Chapter 1 Introduction to Leadership True False

Chapter 1—Introduction to Leadership TRUE/FALSE (Concepts) 1. Leadership is the influencing process of leaders and followers to achieve organizational objectives through change. T 2. There are managers who are not effective leaders. T 3. Good followers are considered “you people.” F 4. The qualities needed for effective leadership are the same as those needed to be an effective follower. F x T 5. Leadership is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change. F 6. Effective leaders influence followers to think not only of their own interests but also of the interest of the organization through a shared vision. T 7. Taking advantage of followers for personal gain is a part of leadership.F 8. Leaders are born, not made.T 9. A role is a set of expectations of how a person will behave to perform a job.T 10. The interpersonal leadership roles include figurehead, leader, and monitor.F 11. Figurehead is an interpersonal role.T 12. Serving on committees with members from outside the organizational unit is an example of a figurehead role.F 13. Monitor, disseminator, and spokesperson are the three informational leadership roles.F x T 14. Spokesperson is a decisional role.F 15. Leaders perform the disseminator role when they send information to others in the organizational unit.T 16. Time management priorities are the responsibility of a monitor.T x F 17. The three levels of analysis of leadership theory are individual, group, and organizational.T 18. The group level of analysis of leadership theory can also be called the dyadic process.F 19. Individual and group performance are based on organizational performance.F 20. The group-level approach provides a better understanding of leadership effectiveness than the individual.T 21. A leadership theory is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership. T 22. Early leadership theories were based on the assumption that leaders are made, not born.F 23. There is a universal list of traits that all successful leaders possess.F 24. By the 1950s, most of the leadership research had changed its paradigm, going from trait theory to focusing on what the leader actually did on the job.T 25. Behavioral leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and situation.T 26. Mintzberg’s ten managerial roles are an example of contingency leadership theory.F 27. Contingency leadership theories attempt to combine the trait and behavioral theories to explain successful, influencing leader–follower relationships.F 28. The contingency theory paradigm emphasizes the importance of situational factors.T 29. Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader–follower relationships.T 30. The overarching paradigm has shifted from management to leadership.T 31. Successful managers typically use an autocratic form of leadership.F MULTIPLE CHOICE (Concepts) 1. The key elements of leadership include all of the following EXCEPT: a. influence. b. leaders–followers. c. change. d. personality. 2. The leader–follower relationship represents the influence: a. of the leader on the follower. b. of the follower on the leader. c. of the leader on the group. d. between the leader and the follower. 3. Which of the following statements regarding leaders and managers is NOT true? a. A manager always has the ability to influence others; a leader may not. b. A manager has a formal title and authority. c. A leader may either be a manager or a nonmanager. d. All managers perform four major functions: planning, organizing, leading, and controlling. 4. __________ is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change. a. Leadership b. Influence c. Management d. Guidance 5. Which of the following is NOT a managerial role category? a. interpersonal b. intrapersonal c. informational d. decisional 6. Which of the following is NOT one of Mintzberg’s interpersonal leadership roles? a. figurehead b. entrepreneur c. leader d. liaison 7. Leaders perform the __________ role when they represent the organization or department in legal,social, ceremonial, and symbolic activities. a. figurehead b. leader c. liaison d. negotiator 8. Which of the following is an example of a figurehead role? a. serving on committees with members from outside the organizational unit. b. answering letters c. signing official documents d. scheduling when employees will use material and equipment . 9. __________ behavior includes networking to develop relationships and gain information and favors. a. Disseminator b. Figurehead c. Liaison d. Resource-allocator 10. Which of the following is one of the informational leadership roles? a. negotiator b. liaison c. monitor d. resource-allocator 11. Which of the following is an example of a spokesperson role? a. reporting information to the government b. attending professional/trade association meetings c. entertaining clients or customers as official representatives d. purchasing new equipment 12. The decisional leadership roles include all of the following EXCEPT: a. entrepreneur. b. disturbance-handler. c. resource-allocator. d. spokesperson. 13. The designing of a new performance evaluation system would be an example of which of the following managerial roles? a. entrepreneur b. interpersonal c. disturbance-handler d. negotiator 14. For Henry Mintzberg, the way that a leader handles a disturbance is characterized: a. by seeking information. b. through negotiation. c. by rigor and speed. d. as a decisional role. 15. Levels of analysis constitute: a. a useful way of classifying leadership theory. b. the most common approach to problem solving in organizations. c. Frederick Taylor’s most lasting contribution to management theory. d. none of the answers are correct 16. The three levels of analysis of leadership theory include all of the following EXCEPT: a. individual. b. group. c. behavioral. d. organizational. 17. The three levels of analysis of leadership theory are: a. individual, group, and organizational. b. team, group, and organizational. c. leader, group, and organizational. d. interpersonal, leader, and group. 18. The __________ level of analysis can also be called the dyadic process. a. group b. individual c. organizational d. none of the answers are correct 19. Organizational performance in the long run depends on: a. effectively adapting to the environment. b. acquiring the necessary resources to survive. c. whether the organizational uses an effective transformation process to produce its products and services. d. all of the answers are correct 20. The interrelationship among the levels of leadership analysis is true for all the following EXCEPT: a. individual performance affect group and organizational performance. b. group performance affect organizational performance. c. group and organizational performance affect the performance of the individual. d. neither the group nor organizational performance affect individual performance. 