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Exam 14: Leadership: Styles and Behaviors

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Question 31

Multiple Choice

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In the case of _____, the leader avoids getting involved when important issues arise and the leader's power goes unutilized.

A) passive management-by-exception
B) transactional leadership
C) laissez-faire leadership
D) active management-by-exception
E) transformational leadership

F) A) and D)
G) None of the above

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Question 32

Multiple Choice

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Ben, Tom, Ron, and Harry are managers working at Eva Pure, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Ben's group is able but unwilling, Tom's unit is both able and willing, Ron's is neither able nor willing, and Harry's is not able but highly willing to take on the responsibilities. Ron's optimal behavior to deal with his group's readiness should be characterized by _____ initiating structure and _____ consideration.

A) moderate; low
B) low; high
C) low; moderate
D) high; high
E) moderate; moderate

F) A) and B)
G) C) and E)

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Question 33

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The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior?

The life cycle theory of leadership explains how leader-member relationships develop over time on a dyadic basis.

A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Telling is the optimal combination of leader behaviors at the R3 stage of readiness.

Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He presents the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Ted is displaying?

Which of the following leader behaviors is characterized by low initiating structure and low consideration?

What is transformational leadership? Describe the "four I's" of transformational leadership.

According to Project GLOBE, transformational leadership is the second-most universally accepted approach to leadership. The most accepted approach is transactional leadership.

Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.

_____ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

For the delegative style of decision making, the teamwork skills of the employees involved are not important.

Ben, Tom, Ron, and Harry are managers working at Eva Pure, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Ben's group is able but unwilling, Tom's unit is both able and willing, Ron's is neither able nor willing, and Harry's is not able but highly willing to take on the responsibilities. Which of the following behaviors would be best suited to deal with Ben's group's readiness?

Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b) ______.

A recent meta-analysis showed that initiating structure and consideration are only weakly related, which supports the University of Michigan studies.

Transformational leaders heighten followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved.

With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required.