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Homework answers / question archive / California State University, Northridge MGT 360 Organizational Behavior, Version 1

California State University, Northridge MGT 360 Organizational Behavior, Version 1

Management

California State University, Northridge

MGT 360

Organizational Behavior, Version 1.1

Bauer & Erdogan

FWK Test Item File

Chapter 12

TRUE/FALSE

1)Leaders do not need to rely on the use of force to influence people.

 

 

  1. A formal leader is one who holds a position of authority and may utilize the power that comes from that position as well as personal power to influence others.

 

 

  1. When intelligence is measured with a paper and pencil test, its relationship to leadership is a bit weaker than when intelligence is viewed as the perceived intelligence of the leader.

 

 

  1. Emotional intelligence helps an individual attain the management ranks, but once there, mental intelligence becomes important.

 

 

  1. All effective leaders are extraverts.

 

 

  1. The only trait of the Big 5 personality traits that is related to leadership emergence or leader effectiveness is conscientiousness.

 

 

  1. There is no relationship between height and being viewed as a leader.

 

 

  1. Three key traits associated with leadership are: integrity, conscientiousness and introversion.

 

 

  1. Agreeable people who are modest, good-natured and avoid conflict are less likely to be perceived as leaders.

 

 

  1. A key finding from research completed on traits is that all traits are not equally effective in predicting leadership potential.

 

 

  1. Research supports the argument that demonstrating both initiating structure and consideration makes leaders more effective.

 

 

 

  1. Initiating structure involves structuring the roles of subordinates, providing them instructions, and behaving in ways to increase the group’s performance.

 

 

  1. Authoritarian decision makers make decisions alone without necessarily involving employees in the decision making process.

 

 

  1. Research suggests that the democratic decision-making style helps satisfy employees and improves decision quality.

 

 

  1. Laissez-faire leaders create high levels of ambiguity about job expectations for their employees and thus lower employee satisfaction.

 

 

  1. If you have a low least preferred coworker rating, it means that you have a people-oriented personality and are able to separate your liking of a person from your ability to work with that person.

 

 

  1. Fiedler’s contingency theory suggests different people can be effective in different situations.

 

 

  1. Research supports Fiedler’s predictions about when low LPC leadership should be used.

 

 

  1. House’s path-goal theory is based on equity theory.

 

 

  1. Path-goal theory predicts that the type of leader behavior effective under different circumstances will depend on the characteristics of the employee and the work environment.

 

 

  1. A supportive leadership style works best when there is high role ambiguity for employees, they have low abilities, and they have an external locus of control.

 

 

  1. When employees have high abilities and high achievement motivation, the directive leadership style is best.

 

 

  1. In House’s path-goal theory, the leader’s style is viewed as fixed and the environment changes; Fiedler’s theory assumes just the opposite.

 

 

  1. Research suggests that on average, the leadership style recommended by Vroom and Yetton’s decision tree model tends to make more effective decisions compared to leaders using a style not recommended.

 

 

  1. Transformational leaders use charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence individuals and create commitment to company goals.

 

 

  1. Passive management by exception involves leaving employees alone and waiting until something goes wrong before entering the picture.

 

 

  1. Transactional leadership is a more effective form than transformational leadership.

 

 

  1. The key factor in making transformational leadership more effective is extraversion.

 

 

  1. Charisma is an inherent characteristic, so those firms attempting to teach charisma, are not making good use of their time or money.

 

 

  1. Individuals with high LMX receive higher levels of resources than those with a low LMX relationship.

 

 

  1. All employees want a high-quality relationship with their manager.

 

 

  1. Servant leaders put their employees first.

 

 

  1. Authentic leaders are self-aware, introspective, and have thorough understanding of their own values.

 

 

  1. People in positions of authority are influential in driving people to ethical behaviors but not unethical behaviors.

 

 

  1. The global leadership and organizational behavior effectiveness project found, thus far, that there are no universal traits that are desirable or undesirable in a leader.

 

 

 

 

FILL IN THE BLANK

  1.         is the act of influencing others to work to a goal.

 

  1. Leaders who demonstrate leadership by influencing others, but are without a formal position are                                                                           leaders.

 

  1. “IQ” refers to                                                                             while “EQ” refers to                                       

                                         .

 

  1. A person who is talkative, outgoing, sociable and enjoys social situations is

                              .

