Chapter 6: Leadership - Managing Leaders and Leading Management

1. According to Kotter, leadership tasks are distinct from management tasks in that they deal with:

complexity change controlling staffing

2. People with ___________ scores on the agreeableness personality trait are __________ likely to emerge as leaders.

high, less high, more low, less low, more

3. The contingency theory of leadership identifies task-oriented leadership as most effective in what kinds of situations?

favourable unfavourable intermediate A and B

4. In path–goal theory, a leader who encourages followers to contribute to decision making is using a:

directive style of leadership participative style of leadership supportive style of leadership achievement-oriented style of leadership

5. In countries with higher collectivism and power distance, LMX (leader–member exchange) quality was positively but weakly related to:

turnover respect for authority job satisfaction absenteeism

6. Which of the following is NOT an element of implicit leadership theory?

our perceptions about leaders are often influenced by preconceived notions and stereotypes we have unconscious schemas of what a leader should be like implicit representations of leaders contribute to discrimination a leader's effectiveness is judged solely on their performance

7. Individualized consideration, where a leader demonstrates consistency between principles and behaviours, is a feature of:

transformational leadership transactional leadership implicit leadership path–goal leadership

8. _______________ leadership is effective in increasing voluntary extra effort, while __________ is more effective at increasing specific task-based performance.

transformational, laissez-faire contingent reward, transactional transformational, contingent reward transactional, transformational

9. A developmental relationship with a more senior manager who provides guidance on learning from mistakes is an example of a leadership development activity called:

360-degree feedback coaching mentoring action learning

10. Khoreva (2016) suggested that investment in leadership development activities for high-potential employees can have unexpected side effects, including:

an increase in organizational commitment increased turnover because employees become more highly sought after by competitors a decrease in morale for those employees not selected for development reduced acceptance of high-performance demands

11. The implementation of HR practices in a specific work group is heavily influenced by:

the manager’s pay and level of responsibility the manager's leadership style the number of subordinates the manager has how well liked the manager is

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