective leaders, not their
characteristics and traits.
Diff: 2
AACSB: Reflective thinking
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11) The promise of behavioral theories of leadership held that this would be possible.
A) picking a leader out of crowd
B) being able to train a person to be a leader
C) explaining why successful leaders were successful
D) eliminating ineffective leaders
Answer: B
Explanation: The great promise of behavioral theories of leadership is that they would show how
leaders could be trained, making "being able to train a person to be a leader" the correct
response. Behavioral theories attempted to identify what successful leaders did, and if those
actions could be identified, they could be imparted to others through training. Trait theories, on
the other hand, attempted to explain the success of leaders and how to identify leaders through
permanent character traits, not behavioral actions, making these incorrect answers for this
question.
Diff: 2
12) The University of Iowa studies discussed all of the following leadership styles EXCEPT
________ leadership.
A) laissez-faire
B) democratic
C) benevolent
D) autocratic
Answer: C
Explanation: The Iowa studies identified autocratic leaders, democratic leaders who delegate
and welcome feedback, and laissez-faire leaders who allowed employees to have complete
freedom over their actions, ruling out all of these choices. A benevolent style of leadership was
not identified in the Iowa study, so it is the correct response.
Diff: 1
13) Which leadership style tends to centralize authority and make unilateral decisions?
A) cultural style
B) autocratic style
C) democratic style
D) laissez-faire style
Answer: B
Explanation: An autocratic style is a dictatorial style in which the leader allows little input or
leeway from followers, makes all decisions, keeps a tight control on all activities, and severely
limits employee participation in decision making. A democratic style can be eliminated because
it describes a more open, less centralized style of leadership. So, too, can a laissez-faire style,
which is completely open and unstructured. A cultural style can be ruled out because it is not a
recognized leadership style in the Iowa study.
Diff: 2
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14) Jared's boss encourages employees to participate in the decision-making process but does not
give them complete freedom to do as they like. She has this kind of leadership style.
A) monarchial
B) autocratic
C) laissez-faire
D) democratic
Answer: D
Explanation: An autocratic style severely limits employee participation in decision making, so
that choice is not the correct answer. A laissez-faire style gives employees complete freedom to
make decisions, so that choice is not correct. A democratic style matches Jared's boss because it
identifies a more open, less centralized style of leadership that allows employees to participate in
the decision-making process, making that choice the correct response. A monarchial style can be
ruled out because it is not a recognized leadership style in the Iowa study.
Diff: 2
15) Monica's boss allows her to make any decision she thinks is important on the spot without
consulting anyone. Monica's boss has this kind of leadership style.
A) laissez-faire style
B) autocratic style
C) democratic style
D) hands-on style
Answer: A
Explanation: An autocratic style severely limits employee participation in decision making, so
that choice is not the correct answer. A democratic style gives employees some, but not complete,
freedom to make decisions, so that choice is not correct. A laissez-faire style matches Monica's
boss because it identifies a completely open style of leadership that allows employees to make
any and all decisions they want, making that choice the correct response. A hands-on style can be
ruled out because it is not a recognized leadership style in the Iowa study.
Diff: 2
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16) The University of Iowa studies indicated that this was the most successful leadership style.
A) autocratic
B) laissez-faire
C) combination of autocratic and laissez-faire
D) democratic
Answer: D
Explanation: The Iowa studies were not definitive, but they did clearly indicate that employee
satisfaction levels were highest under a democratic leadership style, making that choice the
correct answer. Autocratic styles were found to be successful in limited situations, but not as
successful as democratic styles, so "autocratic" is incorrect. Laissez-faire styles were found to be
unsuccessful, so that choice can be ruled out. Combinations of styles were not considered, so that
choice can be ruled out.
Diff: 3
17) The autocratic style identified in the University of Iowa studies is similar to the ________
style identified by Ohio State.
A) consideration
B) employee oriented
C) initiating structure
D) laissez-faire
Answer: C
Explanation: The Iowa studies' autocratic style emphasizes work methods and standards, which
is similar to Ohio's initiating structure. Consideration and concern for people are similar
dimensions because they focus on follower's needs. Laissez-faire is incorrect because it focuses
on freedom and is also part of the Iowa studies.
Diff: 2
18) The employee oriented style identified in the University of Michigan studies is similar to the
________ style identified by Ohio State.
A) initiating structure
B) autocratic
C) laissez-faire
D) consideration
Answer: D
Explanation: Consideration and employee oriented are similar dimensions because they focus on
follower's needs. Laissez-faire is incorrect because it focuses on freedom and is part of the Iowa
studies. The Iowa studies' autocratic style emphasizes work methods and standards, which is
similar to Ohio's initiating structure, making these options incorrect.
Diff: 2
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19) The behavioral theories of leadership began around this time.
A) 1900-1920
B) 1920-1940
C) 1940-1960
D) 1960-1980
Answer: C
Explanation: The behavioral theories of leadership began around the 1940s making "1940-1960"
the correct answer.
Diff: 2
20) In the Ohio State studies, ________ refers to how strict a leader's standards are.
A) independent dimensions
B) comprehensive structure
D) consideration
Answer: C
Explanation: The Ohio State studies started with over a thousand dimensions of leader behavior
and narrowed them down to two–consideration and initiating structure. Consideration refers to
how "employee friendly" a leader is, making "consideration" an incorrect response, while
initiating structure refers to a leader who is concerned with rigorously assigning tasks and
maintaining standards, making "initiating structure" the correct response. Neither of the terms
used in the two remaining choices was identified as a dimension in the study, so they are
incorrect responses.
Diff: 2
21) In the Ohio State studies, ________ refers to how much mutual trust exists between
employees and leaders.
A) consideration of limitations
B) consideration
D) initiating ideas
Answer: B
Explanation: In the Ohio State studies, consideration refers to how "employee friendly" a leader
is, making "consideration" the correct response, while initiating structure refers to a leader who
is concerned with rigorously assigning tasks and maintaining standards, making "initiating
structure" an incorrect response. Neither of the terms used in the two remaining choices was
identified as a dimension in the Ohio State study, so they are incorrect responses.
Diff: 2
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22) A high-high leader in the Ohio State studies achieved the highest ratings with respect to
________.
A) both employee performance and satisfaction
B) employee performance only
C) employee satisfaction only
D) employee performance for routine tasks only
Answer: A
Explanation: In general, a high-high leader who is high in both initiating structure and
consideration achieved the best results in both performance and employee satisfaction, making
that choice the correct response and ruling out "employee performance only" and "employee
satisfaction only" since they identify only one high-scoring category. "Employee performance for
routine tasks only" can be ruled out because the results for routine tasks did not turn out to favor
high-high leaders, but rather leaders who were high in consideration only.
Diff: 2
23) The Ohio State studies indicated that leaders who were high in consideration performed
________.
A) best in all situations
B) best when employee tasks were routine
C) worst when employee tasks were routine
D) best when employee tasks were non-routine
Answer: B
Explanation: In general, high-high leaders had the best results with respect to employee
performance and job satisfaction. However, leaders who were high in initiating structure did not
perform as well as consideration-oriented leaders when employee tasks were routine, indicating
that a sympathetic approach works best in tedious situations. This makes "best when employee
tasks were routine" the correct response and rules out "worst when employee tasks were routine"
and "best in all situations" as untrue and the remaining choice because it focuses on non-routine
tasks.
Diff: 2
24) The Ohio State studies indicated that leaders who were high in initiating structure received
________.
A) the highest employee ratings
B) the lowest employee ratings
C) the same employee ratings as leaders who were high in consideration
D) below-average employee ratings
Answer: A
Explanation: Leaders who were high in initiating structure often received higher performance
ratings from employees than leaders who were high in consideration. This makes "highest
employee ratings" the correct response and rules out the remaining three choices as untrue.
Diff: 2
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25) According to the University of Michigan studies, leaders who were ________ were
associated with higher group productivity and higher job satisfaction.
A) employee oriented
B) initiating structure
C) considerate
D) production oriented
Answer: A
Explanation: The Michigan studies generally agreed with the Iowa studies–leaders who were
employee oriented and focused on people rather than task and job aspects tended to correlate to
greater job satisfaction and higher productivity, making "employee oriented" the correct response
and "production oriented" incorrect. Note that "initiating structure" and "considerate" are
incorrect because they refer to terminology from the Iowa rather than the Michigan studies.
Diff: 2
26) On the managerial grid, a leader who is high in both concern for people and concern for
production would rate ________.
A) 1,1
B) 9,1
C) 5,5
D) 9,9
Answer: D
Explanation: The first number for the managerial grid measures concern for production while
the second number measures concern for people. Therefore, a leader who rates high in concern
for both people and production rates a 9,9, making that choice the correct response and ruling out
other choices.
Diff: 2
27) Estéban was rated a 5,8 on the managerial grid. A good way to describe Estéban is ________.
A) high in concern for both people and production
B) high in concern for people, low in concern for production
C) high in concern for people, moderate in concern for production
D) low in concern for people, moderate in concern for production
Answer: C
Explanation: The first number for the managerial grid measures concern for production while
the second number measures concern for people. Estéban, therefore, rates fairly high in concern
for people, the second number, and average in concern for production, the first number, making
"high, moderate" the correct response. High for both describes a 9,9 leader, not a 5,8 leader, so it
is incorrect. High, low describes a 1,9 leader, not a 5,8 leader, so it is incorrect. Low, moderate
describes a 5,1 leader, not a 5,8 leader, so it is incorrect.
Diff: 2
28) The dual nature of leadership behaviors suggests that both ________ and ________ are
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important determinants of leadership.
A) focus on work; focus on employees
B) focus on traits; focus on behaviors
C) situations; organizations
D) followers; leaders
Answer: A
Explanation: Dual nature of leader behaviors–that is, focusing on the work to be done and
focusing on the employees–makes a) the correct option. Traits, situations, organizations, and
leaders are not considered behaviors and any combination of these responses is incorrect.
Diff: 2
29) What important determinant of leadership became the focus of leadership theories after the
behavioral studies?
A) Power
B) Charisma
C) The follower
D) The situation
Answer: D
Explanation: Leadership researchers were discovering that predicting leadership success
involved something more complex than isolating a few leader traits or preferable behaviors.
They began looking at situational influences. Power, charisma and follower effects have been
studied but they did not follow the behavioral studies.
Diff: 2
30) Trait theories of leadership focus on how leaders interact with their followers.
Answer: FALSE
Explanation: Behavioral theories, rather than trait theories, focus on how leaders interact with
followers. Trait theories of leadership focus on the characteristics that leaders have and what
makes a leader.
Diff: 2
31) Research has shown a distinct set of traits that distinguishes leaders from non-leaders.
Answer: FALSE
Explanation: No consistent set of traits has ever been found that can identify a potential leader.
Diff: 2
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32) Having leadership traits alone is not useful for identifying who is likely to be a leader.
Answer: TRUE
Explanation: Leadership traits have been shown to explain why certain individuals are effective
leaders, but they do not explain who is likely to be a leader and who is not.
Diff: 3
33) Trait research has given managers the ability to pick out the best leaders from a group.
Answer: FALSE
Explanation: Trait research attempted to be able to identify leaders, but it has not been
successful.
Diff: 2
34) A major goal of behavioral leadership studies is to find ways to train people to be leaders.
Answer: TRUE
Explanation: Behavioral leadership studies search for critical elements of leadership that can be
used to train people to be leaders.
Diff: 1
35) The behavioral theories of leadership were developed in response to the failings of the trait
theory to adequately explain and predict leadership.
Answer: TRUE
Explanation: After much research, it was noted that there were several problems with the trait
theory of leadership. These findings lead researchers in the 1940s to seek an explanation of
leadership based on something other than traits.
Diff: 3
36) The behavioral theories of leadership became dominant around the early 1900s.
Answer: FALSE
Explanation: Leadership research from the late 1940s to the mid-1960s turned to finding
preferred behavioral styles that leaders demonstrated.
Diff: 2
37) The Ohio State studies suggested that leaders who were high in structure and low in
consideration were most successful.
Answer: FALSE
Explanation: The Ohio State studies suggested that high-high leaders got the best results–leaders
who were high in both structure and consideration.
Diff: 2
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38) The University of Michigan studies suggested that the most successful leaders were
production oriented.
Answer: FALSE
Explanation: The Michigan studies suggested that an employee, rather than a production,
orientation correlated with high productivity and job satisfaction.
Diff: 2
39) A leader who ranks 9,9 in the Managerial Grid would have more concern for people than
production.
Answer: FALSE
Explanation: The first variable in the grid rates concern for production and the second variable
rates concern for people. Therefore a 9,9 rating would be both high in concern for productivity
and concern for people.
Diff: 1
40) The big problem with the Managerial Grid is that it includes too many contingencies.
Answer: FALSE
Explanation: The managerial grid is a behavioral theory and not considered a contingency
theory. It contains no contingencies.
Diff: 2
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41) In a short essay, identify and describe three traits associated with leadership.
Answer: (any three of the following)
Drive–Leaders tend to show high levels effort, energy, ambition, initiative, and desire for
achievement.
Desire to lead–Leaders have a strong desire to influence others and show them the path to
success. They demonstrate the willingness to take over a situation and assume responsibility for
its success.
Honesty and integrity–Leaders recognize that trust, honesty, and consistency are important for
acquiring power and influence over people, so they pay special attention to these traits.
Self-confidence–Leaders show strong faith in their own ability to reach goals and help others
reach goals.
Intelligence–Leaders need to be able gather information and analyze situations so they can
effectively make decisions, solve problems, and create a vision for subordinates to follow.
Job-relevant knowledge–Effective leaders have a high degree of knowledge about the company,
industry, and technical matters. In-depth knowledge allows leaders to make well-informed
decisions and to understand the implications of those decisions.
Diff: 3
42) In a short essay, describe the University of Iowa leadership studies.

