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Exam 13: Leadership Effectiveness

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Question 51

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Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.

A) True
B) False

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Question 52

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The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants.

A) True
B) False

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Question 53

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Narcissism is characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others.

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances?

In an in-group exchange, a leader is attempting to:

Idealized influence by a leader entails behaviors associated with giving support, encouragement, empowerment, and coaching to employees.

In Fiedler's model, both high-control and low-control situations call for relationship-motivated leadership.

Which of the following is not a characteristic of an out-group exchange?

Situational theories of leadership propose that the effectiveness of a particular leader style depends on the situation.

Anyone who exerts influence over others in pursuit of organizationally relevant matters is a leader.

Which of the following is not one of the key leader behaviors that are part of transformational leadership?

Research has shown that laissez-faire leadership has a greater negative impact on employees' perceptions of leadership effectiveness than do the positive contributions from positive leadership traits.

One of the characteristics of a servant leader is a complete delegation of authority to subordinates.

The idea that people have beliefs about how leaders should behave and what they should do for their followers is called explicit leadership theory.

Leader-member relations reflect the extent to which the leader has formal power over his or her subordinates.

Which of these would you not see from an inspiring transformational leader?

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered?

House's path-goal theory focuses on the match between employee characteristics, environmental factors, and leader behaviors.

What should a manager "take away" from trait theory?

When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors.