Leadership Theory and Practice 7th Edition by Peter G. Northouse - Test Bank

Leadership Theory and Practice 7th Edition by Peter G. Northouse – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

 

 

 

Multiple Choice

 

 

 

1. It is accurate to say that Situational Leadership®® II (SLII®®) is primarily
2. Descriptive
3. Prescriptive
4. Well supported by research
5. Trait related

Ans: B

Cognitive Domain: Knowledge

Answer Location: Description

Question Type: MC

 

 

 

2. Which of the following statements best describes Situational Leadership®?
3. Specific leaders are needed in specific situations
4. Leaders must adapt to the situation, but not to the followers
5. Different situations demand different kinds of leadership
6. Leadership is directive

Ans: C

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

3. Who focused on leaders matching their styles to the competence and commitment of employees?
4. Stogdill
5. Hersey and Blanchard
6. Blake and McCanse
7. Katz

Ans: B

Cognitive Domain: Knowledge

Answer Location: Description

Question Type: MC

 

 

 

4. The situational approach
5. Is irrelevant in modern day leadership
6. Focuses on describing not prescribing leadership
7. Is used widely in leadership training and development
8. Determined that high-directive and high-supportive behaviors work best in all situations

Ans: C

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

5. The SLII® model is divided into two parts:
6. Leadership attributes and follower skills
7. Leadership skills and follower development level
8. Leadership development levels and follower behaviors
9. Leadership style and follower development level

Ans: D

Cognitive Domain: Knowledge

Answer Location: Description

Question Type: MC

 

 

 

6. Adjusting leadership styles is based on the assumption that
7. Followers’ skills and motivation vary over time
8. Leaders have to develop basic skills prior to assessing follower needs
9. Followers’ skill level stays the same, whereas motivation level varies
10. Leaders adjust their styles to the behavioral styles of followers

Ans: A

Cognitive Domain: Application

Answer Location: Description

Question Type: MC

 

 

 

7. In the SLII® model, leaders evaluate how __________ and _________ followers are to perform a task.
8. Intentional and committed
9. Motivated and determined
10. Competent and committed
11. Focused and intelligent

Ans: C

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

8. Follower development level in SLII® is determined by level of
9. Competence and commitment
10. Social judgment and cognitive ability
11. Sociability and determination
12. Task and directive behaviors

Ans: A

Cognitive Domain: Knowledge

Answer Location: Description

Question Type: MC

 

 

 

9. In SLII®, leaders use different degrees of ______ and ______ to meet the needs of followers.
10. Motivation and determination
11. Competence and commitment
12. Supportive and directive behaviors
13. Social judgment and cognitive ability

Ans: C

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

10. The Situational Leadership® approach
11. Is one of the more widely recognized leadership approaches
12. Integrates leadership skills with follower skills
13. Integrates leadership behaviors with follower traits
14. Is not recognized as a legitimate modern day leadership approach

Ans: A

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

11. The situational approach labels leaders’ styles specifically as
12. Initiating structure and consideration
13. High task and low task
14. Task and relationship
15. Directive and supportive

Ans: D

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

12. You are president of a large corporation. At a typical monthly meeting, each of your vice presidents gives standard area reports. In the past, these reports have been good, and the VPs seem satisfied about their work. Based on SLII®, which leadership style should you exhibit at the next meeting?
13. Style 1
14. Style 2
15. Style 3
16. Style 4

Ans: D

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

13. Which leadership style includes a high level of support and also is one in which the leader makes the final decision about goal accomplishment.
14. Directing
15. Supporting
16. Delegating
17. Coaching

Ans: D

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

14. A leader who gives followers instructions about how and when goals should be achieved and supervises them carefully is using
15. Directing behaviors
16. Supporting behaviors
17. Delegating behaviors
18. Coaching behaviors

Ans: A

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

15. A leader who gives recognition and social support to followers is using
16. Directing behaviors
17. Supporting behaviors
18. Delegating behaviors
19. Coaching behaviors

