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HROB Ch. 13 > Ch. 13, 14, 5 & something else > Flashcards

Ch. 13, 14, 5 & something else Flashcards

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1
Q

This theory says that leaders treat individual followers differently. in particular, leaders and their associates develop dyadic (two-person) relationships that affect the behavior of both.

  1. Leader-member exchange.
  2. Contingency theory.
  3. Trait theory.
  4. Human relations theory.
A
  1. Leader-member exchange.
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2
Q

All of the following are the characteristics of a manager, EXCEPT:

  1. innovation.
  2. administration.
  3. reliance on control.
  4. imitation.
A
  1. innovation.
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3
Q

Path goal theory of leadership incorporates:

  1. autocratic leaders, democratic leaders, leader-member relationships.
  2. three major styles of leadership – task oriented, human oriented and supportive.
  3. four major styles of leadership – directive, participative, supportive and achievement-oriented.
  4. two major styles of leadership – task oriented and human oriented.
A
  1. four major styles of leadership – directive, participative, supportive and achievement-oriented.
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4
Q

Scholars of leadership would agree with all of the following statements on leadership, except:

  1. Leaders align people to a common goal.
  2. Leaders interpret and envision the future.
  3. Leadership has received much research attention and is a clear and undisputed concept.
  4. Leaders develop themselves and others.
A
  1. Leadership has received much research attention and is a clear and undisputed concept.
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5
Q

According to Fiedler’s contingency model of leadership effectiveness, the situational favorableness was described in the terms of all of the following empirically derived dimensions EXCEPT:

  1. the leader-member relationship.
  2. the position of power distance.
  3. the leader’s position power.
  4. the degree of task structure.
A
  1. the position of power distance.
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6
Q

According to Fiedler’s model, the implication is that in general, this style of leadership would be most effective in managing human resources in the large majority of organizational situations.

  1. Democratic.
  2. Laissez faire.
  3. Authentic.
  4. Authoritarian.
A
  1. Democratic.
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7
Q

According to the Contingency Model of Leadership:

  1. Human – oriented leaders are successful in the intermediate range of favorableness.
  2. Task – oriented leaders are successful in the very favorable or very unfavorable situation.
  3. Human – oriented leaders are successful in the very favorable or very unfavorable situation.
  4. Task – oriented leaders are successful in the very unfavorable situation only.
  5. A & B
A
  1. A & B
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8
Q

The experiments conducted in the Iowa studies were designed primarily to examine the patterns of _____ behavior.

  1. responsible
  2. aggressive
  3. independent
  4. cooperative
A
  1. aggressive
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9
Q

In the Iowa study experiments this leadership climate actually produced the greatest number of aggressive acts from the group.

  1. Laissez faire.
  2. Authoritarian.
  3. Democratic.
  4. Authentic.
A
  1. Laissez faire.
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10
Q

The trait approach is concerned mainly with identifying the personality traits of the leader.
True
False

A

True

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11
Q

If your employees are engaged in ambiguous tasks then based on existing research, which leadership style would positively relate to satisfactions and expectancies?

  1. Directive leadership
  2. Supportive leadership
  3. Participative leadership
  4. Achievement – oriented leadership.
A
  1. Directive leadership
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12
Q

Research indicates that the Achievement-oriented leader instill employee confidence in their efforts for achieving effective performance for tasks that are:

  1. clear and routine.
  2. ambiguous and non-repetitive.
  3. non-repetitive and ego-involving.
  4. clear and non-repetitive.
A
  1. ambiguous and non-repetitive.
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13
Q

In a study in the manufacturing organization, it was found that this style of leadership was the most effective on associates where they were involved in non-repetitive, ego-involving tasks.

  1. Supportive leadership.
  2. Directive leadership.
  3. Participative leadership.
  4. Achievement-oriented leadership.
A
  1. Participative leadership.
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14
Q

This leader is very effective in both highly favorable and highly unfavorable situations.

