Leadership: True/False Questions

Chapter 15
Leadership
True/False Questions
1. Leadership occurs among people, involves the use of influence, and is used to attain goals.
Answer: True Level: 1 Page: 552 Type: F
2. Leadership is reciprocal.
3. Influence means that the relationship among people is passive.
Answer: False Level: 2 Page: 552 Type: F
4. Recognizing that successful leaders share specific personal characteristics, leadership

research has validated Leadership Trait Theory.
5. Intelligence, verbal ability, and high values are three distinguishing personal characteristics
associated with successful leaders.
6. Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all
intelligence and ability components of personal characteristics of leaders.
7. Ohio State University researchers identified two major behaviors called consideration and
initiating structure.
8. Consideration is the extent to which the leader is task oriented and directs subordinate work
activities toward goal attainment.
Chapter Fifteen * Leadership

Test Bank * Page 409
9. Initiating structure is the extent to which the leader is mindful of subordinates, respects their
ideas and feelings, and establishes mutual trust.
10. Ohio State's "high-high" style is not always the best, according to new research.
11. The leaderhsip grid suggests a two-dimensional leadership theory that measures a
leader's concern for people and concern for production.
12. Job-centered leaders are those leaders that establish high performance goals and display
supportive behavior toward subordinates.
Answer: False ........................................................................................................Level: 2

...............................................................................................................................Page: 557
...................................................................................................................................Type: F
13. The country club management style (1,9) stresses high service and concern for
guests or customers, sometimes to the detriment of employees of the firm.
14. To match the leader's style with the situation by changing factors in the situation to
achieve the best match is the basic idea with Fiedler's contingency theory.
15. According to Fiedler, leader-member relations, task structure and task consideration
are the three factors that combine to determine the leadership situation.
16. Task Structure refers to the extent to which the leader has formal authority over
subordinates.
17. According to Fiedler, the task-oriented leader excels in the favorable situation whereas
relationship-oriented leaders are most effective in situations of moderate favorability.

18. Hersey and Blanchard's situational theory focuses a great deal of attention on the
characteristics of employees in determining appropriate leadership behavior.
19. Situational theory model is easier to understand than Fiedler’s model, but it incorporates
only the characteristics of followers, not those of the situation.
20. According to Hersey and Blanchard, the telling style is appropriate for followers with
moderate readiness.
21. The leader can increase employee motivation, according to the Path-Goal theory, by
either (1) clarifying the employee's path to accomplish goals, or (2) maximizing the
value of the rewards available to successful employees.
22. If someone believes in telling their subordinates exactly what they are supposed to do, then
they are exercising a supportive leader behavior, according to the Path-Goal theory.
23. The work environment contingencies, according to the Path-Goal theory, include the degree
of task structure, the nature of the formal authority system, and the work group itself.
24. A substitute counteracts the leadership style and prevents the leader from displaying certain
behaviors.
25. A neutralizer is a situational variable that counteracts a leadership style and prevents the
leader from displaying certain behaviors.
26. A transactional leader is an inspirational leader who has the ability to motivate
subordinates, through personal transactions, to transcend their normal performance.

27. A transformational leader is a leader distinguished by a special ability to bring about
innovation and change.
28. The potential ability to influence the behavior and decisions of other people is power.
29. Mechanistic power is one of the five sources of power.
30. Legitimate, reward, and expert powers are all forms of position power.
31. The type of power that results from the leader's legitimate authority, based upon his
or her position within the organization, is called coercive power.
32. When Bob shouts at Tara in public for not finishing her work and suspends her for two
days, he is using his coercive power.
Answer: True Level: 2 Page: 572 Type: A
33. The powers most likely to generate resistance from employees are legitimate and reward
powers.
34. Two types of personal powers are expert and reward powers.
35. Referent power is the type of power that results from political referrals.
Answer: False Level: 1

Page: 573
Type: F
36. Empowering employees works because total power in the organization seems to increase.

