Leadership Research Findings Practice and Skills 7th Edition by Andrew J. DuBrin - Test Bank

Leadership Research Findings Practice and Skills 7th Edition by Andrew J. DuBrin – Test Bank

 

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Chapter 5—Contingency and Situational Leadership

 

MULTIPLE CHOICE

 

1. When asked about leadership effectiveness, an executive said in part, “The length of the leash varies with different people. . . .” The executive’s comments support the ____ perspective on leadership.

a.	Contingency
b.	Relationship-oriented
c.	Task-oriented
d.	Universal theory

 

 

ANS:  A                    PTS:   1                    REF:   p. 144

 

2. The contingency approach to leadership explains that leaders are most effective when they

a.	plan for emergencies before they occur.
b.	make their behavior contingent upon situational forces.
c.	follow universal managerial principles when faced with contingencies.
d.	create backup plans to deal with human resources problems.

 

 

ANS:  B                    PTS:   1                    REF:   p. 142

 

3. Baxter, a chief operating officer, practices contingency leadership when he

a.	warns workers in advance about potential punishments.
b.	maintains an optimistic, positive attitude.
c.	challenges the use of new technologies.
d.	discards old ideas that no longer fit the circumstances.

 

 

ANS:  D                    PTS:   1                    REF:   p. 142

 

4. Contingency leadership theorists believe that in terms of shaping the leader’s behavior,

a.	forces in the situation are more important that the leader’s personal characteristics.
b.	the leader’s characteristics are more important than forces in the leadership situation.
c.	the leadership situation has a negligible influence.
d.	the leader’s personal characteristics have a negligible influence.

 

 

ANS:  A                    PTS:   1                    REF:   p. 143

 

5. A contingency leadership perspective is that the leader’s behavior is profoundly influenced by the

a.	leader’s personality.
b.	situation.
c.	leader’s rank.
d.	leader’s charisma.

 

 

ANS:  B                    PTS:   1                    REF:   p. 143

 

6. In Fiedler’s contingency theory, the most important dimension of the situation for determining situational control is

a.	position power.
b.	leader-member relations.
c.	personal power.
d.	task structure.

 

 

ANS:  B                    PTS:   1                    REF:   p. 145

 

7. The general point of Fiedler’s contingency theory of leadership is that the best style of leadership is determined by

a.	the leader’s personality.
b.	how well the leader gets along with group members.
c.	a balance of task and relationship factors.
d.	the situation in which a leader works.

 

 

ANS:  D                    PTS:   1                    REF:   p. 144

 

8. Following Fiedler’s contingency model, a leader can increase situational control by

a.	decreasing the task structure for group members.
b.	creating conflict between himself or herself and group members.
c.	increasing his or her position power.
d.	increasing the demands on group members.

 

 

ANS:  C                    PTS:   1                    REF:   p. 145

 

9. Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in behaviors that

a.	have a high probability of winning.
b.	set quite high goals for all subordinates.
c.	complement subordinates’ environment and abilities.
d.	follow a logical path.

 

 

ANS:  C                    PTS:   1                    REF:   p. 147

 

10. The general thrust of path-goal theory is to specify what the leader must do to

a.	make a directive style of leadership acceptable.
b.	achieve high productivity and morale in a given situation.
c.	improve the work attitudes of group members.
d.	make the situation more favorable.

 

 

ANS:  B                    PTS:   1                    REF:   p. 147

 

11. In path-goal theory, the directive leader improves morale when

a.	group members perform repetitive tasks.
b.	group members are highly motivated.
c.	the task is clear.
d.	the task is unclear.

 

 

ANS:  D                    PTS:   1                    REF:   p. 149

 

12. In path-goal theory, the participative leader is best suited for improving the morale of

a.	well-motivated employees who perform repetitive tasks.
b.	well-motivated employees who perform nonrepetitive tasks.
c.	poorly-motivated employees who perform repetitive tasks.
d.	poorly-motivated employees who perform nonrepetitive tasks.

