Liberty University BUSI 340 quiz 7 solutions
answers right
How many versions: 3 different
versions
The competency perspective
of leadership identifies drive, integrity, and emotional intelligence as the
According to the
competency (trait) perspective of leadership
According to the
behavioral perspective of leadership, _____ includes defining and structuring
work roles, clarifying employees' work duties and procedures, and pushing
employees to reach their performance capacity
People with an external
locus of control tend to be more satisfied with _____ leadership styles
When people have
leadership prototypes, they
Implicit leadership theory
states that
Transformational leaders
Which of the following is
a limitation of the competency perspective of leadership
Which of the following
leadership styles in path-goal theory is most closely associated with
goal-setting and positive self-fulfilling prophecy
_____ leadership refers to
how well leaders are aware of, feel comfortable with, and act consistently with
their self-concept
The competency perspective
of leadership indicates leadership
Organizational behavior
research indicates that transformational leaders produce _____ followers,
whereas charismatic leaders produce dependent followers
_____ is the degree to
which organizations standardize behavior through rules, procedures, formal
training, and related mechanisms
A steel manufacturing firm with about 1,000 employees operates
in an environment that is simple and integrated (it makes a small number of
steel products to a few key customers) but also dynamic and hostile (rapidly
changing technology and customer needs with many competitors). Based on the
environment in which this company operates, it would be more successful with
a(n):
An organization that wants to compete through innovation should:
Larger organizations
In organizational structures,
integrator roles serve mainly as
Formalization in
organizational structures tends to
Coordination through
formal hierarchy relies on
Dividing work into more
specialized jobs
When functional structures
are compared with divisionalized structures, functional structures are known to
Creative Advertising Corp.
wants its 100 employees to work together around specific clients yet maintain
an equal emphasis on alignment with their skill specializations (advertising,
graphics, copywriting and public relations). Which of the following
organizational structures would work best for Creative Advertising Corp.
Team-based organizations
have
Which of the following
fundamental requirements do all organizational structures have
Candoo Ltd. will soon
flatten its hierarchy by removing two of the five layers of management. If the
number of employees in the organization remains constant, which of the
following must also occur
A
combination of _____ leadership is best for employees who are (or perceive
themselves to be) inexperienced and unskilled
When
people have leadership prototypes, they
The
competency perspective of leadership identifies drive, integrity, and emotional
intelligence as the
Sanco
Systems uses performance-based reward systems across various departments to
keep employees directed toward organizational goals. The management at Sanco
Systems believes that these rewards might replace or reduce the need for
task-oriented leadership. Which of the following leadership theories supports
this action
According
to the situational leadership theory (SLT) developed by Hersey and Blanchard,
effective leaders vary their style with the
A
problem associated with path-goal theory is that
Which
of the following refers to "walking the talk"?
Which
of the following leadership theories or perspectives explicitly includes the
participative and the directive style
Which
of the following statements is most consistent with the view of shared
leadership
Which
of the following clusters of leadership behaviors are identified by the
behavioral perspective of leadership
Which
leadership theory or perspective adopts the view that leaders are agents of
change
_____
represents the substance of transformational leadership
Creative
Advertising Corp. wants its 100 employees to work together around specific
clients yet maintain an equal emphasis on alignment with their skill
specializations (advertising, graphics, copywriting and public relations).
Which of the following organizational structures would work best for Creative
Advertising Corp.?
Many
of the best-performing production plants are able to widen their span of
control to more than 70 employees per supervisor by
Larger
organizations
A
wider span of control is possible if:
When
functional structures are compared with divisionalized structures, functional
structures are known to:
A
steel manufacturing firm with about 1,000 employees operates in an environment
that is simple and integrated (it makes a small number of steel products to a
few key customers) but also dynamic and hostile (rapidly changing technology
and customer needs with many competitors). Based on the environment in which
this company operates, it would be more successful with a(n):
Which
of the following organizational design elements determines the sharing of
resources and encourages coordination through informal communication?
_____
establishes the chain of command—the system of common supervision among
positions and units within the organization
Flatter
organizational structures
When
work activities are too complex to standardize through procedures or goals,
companies often coordinate work effort
Team-based
organizational structures are usually found:
Most
employees at Quokka Systems are organized into project teams. Employees report
to the project leader, but they also report to a leader responsible for their
functional specialization (such as engineering or marketing). Quokka Systems
has a
An
organic structure has
Successful leaders have a positive
selfevaluation, including high selfesteem, self efficacy, and internal locus of control.
This refers to the leaders'
.
Telling, selling, participating, and delegating represent
the four leadership
styles identified in
Which of the following refers to "walking the talk"?
Fiedler's contingency model of leadership
has made an important and lasting contribution to the study of leadership
because it:
Which of the following leadership styles should be used by leaders when team cohesiveness is low?
Leadership prototypes refer to
According to the behavioral perspective of leadership, includes defining and structuring work roles, clarifying
employees' work duties and procedures, and pushing employees to reach their performance capacity.
Transformational leaders
Sanco Systems
uses performancebased reward
systems across various
departments to keep employees
directed toward organizational goals. The management at Sanco Systems
believes that these rewards might replace or reduce the
need for taskoriented leadership. Which
of the following leadership theories
supports this action?
Which of the following
statements about emotional
intelligence and leadership
is true
Which of the following clusters
of leadership behaviors
are identified by the behavioral perspective of leadership
Charisma refers to
Teambased organizational structures are usually
found
A divisionalized structure is recommended mainly for
Creative Advertising Corp. wants its 100 employees
to work together around specific clients yet maintain
an equal emphasis
on alignment with their skill specializations (advertising, graphics, copywriting and public relations). Which of the following organizational structures would work best for Creative Advertising Corp.
