Chapter 1: The Nature of Leadership

1. What is the best explanation for so many different definitions of

leadership?
a. scholarly nit-picking
b. disagreement about what should be considered leadership
processes
c. leadership behaviour cannot be studied in a scientific way
d. leadership is a very old topic
2. What is the most common element in definitions of leadership?
a.
b.
c.
d.

leadership is an authority relationship

leadership is the ability to make good decisions
leadership is an attribution made by followers
leadership is an influence process

3. Definitions of leadership:
a.
b.
c.
d.

strongly influence the design and interpretation of research

are strongly influenced by research on unconscious processes
reflect general agreement about the nature of leadership
are pointless because there is no basis for verification

4. What process is emphasized in the definition of leadership proposed by

Yukl?
a.
b.
c.
d.

influencing followers to have complete trust in the leader

motivating followers to do more than they initially expected
facilitating collective efforts to accomplish shared objectives
empowering each follower to become self-reliant

5. Leadership effectiveness is best assessed:

a.
b.
c.
d.

by evaluations from the leaders boss

by subordinate evaluations of the leader
by a variety of subjective and objective criteria
by objective indicators of group performance

6. Participative leadership is best viewed as a combination of which two

approaches for
studying leadership?
a.
b.
c.
d.

trait and behaviour

power-influence and trait
behaviour and power-influence
trait and situational

Page 1 of 31

7. Charismatic leadership is an example of which approach for studying

leadership?
a.
b.
c.
d.

leader traits
leader behaviour
situational
integrative

8. Which is the least accurate statement about the outcomes of leadership

actions?
a. immediate and delayed outcomes are usually consistent with
each other
b. immediate outcomes are easier to predict than end-result outcomes
c. immediate and delayed outcomes are usually interrelated in complex
causal chains
d. end-result outcomes are less useful as criteria of leadership
effectiveness
9. Recent leadership theories such as charismatic and transformational
leadership:
a.
b.
c.
d.

emphasize rational processes more than rational processes

emphasize emotional processes more than rational processes
describe emotional and rational processes as equally important
de-emphasized both rational and emotional processes

10. What level of leadership processes is emphasized in most theories of

effective leadership?
a.
b.
c.
d.

intra-individual
dyadic
group
organizational

11. Most leadership theories emphasize:

a.
b.
c.
d.

leader characteristics
follower characteristics
both leader and follower characteristics
characteristics of the leadership situation

12. A theory that identifies the essential behaviours for any type of leader is
best classified as:
a.
b.
c.
d.

descriptive and universal

prescriptive and universal
descriptive and situational
prescriptive and situational

Page 2 of 31

Page 3 of 31

Chapter 3: The Nature of Managerial Work

13. Research on managerial activities found that managers typically spend
the most time:
a.
b.
c.
d.

in their office
with subordinates
reading and writing reports, memos, and correspondence
in informal meetings

14. Which of the following was not found to be characteristic of managers in

most descriptive studies?
a. they spend much of their time engaged in oral communication
b. they spend considerable time engaged in reflective activities
such as planning
c. they spend considerable time engaged in lateral communication with
peers
d. they are engaged in a large variety of brief activities during a typical
workday
15. Which was not found in most descriptive research on managerial
activities?
a. the content of managerial work is varied and fragmented
b. the pace of managerial work is hectic and unrelenting
c. interactions typically involve the exchange of written
messages and memos
d. many interactions involve peers or outsiders
16. The descriptive research found that a network of contacts and
cooperative relationships is especially important to:
a.
b.
c.
d.

motivate subordinates
implement change
improve time management
identify quality problems in the work

17. Which was not found by most descriptive research on decision processes
in organizations?
a.
b.
c.
d.

major decisions are made in an orderly, rational manner

decision processes are prolonged for important decisions
decision processes are highly political
major decisions may result from a series of small, incremental choices

18. Planning in organizations is usually:

a. formal and detailed
b. formal and flexible
c. informal and detailed

Page 4 of 31

d. informal and flexible

19. The descriptive research shows that effective managers are likely to:
a.
b.
c.
d.

carefully study each possible option before acting

experiment with innovative ideas and approaches
get authorization before taking action in order to protect themselves
get complete agreement from concerned parties before taking action

20. According to Mintzberg, which type of role is likely to get the highest
priority?
a.
b.
c.
d.

entrepreneur
spokesperson
disturbance handler
negotiator

21. According to Stewart, which of the following statements is not correct?

a. demands and constraints are essentially the same for most
managerial jobs
b. managerial behavior is strongly influenced by demands and
constraints
c. role conflicts are caused by incompatible demands from different
people
d. demands and constraints depend in part on a managers perceptions
22. Managers in large units tend to:
a.
b.
c.
d.

use less delegation

use more group decision making
spend more time planning and coordinating
provide more coaching

