Which of the following represents the carrot-and-stick approach to leadership?

1. Leadership is the use of power and influence to direct the activities of followers toward goal attainment. True False

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   • What is the purpose of the carrots and sticks approach used by management?
   • Which of the following styles represent avoidance of leadership altogether?
   • Which of the following theories is also known as the situational model of leadership?
   • Which of the following reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?

2. The low quality exchange dyad, in the leader-member exchange theory, forms the leader's ingroup and is characterized by higher levels of trust, respect, and obligation. True False

3. After a century of research, leadership scholars now acknowledge that there is little in the way of a generalizable profile of effective leaders from a trait perspective. True False

4. With a consultative style of decision making, a leader is more a facilitator than a decision maker. True False

5. Leaders who are high on initiating structure create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees. True False

6. The Ohio State studies argued that initiating structure and consideration were independent concepts, meaning that leaders could be high on both, low on both or high on one and low on the other. True False

7. The life cycle model is also called the situational model of leadership. True False

8. Transformational leadership represents the "carrot-and-stick" approach to leadership, with management- by-exception providing the "sticks" and contingent reward supplying the "carrots." True False

9. Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms. True False

10. Transformational leadership has no effect on continuance commitment. True False

11. Most leaders can judge their performance by pointing to changes in stock price. True False

12. Leaders cannot be judged by objective evaluations of unit performance. True False

13. Traits are more predictive of leader effectiveness than they are of leader emergence. True False

14. Trait-leadership correlations are strong in magnitude, particularly when leader effectiveness serves as the outcome. True False

15. The focus on leader traits holds more practical relevance than a focus on leader's actions. True False

16. With an autocratic style, the employees are asked to generate or evaluate potential solutions. True False

17. There is one decision-making style that is effective across all situations. True False

18. Making the correct decision is the ultimate means of judging a leader. True False

19. 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. True False

20. The leader-member exchange theory argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit. True False

21. As employees gain more ability, guidance and direction by the leader become more necessary. True False

22. Life cycle theory has been incorporated in about 80% of Fortune 500 firms. True False

23. Although the scientific validity of the life cycle theory remains in question, its predictions often play out in professional sports. True False

24. Transactional leadership is viewed as a more motivational approach to leadership than other managerial approaches. True False

25. Laissez-faire leadership is a hands-off leadership style. True False

26. Genes influence the personality traits that give rise to charisma. True False

27. Inspirational motivation is represented by statements like: "The leader spends time teaching and coaching." True False

28. Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms. True False

29. Transformational leadership does not affect the job performance of the employees who report to the leader. True False

30. Employees with transformational leaders tend to have higher levels of task performance. True False

31. Leadership training programs often focus on very specific issues, like being a more effective mentor. True False

32. Dr. Christian Vandenberghe of HEC in Montreal, studies how leaders' actions affect employee commitment. True False

33. According to research, traits are more predictive of A. leader-member exchange B. leader effectiveness C. leader emergence D. leadership life cycle E. none of these

34. _______ refers to the notion of who becomes a leader rather than how well people do in a leadership role. A. Leader-member exchange B. Leader effectiveness C. Leader emergence D. Leader substitutes E. None of these

35. All of these traits/characteristics are linked to leader emergence except A. low agreeableness B. high general cognitive ability C. high extraversion D. low neuroticism E. high openness to experience

36. All of these traits/characteristics are linked to leader effectiveness except A. high conscientiousness B. high general cognitive ability C. high extraversion D. high stress tolerance E. high openness to experience

37. Which of these traits/characteristics is linked to leader effectiveness? A. Low agreeableness B. High conscientiousness C. High introversion D. Low neuroticism E. High openness to experience

38. Which of these would be classified as the highest leader control decision-making style? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

39. Which of these would be classified as the highest follower control decision-making style? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

40. Which of the following is not a leader decision-making style that is discussed in the chapter? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

41. As a manager, Ron has always made all the decision necessary for his department alone without asking for the opinions or suggestions of the employees involved. Ron can be described as having which of these decision making styles? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

42. Samantha is the department manager at Trak-Pak Clothing, Inc. Every time a problem emerges, Samantha calls the department meeting and presents the problem to her team. She gathers their opinions and suggestions and then with all the information, she makes the final decision. She feels this is the best way to make decisions. Samantha can be described as having which of these decision making styles? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

43. With a(n) _______ decision making style, employees do "have a say" in the process but the ultimate authority still rests with the leader. A. Delegative B. Negotiative C. Consultative D. Facilitative E. Autocratic

