Testbank of fundamental of management 7e by robin ch 11

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)
Chapter 11 Leadership and Trust
1) A leader is someone who has managerial authority and can influence others.
Answer: TRUE
Explanation: A leader needs to be someone who has both the authority to make others follow his
or her path and the ability to change how other people behave.
Diff: 2
Page Ref: 294
Objective: 11.1
2) Leadership identifies a process while leader identifies a person.
Answer: TRUE
Explanation: Leadership is the process of helping others achieve their goals. A leader is an
individual who carries out the process of leadership.
Diff: 1
Page Ref: 294
Objective: 11.1
3) Ideally, all managers should not be leaders.
Answer: FALSE
Explanation: Leadership is one of the four basic functions of a manager, so all managers in one
way or another should take on the role of leadership.
Diff: 1
Page Ref: 294
Objective: 11.1
4) Trait theories of leadership focus on how leaders interact with their followers.
Answer: FALSE
Explanation: Behavioral theories, rather than trait theories, focus on how leaders interact with
followers. Trait theories of leadership focus on the characteristics that leaders have and what
makes a leader.
Diff: 2
Page Ref: 294
Objective: 11.2

5) Research has shown a distinct set of traits that distinguishes leaders from nonleaders.
Answer: FALSE
Explanation: No consistent set of traits has ever been found that can identify a potential leader.
Diff: 2
Page Ref: 294
Objective: 11.2
6) Traits such as honesty and integrity are not very useful for identifying who is suited and who
is not suited to be a leader.
Answer: TRUE
Explanation: Leadership traits have been shown to explain why certain individuals are effective
leaders, but they do not explain who is likely to be a leader and who is not.
Diff: 3
Page Ref: 295
AACSB: Analytic Skills
Objective: 11.2

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7) Trait research has given managers the ability to pick out leaders from the group.
Answer: FALSE
Explanation: Trait research attempted to be able to identify leaders, but it has not been
successful.
Diff: 2
Page Ref: 295
Objective: 11.2
8) A major goal of behavioral leadership studies is to find ways to train people to be leaders.
Answer: TRUE
Explanation: Behavioral leadership studies search for critical elements of leadership that can be

used to train people to be leaders.
Diff: 1
Page Ref: 295
Objective: 11.2
9) A leader with an autocratic style often delegates authority to subordinates.
Answer: FALSE
Explanation: Leaders with autocratic styles tend to avoid delegation. Autocratic leaders tend to
keep all decision-making powers to themselves.
Diff: 3
Page Ref: 296
Objective: 11.2
10) Tannenbaum and Schmidt suggested that in the long run, managers should move toward an
employee-centered leadership style.
Answer: TRUE
Explanation: Tannenbaum and Schmidt suggest that employee-centered leadership is the best
long-term strategy because it improves employee motivation, morale, and teamwork.
Diff: 2
Page Ref: 296
Objective: 11.2
11) The Ohio State studies suggested that leaders who were high in structure and low in
consideration were most successful.
Answer: TRUE
Explanation: The Ohio State studies suggested that high-high leaders got the best results—
leaders who were high in both structure and consideration.
Diff: 2
Page Ref: 297
Objective: 11.2
12) The Michigan studies suggested that the most successful leaders were production oriented.
Answer: FALSE
Explanation: The Michigan studies suggested that an employee, rather than a production,

orientation correlated with high productivity and job satisfaction.
Diff: 2
Page Ref: 298
Objective: 11.2

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13) A leader who ranks 9,1 in the managerial grid would have more concern for people than
production.
Answer: FALSE
Explanation: The first variable in the grid rates concern for production and the second variable
rates concern for people. Therefore a 9,1 rating would be high in concern for productivity and
low in concern for people.
Diff: 1
Page Ref: 298
Objective: 11.2
14) The big problem with the managerial grid is that it doesn't tell how management styles work
in different situations.
Answer: TRUE
Explanation: The managerial grid suggests that a 9,9 leadership style performs best. However, it
offers no information about how this style performs in different situations.
Diff: 2
Page Ref: 298
Objective: 11.2
15) Fiedler's model proposed that leadership success was determined by matching leadership
style to situation.
Answer: TRUE
Explanation: Fiedler's contingency model contended that different styles of leadership work

better in different situations.
Diff: 3
Page Ref: 299
Objective: 11.3
16) Fiedler's contingency model focused on having employees describe their ideal coworker.
Answer: FALSE
Explanation: Fiedler's model instead focused on having employees identify their least preferred
coworker, not their ideal coworker.
Diff: 2
Page Ref: 299
Objective: 11.3
17) A high LPC score indicates that a worker is productivity oriented.
Answer: FALSE
Explanation: A low, not a high score, identifies a respondent as productivity oriented.
Respondents get low scores for preferring their least-preferred worker as, for example, "boring"
rather than "interesting," or "cold" rather than "warm."
Diff: 2
Page Ref: 300
Objective: 11.3
18) Fiedler concluded that task-oriented leaders tended to perform better in favorable situations
and worse in unfavorable situations.
Answer: FALSE
Explanation: The statement is only half true. Fiedler found that task-oriented leaders performed
better in both favorable and unfavorable situations. Where task-oriented leaders failed was in
moderate situations that were neither highly favorable or highly unfavorable.
Diff: 3
Page Ref: 301
Objective: 11.3
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19) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly
unfavorable situations.
Answer: FALSE
Explanation: Relationship-oriented leaders performed better in situations that were not extreme
—not highly favorable or unfavorable, so the statement is false.
Diff: 2
Page Ref: 301
Objective: 11.3
20) Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to
perform a task responds best to a telling leadership style.
Answer: TRUE
Explanation: SLT states that a telling style in which the leader defines specific roles and tasks
works best with an unable and unwilling worker.
Diff: 2
Page Ref: 302
Objective: 11.3
21) Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to
perform a task responds best to a selling leadership style.
Answer: FALSE
Explanation: SLT states that a participating style in which the leader shares in decision making
to get the worker involved works best with an able but unwilling worker.
Diff: 2
Page Ref: 302
Objective: 11.3
22) Vroom and Yetton's leader participation model suggests that leadership research should focus
on the situation rather than the leader.
Answer: TRUE
Explanation: The leader-participation model suggests that it is more meaningful to think of

