True/False[QUESTION] 1. 'Leadership' is the ability to influence, motivate and enable others to contribute to organisational effectiveness. Ans: False Difficulty: Medium Page: 414 [QUESTION] 2. Organisational behaviour takes the view that leaders are people in management and other 'leadership' positions in the organisation. Ans: False Difficulty: Easy Page: 414 [QUESTION] 3. 'Shared leadership' is the view that anyone in the organisation may be a leader in various ways and at various times. Ans: True Difficulty: Easy Page: 414 [QUESTION] 4. Leadership competencies or traits have been discussed since the beginning of recorded civilisation. Ans: True Difficulty: Easy Pages: 415-17 [QUESTION] 5. Several large-scale studies have identified integrity as the most important leadership characteristic. Ans: True Difficulty: Medium Pages: 415-17 [QUESTION] 6. Effective leaders are good at perceiving and expressing emotions, as well as regulating emotions in themselves and others. Ans: True Difficulty: Easy Pages: 415-17 [QUESTION] 7. Effective leaders have 'leadership motivation'; that is, they are motivated to be leaders. Ans: True Difficulty: Medium Pages: 415-17 [QUESTION] 8. Integrity, intelligence and self-confidence are most closely related to the competency perspective of leadership. Ans: True Difficulty: Easy Pages: 415-17 [QUESTION] 9. Self-confidence, integrity, knowledge of the business and emotional intelligence are important leadership competencies. Ans: True Difficulty: Medium Pages: 415-17 [QUESTION] 10. Research on the competency perspective of leadership has concluded that four traits are consistently strong predictors of effective leadership across most situations and industries. Ans: False Difficulty: Medium Pages: 415-17 [QUESTION] 11. Leadership competencies identify leadership potential, not leadership performance. Ans: True Difficulty: Easy Pages: 416-17 [QUESTION] 12. One implication of the leadership competency approach is that leadership is found among senior executives rather than people in lower-level positions. Ans: False Difficulty: Medium Pages: 416-17 [QUESTION] 13. The behavioural perspective of leadership focuses on the effectiveness of participative and achievement-oriented leadership styles. Ans: False Difficulty: Medium Pages: 417-18 [QUESTION] 14. The behavioural perspective of leadership says that task-oriented leaders clarify duties and procedures, ensure that employees follow company rules and push them to reach their performance capacity. Ans: True Difficulty: Easy Pages: 417-18 [QUESTION] 15. Research indicates that employees of task-oriented leaders have better performance and team dynamics but lower job satisfaction. Ans: True Difficulty: Easy Pages: 417-18 [QUESTION] 16. According to the behavioural perspective of leadership, people-oriented leadership is associated with higher employee performance and better team dynamics. Ans: False Difficulty: Medium Pages: 417-18 [QUESTION] 17. According to the behavioural perspective of leadership, task-oriented leadership is the opposite of people-oriented leadership. Ans: False Difficulty: Medium Page: 418 [QUESTION] 18. Path-goal theory has its roots in the expectancy theory of motivation. Ans: True Difficulty: Easy Page: 418 [QUESTION] 19. Path-goal theory states that effective leaders have high emotional intelligence, integrity and motivation to become a leader. Ans: False Difficulty: Medium Pages: 418-19 [QUESTION] 20. Servant leaders try to understand employee needs and facilitate their work performance. Ans: True Difficulty: Easy Page: 419 [QUESTION] 21. One problem with path-goal leadership theory is that it ignores the philosophy of servant leadership. Ans: False Difficulty: Medium Page: 419 According to path-goal theory. The achievement-oriented leadership style applies the goal-setting and self-fulfilling prophecy concepts. Ans: False Difficulty: Medium Pages: 419-21 [QUESTION] 25. Ans: False Difficulty: Medium Pages: 419-21 [QUESTION] . Ans: False Difficulty: Medium Page: 419 [QUESTION] 23. Ans: True Difficulty: Medium Page: 420 [QUESTION] 24.