44. Zach is a quality control manager at Fresh Mints International. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He would present 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. Zach can be described as having which of these decision making styles? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

45. With a(n) _______ decision making style, the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

46. In which style of decision making does the leader play no role in deliberations unless asked? A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

47. According to the studies at Ohio State in the 1950s, the two leader behaviour dimensions identified were A. initiating structure and consideration B. telling and selling C. participating and delegating D. intrinsic and extrinsic E. transformational and transactional

48. Which of these reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment? A. Initiating structure B. Selling style C. Consideration structure D. Delegating structure E. Transformational structure

49. Ellen, as a manager, has always been driven by scheduling, directing group activities, planning, and trying out new ideas. For her, meeting deadlines is critical and she always gives explicit standards of performance. Ellen can be described as high on which of these? A. Transformation B. Delegating C. Consideration D. Participating E. Initiating structure

50. Which of these reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness of employee feelings? A. Transformation B. Delegating C. Consideration D. Participating E. Initiating structure

51. Linda has a deep concern for the welfare of her employees and she has established a strong, two-way communication with them. Linda can be described as a manager high on which of these? A. Telling B. Autocratic style C. Consideration D. Selling E. Initiating structure

52. All of these behaviours, according to the studies at Ohio State, are consideration behaviours except A. Representation B. Integration C. Recognition D. Organization E. Membership

53. Originating, facilitating, and sometimes resisting new ideas and practices describe which of these initiating structure behaviours? A. Initiation B. Production C. Recognition D. Organization E. Membership

54. Defining and structuring work, clarifying leader versus member roles, and coordinating employee tasks describe which of these initiating structure behaviours? A. Initiation B. Production C. Recognition D. Organization E. Membership

55. Setting goals and providing incentives for the effort and productivity of employees describe which of these initiating structure behaviours? A. Initiation B. Production C. Recognition D. Organization E. Membership

56. Mixing with employees, stressing informal interactions, and exchanging personal services describe which of these consideration behaviours? A. Integration B. Representation C. Recognition D. Communication E. Membership

57. Encouraging a pleasant atmosphere, reducing conflict, and promoting individual adjustment to the group describe which of these consideration behaviours? A. Integration B. Representation C. Recognition D. Communication E. Membership

58. Expressing approval or disapproval of the behaviours of employees describes which of these consideration behaviours? A. Integration B. Representation C. Recognition D. Communication E. Membership

59. Acting on behalf of the group, defending the group, and advancing the interests of the group describe which of these consideration behaviours? A. Integration B. Representation C. Recognition D. Communication E. Membership

60. Which theory is also referred to as the situational model of leadership? A. Transformational leadership theory B. Autocratic leadership style C. Life Cycle Theory of Leadership D. Time-Driven Model of Leadership E. Herzberg's Two-factor Theory

61. According to the life cycle theory of leadership, an employee at R3 readiness level can optimally be matched with which of these leader behaviours? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

62. According to the life cycle theory of leadership, an employee at R4 readiness level can optimally be matched with which of these leader behaviours? A. Delegating B. Telling C. Selling D. Participating E. Negotiating

63. According to the life cycle theory of leadership, "telling" leader behaviour comprises _______ initiating structure and _______ consideration. A. high; low B. low; high C. low; low D. high; high E. moderate; moderate

64. According to the life cycle theory of leadership, "selling" leader behaviour comprises _______ initiating structure and _______ consideration. A. high; low B. low; high C. low; low D. high; high E. moderate; moderate

65. According to the life cycle theory of leadership, "participating" leader behaviour comprises _______ initiating structure and _______ consideration. A. high; low B. low; high C. low; low D. high; high E. moderate; moderate

66. According to the life cycle theory of leadership, "delegating" leader behaviour comprises _______ initiating structure and _______ consideration. A. high; low B. low; high C. low; low D. high; high E. moderate; moderate

67. In _______ leader behaviour, according to the life cycle theory of leadership, the leader provides specific instructions and closely supervises performance. The guidance and direction from the leader are necessary in the absence of employee ability, motivation, or confidence. A. delegating B. telling C. selling D. participating E. negotiating

68. In _______ leader behaviour, according to the life cycle theory of leadership, the leader explains key issues and provides opportunities for clarification. Some guidance and direction is needed due to lack of employee ability, but the increased explanation and persuasion can help foster the emerging motivation and confidence. A. delegating B. telling C. selling D. participating E. negotiating