Answer: The University of Iowa studies (conducted by Kurt Lewin and his associates) explored
three leadership styles. The autocratic style described a leader who tended to centralize authority,
dictate work methods, make unilateral decisions, and limit employee participation.
The democratic style described a leader who tended to involve employees in decision making,
delegate authority, encourage participation in deciding work methods and goals, and use
feedback as an opportunity for coaching employees.
Finally, the laissez-faire style leader generally gave the group complete freedom to make
decisions and complete the work in whatever way it saw fit. Lewin and his associates researched
which style was the most effective. Their results seemed to indicate that the democratic style
contributed to both good quantity and quality of work.
Diff: 3
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43) In a short essay, describe the Ohio State University leadership studies.
Answer: The Ohio State studies identified two important dimensions of leader behavior. The
first was called initiating structure, which referred to the extent to which a leader defined and
structured his or her role and the roles of group members in the search for goal attainment. It
included behavior that involved attempts to organize work, work relationships, and goals.
The second dimension was called consideration, which was defined as the extent to which a
leader had job relationships characterized by mutual trust and respect for group members' ideas
and feelings. A leader who was high in consideration helped group members with personal
problems, was friendly and approachable, and treated all group members as equals. He or she
showed concern for (was considerate of) followers' comfort, well-being, status, and satisfaction.
The Ohio State studies generally indicated that a leader with a high-high (both initiating structure
and consideration) leadership style had the highest performing employees with the greatest job
satisfaction. However, leaders high in initiating structure only seemed to engender employee
complaints, while those who rated high in consideration only tended to be negatively rated in
employee polls.
Diff: 3
44) In a short essay, describe the University of Michigan leadership studies.