Ans: B

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

16. A leader who lets followers take responsibility for task accomplishment and has less involvement with followers is using
17. Directing behaviors
18. Supporting behaviors
19. Delegating behaviors
20. Coaching behaviors

Ans: C

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

17. You were recently hired into an organization that you have always wanted to work at, and in addition, your education and experience complement your new position perfectly. According to the situational model, your level of development is
18. S2
19. D2
20. S1
21. D4

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

18. You recently were promoted to a new position and are very excited, but you have little to no experience with numerous aspects of the new position. According to the situational model, your level of development is
19. S4
20. D2
21. S1
22. D4

Ans: B

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

19. You have been employed at your organization for some time and are starting to gain the necessary skills associated with your position but have trouble staying as motivated as you used to be. According to the situational model, your level of development is
20. S4
21. D2
22. S1
23. S2

Ans: B

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

20. As a recent graduate from the top paper science program in the country, you quickly receive a position with a large paper company and are given a high-salary position. You are very nervous and feel that you need more experience or assistance to meet organizational standards. According to the situational model, your level of development is
21. S4
22. D2
23. S1
24. D4

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

21. Low in competence and high in commitment
22. D1
23. D2
24. S2
25. S4

Ans: A

Cognitive Domain: Knowledge

Answer Location: Development Levels

Question Type: MC

 

 

 

22. Some competence but low commitment
23. D1
24. D2
25. S2
26. S1

Ans: B

Cognitive Domain: Knowledge

Answer Location: Development Levels

Question Type: MC

 

 

 

23. The development level in the SLII® model is
24. The degree to which leaders are capable of adjusting their styles
25. The skill with which the followers adjust their styles
26. The traits that make up who a follower is
27. The degree to which followers have the capability and motivation for task accomplishment

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

24. Followers who have little skill for the task but are confident in getting the task done are
25. D1
26. D2
27. D3
28. D4

Ans: A

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

25. Followers who have some ability to complete a task but lack motivation about the task are
26. D1
27. D2
28. D3
29. D4

Ans: B

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

26. Followers who are quite competent to complete tasks but lack the commitment to do so are
27. D1
28. D2
29. D3
30. D4

Ans: C

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

27. Followers who are highly motivated, committed, and motivated to accomplish tasks are
28. D1
29. D2
30. D3
31. D4

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

28. The D4 follower needs which type of leader?
29. Supportive
30. Directive
31. Coaching
32. Delegating

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

29. The highly competent, highly committed follower benefits from
30. A leader who provides a high level of support
31. A leader who directs tasks carefully
32. A leader who stays out of the day-to-day tasks and provides low levels of support
33. A leader who is both a cheerleader and authoritarian

Ans: C

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

30. Which of the following would a leader not ask when determining the nature of the situation?
31. What task are the followers being asked to perform?
32. How can I best alter the styles of the followers?
33. How complex is the task?
34. Are the followers sufficiently skilled to accomplish the task?

Ans: B

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

31. If followers are low in competence and high in commitment, a leader should adopt which style?
32. Low-directive and high-supportive style
33. High-directive and high-supportive style
34. Low-directive and low-supportive style
35. High-directive and low-supportive style

Ans: D

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

32. You are the executive director of the local animal humane society. The staff you supervise have been working at the society for more than two years and you have given them consistently excellent performance appraisals at the last two annual reviews. You have noticed lately that they have brought new ideas to you for ways to improve customer service and animal care and that they are excited about helping new staff get accustomed to the workplace. Based on the Situational Leadership® Approach, which leadership style should you exhibit?
33. Delegating
34. Supporting
35. Coaching
36. Directing

Ans: A

Cognitive Domain: Application

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

33. You are the executive director of the local animal humane society. A staff member you supervise has been working at the society for less than one year. At the six-month, you discuss with this employee that they seem to have mastered the basic tasks of the job but not the more difficult tasks. You have noticed lately that they seem a bit disillusioned about the job and the process of caring for these animals that seem so sad to be in the facility. Based on the Situational Leadership® Approach, which leadership style should you exhibit?
34. Delegating
35. Supporting
36. Coaching
37. Directing