69. In _______ leader behaviour, according to the life cycle theory of leadership, the leader shares ideas and tries to help conduct its affairs. Instead of guidance, the leader offers some combination of collaborating and facilitating to support employees. A. delegating B. telling C. selling D. participating E. negotiating

70. In _______ leader behaviour, according to the life cycle theory of leadership, the leader turns responsibility for key behaviours over to the employees. A. delegating B. telling C. selling D. participating E. negotiating

71. _______ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. A. passive management-by-exception B. contingent reward transactional C. laissez-Faire D. active management-by-exception E. transformational

72. Which of these styles represents avoidance of leadership altogether? A. Passive management-by-exception B. Contingent reward transactional C. Laissez-Faire D. Active management-by-exception E. Transformational

73. Which of these is not a transactional leadership style? A. Passive management-by-exception B. Contingent reward transactional C. Laissez-Faire D. Active management-by-exception E. All of these are transactional leadership

74. Ron believes he has quite a unique style of leadership. He waits around for mistakes and errors from his employees and then takes corrective action as necessary. Ron's style can be described as which of these?

A. Passive management-by-exception B. Contingent reward transactional C. Laissez-Faire D. Active management-by-exception E. Transformational

103 of these involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways? A. Laissez-Faire B. Inspirational motivation C. Idealized influence D. Intellectual stimulation E. Individualized consideration

104._______ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. A. Laissez-faire B. Inspirational motivation C. Idealized influence D. Intellectual stimulation E. Individualized consideration

105._______ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance. A. Substitutes B. Transactions C. Role takings D. Neutralizers E. None of these

106 of these only reduce the importance of the leader with no beneficial impact on performance? A. Substitutes B. Transactions C. Role takings D. Neutralizers E. None of these

107 leadership has a _______ effect on performance. A. strong positive B. moderate positive C. weak positive D. weak negative E. moderate negative

108 leadership has a _______ effect on commitment. A. strong positive B. moderate positive C. weak positive D. weak negative E. moderate negative

109 of these are leader substitutes except A. task feedback B. staff support C. group conflict D. professionalism E. intrinsic satisfaction

110 of these are leader neutralizers except A. formalization B. inflexibility C. task stability D. spatial distance E. task feedback

111, Bianca, Candy, and Dawn are four managers at ITI Manufacturing. Each in their department uses a different decision making style and believes that their style is the best. Amanda always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself, Bianca gives her employees the responsibility for making the decision within a set of specified boundary conditions that she provides, Candy makes the decision without asking her employees for their opinions/ suggestions, and finally, Dawn presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department.

Amanda can be described as having which of these decision making styles? Scenario: ITI Manufacturing

A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

112, Bianca, Candy, and Dawn are four managers at ITI Manufacturing. Each in their department uses a different decision making style and believes that their style is the best. Amanda always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself, Bianca gives her employees the responsibility for making the decision within a set of specified boundary conditions that she provides, Candy makes the decision without asking her employees for their opinions/ suggestions, and finally, Dawn presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department.

Bianca can be described as having which of these decision making styles? Scenario: ITI Manufacturing

A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

113, Bianca, Candy, and Dawn are four managers at ITI Manufacturing. Each in their department uses a different decision making style and believes that their style is the best. Amanda always presents the problem to her employees, gathers their opinions/suggestions and then makes the decision herself, Bianca gives her employees the responsibility for making the decision within a set of specified boundary conditions that she provides, Candy makes the decision without asking her employees for their opinions/ suggestions, and finally, Dawn presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department.

Candy can be described as having which of these decision making styles? Scenario: ITI Manufacturing

A. Consultative B. Autocratic C. Delegative D. Facilitative E. Negotiative

117, Quinton, Robert, and Shawn are four friends working at Paper Products, Inc. (PPI), a disposable paper products manufacturing company. They all started at different times at the company with bring different levels of experience and abilities to their jobs. Josh is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Paul is able but unwilling, Quinton is both able and willing, Robert is neither able nor willing, and finally Shawn is unable but highly willing to take on the responsibilities. Josh must respond differently to each of them to get them prepared and get the job done.

Shawn can be described at which readiness level? Scenario: Paper Products, Inc

A. R

B. R

C. R

D. R

E. None of these

118, Quinton, Robert, and Shawn are four friends working at Paper Products, Inc. (PPI), a disposable paper products manufacturing company. They all started at different times at the company with bring different levels of experience and abilities to their jobs. Josh is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Paul is able but unwilling, Quinton is both able and willing, Robert is neither able nor willing, and finally Shawn is unable but highly willing to take on the responsibilities. Josh must respond differently to each of them to get them prepared and get the job done.