37. Given that everyone has more say and it takes more time, empowering employees has been
on decline in corporate America.
38. A servant leader is a leader who works to fulfill subordinates needs and goals as well as to
achieve the organization’s larger mission.
Multiple Choice Questions

1. The ability to influence people toward the attainment of organizational goals is known as
a. motivation.
b. leadership.
c. persuasion.
d. commitment.
e. organizational citizenship.
Answer: b Level: 1 Page: 552 Type: F
2. All of the following are essential parts of any definition of leadership EXCEPT
a. influence.
b. people.
c. goals.
d. coercive power.
e. a and b only.
Answer: d Level: 1 Page: 552 Type: F
3. Leadership is reciprocal, according to your text. This means
a. it is dynamic.
b. it is a problem-solving activity.
c. it occurs between people.
d. redundant.
e. it always creates conflict.
Answer: c Level: 2 Page: 552 Type: F
4. Raj has the ability to convince others to work toward organizational objectives.
This ability is known as
a. motivation.
b. leadership.
c. commitment.
d. a conceptual skill.
e. personal agenda.
Answer: b Level: 2 Page: 552 Type: A
5. The distinguishing personal characteristics of a leader are known as
a. traits.
b. sources of power.
c. leadership styles.
d. leadership behaviors.
e. personal preferences.
Answer: a Level: 1 Page: 553 Type: F
6. The early research on leadership traits was referred to as the
a. contingency theory of leadership.

b. path-goal theory of leadership.
c. great man approach.
d. situational theory of leadership.
e. behavioral approach.
7. In general, research has found a relationship between personal traits and leader
success.
a. strong
b. weak
c. positive
d. negative
e. inverse
8. Recently, Collie Care was attempting to hire a middle manager. They were looking for an
intelligent, active, and creative individual. Which approach to leadership was Collie using?
a. The contingency approach

b. The situational approach

c. The trait approach
d. The behavioral approach
e. The substitute approach
Answer: c Level: 2 Page: 553 Type: A
9. Which of the following characteristics of leaders have been studied?
a. Personality traits
b. Physical traits
c. Social traits
d. Work-related traits
e. All of the above
Answer: e Level: 2 Page: 553 Type: F
10. The effectiveness and appropriateness of a set of leader traits depends on all of these
EXCEPT
a. the organization.
b. the subordinate.
c. the leader.
d. the competitors..
e. b and c only.
11. Self-confidence, honesty and integrity, and the desire to lead, are all components of which
personal characteristic of leaders?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background
12. Janelle Jenkins at CompuSync show vast knowledge, intelligence, cognitive ability, and
keen decisiveness. Which personal characteristic of leadership is she showing?
a. Physical characteristics
b. Intelligence and Ability
c. Personality
d. Social Characteristics
e. Social Background

13. Researchers at the Ohio State University identified two major behaviors called
a. commitment and consideration.

b. commitment and initiation.
c. consideration and initiating structure.
d. initiating structure and commitment.
e. consideration and concern for people.
14. Bernetta is a manager at Winans International. She is very friendly and extremely
respectful of her subordinate's welfare. She can be described as
a. high in initiating structure.

b. low in initiating structure.
c. high in consideration.
d. a team leader.
e. task-oriented manager.
Answer: c Level: 2 Page: 555-556 Type: A
15. ______ is consistent with initiating structure.
a. Task oriented behavior

b. Open communication
c. Teamwork oriented
d. People oriented behavior
e. Country-club management style
16. According to research conducted at the Ohio State University, which of the following
combinations produced the highest levels of performance and satisfaction?
a. High consideration and low initiating structure

b. High consideration and high commitment
c. High initiating structure and high consideration
d. High initiating structure and high commitment
e. Low consideration and low initiating structure
17. According to the most recent research on the leader behaviors of consideration and initiating

structure, which of the following combinations is best?
a. High consideration and high initiating structure

b. High consideration and low initiating structure
c. Low consideration and high initiating structure
d. Low consideration and low initiating structure
e. None of the above; no one style is best.
18. The Michigan researchers used the term for leaders who established high
performance goals and displayed supportive behavior toward subordinates.
a. job-centered leaders
b. employee-centered leaders
c. initiating structure
d. consideration
e. impoverished management
19. The less effective leaders, in the University of Michigan studies, were called
a. job-centered leaders.
b. employee-centered leaders.
c. initiating structure.
d. consideration.
e. impoverished management.
20. and proposed a two dimensional leadership theory called the Leadership
Grid.
a. Blake; Mouton
b. Hersey; Blanchard
c. Vroom; Yetton
d. Tannenbaum; Schmidt
e. Evans; House
21. The recommended management style from the leadership grid is
a. 1,9.
b. 9,1.