 

 

ANS:  B                    PTS:   1                    REF:   p. 149

 

13. A suggestion to the leader based on path-goal theory is for the leader to

a.	give people careful instructions, even when they can perform the task well.
b.	encourage group members to provide their own structure.
c.	purposely make ambiguous the path between goal attainment and receiving a reward.
d.	reduce frustrating barriers to reaching goals.

 

 

ANS:  D                    PTS:   1                    REF:   p. 150

 

14. The situational leadership model II emphasizes contingency factors relating to

a.	characteristics of group members.
b.	characteristics of the organizational climate.
c.	the attitudes of the leader.
d.	the skills of the leader.

 

 

ANS:  A                    PTS:   1                    REF:   p. 150

 

15. According to the situational model II, effective leaders manage their relationship with a subordinate

a.	in relation to the subordinate’s job level.
b.	based on the subordinate’s mood.
c.	on a given task.
d.	in relation to a particular level of motivation.

 

 

ANS:  C                    PTS:   1                    REF:   p. 150

 

16. The “coaching” style of leadership in the situational leadership model II is described as

a.	high on directing and high on supporting behaviors.
b.	high on directing and low on supporting behaviors.
c.	low on directing and low on supporting behaviors.
d.	low on directing and high on supporting behaviors.

 

 

ANS:  A                    PTS:   1                    REF:   p. 153

 

17. According to the situational leadership model II, the directing style is the most effective when team members are

a.	low in competence but high on commitment.
b.	at the highest level of commitment and competence.
c.	growing in competence but with variable commitment.
d.	having some competence but are low in commitment.

 

 

ANS:  D                    PTS:   1                    REF:   p. 153

 

18. According to the normative decision model, leaders must choose a style that brings about the correct degree of ____ when making decisions.

a.	Group participation
b.	Group motivation
c.	Goal setting
d.	Job satisfaction

 

 

ANS:  A                    PTS:   1                    REF:   p. 155

 

19. The contingency factors in the normative decision model are

a.	commitment requirements.
b.	decision-making styles.
c.	characteristics of the leader.
d.	problem attributes.

 

 

ANS:  D                    PTS:   1                    REF:   p. 155

 

20. According to the normative decision model, when group development is a high priority, the leader

a.	emphasizes decision significance.
b.	becomes less concerned with group commitment.
c.	relies more on the group to make decisions.
d.	relies more on himself or herself to make decisions.

 

 

ANS:  C                    PTS:   1                    REF:   p. 155-156

 

21. Which one of the following is the most recommended approach to leadership during a crisis?

a.	Lead with compassion.
b.	Rely heavily on consensus leadership.
c.	Move group members away from their usual work routine.
d.	Choose a circle-the-wagons mentality.

 

 

ANS:  A                    PTS:   1                    REF:   p. 163

 

22. Which one of the following is the least recommended approach to leadership during a crisis?

a.	Reestablish the usual work routine.
b.	Be a transactional leader.
c.	Lead with compassion.
d.	Be decisive.

 

 

ANS:  B                    PTS:   1                    REF:   p. 162-165

 

23. The general purpose of disaster planning  is to

a.	deal effectively with a crisis.
b.	practice transformational leadership skills.
c.	minimize leadership liability for a crisis.
d.	prevent a crisis.

 

 

ANS:  D                    PTS:   1                    REF:   p. 164

 

24. A key part of evidence-based leadership or management is to

a.	keep a log of the mistakes of subordinates.
b.	justify asking for an increased budget.
c.	prove that your decision was the right one.
d.	translate principles into practice.

 

 

ANS:  D                    PTS:   1                    REF:   p. 165

 

25. Plant manager Kristina practices evidence-based leadership when she

a.	uses leadership practices proven to be effective.
b.	carefully documents poor performance.
c.	asks group members to justify their claims.
d.	maintains a log of her interactions with group members.

 

 

ANS:  A                    PTS:   1                    REF:   p. 165

 

26. Adapting to changing times is the most important for which approach to leadership?

a.	Leadership Grid
b.	Charismatic
c.	Trait approach
d.	Contingency approach

 

 

ANS:  D                    PTS:   1                    REF:   p. 142

 

TRUE/FALSE

 

27. Contingency theories of leadership specify the personal characteristics of the leader that will contribute to effectiveness in a wide variety of situations.