situations that call for certain kinds of leadership styles rather than specific kinds of leaders. In
other words, one situation might call for an autocratic style of leadership while a second situation
would call for a participative style.
Diff: 2
Page Ref: 303
Objective: 11.3
23) Robert House's path-goal theory maintains that an effective leader clears the path for a
follower to the follower's goal.
Answer: TRUE
Explanation: The "path-goal" in path-goal theory refers to removing obstacles that stand in the
way of the path from where the worker is to the worker's goal.
Diff: 2
Page Ref: 303
Objective: 11.3

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24) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent
leadership style.
Answer: FALSE
Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership
style depending on the situation. This is a major difference from the view of Fiedler, who sees
leadership style as fixed.
Diff: 2
Page Ref: 303
Objective: 11.3
25) Path-goal theory states that a directive leadership style works best when tasks are ambiguous.
Answer: TRUE

Explanation: The guidance and structure of a directive leadership style work best in an
ambiguous situation. Subordinates find a sense of direction in a manager who takes a nononsense directive approach.
Diff: 2
Page Ref: 303
Objective: 11.3
26) Path-goal theory states that a participative leadership style works best when tasks are highly
structured.
Answer: FALSE
Explanation: In highly structured tasks, employees typically don't need to participate in decision
making—since there are few decisions to make—so a participatory style isn't best for this
situation. Instead, employees tend to need support to carry through the task, making a supportive
style the best choice.
Diff: 2
Page Ref: 303
Objective: 11.3
27) A transactional leadership style is not related to a transformational style.
Answer: FALSE
Explanation: If done well, a transactional style can evolve into a transformational style so the
two are closely related.
Diff: 2
Page Ref: 305
Objective: 11.4
28) Transformational leadership and charismatic leadership are identical.
Answer: FALSE
Explanation: Transformational leadership is similar to charismatic leadership, but
transformational leadership gives the follower more freedom to think independently and
critically, even if a follower's views clash with the views of the leader.
Diff: 2
Page Ref: 305
Objective: 11.4

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29) Charismatic and visionary leadership are the same thing.
Answer: FALSE
Explanation: Though charismatic leadership starts with a vision, the person is the true focus of
charismatic leadership, while in visionary leadership it is the specific view of the future that the
leader promotes that attracts followers.
Diff: 2
Page Ref: 306
Objective: 11.4
30) Since charisma is an inborn trait, no efforts have ever been made to train people to be
charismatic.
Answer: FALSE
Explanation: Though some people think that charisma cannot be taught, others feel that training
can provide leaders with elements of charisma. These training efforts have proved to be fairly
successful.
Diff: 2
Page Ref: 306
Objective: 11.4
31) A successful visionary leader "jump starts" the future.
Answer: TRUE
Explanation: Successful visionary leaders create a powerful image of a possible future that is
easy to grasp. Followers latch on to this vision of the future and work to make it a reality.
Diff: 2
Page Ref: 306
Objective: 11.4
32) Team leadership is becoming less important in today's world because teams don't need

leaders.
Answer: FALSE
Explanation: All teams need leaders. If anything, team leadership is becoming more important in
the current business climate because teams are becoming more prevalent.
Diff: 2
Page Ref: 307
Objective: 11.4
33) One of the keys to being a good team leader is to know when to leave a team alone.
Answer: TRUE
Explanation: Knowing when to intervene and when to let a team solve its own problems is
important for a team leader.
Diff: 2
Page Ref: 307
Objective: 11.4
34) Experts state that 85 percent of all managers are not natural team leaders.
Answer: TRUE
Explanation: Consultants think that 15 percent of managers are natural team leaders, which
leaves 85 percent who are not natural team leaders.
Diff: 3
Page Ref: 307
Objective: 11.4

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35) One specific role of team leadership is that team leaders are troubleshooters.
Answer: TRUE
Explanation: Team leader roles include coaches, conflict managers, liaisons, and
troubleshooters.