Answer: Leadership studies conducted at the University of Michigan's Survey Research Center
at about the same time as those being done at Ohio State had a similar research objective:
identify behavioral characteristics of leaders that were related to performance effectiveness. The
Michigan group also came up with two dimensions of leadership behavior, which they labeled
employee oriented and production oriented.
Leaders who were employee oriented were described as emphasizing interpersonal relationships;
they took a personal interest in the needs of their followers and accepted individual differences
among group members. The production-oriented leaders, in contrast, tended to emphasize the
technical or task aspects of the job, were concerned mainly with accomplishing their group's
tasks, and regarded group members as a means to that end.
The conclusions of the Michigan researchers strongly favored leaders who were employee
oriented as they were associated with high group productivity and high job satisfaction.
Diff: 3
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45) In a short essay, describe the managerial grid that emerged from the early leadership studies.
Answer: The behavioral dimensions from the early leadership studies (Iowa, Ohio State, and
Michigan) provided the basis for the development of a two-dimensional grid for appraising
leadership styles. This managerial grid used the behavioral dimensions "concern for people" and
"concern for production" and evaluated a leader's use of these behaviors, ranking them on a scale
from 1 (low) to 9 (high).
Of these five styles, the researchers concluded that managers performed best when using a 9,9
style–high concern for both people and production. Unfortunately, the grid offered no answers to
the question of what made a manager an effective leader; it only provided a framework for
conceptualizing leadership style. In fact, there has been little substantive evidence to support the
conclusion that a 9,9 style is most effective in all situations.
Diff: 3
46) The key to the Fiedler contingency model of leadership is to match ________.
A) leader and follower
B) leader and leadership style
C) leadership style and follower
D) leadership style and situation
Answer: D
Explanation: Fiedler's model first set out to define leadership styles and situations that required
leadership. Then the model sought to match the correct leadership style to each situation, making
"leadership style and situation" the correct response. The model did not concern itself with
leaders themselves, or followers, which rules out the remaining three choices.
Diff: 2
LO: 12.3: Describe the four major contingency leadership theories.
47) What does Fiedler's least-preferred coworker questionnaire measure?

A) the most common leadership style among all leaders
B) leadership style of respondents who took the test
C) the most effective leadership style
D) the least effective leadership style
Answer: B
Explanation: Fiedler's LPC studies asked respondents to identify the qualities that their least-
favorite coworker possessed, thus having them identify the style they least liked to be associated
with. People-oriented respondents tended to see positive traits in their least-favorite coworker,
giving them relatively higher LPC scores, while task-oriented people would fail to see any
virtues in their least-preferred coworkers, giving them relatively low LPC scores. Note that LPC
scores are really about the respondents, not about the least-preferred coworkers themselves. All
these factors indicate that the LPC system measures the leadership style of respondents. It has no
bearing on which leadership style is most common or effective, ruling out the remaining three
choices.
Diff: 2
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48) Fiedler assumed a person's leadership style ________.
A) is contingent on the situation
B) is variable
C) evolves over time
D) is fixed
Answer: D
Explanation: Fiedler's system assumed that leaders had fixed leadership styles that did not vary,
were not dependent on the situation, and did not change over time, making "fixed" the correct
response and eliminating the other three choices. Fiedler's model saw leaders as fairly
monolithic, taking the same approach no matter what the situation was or how it changed.
Diff: 2
49) Fiedler's LPC ratings concluded that leaders were either ________.
A) positive or negative
B) task oriented or trusting
C) relationship oriented or people oriented
D) task oriented or relationship oriented
Answer: D
Explanation: Fielder's LPC ratings saw leaders with scores of 64 or above as relationship
oriented while those with scores of 57 or below were task oriented, making "task oriented or
relationship oriented" the correct response. Fiedler did not characterize leaders as positive or
negative, trusting, or people oriented, making those responses incorrect.
Diff: 2
50) The ________ dimension reflects the degree of trust and respect subordinates had for their
leader in Fiedler's model.
A) leader-member relations
B) position power
C) task structure
D) effectiveness
Answer: A
Explanation: The leader-member relations contingency dimension in Fiedler's model measures
trust, respect, and confidence employees have for a leader. Position power identifies how much
influence a leader has over such things as hiring, firing, and compensation. Task structure
identifies how formalized jobs are. Of the four choices, only "leader-member relations" identifies
trust and respect, so that choice is the correct response.
Diff: 2
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51) Your boss has total control over hiring, firing, and promotions in your department. According
to Fiedler's ratings of the situation, your boss has ________.
A) low position power
B) high position power
C) high task structure
D) low task structure
Answer: B
Explanation: Position power identifies how much influence a leader has over such things as
hiring, firing, and compensation. Task structure identifies how formalized jobs are, so "high task
structure" and "low task structure" can be ruled out because the question involves hiring and
firing, not job formalization. Of the two remaining choices, a boss with total control would be
said to have high, not low, position power, making "high position power" the correct response
and "low position power" incorrect.
Diff: 2
52) Jobs in a firm are quite informal. Workers are versatile and switch tasks and responsibilities
depending on the situation. In Fiedler's model, this firm would be said to have ________.
A) good leader-member relations
B) high position power
C) high task structure
D) low task structure
Answer: D
Explanation: For Fiedler's model, position power identifies how much influence a leader has
over such things as hiring, firing, and compensation. Leader-member relations measures trust,
respect, and confidence employees have for a leader. Task structure identifies how formalized
jobs are. Of the four choices, only "high task structure" and "low task structure" involve job
formalization, so that rules out the other two choices. Since jobs are very informal at this firm, it
has low task structure, making that the correct response.
Diff: 2
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53) Fiedler concluded that task-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: C
Explanation: Fiedler concluded that task-oriented leaders were best for extreme situations: they
provided structure and guidance in highly unfavorable situations and they provided little
interference in highly favorable situations. This makes the choice indicating either highly
favorable or highly unfavorable the correct response and rules out the two choices indicating
highly favorable and highly unfavorable because they are incomplete. Moderately favorable or
unfavorable situations are best handled by relationship-oriented leaders, not task-oriented
leaders.
Diff: 2
54) Fiedler concluded that relationship-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: D
Explanation: Fiedler concluded that relationship-oriented leaders were best for moderate
situations: they provided motivation and a sounding board in situations in which people needed a
little push in the right direction. This makes the choice indicating moderation the correct
response and rules out the two choices indicating highly favorable and highly unfavorable
because they are incomplete. Highly favorable or unfavorable situations are best handled by task-
oriented leaders, not relationship-oriented leaders.
Diff: 2
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55) A major criticism of Fiedler's work stated that it failed to recognize that effective leaders
________.
A) are always task oriented
B) can change leadership styles
C) cannot change leadership styles
D) are always relationship oriented
Answer: B
Explanation: Fiedler's model assumed that leadership style is fixed, so not being able to change
leadership styles is a quality that it did recognize. Fiedler's model did not categorically endorse
either a task-oriented or a relationship-oriented leadership style, so those two choices can be
ruled out as correct answers. The criticism most commonly leveled at the model was that it failed
to recognize that leaders are not static–they can change leadership styles depending on the
situation. This makes that choice the correct response.
Diff: 2
56) In the situational leadership theory (SLT), readiness is defined as ________ to perform a
task.
A) the ability
B) the willingness
C) both the ability and willingness
D) the motivation one has
Answer: C
Explanation: Readiness in the SLT has two dimensions, the ability that an employee has to
perform a task and the willingness that he or she has to perform the task, making "both the ability
and willingness" the correct response. The two choices indicating just one of these features are
incorrect responses because neither lists both ability and willingness. Motivation is a factor in
performing a task but not a measure of readiness, so "motivation" is an incorrect choice.
Diff: 2
57) ________ is defined in situational leadership theory (SLT) as a high task, low relationship
leadership role.
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: A
Explanation: Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, low
relationship leadership described here makes "telling" the correct answer.
Diff: 2
19
58) A leader who provides maximum supportive behavior and a great deal of explicit instructions
for how to carry out a task is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: B
Explanation: Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, high
relationship leadership described here makes "selling" the correct answer.
Diff: 2
59) A leader who pretty much leaves employees on their own is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: D
Explanation: Selling is a high task, high relationship role in which the leader provides a great
deal of both direction and support. Participating is a low task, high relationship role in which the
leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader
provides little direction or support. Telling is a high task, low relationship role in which the
leader tells workers precisely what to do but provides little support. A leadership relationship in
which the leader provides little direction or support makes "delegating" the correct answer.
Diff: 2
60) Which category of follower is considered to be both unable and unwilling to complete a
task?
A) R1
B) R2
C) R3
D) R4
Answer: A
Explanation: The R1 category is considered to be both unable and unwilling to complete a task,
making it the correct response. An R2 is unable and willing. An R3 is able but unwilling. An R4
is both able and willing to complete a task.
Diff: 2
20
61) Which category of follower is considered to be able but unwilling to complete a task?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: The R3 category is considered to be able but unwilling to complete a task, making
it the correct response. An R2 is unable and willing. An R1 is able but unwilling. An R4 is both
able and willing to complete a task.
Diff: 2
62) Which leadership style works best with an R1 type of follower?