Ans: C

Cognitive Domain: Application

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

34. You are the executive director of the local animal humane society. A staff member you supervise has been working at the society for about one year. At the annual performance evaluation review, you share that you are pleased to see the employee has mastered both the basic and more difficult tasks of the job. You notice, however, that this employee still lacks the confidence and motivation to take on new tasks. Based on the Situational Leadership® Approach, which leadership style should you exhibit?
35. Delegating
36. Supporting
37. Coaching
38. Directing

Ans: B

Cognitive Domain: Application

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

35. You are the executive director of the local animal humane society. You hired a staff member four weeks ago. You notice this new employee cheerfully interacting with other staff and potential adopters and daily attempting to learn new tasks. It is clear this employee needs more time and help learning the correct policies and methods to complete the work, and when you share this information, the employee readily accepts these directions. Based on the Situational Leadership® Approach, which leadership style should you exhibit?
36. Delegating
37. Supporting
38. Coaching
39. Directing

Ans: D

Cognitive Domain: Application

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

36. As the executive director of the local animal humane society, you work with several employees who are at varying levels of experience in working with animal welfare issues and with varying degrees of motivation to continue this important work. Using Situational Leadership® concepts, you should
37. Adapt your style based on experience and skill level of the staff
38. Adapt your leadership style based on the motivation level of the staff
39. Demonstrate a high degree of flexibility in your style to each staff member
40. Demonstrate little flexibility in your style as you interact only with high-level staff members

Ans: C

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

37. Which of the following would a leader ask when determining the commitment level of a follower?
38. What task are the followers being asked to perform?
39. How can I best alter the styles of the followers?
40. Do the followers have the desire to complete the task?
41. How complex is the task?

Ans: C

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

38. Followers can move back and forth along the developmental continuum, therefore leaders should
39. Use the one leader behavior with which they are most comfortable
40. Put structures in place to limit this movement
41. Be flexible in their leadership behavior
42. Challenge the movement and direct followers to stay where they are

Ans: C

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

39. Which of the following would not be considered a strength of the situational approach?
40. Emphasizes leadership flexibility
41. Is a very practical approach
42. Is considered a credible model for training leaders within organizations
43. Takes the influence of gender into account during leader-follower situations

Ans: D

Cognitive Domain: Comprehension

Answer Location: Strengths

Question Type: MC

 

 

 

40. Which best describes the reason Situational Leadership® is so practical for managers to use?
41. It assists in relating demographics to leadership
42. It is only applicable to lower-level managers
43. It is straightforward
44. It is specific

Ans: C

Cognitive Domain: Comprehension

Answer Location: Strengths

Question Type: MC

 

 

 

41. Which of the following is a strength of the Situational Leadership® approach?
42. It is descriptive not prescriptive
43. Commitment of followers is clearly defined
44. Demographics such as gender and age are accounted for in the empirical research
45. It is perceived as a useful model of leadership training and development

Ans: D

Cognitive Domain: Comprehension

Answer Location: Strengths

Question Type: MC

 

 

 

42. Questionnaires on Situational Leadership® often ask for respondents to look at specific applications of leadership styles within situations, which may result in
43. Results that are not in favor of Situational Leadership®
44. A wide range of responses that are hard to validate
45. Biased results in favor of Situational Leadership®
46. Negative perceptions toward organizations

Ans: C

Cognitive Domain: Comprehension

Answer Location: Criticisms

Question Type: MC

 

 

 

43. Because of the lack of research studies associated with Situational Leadership®, there are questions concerning its theoretical basis. Which of the following is not one of these questions?
44. Is it certain that this approach does indeed improve performance?
45. Can we be sure it is a valid approach?
46. Why are there limited doctoral dissertations done on the situational approach?
47. Why has there been a lack of published research findings?

Ans: C

Cognitive Domain: Application

Answer Location: Criticisms

Question Type: MC

 

 

 

44. You are leader of a group project for a class. The other group members seem insecure about whether they can complete the project, but it is apparent that they are competent enough to do a good job. In prior meetings you have been coaching them on the project. Based on SLII®, which leadership style should you exhibit at the next meeting?
45. Style 1
46. Style 2
47. Style 3
48. Style 4

Ans: C

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

45. You are the leader of a small jazz band composed of four of your peers who have never been in a jazz group before. As the leader of the band, you have been very straightforward about how the band will function. You have clearly described each of the members’ roles, and they are starting to catch on to how the group works. What style do you exhibit next?
46. Style 1
47. Style 2
48. Style 3
49. Style 4

Ans: B

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

46. You are the owner of a small catering company and have recently hired a skilled baker to complement your staff. When business is slow, however, you need the baker to help prepare other kinds of foods. Some of the processes (like deboning fish and preparing soup stock) are complicated and require detailed training. What style should you use under these circumstances?
47. Style 1
48. Style 2
49. Style 3
50. Style 4

Ans: A

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

47. You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthused about her new job and wants to get ahead in the organization. Which alternative represents the most effective leadership style?
48. Discuss the lack of follow-through with her and explore possible ways to solve this problem.
49. Specify what she must do to complete the tasks, but incorporate any suggestions she may have.
50. Define the steps necessary to complete the assigned tasks and monitor her performance frequently.
51. Let her know about the lack of follow-through and give her more time to improve her performance.

Ans: C

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

48. A leader who emphasizes communication with followers in both achieving goals as well as meeting social needs would best be described as possessing
49. Directing style
50. Delegating style
51. Supporting style
52. Coaching style

Ans: D

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

49. Allowing a group of employees to run the daily operations of the organization while the supervisor remains out of the picture unless he is needed to solve problems, listen to concerns, give praise, and provide feedback is best explained with
50. Directing style
51. Delegating approach
52. Supporting approach
53. Coaching approach

Ans: C

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

50. Once a group has established a plan of action toward achieving its goals, the supervisor allows the group to carry out the plan with little to no involvement. This is an example of
51. Directing style
52. Delegating approach
53. Supporting approach
54. Coaching approach

Ans: B

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

51. Leaders adjust their styles based on
52. The collective needs of the group
53. Their own skill sets
54. Followers skill sets
55. The level of motivation and competency of their followers

Ans: D

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

52. Leaders evaluate the competence and commitment of followers in which leadership theory?
53. Path-goal
54. Leader-member exchange
55. Servant
56. Situational

Ans: D

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: MC

 

 

 

53. A highly committed follower who does his job consistently well needs which type of leader?
54. Supportive
55. Directive
56. Coaching
57. Delegating

Ans: D

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: MC

 

 

 

54. A follower with low-level motivation and mid-to-high level ability to complete the job benefits from
55. A leader who provides a high level of support
56. A leader who directs tasks carefully
57. A leader who stays out of the day-to-day tasks
58. A leader who is both a cheerleader and authoritarian

Ans: A

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

55. The highly committed follower who just has not figured out how to do his job benefits from
56. A leader who provides a high level of support
57. A leader who directs tasks carefully
58. A leader who stays out of the day-to-day tasks and provides low levels of support
59. A leader who is both a cheerleader and authoritarian

Ans: B

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

56. A leader applying the situational approach would
57. Focus on developing leader skills
58. Focus on adapting behavior to the subordinate and task characteristics of followers
59. Focus on supportive behaviors for all followers
60. Focus on assessing and adapting to followers’ needs in the workplace

Ans: D

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

57. When the leader tries to apply the right style of behavior to the situation he or she
58. First diagnoses, then adjusts appropriately
59. First adjusts, then evaluates the situation
60. First diagnoses, then delegates tasks
61. First adjusts, then provides direction

Ans: A

Cognitive Domain: Application

Answer Location: How Does the Situational Approach Work?