Diff: 2
Page Ref: 308
Objective: 11.4
36) One reason that empowerment is important in today's business climate is that managers
today tend to have smaller spans of control than managers of the past.
Answer: FALSE
Explanation: In fact, today's managers, due to downsizing and efficiency efforts, have larger, not
smaller spans of control than managers of the past. A larger span of control means the manager
has less time to spend with individual employees, so empowering those employees helps them
solve problems on their own.
Diff: 2
Page Ref: 308
Objective: 11.4
37) In different countries, the most universal aspects of leadership seem to be elements of
transactional leadership.
Answer: FALSE
Explanation: Transformational, rather than transactional, elements of leadership seem to be most
universal. These include vision, trustworthiness, dynamism, positiveness, and proactiveness.
Diff: 2
Page Ref: 310
AACSB: Globalizations
Objective: 11.4
38) Emotional intelligence (EI) is the best predictor of who will emerge as a leader.
Answer: TRUE
Explanation: More than academic intelligence, EI has shown to be the best predictor of who will
be a successful leader.
Diff: 2
Page Ref: 312
Objective: 11.5
39) Trust is the belief in the integrity, character, and ability of a leader.

Answer: TRUE
Explanation: Trust has five dimensions: integrity, which includes honesty, competence,
consistency, loyalty, and openness.
Diff: 2
Page Ref: 312
Objective: 11.5
40) Of the five dimensions that make up the concept of trust, loyalty seems to be the most
critical.
Answer: FALSE
Explanation: Integrity rather than loyalty appears to be the most important element of trust.
Diff: 2
Page Ref: 312
Objective: 11.5

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41) A sizeable majority of American employees trust the leaders of the companies they work for.
Answer: FALSE
Explanation: Only about 39 percent of U.S. employees claimed to trust their executive leaders,
according to a survey, which is considerably less than a majority.
Diff: 2
Page Ref: 312
Objective: 11.5
42) Because leading is one of the four basic managerial functions, ________ leaders.
A) all managers are
B) all managers should be
C) some managers are
D) some managers should be

Answer: B
Explanation: B) As one of four basic managerial functions, leading is one of the things that
defines what a manager does, so all managers should be leaders, making that the correct
response. Since some managers clearly are not leaders, the remaining three choices are not
correct responses for this question.
Diff: 2
Page Ref: 294
Objective: 11.1
43) Early leadership trait research looked to find characteristics that might ________.
A) distinguish ordinary leaders from great leaders
B) define charisma
C) identify the physical traits of leaders
D) differentiate leaders from nonleaders
Answer: D
Explanation: D) Early leadership studies looked to find the traits that could distinguish leaders
from non-leaders. These efforts proved to be largely unsuccessful, as leadership seemed to be
hard to define precisely and it varied from situation to situation. Early studies were somewhat
concerned with finding great leaders or understanding charisma as a basic leadership trait, but
these were not primary concerns of early investigators so they are incorrect responses. Physical
traits of leaders were never a concern of early or contemporary leadership scholars, so that
choice is incorrect.
Diff: 2
Page Ref: 294
Objective: 11.2

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44) Leaders are ________.

A) individual people, while leadership is a process
B) the first step in the leadership process
C) individual people who study the leadership process.
D) the final step in the leadership process.
Answer: A
Explanation: A) Leaders are individual people, not part of a process, which rules out the two
choices regarding steps as correct responses. Leadership itself is a process, making "individual
people, while leadership is a process" the correct response since it correctly identifies leaders as
individual people and leadership as a process of leading others. Leaders do not simply study
leadership, as the remaining choice indicates, but actually guide and influence others toward
goals.
Diff: 2
Page Ref: 294
Objective: 11.2
45) If a trait theory of leadership were true, then all leaders would possess ________.
A) charisma
B) the same traits
C) different traits
D) seven traits
Answer: B
Explanation: B) If the trait theory were true then all leaders would have the same universal
traits, making "the same traits" the correct response for this question. If all leaders had the same
traits then they clearly could not have different traits, eliminating that choice as a correct answer.
The remaining two choices can be ruled out because they are too specific—a trait leadership
theory could be true and not have precisely seven traits or not include charisma as a trait.
Diff: 2
Page Ref: 294
Objective: 11.2
46) The most successful early trait theories focused on ________.
A) traits of famous leaders

B) traits of followers
C) traits associated with leadership
D) traits that distinguish leaders from non-leaders
Answer: C
Explanation: C) Early efforts to distinguish leaders from non-leaders were largely unsuccessful,
causing researchers to focus on traits of leadership rather than leaders, making that the correct
response. Traits of followers came in more contemporary leadership studies, making that choice
incorrect, while traits of famous leaders were never explicitly taken up, ruling out that choice as
a correct response.
Diff: 2
Page Ref: 294
Objective: 11.2

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47) Trait theory effectively explains why ________.
A) some people are leaders
B) some people are not leaders
C) successful leaders are effective
D) leadership involves extraversion
Answer: C
Explanation: C) Rather than identify why some people can be leaders and others cannot, trait
theory did a fairly good job of explaining why some leaders were effective and others were not,
making "successful leaders being effective" the correct response. Extraversion is just one of
many leadership traits that may or may not be essential, so "leadership involving extraversion" is
not a correct response.
Diff: 2
Page Ref: 295