Communication flows in all directions with little concern
for the formal hierarchy in a(n) , but this structure is costly to maintain due to the need for ongoing interpersonal skill training
(blank) is
the degree to which organizations standardize behavior through
rules, procedures, formal
training, and related mechanisms
As organizations grow older, they tend to
When work activities are too complex
to standardize through
procedures or goals,
companies often coordinate work effort
Dividing work into more specialized jobs
A wider span of control is possible if
Which of the following is typically most important among people working
in hospital surgical
operations
Many of the bestperforming production plants are able to widen their span of control
to more than 70 employees
per supervisor by
Formalization in organizational structures tends to
The structure tends to duplicate
resources, such as production equipment
and engineering or information technology expertise
|
1.
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Leadership is the ability to influence, motivate, and enable
others to contribute to organizational effectiveness.
True False
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2.
|
A supervisor uses subtle persuasion to ensure that subordinates
have the motivation and role clarity to achieve specified goals. This can be
considered leadership.
True False
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3.
|
Shared leadership roles are formally assigned by the team and
managers.
True False
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4.
|
Shared leadership is the view that anyone in the organization
may be a leader in various ways and at various times.
True False
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5.
|
Organizational behavior takes the view that only people in
management and other positions of formal authority in organizations can be
leaders.
True False
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6.
|
Unlike the traditional view of leadership, shared leadership
lacks formal authority.
True False
|
|
7.
|
High level of extroversion is a weak predictor of
leadership.
True False
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8.
|
The competency perspective of leadership advocates the view that
situational characteristics distinguish great leaders from the rest of
us.
True False
|
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9.
|
According to the competency perspective of leadership,
self-concept, integrity, knowledge of the business, and emotional
intelligence are important leadership competencies.
True False
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10.
|
Leaders should not monitor others' emotions and discriminate
among them.
True False
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11.
|
Integrity is ultimately based on the leader's values, which
provide an anchor for consistency.
True False
|
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12.
|
Effective leaders are good at expressing emotions, as well as
regulating emotions in themselves and others.
True False
|
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13.
|
The competency perspective of leadership assumes that all
effective leaders have the same personal characteristics that are equally
important in all situations.
True False
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14.
|
Leadership competencies identify leadership potential, not
leadership performance.
True False
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15.
|
The behavioral perspective of leadership focuses on the
effectiveness of participative and achievement-oriented leadership
styles.
True False
|
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16.
|
Task-oriented leaders clarify duties and procedures, ensure that
employees follow company rules and push them to reach their performance
capacity.
True False
|
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17.
|
University students tend to value people-oriented instructors
over task-oriented instructors.
True False
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18.
|
Job performance is higher among employees who work for
supervisors with low levels of task-oriented leadership and high levels of
people-oriented leadership.
True False
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19.
|
Servant leaders try to understand employee needs and facilitate
their work performance.
True False
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20.
|
Servant leadership occurs when employees believe that their
energy is put into serving their leader rather than accomplishing
organizational objectives.
True False
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21.
|
Path-goal theory has its roots in the expectancy theory of
motivation.
True False
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22.
|
Supportive leadership is the same as people-oriented
leadership.
True False
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23.
|
Participative leadership behaviors encourage and facilitate
subordinate involvement in decisions beyond their normal work activities.
True False
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24.
|
In the achievement-oriented leadership style, leaders expect
employees to perform at an optimal level and set realistic goals.
True False
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25.
|
The achievement-oriented leadership style applies the
goal-setting and self-fulfilling prophecy concepts.
True False
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26.
|
Managers should use directive and supportive styles of
leadership when employees have an external locus of control.
True False
|
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27.
|
According to path-goal leadership theory, directive leadership
should never be applied to inexperienced employees.
True False
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28.
|
The directive style is most effective when employees have
routine and simple tasks.
True False
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29.
|
According to path-goal theory, supportive leadership is desirable
for employees who work in teams with low cohesiveness.
True False
|
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30.
|
The situational leadership model states that a person's
leadership style cannot be changed and leaders should be placed in situations
that match their natural style.
True False
|
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31.
|
The situational leadership model identifies four leadership
styles, telling, selling, participating, and delegating.
True False
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32.
|
According to Fiedler's contingency model, leaders should attempt
to change their style to fit the situation.
True False
|
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33.
|
The leadership substitutes theory identifies conditions that
either limit the leader's ability to influence subordinates or make a
particular leadership style unnecessary.
True False
|
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34.
|
Employee benefits such as reward systems cannot replace or
reduce the need for task-oriented leadership.
True False
|
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35.
|
Transactional leaders influence others mainly by using rewards
and penalties as well as by negotiating services from employees.
True False
|
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36.
|
Transactional leaders are mainly change agents.
True False
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37.
|
Organizations should use transformational leadership instead of
transactional leadership.
True False
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38.
|
Charismatic leadership refers more to a set of behaviors that engage
followers toward a better future, whereas transformational leadership refers
mainly to personal traits that provide referent power over followers.
True False
|
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39.
|
Transformational leaders shape a strategic vision of the future
that focuses employees on a superordinate organizational goal.
True False
|
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40.
|
A strategic vision represents the substance of transformational
leadership.
True False
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41.
|
Transformational leadership is usually described as a
contingency-oriented model rather than a universal model.
True False
|
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42.
|
Transformational leadership is more appropriate when
organizations have stable environmental conditions.
True False
|
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43.
|
Implicit leadership theory holds the view that leader prototypes
are more important than the attribution of leadership.
True False
|
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44.
|
The implicit leadership theory states that everyone has beliefs
about leadership prototypes.
True False
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45.
|
According to the implicit leadership perspective, we are more
likely to believe that a leader is effective if the leader looks and acts
consistently with our prototype.
True False
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46.
|
Research indicates that male and female leaders widely differ in
their levels of task-oriented and people-oriented leadership.
True False
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47.
|
Women tend to use the participative leadership style less
readily than their male counterparts.
True False
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48.
|
Surveys report that women are rated lower than men on the
emerging leadership qualities of coaching, teamwork, and empowering
employees.