[QUESTION] 22. Servant leadership occurs when employees believe that their energy is put into serving their leader rather than accomplishing organisational objectives. Path-goal leadership theory includes directive. supervisory and integrity leadership styles. directive leadership should be applied where the task is complex and the employee has an external locus of control. According to path-goal theory. Ans: False Difficulty: Medium Pages: 419-21 [QUESTION] 30. One limitation of path-goal theory of leadership is that it ignores the possibility that the best leadership style depends on the situation. . participating and delegating. supportive leadership is desirable for employees who work in teams with low cohesiveness. Ans: False Difficulty: Medium Pages: 419-21 [QUESTION] 28. According to path-goal leadership theory.26. directive leadership should never be applied to either experienced or inexperienced employees. Ans: True Difficulty: Easy Pages: 419-21 [QUESTION] 27. One problem with path-goal theory is that it is an extremely simple model of leadership relative to other leadership theories. selling. Ans: False Difficulty: Easy Pages: 419-21 [QUESTION] 29. The Hersey-Blanchard situational leadership model identifies the following four leadership styles: telling. Ans: True Difficulty: Easy Page: 423 [QUESTION] 34. Ans: True Difficulty: Medium Pages: 422-3 [QUESTION] 33. so we must put leaders in situations that match their natural style.Ans: True Difficulty: Medium Page: 422 [QUESTION] 31. Fiedler's contingency model of leadership suggests that the best leadership style depends on the degree of power and influence the leader possesses in the situation. it may be necessary to change the situation to fit the leader's dominant style. The situational leadership model states that a person's leadership style does not change. Rather than changing the leader's style to fit the situation. Ans: False Difficulty: Difficult Pages: 422-3 [QUESTION] 32. The leadership substitutes model identifies ways to neutralise or replace transformational leaders in specific conditions. Ans: False . Ans: True Difficulty: Medium Page: 423 [QUESTION] 38. Reward systems and employees' skills are substitutes for task-oriented leadership. Transactional leaders are mainly change agents. Ans: True Difficulty: Easy Pages: 423-4 [QUESTION] 37. task or organisation limit the leader's influence or make it unnecessary. Ans: False Difficulty: Medium Page: 424 [QUESTION] . characteristics of the employee.Difficulty: Medium Pages: 423-4 [QUESTION] 35. Self-leadership replaces the need for formal leadership in self-directed work teams. Ans: True Difficulty: Easy Pages: 423-4 [QUESTION] 36. According to the leadership substitutes theory. According to the textbook. Ans: False Difficulty: Easy Page: 424 [QUESTION] 41. 'Charismatic leadership' refers more to leader behaviours. Scholars recommend that transformational leadership should be used instead of transactional leadership.39. whereas 'transformational leadership' refers mainly to personal traits that provide referent power over followers. The behavioural and contingency leadership theories adopt more of a transactional and less of a transformational perspective of leadership. Ans: True Difficulty: Easy Page: 424 [QUESTION] 40. Ans: True Difficulty: Medium Page: 424 [QUESTION] 43. Ans: False Difficulty: Medium Page: 424 [QUESTION] 42. Charismatic leadership is a characteristic found mainly in transactional leaders. charismatic leadership differs from transformational leadership. Ans: False . Ans: True Difficulty: Easy . Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organisational goal. Ans: True Difficulty: Easy Page: 427 [QUESTION] 47. Ans: True Difficulty: Easy Page: 426 [QUESTION] 45. patterns and settings more consistent with the strategic vision.Difficulty: Medium Page: 424 [QUESTION] 44. Transformational leaders frame their vision by setting it aside until the time is right to introduce it again. Walking the talk assists organisational change by building trust in the leader. work schedules and other executive symbols. Ans: False Difficulty: Medium Page: 426 [QUESTION] 46. Effective transformational leaders 'walk the talk' by making meeting agendas. Effective transformational leaders build commitment towards the strategic vision by using words. symbols and stories that inspire and energise employees to adopt the vision as their own. The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organisational events. Ans: True Difficulty: Medium Page: 428 [QUESTION] 50. Ans: True Difficulty: Easy Page: 428 [QUESTION] 49. One apparent problem with the transformational leadership perspective is that it still implies a universal rather than contingency approach to leadership. Ans: True Difficulty: Medium Page: 428 [QUESTION] 51. Ans: False Difficulty: Medium Pages: 428-9 .Page: 427 [QUESTION] 48. Leaders have a difficult time getting due credit for their efforts because attribution errors cause followers to attribute organisational outcomes to the environment rather than the leader. Recent studies reveal that the concept and features of leadership are similar around the world.