Situational variables that cause one style of leadership to be more effective than another are also called:
A. contingency factors.
B. readiness factors.
C. transactional leadership styles.
D. in-group exchanges.
Politically, __________ are people oriented, while __________ are issue oriented.
A. networks; coalitions
B. coalitions; individuals
C. coalitions; networks
D. individuals; coalitions
Leadership is a social influence process in which the leader seeks __________ participation of subordinates in an effort to reach organizational goals.
B. the mental
C. the voluntary
D. the physical
What did the researchers from Ohio State Studies conclude?
A. Low structure, high consideration is the best style of leadership.
B. High structure, low consideration is the best style of leadership.
C. Moderate structure, low consideration is the best style of leadership.
D. There is no one best style of leadership.
University of Michigan Studies researchers identified which two styles of leader behaviors?
A. Employee-centered and job-centered
B. Task-motivated and relationship-motivated
C. Consideration and initiating structure
D. Directive and supportive
Fiedler’s theory was based on which of these premises?
A. Leaders have one dominant leadership style that is resistant to change.
B. Leaders are born, not made.
C. Situation cannot influence the leadership style.
D. Leaders must be able to modify their style to match the follower readiness.
A physically dispersed task group is called a __________ team.
Which of the following influence tactics is referred to as a “soft” tactic?
According to researchers, the three possible outcomes of an influence attempt are:
A. compliance, resistance, and denial.
B. friendship, trust, and commitment.
C. commitment, compliance, and resistance.
D. promotion, transfer, and demotion.
A belief that people should be paid back for their positive and negative acts is part of the __________ principle identified by Cialdini.
B. social power
C. expert power
According to research, which basis of power has generally positive effects on work outcomes such as performance, satisfaction, and turnover?
A. Expert and coercive
B. Referent and coercive
C. Reward and coercive
D. Expert and referent
In Randolph’s Empowerment Model, a manager should create autonomy through structure by:
A. clarifying goals and roles collaboratively.
B. centralizing authority.
C. establishing a strict hierarchy.
D. holding performance information at high levels of the organization.
Political maneuvering is triggered primarily by:
D. social power.
According to the LMX model, __________ is a partnership characterized by mutual trust, respect, and liking.
A. in-group exchange
B. charismatic leadership
C. transactional leadership
D. servant leadership