Question Type: MC

 

 

 

58. Jocelyn is struggling to grasp the process of a new job you have given her. She states she understands the outcome of the project, but not how to start the project. She looks miserable and uninterested in trying to start the project. Which alternative represents the most effective leadership style you should use with Jocelyn?
59. Discuss the initial steps and ask her for input on alternative ways she could get started
60. Specify what she must do to complete the tasks and let her get started
61. Define the steps necessary to complete the assigned tasks and monitor her performance frequently
62. Let her know she just needs to get started now

Ans: A

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MC

 

 

 

59. You are leader of a group project for a class in which you previously have successfully used coaching style. Now the group members seem very insecure about whether they can complete the project, but it is apparent that they have learned a lot about how to do the project and are now quite competent to do a good job. You decide to switch to a supporting style. Why did you make this switch?
60. The followers moved up in competence
61. Supportive behaviors always help followers
62. The followers’ competence and commitment are about equal
63. The followers have moderate level of commitment

Ans: A

Cognitive Domain: Application

Answer Location: Leadership Styles

Question Type: MC

 

 

 

60. I prefer to use a low level of supportive leader behaviors and high directive behaviors with all of my followers. Which of my followers will benefit most from my use of these behaviors?
61. D1
62. D2
63. D3
64. D4

Ans: A

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: MC

 

 

 

61. I tend to tell my staff what to do and how to do it while I encourage them and ask them for input about the goals of our organization. Which of my followers will benefit most from my use of these behaviors?
62. D1
63. D2
64. D3
65. D4

Ans: B

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: MC

 

 

 

62. I prefer to tell my staff what to do and rarely integrate them in the decision-making process. Which of my followers will benefit most from my use of these behaviors?
63. D1
64. D2
65. D3
66. D4

Ans: A

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: MC

 

 

 

63. Many research studies identify and empirically support the situational approach. This statement is
64. A strength of the situational approach
65. A criticism of the situational approach
66. Describes the developmental levels in situational approach
67. Describes the leader behaviors in situational approach

Ans: B

Cognitive Domain: Application

Answer Location: Criticisms

Question Type: MC

 

 

 

64. Which of the following is a criticism of situational approach?
65. Research does not address how commitment and competence integrate into development levels
66. It is used in training and development programs
67. It has prescriptive value for leaders
68. It is highly flexible in nature

Ans: A

Cognitive Domain: Comprehension

Answer Location: Criticisms

Question Type: MC

 

 

 

65. In Situational Leadership®
66. Leaders find their personal best style and apply it to all followers
67. Leaders adapt their behaviors to meet the organization’s needs
68. Leaders match their styles to the subordinate development levels
69. Leaders adjust their styles based on their own skill level

Ans: C

Cognitive Domain: Application

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

66. Competence in the Situational Leadership® approach can be defined as
67. Having a positive attitude toward the work
68. Being dedicated and a hard-worker
69. Having the desire to complete the task
70. Mastering the skills necessary to complete the task

Ans: B

Cognitive Domain: Application

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

67. Commitment in the Situational Leadership® approach can be defined as
68. Having motivation and confidence in doing the work
69. Being dedicated and a hard worker
70. Possessing the skills necessary to complete the task
71. Mastering the skills necessary to complete the task

Ans: A

Cognitive Domain: Application

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

68. Situational Leadership® comprises both directive and supportive dimensions
69. That are behaviorally similar to task and relationship behaviors in the behavioral approach
70. That are applied in the same way to all followers
71. That are used separately depending on the followers’ needs
72. That are applied to followers who are not sure what their task needs are

Ans: A

Cognitive Domain: Application

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

69. The directive and supportive behaviors in situational approach
70. Are applied separately depending on followers’ needs
71. Are applied to the same degree in the supportive behavioral style
72. Must be applied together depending on the followers’ needs
73. Must be applied to the same degree in the directive behavioral style

