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CHAPTER 15: DYNAMICS OF LEADERSHIP

True/False Questions

Learning Objective 1

1. Effective leadership involves the fame and power of the leader.

ANSWER: F, Knowledge, Easy, p. 418

2. The three aspects of leadership are change, influence, and shared purpose.

ANSWER: T, Knowledge, Moderate, p. 418

3. The use of coercion to influence subordinates is based on the ability of a leader to obtain
compliance through inducement and persuasion.

ANSWER: F, Knowledge, Difficult, p. 420

4. When followers share the purpose of their leader, they can be counted on to work toward
the same goal and objectives.

ANSWER: T, Knowledge, Easy, p. 419

5. Effective leaders influence their followers by being flexible and open to change.

ANSWER: F, Knowledge, Difficult, pp. 418–419

6. The need for change seems to be constant in modern organizations.


7. A leader’s use of different types of influence, can lead to one of three types of responses in
employees: commitment, compliance, or confusion.

ANSWER: F, Knowledge, Moderate, pp. 419–420


8. The personal characteristics of leaders are relatively stable and generally result in fairly
predictable behavior.


9. Emotional intelligence is a group of abilities that enable individuals to recognize and
understand their own and others’ feelings and emotions and to use these insights to guide
their own thinking and actions.


10. Emotional intelligence is fixed at birth.


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11. Emotional intelligence has four components—two that relate to awareness and two that
relate to action.



12. Behavioral models of leadership focus on differences in the actions of effective and
ineffective leaders.


13. Because leadership behaviors can be learned, individuals can become effective leaders
with the proper encouragement and support.


14. The Theory X and Theory Y models are considered trait models of leadership.


15. Theory Y suggests that employees are lazy by nature and work as little as possible.

ANSWER: F, Knowledge, Moderate, p. 423

16. The managerial grid model identified five leadership styles that combine different degrees of
concern for production and concern for people.

ANSWER: T, Knowledge, Difficult, p. 425

17. The produce or perish style of leadership considers employees’ personal needs to be
relevant to achieving the organization’s objectives.


18. Behavioral models have added greatly to the understanding of leadership with the focus
shifting from who the leaders are (personal characteristics) toward what the leaders do
(behaviors).



19. According to contingency models of leadership, the behavior of the leader determines the
best leadership style.


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20. Applying the four leadership styles of the Situational Leadership® Model, participating
behavior occurs when a leader relies on two-way communication.

ANSWER: T, Knowledge, Difficult, pp. 427–428

21. The situational contingency in the Situational Leadership® Model refers to the readiness of
the leader.


22. Based on the Situational Leadership® Model, a leader who provides clear instruction and
specific direction to followers is using a directive leadership style.


23. Jane Malouf is a leader who provides direction, encourages two-way communication, and
helps build confidence and motivation on the part of her followers. Jane uses a selling style
of leadership.

ANSWER: T, Application, Moderate, p. 429

24. John Burber is a leader who sees his followers as ready to accomplish particular tasks. He
views them as both competent and motivated to take full responsibility for their tasks. John
likely uses a supporting style of leadership.

ANSWER: F, Application, Moderate, p. 429

25. If managers cannot change their leadership style with each different situation, then this
becomes a limitation of the Situational Leadership® Model.


26. The Vroom–Jago leadership model prescribes a leader’s choice(s) among five leadership
styles based on seven contingency variables.


27. Team support is the degree to which employees relate to the interests of the organization
as a whole or a specific unit in solving the problem.


28. In the Vroom–Jago model, leaders who use a decide style make the decision and either
announce or sell it to the team.


29. In the Vroom–Jago model, leaders who use an assignment style permit the team to make
the decision within prescribed limits.


30. Most employees have a strong desire to participate in decisions that affect their jobs. This
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serves as a limitation to the Vroom–Jago model of leadership.



31. Transformational leaders lead by having a vision that motivates followers to create a plan
for themselves to accomplish what the leader directed.


32. Transformational leaders alter feelings, desires, and expectations of others.


33. All charismatic leaders are transformational leaders but not all transformational leaders are
charismatic.


34. Transformational leaders are agents of thoughtful change and innovation.


35. Surprisingly, transformational leaders often project a feeling of pessimism.



36. In a study conducted by the Conference Board asking executives to rate the leadership
capacity of their organizations, a majority rated their companies as excellent.