Josh's optimal behaviour per Quinton's readiness should be which of these? Scenario: Paper Products, Inc

A. Delegating B. Telling C. Selling D. Participating E. Negotiating

119, Quinton, Robert, and Shawn are four friends working at Paper Products, Inc. (PPI), a disposable paper products manufacturing company. They all started at different times at the company with bring different levels of experience and abilities to their jobs. Josh is the factory manager supervising all the employees including these four. From a readiness point of view, it can be said that Paul is able but unwilling, Quinton is both able and willing, Robert is neither able nor willing, and finally Shawn is unable but highly willing to take on the responsibilities. Josh must respond differently to each of them to get them prepared and get the job done.

Josh's optimal behaviour per Shawn's readiness should be which of these? Scenario: Paper Products, Inc

A. Delegating B. Telling C. Selling D. Participating E. Negotiating

120 of the following are objective evaluations of unit performance that leaders can be judged by except: A. profit margins. B. attitude. C. market share. D. returns on investment. E. quality.

121 approaches to judging leader effectiveness center more on followers, including indices such as all of the following except: A. retention of talented employees. B. absenteeism. C. costs in relation to budgeted expenditures. D. requests for transfer. E. grievances filed.

122 of the following refers to how well people actually do in a leadership role? A. Leader performance B. Leader effectiveness C. Leader emergence D. Leader perceptions E. Leader advancement

123 it is important that employees "buy in" to the decisions or not is associated with which of the following? A. Importance of commitment B. Shared objectives C. Likelihood of commitment D. Employee expertise E. Teamwork skills

124 the time-driven model of leadership, which leadership style should result in an accurate decision that makes the most efficient use of employees' time? A. Consultative B. Negotiative C. Delegative D. Autocratic E. Facilitative

125 to research, managers tend to choose the style recommended by the time-driven model of leadership around _______ percent of the time. A. 66 B. 25 C. 12 D. 31 E. 40

126 the time-driven model of leadership, which leadership style seems to be overused by managers? A. Autocratic B. Consultative C. Delegative D. Facilitative E. Negotiative

127 the time-driven model of leadership, _____ and _____ leadership styles seem to be underutilized by managers. A. negotiative; facilitative B. autocratic; facilitative C. delegative; autocratic D. facilitative; delegative E. negotiative; autocratic

135 of the following represents the "carrot-and-stick" approach to leadership? A. Laissez-faire leadership B. Passive-avoidant leadership C. Transactional leadership D. Charismatic leadership E. Transformational leadership

136 of these leadership approaches is most universally endorsed across cultures? A. Laissez-faire B. Contingent reward C. Passive management-by-exception D. Active management-by-exception E. Transformational leadership

137 with transformational leaders tend to have _____ levels of affective commitment and _____ levels of normative commitment. A. moderate; lower B. higher; higher C. extreme; moderate D. higher; moderate E. lower; higher

138 personal satisfaction from one's work is associated with which of the following substitutes? A. Training and experience B. Task feedback C. Staff support D. Intrinsic satisfaction E. Group cohesion

139 in an organization that prioritizes rule adherence is associated with which of the following neutralizers? A. Formalization B. Task feedback C. Staff support D. Spatial distance E. Inflexibility

140 to the text, all of the following are very specific issues that leadership training programs often focus on except: A. conducting more accurate performance evaluations. B. being a more effective mentor. C. structuring creative problem solving. D. particular leader behaviours such as initiating structure and consideration. E. gaining more cultural awareness and sensitivity.

141 the leader-member exchange theory. Explain the two types of dyads.

142 you agree with the statement "Leaders are born, not made?" Explain. What traits/characteristics are related to leader emergence and leader effectiveness?

143 the four leader decision making styles using examples.

144 the time-driven model of leadership using the seven factors.

145 between the different types of initiating and consideration behaviours.

146 the life cycle theory of leadership integrating the initiating structure and consideration behaviours in it.

147 explain each of the following: laissez-faire, transactional, and transformational leadership using the criteria of effectiveness and active versus passive aspects of the leadership.

What is the purpose of the carrots and sticks approach used by management?

Which of the following styles represent avoidance of leadership altogether?

Which of the following theories is also known as the situational model of leadership?

Which of the following reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?