Ans: C

Cognitive Domain: Application

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

70. You communicate well with your followers by encouraging their work and helping them plan out their daily tasks. Which leader behavioral style are you using?
71. Delegating
72. Directing
73. Supporting
74. Coaching

Ans: D

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

71. You communicate with your followers when necessary and provide direction if followers ask for it but day-to-day control of the decisions and work are left to your followers. You are using which leader behavioral style?
72. Delegating
73. Directing
74. Supporting
75. Coaching

Ans: A

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: MC

 

 

 

Multiple Selection

 

 

 

72. Directive behaviors help group members accomplish goals by
73. Giving directions
74. Solving problems
75. Setting time lines
76. Listening

Ans: A, C

Cognitive Domain: Knowledge

Answer Location: Leadership Styles

Question Type: MS

 

 

 

73. Supportive behaviors help group members by
74. Setting time lines
75. Giving directions
76. Asking for input
77. Solving problems

Ans: C, D

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: MS

 

 

 

74. Followers have different developmental levels with different tasks. Leaders should
75. Adjust to each development level
76. Use the behavior they are best at in each level
77. Put structures in place to limit the movement along the continuum
78. Be flexible in leadership behavior

Ans: A, D

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MS

 

 

 

75. A strength of the Situational Leadership® approach is
76. It is a useful model for training and development
77. It has prescriptive value
78. It emphasizes leader flexibility
79. It clearly describes how competence is combined with commitment to determine D levels

Ans: A, B, C

Cognitive Domain: Comprehension

Answer Location: Strengths

Question Type: MS

 

 

 

76. Which of the following are considered directive behaviors?
77. One-way communication
78. Problem solving
79. Setting time lines
80. Listening

Ans: A, C

Cognitive Domain: Knowledge

Answer Location: Leadership Styles

Question Type: MS

 

 

 

77. Which of the following are considered supportive behaviors?
78. One-way communication
79. Problem solving
80. Setting time lines
81. Listening

Ans: B, D

Cognitive Domain: Knowledge

Answer Location: Leadership Styles

Question Type: MS

 

 

 

78. Which of the following would a leader ask when determining the competence level of a follower?
79. What task are the followers being asked to perform?
80. How can I best alter the styles of the followers?
81. Do the followers have the desire to complete the task?
82. How motivated are the followers to do the work?

Ans: A, B

Cognitive Domain: Comprehension

Answer Location: How Does the Situational Approach Work?

Question Type: MS

 

 

 

79. I prefer to use a high level of supportive leader behaviors with all of my followers. Which of my followers will benefit most from my use of these behaviors?
80. D1
81. D2
82. D3
83. D4

Ans: B, C

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: MS

 

 

 

80. A criticism of situational approach is
81. It is unclear how followers move along the developmental continuum
82. The research does not support a universal leadership style
83. Research does not clearly support the theoretical framework
84. Flexibility and adaptability are unreasonable behavioral expectations

Ans: A, C

Cognitive Domain: Application

Answer Location: Criticisms

Question Type: MS

 

 

 

True/False

 

 

 

81. According to Situational Leadership®, D3 subordinates may be highly skilled but also lack commitment.
82. True
83. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: TF

 

 

 

82. D4 subordinates are not certain that they can do the job by themselves.
83. True
84. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: TF

 

 

 

83. Situational Leadership® requires the clear recognition of subordinate needs.
84. True
85. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: TF

 

 

 

84. The SLII® model emphasizes flexibility in leadership style.
85. True
86. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

85. In SLII®, Style 2 is low directive and low supportive.
86. True
87. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

86. In SLII®, Style 3 is high supportive and low directive.
87. True
88. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

87. In SLII®, delegating is ineffective with subordinates who are very competent and committed.
88. True
89. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

88. SLII® is used by many corporations to train leaders.
89. True
90. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

89. One of the strengths of the situational approach is its clear conceptualization of subordinates’ developmental levels.
90. True
91. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: Strengths

Question Type: TF

 

 

 

90. The situational approach contends that leadership involves both directive and supportive behaviors.
91. True
92. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

91. The situational approach requires leaders to demonstrate a strong degree of control.
92. True
93. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: How Does Situational Approach Work?