37. Most large organizations rely solely on on-the-job learning to develop leaders.


38. Mentors most often are managers or senior colleagues in the organization who provide
advice and guidance about a variety of career-related concerns.


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Multiple Choice Questions

Preview
1. Which of the following is a statement made by Carleton (Carly) Fiorina, CEO for Hewlett-
Packard to explain her leadership approach?
a. “At one time, single-mindedness threatened my career.”
b. “I can be influential because of my technical expertise and industry knowledge.”
c. “If you want people to speed up, you speed up. You don’t talk about it, you do it.”
d. “Decentralized decision making is my motto.”

ANSWER: C, Knowledge, Difficult, p. 418

2. Which of the following situations was not true for Hewlett-Packard?
a. HP's product development process was slow and deliberate compared to the rest of the
industry.
b. HP’s founders and past leaders sought to reach consensus about major issues.
c. They needed to become a complex, global company.
d. Conflict was strong between Walter Hewlett and Carly Fiorina.

ANSWER: C, Knowledge, Moderate, p. 418


The Meaning of Leadership
3. Rhonda Mercantile has just accepted a new position as nursing supervisor for a large
suburban hospital. Rhonda has set two goals. First, nurses should seek to console and
counsel not only the patient, but members of the patient’s family. Second, nurses should
strive to complete a doctor’s orders within 15 minutes. In her first meeting with the nursing
staff, Rhonda sought to influence the nurses to achieve these goals. Cheryl is displaying
__________.
a. leadership
b. her managerial skills
c. strategic vision
d. the job characteristics model

ANSWER: A, Application, Moderate, p. 418

4. Leadership is a(n) __________ relationship among leaders and followers who strive for real
__________ and outcomes that reflect their __________.
a. influence; growth; personal style
b. inspirational; results; vision and mission
c. influence; change; shared purpose
d. strategic; change; desired goals


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5. One useful framework for understanding the influence of leaders identified different types of
influence tactics used by leaders. Which of the following is not a type of leadership
influence?
a. legitimate
b. reward
c. charisma
d. coercion

ANSWER: A, Knowledge, Moderate, pp. 418–419

6. __________ is perhaps the most essential aspect of leadership.
a. Flexibility
b. Power
c. Influence
d. Motivation

ANSWER: C, Knowledge, Easy, p. 418

7. Kevin White is known for his demanding leadership style. He charged into the office one
afternoon and demanded that a detailed report be on his desk by 5 p.m. “Otherwise,” he
said, “someone will have to pay the piper.” Kevin is using the __________ tactic to
influence.
a. autocratic
b. position
c. coercive
d. referent

ANSWER: C, Application, Easy, p. 419

8. __________ is usually the response of followers to the influential use of formal position and
rewards by a leader.
a. Commitment
b. Resistance
c. Motivation
d. Compliance

ANSWER: D, Knowledge, Moderate, p. 419

9. __________ is influence based on a leader’s knowledge and competencies.
a. Expertise
b. Referent
c. Cognitive
d. Legitimate

ANSWER: A, Knowledge, Easy, p. 419

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10. A leader’s use of different types of influence can lead to which of three types of responses
in employees?
a. rebellion, acceptance, or rejection
b. acquiescence, rebellion, or dejection
c. commitment, compliance, or resistance
d. attraction, retention, or rejection

ANSWER: C, Knowledge, Moderate, pp. 419–420

11. Formal position and reward influence tactics tend to result in employee __________.
a. compliance
b. commitment
c. resistance
d. hesitancy

ANSWER: A, Knowledge, Moderate, p. 419

12. Carl Mitchell is the vice president for business administration of a local legal firm. Ken is a
very demanding manager who often uses coercive power. Carl's use of coercive power is
likely to result in high levels of __________.
a. resentment
b. resistance
c. performance
d. commitment

ANSWER: B, Application, Moderate, p. 419

13. Expertise and charisma tend to result in employee __________.
a. resistance
b. compliance
c. commitment
d. hesitancy


14. Which of the following statements is not true concerning a leader’s use of different types of
influence?
a. Expertise and charisma tend to result in subordinate commitment.
b. Formal position and reward tend to result in compliance.
c. Coercion tends to result in resistance.
d. Negative rewards usually lead to greater performance levels in the short run.

