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WorksheetsLeadership in Organizations Quiz
Total questions: 90
Worksheet time: 45mins
The primary explanatory process in Path-goal Theory of leadership is the influence of leader ________.
expectations on subordinate behavior
expectations on subordinate expectations
behavior on subordinate expectations
behavior on group processes
According to Path-goal Theory, supportive leadership contributes most to subordinate satisfaction and motivation when the task is ________.
tedious and stressful
important and meaningful
complex and variable
interesting and enjoyable
According to Path-goal Theory, directive leadership is most effective when ________.
the task is simple and repetitive
work roles are ambiguous
the task is tedious and stressful
work roles are independent
According to Leader Substitutes Theory, leadership is least important when there are ________.
few substitutes and neutralizers
few substitutes and many neutralizers
many substitutes and few neutralizers
many substitutes and neutralizers
According to Leader Substitutes Theory ________.
effective leaders find capable substitutes to replace subordinates who lack appropriate skills or motivation
effective leaders find capable substitutes to fill in for them when they must be absent from the work unit
hierarchical leadership is less important when new strategies can be substituted for obsolete ones
hierarchical leadership is less important when many substitutes are present in the situation
According to the Multiple Linkage Model, short-term group effectiveness depends primarily on what the leader does to ________.
maximize the task commitment of subordinates
improve planning and coordination of operations
correct any deficiencies in intervening variables
remove organizational constraints
In the Multiple Linkage Model, long-term group effectiveness depends primarily on ________.
the leader's interpersonal skills
the leader's technical skills
the leader's ability to gain more power over subordinates
the leader's ability to make the situation more favorable
According to Stewart, which of the following statements is NOT correct?
Demands and constraints are essentially the same for most managerial jobs.
Managerial behavior is strongly influenced by demands and constraints.
Role conflicts are caused by incompatible demands from different people.
Demands and constraints depend in part on a manager's perceptions.
In comparison to low-level managers, most top executives ________.
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
Managers in large units are MOST likely to ________.
use less delegation
use group decision making more often
spend more time planning and coordinating
provide more coaching
In a crisis situation, effective leaders are likely to ________.
consult with subordinates
reduce their exposure
act more considerately
act more decisively
Which of the following is NOT a suggested guideline for adaptive leadership?
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.
Which of the following is a suggested guideline for adaptive leadership?
Make contingency plans to prepare for any possible problems.
Hold more meetings to involve people when a crisis occurs.
Maintain a high level of situational awareness.
Rely on previously effective practices.
Which of the following was NOT a recommendation for effective time management?
Determine how much time is spent on different activities.
Eliminate activities that require a lot of time.
Plan daily and weekly activities.
Avoid procrastination.
Which of the following is NOT one of the recommended guidelines for time management by leaders?
Analyze how you have been using your time.
Determine the important objectives to be accomplished.
Use multi-tasking to conduct important activities.
Plan daily and weekly activities in advance.
Which of the following was NOT found in the research on leadership situations?
The situation directly influences a leader's behavior.
The situation moderates the effects of leader behavior on outcomes.
The situation directly affects mediators for effects of leader behavior.
The situation has little effect on leader behavior.
Heller and Yukl found that as span of control increased, upper-level managers made ________ autocratic decisions and used ________ delegation.
fewer; less
fewer; more
more; less
more; more
A situational variable is called a(n) ________ if it increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable.
mediator
neutralizer
enhancer
substitute for leadership
When a situational variable can make a mediating variable or an outcome more favorable, it is sometimes called a(n) ________.
mediator
neutralizer
enhancer
substitute for leadership
A situational moderator variable is called a(n) ________ when it decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring.
mediator
neutralizer
enhancer
substitute for leadership
A situational moderator variable is called a neutralizer when it ________.
decreases the effect of leader behavior on the dependent variable or prevents any effect from occurring
increases the effects of leader behavior on the dependent variable but does not directly influence the dependent variable
makes a mediating variable or an outcome more favorable
makes a mediating variable or an outcome less favorable
A substitute can indirectly influence leader behavior ________.