  1. Authoritarian leader.
  2. Authentic leader.
  3. Democratic leader.
  4. Laissez faire leader.
A
  1. Authoritarian leader.
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15
Q

The state like positive organizational behavior (POB) constructs have potential for understanding and developing leadership.
True
False

A

True

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16
Q

There is no research that indicates that the followers/associates may actually affect leaders as much as leaders affect followers/ associates.
True
False

A

False

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17
Q

In a highly unfavorable situation, while organizing an office picnic, Fiedler explains that a task-oriented leader is successful because:

  1. By focusing on the task the leader will be able to create a favorable situation.
  2. The human – oriented democratic leadership style works in very favorable situations only.
  3. If the leader asks too many questions about what the group ought to do or how he should proceed, he is likely to be told that “we ought to go home.”
  4. The task – oriented leader solicits employee suggestions for organizing the office picnic.
A
  1. If the leader asks too many questions about what the group ought to do or how he should proceed, he is likely to be told that “we ought to go home.”
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18
Q

In the early Michigan studies of leadership, 12 high-low productivity pairs of groups were selected, representing a high-producing section and a low-producing section. The other variables selected were all of the following EXCEPT:

  1. type of work.
  2. type of conditions.
  3. type of attitudes.
  4. type of methods.
A
  1. type of attitudes.
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19
Q

The statelike positive organizational behavior view on leadership contends that leaders are born with relatively fixed traits.
True
False

A

False

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20
Q

Due to the emergence in popularity of this theory, the trait theory has resurfaced in recent times.

  1. Two-factor theory.
  2. Needs theory.
  3. Big-Five theory.
  4. Multidimensional theory.
A
  1. Big-Five theory.
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21
Q

In the Iowa leadership studies, this type of leader was very directive by nature and allowed no participation.

  1. Authentic.
  2. Laissez faire.
  3. Democratic.
  4. Authoritarian.
A
  1. Authoritarian.
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22
Q

Using the four styles contingent on the situational factors, the path-goal theory results in leaders motivating associates by all of the following ways except:

  1. increasing personal payoffs to associates for work-goal attainment.
  2. making the path to personal payoffs easier to travel by coaching and direction.
  3. reducing frustration barriers.
  4. Increasing the opporunities for personal satisfaction to be independent of effective performance.
A
  1. Increasing the opporunities for personal satisfaction to be independent of effective performance.
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23
Q

An important, but sometimes overlooked, finding at the early Michigan leadership studies was that employee satisfaction was not directly related to productivity.
True
False

A

True

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24
Q

Fiedler’s model suggests that an effective leader in an unfavorable situation, would be characterized by all of the following EXCEPT:

  1. the leader would take charge of the situation.
  2. makes decisions that need to be made to accomplish the task.
  3. makes the decisions keeping in mind everybody’s happiness.
  4. makes the decisions without asking for input.
A
  1. makes the decisions keeping in mind everybody’s happiness.
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25
Q

All of these were offered as principles of leadership in the video in the online lecture. (1) Leaders need to know the details of the business to be better leaders. (2) Leaders have to be obsessed with excellence. (3) However, leaders should not be too obsessed with data.
True
False

A

False

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26
Q

The path-goal theory, like the expectancy theory in work motivation, can help in understanding the complexities of the leadership process.
True
False

A

True

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27
Q

Correlating the Big Five and the trait theory, identify among the following personality traits, the one that has the highest average correlation with leader emergence and leadership effectiveness.

  1. Extraversion.
  2. Conscientiousness.
  3. Openness to experience.
  4. Neuroticism.
A
  1. Extraversion.
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28
Q

In which type of leadership identified by the path-goal theory, does the leader ask for and uses suggestions from associates but still makes the decision?

  1. Supportive leadership.
  2. Participative leadership.
  3. Directive leadership.
  4. Achievement-oriented leadership.
A
  1. Participative leadership.
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29
Q

Which was the one trait that was found to be holding up with a degree of consistency in the voluminous research study done during the formulation of the trait theory?