ANSWER: D, Knowledge, Difficult, p. 419

15. Leaders that create focus towards a common goal by striving to create a vision reflecting
the concerns and aspirations of followers is a description which element of leadership?
a. influence
b. motivation
c. shared purpose
d. shared goals


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16. Which of the following is not true regarding change?
a. Leaders must be open to change.
b. Employees usually embrace change.
c. Leaders have to be analytical and flexible.
d. Acquiring a company may be easier than creating fundamental cultural changes.

ANSWER: B, Knowledge, Moderate, p. 419

17. Which of the following is not one of the main categories of leadership models and
approaches?
a. personal characteristics
b. behavioral
c. contingency
d. transactional



Personal Characteristics of Effective Leaders
18. Which of the following is not true about the personal characteristics of leaders?
a. They are the stable attributes that make each person unique.
b. They include physical, social, and psychological traits.
c. They create images in the minds of other people that fit the stereotype of an effective
leader.
d. They are fixed at birth and cannot be changed.


19. Robert Wong is the new manager of an exotic game hunting club. As the leader of this
organization, Robert is called on to recognize and understand his own feelings and
emotions about hunting exotic game. He must also use these insights to guide his behavior
toward members and employees of the club. Robert displays the leadership trait of
__________.
a. ethical leadership
b. emotional intelligence
c. cognitive intelligence
d. cognitive thinking


20. When applied to leadership effectiveness, emotional intelligence includes several
components. Which of the following is not one of these components?
a. self-awareness
b. self-control
c. social skill
d. self-confidence


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21. Which of the following statements describes a socially skilled leader?
a. They are generally well liked.
b. They have a knack for finding common ground.
c. They use their emotional insights to understand people’s concerns, motivations, feelings
and aspirations.
d. All of the above are true.


22. __________ is the ability to understand the emotional makeup of other people, and the skill
to treat people according to their emotional reactions.
a. Self-awareness
b. Self-control
c. Social awareness
d. Social skill



Leadership Behaviors
23. __________ models of leadership focus on differences in the actions of effective and
ineffective leaders.
a. Behavioral
b. Cognitive
c. Process
d. trait


24. Managers who believe that people are motivated mainly by money, are lazy, uncooperative,
and have poor work habits generally have a __________ leadership style.
a. Theory Z
b. Theory X
c. Theory Y
d. trait

ANSWER: B, Knowledge, Easy, p. 423

25. Leaders who believe that their people work hard, cooperate, and have positive attitudes are
said to exhibit a __________ leadership style.
a. Theory X
b. Theory Z
c. Theory Y
d. Trait


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26. __________ initially developed the Theory X and Theory Y leadership model.
a. Abraham Maslow
b. Douglas McGregor
c. Gary Yukl
d. Machiavelli


27. Brandon Blake is the CEO of a national chain of hairstyling salons. Brandon seeks to lead
his division mangers by creating opportunities for them to succeed and then removing
barriers in order to release their individual potential. Brandon leads according to the
__________ leadership model.
a. Theory X
b. Theory Y
c. Theory Z
d. trait

ANSWER: B, Application, Moderate, pp. 423–424

28. The managerial grid model identified several leadership styles that combine different
degrees of concern for production and concern for people. Which of the following is not one
of these leadership styles?
a. publish or perish style
b. impoverished style
c. middle-of-the road style
d. country club style


29. The managerial grid model was developed by ___________.
a. Abraham Maslow and Douglas MacGregor
b. Douglas MacGregor and Gary Yukl
c. Robert Blake and Jane Mouton
d. Robert Blake and Douglas MacGregor


30. The __________ style of the managerial grid model is characterized by low concern for
both people and production.
a. laissez-faire
b. country club
c. impoverished
d. avoidance


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31. David Butler is the manager of the produce department of a major grocery store. David
uses his leadership style to create a secure and comfortable atmosphere and he trusts that
employees will respond positively. Blake and Mouton would conclude that David uses a
__________ leadership style.
a. participating
b. country club
c. transformational
d. production