True False
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49.
|
Which of the following is the most accurate definition of
leadership?
|
A.
|
Leadership refers to
transforming the day-to-day activities of an organization to increase its
effectiveness.
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B.
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Leadership refers to the
personality traits of an individual which makes him or her guide an
organization to better performance and effectiveness.
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C.
|
Leadership refers to the
abilities of an individual to act according to the changes in the
environment.
|
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D.
|
Leadership is influencing,
motivating, and enabling others to contribute toward the effectiveness and
success of the organizations.
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E.
|
Leadership refers to the
capabilities of certain individuals to introduce successful changes in
organizational performance.
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|
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50.
|
Which of the following statements is most consistent with the
view of shared leadership?
|
A.
|
Shared leadership operates out
of one formally assigned position shared by two employees.
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|
B.
|
Leaders should share their
power and responsibility to avoid self-serving bias among employees.
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|
C.
|
Leadership of an organization
is broadly distributed rather than assigned to one person.
|
|
D.
|
For organizations to move from
autocratic to democratic institutions, shared leadership must be
implemented.
|
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E.
|
A team should have more than
one leader to perform effectively.
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51.
|
The competency (trait) perspective of leadership:
|
A.
|
is one of the most recently
studied perspectives of leadership.
|
|
B.
|
is no longer accepted as an
approach to understanding leadership in organizations.
|
|
C.
|
takes a contingency approach by
identifying the best leadership competencies under different conditions.
|
|
D.
|
holds the view that leaders'
competency is dependent on the situation.
|
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E.
|
presents the view that certain
personal characteristics distinguish great leaders from the rest of us.
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|
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52.
|
According to the _____ perspective of leadership, leadership is
associated with the personal characteristics of the person.
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53.
|
According to the competency (trait) perspective of
leadership:
|
A.
|
effective leadership involves
being both task-oriented and people-oriented.
|
|
B.
|
the best leadership style
depends on the situation.
|
|
C.
|
introducing specific
environmental conditions can replace the need for leaders.
|
|
D.
|
leadership is a personal
characteristic of the person.
|
|
E.
|
people tend to inflate the
importance of leadership in explaining organizational events.
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|
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54.
|
The competency perspective of leadership identifies drive,
integrity, and emotional intelligence as the:
|
A.
|
substitutes for leadership.
|
|
B.
|
main elements of situational
leadership theory.
|
|
C.
|
competencies of effective
leaders.
|
|
D.
|
contingencies in path-goal
theory.
|
|
E.
|
essential traits of engaging in
transactional leadership.
|
|
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55.
|
Successful leaders have a positive self-evaluation, including
high self-esteem, self-efficacy, and internal locus of control. This refers
to the leaders' _____.
|
C.
|
cognitive intelligence
|
|
D.
|
emotional intelligence
|
|
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56.
|
Which of the following characteristics addresses leaders' high
need for achievement?
|
B.
|
Emotional intelligence
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|
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57.
|
Effective leaders have a strong need for socialized power,
meaning that they want power as a means to accomplish organizational
objectives and similar good deeds. This behavior of leaders refers to:
|
A.
|
emotional intelligence.
|
|
B.
|
cognitive intelligence.
|
|
E.
|
leadership motivation.
|
|
|
58.
|
Which of the following statements about emotional intelligence
and leadership is true?
|
A.
|
Emotional intelligence is one
of the most frequently identified contingencies of employees when choosing
the best leadership style.
|
|
B.
|
Emotional intelligence is one
of the desired competencies of effective leaders.
|
|
C.
|
Emotional intelligence is the
psychological condition that makes people want to believe that leaders make
a difference.
|
|
D.
|
Emotional intelligence refers
to the leader's above-average cognitive ability to process information.
|
|
E.
|
Emotional intelligence makes
leaders function with a transactional rather than a transformational
orientation.
|
|
|
59.
|
_____ leadership refers to how well leaders are aware of, feel
comfortable with, and act consistently with their self-concept.
|
|
60.
|
_____ is knowing yourself and being yourself.
|
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61.
|
Which of the following is a limitation of the competency perspective
of leadership?
|
A.
|
It ignores the potential traits
of a leader and hence cannot be used to identify leaders.
|
|
B.
|
It suggests that leadership
varies according to situations but does not provide remedies to solve any
problems related to it.
|
|
C.
|
It supports the view that every
individual possesses leadership qualities.
|
|
D.
|
It does not consider the
importance of integrity and emotional intelligence in leadership.
|
|
E.
|
It views leadership as
something within a person.
|
|
|
62.
|
The competency perspective of leadership indicates
leadership:
|
|
63.
|
According to the behavioral perspective of leadership:
|
A.
|
all great leaders are highly task-oriented
and are rated low in people-orientation.
|
|
B.
|
leadership behaviors are
dependent on the leaders' skills, aptitudes, and situation.
|
|
C.
|
leadership behaviors are
clustered into people-oriented and task-oriented leadership.
|
|
D.
|
the best leadership style
depends on the employee's behavior at the time of interaction.
|
|
E.
|
leadership style is related to
the individual's personality and, consequently, organizations should
engineer the situation to fit the leader's dominant style.
|
|
|
64.
|
Which of the following clusters of leadership behaviors are
identified by the behavioral perspective of leadership?
|
A.
|
Task-oriented and
people-oriented
|
|
B.
|
Transformational and
transactional
|
|
C.
|
Supportive and
achievement-oriented
|
|
D.
|
Transformational and implicit
|
|
E.
|
Extrovert and competency-based
|
|
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65.
|
According to the behavioral perspective of leadership,
task-oriented leaders:
|
A.
|
establish challenging goals.
|
|
B.
|
develop mutual trust and
respect for subordinates.
|
|
C.
|
listen to employees'
suggestions.
|
|
D.
|
do personal favors for
employees.
|
|
E.
|
establish a personal
relationship with employees.
|
|
|
66.
|
According to the behavioral perspective of leadership, _____
includes showing mutual trust and respect for subordinates and having a
desire to look out for their welfare.