Objective: 11.2
48) Behavioral theories of leadership focused on ________.
A) who effective leaders were
B) what characteristics effective leaders had
C) how to identify effective leaders
D) what effective leaders did
Answer: D
Explanation: D) Early trait theories focused on who effective leaders were, making "who
effective leaders were" and "how to identify them" match trait theories, not behavioral theories.
"What characteristics effective leaders had" focuses on characteristics, which are synonymous
with traits, so it matches a trait approach, not a behavioral approach. The correct response is
"what effective leaders did," since it focuses on the actions and behaviors of effective leaders,
not their characteristics and traits.
Diff: 2
Page Ref: 295
Objective: 11.2
49) The promise of behavioral theories of leadership held that this would be possible.
A) picking a leader out of crowd
B) being able to train a person to be leader
C) explaining why successful leaders were successful
D) eliminating ineffective leaders
Answer: B
Explanation: B) The great promise of behavioral theories of leadership is that they would show
how leaders could be trained, making "being able to train a person to be leader" the correct
response. Behavioral theories attempted to identify what successful leaders did, and if those
actions could be identified, they could be imparted to others through training. Trait theories, on
the other hand, attempted to explain the success of leaders and how to identify leaders through
permanent character traits, not behavioral actions, making these incorrect answers for this
question.
Diff: 2

Page Ref: 295
Objective: 11.2

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50) The University of Iowa studies discussed all of the following leadership styles EXCEPT
________ leadership.
A) laissez-faire
B) democratic
C) benevolent
D) autocratic
Answer: C
Explanation: C) The Iowa studies identified autocratic "dictating" style leaders, democratic
leaders who delegate and welcome feedback, and laissez-faire leaders who allowed employees to
have complete freedom over their actions, ruling out all of these choices. A "benevolent" style of
leadership was not identified in the Iowa study, so it is the correct response for this question.
Diff: 1
Page Ref: 295
Objective: 11.2
51) Which leadership style tends to centralize authority and make unilateral decisions?
A) cultural style
B) autocratic style
C) democratic style
D) laissez-faire style
Answer: B
Explanation: B) An autocratic style is a dictatorial style in which the leader allows little input or
leeway from followers, making all decisions, keeping a tight control on all activities, and
severely limiting employee participation in decision making. A democratic style can be

eliminated because it describes a more open, less centralized style of leadership, as well as a
laissez-faire style, which is completely open and unstructured. A cultural style can be ruled out
because it is not a recognized leadership style in the Iowa study.
Diff: 2
Page Ref: 296
Objective: 11.2
52) Jared's boss encourages employees to participate in the decision-making process, but does
not give them complete freedom to do as they like. She has this kind of leadership style.
A) monarchial
B) autocratic
C) laissez-faire
D) democratic
Answer: D
Explanation: D) An autocratic style severely limits employee participation in decision making,
so that choice is not the correct answer for this question. A laissez-faire style gives employees
complete freedom to make decisions, so that choice is not the correct answer for this question. A
democratic style matches Jared's boss because it identifies a more open, less centralized style of
leadership that allows employees to participate in the decision-making process, making that
choice the correct response. A monarchial style can be ruled out because it is not a recognized
leadership style in the Iowa study.
Diff: 2
Page Ref: 296
Objective: 11.2

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53) Monica's boss allows her to make any decision she thinks is important on the spot without
consulting anyone. Monica's boss has this kind of leadership style.

A) laissez-faire style
B) autocratic style
C) democratic style
D) hands-on style
Answer: A
Explanation: A) An autocratic style severely limits employee participation in decision making,
so that choice is not the correct answer for this question. A democratic style gives employees
some, but not complete freedom to make decisions, so that choice is not the correct answer for
this question. A laissez-faire style matches Monica's boss because it identifies a completely open
style of leadership that allows employees to make any and all decisions they want, making that
choice the correct response. A hands-on style can be ruled out because it is not a recognized
leadership style in the Iowa study.
Diff: 2
Page Ref: 296
Objective: 11.2
54) The Iowa studies indicated that this was the most successful leadership style.
A) autocratic
B) laissez-faire
C) combination of autocratic and laissez-faire
D) democratic
Answer: D
Explanation: D) The Iowa studies were not definitive, but they did clearly indicate that
employee satisfaction levels were highest under a democratic leadership style, making that
choice the correct answer. Autocratic styles were found to be successful in limited situations, but
not as successful as democratic styles, so autocratic is incorrect. Laissez-faire styles were found
to be unsuccessful, so that choice can be ruled out. Combinations of styles were not considered,
so that choice can be ruled out.
Diff: 3
Page Ref: 296
Objective: 11.2

55) A democratic consultative leader ________.
A) seeks input and shares the final decision
B) makes the final decision herself without input
C) seeks input but makes the final decision herself
D) shares the final decision without input
Answer: C
Explanation: C) The Iowa studies identified two different types of democratic leader.
Participative leaders seek employee input for decisions and share the decision itself with
employees. Consultative leaders also seek input, but reserve the final decision for themselves,
making that choice the correct response. Both remaining choices are incorrect because they
feature leaders foregoing input, which does not accurately describe a democratic leadership style.
Diff: 2
Page Ref: 296
Objective: 11.2

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56) A democratic participative leader ________.
A) seeks input and shares the final decision
B) shares the final decision without input
C) makes the final decision herself without input
D) seeks input but makes the final decision herself
Answer: A
Explanation: A) In the Iowa studies, participative leaders seek employee input for decisions and
share the decision itself with employees, making that choice the correct response. Consultative
leaders also seek input, but reserve the final decision for themselves, making that choice an
incorrect response. Both remaining choices are incorrect because they feature leaders foregoing
input, which does not accurately describe a democratic leadership style.