A) delegating
B) selling
C) telling
D) participating
Answer: C
Explanation: An R1 person is both unable and unwilling to complete a task. This person,
therefore, needs a telling style of leadership that is straightforward, clear, and direct. A selling
leadership style is best suited for an R2 individual who is unable but willing to perform a task.
An R3 individual who is able but unwilling to perform a task responds best to a participating
leadership strategy. An R4 individual who is able and willing to perform a task responds best to a
delegating leadership strategy.
Diff: 2
63) A delegating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: D
Explanation: A delegating leadership style is reserved for individuals who are both able and
willing to perform a task–all they really need is to be shown the task. This makes "R4" the
correct answer. An R1 person is both unable and unwilling to complete a task, so he or she needs
a telling, not a delegating, leadership style. An R2 person is unable but willing to complete a
task, so he or she needs a selling, not a delegating, leadership style. An R3 person is able but
unwilling to complete a task, so he or she needs a participating, not a delegating, leadership style.
Diff: 2
21
64) Which leadership style works best with an R2 type of follower?
A) participating
B) selling
C) telling
D) delegating
Answer: B
Explanation: An R2 person is unable but willing to complete a task. This person, therefore,
needs a selling style of leadership that provides a great deal direction to make up for ability
deficiencies and support to keep motivation high. A telling leadership style is best suited for an
R1 individual who is unable and unwilling to perform a task. An R3 individual who is able but
unwilling to perform a task responds best to a participating leadership strategy. An R4 individual
who is able and willing to perform a task responds best to a delegating leadership strategy.
Diff: 2
65) A participating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: A participating leadership style works best for individuals who are able but
unwilling to perform a task–these people need the leader to join them so they can feel a sense of
"ownership" in the process. This makes "R3" the correct answer. An R1 person is both unable
and unwilling to complete a task so he or she needs a telling, not a participating, leadership style.
An R2 person is unable but willing to complete a task so he or she needs a selling, not a
participating, leadership style. An R4 person is able and willing to complete a task so he or she
needs a delegating, not a participating, leadership style.
Diff: 2
22
66) The leader-participation model contends that leader behavior should ________.
A) never vary
B) adjust to the structure of the task involved
C) be dependent on the traits of the leader
D) be consistent from task to task
Answer: B
Explanation: The leader-participation model requires that leader behavior change depending on
the structure of the task that followers are asked to accomplish, making "adjust to the structure of
the task involved" the correct response. "Never vary" and "be consistent" are incorrect because
they call for leader behavior that is fixed, while leader-participation calls for leader behavior that
varies depending on the task at hand. "Be dependent on the traits of the leader" is incorrect
because it refers back to trait theories of leadership that depend only on the character of the
leader.
Diff: 2
67) Results from the leader-participation model conclude that it is more important to talk about
autocratic and participative ________.
A) situations than leaders
B) leaders than situations
C) leaders than followers
D) followers than situations
Answer: A
Explanation: Conclusions from the leader-participation model indicate that situations matter
more for leadership than leaders. A leader can change his or her style more easily than he or she
can change a situation, making "situations than leaders" the correct response and ruling out all
other responses. "Leaders than situations" is incorrect because situations are more important than
leaders. Both remaining choices are incorrect because they deal with followers rather than
leaders and situations.
Diff: 2
68) The most important conclusion from the leader-participation model is that ________.
A) a leader must keep the same leadership style no matter what the situation is
B) a leader must change his or her leadership style depending on the situation
C) a leader must try to change the situation if it does not suit his or her leadership style
D) all situations are similar
Answer: B
Explanation: The leader-participation model assumes that all situations are different, ruling out
"all situations are similar" as a correct choice. The most important conclusion of the model is that
since leaders can't change most situations, they must change their leadership style for each
situation, making that choice the correct response and ruling out the choice indicating keeping
the same leadership style no matter the situation.
Diff: 2
23
69) The path-goal theory sees the job of an effective leader as ________.
A) providing clear instructions for followers
B) clearing the path between followers and their goals
C) defining goals for followers
D) helping followers understand their goals
Answer: B
Explanation: The path-goal theory sees a leader as someone who removes obstacles that prevent
followers from achieving their goals, making "clearing the path" the correct response. Providing
instructions, defining goals, and helping clarify goals are all functions of a leader, but they are
not as important as clearing the path that followers need to take to reach their goals.
Diff: 2
70) A(n) ________ leader in path-goal theory gives specific guidance in performing tasks.
A) directive
B) achievement-oriented
C) participative
D) supportive
Answer: A
Explanation: A directive leader pays close attention to schedules, gives followers specific
guidance in how to perform tasks, and lets followers know precisely what is expected of them,
making "directive" the correct response. An achievement-oriented leader sets goals and expects
followers to find their own way to reach them. A participative leader consults with followers
closely when making decisions. A supportive leader is focused on followers as people first and
has great concern for their needs.
Diff: 2
71) An important trait of a(n)________ leader in path-goal theory is friendliness.

A) achievement-oriented
B) directive
C) participative
D) supportive
Answer: D
Explanation: A supportive leader is focused on followers as people first, has concern for their
needs, and tries to be friendly, making "supportive" the correct response. An achievement-
oriented leader sets goals and expects followers to find their own way to reach them. A
participative leader consults with followers closely when making decisions. A directive leader
pays close attention to schedules, gives followers specific guidance in how to perform tasks, and
lets them know precisely what is expected of them.
Diff: 2
24
72) A(n) ________ leader in path-goal theory does little but set challenging goals for followers.
A) supportive
B) participative
C) achievement-oriented
D) directive
Answer: C
Explanation: An achievement-oriented leader sets goals and expects followers to find their own
way to reach them, making "achievement-oriented" the correct response. A participative leader
consults with followers closely when making decisions. A supportive leader is focused on
followers as people first and has great concern for their needs. A directive leader pays close
attention to schedules, gives followers specific guidance in how to perform tasks, and lets them
know precisely what is expected of them.
Diff: 2
73) A(n) ________ leader in path-goal theory often makes decisions collectively with followers.
A) directive
B) participative
C) achievement-oriented
D) supportive
Answer: B
Explanation: A participative leader consults with followers closely when making decisions,
making "participative" the correct response. An achievement-oriented leader sets goals and
expects followers to find their own way to reach them. A supportive leader is focused on
followers as people first and has great concern for their needs. A directive leader pays close
attention to schedules, gives followers specific guidance in how to perform tasks, and lets
followers know precisely what is expected of them.
Diff: 2
74) Path-goal theory assumes that environmental factors such as ________ can change a
leadership situation.
A) locus of control of followers
B) personal work experience of followers
C) skills and abilities of followers
D) work group structure of followers
Answer: D
Explanation: Locus of control, experience, and abilities are all personal characteristics of
followers, not external environmental factors, so they are incorrect responses. A follower's work
group structure is a nonpersonal external factor, making that choice the correct response.
Diff: 2
25
75) Which of the following is included in the class of contingency variables that are associated
with personal characteristics of a follower?
A) locus of control
B) task structure
C) group structure
D) formal authority system
Answer: A
Explanation: Task structure, group structure, and the formal authority system of the organization
are all external environmental factors, not personal characteristics of followers, so they are
incorrect responses. A follower's locus of control is a personal characteristic of the follower him-
or herself, making "locus of control" the correct response.
Diff: 2
76) In path-goal theory, a directive leadership style works well in a situation in which tasks are
________.
A) straightforward and unambiguous
B) ambiguous and stressful
C) highly structured
D) clearly defined
Answer: B
Explanation: In situations that are straightforward, clearly defined, and structured, a directive
leadership style shows no clear advantage. Where a directive style is advantageous is when tasks
are stressful, confusing, and ambiguous, making "ambiguous and stressful" the correct response.
Direct guidance by a leader in the face of a confusing task is the best approach when tasks are
hard to get a handle on.
Diff: 2
77) In a highly structured organization, this approach seems to work best.