21. Which of the following statements is NOT true regarding the levels of analysis of leadership theory? a. The individual level does not impact the group level. b. Groups must be understood as functioning within a larger system. c. The individual level forms the base of the levels. d. The group-level approach is generally superior to the individual-level approach in assessing leader effectiveness. 22. Leadership theory classifications include all of the following EXCEPT: a. behavioral. b. integrative. c. contingency. d. individual. 23. Early leadership studies were based on the assumption that leaders are: a. autocratic. b. primarily male. c. born, not made. d. also managers. 24. Behavioral leadership theories attempt to explain: a. distinctive characteristics accounting for leadership effectiveness. b. successful, influencing leader–follower relationships. c. distinctive styles used by effective leaders. d. the appropriate leadership style based on the leader, follower, and situation. 25. Mintzberg’s ten managerial roles is an example of: a. group level of analysis. b. organizational level of analysis. c. behavioral leadership theory. d. a leadership paradigm. 26. __________ and __________ leadership theories are also called universal theories. a. Contingency; integrative b. Trait; behavioral c. Behavioral; contingency d. Trait; integrative 27. The __________ leadership theory paradigm emphasizes the importance of situational factors. a. trait b. behavioral c. contingency d. integrative 28. A successful sales manager was promoted to being CEO of a large conglomerate. Shortly afterward, the manager decided that her style of leadership was inappropriate, and altered the way that she practiced leading. This is an example of: a. contingency leadership. b. performing the figurehead role. c. organizational learning. d. none of the answers are correct 29. Contingency leadership theories attempt to explain the appropriate leadership style based on the: a. leader, followers, and situation. b. leader, manager, and subordinates. c. leader, mentor, and entrepreneur. d. individual, group, and situation. 30. A researcher attempting to understand how leaders influence followers to achieve high levels of performance is studying __________ leadership theory. a. behavioral b. contingency c. integrative d. trait 31. The eclectic approach to leadership theory, which utilizes and combines insights from previous approaches, is: a. impossible, as developments in management theory successively nullify one another. b. called the integrative leadership theory paradigm. c. considered too cumbersome for both practice and research. d. impractical on the group level of analysis. 32. Which of the following statements regarding managers and leaders is NOT true? a. Leaders are concerned with stability. b. Managers focus on doing things right. c. Leaders place great concern on innovation and change. d. Managers are concerned with the best way to get the job done. 33. Evidence-based management (EBM) is an application of: a. decision models to reward systems. b. national cultures to determine the assignment of subordinates to specific tasks. c. the findings of empirical research to the practice of leadership. d. judicious, measured amounts of rewards and punishments on the basis of employee performance. APPLYING THE CONCEPT (Applications) 1. The manager is conducting an interview to be published in the newspaper. Identify the behavior by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 2. The speaker at a Rotary Club meeting asked for a PowerPoint setup. However, it is not set up. The president of the Rotary Club is dealing with this mishap. Identify the behavior by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 3. The manager of production consistently goes to lunch and eats with managers from marketing, human resources, finance, and others to find out what is going on throughout the company. Identify the behavior by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 4. The marketing manager is looking through The Wall Street Journal to see advertisements of its competitors and to read any news about them. Identify the behavior by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 5. The manager is planning a meeting that he or she will be conducting with employees tomorrow. Identify the behavior of planning and conducting the meeting by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 6. The manager is having a new computer system installed that will provide better inventory records. Identify the behavior by its leadership role. Interpersonal roles Informational roles Decisional roles a. figurehead d. monitor g. entrepreneur b. leader e. disseminator h. disturbance-handler c. liaison f. spokesperson i. resource-allocator j. negotiator 7. A manager is attending a company workshop called Normative Leadership to improve his effectiveness as a manager when dealing with different employees. This workshop best illustrates which leadership theory paradigm? a. trait b. behavioral c. contingency d. integrative e. management to leadership 8. A manager is attending a company workshop called the Leadership Grid to improve his effectiveness as a manager. The manager will learn how to implement a high concern for getting the job done while at the same time showing concern for the workers. This workshop best illustrates which leadership theory paradigm? a. trait b. behavioral c. contingency d. integrative e. management to leadership 9. A researcher is conducting a study of charismatic leaders. The researcher is attempting to determine the qualities that make a leader charismatic, as compared to those leaders who are not charismatic. This workshop best illustrates which leadership theory paradigm? a. trait b. behavioral c. contingency d. integrative e. management to leadership 10. Managers are attending a company workshop to learn how to involve their employees in running their departments. Some of the managers will find it hard to empower their employees. This workshop best illustrates which leadership theory paradigm? a. trait b. behavioral c. contingency d. integrative e. management to leadership