 

ANS:  F                    PTS:   1                    REF:   p. 144

 

28. An example of a situational force in leadership is group member characteristics.

 

ANS:  T                    PTS:   1                    REF:   p. 142

 

29. According to the contingency theory of leadership, certain situational forces are beyond the leader’s complete control.

 

ANS:  T                    PTS:   1                    REF:   p. 143

 

30. Chief financial officer Nancy has a situational perspective on leadership because she believes that if she applies empowerment in various situations, the outcome might be different in some of the situations.

 

ANS:  T                    PTS:   1                    REF:   p. 142

 

31. Fiedler’s theory provides guidelines so the leader can adapt his or her leadership style to the situation.

 

ANS:  F                    PTS:   1                    REF:   p. 144

 

32. According to Fiedler’s theory, task-motivated leaders perform the best in situations of high control and low control.

 

ANS:  T                    PTS:   1                    REF:   p. 145

 

33. According to Fiedler’s theory, relationship-motivated leaders perform the best in situations of low control.

 

ANS:  F                    PTS:   1                    REF:   p. 145-146

 

34. A major proposition of the path-goal theory is that the leader should engage in behaviors that run counter to the subordinates’ environment and abilities.

 

ANS:  F                    PTS:   1                    REF:   p. 147

 

35. If you want to practice the path-goal theory of leadership, you should be prepared to compensate for the deficiencies of subordinates.

 

ANS:  T                    PTS:   1                    REF:   p. 148

 

36. The two main contingency factors in the path-goal theory are the demands of the task and the personality characteristics of the leader.

 

ANS:  F                    PTS:   1                    REF:   p. 147

 

37. According to the path-goal theory, the participative style is recommended when group members are performing repetitive tasks.

 

ANS:  F                    PTS:   1                    REF:   p. 149

 

38. The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive tasks.

 

ANS:  T                    PTS:   1                    REF:   p. 149

 

39. The situational leadership model II emphasizes as contingency factors the characteristics of group members.

 

ANS:  T                    PTS:   1                    REF:   p. 150

 

40. In the situational leadership model II, the key contingency factor is the development level of group members as determined by commitment and competence.

 

ANS:  T                    PTS:   1                    REF:   p. 152

 

41. In the situational leadership model II, the supporting style leader emphasizes low directing, low supporting behaviors.

 

ANS:  F                    PTS:   1                    REF:   p. 153

 

42. In the situational leadership model II, when group members have the highest level of competence and commitment, the directing style is recommended.

 

ANS:  F                    PTS:   1                    REF:   p. 153

 

43. In the normative decision model, the leader sizes up the situation to decide which decision-making style is best.

 

ANS:  T                    PTS:   1                    REF:   p. 155

 

44. In the normative decision model, decision significance is a key variable only when motivation of group members is a potential problem.

 

ANS:  F                    PTS:   1                    REF:   p. 157

 

45. An important situational factor in the normative model is the importance of commitment.

 

ANS:  T                    PTS:   1                    REF:   p. 157

 

46. In the normative decision model, group expertise and team competence are basically the same situational variable.

 

ANS:  F                    PTS:   1                    REF:   p. 157

 

47. The intelligence of directive-style leaders is more closely related to group performance than is the intelligence of nondirective leaders.

 

ANS:  T                    PTS:   1                    REF:   p. 149

 

48. Reestablishing the normal work routine tends to have a positive effect on employees after the organization has faced a substantial crisis.

 

ANS:  T                    PTS:   1                    REF:   p. 163

 

49. An ineffective way to lead an organization through a crisis is to strongly defend yourself against your critics or deny wrongdoing.

 

ANS:  T                    PTS:   1                    REF:   p. 163

 

50. Branch manager Marissa uses evidence-based leadership when she will accuse subordinates of wrongdoing only when she can heavily document her accusations.

 

ANS:  F                    PTS:   1                    REF:   p. 165

 

51. When a decision is needed that reflects the bigger picture, the group will often be in the best position to make the decision.

 

ANS:  F                    PTS:   1                    REF:   p. 155