23. In comparison to low-level managers, most top executives:

a.
b.
c.
d.

are more focused on solving immediate problems

are more autocratic in their decision making
have a stronger concern about efficiency
have a longer time perspective

24. In a crisis situation, effective leaders are likely to:

a.
b.
c.
d.

consult with subordinates

reduce their exposure
act more considerate
act more decisive

Page 5 of 31

25. What is the primary management function in the initial stage of the
organizational life cycle?
a.
b.
c.
d.

coordinating work activities

obtaining resources
increasing member motivation
improving efficiency

26. Which of the following was not presented as a guideline for managers?
a.
b.
c.
d.

expand the range of choices

make time for reflective planning
concentrate on reacting to demands
understand reasons for demands and constraints

27. Which was not mentioned as one of the four general processes in
managerial work?
a.
b.
c.
d.

making decisions
satisfying customers
developing relationships
influencing people

28. Effective managers are most likely to:

a.
b.
c.
d.

concentrate on solving the easy problems first

concentrate on solving the most difficult problems first
deal with each problem as soon as it is discovered
look for ways to solve related problems at the same time

29. Which is not a recommended guideline for increasing managerial

effectiveness?
a.
b.
c.
d.

limit the range of choices

take advantage of reactive activities
build large networks of contacts
look for ways to reduce constraints
Chapter 4: Perspectives on Effective Leadership Behavior

30. Most critical incidents studies of leaders find all except which of the
following?

Page 6 of 31

a. respondents are very critical of their leader

b. establishing effective relations with others is an important behaviour
category
c. many reported incidents are specific to the situation
d. planning is an important category of leader behaviour
31. Which of the following is not an example of Initiating Structure as
defined in the Ohio State studies?
a.
b.
c.
d.

letting subordinates know what is expected of them

criticizing poor work
consulting with subordinates before making changes
coordinating the activities of subordinates

32. Consideration by a leader is most likely to result in:

a.
b.
c.
d.

stronger subordinate commitment

stronger subordinate satisfaction
better coordination among subordinates
better subordinate performance

33. Fleishman and Harris found that grievances and turnover were lowest
when:
a.
b.
c.
d.

consideration and initiating structure were both high

consideration and initiating structure were both low
consideration was high and initiating structure was low
consideration was low and initiating structure was high

34. Which results were found in the early Michigan leadership studies?
a. effective supervisors spent much of their time working on the task
with subordinates
b. effective supervisors used close supervision to insure the work was
done correctly
c. effective supervisors were careful not to get too friendly with their
subordinates
d. effective supervisors devoted more time to managerial
functions such as planning, coordinating, and work facilitation
35. An important contribution of the research by Bowers and Seashore was
the emphasis on:
a.
b.
c.
d.

peer leadership
situational factors
influence processes
critical incidents

Page 7 of 31

36. According to Blake and Mouton, effective leaders are most likely to:
a. have a high concern for the task and a moderate concern for
relationships
b. have a moderate concern for the task, and a high concern for
relationships
c. have a moderate concern for both the task and relationships
d. have a high concern for both the task and relationships

37. According to Blake and Mouton, an effective leader would be most likely
to:
a.
b.
c.
d.

consult with people about how to improve working conditions

consult with people about ways to improve productivity
ask people for small improvements in performance
pressure people to do more work

38. What is the best conclusion from research on the high-high theory of
leadership?
a.
b.
c.
d.

the research provides strong support for the additive model

the research provides strong support for the multiplicative model
the research provides strong support for both models
the research fails to provide strong support for either model

39. Which was not mentioned as a reason for differences among behaviour
taxonomies?
a.
b.
c.
d.

education of the theorist

method of development
level of abstraction
purpose of taxonomy

40. Which is not a method for developing behaviour taxonomies?

a.
b.
c.
d.

distributive aggregation
judgmental classification
factor analysis
theoretical-deductive approach

41. Which of the following is not one of the three behaviour metacategories
identified by
Yukl?
a. task-oriented
b. relations-oriented
c. process-oriented

Page 8 of 31

d. change-oriented
42. Which of the following is not an example of clarifying behaviour by a
leader?
a.
b.
c.
d.

explain the reasons for an assignment

clearly explain what results are expected
ask the subordinate to set performance goals
explain the relative priority of different tasks

43. Which of the following is not an example of supporting behaviour?

a. express confidence in a subordinate who has a difficult task
b. give an award to a subordinate who set a new sales record
c. remember details about a subordinates interests and family
d. help a subordinate deal with a personal problem
44. Which of the following is not primarily a change-oriented behaviour?
a.
b.
c.
d.

communicating an inspiring vision

monitoring the external environment
encouraging innovative thinking
setting specific task objectives