[QUESTION] 52. Ans: False Difficulty: Medium Pages: 428-9 [QUESTION] 53. Ans: True Difficulty: Easy Page: 429 [QUESTION] 55. The implicit leadership perspective encourages potential leaders to act differently than what employees expect. Ans: False Difficulty: Medium Page: 429 [QUESTION] 56. Ans: False Difficulty: Easy Pages: 428-9 [QUESTION] 54. . The meaning of leadership is so different across cultures that there are no universal leadership characteristics. Cultural values shape the expectations that followers have of their leaders. Expectancy theory and goal setting are the two main concepts behind the implicit leadership perspective of leadership. Research indicates that male and female leaders do not differ in their levels of task-oriented and people-oriented leadership. Ans: False Difficulty: Medium Pages: 430-1 [QUESTION] 59. The emerging expectations of effective leaders are inconsistent with how many women prefer to lead. Women tend to use the participative leadership style less often than do men. Ans: False Difficulty: Easy Pages: 430-1 Multiple choice [QUESTION] 60. Which of these statements about leadership is TRUE? A. 'Leadership' includes the process of influencing others. . Ans: True Difficulty: Medium Pages: 430-1 [QUESTION] 58.Ans: False Difficulty: Medium Pages: 429-30 [QUESTION] 57. . Anyone may be a leader at an appropriate time and place. Which of these statements about leadership is FALSE? A. B. D. E. do all of these. Ans: D Difficulty: Easy Page: 414 [QUESTION] 61. use power and persuasion to ensure that followers have the motivation and role clarity to achieve specified goals. Ans: D Difficulty: Easy Page: 414 [QUESTION] 62. Effective leaders: A. None of these statements is true. E. C. B. 'Leadership' includes actions that change the work environment so that employees are better able to achieve team or organisational objectives. do none of these. arrange the work environment so that employees can achieve corporate objectives more easily. Leaders use power and persuasion to get others to achieve organisational objectives. C. help groups of people define their goals. Leadership applies to people in any position in the organisation. not just those in executive positions. D. All of these statements are true.B. Attitudinal B. perspectives of leadership. process theories of motivation. Competency. E. leadership experts identified seven competencies that are consistently associated with effective leadership.C. Organisational behaviour scholars have studied leadership from several different perspectives. In the 1940s. Which of these is NOT explicitly identified in the textbook as a leadership perspective? A. C. D. levels of media richness in communication. Transformational D. Ans: B Difficulty: Easy Pages: 414-15 [QUESTION] 64. implicit and transformational represent four of the main: A. E. sources of organisational power. B. Implicit . Contingency C. Ans: C Difficulty: Medium Page: 414 [QUESTION] 63. Effective leaders provide an environment for followers to achieve team or organisational objectives. D. contingency. forms of employee involvement. All of these take the view that leadership is a characteristic of the person. people tend to inflate the importance of leadership in explaining organisational events. D. Behavioural perspective of leadership D. Competency (trait) perspective of leadership C. Ans: B Difficulty: Easy Pages: 415-16 [QUESTION] 66. Path-goal leadership E. Transactional perspective of leadership B. C.E. Ans: D Difficulty: Easy . leadership is a characteristic of the person. Which leadership perspective takes the view that leadership is a characteristic of the person? A. effective leadership involves being both task-oriented and people-oriented. B. the best leadership style depends on the situation. E. The competency (trait) perspective takes the view that: A. Competency Ans: A Difficulty: Medium Pages: 414-15 [QUESTION] 65. introducing specific environmental conditions can replace the need for leaders. is no longer accepted as an approach to understanding leadership in organisations. C. Ans: E Difficulty: Difficult Pages: 415-17 [QUESTION] . D. takes a contingency approach by identifying the best leadership competencies under different conditions. recent writing on leadership competencies has: A. B. is both one of the most recently studied perspectives of leadership AND is no longer accepted as an approach to understanding leadership in organisations. D. such as knowledge and values. Ans: A