c. 5,5.
d. 1,1.
e. 9,9.
22. According to the leadership grid, which of these is a 1,9 management style?
a. Team Management
b. Country Club Management
c. Middle of the Road Management
d. Impoverished Management
e. Authority-Compliance
23. Which Management style reflects a moderate amount of concern for both people and
production?
a. Team Management
24. ______, according to the Leadership Grid, occurs when efficiency in operations is the
dominant orientation.
a. Team Management
25. The Leadership Grid used the two leader behaviors which were called
a. employee-centered and job centered.

b. consideration and initiating structure.
c. concern for people and concern for production.
d. relationship-oriented and task-oriented.
e. employee-oriented and relationship oriented.

26. The path-goal theory was presented by
a. Fred Fiedler.
b. Hersey and Blanchard.
c. Blake and Mouton.
d. Evans and House.
e. None of the above.
27. ______ is a model of leadership that describes the relationship between leadership styles
and specific organizational situations.
a. Contingency approach
b. Behavioral approach
c. Trait approach
d. Organizational approach
e. None of the above
28. LPC refers to
a. lowest potential coworker.

b. least preferred coworker.
c. leadership preparedness of coworker.
d. least prepared coworker.
e. low pay checked individual.
29. Two leadership styles used by Fiedler in his contingency theory were
a. employee-centered and job-centered.

b. consideration and initiating structure.
c. concern for people and concern for production.
d. relationship-oriented and task-oriented.
e. employee-oriented and relations-oriented.
30. __________ refers to group atmosphere and members’ attitude toward and acceptance of
the leader.

a. Task structure
b. Leader relations
c. Contingency
d. Position power
e. Leader-member relations
31. Fiedler used all of the following to describe the situation EXCEPT
a. leader-member relations.
b. task structure.
c. personal power.
d. position power.
e. all of the above were used by Fiedler to describe the situation.
32. The extent to which tasks performed by the group are defined, involve specific procedures,
and have clear, explicit goals is called
a. task structure.
b. leader relations.
c. contingency.
d. position power.
e. leader-member relations.
33. According to Fiedler, in situations of ______, relationship-oriented leaders are more

effective.
a. high favorability
b. moderate favorability
c. high unfavorability
d. no favorability
e. none of the above
34. The key assumption of Hersey and Blanchard's situational theory is that subordinates vary
in their
a. readiness level.
b. satisfaction level.
c. level of commitment.

d. level of security.
e. all of the above.
35. Hersey and Blanchard are responsible for which theory?
a. Theory of leadership
b. ERG Theory
c. Situational theory
d. Contingency theory
e. Leadership
36. According to the situational theory of Hersey and Blanchard, which of the following leader
styles matches up best with low readiness subordinates?
a. Delegating style
b. Selling style
c. Telling style
d. Participating style
37. Martin is a manager at Anderson Arches, Inc. Hersey and Blanchard would consider most
of his subordinates highly ready. Based on this, which of the following leadership styles is
best for Martin?
a. Participating
b. Delegating
c. Selling
d. Telling
e. Forcing
38. According to Hersey and Blanchard, ______ works best for employees with moderate
readiness.
a. selling and telling

b. telling and participating
c. selling and participating
d. telling and delegating
e. selling and delegating