45. Which of the following is least likely to be an outcome of leader

supporting behaviour?
a.
b.
c.
d.

better time management for the leader

reduced stress for the subordinates
more cooperative leader-subordinate relationships
lower absenteeism and turnover by subordinates

46. Which of the following was not provided as a guideline for coaching?
a. provide constructive feedback about effective and ineffective
behaviour
b. ask specific questions to help the person analyse his or her
performance
c. encourage the person to look at a problem from different perspectives
d. provide detailed instructions on how to carry out each
assignment
47. Which of the following guidelines for recognizing was recommended?
a. provide more recognition to people in essential, high-visibility jobs
b. provide recognition only for outstanding performance
c. actively look for effective behaviour or contributions to
recognize
d. give praise in private to avoid embarrassing the recipient
48. Which of the following was provided as a guideline for monitoring?

Page 9 of 31

a. measure outcomes rather than wasting time trying to assess the

causal processes
b. develop independent sources of information about the
performance of the work unit
c. use prior performance as the primary basis for assessing current
performance
d. conduct progress review meetings more often for complex,
unstructured tasks that take a long time to complete

Chapter 5: Participative Leadership and Empowerment

49. The decision procedure that empowers a subordinate the most is:
a.
b.
c.
d.

joint decision-making
delegation
proactive consultation
reactive consultation

50. What was found in the research on participative leadership?

a. participative leadership does not affect subordinate performance
b. the more participation a leader uses, the more satisfied subordinates
will be
c. participative leadership substantially improves subordinate
performance
d. the results were inconsistent and inconclusive
51. What is the most likely benefit from using participation in decision
making?
a.
b.
c.
d.

the decision will be made more quickly

the quality of the decision will be better
there will be more decision acceptance by participants
there will be greater agreement among the participants

52. In the Vroom-Yetton model of decision participation, the rules for

identifying appropriate decision procedures are designed to protect:
a.
b.
c.
them
d.

the leader's responsibility and authority for the decision

the rationality of the decision
the right of subordinates to be consulted about decisions affecting
the quality of the decision and subordinate acceptance of it

53. According to the Vroom and Yetton model of leadership, the leader
should not use
group decision-making when:

Page 10 of 31

a. the leader knows the best solution to the problem

b. the goals of subordinates are inconsistent with organizational
objectives
c. the decision is important for the organization
d. subordinates are likely to disagree with each other about the best
solution
54. According to the Vroom and Yetton model of leadership, the leader
should not use
an autocratic decision procedure when:
a. the decision is important and subordinates have relevant
information
b. a decision is needed quickly to deal with an immediate crisis
c. subordinates are likely to disagree with each other about the best
solution
d. the leader must depend on subordinates to implement the decision
55. Which of the following was not recommended as a guideline for
participative
leadership?
a. present a proposal as tentative and encourage people to improve it
b. restate ideas and concerns expressed by someone to verify
understanding
c. identify the best ideas and quickly dismiss any with obvious
weaknesses
d. let people know how their ideas and suggestions were eventually
used

56. Which of the following is not likely to be a benefit from using delegation?
a.
b.
c.
d.

less responsibility for an overloaded manager

more development of the subordinates skills
increased commitment by the subordinate
more efficient time management for the manager

57. Substantial delegation is most likely to occur when:

a.
b.
c.
d.

the manager is confident and secure

the task is important
subordinate jobs are highly interdependent
work procedures are highly standardized

58. Which of the following was not a guideline for how to delegate
effectively?
a. specify the subordinate's scope of authority and limits of discretion

Page 11 of 31

b. explain the new responsibilities and the expected results

c. arrange for the subordinate to receive relevant information
d. tell the subordinate to report any problems immediately
59. A manager should not delegate tasks that are:
a.
b.
c.
d.

unpleasant
symbolically important
complex and difficult
urgent but not important

60. Decisions about what to delegate to a subordinate are most likely to be

influenced
by:
a.
b.
c.
d.

how much the subordinate wants the assignment

how much the manager is overloaded with extra work
how competent and trustworthy the subordinate is
how long the subordinate has worked for the manager

61. What is the least important reason for delegating to subordinates?

a.
b.
c.
d.

get rid of tedious tasks that are time wasters

develop subordinate skills and confidence
make the job of subordinates more interesting
increase subordinate commitment to a task

62. Which is not a defining element of psychological empowerment

according to
Spreitzer?
a.
b.
c.
d.

meaning
self efficacy
impact
timing

63. Which of the following characteristics of the job or organization is most

likely to be
a facilitating condition for the effectiveness of empowerment?
a. cultural values emphasizing reliable, efficient operations
b. a competitive strategy of low cost, standard product or service
c. repeated transactions in a continuing relationship with
customers
d. a high degree of standardization and formalization