|
C.
|
achievement-orientation
|
|
D.
|
transaction-orientation
|
|
E.
|
participation-orientation
|
|
|
67.
|
According to the behavioral perspective of leadership, _____
includes defining and structuring work roles, clarifying employees' work
duties and procedures, and pushing employees to reach their performance
capacity.
|
A.
|
achievement-orientation
|
|
B.
|
participation-orientation
|
|
D.
|
transformational-orientation
|
|
|
68.
|
Servant leadership emphasizes the notion that:
|
A.
|
employees are paid to serve
their leaders.
|
|
B.
|
leaders should be able to serve
the organization by maximizing employee performance.
|
|
C.
|
employees are servants in the
organization, so they should place organizational objectives above their
personal needs.
|
|
D.
|
leaders should serve the
organization rather than the society.
|
|
E.
|
leaders serve followers, rather
than vice versa.
|
|
|
69.
|
Which of the following leadership theories or perspectives
explicitly includes the participative and the directive style?
|
A.
|
Competency (trait) perspective
|
|
B.
|
Transformational leadership
theory
|
|
C.
|
Implicit leadership perspective
|
|
E.
|
Transactional perspective
|
|
|
70.
|
Which of the following is a leadership style identified in
path-goal theory?
|
A.
|
Achievement-oriented leadership
|
|
C.
|
Transformational leadership
|
|
D.
|
Emotional intelligence
|
|
E.
|
Transactional leadership
|
|
|
71.
|
Which of the following leadership styles in path-goal theory is
the same as task-oriented leadership in the behavioral perspective of
leadership?
|
|
72.
|
Which of the following leadership styles in path-goal theory is
the same as people-oriented leadership in the behavioral perspective of
leadership?
|
|
73.
|
Which of the following leadership styles in path-goal theory is
most closely associated with goal-setting and positive self-fulfilling
prophecy?
|
|
74.
|
Path-goal theory argues that:
|
A.
|
leadership is relatively
unimportant in high-performance organizations.
|
|
B.
|
participative leadership is the
most effective style of leadership.
|
|
C.
|
supportive leadership is best
suited to maximize organizational performance.
|
|
D.
|
great leaders have certain
common personal characteristics and goals.
|
|
E.
|
effective leaders select the
most appropriate behavior based on the situation.
|
|
|
75.
|
A combination of _____ leadership is best for employees who are
(or perceive themselves to be) inexperienced and unskilled.
|
A.
|
achievement-oriented and
directive
|
|
B.
|
participative and directive
|
|
C.
|
directive and supportive
|
|
D.
|
supportive and achievement-oriented
|
|
E.
|
supportive and participative
|
|
|
76.
|
People with an external locus of control tend to be more
satisfied with _____ leadership styles.
|
A.
|
achievement-oriented and
directive
|
|
B.
|
participative and directive
|
|
C.
|
directive and supportive
|
|
D.
|
supportive and
achievement-oriented
|
|
E.
|
supportive and participative
|
|
|
77.
|
A problem associated with path-goal theory is that:
|
A.
|
it has received less research
support than other contingency leadership models.
|
|
B.
|
some elements of the theory
have not yet been investigated.
|
|
C.
|
it ignores the possibility that
the best leadership style depends on the situation.
|
|
D.
|
it overlooks the two dimensions
of leadership identified in the behavioral perspective of leadership.
|
|
E.
|
it ignores team dynamics as a
possible contingency of leadership.
|
|
|
78.
|
Which of the following leadership styles should be used by
leaders when team cohesiveness is low?
|
|
79.
|
According to the situational leadership theory (SLT) developed
by Hersey and Blanchard, effective leaders vary their style with the:
|
A.
|
ability and motivation of
followers.
|
|
B.
|
availability of leadership
substitutes.
|
|
C.
|
leader's capacity to engage in
participative management.
|
|
D.
|
leader's integrity, influence,
and other traits or competencies.
|
|
E.
|
leaders' personality and
perceptions.
|
|
|
80.
|
Telling, selling, participating, and delegating represent the
four leadership styles identified in:
|
B.
|
transformational leadership
theory.
|
|
C.
|
leadership competencies theory.
|
|
D.
|
situational leadership theory.
|
|
E.
|
implicit leadership theory.
|
|
|
81.
|
According to Fiedler's contingency model of leadership:
|
A.
|
everyone has the same capacity
to become an effective leader.
|
|
B.
|
effective leaders are able to
change their style to fit the situation.
|
|
C.
|
the best leadership style
depends on the availability of leadership substitutes.
|
|
D.
|
leader effectiveness depends on
whether the person's natural leadership style is appropriately matched to
the situation.
|
|
E.
|
effective leaders vary their
style with the ability and motivation (or commitment) of followers.
|
|
|
82.
|
Which of the following explicitly argues that people have a
preferred leadership style based on their personality, so organizations
should move leaders into situations that fit their preferred style?
|
B.
|
Transformational leadership
|
|
C.
|
Implicit leadership perspective
|
|
D.
|
Leadership competencies
perspective
|
|
E.
|
Fiedler's contingency model of
leadership
|
|
|
83.
|
Fiedler's contingency model of leadership states that the best
leadership style depends on:
|
A.
|
the leader's emotional
intelligence.
|
|
B.
|
the level of situational
control.
|
|
C.
|
the leader's level of servant
leadership.
|
|
D.
|
the leader's knowledge of the
employee's job.
|
|
E.
|
ability and motivation of
followers.
|
|
|
84.
|
Fiedler's contingency model of leadership has made an important
and lasting contribution to the study of leadership because it:
|
A.
|
is the only leadership theory
to adopt a contingency approach.
|
|
B.
|
was the first theory to
recognize the existence of leadership substitutes.
|
|
C.
|
suggests that organizations
need to engineer the situation to fit the leader's preferred style.
|
|
D.
|
discovered that effective
leaders do not have a common set of competencies.
|
|
E.
|
is the only theory to adopt the
implicit leadership perspective.
|
|
|
85.
|
_____ theory identifies conditions that either limit the
leader's ability to influence subordinates or make a particular leadership
style unnecessary.
|
A.
|
Transformational leadership
|
|
B.
|
Transactional leadership
|
|
C.
|
Leadership substitutes
|
|
|
86.
|
Sanco Systems uses performance-based reward systems across
various departments to keep employees directed toward organizational goals.