A) supportive
B) directive
C) achievement oriented
D) participative
Answer: A
Explanation: The more structured an organization is, the more leaders need to temper this
rigidity with a supportive leadership style, making "supportive" the correct response. In a rigid
organization, a directive style needs to be toned down, so a directive style would not work.
Achievement-oriented and participative styles offer no extra support for this kind of situation, so
they are both incorrect responses.
Diff: 2
26
78) A participative leadership style works well with subordinates who ________.
A) have little faith in their own ability
B) are having work group conflicts
C) have an external locus of control
D) have an internal locus of control
Answer: D
Explanation: A participative style works well with self-assured individuals who have an internal
locus of control, which makes that choice the correct response and rules out "external locus of
control" and lack of faith in ability. Subordinates who are having work group conflicts do best
with a take-charge directive style, making that choice an incorrect response.
Diff: 2
79) Leaders who are looking for exceptionally high performance from subordinates might try
this approach.
A) supportive
B) directive
C) achievement oriented
D) participative
Answer: C
Explanation: The achievement-oriented approach sets out challenging goals and allows
subordinates to use their own creative resources to find ways to reach those goals. If the
subordinates are competent, this is an effective way to obtain high levels of performance, making
"achievement oriented" the correct response and eliminating all other responses.
Diff: 2
80) A leader should avoid a directive leadership style when ________.

A) tasks are highly structured
B) workers have an external locus of control
C) tasks are stressful and ambiguous
D) work groups experience conflict
Answer: A
Explanation: A directive style is the best strategy when tasks are ambiguous, work groups are
having conflicts, or workers have an external locus of control, eliminating all of these choices as
correct responses. Where a directive approach does not work is when tasks are highly structured,
making that choice the correct response. When tasks are highly structured, workers can come to
resent the pressure of a directive style without gaining any benefits from its guidance or
instruction.
Diff: 2
27
81) Fiedler's model proposed that leadership success was determined by matching leadership
style to situation.
Answer: TRUE
Explanation: Fiedler's contingency model contended that different styles of leadership work
better in different situations.
Diff: 3
82) Fiedler's contingency model focused on having employees describe their ideal coworker.
Answer: FALSE
Explanation: Fiedler's model focused on having employees identify their least preferred
coworker, not their ideal coworker.
Diff: 2
83) A high LPC score indicates that a worker is productivity oriented.

Answer: FALSE
Explanation: A low, not a high, score identifies a respondent as productivity oriented.
Respondents get low scores for preferring their least-preferred worker as, for example, "boring"
rather than "interesting" or "cold" rather than "warm."
Diff: 2
84) Fiedler concluded that task-oriented leaders tended to perform better in highly favorable
situations and worse in highly unfavorable situations.
Answer: FALSE
Explanation: The statement is only half true. Fiedler found that task-oriented leaders performed
better in both highly favorable and highly unfavorable situations. Where task-oriented leaders
failed was in moderate situations that were neither highly favorable nor highly unfavorable.
Diff: 3
85) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly
unfavorable situations.
Answer: FALSE
Explanation: Relationship-oriented leaders performed better in situations that were not extreme–
not highly favorable or unfavorable–so the statement is false.
Diff: 2
28
86) Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to
perform a task responds best to a telling leadership style.
Answer: TRUE
Explanation: SLT states that a telling style in which the leader defines specific roles and tasks
works best with an unable and unwilling worker.
Diff: 2
87) Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to
perform a task responds best to a selling leadership style.
Answer: FALSE
Explanation: SLT states that a participating style in which the leader shares in decision making
to get the worker involved works best with an able but unwilling worker.
Diff: 2
88) Vroom and Yetton's leader-participation model suggests that leaders should adjust to the
situation.
Answer: TRUE
Explanation: The leader-participation model suggests that it is more meaningful to think of
situations that call for certain kinds of leadership styles rather than specific kinds of leaders. In
other words, one situation might call for an autocratic style of leadership while a second situation
would call for a participative style.
Diff: 2
89) Robert House's path-goal theory maintains that an effective leader clears the path for a
follower to the follower's goal.
Answer: TRUE
Explanation: The "path-goal" in path-goal theory refers to removing obstacles that stand in the
way of the path from where the worker is to the worker's goal.
Diff: 2
90) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent
leadership style.
Answer: FALSE
Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership
style depending on the situation. This is a major difference from the view of Fiedler, who sees
leadership style as fixed.
Diff: 2
29
91) Path-goal theory states that a directive leadership style works best when tasks are ambiguous.
Answer: TRUE
Explanation: The guidance and structure of a directive leadership style work best in an
ambiguous situation. Subordinates find a sense of direction in a manager who takes a no-
nonsense directive approach.
Diff: 2
92) Path-goal theory states that a supportive leadership style works best when tasks are highly
unstructured.
Answer: FALSE
Explanation: Supportive leadership results in high employee performance and satisfaction when
subordinates are performing structured tasks. In this situation, the leader only needs to support
followers, not tell them what to do.
Diff: 2
93) In a short essay, describe the basics of situational leadership theory (SLT).
Answer: The situational leadership theory is a contingency theory that focuses on followers'
readiness. The theory argues that successful leadership is achieved by selecting the right
leadership style, which is contingent on the level of the followers' readiness. Readiness is defined
in terms of how able and willing employees are to perform tasks.
The theory presents four basic leadership styles:
Telling (high task–low relationship)–the leader defines roles and tells people what, how, when,
and where to do various tasks.
Selling (high task–high relationship)–the leader provides both directive and supportive behavior.
Participating (low task–high relationship)–the leader and follower share in decision making; the
main role of the leader is facilitating and communicating.
Delegating (low task–low relationship)–the leader provides little direction or support.
The theory presents four basic follower readiness states:
R1–People are both unable and unwilling to take responsibility for doing something. They're
neither competent nor confident.
R2–People are unable but willing to do the necessary job tasks. They're motivated but currently
lack the appropriate skills.
R3–People are able but unwilling to do what the leader wants.
R4–People are both able and willing to do what is asked of them.
Diff: 3
30
94) In a short essay, describe the conclusions of situational leadership theory (SLT) for each
follower readiness category, R1, R2, R3, and R4.
Answer:
R1–People who are both unable and unwilling to perform a task do best with a telling style of
leadership where no-nonsense directions are given.
R2–People who are unable but willing to perform tasks require a selling leadership style in
which the leader provides a lot of instruction and support.
R3–People who are able but unwilling to perform a task require a participating leadership style
to make them identify with the task and want to take it on themselves.
R4–People who are both able and willing to do what is asked of them require a delegating
leadership style. They only need to be shown the task and they will do the rest.
Diff: 3
95) In a short essay, discuss the basics of the path-goal leadership theory developed by Robert
House.
Answer: Developed by Robert House, path-goal theory is a contingency model of leadership
that takes key elements from the expectancy theory of motivation. A leader's job in the path-goal
theory is to clear the way between workers and their goals.
House identified four leadership behaviors:
Directive leader–lets subordinates know what is expected of them, schedules work to be done,
and gives specific guidance on how to accomplish tasks.
Supportive leader–friendly and shows concern for the needs of followers.
Participative leader–consults with group members and uses their suggestions before making a
decision.
Achievement-oriented leader–sets challenging goals and expects followers to perform at their
highest level.
Diff: 3
31
96) In a short essay, discuss the conclusions derived from path-goal leadership theory.
Answer: Path-goal theory suggested that directive leadership worked best when tasks were
ambiguous, conflicts arose in groups, and workers had an external locus of control.
Path-goal theory suggested that supportive leadership worked best when tasks were highly
structured.
Path-goal theory suggested that participative leadership worked best when workers had an
internal locus of control.
Path-goal theory suggested that achievement-oriented leadership worked best when workers
wanted to be challenged.
Diff: 3
97) Transactional leaders are leaders who guide by ________.

A) inspiring followers
B) articulating a vision for followers
C) the force of their personality
D) offering rewards to followers
Answer: D
Explanation: The essence of transactional leadership is to offer rewards of some type in
exchange for the output of workers, making "offering rewards" the correct response. "Inspiring
followers" describes a transformational leader rather than a transactional leader. "Articulating a
vision" describes a visionary leader rather than a transactional leader. "The force of their
personality" describes a charismatic leader rather than a transactional leader.
Diff: 2
LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.
98) Visionary leaders are leaders who guide by ________.

