Multiple Choice Answers

1. Using the terms of the University of Michigan studies, the ___________ focuses on completing the task and uses close supervision so that subordinates perform their tasks using specified procedures.
a. job-centered leader
b. employee-centered leader
c. initiating leader
d. theory
2. ___________ assumes that a manager can readily learn to adapt his style to each follower.
a. Fiedler’s contingency theory
b. The situational leadership model
c. Trait theory
d. A and B
3. A central tenet of the ________ approach is that leaders require flexibility to use whichever style is appropriate in a particular situation.
a. LMX
b. contingency model
c. path-goal
d. UM
4. The situational leadership model considers follower ___________ when determining follower maturity.
a. ability
b. willingness
c. goal clarity
d. A and B
5. Vroom and Yetton assume _________.
a. there is one best leader style that fits most situations
b. that a “high-high” leader style is best
c. there is no single leadership style that is applicable to all situations
d. A and B
6. Transformational leadership is viewed as ___________ transactional leadership.
a. a dichotomous rival to
b. a special case of
c. more basic form of leadership than
d. None of the above
7. The encoding process translates the communicator’s ideas into _________.
a. a common understanding by the receiver
b. a systematic set of symbols
c. meaning
d. None of the above
8. Of the four formal communications channels, studies suggest that ___________ is typically the most ineffective.
a. upward
b. downward
c. horizontal
d. diagonal
9. Information richness _________.
a. refers to the amount of physical contact between the sender and receiver
b. refers to the amount of funding needed to complete the communication
c. refers to the amount of information that can be transmitted in an effective manner
d. None of the above
10. Studies have found that in a typical day ___________ of a manager’s communications occur in face-to-face interactions.
a. less than 25%
b. less than 50%
c. over 50%
d. over 75%
11. The region of the Johari Window that represents the situation when information is known to self but not to others is termed the _________.
a. arena
b. facade
c. blind spot
d. unknown
12. Three steps have been associated with implementing change: ________.
a. unfreezing, instill new learning, refreezing
b. freeze in place, instill new learning, refreeze
c. thaw past entrenchments, warm to change, boil up desire to change
d. None of the above
13. Alex is resisting implementing automation in his area, not because he thinks it will harm the company but because he does not have experience with computers. This form of resistance to change would be classified as _________.
a. parochial self-interest
b. misunderstanding and lack of trust
c. different assessments
d. low tolerance for change
14. When top managers are charged with the diagnosis of the problem within the change model _________.
a. they often become immersed in theory and various conceptual frameworks that are less realistic than the external changes would like
b. they often tend to see each problem separately
c. due to experience typically are better than external change agents
d. A and B