when it decreases the effect of leader behavior on the dependent variable
if it becomes obvious to the leader that some types of behavior are redundant
when it increases the effect of leader behavior on the independent variable
if the leader is unaware that some types of behavior are unnecessary
Leader task expertise enables a leader to provide better coaching, and subordinates are more likely to follow advice from a leader who is perceived to be an expert. This example illustrates which of the following?
neutralizer
enhancer
substitute
mediator
Leader instruction in how to do a task has little effect on the performance of employees who already know how to do it. This example illustrates which of the following?
neutralizer
enhancer
substitute
mediator
Much of the knowledge about how the situation influences leader behavior comes from descriptive research using all of the following EXCEPT ________.
observation
interviews
field experiments
diaries
________ are the required duties, activities, and responsibilities for someone in a managerial position.
Demands
Constraints
Choices
Patterns of relationships
________ are characteristics of the organization and external environment limiting what a manager can do.
Demands
Constraints
Choices
Patterns of relationships
________ include the opportunities available to someone in a particular type of managerial position to determine what to do and how to do it.
Demands
Constraints
Choices
Patterns of relationships
Standards, objectives, and deadlines for work that must be met are examples of ________.
demands
constraints
choices
patterns of relationships
Examples of major ________ include the objectives for the manager's unit and the priorities attached to different objectives.
demands
constraints
choices
patterns of relationships
________ include bureaucratic rules, policies, and regulations that must be observed.
Demands
Constraints
Choices
Patterns of relationships
Which of the following is an example of a demand?
adhering to safety regulations
following environmental regulations
deciding which strategies to use to pursue objectives
conducting performance appraisals
Which of the following is an example of a constraint?
securities regulations
required meetings
delegated responsibilities
authorization of an expenditure
Which of the following is an example of a choice?
bureaucratic procedures
priorities attached to different objectives
availability of resources
labor laws
Demands and constraints ________ choices in the short run; over a longer time period a leader has the opportunity to modify demands and remove constraints in order to ________ choices.
limit; expand
limit; limit
expand; expand
expand; limit
More time is needed to deal with ________ when new assignments must be made frequently and coordinated closely.
subordinates
superiors
peers
outsiders
More time is needed to deal with ________ when the manager is highly dependent on them for resources or assignments.
subordinates
superiors
peers
outsiders
More time is needed to deal with ________ when the manager is dependent on them for services, supplies, cooperation, or approval of work outputs.
subordinates
superiors
peers
outsiders
More time is needed for clients, customers, suppliers, and/or subcontractors when ________.
superiors make unpredictable demands
the manager is highly dependent on these outsiders and must negotiate agreements, carry out public relations activities, and create a good impression
it is important but difficult to monitor subordinates' performance
peers must be closely coordinated
Having to establish relationships with many people for short periods of time as opposed to dealing with the same people repeatedly ________.
causes the manager's job to be much simpler
makes it impossible for the manager to impress people
further complicates the manager's job
is preferable when a manager needs to influence people
The chaotic and demanding nature of managerial work makes ________ one of the most important administrative skills for leaders.
conflict resolution
interpersonal skills
analytical decision making
time management
Which of the following is a guideline for effective time management?
Learn to use a wide range of relevant behaviors.
Provide more direction to people with interdependent roles.
Take advantage of reactive activities.
Use more planning for a long, complex task.
Which of the following is NOT a guideline for effective time management?
Monitor critical tasks more closely.
Plan and prepare for extreme events.
Learn the reasons for demands and constraints.
Determine what you want to accomplish.