B) articulating a vision of the future
Answer: B
Explanation: The key to visionary leadership is to create a credible, attractive vision of the
future that makes followers want to work toward its realization, making that choice the correct
response. Visionary leaders differ from charismatic leaders and transformational leaders in that
they focus on the vision of the future itself rather than their own personality or the inspiration
they offer. Visionary leaders do not offer tangible rewards in the present, making "offering
rewards" incorrect.
Diff: 3
32
99) Transformational leaders are leaders who guide by ________.
B) articulating a vision for followers
Answer: A
Explanation: The key to transformational leadership is to inspire followers to follow the leader's
path, making "inspiring followers" the correct response. Transformational leaders differ from
charismatic leaders and visionary leaders in that they evolve from transactional situations. That
is, transformational leaders at first use rewards to show followers success. The success itself, as
well as the vision supplied by the transformational leader, serves to inspire followers and get
them to do what the leader says.
Diff: 3
100) Which of the following is an accurate statement about transformational leaders?

A) They are poor motivators.
B) Their organizations suffer from high turnover rates.
C) Their organizations are highly productive.
D) Their organizations are not productive.
Answer: C
Explanation: Transformational leaders tend to be superb motivators, not poor motivators, and
have workers who are productive and low in turnover rates rather than unproductive and high in
turnover rates. This makes highly productive organizations the only accurate statement.
Diff: 2
101) Which term is most closely associated with transformational leaders?

A) charming
B) efficient
C) far-seeing
D) inspiring
Answer: D
Explanation: A transformational leader is first and foremost inspiring, making "inspiring" the
correct response. Charming describes a charismatic leader more than a transformational leader.
Efficient may describe a transactional leader. Far-seeing best matches a visionary leader.
Diff: 2
33
102) Which of the following is NOT a typical trait of a charismatic leader?
A) direct eye contact
B) relaxed body posture
C) animated facial expressions
D) erect body posture
Answer: D
Explanation: Direct eye contact, exuberant facial expressions, and a relaxed posture characterize
a charismatic leader. One key to this leader's effectiveness is that people find him or her
comfortable to be around. Rigid or erect body posture does not exude comfortableness, so that
choice is the correct response.
Diff: 2
103) Research has shown that ________.

A) charisma is an illusion
B) charisma is inborn only
C) charisma is based on rewards
D) charisma can be learned
Answer: D
Explanation: Charisma is definitely a genuine trait, not an illusion, that exists in some humans
and not others. Charisma is largely inborn, but research has shown that charisma can be learned,
making the fact that charisma can be learned the correct response. Rewards are more closely
associated with transactional leadership, not charisma.
Diff: 2
104) Research has shown that "trained" charismatic leaders had workers who were ________
those who had been led by non-charismatic leaders.
A) dramatically less productive than
B) more productive than
C) equally productive when compared to
D) slightly less productive than
Answer: B
Explanation: "Trained" charismatic leaders had workers who were more, not less, productive
than those who had worked under non-charismatic leaders, making "more productive" the correct
response and proving that charisma can be instilled, at least to a degree. The other three choices
are all incorrect because they do not indicate an actual gain in productivity.
Diff: 2
34
105) Visionary leadership differs from charismatic leadership because of its focus on ________.
A) rewards
B) personality
C) dangers that the future might bring
D) a positive image of the future
Answer: D
Explanation: The focus of visionary leadership is to create a credible, plausible, doable vision of
the future that people can easily grasp and work toward, making "a positive image of the future"
the correct response. Transactional leadership focuses on rewards, not visionary leadership.
Charismatic leadership focuses on personality, not visionary leadership. Dangers of the future is
ruled out as a correct response because it gives a negative rather than a positive view of the
future.
Diff: 2
106) Which of the following is NOT a typical characteristic of a vision of the future provided by
visionary leadership?
A) powerful images
B) easy-to-understand view
C) nonspecific and indefinite
D) clear articulation
Answer: C
Explanation: A view of the future provided by visionary leadership typically features powerful
images and clear, easy-to-grasp articulation of ideas, ruling out these choices as correct answers.
What visionary leadership does not typically feature is a nonspecific or vague vision of the
future. People must be able to imagine what will happen clearly. An indefinite vision prevents
this, so it is almost always avoided, making "nonspecific and indefinite" the correct response.
Diff: 2
107) If a visionary-leader CEO switched from one company to another, you would expect
________ to follow her to the new company.
A) all employees and managers
B) no employees
C) no managers
D) some employees and managers
Answer: D
Explanation: In this situation, you would expect all or almost all of the followers to follow a
charismatic leader wherever she chose to go. However, the leader described in this question is
visionary, not charismatic, so you would expect some, but clearly not all, managers and
employees to make the move. After all, if it were the vision that attracted the followers, the
vision exists at the old company, not the new company.
Diff: 2
35
108) Team leadership and traditional leadership in hierarchical organizations are thought to be
________.
A) virtually identical
B) very different
C) fairly similar
D) somewhat different
Answer: B
Explanation: There are several big differences between team leadership and traditional
organizational leadership, including less authority, more empowered employees, more
facilitating and coaching, and less direct supervision. This makes team leadership very different
from traditional leadership and rules out all other choices for this question.
Diff: 2
AACSB: Interpersonal relations and teamwork
109) Consultant estimates state that ________ team leaders.