  1. Anger.
  2. Motivation.
  3. Commitment.
  4. Intelligence.
A
  1. Intelligence.
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30
Q

All of the following are the positional resources that a leader would reward an associate who is committed and who expends a lot of effort for the unit with, EXCEPT:

  1. increasing the formal roles and authority between the leader and the associate.
  2. increasing the volume of information shared with the associate.
  3. increased confidence in the associate.
  4. increased concern for the associate.
A
  1. increasing the formal roles and authority between the leader and the associate.
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31
Q

A recent study of top level managers in Fortune 100 firms found that compared to 20 years ago:

  1. more of them are male.
  2. more of them were educated at elite institutions.
  3. they are increasingly moving from one company to another as their careers unfold.
  4. they are making it to the top faster and taking more jobs along the way.
A
  1. they are increasingly moving from one company to another as their careers unfold.
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32
Q

According to the Whetten and Cameron model of interpersonal skills, the “communicating supportively” aspect consists of:

  1. identifying causes.
  2. coaching.
  3. resolving confrontations.
  4. empowering others.
A
  1. coaching.
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33
Q

One study, after finding a significant relationship between humor and individual performance, cautioned that humor and fun meshed with a more _____ and _____ leader style.

  1. laidback; democratic
  2. taciturn; strict
  3. active; involved
  4. charismatic; political
A
  1. active; involved
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34
Q

According to research by Mintzberg, this role recognizes that managers often spend more time interacting with others outside their unit than they do working with their own leaders and subordinates.

  1. Disseminator role
  2. Disturbance handler role
  3. Liaison role
  4. Spokesperson role
A
  1. Liaison role
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35
Q

This is a low-task, high-relationship style and is effective when followers are on the high side of maturity.

  1. Delegating style
  2. Selling style
  3. Telling style
  4. Participating style
A
  1. Participating style
36
Q

According to research by Mintzberg, in the entrepreneurial role:

  1. managers spend a great deal of time giving and receiving information.
  2. the manager uses his/her influence to motivate and encourage subordinates to accomplish organizational objectives.
  3. managers often spend more time interacting with others outside their unit than they do working with their own leaders and subordinates.
  4. the manager initiates the development of a project and assembles the necessary resources in this role.
A
  1. the manager initiates the development of a project and assembles the necessary resources in this role.
37
Q

The approach to leadership development, which is competency based, includes three ways that competencies have been derived. Which of the following is not included?

  1. Research based
  2. Goal based
  3. Strategy based
  4. Values based
A
  1. Goal based
38
Q

According to the Tannenbaum and Schmidt continuum of leadership behavior model, which of the following would be the behavior of an employee-centered leader?

  1. The manager defines limits and asks the group to make decisions
  2. The manager presents tentative decision subject to change
  3. The manager presents ideas and invites questions
  4. The manager “sells” a decision
A
  1. The manager defines limits and asks the group to make decisions
39
Q

According to the Tannenbaum and Schmidt continuum of leadership behavior model, which of the following would be the behavior of an employee-centered leader?

  1. The manager defines limits and asks the group to make decisions
  2. The manager presents tentative decision subject to change
  3. The manager presents ideas and invites questions
  4. The manager “sells” a decision
A
  1. The manager defines limits and asks the group to make decisions
40
Q

Which of the following characteristics of leadership skills did Whetten and Cameron identify through various studies?

  1. The skills are behavioral
  2. The skills are traits or, importantly, styles
  3. The skills, in most cases, oriented toward teamwork and interpersonal relations exclusively
  4. Effective leaders perform one skill or one set of skills independent of others
A
  1. The skills are behavioral
41
Q

According to Whetten and Cameron, the “managing conflict” aspect of the interpersonal skills model consists of:

  1. counseling.
  2. diagnosing poor performance.
  3. exercising influence.
  4. selecting appropriate strategies.
A
  1. selecting appropriate strategies
42
Q

According to Nadler and Tushman’s types of charismatic leadership style, the enabling leader:

  1. articulates a compelling vision.
  2. creates a picture of the future with which people can identify.
  3. directs the generation of energy among members of the organization.
  4. psychologically helps people act or perform in the face of challenging goals.
A
  1. psychologically helps people act or perform in the face of challenging goals.
43
Q

The essence of Level 5 leadership is having _____ for the cause of the work - the outcome, the company, the organization - above the self.