 

  1.                                is being organized, systematic, punctual, achievement-oriented and dependable.

 

  1. The two personality traits of the Big 5 that are not related to leader emergence or leader effectiveness are                                                                                and                                .

 

  1.                                   may explain the relationship between being tall and being viewed as a leader.

 

  1. Researchers at the Ohio State University and the University of Michigan found that there are two broad categories of behaviors related to leadership; they are

                            and                                   .

 

  1. A                              leader decision-making style leaves employees alone to make a decision.

 

  1. A                                     score from Fiedler’s contingency theory means that an individual has a people-oriented personality and can separate his liking of a person from his ability to work with that person.

 

  1. The three conditions creating Fiedler’s situational favorableness are                                   

                      ,                                                              and                                                               .

 

 

  1. The                              leadership style is appropriate for situations when tasks are boring and repetitive and they are stressful.

 

  1. Leaders who provide specific directions for employees, treat them well, care about them on a personal level and are encouraging have the                                                                               leadership style.

 

  1. A                                                               is a decision-making tool to help leaders determine how much involvement they should seek in making decisions.

 

  1. Those leaders who lead employees by aligning employee goals with the leader’s goals are       leaders.

 

  1.                                        leaders ensure that employees demonstrate the right behaviors because they provide resources in exchange.

 

  1. A magnetic personality is                                                 .

 

  1.                                                                             _                                      involves leaving employees to do their jobs without interference but at the same time proactively predicting problems.

 

  1. Leaving employees alone, and, as a manager, waiting until something happens before interacting is                                                                                                                                   .

 

  1.                                          is the key factor in making transformational leadership more effective.

 

  1. In a high                                            , the leader forms a trust-based relationship with the members.

 

  1. When a leader puts his employees first, he is exhibiting                                                              

 

  1. Key characteristics of                             leadership are self-awareness, a thorough understanding of values and priorities, and personal integrity.

 

  1. The                                               experiments, where those participating provided electric shocks to others answering questions incorrectly, are an example of unethical behaviors by people in positions of authority.

 

  1.                            leaders are found to be one of the most influential leaders around the world.

 

 

SHORT ANSWERS

 

  1. List and describe two traits that are associated with leadership. Indicate what impact they have on leadership.

 

 

 

 

 

 

  1. Differentiate between mental intelligence and emotional intelligence. What impact does either have on leadership in an organization?

 

 

 

  1. Describe the ties between each of the Big 5 personality traits and leadership.

 

 

 

 

 

 

  1. What is the difference between task-oriented and people-oriented behaviors?

 

 

 

 

  1. Describe each of the types of leader decision making.

 

 

  1. How does Fiedler’s contingency theory compare to that of House’s path-goal theory of leadership?

 

 

 

  1. Describe each of the four leadership styles and under what circumstances the style is most effective.

 

 

 

 

 

  1. Define transformational leadership.

 

 

  1. Describe transactional leadership.

 

 

  1. Why would some employees not want to have a high quality relationship with their leader?

 

 

 

  1. What is servant leadership?

 

 

  1. What is authentic leadership?

 

 

  1. What implications do the Milgram experiments have for the concept of leadership?

 

 

 

ESSAY

 

  1. Choose any two of the leadership theories presented in this chapter, define them and then compare and contrast the theories.

 

 

 

 

 

 

  1. What contribution to building effective leaders does the trait theory offer?

 

 

  1. Under what conditions would a task-oriented manager be most successful?

 

ANS: Task-oriented managers work best in scenarios where structured roles for subordinates, clear instructions and behaviors to enhance performance are warranted. Research suggests small businesses are appropriate places for such attributes.

 

  1. Compare and contrast transformational and transactional leadership.

 

  1. How would you train an individual so as to increase his charisma?

 

 

 

 

 

 

 

  1. Critique the leader-member exchange theory (LMX) with regard to the implications it has for effective leadership in the organization.

 

 

  1. Denise wants to improve her relationship with her manager. Right now, she feels like she really does not know him well. She recognizes that part of the issue is that she works in her office with the door closed and opens it to meet with people only on an “as needed” basis. What are some recommendations for Denise?

 

 

 

  1. In what context might a servant leader be successful?

 

 

  1. What leadership theory or characteristics are most applicable to other countries?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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