Difficulty: Medium Pages: 415-17 [QUESTION] 68. focused mainly on the personality traits and physical appearance of great leaders. C. focused on a broader range of personal characteristics. is one of the most recently studied perspectives of leadership. taken a contingency approach to leadership traits. None of these statements accurately describes the competency perspective. E. The competency perspective of leadership: A. B. concluded that personal characteristics identify female leaders but not male leaders. Unlike earlier research on leadership traits. E. concluded that leadership cannot be determined from an individual's competencies.Pages: 415-17 [QUESTION] 67. Effective leaders have a high need for personalised power. D. Drive. the characteristics of female leaders that are not found in male leaders. integrity and emotional intelligence are identified in the textbook as: A. Motivation to become a leader C. the main elements of situational leadership theory. competencies of effective leaders. Effective leaders have a strong belief in their leadership abilities. High need for achievement B.69. According to recent writing on the subject. C. High confidence in their leadership ability D. All of these are leadership competencies. B. Ans: E Difficulty: Easy Pages: 415-16 [QUESTION] 71. E. which of the following competencies is characteristic of effective leaders? A. B. High integrity E. . Which of the following competencies is NOT a characteristic of effective leaders? A. contingencies in path-goal theory. Ans: C Difficulty: Medium Pages: 415-16 [QUESTION] 70. substitutes for leadership. Researchers who conduct leadership studies tend to have a higher level of emotional intelligence than researchers who study other organisational behaviour topics. D. D. Ans: B Difficulty: Easy Pages: 415-17 [QUESTION] 73. Emotional intelligence is the psychological condition that makes people want to believe that leaders make a difference. Effective leaders have above average cognitive intelligence. Ans: A Difficulty: Medium Pages: 415-16 [QUESTION] 72. Emotional intelligence is not relevant to the study of leadership. E. is the only trait that distinguishes effective from ineffective leaders. is unrelated to effective leadership. Effective leaders have a high degree of integrity. C. E. B. . B. is an important characteristic of effective leaders.C. Effective leaders have a high level of emotional intelligence. C. What is the relevance of emotional intelligence in leadership? A. Emotional intelligence is one of the most frequently identified contingencies of employees when choosing the best leadership style. Recent leadership writing suggests that emotional intelligence: A. is less important than early writing on leadership traits had assumed. D. Emotional intelligence is one of the competencies of effective leaders. height) are good predictors of leadership effectiveness. The competency perspective of leadership has evolved into a sophisticated contingencyoriented model. . such as drive. B. Ans: A Difficulty: Medium Pages: 415-17 [QUESTION] 75.g. states that leadership exists mainly in the perceptions of followers. is often applied by organisations when selecting executives and future leaders. Effective leaders tend to have a few common values and abilities. Which of the following best summarises research on the competency (trait) perspective of leadership? A. C. lays the foundation for the contingency perspective of leadership. A few physical appearance traits (e. states that the most appropriate leadership style depends on the situation. E. Ans: B Difficulty: Medium Pages: 415-16 [QUESTION] 74. C. Leadership scholars have identified at least two dozen competencies that are clearly related to effective leadership.E. is currently unimportant. E. B. D. is the most recently developed perspective of leadership. The competency (trait) perspective of leadership: A. intelligence and integrity. Competencies have no importance in identifying effective leaders. but will become an important leadership trait as the workforce ages and jobs become less production-oriented. D. Ans: B Difficulty: Medium Pages: 415-17 [QUESTION] 76. High self-monitors are more likely to emerge as effective leaders. Leaders are more likely to be effective if they have a low self-monitoring personality. E. D. None of these statements is accurate. it implies a universal rather than contingency approach to leadership. D. C. One problem with the competency (trait) perspective of leadership is that: A. Ans: D Difficulty: Difficult Pages: 415-17 [QUESTION] 77. competencies