  1. commitment
  2. motivation
  3. skills
  4. ambition
A
  1. ambition
44
Q

Which of the following has Mintzberg identified as falling under the umbrella of decisional managerial roles?

  1. Figurehead role
  2. Disturbance handler role
  3. Disseminator role
  4. Spokesperson role
A
  1. Disturbance handler role
45
Q

According to Whetten and Cameron, personal skills consist of:

  1. managing conflict.
  2. motivating others.
  3. solving problems creatively.
  4. gaining power and influence.
A
  1. solving problems creatively.
46
Q

As part of the controversial, yet popular, personal training methodology, these training programs have come to life following the adage that there is no training experience better than “walking a mile in the other person’s shoes.”

  1. Job enrichment
  2. Job enlargement
  3. Job rotation
  4. Job quality
A
  1. Job rotation
47
Q

This classic style of study represents the traditional authoritarian style of leadership.

  1. Hawthorne studies
  2. Iowa studies
  3. Theory Y
  4. Theory X
A
  1. Theory X
48
Q

According to Hersey and Blanchard’s situational approach to leadership, the level of maturity has been identified as all of the following except:

  1. degree of achievement motivation.
  2. willingness to take on responsibility.
  3. degree of need for affiliation.
  4. amount of education and/or experience.
A
  1. degree of need for affiliation.
49
Q

This involves empowering the subordinates to make decisions and solve their own problems.

  1. Autonomy
  2. Variety
  3. Significance
  4. Feedback
A
  1. Autonomy
50
Q

According to managerial activities and behavioral descriptions derived from free observation of Luthans Real Managers Study, the staffing activity consists of:

  1. organizing the work.
  2. clarifying roles.
  3. preventive maintenance
  4. “filling in” where needed
A
  1. “filling in” where needed
51
Q

The selling style of leadership:

  1. is a high-task, low-relationship style and is effective when followers are at a very low level of maturity.
  2. is a low-task, high-relationship style and is effective when followers are on the high side of maturity.
  3. is a high-task, high-relationship style and is effective when followers are on the low side of maturity.
  4. is a low-task, low-relationship style and is effective when followers are at a very high level of maturity.
A
  1. is a high-task, high-relationship style and is effective when followers are on the low side of maturity.
52
Q

The authentic leadership development process can be proactively accelerated by all of the following ways except:

  1. starting with a desired end-point.
  2. starting with enhanced self-awareness.
  3. starting with self-regulation.
  4. starting with a desired high-point.
A
  1. starting with a desired high-point.
53
Q

According to managerial activities and behavioral descriptions derived from free observation of Luthans Real Managers Study, the “interacting with outsiders” aspect consists of:

  1. appealing to higher authority to resolve a dispute.
  2. external meetings
  3. politicking, gamesmanship.
  4. managing interpersonal conflict between work group members or others.
A
  1. external meetings
54
Q

This is defined as the ‘self perceived value that individuals have of themselves as organization members acting within an organization context.’

  1. Organization-based self-esteem.
  2. Organization-based self-concept.
  3. Organization-based self-confidence.
  4. Organization-based self-value.
A
  1. Organization-based self-esteem.
55
Q

A study found that those with a strategic management style were most characterized by which two personality traits identified by the Big Five?

  1. Extraversion and agreeableness.
  2. Conscientiousness and openness to experience.
  3. Emotional stability and openness to experience.
  4. Agreeableness and emotional stability.
A
  1. Conscientiousness and openness to experience.
56
Q

Which of the following can be defined as a complicated interaction of selection, organization, and interpretation?

  1. The perceptual process
  2. The socialization process
  3. The cognitive process
  4. The behavioral process
A
  1. The perceptual process
57
Q

In some studies, it has been found that the individual’s _____ moderates the relationship between conscientiousness and performance, whereas some studies show no such moderator.

  1. ability
  2. behavior
  3. education
  4. aptitude
A
  1. ability
58
Q

Shawn works as an executive in an advertising firm. The management considers him to be an asset for the firm due to his creativity, artistic sensitivity, and imaginative capability. Considering only these qualities, Shawn would score high on which of the following trait?