The management at Sanco Systems believes that these rewards might replace or
reduce the need for task-oriented leadership. Which of the following
leadership theories supports this action?
|
A.
|
Situational leadership
|
|
C.
|
Behavioral perspective
|
|
D.
|
Leadership substitutes
|
|
E.
|
Competency perspective
|
|
|
87.
|
Which leadership theory or perspective adopts the view that
leaders are agents of change?
|
A.
|
Transformational leadership
perspective
|
|
C.
|
Implicit leadership perspective
|
|
D.
|
Behavioral perspective
|
|
E.
|
Leadership substitutes
|
|
|
88.
|
Transactional leaders:
|
A.
|
engage in participative
leadership.
|
|
B.
|
build a strategic vision to
change the organization.
|
|
C.
|
influence subordinates by using
rewards.
|
|
D.
|
possess all of the competencies
of great leaders.
|
|
E.
|
act as change agents in the
organization.
|
|
|
89.
|
Transformational leaders:
|
A.
|
improve the operational
efficiency of an organization.
|
|
B.
|
support the current strategy
and ensure that the employees perform tasks more effectively.
|
|
C.
|
energize and direct employees
to a new vision and corresponding behaviors.
|
|
D.
|
help employees become more
proficient and satisfied in the current situation.
|
|
E.
|
influence employees by
negotiating services from them.
|
|
|
90.
|
Charisma refers to:
|
A.
|
the personal traits that
provide referent power over others.
|
|
B.
|
the traits that lead to
transactional leadership.
|
|
C.
|
the situational traits that
lead to transformational leadership.
|
|
D.
|
the people-oriented behaviors displayed
by individuals.
|
|
E.
|
any situation where followers
attribute positive things to leaders who do not really deserve this credit.
|
|
|
91.
|
Organizational behavior research indicates that transformational
leaders produce _____ followers, whereas charismatic leaders produce
dependent followers.
|
|
92.
|
_____ represents the substance of transformational
leadership.
|
C.
|
Operational efficiency
|
|
E.
|
Emotional intelligence
|
|
|
93.
|
If vision is the substance of transformational leadership, then
_____ is the process.
|
A.
|
framing consistent values
|
|
B.
|
establishing a mission
|
|
D.
|
embedding the vision in
strategy
|
|
E.
|
communicating the vision
|
|
|
94.
|
Which of the following refers to "walking the
talk"?
|
A.
|
The leader uses metaphors to
symbolize the vision to the employees.
|
|
B.
|
The leader continuously works
as a part of a team to know them better.
|
|
C.
|
The leader provides specific
instructions to help employees understand the task requirements.
|
|
D.
|
The leader steps out and
behaves in ways that symbolize the vision.
|
|
E.
|
The leader continuously
analyzes the path that the organization is taking.
|
|
|
95.
|
Which of the following is a limitation of the transformational
perspective of leadership?
|
A.
|
It focuses too much on how
leaders improve organizational efficiency.
|
|
B.
|
It is typically presented as a
universal rather than contingency perspective.
|
|
C.
|
Transformational leaders are
not defined in terms of their success.
|
|
D.
|
It totally ignores the need for
having an organizational change agent.
|
|
E.
|
Transformational leaders are
often judged based on specific behaviors.
|
|
|
96.
|
Implicit leadership theory states that:
|
A.
|
everyone is capable of being an
effective leader.
|
|
B.
|
the best leadership style
depends on both the characteristics of employees and the environment in
which they work.
|
|
C.
|
leadership is a perception, not
the actual behaviors and competencies of people.
|
|
D.
|
everyone has preconceived
beliefs about leaders.
|
|
E.
|
leaders should act as change
agents in organizations.
|
|
|
97.
|
The concept of leadership prototypes is an important component
of:
|
B.
|
implicit leadership theory.
|
|
C.
|
Fiedler's contingency
perspective.
|
|
D.
|
transformational perspective.
|
|
E.
|
path-Goal theory of leadership.
|
|
|
98.
|
Leadership prototypes refer to:
|
A.
|
preconceived beliefs about the
features and behaviors of effective leaders.
|
|
B.
|
factors that substitute
leadership in organizations.
|
|
C.
|
a theoretical construct that
encompasses all the qualities of leadership.
|
|
D.
|
the models of ideal leadership
in various situations based on previous experience.
|
|
E.
|
an amalgam of the least
effective leadership characteristics leaders should avoid.
|
|
|
99.
|
When people have leadership prototypes, they:
|
A.
|
attribute the actions of
leaders to external causes rather than to internal attributes.
|
|
B.
|
give leaders more credit or
blame than due because of their need to believe that life's events are
caused mainly by human agents.
|
|
C.
|
believe that effective leaders
should concentrate on increasing organizational effectiveness rather than
other activities.
|
|
D.
|
believe that leaders are
effective only if they behave consistently with their own preconceptions of
how an effective leader should act.
|
|
E.
|
tend to observe the leader's
performance rather than physical features and other traits.
|
|
|
100.
|
Which of the following leadership approaches directly support
the idea that the "romance of leadership" is important in
leadership?
|
A.
|
Transformational leadership
perspective
|
|
B.
|
Transactional leadership
perspective
|
|
C.
|
Implicit leadership perspective
|
|
D.
|
Contingency perspective of
leadership
|
|
E.
|
Behavioral perspective of
leadership
|
|
|
101.
|
Which of the following statements about culture and leadership
is true?
|
A.
|
Participative leadership is
perceived as characteristic of effective leadership in low power distance
cultures.