reflect the leader's performance rather than potential. B. C. How does self-monitoring personality relate to leadership? A. It is easier to be an effective leader when subordinates have high self-monitoring personalities. It is easier to be an effective leader when subordinates have low self-monitoring personalities. researchers have not yet considered physical appearance in the list of possible leadership traits. Ans: D Difficulty: Medium . E. research does not find any evidence that effective leaders have specific competencies. most leadership competencies are too specific. leaving no opportunity to interpret their meaning broadly. B. Transformational perspective C.Pages: 416-17 [QUESTION] 78. All of them have been rejected by OB scholars as poor representations of effective leadership. behavioural perspective D. E. All of them explicitly consider the relevance of emotional intelligence in leadership. D. All of these adopt a universal rather than contingency approach. All of them are contingency approaches to leadership. C. 417 & 424 [QUESTION] . Ans: D Difficulty: Medium Pages: 415. Ans: B Difficulty: Difficult Pages: 415. B. Which leadership theory or perspective tends to adopt a universal rather than contingency approach? A. E. Competency (trait) perspective B. whereas the transformational perspective is contingency-oriented. 424 & 417 [QUESTION] 79. All of them generally assume a 'one best way' (universal) approach to leadership. What do the competency. behavioural and transformational leadership theories have in common? A. All of them explicitly describe leadership in terms of the leader's power over subordinates. Only the competency and behavioural perspectives are universal. leadership style is related to the individual's personality and. C. Transformational and implicit E. Transformational and transactional C. D. consequently. B. all great leaders are highly task-oriented and much lower in terms of people-oriented behaviours. Task-oriented and people-oriented B. E. leadership behaviours are clustered into people-oriented and task-oriented groups. The behavioural perspective of leadership identified which two clusters of leadership behaviours? A. organisations should engineer the situation to fit the leader's dominant style. the best leadership style depends on the employee's behaviour at the time of interaction. leadership behaviours are clustered into either participative or achievement-oriented groups. Task-oriented and competency-based Ans: A Difficulty: Medium Pages: 417-18 [QUESTION] 82. Ans: C Difficulty: Medium Pages: 417-18 [QUESTION] 81. Supportive and achievement-oriented D. Which leadership perspectives or theories explicitly consider the leader's task-oriented and people-oriented styles? .80. According to the behavioural perspective of leadership: A. behavioural. . Path-goal D. Behavioural C. establish challenging goals. Which of these statements about people-oriented and task-oriented leadership styles is FALSE? A. C. According to research on the behavioural perspective of leadership. E. develop mutual trust and respect for subordinates. B. do personal favours for employees. The two dimensions of the Leadership Grid® are similar to the people-oriented and taskoriented leadership styles. Both behavioural perspective and path-goal theory consider task-oriented and people-oriented styles. Ans: A Difficulty: Medium Page: 418 [QUESTION] 84. D. listen to employee suggestions. E. and path-goal explicitly consider task-oriented and people-oriented styles.A. Competency. task-oriented leaders tend to: A. Competency B. do all of these things. Ans: E Difficulty: Medium Page: 418 [QUESTION] 83. Ans: C Difficulty: Medium Pages: 418-20 [QUESTION] 86. People-oriented leaders show more mutual trust and respect for subordinates than do taskoriented leaders. path-goal theory. Task-oriented leadership is associated with lower job satisfaction. E.B. implicit leadership theory. Path-goal theory does not mention any leadership styles. D. Task-oriented leaders tend to devote more energy towards defining and structuring work roles. C. transformational leadership. leadership competencies. People-oriented and task-oriented leadership styles are at opposite ends of a behavioural continuum. Ans: B Difficulty: Difficult Page: 418 [QUESTION] 85. . E. Some leadership styles in path-goal theory are derived from: A. B. transformational leadership. D. The two dimensions of leadership highlighted in the behavioural leadership perspective are also specifically identified in: A. B. C. behavioural leadership theory. participative