Diff: 2
Page Ref: 296
Objective: 11.2
57) Tannenbaum and Schmidt's continuum studies suggested that managers should move toward
________ leadership styles.
A) manager-centered
B) task-centered
C) employee-centered
D) quality-centered
Answer: C
Explanation: C) Tannenbaum and Schmidt's study proposed that managers look at their own
tendencies, such as comfort level with a certain leadership style, and employee tendencies, such
as responsibility levels, and find a match between the two. This match, according to the study,
leaned toward employee-centered leadership styles, which increased employee motivation and
quality of work, making employee-centered the correct response and ruling out all other
responses for this question.
Diff: 2
Page Ref: 296
Objective: 11.2
58) In the Ohio State studies, ________ refers to how strict a leader's standards are.
A) independent dimensions
B) comprehensive structure
C) initiating structure
D) consideration
Answer: C
Explanation: C) The Ohio State studies started with over a thousand dimensions of leader
behavior and narrowed them down to two—consideration and initiating structure. Consideration
refers to how "employee friendly" a leader is, making consideration an incorrect response, while
initiating structure refers to a leader who is concerned with rigorously assigning tasks and
maintaining standards, making initiating structure the correct response. Neither term for of the

two remaining choices were identified as dimensions in the study, so they are incorrect
responses.
Diff: 2
Page Ref: 296
Objective: 11.2

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59) In the Ohio State studies, ________ refers to how much mutual trust exists between
employees and leaders.
A) consideration of limitations
B) consideration
C) initiating structure
D) initiating ideas
Answer: B
Explanation: B) In the Ohio State studies, consideration refers to how "employee friendly" a
leader is, making consideration the correct response, while initiating structure refers to a leader
who is concerned with rigorously assigning tasks and maintaining standards, making initiating
structure an incorrect response. Neither term for the two remaining choices were identified as
dimensions in the Ohio State study, so they are incorrect responses.
Diff: 2
Page Ref: 296
Objective: 11.2
60) A high-high leader in the Ohio State studies achieved the highest ratings with respect to
________.
A) both employee performance and satisfaction
B) employee performance only
C) employee satisfaction only

D) employee performance for routine tasks only
Answer: A
Explanation: A) In general, a high-high leader who is high in both initiating structure and
consideration achieved the best results in both performance and employee satisfaction, making
that choice the correct response, and ruling out employee performance only and employee
satisfaction only since they identify only one high scoring category. Employee performance for
routine tasks only can be ruled out because the results for routine tasks did not turn out to favor
high-high leaders, but rather, leaders who were high in consideration only.
Diff: 2
Page Ref: 297
Objective: 11.2
61) The Ohio State studies indicated that leaders who were high in consideration performed
________.
A) best in all situations
B) best when employee tasks were routine
C) worst when employee tasks were routine
D) best when employee tasks were non-routine
Answer: B
Explanation: B) In general, high-high leaders had the best results with respect to employee
performance and job satisfaction. However, leaders who were high in initiating structure did not
perform as well as consideration-oriented leaders when employee tasks were routine, indicating
that a sympathetic approach works best in tedious situations. This makes "best when employee
tasks were routine" the correct response, and rules out "worst when tasks were routine" and "best
in all situations" as untrue and the remaining choice because it focuses on non-routine tasks.
Diff: 2
Page Ref: 298
Objective: 11.2

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62) The Ohio State studies indicated that leaders who were high in initiating structure received
________.
A) the highest employee ratings
B) the lowest employee ratings
C) the same employee ratings as leaders who were high in consideration
D) below average employee ratings
Answer: A
Explanation: A) Leaders who were high in initiating structure often received higher performance
ratings from employees than leaders who were high in consideration. This makes highest
employee ratings the correct response, and rules out the remaining three choices as untrue.
Diff: 2
Page Ref: 298
Objective: 11.2
63) According to the University of Michigan studies, leaders who were ________ were
associated with higher group productivity and higher job satisfaction.
A) employee-oriented
B) initiating structure
C) considerate
D) production-oriented
Answer: A
Explanation: A) The Michigan studies generally agreed with the Iowa studies—leaders who
were employee oriented and focused on people rather than task and job aspects tended to
correlate to greater job satisfaction and higher productivity, making employee-oriented the
correct response and production-oriented incorrect. Note that initiating structure and considerate
are incorrect because they refer to terminology from the Iowa rather than the Michigan studies.
Diff: 2
Page Ref: 298
Objective: 11.2

64) On the managerial grid a leader who is high in both concern for people and concern for
production would rate ________.
A) 1,1
B) 9,1
C) 5,5
D) 9,9
Answer: D
Explanation: D) The first number for the managerial grid measures concern for production while
the second number measures concern for people. Therefore, a leader who rates high in concern
for both people and production rates a 9,9, making that choice the correct response and ruling out
other choices.
Diff: 2
Page Ref: 298
Objective: 11.2