39. A key difference between the theories of Fiedler and Hersey and Blanchard is that
a. Fiedler considered only task characteristics, while Hersey and Blanchard focused on
the individual.
b. Hersey and Blanchard placed a greater emphasis on task characteristics than did
Fiedler.
c. Fiedler examined a variety of characteristics, while Hersey and Blanchard focused
solely on the individual.
d. all of the above.
e. a and b only.
40. According to ___________, the leader's responsibility is to increase subordinate's

motivation to attain individual and organizational skills.
a. contingency theory
b. the work of Fred Fiedler
c. path-goal theory
d. the theory of charismatic leadership
e. ll of the above
Answer: c Level: 1 Page: 563-564 Type: F
41. According to the path-goal theory, leader behavior that shows concern for subordinate's
well being is known as
a. achievement-oriented leadership.
b. participative leadership.
c. supportive leadership.
d. directive leadership.
e. none of the above.
42. ______ is similar to the consideration leadership.
a. Supportive leadership
b. Directive leadership
c. Participative leadership
d. Achievement-Oriented leadership

43. According to the path-goal theory, ______ occurs when leaders set clear and challenging
goals for subordinates.
a. achievement-oriented leadership
b. supportive leadership
c. directive leadership
d. participative leadership
e. concern for production
44. Tina is a supervisor at Dawson Dolls. She always makes it a point to tell her subordinates
exactly what to do. According to path-goal theory, this is an example of
a. participative leadership.
b. directive leadership.
c. supportive leadership.
d. achievement-oriented leadership.
e. consideration leadership.
45. Which leader behavior from the path-goal theory is similar to the initiating-structure
leadership?
46. ________ means that the leader consults with his or her subordinates about decisions.
47. Which of the following are important work environment contingencies in path-goal theory?

a. The degree of task structure
b. The nature of the formal authority system
c. The work group
d. All of the above
e. a and b only
48. According to path-goal theory, employee effort is increased when
a. the leader clarifies how employees can receive rewards.

b. the leader changes the rewards available to the employee.
c. the leader behavior fits the situation.
e. a and b only.
Answer: d Level: 3 Page: 565-566 Type: F
49. A ______ is a situational variable that makes a leadership style unnecessary or redundant.
a. neutralizer
b. substitute
c. contingency
d. transaction
e. transformation
50. Shakil is a new manager at Gomes Company. He has absolutely no experience as a

manager nor does he know the technology of his department well. These two factors
prevent Shakil from directing his workforce. This is an example of __________ impacting
leadership styles and behaviors.
a. substitutes
b. neutralizers
c. contingencies
d. citizenship
e. transformation
51. Which of the following could substitute for a directive leadership style?
a. An unambiguous task
b. A highly structured task

c. An experienced work force
d. All of the above
e. a and b only
52. ______ leaders clarify the role and task requirements of subordinates.
a. Transactional
b. Charismatic
c. Transformational
d. Supportive
e. Team
53. A __________ leader is one who has the ability to motivate subordinated to transcend their
expected performance
a. transactional
b. charismatic
c. traditional
d. supportive
e. team
54. Charismatic leaders are often __________ than transactional leaders.
a. less emotional
b. more predictable
c. less predictable
d. more directive
e. none of the above
55. Some of the key characteristics associated with charismatic leaders include
a. visionary skills.
b. communication skills.
c. motivation skills.
Answer: d Level: 2 Page: 568-569 Type: F

56. Terrance is a great manager and he has a number of special skills. In particular, Terrance
has the ability to get his subordinates to do more than would be normally expected. Which
of the following terms best describes Terrance?
a. Transactional leader
b. Supportive leader
c. Charismatic leader
d. People-oriented leader
e. Production-oriented leader
57. The _______ leader is distinguished by their ability to bring about organizational change.
a. transformational
b. participative
c. charismatic
d. achievement-oriented
e. people-oriented leader
58. Which of these is the potential ability to influence the behavior of others?
a. Leadership
b. Management
c. Power
d. Control
e. Motivation
59. Which type of power comes from organizational structure and promotes stability, order,
and problem solving within the structure?
a. Motivation
b. Position
c. Leadership
d. Control
e. Referent
60. __________ power comes from personal sources that are not as invested in the
organization, such as personal interests, goals, and values.