leadership is the most effective style of leadership. B. C. C. implicit leadership perspective. Path-goal theory is based on the idea that leadership is a stable personality trait. B. supportive leadership is best where the employee's job is highly satisfying. so it is easier to change the situation to match the person's leadership style. leadership is relatively unimportant in organisations. Which of the following statements about path-goal theory is TRUE? A. Path-goal theory assumes that managers can apply only one leadership style in a given situation. E. leadership competencies perspective. D. Path-goal theory considers the subordinate's ability and experience when determining the best leadership style for the situation. Path-goal theory argues that: A. D. none of these theories or perspectives. Ans: A Difficulty: Easy Pages: 418-20 [QUESTION] 87.C. Ans: C Difficulty: Medium Pages: 418-21 [QUESTION] 88. The main objective of path-goal theory is to encourage leaders to develop highly peopleoriented and task-oriented behaviours whenever they interact with subordinates. E. . Path-goal theory considers seven different leadership competencies. the most effective leader behaviour depends on the situation. the best leaders possess high levels of emotional intelligence. Ans: D . D. C. Ans: C Difficulty: Easy Pages: 418-21 [QUESTION] 90. B. E. Fiedler's contingency theory. great leaders are born. directive leadership is ineffective when employees are experienced and work in routine jobs. great leaders are born. Behavioural leadership theory.D. C. B. Ans: E Difficulty: Medium Pages: 418-21 [QUESTION] 89. leaders are considered effective by followers when they act and look consistently with the perceptions and stereotypes that followers hold of ideal leaders. Leadership substitutes theory. not made. According to the path-goal theory of leadership: A. achievement-oriented leadership is the most effective style of leadership. Hersey-Blanchard's situational theory. D. E. not made. E. Path-goal theory. Which of the following is NOT identified as a contingency model of leadership? A. Servant leadership emphasises all of these. D. the behavioural perspective of leadership. D. C. employees are servants in the organisation. Ans: E Difficulty: Medium Page: 419 [QUESTION] . Servant leadership emphasises the notion that: A. so they should place organisational objectives above their personal needs. C. B. the competency perspective of leadership. employees are paid to serve their leaders. B. Servant leadership is most closely associated with: A. Ans: A Difficulty: Medium Page: 419 [QUESTION] 92. leaders should have servants to perform the work. transformational leadership. E. E. the implicit leadership perspective.Difficulty: Easy Pages: 418-23 [QUESTION] 91. Servant leadership emphasises none of these. path-goal leadership. Ans: D Difficulty: Easy Page: 420 [QUESTION] 95.93. Competency perspective of leadership E. Implicit leadership perspective D. Transformational leadership B. Path-goal theory E. All of these explicitly include the participative style. Achievement-oriented leadership . Competency (trait) perspective B. Implicit leadership C. Their main objective is to make it easier for employees to perform their jobs. Servant leadership D. Gusher Oil is mainly encouraging which of the following? A. Leadership substitutes Ans: C Difficulty: Medium Pages: 414-19 [QUESTION] 94. stewards and facilitators to employees. Gusher Oil Ltd expects all of its executives and supervisors to act as coaches. Which leadership theory or perspective explicitly includes the participative style? A. Which of the following is a leadership style identified in path-goal theory? A. Transformational leadership theory C. Ans: D Difficulty: Medium Page: 420 [QUESTION] 97. Ans: A Difficulty: Easy Pages: 419-20 [QUESTION] 96. Achievement-oriented E.B. C. Which leadership style in path-goal theory is most closely associated with goal setting and positive self-fulfilling prophecy? A. According to path-goal theory. supportive leadership is most appropriate when: A. the employee works in a highly cohesive team. Transformational leadership style D. the job is routine. Supportive C. Participative D. Emotionally intelligent leadership style E. Selling style of leadership C. the employee lacks experience in the job. Directive B. B. . the employee has an internal locus of control. All of these are leadership styles identified in path-goal theory. D. None of these relates in any way to goal setting and positive self-fulfilling prophecy. E. Path-goal theory states that directive