  1. Agreeableness
  2. Extraversion
  3. Openness to experience
  4. Conscientiousness
A
  1. Openness to experience
59
Q

People with a high negative affectivity are more likely to experience all of the following EXCEPT:

  1. nervousness.
  2. anxiety.
  3. distress.
  4. effective engagement.
A
  1. effective engagement.
60
Q

Kate is emotionally attached to, and involved in the organization. Which of the following best describes this commitment?

  1. Cognitive commitment
  2. Normative commitment
  3. Affective commitment
  4. Continuance commitment
A
  1. Affective commitment
61
Q

Which of the following is a characteristic of the person being perceived that influences social perception?
Selected Answer:
1. Knowing oneself makes it easier to see others accurately.
2. The visible traits of the person perceived will greatly influence others’ perception of the person.
3. Accuracy in perceiving others is not a single skill.
4. One’s own characteristics affect the characteristics one is likely to see in others.

A
  1. The visible traits of the person perceived will greatly influence others’ perception of the person.
62
Q 
Which of the following trait has the strongest positive correlation with job performance?
Selected Answer:		
1. Conscientiousness
2. Emotional stability
3. Extraversion
4. Agreeableness
A
  1. Conscientiousness
63
Q

Organizational Commitment has a positive relationship with performance for those with:

  1. high financial needs.
  2. low financial needs.
  3. Both low and high financial needs.
  4. None of the above.
A
  1. low financial needs.
64
Q

Recently, the position taken with regards to personality is a more _____ theoretical approach drawing from all the historical theories.

  1. integrative
  2. interactive
  3. intensive
  4. innovative
A
  1. integrative
65
Q

Which of the following is the most significant cognitive aspect of perception?

  1. Confrontation
  2. Registration
  3. Interpretation
  4. Feedback
A
  1. Interpretation
66
Q

All of the following are characteristics of people with positive affectivity (PA), EXCEPT.

  1. they tend to be less absent from work.
  2. they tend to perform better.
  3. they experience more stress.
  4. they are more satisfied.
A
  1. they experience more stress.
67
Q

Some of the historically important definitions for personality come from all these theories EXCEPT:

  1. trait theory.
  2. psychoanalytical or psychodynamic theory.
  3. humanistic theory.
  4. social theory.
A
  1. social theory.
68
Q

Research evidence indicates that _____ may not necessarily lead to individual performance improvement but does lead to departmental and organizational-level improvement.

  1. recognition
  2. satisfaction
  3. rewards
  4. encouragement
A
  1. satisfaction
69
Q

In this test, some of the questions relate to how people prefer to focus their energies; evaluate and make decisions; give attention and collect information and orient oneself to the outside world.

  1. Organizational Commitment Questionnaire.
  2. Myers-Briggs Type Indicator.
  3. John Holland Method.
  4. Test for the five factor model of personality.
A
  1. Myers-Briggs Type Indicator.
70
Q

One study done shows that people having this personality trait tend to be associated with management and sales success.

  1. Extraversion.
  2. Agreeableness.
  3. Emotional stability.
  4. Openness to experience.
A
  1. Extraversion.
71
Q

The person-situation interaction dimension suggests that people are static, acting basically the same in all scenarios.
T/F

A

False

72
Q

Which of the following does NOT occur within the cognitive processes of the person?

  1. Confrontation
  2. Registration
  3. Interpretation
  4. Feedback
A
  1. Confrontation
73
Q

Due to the multidimensional nature of organizational commitment, there is growing support for the model proposed by Meyer and Allen and the dimensions included under this model are all of the following EXCEPT:

  1. affective commitment.
  2. continuance commitment.
  3. constrained commitment.
  4. normative commitment.
A
  1. constrained commitment.
74
Q

Which one of these theories is a theory of personality?

  1. Socio-cognitive
  2. The Big Five
  3. Path Goal
  4. Two Factor Theory
A
  1. The Big Five
75
Q

A comprehensive definition of this is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.”