|
|
B.
|
There are no similarities and
only differences in the concept and preferred practice of leadership across
cultures.
|
|
C.
|
Transformational leadership
theory explains differences in leadership practices across cultures.
|
|
D.
|
Employees in high power
distance cultures prefer a participative leadership style.
|
|
E.
|
People's expectations from
their leaders are universal—they do not differ across countries.
|
|
|
102.
|
Which of the following statements about leadership and gender is
true?
|
A.
|
Male leaders tend to use the
participative style more often than do female leaders.
|
|
B.
|
Men tend to have better
interpersonal skills compared to women.
|
|
C.
|
Male and female leaders
generally do not differ in their use of participative leadership.
|
|
D.
|
Female leaders do not comply
with follower expectations.
|
|
E.
|
Male and female leaders
generally do not differ in their use of task-oriented and people-oriented
leadership.
|
|
|
103.
|
How do women differ from men in their use of leadership
styles?
|
A.
|
Women tend to use more of the
people-oriented leadership style than do men.
|
|
B.
|
Women and men use all
leadership styles to about the same extent.
|
|
C.
|
Women tend to use more of the
task-oriented leadership style than do men.
|
|
D.
|
Women tend to use more of the
participative leadership style than do men.
|
|
E.
|
Women tend to use directive
styles of leadership in organizations.
|
|
|
104.
|
People tend to evaluate female leaders slightly less favorably
than male leaders because:
|
A.
|
women tend to adopt a directive
style of leadership.
|
|
B.
|
people have more trust in
authoritarian leadership than participative leadership.
|
|
C.
|
they tend to rely on gender
stereotypes and prototypes of leaders.
|
|
D.
|
women tend to use one
leadership style whereas effective leaders use many styles.
|
|
E.
|
women are more people-oriented
than task-oriented.
|
|
|
1.
|
An organization's structure is the same as its organizational
chart.
True False
|
|
2.
|
The two fundamental requirements of all organizational
structures are divisionalization and decentralization.
True False
|
|
3.
|
Division of labor leads to increased job specialization.
True False
|
|
4.
|
When work is divided among people, a coordinating mechanism is needed
to ensure that everyone works in concert.
True False
|
|
5.
|
Informal communication is a coordination mechanism only in small
and a few medium-sized organizations.
True False
|
|
6.
|
Large organizations can encourage informal communication as a
coordinating mechanism by keeping each production site small.
True False
|
|
7.
|
Integrator roles increase informal communication as a
coordinating mechanism.
True False
|
|
8.
|
Concurrent engineering can be used to encourage informal
communication as a coordinating mechanism.
True False
|
|
9.
|
Formal hierarchy is the least time-consuming coordinating
mechanism where employees work in non-routine and ambiguous situations.
True False
|
|
10.
|
Job description helps improve quality and consistency of a
product or service by standardizing work activities.
True False
|
|
11.
|
Standardizing processes is less effective in non-routine and
complex work.
True False
|
|
12.
|
When work activities are too complex to standardize through extensive
training for employees, companies need to coordinate work effort through
precise job descriptions.
True False
|
|
13.
|
A narrow span of control exists when a manager has many direct
reports.
True False
|
|
14.
|
Generally, a narrow span of control is necessary where employees
perform highly interdependent work with others.
True False
|
|
15.
|
Span of control is interconnected with organizational size and
the number of layers in the hierarchy.
True False
|
|
16.
|
Tall hierarchies encourage employee empowerment and engagement
because they focus power around employees rather than managers.
True False
|
|
17.
|
The number of layers in an organization's hierarchy depends on
the number of people employed and the average span of control.
True False
|
|
18.
|
Most organizations begin with centralized structures and become
more decentralized as they grow larger and divide work into more specialized
functions.
True False
|
|
19.
|
Companies can be centralized in some parts of the organization
and decentralized in other parts.
True False
|
|
20.
|
Organizations tend to become less formalized as they age and
grow larger in terms of the number of employees.
True False
|
|
21.
|
Formalization represents the establishment of standardization as
a coordinating mechanism.
True False
|
|
22.
|
A mechanistic structure is decentralized, has a wide span of
control and little formalization.
True False
|
|
23.
|
Mechanistic structures operate better in stable environments
than in rapidly changing environments.
True False
|
|
24.
|
As external environments become more complex and dynamic,
organizational structures should become more mechanistic and less
organic.
True False
|
|
25.
|
Departmentalization establishes interdependencies among
employees and subunits and frames the membership of formal work teams.
True False
|
|
26.
|
A problem with departmentalization is that it discourages
coordination through informal communication.
True False
|
|
27.
|
A simple structure is one of the best structures in which to
accommodate organizational growth and diversification.
True False
|
|
28.
|
Functional structures foster professional identity and permit
greater specialization than most other forms of departmentalization.
True False
|
|
29.
|
Functional structures tend to have higher dysfunctional conflict
and poorer coordination across units than other forms of
departmentalization.
True False
|
|
30.
|
Divisional structures may be formed around products, geography,
or clients.
True False
|
|
31.
|
The primary source of environmental diversity or uncertainty
mainly determines the best form of divisional structure an organization
should adopt.
True False
|
|
32.
|
Companies with divisionalized structures are increasingly
adopting the geographically-based structure.
True False
|
|
33.
|
A problem with the divisional structure is that it increases the
risk of duplication and underutilization of resources.
True False
|
|
34.
|
Organizations move toward a team-based structure by flattening
the hierarchy, reducing formalization, and making extensive use of
self-directed work teams.
True False
|
|
35.
|
Team-based organizational structures are usually found within
larger divisionalized structures.
True False
|
|
36.
|
A problem with the team-based organizational structure is that
employees may experience more stress due to ambiguity of their roles.
True False
|
|
37.
|
Employees working at the matrix level have two bosses.
True False
|
|
38.
|
Conflict and ambiguity associated with the matrix structure
causes some employees to experience more stress.
