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
e. None
of the above

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?

a. Supportive
leadership
b. Directive
leadership
c. Participative
leadership
d. Achievement-Oriented
leadership
e. None
of the above

46. ________ means that the leader consults
with his or her subordinates about decisions.

a. Supportive
leadership
b. Directive
leadership
c. Participative
leadership
d. Achievement-Oriented
leadership
e. None
of the above

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

F

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.
d. all of the above.
e. a and b only.

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.
d. all of the above.
e. none of the above.

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.
Referent41. 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 e. None
of the above 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? a. Supportive
leadership b. Directive
leadership c. Participative
leadership d. Achievement-Oriented
leadership e. None
of the above 46. ________ means that the leader consults
with his or her subordinates about decisions.
a. Supportive
leadership b. Directive
leadership c. Participative
leadership d. Achievement-Oriented
leadership e. None
of the above 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 F48. 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. d. all of the above. e. a and b only. 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. d. all of the above. e. none of the above. 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.
Motivationb.
Positionc.
Leadershipd.
Controle.
Referent 60. __________ power comes from personal
sources that are not as invested in the organization, such as personal
interests, goals, and values.a.
Motivationb.
Managementc.
Personald.
Controle.
Referent