32. Managers who use the __________ style of leadership don’t consider employees’ personal
needs to be relevant to achieving the organization’s objectives.
a. country club
b. impoverished
c. middle-of-the road
d. produce or perish


33. Managers who use the __________ style of leadership seek a balance between workers’
needs and the organization’s productivity goals.
a. country club
b. middle-of-the road
c. team


34. Managers who use the __________ style of leadership show high levels of concern for both
people and production.
a. country club
b. team
c. middle-of-the road


35. The Orpheus Chamber Orchestra is a counterculture organization that has never had a
conductor. Their organizational structure includes which of the following components?
a. a rotating concert master for each performance
b. a rotating core of section leaders
c. involvement of members in the executive board and finance committee
d. all of the above


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36. As a result of the orchestra’s high-involvement approach, which of the following benefits
have been achieved?
a. teamwork
b. customer focus
c. leadership training
d. high pay

ANSWER: A, Application, Difficult, pp. 424–425

37. Behavioral models have added to the understanding and practice of leadership. The focus
has grown from who leaders __________ to what leaders _________.
a. are; do
b. are; believe
c. emulate; do
d. emulate; believe



Contingencies for Leadership Behavior
38. Behavioral models of leadership failed to consistently explain behavior appropriate for all
situations. The evolution of knowledge continued with the __________ models of
leadership. These models suggest that the situation determines the best style to use.
a. contingency
b. trait
c. passive-resistance
d. process

ANSWER: A, Knowledge, Moderate, pp. 426–427

39. Which leadership model states that the levels of directive and supportive leader behaviors
should be based on the level of readiness of the followers?
a. Vroom–Jago leadership model
b. path-goal
c. contingency
d. Situational Leadership® Model


40. Elizabeth Riley relies on one-way communication to spell out the duties of her followers.
She also tells her employees what to do and where, when, and how to do it. According to
the Situational Leadership® Model, Elizabeth is displaying ___________.
a. directive behavior
b. readiness
c. task behavior
d. a tendency to control

ANSWER: C, Application, Moderate, p. 427

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41. The Situational Leadership® Model suggests that __________ occurs when a leader relies
on one-way communication, spelling out duties, and telling followers what to do and when,
where, and how to do it.
a. coaching
b. directive behavior
c. readiness
d. task behavior


42. Ralph Edwards relies on two-way communication to lead his followers. He also listens
carefully to his followers, encourages them, and involves them in decision making. Rodney
is displaying __________.
a. relationship behavior
b. sympathetic behavior
c. supportive behavior
d. encouraging behavior


43. The Situational Leadership® Model suggests that __________ occurs when a leader relies
on two-way communication, listening, encouraging, and involving followers in decision
making.
a. coaching
b. relationship behavior
c. supportive behavior
d. readiness


44. The “contingency” in the Situational Leadership® Model is the degree of follower
__________.
a. support
b. maturity
c. ability
d. readiness


45. The Situational Leadership® Model suggests that the levels of task and relationship leader
behaviors should be based on the __________ of the followers.
a. readiness
b. maturity
c. ability
d. emotional intelligence


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46. The Situational Leadership® Model defines __________ as a subordinate’s ability to set
high but attainable task-related goals and a willingness to accept responsibility for reaching
them.
a. directive behavior
b. supportive behavior
c. competence
d. readiness


47. According to the Situational Leadership® Model, when using a __________ style, leaders
provide clear instructions, specific direction, and close supervision of the work.
a. behavioral
b. coaching
c. telling
d. delegating


48. As new employees begin to learn their new jobs, a leader needs to begin using supportive
behaviors in order to build employees confidence and maintain their enthusiasm. This
suggests moving to a __________ style of leadership that provides direction, encourages
two-way communication, and helps build confidence and motivation on the part of the
followers.
a. telling
b. delegating
c. coaching
d. selling