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65) Estéban was rated a 5,8 on the managerial grid. A good way to describe Estéban is ________.
A) high in concern for both people and production
B) high in concern for people, low in concern for production
C) high in concern for people, moderate in concern for production
D) low in concern for people, moderate in concern for production
Answer: C
Explanation: C) The first number for the managerial grid measures concern for production while
the second number measures concern for people. Estéban therefore rates fairly high in concern
for people, the second number, and average in concern for production, the first number, making
"high, moderate" the correct response. High for both describes a 9,9 leader, not a 5,8 leader, so it
is incorrect. High, low describes a 1,9 leader, not a 5,8 leader, so it is incorrect. Low, moderate

describes a 5,1 leader, not a 5,8 leader, so it is incorrect.
Diff: 2
Page Ref: 298
Objective: 11.2
66) Which description best characterizes a 9,1 leadership style on the managerial grid?
A) impoverished management
B) task management
C) middle-of-the-road management
D) country club management
Answer: B
Explanation: B) Impoverished management is the description for a 1,1 leadership style because
it lacks concern for both people and production. Middle-of-the-road management is the
description for a 5,5 leadership style because it is in the center of both scales. Country club
management is the description for a 1,9 leadership style because it values employees far above
production. Task management is the description for a 9,1 leadership style because its only
concern is production, or tasks, rather than people, making task management the correct
response.
Diff: 2
Page Ref: 298
Objective: 11.2
67) Which quadrant of the managerial grid generally identifies the most successful leaders?
A) top left
B) bottom left
C) bottom right
D) top right
Answer: D
Explanation: D) The researchers concluded that a 9,9 leadership style worked best in a general
sense. Since a 9,9 rating is in the top right quadrant, it is that quadrant that is identified as the
best and most productive type of leadership, making top right the correct response, and
eliminating all other responses.

Diff: 2
Page Ref: 298
Objective: 11.2

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68) The key to the Fiedler contingency model of leadership is to match ________.
A) leader and follower
B) leader and leadership style
C) leadership style and follower
D) leadership style and situation
Answer: D
Explanation: D) Fiedler's model first set out to define leadership styles and situations that
required leadership. Then the model sought to match the correct leadership style to each
situation, making leadership style and situation the correct response. The model did not concern
itself with leaders themselves, or followers, which rules out the remaining three choices.
Diff: 2
Page Ref: 299
Objective: 11.3
69) What does Fiedler's least-preferred coworker questionnaire measure?
A) the most common leadership style among all leaders
B) leadership style of respondents who took the test
C) the most effective leadership style
D) the least effective leadership style
Answer: B
Explanation: B) Fiedler's LPC studies asked respondents to identify the qualities that their least
favorite coworker possessed—thus having them identify the style they least liked to be
associated with. People-oriented respondents tended to see positive traits in their least favorite

coworker, giving them relatively higher LPC scores, while task-oriented people would fail to see
any virtues in their least preferred coworkers, giving them relatively low LPC scores. Note that
LPC scores are really about the respondents, not about the least preferred coworkers themselves.
All these factors indicate that the LPC system measures the leadership style of respondents. It
has no bearing on which leadership style is most common or effective, ruling out the remaining
three choices.
Diff: 2
Page Ref: 299
Objective: 11.3
70) Fiedler assumed a person's leadership style ________.
A) is contingent on the situation
B) is variable
C) evolves over time
D) is fixed
Answer: D
Explanation: D) Fiedler's system assumed that leaders had fixed leadership styles which did not
vary, were not dependent on the situation, and did not change over time, making fixed the correct
response, and eliminating the other three choices. Fiedler's model saw leaders as fairly
monolithic, taking the same approach no matter what the situation was or how it changed.
Diff: 2
Page Ref: 300
Objective: 11.3

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71) Fiedler's LPC ratings concluded that leaders were either ________.
A) positive or negative
B) task oriented or trusting

C) relationship oriented or people oriented
D) task oriented or relationship oriented
Answer: D
Explanation: D) Fielder's LPC ratings saw leaders with scores of 64 or above as relationship
oriented while those with scores of 57 or below were task oriented, making "task oriented or
relationship oriented" the correct response. Fiedler did not characterize leaders as positive or
negative, "trusting," or "people oriented," making those responses incorrect.
Diff: 2
Page Ref: 300
Objective: 11.3
72) The ________ dimension reflects the degree of trust and respect subordinates had for their
leader in Fiedler's model.
A) leader-member relations
B) position power
C) task structure
D) effectiveness
Answer: A
Explanation: A) The leader-member relations contingency dimension in Fiedler's model
measures trust, respect, and confidence employees have for a leader. Position power identifies
how much influence a leader has over such things as hiring, firing, and compensation. Task
structure identifies how formalized jobs are. Of the four choices, only leader-member relations
identifies trust and respect, so that choice is the correct response.
Diff: 2
Page Ref: 300
Objective: 11.3
73) Your boss has total control over hiring, firing, and promotions in your department. He has
________.
A) low position power
B) high position power
C) high task structure

D) low task structure
Answer: B
Explanation: B) Position power identifies how much influence a leader has over such things as
hiring, firing, and compensation. Task structure identifies how formalized jobs are, so high and
low task structure can be ruled out because the question involves hiring and firing, not job
formalization. Of the two remaining choices, a boss with total control would be said to have high
not low position power, making high position power the correct response and low position power
incorrect.
Diff: 2
Page Ref: 300
Objective: 11.3

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74) Jobs in a firm are quite informal. Workers are versatile and switch tasks and responsibilities
depending on the situation. In Fiedler's model, this firm would be said to have ________.
A) good leader-member relations
B) high position power
C) high task structure
D) low task structure
Answer: D
Explanation: D) For Fiedler's model, position power identifies how much influence a leader has
over such things as hiring, firing, and compensation. Leader-member relations measures trust,
respect, and confidence employees have for a leader. Task structure identifies how formalized
jobs are. Of the four choices choices, only high and low task structure involve job formalization,
so that rules out the other two choices. Since jobs are very informal at this firm, it has low task
structure, making that the correct response.
Diff: 2