A coalition of ________ is especially important when it is necessary to make innovative changes and ensure that they will be implemented successfully.
internal critics
external allies
internal and external supporters
collaborative leaders
More external behavior is needed when the leader is ________.
only mildly dependent on information from other parts of the organization
heavily reliant on resources from higher management
unaffected by governmental regulations on the work
not dependent on cooperation from clients
Which of the following is NOT a remedy for procrastination?
focus on fear of failure
break a complex task into smaller parts
set a deadline earlier than the date on which the task must absolutely be completed
tackle unpleasant tasks early in the day
Setting aside some time for reflective analysis and planning ________.
is desirable only if not done on a regular basis
can make managers too preoccupied with reacting to day-to-day problems
may help managers avoid many of the problems that they are faced with
makes them less prepared to deal with unavoidable problems
The initial version of the ________ described how a leader's task-oriented behavior and relations-oriented behavior influence subordinate satisfaction and performance in different situations.
Leader Substitutes Theory
Path-goal Theory
Multiple Linkage Model
LPC Contingency Model
Which of the following is one of the LEAST useful of the early contingency theories?
Path-goal Theory
Leader Substitutes Theory
Situational Leadership Theory
Multiple Linkage Model
According to Path-goal Theory, subordinates will perform better in all of the following cases EXCEPT when they ________.
perceive that minimal effort is required to attain task objectives
perceive that high performance will result in beneficial outcomes
are optimistic that it is possible to achieve the task objectives
have clear and accurate role expectations
Task-oriented behavior has a stronger effect on role clarity, self-efficacy, effort, and performance when subordinates are ________.
unsure about how to do their work
sure of how to do their work
assigned simple and easily achievable tasks
very experienced in the work they need to accomplish
A key proposition of Path-goal Theory is that supportive leadership has a stronger effect when the task is all of the following EXCEPT ________.
tedious
dangerous
stressful
routine
Which of the following is a substitute for instrumental leadership?
an unstructured and highly varied task
minimal prior training and experience for subordinates
an intrinsically satisfying task
extensive rules and standard procedures
Which of the following is a substitute for supportive leadership?
a highly structured and repetitive task
extensive prior training and experience
an intrinsically satisfying task that is not stressful
extensive rules and standard procedures
Professionals who are internally motivated by their values, needs, and ethics ________ quality work.
do not need to be encouraged by their leader to do
require additional encouragement from their leader to do
are willing but incapable of producing
need extensive direction and training to produce
______ describes how specific types of leader behavior and situation variables jointly influence performance by individual subordinates and by the leader's work unit.
Path-goal Theory
Leader Substitutes Theory
The Multiple Linkage Model
Situational Leadership Theory
The Multiple Linkage Model ________.
includes a smaller number of mediating variables that explain the effects of leader behaviors and situational variables
replaces the broadly defined behaviors used in most earlier contingency theories with specific types of leader behaviors
deals directly with organizational processes involving adaptive leadership by top management to threats and opportunities in the external environment
does not include explanatory mediating variables
The four types of variables in the Multiple Linkage Model include all of the following EXCEPT ________.
leader behaviors
explanatory mediating variables
subordinate behaviors
outcome variables
Intrinsic motivation is likely to be higher for subordinates for all of the following reasons EXCEPT ________.
the work requires varied skills
the work is interesting
the work is easily accomplished
the work provides automatic feedback about performance
A basic proposition of ________ is that leader actions correct any deficiencies in the mediating variables that determine group performance.
Path-goal Theory
Leader Substitutes Theory
Situational Leadership Theory
Multiple Linkage Model
The evidence supporting contingency theories of effective leadership is ________, and the findings are ________ to interpret.
limited; easy
limited; difficult
vast; easy
vast; difficult
What is a guideline for flexible, adaptive leadership?
Understand your leadership situation, and try to make it more favorable.
Focus on using a small range of relevant behaviors.
Provide less direction to people with interdependent roles.
Give an inexperienced subordinate freedom to perform without coaching.
Which of the following is NOT a guideline for flexible, adaptive leadership?
Monitor a critical task or unreliable person more closely.
Be more supportive to someone with a highly stressful task.
Plan and prepare for extreme events.
Use more planning for a long, complex task.