Question Type: TF

 

 

 

92. Under the situational approach, leadership style refers to motivational principles.
93. True
94. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: TF

 

 

 

93. In the situational approach, leadership style defines directive behaviors as those that help group members in goal achievement via two-way communication.
94. True
95. False

Ans: False

Cognitive Domain: Comprehension

Answer Location: Description

Question Type: TF

 

 

 

94. Subordinates can move from one developmental level to another very quickly.
95. True
96. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: Development Levels

Question Type: TF

 

 

 

95. In the situational approach, supportive leader behaviors are mostly job related.
96. True
97. False

Ans: True

Cognitive Domain: Comprehension

Answer Location: Leadership Styles

Question Type: TF

 

 

 

Essay

 

 

 

96. According to the SLII® model, why is there a regression in commitment at development levels 2 and 3? Do you agree with this reasoning?

Ans: Development levels are meant to be task-specific, not means of labeling employees.  In the case of D2, employees may have started to learn a job but aren’t quite as motivated as they were at the beginning.  At the D3 level, employees are quite competent but have lost commitment to or enthusiasm for the project. What’s not clear in the model is why subordinates who gain competence would lose enthusiasm or motivation. The argument is not supported (yet) with research.

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: Essay

 

 

 

97. What are the characteristics of the four levels of follower development in the SLII® model? How would you characterize the development level of the students in this class? Give evidence to support your view.

Ans: Should touch on the specifics of the following when characterizing class: D1=low competence and high in commitment.  D2=some competence and low commitment.  D3= moderate to high competence and no commitment.  D4=high competence and high commitment

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: Essay

 

 

 

98. A basic assumption of the SLII® is that employees’ skills and motivation vary over time. Do you agree? Can you think of any exceptions?  Does the SLII® fit all work situations equally well?

Ans: One exception might be employees who do the same task day after day and whose skills remain constant, like long-term factory workers.  Motivation may or may not vary in this scenario. The SLII® might be hard to implement when a leader has many subordinates.  It may also be less useful than other leadership approaches in a small office where employees have worked together for years and have routinized jobs. Since the tasks and employees are the same, there’s not much need to adapt one’s leadership style, as long as it’s already effective.

Cognitive Domain: Application

Answer Location: Development Levels

Question Type: Essay

 

 

 

99. Not all leadership communication takes place in person. How would the following media support or complicate each of the four leadership styles?

Telephone:

E-mail:

Twitter:

Written memos:

Ans: Should use specifics from the following styles to explain the interactions through each form of media: directing style–high directive and low supportive style, coaching approach–high directive and high supportive style, supporting approach–low directive and high supportive style, delegating approach–low directive and low supportive style.

Cognitive Domain: Analysis

Answer Location: Application

Question Type: Essay

 

 

 

100. You have emerged as the leader of your business finance group project in class. Your group has been working together for five weeks on the major part of the project, the in-class group presentation. One group member has missed quite a few group meetings lately and is minimally contributing to the ideas and final product for the in-class presentation. This group member is a junior in finance with a minor in communications and stated that she is an expert in PowerPoint and multimedia presentations. Based on SLII®, which leadership style should you exhibit?

Ans: Students could answer supporting or coaching depending upon how they interpret the scenario. Directing and delegating are not acceptable answers. The group member displays low commitment (missed meetings, minimal contribution) but at least some competence is presumed because of her major in finance and minor in communications.  Some might interpret this as moderate to high competence and would select supporting style; others might interpret this as “some” competence, thus coaching style is appropriate.  Students should describe the development level explicitly, using levels of competence and commitment that match the appropriate style as they answer this question.

Cognitive Domain: Analysis

Answer Location: How Does Situational Approach Work?

Question Type: Essay