A) 15 percent of managers are not natural
B) 70 percent of managers are not natural
C) 85 percent of managers are not natural
D) 30 percent of managers are natural
Answer: C
Explanation: Consultant estimates hold that about 15 percent of managers are natural team
leaders, which means that 85 percent are not natural team leaders, making "85 percent" the
correct response. Note that about 15 percent of managers are not only not natural team leaders,
they are probably incapable of becoming team leaders.
Diff: 2
110) A difficult skill for a team leader to learn is knowing when to ________ .
A) show interest in the team.
B) retain control
C) leave the team alone
D) abandon the team
Answer: C
Explanation: A team leader should always show interest in the team and never abandon it in any
way. The temptation is for the manager to retain control, which would not promote team
performance. The hard part for team leaders is knowing when to intervene in a team's activities
and when to leave it alone to solve problems on its own, making "leave the team alone" the
correct response.
Diff: 2
36
111) A team's ________ marks the border between tasks that are strictly the team's responsibility
and those that the team shares with other parts of the organization.
A) external boundary
B) exterior
C) leader
D) performance
Answer: A
Explanation: A team leader's job includes knowing where the border exists between tasks that
are strictly within the team and those tasks and activities that extend outside of the team. This
border is called the external boundary. A team's leader, exterior, or performance do not identify
its inner-outer border, so those choices are incorrect.
Diff: 2
112) This team leader role requires leaders to try to get the best out of their team.
A) coach
B) troubleshooter
C) liaison
D) conflict manager
Answer: A
Explanation: A troubleshooter helps the team solve specific task problems, so that choice is not
the correct response. A liaison makes contact for the team with parties outside of the team, so
that choice is not a correct response. A conflict manager resolves personal and discipline
problems within the team, so that choice is not a correct response. A coach helps team members
perform at their best, so "coach" is the correct response.
Diff: 2
113) When a design team is having problems getting its new simulation software to work
correctly, the team leader takes on this role.
A) coach
B) troubleshooter
C) liaison
D) conflict manager
Answer: B
Explanation: The software problem is a specific technical problem that the team is experiencing.
A troubleshooter helps the team solve specific task and technical problems, so that choice is the
correct response. Rather than solve technical problems, a liaison makes contact for the team
outside of the organization, so that choice is not a correct response. Similarly, a conflict manager
resolves personal and discipline problems, not technical problems, so that choice is not a correct
response. Rather than solve technical problems, a coach helps team members perform at their
best, so that choice is not the correct response.
Diff: 2
37
114) When a team is considering joining forces with another team in the organization, the team
leader takes on this role.
A) troubleshooter
B) conflict manager
C) coach
D) liaison
Answer: D
Explanation: A liaison makes contact for the team with the parent organization or parties outside
of the team, so "liaison" is the correct response. A troubleshooter helps the team solve specific
task problems, not link to outside parties, so that choice is not the correct response. A conflict
manager resolves personal and discipline problems within the team, so that choice is not a
correct response. A coach helps team members perform at their best, so that choice is not the
correct response.
Diff: 2
115) When two members of a team are having a personal conflict, the team leader takes on this
role.
A) conflict manager
B) liaison
C) troubleshooter
D) coach
Answer: A
Explanation: A conflict manager resolves personal and discipline problems within the team, so
that choice is the correct response. A troubleshooter helps the team solve specific task problems,
not personal problems, so that choice is not the correct response. A liaison makes contact for the
team with parties outside of the team, so that choice is not a correct response. A coach helps team
members perform at their best, so that choice is not the correct response.
Diff: 2
38
116) The key difference between team leadership and traditional leadership is that in teams,
________ decisions.
A) employees are empowered to make
B) leaders are not empowered to make
C) leaders have no influence over employees'
D) leaders do not participate in important
Answer: A
Explanation: Team leaders typically participate in team decision making and have influence over
team decisions, but they are not the sole authority and final word in decisions as they were in the
traditional arrangement. Thus, the most important difference in a team structure is that
employees can make decisions, even though they are typically not unilateral decisions, making
"employees are empowered" the correct response.
Diff: 2
117) ________ is one key reason that employees are frequently empowered with decision-
making ability in today's business world.
A) Smaller spans of control
B) Larger spans of control
C) Smaller budgets
D) Larger budgets
Answer: B
Explanation: Budgets have little, in any direct sense, to do with empowering employees except
that they might call for increased efficiency, so the two choices regarding budgets are not correct.
Due to downsizing, today's managers typically have larger, not smaller, spans of control, making
"larger spans of control" the correct response and eliminating "smaller spans of control." These
larger spans of control mean that a single manager must relinquish some decision-making
authority to employees, which is the reason why employee empowerment is so prevalent in
today's climate.
Diff: 2
118) On a pro football team, empowerment might manifest itself in which of the following?
A) players getting larger salaries
B) more complicated plays and formations on the field
C) coach-to-helmet communication systems
D) a player changing a planned play on the field
Answer: D
Explanation: Empowerment confers employees with the right to make decisions. Getting more
money, taking on more complicated workloads, and increased communication sophistication are
not forms of empowerment because they do not give players increased decision-making power.
Changing a play does involve making a decision, so "changing a planned play" is the correct
response.
Diff: 3
39
119) A unique problem that virtual leaders face is being understood without a ________ form of
communication.
A) reliable
B) written
C) clear
D) nonverbal
Answer: D
Explanation: Emails and other forms of electronic communication largely lack the emotional
information that can be transmitted through nonverbal means, making "nonverbal" the correct
response. Electronic communication is typically written communication and does not suffer from
being unclear or unreliable, making the remaining choices incorrect.
Diff: 2
AACSB: Information technology
120) Being humble is a typical characteristic of ________.

A) Arab leaders
B) German leaders
C) Japanese leaders
D) Korean leaders
Answer: C
Explanation: Key characteristics of Japanese leaders include humility, making "Japanese
leaders" the correct response. Key characteristics of Arab leaders include avoiding inessential
kindness. Key characteristics of German leaders include high participation and performance
expectation. Key characteristics of Korean leaders include a paternalistic attitude toward
employees.
Diff: 2
AACSB: Diverse and multicultural work environments
121) A ________ would avoid publicly praising a productive employee.

A) Malaysian leader
B) Dutch leader
C) Japanese leader
D) German leader
Answer: B
Explanation: Key characteristics of Dutch leaders include avoiding public embarrassment of any
kind, even when it is caused by praise, making "Dutch leader" the correct response. Key
characteristics of Japanese leaders include humility. Key characteristics of German leaders
include high participation and performance expectation. Key characteristics of Malaysian leaders
include compassion.
Diff: 2
40
122) A ________ is characterized by high performance orientation.
A) German leader
B) Scandinavian leader
C) Japanese leader
D) Malaysian leader
Answer: A
Explanation: Key characteristics of German leaders include high performance expectation and
low compassion, making "German leader" the correct response. Key characteristics of
Scandinavian leaders include avoiding the singling out of individuals in public. Key
characteristics of Japanese leaders include humility. Key characteristics of Malaysian leaders
include compassion.
Diff: 2
123) Most leadership theories were developed in the United States, causing them to stress
________.
A) spirituality over rationality
B) rationality over spirituality
C) both rationality and spirituality
D) altruism over self-gratification
Answer: B
Explanation: American biases in leadership theories include emphasizing rationality and de-
emphasizing non-rational forms of thought, which include spirituality, making "rationality over
spirituality" the correct response and ruling out the other two choices regarding spirituality. The
remaining choice is incorrect because, if anything, self-gratification is favored over altruism, not
the other way around.
Diff: 2
124) All of the following appear to be universal elements of transformational leadership

EXCEPT ________.
A) dynamism
B) vision
C) trustworthiness
D) aggressiveness
Answer: D
Explanation: Countries around the world seem to respond to such qualities as dynamism, vision,
and trustworthiness in transformational leaders. Aggressiveness is not a quality that typically
contributes to the effectiveness of a transformational leader, so that choice is the correct answer.
Diff: 2
41
125) Recent studies indicate that this measure of ability is the best predictor of who will be a
leader in an organization.
A) standardized test intelligence
B) academic intelligence
C) technical expertise
D) emotional intelligence
Answer: D
Explanation: Studies show that such things as standardized test intelligence, academic
proficiency, and technical skill are threshold capabilities, meaning that a person needs only a
certain minimum amount of them to succeed. Emotional intelligence, or EI, on the other hand,
has been shown to be a true predictor of leadership, making that choice the correct response.
Diff: 2
126) Which of the following is NOT a key component of emotional intelligence (EI)?
A) empathy
B) self-awareness
C) active imagination
D) social skills
Answer: C
Explanation: Empathy, self-awareness, and social skills are three of the five recognized key
components of EI. An active imagination, while being an important skill for success, is not a key
component of EI, so that choice is the correct response.
Diff: 2
127) Studies show that the higher the rank a star performer has in an organization, the more he or
she relies on ________ for success.
A) integrity
B) intelligence
C) emotional intelligence
D) loyalty
Answer: C
Explanation: Emotional intelligence (EI) seems to increase in importance as managers go up the
scale of an organization. Thus, successful top managers rely on EI more than successful middle
managers, for example. This makes "emotional intelligence" the correct response and rules out
all other responses.
Diff: 1
128) A transactional leadership style is not related to a transformational style.

Answer: FALSE
Explanation: If done well, a transactional style can evolve into a transformational style, so the
two are closely related.
Diff: 2
42
129) Leaders with a transformational leadership style and charismatic leaders treat employees the
same way.
Answer: FALSE
Explanation: Transformational leadership is similar to charismatic leadership, but
transformational leadership gives the follower more freedom to think independently and
critically, even if a follower's views clash with the views of the leader.
Diff: 2
130) Charismatic and visionary leadership both involve a vision.

Answer: TRUE
Explanation: Charismatic leadership and visionary leadership both employ a vision. However,
charismatic leadership starts with a vision, as the person is the true focus of charismatic
leadership, while in visionary leadership it is the specific view of the future that the leader
promotes that attracts followers.
Diff: 2
131) Since charisma is an inborn trait, no efforts have ever been made to train people to be
charismatic.
Answer: FALSE
Explanation: Though some people think that charisma cannot be taught, others feel that training
can provide leaders with elements of charisma. These training efforts have proved to be fairly
successful.
Diff: 2
132) A successful visionary leader "jump-starts" the future.