Page 12 of 31

64. Which employee trait is least likely to facilitate effective empowerment?

a.
b.
c.
d.

high need for achievement

external locus of control orientation
high self-acceptance
relevant technical knowledge

65. Which was not recommended as a guideline for psychological

empowerment?
a.
b.
c.
d.

ensure that control systems are functioning properly

provide direct access to relevant information
provide adequate resources to support the work
encourage initiative and problem solving by employees

66. What is least likely to be an adverse outcome of psychological

empowerment?
a.
b.
c.
d.

higher costs for selection and training of competent employees

employee dissatisfaction with increased job responsibility
opposition by middle managers who fear a loss of power
customer feelings of inequity about inconsistent treatment

Chapter 8: Dyadic and Follower-based Models of Leadership

67. According to LMX Theory, most leaders:
a. establish a favourable relationship with any subordinate who is
interested
b. try to treat each subordinate the same way to ensure fairness
c. establish a special relationship with their immediate superior
d. establish a special relationship with a small number of
subordinates

68. When there is a high LPC relationship, the leader is more likely to:
a.
b.
c.
d.

give the subordinate easy assignments to do

meet with the subordinate to review performance
understand the subordinates problems and needs
dominate conversations with the subordinate

69. Which was not found in the research on leader-member exchange?

a. leaders with different relationships for high and low LPC
subordinates were more effective
b. leaders provided more benefits to high LPC subordinates than to low
LPC subordinates

Page 13 of 31

c. high LPC subordinates performed better than low LPC subordinates

d. there was more delegation to high LPC subordinates than to low LPC
subordinates
70. When is a special exchange relationship with some subordinates least
likely to occur?
a.
b.
c.
d.

the leader has little expertise in how to do the work

the leader is overloaded with duties and responsibilities
the leader has many immediate subordinates
the leader has an unfavourable relationship with superiors

71. Studies on how managers perceive poor performance by a subordinate

find that:
a. managers are biased toward attributing the cause to external factors
such as
insufficient resources or lack of cooperation
by others
b.managers are biased toward attributing the cause to internal
factors such as lack of motivation or ability
c. managers are biased toward attributing the cause to bad luck
(random events)
d. most managers make an accurate attribution about the cause of poor
performance by a subordinate
72. Which is the least likely response by a manager who believes that poor
performance
by a subordinate is caused by a lack of motivation?
a.
b.
c.
d.

new incentives
more coaching
closer monitoring
counselling

73. Poor performance in the task assigned to a subordinate is most likely to

be attributed to a lack of effort or ability when:
a.
b.
c.
d.

the manager has prior experience doing the same type of task
poor performance has serious consequences for the work unit
other subordinates who did this task had similar difficulties
the subordinate has performed other types of tasks effectively

74. How are managers most likely to interpret the reasons for effective
performance?
a. internal attributions are made for effective performance by
subordinates
b. external attributions are made for effective performance by
subordinates

Page 14 of 31

c. internal attributions are made for high LMX members and

external attributions are made for low LMX members
d. external attributions are made for high LMX members and internal
attributions are made for low LMX members
75. Which of the following is a recommended guideline for correcting a
subordinates
performance deficiencies?
a. emphasize internal causes for performance deficiencies
b. warn the person not to be defensive when receiving corrective
feedback
c. explain the adverse impact of the subordinates behaviour for
the work unit
d. provide a detailed description of required action steps to correct
deficiencies
76. What is the best way to deal with a subordinates performance
deficiencies?
a.
b.
c.
d.

ask the subordinate to suggest remedies

tell the subordinate what must be done
refer to formal rules and work procedures
have the subordinate ask co-workers for advice

77. Attribution research shows that most people:

a. overestimate the effect leaders have on organizational
performance
b. underestimate the effect leaders have on organizational performance
c. are able to accurately assess a leaders impact on organization
performance
d. are biased to look for weaknesses and faults in high level leaders
78. A leader is most likely to be viewed as effective when:
a. organization performance is declining, the leader makes
major changes in
strategy, and performance
rapidly improves
b. organization performance is declining, the leader makes major
changes in
strategy, and performance slowly improves
c. organization performance is declining, the leader makes small
changes in
strategy, and performance slowly improves
d. organization performance is improving and the leader makes only
incremental changes in the existing strategy to fine tune
it
79. Which statement about implicit leadership theories is least accurate?
a. implicit theories influence a persons evaluation of leaders

Page 15 of 31

b. implicit theories usually involve assumptions about effective

leadership
c. implicit theories can result in biased ratings of a leaders behaviour
d. implicit theories are seldom found in intelligent people
80. Which of the following is not one of the impression management tactics
described in
the chapter?
a.
b.
c.
d.

exemplification
improvisation
intimidation
self-promotion

81. Which was not a recommendation for effective followers?

a.
b.
leader
c.
d.

