Exam 12: Leadership in Organizational Settings

A) takes a contingency approach by identifying the best leadership competencies under different conditions.
B) is no longer accepted as an approach to understanding leadership in organizations.
C) is one of the most popular perspectives of leadership.
D) is both one of the most recently studied perspectives of leadership AND is no longer accepted as an approach to understanding leadership in organizations.
E) None of these statements accurately describe this perspective.

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False

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A) Effective leaders tend to have a few common attributes, such as drive, intelligence, and integrity.
B) Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership.
C) A few physical appearance traits (e.g. height) are good predictors of leadership effectiveness.
D) Competencies have no importance in identifying effective leaders.
E) The competency perspective of leadership has evolved into a sophisticated contingency-oriented model.

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This question refers to the issue of whe...

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A) develop mutual trust and respect for subordinates.
B) set goals that are too challenging.
C) establish well-defined best work procedures.
D) listen to employee suggestions.
E) Task-oriented leaders do all of these.

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A) They feel they have a "calling" to serve others.
B) They feel a natural desire to serve others.
C) Servant leaders anchor their decisions and actions in ethical principles and practices.
D) Servant leaders tend to be highly spiritual.
E) They maintain a relationship with others that is humble, egalitarian, and accepting.

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The appropriate perspective is the personal attributes perspective of leadership.-This should be to all students. Students can identify any four of the seven leadership competencies listed below: Drive. This refers to the inner motivation that leaders possess to pursue their goals. In particula have a high need for achievement. Leadership motivation. Effective leaders have a strong need for socialized power. They want to their power bases to influence their team or organization and make it successful. Integrity. Effective leaders are truthful and translate words into deeds. Leaders will only have f when trust is maintained through the leader's integrity. Self-confidence. Leaders believe in their leadership skills and ability to achieve objectives. The use impression management tactics described in Chapter 12 to convince followers of their confidence. Cognitive and practical intelligence. Leaders have above average cognitive ability to process en amounts of information. Leaders aren't necessarily geniuses. Rather, they have superior ability analyze alternate scenarios and identify potential opportunities. Knowledge of the business. Leaders need to understand the environment in which they operate more intuitive decisions. This relates to the idea that intuition requires experience and intimate knowledge of the industry. Emotional intelligence Effective leaders monitor their own and others' emotions, discriminate them, and use the information to guide their thoughts and actions. They have a strong self-mon personality to adapt their behaviour appropriately.

A) Path-goal theory considers seven different leadership competencies.
B) The main objective of path-goal theory is to encourage leaders to develop highly people-oriented and task-oriented behaviours whenever they interact with subordinates.
C) Path-goal theory is based on the idea that leadership is a stable personality trait, so it is easier to change the situation to match the person's leadership style.
D) Path-goal theory assumes that managers can apply only one leadership style in a given situation.
E) Path-goal theory considers the subordinate's ability and experience when determining the best leadership style for the situation.

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A) the employee lacks job experience.
B) the task is routine.
C) the employee has an external locus of control.
D) all of these conditions exist.
E) none of these conditions exist.

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A) a theoretical construct that encompasses all the qualities of leadership.
B) an amalgam of the least effective leadership characteristics we should avoid.
C) factors that substitute for ideal leadership.
D) leadership stereotypes.
E) preconceived beliefs about the features and behaviours of effective leaders.

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A) Research doesn't find any evidence that effective leaders have specific attributes.
B) It assumes that all effective leaders have the same personal characteristics that are equally important in all situations.
C) It ignores the influence of personality.
D) It suggests that leadership varies according to situations, but does not provide remedies to solve any problems related to it.
E) It does not consider the importance of integrity in leadership.

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