Page Ref: 300
Objective: 11.3
75) Fiedler concluded that task-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: C
Explanation: C) Fiedler concluded that task-oriented leaders were best for extreme situations—
they provided structure and guidance in highly unfavorable situations and they provided little
interference in highly favorable situations. This makes the choice indicating either highly
favorable or highly unfavorable the correct response and rules out the two choices indicating
highly favorable and highly unfavorable because they are incomplete. Moderately favorable or
unfavorable situations are best handled by relationship-oriented leaders, not task-oriented
leaders.
Diff: 2
Page Ref: 300-301
Objective: 11.3
76) Fiedler concluded that relationship-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: D
Explanation: D) Fiedler concluded that relationship-oriented leaders were best for moderate
situations—they provided motivation and a sounding board in situations in which people needed
a little push in the right direction. This makes the choice indicating moderation the correct
response and rules out the two choices indicating highly favorable and highly unfavorable

because they are incomplete. Highly favorable or unfavorable situations are best handled by taskoriented leaders, not relationship-oriented leaders.
Diff: 2
Page Ref: 300-301
Objective: 11.3
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77) A major criticism of Fiedler's work stated that it failed to recognize that effective leaders
________.
A) are always task oriented
B) can change leadership styles
C) cannot change leadership styles
D) are always relationship oriented
Answer: B
Explanation: B) Fiedler's model assumed that leadership style is fixed, so not being able to
change leadership styles is a quality that it did recognize. Fiedler's model did not categorically
endorse either a task-oriented or a relationship-oriented leadership style, so those two choices
can be ruled out as correct answers for this question. The criticism most commonly leveled at the
model was that it failed to recognize that leaders are not static—they can change leadership
styles depending on the situation. This makes that choice the correct response.
Diff: 2
Page Ref: 301
Objective: 11.3
78) In the situational leadership theory (SLT), readiness is defined as ________ to perform a
task.
A) the ability
B) the willingness
C) both the ability and willingness
D) the motivation one has

Answer: C
Explanation: C) Readiness in the SLT has two dimensions, the ability that an employee has to
perform a task, and the willingness that he or she has to perform the task, making both the ability
and willingness the correct response. The two choices indicating just one of these features are
incorrect responses because neither lists both ability and willingness. Motivation is a factor in
performing a task, but not a measure of readiness so motivation is an incorrect choice for this
question.
Diff: 2
Page Ref: 301
Objective: 11.3
79) ________ is defined in situational leadership theory (SLT) as a high task, low relationship
leadership role.
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: A
Explanation: A) Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, low
relationship leadership described here makes telling the correct answer.
Diff: 2
Page Ref: 301
Objective: 11.3

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80) A leader who provides maximum supportive behavior and a great deal of explicit instructions
for how to carry out a task is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: B
Explanation: B) Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, high
relationship leadership described here makes selling the correct answer.
Diff: 2
Page Ref: 301
Objective: 11.3
81) A leader who pretty much leaves employees on their own is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: D
Explanation: D) Selling is a high task, high relationship role in which the leader provides a great
deal of both direction and support. Participating is a low task, high relationship role in which the
leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader
provides little direction or support. Telling is a high task, low relationship role in which the
leader tells workers precisely what to do but provides little support. A leadership relationship in
which the leader provides little direction or support makes delegating the correct answer.
Diff: 2

Page Ref: 301
Objective: 11.3
82) Which category of follower is considered to be both unable and unwilling to complete a
task?
A) R1
B) R2
C) R3
D) R4
Answer: A
Explanation: A) The R1 category is considered to be both unable and unwilling to complete a
task, making it the correct response. An R2 is unable and willing. An R3 is able but unwilling.
An R4 is both able and willing to complete a task.
Diff: 2
Page Ref: 302
Objective: 11.3

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83) Which category of follower is considered to be able but unwilling to complete a task?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: C) The R3 category is considered to be able but unwilling to complete a task,
making it the correct response. An R2 is unable and willing. An R1 is able but unwilling. An R4
is both able and willing to complete a task.
Diff: 2

Page Ref: 302
Objective: 11.3
84) Which leadership style works best with an R1 type of follower?
A) delegating
B) selling
C) telling
D) participating
Answer: C
Explanation: C) An R1 person is both unable and unwilling to complete a task. This person
therefore needs a telling style of leadership that is straightforward, clear, and direct. A selling
leadership style is best suited for an R2 individual who is unable but willing to perform a task.
An R3 individual who is able but unwilling to perform a task responds best to a participating
leadership strategy. An R4 individual who is able and willing to perform a task responds best to a
delegating leadership strategy.
Diff: 2
Page Ref: 302
Objective: 11.3
85) A delegating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: D
Explanation: D) A delegating leadership style is reserved for individuals who are both able and
willing to perform a task—all they really need is to be shown the task. This makes R4 the correct
answer. An R1 person is both unable and unwilling to complete a task so he or she needs a
telling, not a delegating leadership style. An R2 person is unable but willing to complete a task
so he or she needs a selling, not a delegating leadership style. An R3 person is able but unwilling
to complete a task so he or she needs a participating, not a delegating leadership style.
Diff: 2