verify the accuracy of information you provide to the leader

point out specific weaknesses in a plan or proposals made by the
be assertive but diplomatic about resolving role ambiguity
point out when a leader is being defensive about suggestions

82. Which of the following is a recommended guideline for followers?

a. ask the boss for specific directions on how to deal with difficult
problems
b. get approval from the boss before taking action to resolve problems
c. take the initiative to deal with immediate problems in the
work
d. follow rules and standard procedures to avoid any blame for problems
83. Which of the following is a cognitive strategy for self-management?
a.
b.
c.
d.

self-monitoring
cue modification
positive self-talk
self-reward

84. Which of the following was not recommended for leaders?

a. explain to subordinates how to use self-management strategies
b. maximize self-determination by subordinates with
interdependent jobs
c. model the use of self-management procedures to set an example
d. share sensitive information about plans and financial performance
Chapter 7: Power and Influence
85. What kind of power is dependent upon friendship and trust?

Page 16 of 31

a.
b.
c.
d.

affiliation power
dyadic power
referent power
expert power

86. Which influence process is most likely to result in continued commitment

to a task
objective regardless of the managers
subsequent actions?
a.
b.
c.
d.

instrumental compliance
personal identification
compliance with authority
internalization

87. Which of the following is not an example of resistance?

a.
b.
c.
d.

carry out the request with only the minimum necessary effort
delay taking action to see if the agent is serious about the request
tell the agent why you are too busy now to carry out the request
appeal to a higher authority to rescind or change the request

88. Which two kinds of power have been found to be related most strongly to
leader
effectiveness in motivating subordinates?
a.
b.
c.
d.

expert and referent power

reward and referent power
expert and legitimate power
reward and expert power

89. Which was not identified by strategic contingencies theory as a

determinant of
subunit power?
a.
b.
c.
d.

subunit size
expertise in solving problems
centrality in the workflow
uniqueness of expertise

90. Control over information is likely to give a manager power over:

a.
b.
c.
d.

subordinates
subordinates and peers
peers and superiors
peers, superiors, and subordinates

91. Referent power is most likely to result in which type of influence process?
a. internalization

Page 17 of 31

b. personal identification
c. instrumental compliance
d. collective identification

92. The status and influence accorded an emergent leader depends primarily
on:
a.
b.
c.
d.

the leaders social popularity among the members

the leaders control over rewards desired by group members
the leaders seniority among group members
the leaders demonstrated competence and loyalty

93. If a leader's innovative proposal results in failure, the most unfavourable

evaluation of
the leader will occur when the group believes:
a. the leader exercised poor judgment in making such a radical proposal
b. the leader was motivated primarily by self-interests
c. the leader made unrealistic assumptions about the capabilities of the
group
d the leader failed to anticipate the likely reaction by competitors or
enemies
94. Which is not a recommended way to increase ones expert power?
a.
b.
c.
d

show others how to solve problems for themselves

avoid making rash or careless statements
act confident and decisive in a crisis
develop exclusive sources of technical information

95. The most likely outcome for an influence attempt based on legitimate
power is:
a.
b.
c.
d.

passive resistance
compliance
active resistance
commitment

96. What statement about influence objectives is most accurate?

a. attempts to change the way the work is done occur most often with
peers
b. attempts to get a person to do a task better or faster occur
most often with subordinates
c. attempts to obtain resources and political support occur most often
with peers
d. attempts to obtain personal benefits occur most often with
subordinates

Page 18 of 31

97. Which influence tactic is most dependent on the agents reward power?
a.
b.
c.
d.

rational persuasion
personal appeal
legitimating
exchange

98. Which influence tactic is used most frequently in organizations?

a.
b.
c.
d.

rational persuasion
exchange
consultation
personal appeals

99. Which influence tactic is most likely to result in target commitment?

a.
b.
c.
d.

exchange
personal appeal
consultation
ingratiation

100. Which tactic is likely to be used in a follow-up influence attempt than

in
an initial influence attempt?
a.
b.
c.
d.

ingratiation
consultation
personal appeal
pressure

101. Which influence tactic is used more often in attempts to influence

superiors than in
attempts to influence subordinates?
a.
b.
c.
d.

pressure
coalition
exchange
legitimating

102. Which tactic is most likely to involve the importance of a request for
the team or organization?
a. collaboration
b. apprising
c. rational persuasion

Page 19 of 31

d. exchange
103.
a.
b.
c.
d.

Which influence tactic is least likely to result in target commitment?

rational persuasion
collaboration
exchange
inspirational appeals

Chapter 2: Managerial Traits and Skills

104.

What is the best conclusion about the traits of managers?

a. a leader who is intelligent and highly motivated will be effective in

any situation.
b. a leader who is weak on any key trait is unlikely to be effective
c. some traits improve the chance of being effective, but their
relative importance depends on the situation
d. the trait approach fails to provide useful insights about the reasons for
effective
leadership
105. What is the most accurate conclusion about traits and success as a
manager?
a. managers with a personalized power orientation are seldom effective
b. managers with a socialized power orientation are usually effective
c. managers with a socialized power orientation are more likely
to be effective than managers with a personalized power
orientation
d. managers with strong power motivation are usually effective,
regardless of which type of orientation they have
106. In the study of managerial assessment at AT&T, what type of skill was
least useful
for predicting rate of advancement twenty years later?
a.
b.
c.
d.
107.

technical skill
interpersonal skill
cognitive skill
administrative skill
What was not found in the longitudinal study of managers at AT&T?

a. advancement was faster if a manager was given easy

assignments the first few years

Page 20 of 31

b. advancement was faster for managers with strong oral

communication skill
c. advancement was faster for managers with strong ambition to
advance
d. advancement 20 years later was predicted by assessment scores
obtained in the first year
108. Which of the following traits did Miner find was least important for
managerial success?
a.
b.
c.
d.

desire to exercise power

willingness to do routine administrative paperwork
desire to compete with peers
positive attitude toward authority figures

109. Research at CCL found that in comparison to managers who derailed

in their career,
managers who continued to be
successful had more:
a.
b.
c.
d.
110.

ambition to succeed
technical brilliance
interpersonal skill
self confidence
Research at CCL found that leaders who derailed in their careers:

a. experienced a string of successes in their earlier managerial

positions
b. developed many cooperative relationships in their earlier positions
c. had early experience in a variety of different types of managerial
positions
d. had experience with earlier positions that were very difficult and
stressful
111. Effective managers are least likely to have which of the following
traits?
a.
b.
c.
d.
112.

high self confidence

high need for affiliation
achievement orientation
internal locus of control orientation
A very narcissistic leader is most likely to:

a. have empathy and concern for subordinates

b. perceive human relationships in complex terms
c. become preoccupied with power and prestige

Page 21 of 31

d. seek objective advice from subordinates and peers

113.
a.
b.
c.
d.
114.
a.
b.
c.
d.

115.
a.
b.
c.
d.

A leader with a socialized power concern is more likely to:

socialize with subordinates
ask subordinates to attend social events
clarify social objectives for subordinates
empower subordinates
What is the most important need for people who become leaders?
achievement
affiliation
power
esteem

Effective managers are likely to have:

technical and interpersonal skills
technical and conceptual skills
conceptual and interpersonal skills
technical, conceptual, and interpersonal skills

116. In comparison to first-line supervisors, top executives usually need

more:
a.
b.
c.
d.
117.

interpersonal skill
self-management skill
technical skill
conceptual skill
Which of the following is not part of emotional intelligence?

a. understanding the feelings and emotions of other people

b. understanding relevant functional requirements for other
people
c. understanding how to use emotions to facilitate cognitive processes
d. understanding how to cognitively manage emotions
118. Social perceptiveness and behavioural flexibility are key components
of:
a. interpersonal awareness
b. vocational intelligence
c. situational awareness

Page 22 of 31

d. social intelligence
119. The importance of different skills for effective leadership is least likely
to be
affected by:
a. the level of management
b. the leaders prior experience
c. the type of organization
d. the environmental turbulence
120. Which of the following was not presented as a guideline for career
planning?
a. seek information about your strengths and weaknesses and learn
from feedback
b. display strengths and hide weaknesses to build an image of
superior competence
c. take advantage of opportunities to develop relevant skills that are
deficient
d. select subordinates with complementary strengths and give them
responsibility for aspects of the work they are more qualified to handle

Chapter 6: Contingency Theories of Effective Leadership

121.
a.
b.
c.
d.

The central explanatory process in Path-goal Theory of leadership is:

the influence of leader expectations on subordinate behaviour
the influence of leader expectations on subordinate expectations
the influence of leader behaviour on subordinate expectations
the influence of leader behaviour on group processes

122. According to Path-goal theory, supportive leadership contributes most

to subordinate
satisfaction and motivation when the task is:
a.
b.
c.
d.

tedious and stressful

important and meaningful
complex and variable
interesting and enjoyable

123. According to Path-goal Theory, directive leadership is most effective

when:
a. the task is simple and repetitive
b. work roles are ambiguous
c. the task is tedious and stressful

Page 23 of 31

d. work roles are interdependent

124. According to Kerr and Jermier, hierarchical leadership is least
important when:
a.
b.
c.
d.

there are few substitutes and neutralizers

there are few substitutes and many neutralizers
there are many substitutes and few neutralizers
there are many substitutes and neutralizers

125. Which condition is not a substitute for instrumental or directive

leadership
according to Kerr and Jermier?
a.
b.
c.
d.

high subordinate expertise

high task structure
high formalization
high position power

126. Which of the following conditions is a substitute for supportive

leadership?
a.
b.
c.
d.