True False
|
|
39.
|
In a typical matrix structure, several satellite organizations
are bee-hived around a core firm.
True False
|
|
40.
|
One of the main forces pushing organizations toward a matrix
structure is the recognition that an organization has only a few core
competencies.
True False
|
|
41.
|
One of the main advantages of network structures is that they
ensure the core organization has a high degree of control over production,
marketing and other functions.
True False
|
|
42.
|
Network structures come close to the perfect example of a
mechanistic organizational structure.
True False
|
|
43.
|
Mechanistic structures are better suited to dynamic environments
than to stable environments.
True False
|
|
44.
|
Decentralization is the preferred strategy for organizations in
simple, integrated (one market), and hostile environments.
True False
|
|
45.
|
The more integrated the environment, the more the firm would
benefit from a divisionalized form of departmentalization.
True False
|
|
46.
|
Larger firms tend to be more centralized and make greater use of
direct supervision than do smaller firms.
True False
|
|
47.
|
A mechanistic structure works better than an organic structure
where tasks have high variety and low analyzability.
True False
|
|
48.
|
Contingencies, such as size, technology, and environment do not
necessarily determine an organization's structure.
True False
|
|
49.
|
Organizational strategy influences both the contingencies of
structure and the structure itself.
True False
|
|
50.
|
If a company's strategy is to compete through innovation, a more
organic structure would be preferred.
True False
|
|
51.
|
If a company chooses a low-cost strategy, an organic structure
is preferred because it maximizes production and service efficiency.
True False
|
|
52.
|
Which of the following fundamental requirements do all
organizational structures have?
|
A.
|
Flatter span of control and
decentralization
|
|
B.
|
Division of labor and
coordination
|
|
C.
|
Decentralization and
divisionalization
|
|
D.
|
Coordination and
decentralization
|
|
E.
|
Centralization and outsourcing
|
|
|
53.
|
Dividing work into more specialized jobs:
|
A.
|
increases training costs.
|
|
B.
|
reduces work efficiency.
|
|
C.
|
reduces the opportunity to
match people with appropriate jobs.
|
|
D.
|
increases the time taken in
changing from one task to another.
|
|
E.
|
gives an opportunity to the job
incumbents to master their tasks quickly.
|
|
|
54.
|
To increase work efficiency and make it easier to match employee
competencies with job requirements, companies:
|
A.
|
divide work into more
specialized jobs.
|
|
B.
|
rely on formal hierarchy as a
coordinating mechanism.
|
|
C.
|
rely on a narrow span of
control.
|
|
D.
|
centralize decision making.
|
|
E.
|
rely on formal hierarchy and a
narrow span of control.
|
|
|
55.
|
Coordination of work activities is:
|
A.
|
required whenever there is division
of labor.
|
|
B.
|
required only in team-based
organizations.
|
|
C.
|
required whenever the
organization has more than approximately 100 employees.
|
|
D.
|
required only when
organizations operate in complex environments.
|
|
E.
|
discouraged in organizations as
it leads to a high degree of interdependence among employees.
|
|
|
56.
|
In organizational structures, integrator roles serve mainly
as:
|
A.
|
a form of standardization.
|
|
B.
|
an informal communication
coordinating mechanism.
|
|
C.
|
a form of direct supervision.
|
|
D.
|
technological contingency.
|
|
E.
|
main element in divisionalized
structures.
|
|
|
57.
|
Coordination through formal hierarchy relies on:
|
A.
|
informal communication.
|
|
E.
|
specialized skills of the
employees.
|
|
|
58.
|
Standardizing work through job descriptions and
procedures:
|
A.
|
is a form of coordination.
|
|
B.
|
is more common when the work is
complex and ambiguous.
|
|
C.
|
tends to reduce quality and
consistency.
|
|
D.
|
is unnecessary in large
organizations.
|
|
E.
|
is more common in organic
rather than mechanistic structures.
|
|
|
59.
|
Which of the following is typically most important among people
working in hospital surgical operations?
|
|
60.
|
When work activities are too complex to standardize through
procedures or goals, companies often coordinate work effort:
|
A.
|
through direct supervision.
|
|
B.
|
by extensively training
employees.
|
|
C.
|
by giving one employee most of
the tasks previously divided among many people.
|
|
D.
|
through further division of
labor.
|
|
E.
|
through formal hierarchy.
|
|
|
61.
|
Many of the best-performing production plants are able to widen
their span of control to more than 70 employees per supervisor by:
|
A.
|
teaching supervisors how to
more efficiently monitor employees.
|
|
B.
|
giving up on the idea that all
employees must perform their fair share of work.
|
|
C.
|
hiring supervisors who
intimidate employees more often.
|
|
D.
|
relying on self-directed work
teams and other coordinating mechanisms.
|
|
E.
|
introducing video cameras and
other technologies to help supervisors to monitor more employees.
|
|
|
62.
|
A wider span of control is possible if:
|
A.
|
employees manage themselves
rather than being coordinated through close supervision.
|
|
B.
|
the company has a high degree
of formalization and operates in a complex environment.
|
|
C.
|
the organization has few
employees and a tall hierarchy.
|
|
D.
|
the companies do not rely on
self-directed teams.
|
|
E.
|
very few people report directly
to a manager.
|
|
|
63.
|
Flatter organizational structures:
|
A.
|
tend to reduce overhead costs.
|
|
B.
|
receive lower quality
information from the external environment.
|
|
C.
|
undermine employee empowerment
and engagement.
|
|
D.
|
receive less timely information
from the external environment.
|
|
E.
|
narrow the span of control for
supervisors.
|
|
|
64.
|
Candoo Ltd. will soon flatten its hierarchy by removing two of
the five layers of management. If the number of employees in the organization
remains constant, which of the following must also occur?
|
A.
|
It must adopt a matrix form of
departmentalization.
|
|
B.
|
It must widen the span of
control.
|
|
C.