a. Motivation
b. Management
c. Personal
d. Control
e. Referent
61. ______ is the power coming from a formal management position in the organization.
a. Referent power
b. Coercive power
c. Reward power
d. Legitimate power
e. Expert power
62. Aaron does not have much of a relationship with his subordinates. They feel obligated to
do as he says because he's the boss. This is an example of
a. referent power.
b. legitimate power.
c. coercive power.
d. reward power.
e. expert power.
63. Which of the following sources of power is most likely to generate compliance in
followers?
a. Legitimate power
b. Expert power
c. Coercive power
d. Referent power
e. Personal power
64. Linda uses praise, letters of support, and pats on the back as ways of influencing her
subordinate's behaviors. All of these actions are highly valued by the work group. This is
an example of
a. coercive power.

b. legitimate power.
c. reward power.
d. expert power.
e. referent power.
65. _________ power is based in the ability of the leader to do such things as recommend
promotions.
a. Coercive
b. Expert
c. Reward
d. Referent
e. Personal
66. power is vested in the manager's ability to punish employees.
a. Coercive
b. Reward
c. Expert
d. Referent
e. Personal
67. Nancy, a middle manager at Sara’s Satchels, uses threats and punishments as ways of
influencing the behavior of his subordinates. Which of the following sources of power is
Nancy relying on?
a. Reward power
b. Coercive power
c. Expert power
d. Referent power
e. Personal power
68. ______ generates resistance most often.
a. Reward
b. Expert
c. Coercive
d. Legitimate

e. Referent
69. Moesha is a manager at Technology Advancements. Moesha uses threats and punishment
to influence the behavior of his subordinates. Which of the following responses is Moesha
likely to encounter?
a. Compliance
b. Resistance
c. Commitment
d. Satisfaction
e. Citizenship
70. Power that stems from a leader's special knowledge is known as
a. reward power.
b. referent power.
c. legitimate power.
d. coercive power.
Answer: e Level: 1 Pages: 572-573 Type: F
71. Referent power depends on the leader's
a. formal title.
b. position in the hierarchy.
c. personal characteristics.
d. salary.
e. reward power.
72. Commitment falls under which type of power?
a. Expert
b. Referent
c. Coercive
d. Reward
e. Legitimate

73. ______ means that workers will share the leader's point of view and enthusiastically carry
out instructions.
a. Compliance
b. Commitment
c. Resistance
d. Satisfaction
e. Necessity

74. leader works to fulfill subordinated needs and goals as well as to achieve the
organization's larger mission.
a. Servant
b. Transactional
c. Transformational
d. Charismatic
e. Interactive
Scenario Questions
Scenario—Shawn McClelland
The mandatory leadership-training seminar had just been concluded. All of the newly promoted
managers at Scottie’s Sandals had been asked to attend and participate in the two-day seminar, and
Shawn McClelland had been fascinated with what she had learned. She is now reviewing the
material she covered.
1. Shawn recognizes that her power can come from five sources, including all of the following
EXCEPT
a. referent power.
b. reward power.
c. coercive power.
d. mechanistic power.
e. All of the sources of power.
Answer: d Type: A
2. Shawn will develop strong skills in working with her people and also strong ability in
accomplishing the task achieving the goals of Scottie’s Sandals. On the managerial grid,

her style will be
a. 1,1.
b. 9,9.
c. 9,1.
d. 1,9.
e. 5,5.
Answer: b Type: A
3. Shawn places maximum value on developing her people and, on Fiedler's questionnaire
scored as a high LPC leader. The best situation for her would include all of the following
EXCEPT
a. good leader-member relations.

b. high task structure.
c. weak position power.
d. committed and talented employees.
e. All of the above are included.
Answer: b Type: A
Short-Answer Questions
1. The ability to influence people toward the attainment of goals is known as _______.
Answer: leadership Page: 552
2. _______ are the distinguishing personal characteristics of a leader, such as intelligence,

values, and appearance.
Answer: Traits Page: 553
3. is the extent to which the leader is mindful of subordinates, respects their

ideas and feelings, and establishes mutual trust.
Answer: Consideration Page: 555
4. is the extent to which the leader is task oriented and directs subordinate
work activities toward goal attainment.
Answer: Initiating structure Page: 556
5. List the two dimensions used in Blake and Mouton's Leadership Grid.