127.

interdependent work roles

feedback from the work itself
cohesive work group
clear rules and standards

According to Leader Substitutes Theory:

a. effective leaders find capable substitutes to replace subordinates who

appropriate skills or motivation
b. effective leaders find capable substitutes to fill in for them when they
must
be absent from the work unit
c. hierarchical leadership is less important when new strategies can be
substituted for obsolete ones
d. hierarchical leadership is less important when many
substitutes are
present in the situation
lack

128. According to Yukl's Multiple Linkage Model, short-term group

effectiveness
depends primarily on what the leader does:
a.
b.
c.
d.
129.

to maximize the task commitment of subordinates

to improve planning and coordination of operations
to correct any deficiencies in intervening variables
to remove organizational constraints
Which is an intervening variable in the Multiple Linkage Model?

a. subordinate effort and commitment

Page 24 of 31

b. organizational policies
c. leader behaviour
d. leader position power
130. In the Multiple Linkage Model, long-term group effectiveness depends
primarily on:
a.
b.
c.
d.
131.

the leader's interpersonal skills

the leader's ability to make the situation more favourable
the leader's technical skills for problem solving
the leader's ability to gain more power over subordinates
A high LPC leader is:

a. is very critical of co-workers with whom it is difficult to work

b. very participative when making decisions about the work
c. less likely to be effective as a leader in most situations
d. has a primary motivation to maintain cooperative
relationships
132. In the LPC Contingency Model, situational favourability does not
depend on:
a.
b.
c.
d.
133.
a.
b.
c.
d.

group size
task structure
position power
leader-member relations
A leader with a high LPC score will perform best when the situation is:
very favourable
moderately favourable
unfavourable
either very favourable or unfavourable

134. According to Cognitive Resources Theory, there is less likely to be a

relation
between intelligence and leader effectiveness when:
a.
b.
c.
d.

there is a high level of interpersonal stress

the task is complex and unstructured
the leader has little prior experience with the task
the task requires frequent problem solving

135. According to Cognitive Resources Theory, directive leadership is likely

to
improve group performance the most when:
a. the leader is highly experienced in doing the task
b. subordinates are highly experienced in doing the task

Page 25 of 31

c. the leader and subordinates are highly experienced in doing the task
d. nobody has much prior experience in doing the task
136. According to Cognitive Resource Theory, when there is high
interpersonal
stress, the best predictor of leader
success is the leader's:
a.
b.
c.
d.

stress tolerance
intelligence
experience
use of group problem solving

137. Which of the following was not recommended as a guideline for

contingent leadership?
a.
b.
c.
d.

use more planning to prepare for a long, complex task

provide more direction to people with independent work roles
be more supportive to people who have a stressful task
provide more direction and briefings when there is a crisis

138. What is the major situational variable in Hersey and Blanchards

leadership theory?
a. leader maturity
b. subordinate maturity
c. task structure
d. subordinate role interdependence

Chapter 9: Charismatic and Transformational Leadership

139.
a.
b.
c.
d.

Charismatic leadership is best understood by examining:

leader characteristics
leader and subordinate characteristics
leader and situational characteristics
leader, subordinate, and situational characteristics

140. According to Conger and Kanungo, attributions of charisma are not

likely for a leader who:
a.
b.
c.
d.

creates dissatisfaction with current conditions

makes personal sacrifices to achieve the vision
acts in conventional ways to achieve the vision
recognizes opportunities to make successful changes

141. According to Conger and Kanungo, charismatic leaders are most likely
to advocate:

Page 26 of 31

a. continued loyalty to established values and traditions about how

things are done
b. small, incremental changes in how things are done in the organization
c. radical changes in the core ideology and primary values of followers
d. major changes that are consistent with the primary values of
followers
142. In the Shamir et al. theory of charisma, what is the most important
influence
process?
a.
b.
c.
d.

internalization
personal identification
social identification
instrumental compliance

143. Which of the following is part of Meindls social contagion theory of

charisma?
a. emergence of a new leader in the group following demonstration of
superior ability to solve important task problems
b. follower imitation of behaviour displayed by a highly attractive leader
with
whom they identify strongly
c. attribution of charisma to a leader by followers to rationalize
strong
emotions and behaviour that is
inconsistent with their espoused beliefs
d. arousal of motives by a leader who inspires loyalty among followers
and
commitment to ideological objectives
144. According to Shamir, the vision articulated by charismatic leaders
emphasizes:
a.
b.
c.
d.

specific, challenging performance objectives

tangible benefits that justify exceptional follower effort
symbolic and expressive aspects of the work itself
factual evidence about the feasibility of the objectives

145. Which of the following was not mentioned as a way to routinize

charisma?
a. appoint as the successor a charismatic leader who shares the vision
b. create an administrative structure that will continue to implement the
vision
c. embed the vision in the culture of the organization
d. use training programs to develop charisma among the
followers themselves
146. What conclusion is best supported in the case study by Roberts of a
school administrator?