Answer: TRUE
Explanation: Successful visionary leaders create a powerful image of a possible future that is
easy to grasp. Followers latch on to this vision of the future and work to make it a reality.
Diff: 2
133) Team leadership is becoming less important in today's world because teams don't need
leaders.
Answer: FALSE
Explanation: All teams need leaders. If anything, team leadership is becoming more important in
the current business climate because teams are becoming more prevalent.
Diff: 2
43
134) One of the keys to being a good team leader is to know when to leave a team alone.
Answer: TRUE
Explanation: Knowing when to intervene and when to let a team solve its own problems is
important for a team leader.
Diff: 2
135) Experts state that 85 percent of all managers are not natural team leaders.
Answer: TRUE
Explanation: Consultants think that 15 percent of managers are natural team leaders, which
leaves 85 percent who are not natural team leaders.
Diff: 3
136) One specific role of team leadership is that team leaders are troubleshooters.
Answer: TRUE
Explanation: Team leader roles include coaches, conflict managers, liaisons, and
troubleshooters.
Diff: 2
137) One reason that empowerment is important in today's business climate is that managers
today tend to have smaller spans of control than managers of the past.
Answer: FALSE
Explanation: In fact, today's managers, due to downsizing and efficiency efforts, have larger, not
smaller, spans of control than managers of the past. A larger span of control means the manager
has less time to spend with individual employees, so empowering those employees helps them
solve problems on their own.
Diff: 2
138) In different countries, the most universal aspects of leadership seem to be elements of
transactional leadership.
Answer: FALSE
Explanation: Transformational, rather than transactional, elements of leadership seem to be most
universal. These include vision, trustworthiness, dynamism, positiveness, and proactiveness.
Diff: 2
44
139) Emotional intelligence (EI) is one of the best predictors of who will emerge as a leader.
Answer: TRUE
Explanation: More than academic intelligence, EI has shown to be the best predictor of who will
be a successful leader.
Diff: 2
140) In a short essay, describe transactional and transformational leaders.

Answer: Transactional leaders are those who guide or motivate their followers in the direction of
established goals primarily by providing rewards. Rewards can be monetary or involve status or
some other item that is desired by the follower.
When transactional leadership is successful, it can develop into transformational leadership.

Transformational leadership stimulates, excites, and, finally, inspires followers to high
performance. The inspiration that followers get from a transformational leader is the best kind of
inspiration–it retains a critical element so that followers are not merely blindly following their
leader (as may occur with a charismatic leader). They are following because they believe in both
the leader and the path.
Diff: 3
45
141) In a short essay, describe two of the four specific leadership roles that team leaders play.
Answer: (any two of the following)
Team leaders function as liaisons with external constituencies. These may include upper
management, other organizational work teams, customers, or suppliers. The leader represents the
team to other constituencies, secures needed resources, clarifies others' expectations of the team,
gathers information from the outside, and shares that information with team members.
Team leaders also function as troubleshooters. When the team has problems and asks for
assistance, team leaders sit in on meetings and try to help resolve the problems. Troubleshooting
may involve technical or operational issues, although in many cases the team members may
know more about the tasks being done than the team leader. The leader is most likely to
contribute by asking penetrating questions, helping the team talk through and clarify problems,
and getting needed resources to tackle problems.
Team leaders often function as conflict managers. They help identify issues such as the source of
the conflict, who is involved, the issues, the resolution options available, and the advantages and
disadvantages of each. By getting team members to address questions such as these, the leader
minimizes the disruptive aspects of intrateam conflicts.
Team leaders function as coaches. As a coach, a team leader's primary job is to get workers to
perform at the highest possible level. Team leaders clarify expectations and roles, teach, offer
support, and do whatever else is necessary to help team members keep their work performance
high.
Diff: 3
142) In a short essay, discuss how emotional intelligence (EI) affects leadership.
Answer: Recent studies indicate that EI–more than IQ, expertise, or any other single factor–is
the best predictor of who among a group will become a leader. The five components of emotional
intelligence–self-awareness, self-management, self-motivation, empathy, and social skills–all
contribute to enabling an individual to become a leader. The more of these traits a person seems
to have, the higher he or she typically can rise as a leader.
EI has been shown to be positively related to job performance at all levels. When really top
performers, so called "star performers" in organizations, are compared with ordinary leaders, the
difference between the two categories seems to be almost entirely due to EI factors.
Diff: 3
46
143) This is the dimension of trust that includes technical skills.
A) integrity
B) loyalty
C) openness
D) competence
Answer: D
Explanation: Competence refers to the technical and interpersonal skills and knowledge that a
leader has, making that choice the correct response. Integrity refers to how truthful and honest a
leader is. Loyalty refers to how willing a leader is to protect followers. Openness refers to how
willing a leader is to share important ideas and information.
Diff: 2
AACSB: Ethical understanding and reasoning
LO: 12.5: Discuss trust as the essence of leadership.
144) This is the dimension of trust that includes how reliable a leader is.
A) integrity
B) competence
C) consistency
D) loyalty
Answer: C
Explanation: Consistency refers to whether or not a leader has good judgment, and how reliable
and predictable the leader is, making "consistency" the correct response. Integrity refers to how
truthful and honest a leader is. Loyalty refers to how willing a leader is to protect followers.
Competence refers to the technical and interpersonal skills and knowledge that a leader has.
Diff: 2
145) This is the dimension of trust that includes how honest a leader is.
A) integrity
B) openness
C) loyalty
D) competence
Answer: A
Explanation: Integrity refers to how honest and truthful a leader is, making "integrity" the
correct response. Openness refers to how willing a leader is to share important ideas and
information. Loyalty refers to how willing a leader is to protect followers. Competence refers to
the technical and interpersonal skills and knowledge that a leader has.
Diff: 2
47
146) Which of the following is NOT a reason that the importance of trust has increased in today's
business climate?
A) Job performance is related to trust.
B) Job satisfaction is related to trust.
C) Only 60 percent of U.S. employees trust their leaders.
D) Downsizing has eroded the faith that workers have in their leaders.
Answer: C
Explanation: Job performance and satisfaction are clearly related to trust, so those two choices
are both valid reasons for why trust is important. The erosion of faith for workers in their leaders
has also made trust more important than ever in today's world, making the choice regarding
downsizing a valid reason for why trust is important. The choice regarding 60 percent of U.S.
employees trusting their leaders is inaccurate because the actual percentage value of employees
that trust their leaders is 39 percent, making that choice the correct response.
Diff: 2
147) Trust is the belief in the integrity, character, and ability of a leader.
Answer: TRUE
Explanation: Trust has five dimensions: integrity, which includes honesty, competence,
consistency, loyalty, and openness.
Diff: 2
148) Of the five dimensions that make up the concept of trust, loyalty seems to be the most
critical.
Answer: FALSE
Explanation: Integrity, rather than loyalty, appears to be the most important element of trust.
Diff: 2
149) Research has shown that a majority of American employees trust the leaders of the
companies they work for.
Answer: FALSE
Explanation: According to a survey, only about 39 percent of U.S. employees claimed to trust
their executive leaders, which is considerably less than a majority.
Diff: 2
48

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Fundamentals of Management, 10e, Global Edition (Robbins)

Chapter 12 Leadership and Trust

3) Leadership identifies a process while leader identifies a person.

4) Ideally, all managers should not be leaders.

6) Leaders are ________.

9) Why was the trait theory of leadership mainly unsuccessful?

10) Behavioral theories of leadership focused on ________.

42) In a short essay, describe the University of Iowa leadership studies.

44) In a short essay, describe the University of Michigan leadership studies.

47) What does Fiedler's least-preferred coworker questionnaire measure?

62) Which leadership style works best with an R1 type of follower?

71) An important trait of a(n)________ leader in path-goal theory is friendliness.

77) In a highly structured organization, this approach seems to work best.

80) A leader should avoid a directive leadership style when ________.

83) A high LPC score indicates that a worker is productivity oriented.

The theory presents four basic leadership styles:

The theory presents four basic follower readiness states:

House identified four leadership behaviors:

97) Transactional leaders are leaders who guide by ________.

98) Visionary leaders are leaders who guide by ________.

100) Which of the following is an accurate statement about transformational leaders?

101) Which term is most closely associated with transformational leaders?

103) Research has shown that ________.

109) Consultant estimates state that ________ team leaders.

120) Being humble is a typical characteristic of ________.

121) A ________ would avoid publicly praising a productive employee.

124) All of the following appear to be universal elements of transformational leadership

128) A transactional leadership style is not related to a transformational style.

130) Charismatic and visionary leadership both involve a vision.

132) A successful visionary leader "jump-starts" the future.

140) In a short essay, describe transactional and transformational leaders.

When transactional leadership is successful, it can develop into transformational leadership.

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