  1. Job motivation.
  2. The personality of job satisfaction.
  3. Achievement.
  4. The work related attitude of Job satisfaction.
A
  1. The work related attitude of Job satisfaction.
76
Q

John has been working for an accounting firm for 15 years. The only reason he has not quit is because of the costs he associates with leaving the organization. Which of the following best explains this commitment?

  1. Cognitive commitment
  2. Normative commitment
  3. Affective commitment
  4. Continuance commitment
A
  1. Continuance commitment
77
Q

All of these are dimensions within the Myers Briggs Type Indicator (MBTI), EXCEPT:

  1. Sensing / Intuiting
  2. Extroversion / Introversion
  3. Conscientiousness / Agreeableness
  4. Thinking / Feeling
  5. Judging / Perceiving
A
  1. Conscientiousness / Agreeableness
78
Q

Which among these would NOT be included under the specific steps that can lead to successful organizational socialization?

  1. Providing an easy first job.
  2. Providing relevant training.
  3. Providing a relaxed orientation program.
  4. Placing new recruits in workgroups with high morale.
A
  1. Providing an easy first job.
79
Q

Ruth is a business analyst in a successful marketing firm. According to her manager Jim, she is dependable, hardworking, and self-disciplined. Considering only the qualities given, Ruth would score high on which of the following trait?

  1. Agreeableness
  2. Extraversion
  3. Openness to experience
  4. Conscientiousness
A
  1. Conscientiousness
80
Q

A wide array of definitions for organizational commitment have evolved but as an attitude, it is most defined as all these EXCEPT:

  1. a strong desire to remain a member of a particular organization.
  2. a strong desire rapidly moves up in the organizational hierarchy structure.
  3. a definite belief in, and acceptance of, the values and goals of the organization.
  4. a willingness to exert high levels of effort on behalf of the organization.
A
  1. a strong desire rapidly moves up in the organizational hierarchy structure.
81
Q

Continuance commitment refers to commitment based on an employee’s:

  1. emotional attachment, identification and involvement in the organization.
  2. positive emotional state resulting from the appraisal of one’s job or job experience.
  3. costs associated with leaving the organization.
  4. obligation to stay with the organization.
A
  1. costs associated with leaving the organization.
82
Q

Ruth has been working in an advertising firm form 5 years. She wants to change her job but does not quit because she feels that sticking on to her job is the right thing to do. Which of the following describes this commitment?

  1. Cognitive commitment
  2. Normative commitment
  3. Affective commitment
  4. Continuance commitment
A
  1. Normative commitment
83
Q

The Myers-Briggs Type Indicator (MBTI) may be widely used in all these management practices EXCEPT:

  1. real-world career counseling.
  2. team building.
  3. strategic planning.
  4. conflict management.
A
  1. strategic planning.
84
Q

Which among the following is NOT a suggested method by the current body of research to enhance job satisfaction among employees?

  1. Have fair pay, benefits, and promotion opportunities.
  2. Promote a serious work culture.
  3. Match people with jobs that fit their interests and skills.
  4. Design jobs to make them exciting and satisfying.
A
  1. Promote a serious work culture.
85
Q

The major reason the Myers-Briggs Type Indicator (MBTI) is such a psychologically non-threatening, commonly used personality inventory is because during formulating his theory, Jung emphasized that there were no good or bad types.
T/F

A

True

86
Q

According to the Contingency Model of Leadership:

  1. Task – oriented leaders are successful in the very unfavorable situation only.
  2. Human – oriented leaders are successful in the intermediate range of favorableness.
  3. Human – oriented leaders are successful in the very favorable or very unfavorable situation.
  4. Task – oriented leaders are successful in the very favorable or very unfavorable situation.
  5. 2 & 4
A
  1. 2 & 4
87
Q

What are the 5 traits in the “Big 5 Theory”?

A
  1. Conscientiousness: dependable, organized, self disciplined, hard working, responsible
  2. Emotional stability: calm, secure, happy, unworried
  3. Agreeableness: cooperative, warm, caring, good natured
  4. Extroversion: sociable, outgoing, talkative, assertive
  5. Openness to experience: curious, intellectual, creative, cultured, flexible, artistic, sensitive, imaginative

HROB Ch. 13 (1 decks)

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