Page Ref: 302
Objective: 11.3

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86) Which leadership style works best with an R2 type of follower?
A) participating
B) selling
C) telling
D) delegating
Answer: B
Explanation: B) An R2 person is unable but willing to complete a task. This person therefore
needs a selling style of leadership that provides a great deal direction to make up for ability
deficiencies and support to keep motivation high. A telling leadership style is best suited for an
R1 individual who is unable and unwilling to perform a task. An R3 individual who is able but
unwilling to perform a task responds best to a participating leadership strategy. An R4 individual
who is able and willing to perform a task responds best to a delegating leadership strategy.
Diff: 2
Page Ref: 302
Objective: 11.3
87) A participating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: C) A participating leadership style works best for individuals who are able but
unwilling to perform a task—these people need the leader to join them so they can feel a sense of

"ownership" in the process. This makes R3 the correct answer. An R1 person is both unable and
unwilling to complete a task so he or she needs a telling, not a participating, leadership style. An
R2 person is unable but willing to complete a task so he or she needs a selling, not a
participating, leadership style. An R4 person is able and willing to complete a task so he or she
needs a delegating, not a participating, leadership style.
Diff: 2
Page Ref: 302
Objective: 11.3
88) The leader-participation model contends that leader behavior should ________.
A) never vary
B) adjust to the structure of the task involved
C) be dependent on the traits of the leader
D) be consistent from task to task
Answer: B
Explanation: B) The leader-participation model requires that leader behavior change depending
on the structure of the task that followers are asked to accomplish, making adjusting to the
structure of the task involved the correct response. Never varying and consistency are incorrect
because they call for leader behavior that is fixed, while leader-participation calls for leader
behavior that varies depending on the task at hand. Being dependent on the traits of the leader is
incorrect because it refers back to trait theories of leadership that depend only on the character of
the leader.
Diff: 2
Page Ref: 303
Objective: 11.3

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89) Results from the leader-participation model conclude that it is more important to talk about

autocratic and participative ________.
A) situations than leaders
B) leaders than situations
C) leaders than followers
D) followers than situations
Answer: A
Explanation: A) Conclusions from the leader-participation model indicate that situations matter
more for leadership than leaders. A leader can change his or her style more easily than he or she
can change a situation, making "ituations than leaders" the correct response and ruling out all
other responses. "Leaders than situations" is incorrect because situations are more important than
leaders. Both remaining choices are incorrect because they deal with followers rather than
leaders and situations.
Diff: 2
Page Ref: 303
Objective: 11.3
90) The most important conclusion from the leader-participation model is that ________.
A) a leader must keep the same leadership style no matter what the situation is
B) a leader must change his or her leadership style depending on the situation
C) a leader must try to change the situation if it does not suit his or her leadership style
D) all situations are similar
Answer: B
Explanation: B) The leader-participation model assumes that all situations are different, ruling
out all situations being similar as a correct choice. The most important conclusion of the model is
that since leaders can't change most situations, they must change their leadership style for each
situation, making that choice the correct response and ruling out the choice indicating keeping
the same leadership style no matter the situation.
Diff: 2
Page Ref: 303
Objective: 11.3
91) The path-goal theory sees the job of an effective leader as ________.

A) providing clear instructions for followers
B) clearing the path between followers and their goals
C) defining goals for followers
D) helping followers understand their goals
Answer: B
Explanation: B) The path-goal theory sees a leader as someone who removes obstacles that
prevent followers from achieving their goals, making "clearing the path" the correct response.
Providing instructions, defining goals, and helping clarify goals are all functions of a leader, but
they are not as important as clearing the path that followers need to take to reach their goals.
Diff: 2
Page Ref: 303
Objective: 11.3

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92) A(n) ________ leader in path-goal theory gives specific guidance in performing tasks.
A) directive
B) achievement-oriented
C) participative
D) supportive
Answer: A
Explanation: A) A directive leader pays close attention to schedules, gives followers specific
guidance in how to perform tasks, and lets followers know precisely what is expected of them,
making directive the correct response. An achievement-oriented leader sets goals and expects
followers to find their own way to reach them. A participative leader consults with followers
closely when making decisions. A supportive leader is focused on followers as people first, and
has great concern for their needs.
Diff: 2

Page Ref: 303
Objective: 11.3
93) An important trait of a(n)________ leader in path-goal theory is friendliness.
A) achievement-oriented
B) directive
C) participative
D) supportive
Answer: D
Explanation: D) A supportive leader is focused on followers as people first, has concern for their
needs, and tries to be friendly, making "supportive" the correct response. An achievementoriented leader sets goals and expects followers to find their own way to reach them. A
participative leader consults with followers closely when making decisions. A directive leader
pays close attention to schedules, gives followers specific guidance in how to perform tasks, and
lets them know precisely what is expected of them.
Diff: 2
Page Ref: 303
Objective: 11.3
94) A(n) ________ leader in path-goal theory does little but set challenging goals for followers.
A) supportive
B) participative
C) achievement-oriented
D) directive
Answer: C
Explanation: C) An achievement-oriented leader sets goals and expects followers to find their
own way to reach them, making "achievement-oriented" the correct response. A participative
leader consults with followers closely when making decisions. A supportive leader is focused on
followers as people first, and has great concern for their needs. A directive leader pays close
attention to schedules, gives followers specific guidance in how to perform tasks, and lets them
know precisely what is expected of them.
Diff: 2
Page Ref: 303

Objective: 11.3

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