ANSWER: D, Knowledge, Moderate, pp. 428–429

49. Janice King is a project manager. Her team is composed of five engineers who have been
on the job for a short time. The engineers have begun to learn their jobs, and Janice wants
to use behavior that will build employees’ confidence and maintain their enthusiasm. The
Situational Leadership® Model would suggest that Janice should use a __________ style of
leadership.
a. telling
b. Theory Y
c. selling
d. delegating

ANSWER: C, Application, Difficult, p. 429

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50. Jose Rodriguez is a project leader for his large accounting firm. His team is composed of
several CPAs with an average of fifteen years experience each. Each team member is both
competent and motivated to accomplish project tasks. Jose feels he should be actively
listening and assisting the team members to use what they have learned. The Situational
Leadership® Model would suggest that Jose practice a __________ leadership style.
a. Theory X
b. Theory Y
c. selling
d. participating

ANSWER: D, Application, Difficult, p. 429

51. The Situational Leadership® Model suggests that in using a __________ leadership style,
the leader is encouraging and helpful to subordinates.
a. participating
b. delegating
c. selling
d. telling


52. In using a __________ style, the leader turns over responsibility for making and
implementing decisions to followers. They are viewed as both competent and motivated to
take full responsibility for their tasks. The responsibility for carrying out plans is given to
these mature followers.
a. supporting
b. delegating
c. selling
d. coaching


53. The __________ leadership model prescribes a leader’s choice(s) among five leadership
styles based on seven contingency variables, recognizing the time requirements and other
costs associated with each style.
a. Vroom–Jago
b. Situational
c. Cost-Benefit
d. Time-Sensitive-Contingency


54. The Vroom–Jago leadership model focuses on seven contingency variables that should be
assessed by the leader to determine which leadership style to use. One of these variables
is __________, which is the degree to which the leader has relevant information and
competencies to understand the problem fully and select the best solution.
a. leader support
b. likelihood of commitment
c. leader know-how
d. leader expertise


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55. Beau Nash is the Chief Chef for a large convention hotel. He uses his own expertise,
together with information collected from the hotel’s conference coordinators to solve
problems. Nash then makes his decision and announces it to the conference team. Nash
is using the __________ style of leadership identified in the Vroom–Jago leadership model.
a. consult individually
b. consult team
c. decide
d. facilitate

ANSWER: C, Application, Moderate, p. 430

56. Sarah Payne is a travel consultant for a very large firm. When Sarah confronts a problem,
she presents the problem to her team members individually, getting their ideas and
suggestions without bringing them together as a group. Sarah is using the __________
style of leadership identified in the Vroom–Jago leadership model.
a. consult separately
b. consult individually
c. consult independently
d. consult exclusively


57. Vanessa Riggs is the dispatcher for a large sanitation company. When Vanessa confronts
a problem, she gathers all of her drivers in a meeting, gets their suggestions, and then
makes a decision. Vanessa is using the __________ style of leadership identified in the
Vroom–Jago leadership model.
a. consult team
b. consult group
c. consult members
d. collective consultation


58. Michael Baker is the head of the Management Department at Westchester Community
College. He often runs into problems when developing the faculty teaching schedule. When
this happens, Michael presents the problem to the faculty and acts as a facilitator, defining
the problem to be solved and the constraints within which the decision must be made.
Michael is using the __________ style of leadership identified in the Vroom–Jago
leadership model.
a. facilitate
b. expedite
c. assist
d. promote

ANSWER: A, Application, Moderate, pp. 430–431

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59. Paula Jones is the store manager for a large department store. Scheduling employees to
work during different holiday seasons always presents problems. Paula seeks to solve
these problems by permitting her employees to set their own work schedule, but within the
limits that she prescribes. She is using the __________ style of leadership identified in the
Vroom–Jago leadership model.
a. delegate
b. distribute
c. assignment
d. substitute


60. By using a more participative style, a leader can __________.
a. foster commitment to goals
b. develop competencies of workers
c. build teamwork
d. all of the above

ANSWER: D, Knowledge, Difficult, p. 433

61. After Andrea Jung became CEO of Avon, she laid out a turnaround plan and began selling
it to Wall Street analysts, her board, and her employees. Which of the following was not a
plank in her turnaround plan?
a. introduction of new products
b. acquisition of a company that would expand the product line
c. cutting costs
d. launching a new line of business