|
It must rely more on direct
supervision than on standardization to coordinate the resulting structure.
|
|
D.
|
It must centralize decision
making.
|
|
E.
|
It must discourage employee
empowerment.
|
|
|
65.
|
Organizational and environmental complexities push organizations
toward:
|
B.
|
a more mechanistic structure.
|
|
E.
|
a narrow span of control.
|
|
|
66.
|
_____ is the degree to which organizations standardize behavior
through rules, procedures, formal training, and related mechanisms.
|
|
67.
|
As organizations grow older, they tend to:
|
A.
|
become more formalized.
|
|
B.
|
have a more centralized
structure.
|
|
C.
|
move toward a simple form of
departmentalization.
|
|
D.
|
shift from a mechanistic to an
organic structure.
|
|
E.
|
operate with a wide span of
control and less standardization.
|
|
|
68.
|
Formalization in organizational structures tends to:
|
A.
|
reduce organizational
flexibility.
|
|
B.
|
encourage organizational
learning and creativity.
|
|
C.
|
focus attention on the ultimate
objectives of the organization.
|
|
D.
|
reduce organizational
flexibility, and make employees feel alienated and powerless.
|
|
E.
|
decrease efficiency and
compliance.
|
|
|
69.
|
Span of control, centralization, and formalization together form
a cluster around two broader organizational forms called:
|
A.
|
hierarchical and delayered
structures.
|
|
B.
|
networked and team-based
structures.
|
|
C.
|
geographic and product/client
divisions.
|
|
D.
|
organic and mechanistic
structures.
|
|
E.
|
diverse and integrated
structures.
|
|
|
70.
|
Mechanistic structures operate best:
|
A.
|
in stable environments.
|
|
B.
|
where employees dislike
hierarchy and status.
|
|
C.
|
when there is horizontal rather
than vertical communication flows.
|
|
D.
|
where knowledge management is a
competitive advantage to the organization.
|
|
E.
|
where employees perform tasks
with high variety and low analyzability.
|
|
|
71.
|
An organic structure has:
|
A.
|
a narrow span of control.
|
|
B.
|
centralized decision making.
|
|
D.
|
vertical communication flows.
|
|
E.
|
rigidly defined tasks.
|
|
|
72.
|
Which of the following organizational design elements determines
the sharing of resources and encourages coordination through informal
communication?
|
|
73.
|
_____ establishes the chain of command—the system of common
supervision among positions and units within the organization.
|
|
74.
|
The simple structure usually depends on _____ to coordinate work
activities, so it is very difficult to operate as the company grows and
becomes more complex.
|
A.
|
the owner's direct supervision
|
|
B.
|
standardization through formal
instructions
|
|
C.
|
formal training (standardizing
skills)
|
|
D.
|
standardization of product or
service outputs
|
|
|
75.
|
Which of the following forms of departmentalization organizes employees
around specific skills or other resources?
|
|
76.
|
One of the defining characteristics of a functional
organizational structure is that it:
|
A.
|
has a narrow span of control
and high degree of formalization and centralization.
|
|
B.
|
is the structure that organizes
employees around specific knowledge or other resources.
|
|
C.
|
overlays two organizational
structures in order to leverage the benefits of both types of structure.
|
|
D.
|
uses self-directed work teams
rather than individuals as the basic building block of organizations.
|
|
E.
|
is an alliance of several
organizations for the purpose of creating a product or serving a client.
|
|
|
77.
|
A wholesale grocery business operates in one city and provides
one service—stocking retailers with fresh produce. The company wants to
ensure that employees develop expertise in their skill specialization and
that these specializations are used efficiently. The aim is to create
specialized pools of talent that serve everyone in the company. Which of the
following forms of departmentalization would be most appropriate here?
|
C.
|
Geographic divisional structure
|
|
E.
|
Product divisional structure
|
|
|
78.
|
When functional structures are compared with divisionalized
structures, functional structures are known to:
|
A.
|
create better economies of scale.
|
|
B.
|
be more responsive to local
markets.
|
|
C.
|
encourage employees to focus on
the organization's superordinate goals.
|
|
D.
|
be more decentralized.
|
|
E.
|
be more responsive to client
needs and reduce conflict across work units.
|
|
|
79.
|
One problem with a functional structure is that:
|
A.
|
it is more difficult to
directly supervise employees within each department.
|
|
B.
|
it produces higher
dysfunctional conflict and poorer coordination.
|
|
C.
|
it makes it difficult to permit
greater specialization of skills.
|
|
D.
|
it prevents companies from
creating economies of scale.
|
|
E.
|
employees have difficulty
creating career paths within their area of knowledge.
|
|
|
80.
|
A consumer products firm with a functional structure is
expanding from a single product line into several diverse product groups,
with most sales within one country. Which of the following should it
eventually adopt to manage the new conditions most effectively?
|
A.
|
Geographic divisional structure
|
|
B.
|
Client divisional structure
|
|
D.
|
Product divisional structure
|
|
|
81.
|
Many companies are moving away from divisionalized structures
that organize people around
|
A.
|
functional specializations.
|
|
E.
|
emerging forms of technology.
|
|
|
82.
|
Freer trade, advances in information technology, and more global
customers are pressuring many large global companies to:
|
A.
|
shift away from
geographically-based to more client-based divisionalized structures.
|
|
B.
|
increase direct supervision as
the main coordinating mechanism.
|
|
C.
|
shift away from divisionalized
structures into functional structures.
|
|
D.
|
disband their team-based
structures in favor of simple structures.
|
|
E.
|
shift from functional
structures to geographically-based divisionalized structures.
|
|
|
83.
|
The _____ structure tends to duplicate resources, such as
production equipment and engineering or information technology
expertise.
|
|
84.
|
Team-based organizations have:
|
A.
|
hourly wages and generous
employee benefits.
|
|
B.
|
supervisors as the main source
of direction and control.
|
|
D.
|
communities of practice.
|
|
E.
|
a wide span of control.
|
|
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