Answer: The two dimensions are concern for people and concern for production.
Page: 556
6. A model of leadership that describes the relationship between leadership styles and
specific organizational situations is called a approach
Answer: contingency approach Page: 558
7. In Fiedler's contingency theory of leadership, leadership style is measured using a scale

known as the _______ scale. Note: an acronym is not an acceptable answer.
Answer: least preferred co-worker Page: 559
8. __________ refers to group atmosphere and members’ attitude toward and acceptance of
the leader.
Answer: Leader-member relations Page: 559
9. A contingency approach to leadership that links the leader's behavioral style with the task
readiness of subordinates is called the .
Answer: situational theory Page: 562
10. According to _______ theory, the leader's responsibility is to increase subordinates'

motivation to attain personal and organizational goals.
Answer: path-goal Page: 563
11. The involvement of leader behavior that shows concern for subordinate’ well being and
personal needs refers to __________.
Answer: supportive leadership Page: 564
12. __________ means that the leader consults with his or her subordinates about decisions
Answer: Participative leadership Page: 565
13. A(n) ______ for leadership makes the leadership style unnecessary or redundant.
Answer: substitute Page: 567
14. A situational variable that counteracts a leadership style is known as a(n) _______.
Answer: neutralizer Page: 567

15. clarify the role and task requirements of subordinates, initiate structure,
provide appropriate rewards, and try to be considerate to and meet the social needs of
subordinates.
Answer: Transactional leaders Page: 568
16. The has the ability to inspire and motivate people to do more than they would
normally do, despite obstacles and personal sacrifice.
Answer: charismatic leader Page: 568
17. A(n) _______ leader is distinguished by a special ability to bring about innovation and
change.
Answer: transformational Page: 570
18. ______ is the potential ability to influence the behavior of others.
Answer: Power Page: 571
19. Power coming from a formal management position in an organization and the authority
granted to it is called .
Answer: legitimate power Page: 572
20. Power that results from the authority to reward others is called .
Answer: reward power Page: 572
21. Power that stems from the authority to punish or recommend punishment is called
.
Answer: coercive power Page: 572
22. List the two types of personal power.
Answer: Expert power and referent power Page: 572
23. Power resulting from a leader's special knowledge or skill regarding the tasks performed
by followers is referred to as .
Answer: expert power Page: 573
24. Power that results from characteristics that command subordinates' identification with,
respect and admiration for and desire to emulate the leader is called .

Answer: referent power Page: 573
25. The purpose of _______ leadership is to bring the follower's higher motives to the work
and connect them to the organization's mission and goals.
Answer: servant Page: 574
26. In __________, the leader favors a consensual and collaborative process, and influence
derives from relationships rather than position power and formal authority.
Answer: interactive leadership Page: 576
Essay Questions
1. What is the basic difference between consideration behavior and initiating structure
behavior?
ANSWER:
The difference between these two major leadership behaviors is their focus. The focus of
consideration behavior is people, with the leader being mindful of subordinates,
respecting their ideas and feelings, and building trust. Initiating structure has a task
orientation, with the leader directing subordinate work activities toward goal attainment,
giving instructions, planning, and scheduling.
Level: 2 Pages: 555-556
2. What three factors combine to create the situation in Leadership Contingency Theory and
what combination of the three best matches a low LPC style? Explain.
ANSWER:
The three factors are leader-member relations, task structure, and position power. The
best combination for a match with low LPC leaders is good leader-member relations,
high task structure, and strong position power.
Level: 3 Pages: 559
3. Describe the three situational elements under Fiedler’s Contingency Theory that can be
described as either favorable or unfavorable.
ANSWER:
Leader-member relations refers to group atmosphere and members’ attitude toward and
acceptance of the leader. Task structure refers to the extent to which tasks performed by
the group are defined. Position power is the extent to which the leader has formal
authority over subordinated.
Level: 2 Page: 559
4. According to the path-goal theory of leadership, one of the leader's roles is to increase
rewards. Briefly explain this role.
ANSWER:
There are three dimensions to the leader's role of increasing rewards. First, the leader
must learn the follower's needs. Second, the leader must match the follower's needs to
rewards if work outcomes are accomplished. Finally, the leader must increase the value
of work outcomes for the follower.
5. Differentiate between a substitute and a neutralizer.
ANSWER:
A substitute is a situational variable that makes a leadership style unnecessary or
redundant. A neutralizer is a situational variable that counteracts a leadership style and
prevents the leader from displaying certain behaviors.
Level: 2 Page: 567
6. Distinguish between charismatic and transformational leadership.
ANSWER:
A charismatic leader has the ability to motivate subordinates to transcend their expected
performance. Vision, value, and trust mark their impact. They tend to have an
emotional impact on followers. Transformational leaders are distinguished from
charismatic leaders by their special ability to bring about innovation and change. They
usually emerge to take an organization through a major strategic change, focusing on the
intangible qualities that facilitate the change process.
7. What are the five bases of power and which one is generally the most expensive to use?
ANSWER:
The five bases of power are legitimate, reward, coercive, expert, and referent. The most
expensive base to use is coercive power because of the devastating impact on
relationships and the resulting loss of motivation and loss of potential performance.