Page 27 of 31

a. followers attribute charisma to a new leader who uses

unconventional behaviour and enthusiastic visioning to deal
successfully with a crisis
b. followers attribute charisma to a new leader who uses an
unconventional approach in a crisis, regardless of the outcome
c. followers attribute charisma to a new leader who uses unconventional
behaviour and enthusiastic visioning, regardless of
whether there is a crisis
d. charisma is unlikely to be attributed to any new leader in a highly
bureaucratic organization, regardless of the situation
147. Descriptive research on narcissistic charismatics found that they are
most likely to:
a. take the time to guide and facilitate the implementation of their vision
in the organization
b. press ahead in a persistent quest to attain their vision despite
setbacks or
negative evidence
c. give recognition to followers who make important contributions to the
attainment of the vision
d. plan carefully for a successor qualified to protect the vision after the
leader departs
148. Compared to close charismatics, distant charismatics are more likely
to be described as:
a.
b.
c.
d.
149.
a.
b.
c.
d.

being dynamic and active

having a sense of humour
having persuasive speaking skills
having expertise and intelligence
According to Burns, transforming leaders are most likely to appeal to:
fairness and reciprocity
economic self interest
respect for rules and tradition
ideals and moral values

150. Which of the following is not a transformational behaviour according

to Bass?
a. individualized consideration
b. contingent reward behaviour
c. intellectual stimulation

Page 28 of 31

d. inspirational motivation
151.

According to Bass, effective transformational leaders:

a. select subordinates who will be loyal and uncritical

b. challenge strongly held values of followers to get their attention
c. delegate most decisions to self-managed teams
d. use a combination of transformational and transactional
behaviours
152.
a.
b.
c.
d.
153.
a.
b.
c.
d.

Which theory most emphasizes social identification?

Meindls social contagion theory
Shamirs self-concept theory
Conger and Kanungos attribution theory
Bass transformational leadership theory
In which theory is articulation of an inspiring vision not important?
Meindls social contagion theory
Shamirs self-concept theory
Conger and Kanungos attribution theory
Bass transformational leadership theory

154. In which leadership theory is sharing power with followers most

important?
a.
b.
c.
d.

Shamirs self-concept theory

Meindls social contagion theory
Conger and Kanungos attribution theory
Bass transformational leadership theory

155. Which was not recommended as a guideline for transformational

leaders?
a. ask followers to place their trust in the special ability of the
leader
b. express confidence that followers will be able to attain the vision
c. use dramatic, symbolic actions to emphasize key values in the vision
d. empower followers to find effective ways to attain the vision
156.

Which was recommended for leaders when communicating a vision?

a. set a concrete deadline for attaining key aspects of the vision

b. explain in a general way how the vision can be attained
c. remind followers about the obstacles so they do not become
complacent
d. offer incentives to followers for their help in attaining the vision

Page 29 of 31

157. A CEO who makes major changes that were risky but effective in
coping with a
serious crisis for the organization is most likely to be viewed as:
a.
b.
c.
d.

a charismatic leader
a transformational leader
a transactional leader
a transforming leader

Additional 6 Questions

Page 30 of 31

158. Strong expert power is most likely to enhance the effectiveness of

which tactic?
a.
b.
c.
d.

Inspirational appeals
Consultation
Rational persuasion
Legitimising

159. Which pattern of traits (from strongest to weakest) is likely to be the

best for managers in large organisations?
a.
b.
c.
d.

Power, affiliation, achievement

Achievement, power, affiliation
Power, achievement, affiliation
Achievement, affiliation, power

160. A theory that emphasises leader traits and skill as determinants of

leadership behaviour is best categorised at what level?
a.
b.
c.
d.

Individual
Dyadic
Group
Organisational

161. A theory that describes how changes by top management in the

structure and culture of an organisation affect the behaviour of
employees is best described as a?
a.
b.
c.
d.

Prescriptive theory
Hierarchical theory
Multi-level theory
Complexity theory

162. Which of the following was not mentioned as a reason for changes in
managerial work?
a.
b.
c.
d.

Globalisation
Cultural diversity of employees
Human nature
Communication technology

163. Which decision procedure combines participation with leader control

over the final decision?
a.
b.
c.
d.

Decision made by majority vote of group members

Delegation to the most qualified member of the group
Consensus decision by all members of the group
Consultation with individuals in the group

Page 31 of 31