62. Which of the following initiatives was implemented by Andrea Jung to address the sales
effort at Avon?
a. quarterly production quotas
b. layoffs
c. rewards to sales reps for recruiting new reps
d. none of the above

ANSWER: C, Knowledge, Difficult, p. 429


Transformational Leadership
63. __________ leaders inspire others with their vision, often promote this vision over
opposition, and demonstrate confidence in themselves and their views.
a. Vision-inspired
b. Contingency
c. Situational
d. Transformational

ANSWER: D, Knowledge, Easy, p. 434

64. __________ is not one of the defining characteristics of a transformational leader.
a. Thoughtfulness
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b. Pragmatism
c. Charisma
d. Vision


65. Perhaps the most dominant behavior of transformational leaders have is creating a(n)
__________ that binds people to each other.
a. direction
b. mission
c. impression
d. vision


66. A __________ leader is a person who has the ability to influence others because of his or
her inspirational qualities.
a. transformational
b. charismatic
c. divine
d. inspirational


67. Transformational leaders are agents of __________.
a. thoughtful change and innovation
b. radical change and inspiration
c. risk aversion and creativity
d. the status quo and current practices


68. Tyrone Evans is a transformational leader who cares about the needs of others and has a
great capacity for empathy. In his capacity as the manager of a large southern California
produce company, he actively listens to the concerns of his employees, customers,
suppliers, and the public. Tyrone is __________, a characteristic of transformational
leaders.
a. thoughtful
b. considerate
c. trustworthy
d. inspirational

ANSWER: B, Application, Difficult, p. 437

69. Transformational leaders demonstrate a unique profile of ___________.
a. personal characteristics
b. behaviors
c. competencies
d. all of the above


70. What vision did Sam Palmisano champion to restore IBM to greatness?
a. On-demand e-business computing
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b. An efficient, extremely powerful consolidated system that will run on open standards
c. To be a provider of computing power for businesses to purchase instead of housing
their own computing system
d. all of the above


71. What steps did Sam Palmisano take to make his vision for IBM a reality?
a. He created a joint-venture with Cisco and Microsoft.
b. He cut his own bonus and the set the money aside as a pool for the team that
implements the vision.
c. He initiated a long-term strategic planning retreat for the key management team.
d. all of the above

ANSWER: B, Knowledge, Moderate, pp. 435–436


Leadership Development
72. Organizations invest millions of dollars and untold hours on efforts to improve leadership
effectiveness. These investments include all of the following except __________.
a. assigning people to positions to promote learning on the job
b. offering assistance through coaching and mentoring
c. sending employees to formal leadership assessment and training programs
d. developing an organizational culture that promotes self-awareness


73. To develop leadership on the job requires that employees __________.
a. become socialized into the organization’s culture
b. take jobs or project assignments that include leadership responsibilities
c. possess most of the characteristics of transformational leaders
d. all of the above are correct

74. Which of the following statements correctly describes FedEx’s Leadership Evaluation and
Awareness Process (LEAP)?
a. Close to 80% of the 3,000 participants “graduate” from the program.
b. Those who succeed have a strong drive for power.
c. The self-evaluation process is the least effective component of the program.
d. Employees realize that leadership carries an unrelenting sense of obligation, even when
they are not at work.
ANSWER: D, Knowledge, Difficult, pp. 439–440

160


75. Christine Yang is a senior colleague in Legal Executive Assistants, Inc. and often finds
herself as a mentor to many managers in the organization. As a mentor, Yang likely
provides all of the following benefits to managers except:
a. helps managers understand how others respond to their behaviors.
b. helps managers identify weaknesses or blind spots.
c. provides valuable advice concerning the styles of leadership favored in the organization.
d. identifies the employees who are not leadership material.
ANSWER: D, Application, Moderate, p. 439

76. __________ most often are managers or senior colleagues in the organization who provide
advice and guidance about a variety of career-related concerns.
a. Mentors
b. Emulators
c. Trainers
d. Counselors

77. 3M has defined three dimensions of leadership. Which of the following is not one of the
dimensions?
a. essential leadership competencies
b. executive leadership competencies
c. fundamental leadership competencies
d. visionary leadership competencies


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