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Chapter 15

Answer: True Level: 1 Page: 552 Type: F

Answer: True Level: 1 Page: 552 Type: F

3. Influence means that the relationship among people is passive.

Answer: False Level: 2 Page: 552 Type: F

4. Recognizing that successful leaders share specific personal characteristics, leadership

Answer: False Level: 2 Page: 553 Type: F

Answer: True Level: 2 Page: 554 Type: F

Answer: False Level: 3 Page: 554 Type: F

Answer: True Level: 1 Page: 555 Type: F

Answer: False Level: 1 Page: 555 Type: F

Chapter Fifteen * Leadership

Answer: False Level: 1 Page: 556 Type: F

Answer: True Level: 2 Page: 556 Type: F

Answer: True Level: 3 Page: 556 Type: F

Answer: False ........................................................................................................Level: 2

Answer: False Level: 3 Page: 557 Type: F

Answer: True Level: 2 Page: 558 Type: F

Answer: False Level: 2 Page: 559 Type: F

Answer: False Level: 2 Page: 559 Type: F

Answer: True Level: 2 Page: 560 Type: F

Chapter Fifteen * Leadership

Answer: True Level: 2 Page: 562 Type: F

Answer: True Level: 2 Page: 563 Type: F

Answer: False Level: 2 Page: 563 Type: F

Answer: True Level: 2 Page: 564 Type: F

Answer: False Level: 2 Page: 564 Type: F

Answer: True Level: 1 Page: 565 Type: F

Answer: False Level: 2 Page: 567 Type: F

Answer: False Level: 2 Page: 567 Type: F

Answer: False Level: 2 Page: 568 Type: F

Chapter Fifteen * Leadership

Answer: True Level: 1 Page: 570 Type: F

Answer: True Level: 1 Page: 571 Type: F

29. Mechanistic power is one of the five sources of power.

Answer: False Level: 1 Page: 572 Type: F

Answer: False Level: 1 Page: 572 Type: F

Answer: False Level: 2 Page: 572 Type: F

Answer: True Level: 2 Page: 572 Type: A

Answer: False Level: 2 Page: 572 Type: F

Answer: False Level: 1 Page: 572 Type: F

Answer: False Level: 1

Answer: True Level: 2 Page: 573 Type: F

Chapter Fifteen * Leadership

Answer: False Level: 2 Page: 573 Type: F

Answer: True Level: 1 Page: 574 Type: F

Multiple Choice Questions

Answer: b Level: 1 Page: 552 Type: F

Answer: d Level: 1 Page: 552 Type: F

3. Leadership is reciprocal, according to your text. This means

Answer: c Level: 2 Page: 552 Type: F

Answer: b Level: 2 Page: 552 Type: A

5. The distinguishing personal characteristics of a leader are known as

Answer: a Level: 1 Page: 553 Type: F

6. The early research on leadership traits was referred to as the

a. contingency theory of leadership.

Answer: c Level: 2 Page: 553 Type: F

Answer: b Level: 2 Page: 553 Type: F

a. The contingency approach