All of the following can result in more exposure for an organization EXCEPT when ________.
decisions do not have immediate consequences
actions have highly visible outcomes
mistakes can result in risk to human health and life
poor judgment can result in disruption of operations
There is less exposure when ________.
decisions have immediate consequences
bad judgment can result in loss of resources
actions have important consequences
decisions are made by a group that has shared accountability for them
Which statement about leader discretion is true?
Demands and constraints are determined entirely by objective job conditions.
Research shows that for managers with similar jobs there is little variability of behavior.
A leader's objectives and skills play a role in determining demands and constraints.
Leaders have no say in which aspects of their job are emphasized.
Which of the following is NOT true regarding the fact that different people define the same job in different ways?
It reflects a leader's interests, skill, and values.
It is influenced by the role expectations others have for the leader.
It is due to the inherent trade-offs among different aspects of a job.
It is the result of some leaders failing to perform their duties in an effective manner.
68) All of the following are primary concerns of higher-level managers EXCEPT ________.
A) implementing work policies and programs
B) managing and leading are mutually exclusive and unrelated
C) modifying the organization structure
D) initiating new ways of doing things
69) Low-level managers are primarily concerned with ________.
A) interpreting policies
B) implementing programs
C) making long-range plans
D) facilitating work activities
70) ________ tend to be more concerned with technical matters, staffing, scheduling work, and monitoring subordinate performance.
A) Top executives
B) Higher-level managers
C) Middle managers
D) Lower-level managers
71) The contingency theories of effective leadership have at least one predictor variable such as leadership behavior, at least one dependent outcome variable such as subordinate satisfaction or performance, and one or more situational variable.
TRUE
FALSE
72) A variable that enhances the strength of the relationship between a predictor variable and a dependent variable is called a mediating variable.
TRUE
FALSE
73) Leader Substitutes Theory suggests that in many situations no leadership is necessary.
TRUE
FALSE
74) According to the LPC Contingency Model, a high LPC leader would be preferred in a situation where the leader-member relations are good, the task is highly structured, and the leader has high position power.
TRUE
FALSE
75) According to the Path-goal Theory of leadership, task characteristics have a direct effect on subordinate effort and satisfaction.
TRUE
FALSE
76) According to the Cognitive Resource Theory, under periods of high stress leader intelligence is less likely to improve leadership effectiveness.
TRUE
FALSE
77) The Multiple Linkage Model describes how managerial behavior and situational variables jointly influence the performance of an individual subordinate or the leader's work unit.
TRUE
FALSE
78) Most of the research on contingency theories used weak research methods and failed to provide strong, conclusive results.
TRUE
FALSE
79) The early contingency theories have many conceptual weaknesses that make them difficult to validate and limit their practical utility.
TRUE
FALSE
80) A general guideline for managers that can be derived from the contingency leadership research is that leaders need to provide more direction to subordinates with simple and repetitive tasks.
TRUE
FALSE
81) Early research on leadership failed to provide strong support for universal conceptions of effective leadership.
TRUE
FALSE
82) Aspects of the leadership situation can have different types of causal effects, but only one type of effect can occur for the same situational variable.
TRUE
FALSE
83) A situational variable is called an enhancer only if it directly influences the dependent variable.
TRUE
FALSE
84) Constraints are characteristics of the organization and external environment limiting what a manager can do.
TRUE
FALSE
85) Standards, objectives, and deadlines for work that must be met are examples of constraints.
TRUE
FALSE
86) Demands and constraints are not determined entirely by objective job conditions, they also depend on the leader's objectives and skills.
TRUE
FALSE
87) Middle managers are primarily concerned with interpreting and implementing policies and programs, and they usually have a long-time perspective (10 to 20 years in the future).
TRUE
FALSE
88) Making autocratic decisions allows a manager to reduce the amount of time needed to make decisions.
TRUE
FALSE
89) A guideline for coping with demands and constraints is to make time for reflective analysis and planning.
TRUE
FALSE
90) Situational variables indirectly influence mediating variables.
TRUE
FALSE