leadership is NOT an effective leadership style when: A. D. Directive leadership is NOT an effective leadership style when any of these conditions exist. E. B. the employee likes to be told what to do. the employee lacks job experience. the employee's job is highly complex. C. the employee's job is highly structured. all of these conditions exist. Ans: C Difficulty: Difficult Page: 420 [QUESTION] 98. D. none of these conditions exist. any or all of these conditions are present. Path-goal theory states that leaders should apply the participative style when: A. B. the employee does not know what is expected of him or her.E. the employee has an external locus of control. C. the task is routine. Ans: A Difficulty: Medium Page: 421 [QUESTION] 99. Ans: E Difficulty: Difficult . According to pathgoal theory. which leadership style would be most appropriate in this situation? A. Abusive E. Participative C. Ans: B Difficulty: Difficult Page: 421 [QUESTION] . According to path-goal theory. Participative leadership E. Directive and supportive leadership B. Directive and participative leadership D. Supportive and participative leadership C. None of these would be appropriate in this situation. Directive B. Supportive D. Supportive leadership Ans: D Difficulty: Difficult Page: 421 [QUESTION] 101. which leadership style or combination of styles would be most effective for people who are skilled and experienced in the job? A. These employees are highly experienced and confident in their work. Suppose that you are the new supervisor of a unit of employees who work in non-routine jobs.Pages: 420-1 [QUESTION] 100. it overlooks the two dimensions of leadership identified in the behavioural perspective of leadership. Ans: A Difficulty: Easy Page: 422 [QUESTION] 104. selling. none of these conditions. E. Telling. it ignores team dynamics as a possible contingency of leadership. path-goal theory. it has very little research support. the leader's capacity to walk the talk. Ans: B Difficulty: Medium Page: 421 [QUESTION] 103.102. the readiness of followers. B. E. C. it ignores the possibility that the best leadership style depends on the situation. weight and other traits or competencies. D. participating and delegating represent the four leadership styles identified in: A. the leader's integrity. the availability of leadership substitutes. One problem with path-goal theory is that: A. B. Hersey and Blanchard's situational leadership model states that the best leadership style depends on: A. C. . some elements of the theory have not yet been studied. D. everyone has the same capacity to become an effective leader. According to Fiedler's contingency model of leadership: A. transformational leadership theory. leadership competencies theory. C. which of these leadership concepts or theories has little or no research support? A. . Path-goal leadership theory Ans: A Difficulty: Medium Page: 422 [QUESTION] 106. the best leadership style depends on the availability of leadership substitutes. B. Fiedler's theory states all of these.B. According to the textbook. D. Emotional intelligence and integrity as leadership competencies C. Hersey and Blanchard's situational leadership theory. D. C. Transformational leadership D. Leadership substitutes theory E. E. implicit leadership theory. effective leaders are able to change their style to fit the situation. Ans: D Difficulty: Easy Page: 422 [QUESTION] 105. Hersey and Blanchard's situational leadership theory B. Ans: E Difficulty: Difficult Pages: 422-3 [QUESTION] 107. the leader's emotional intelligence. B. all of these conditions. Ans: B Difficulty: Difficult Pages: 422-3 [QUESTION] 108. Fiedler's contingency model of leadership states that the best leadership style depends on: A. Fiedler's contingency model of leadership Ans: E . Leadership competencies perspective E. so organisations should move leaders into situations that fit their preferred style? A. D. Fiedler's theory states none of these. Which leadership theory explicitly argues that people have a preferred leadership style based on their personality. the level of situational control. C. Implicit leadership perspective D. the leader's level of servant leadership. Path-goal theory B. Transformational leadership C. the leader's knowledge of the employee's job.E. E. is the only theory to adopt the implicit leadership perspective. suggests that organisations need to engineer the situation to fit the leader's preferred style. B. Ans: C Difficulty: Medium . Some situational conditions substitute for task-oriented or people-oriented leadership styles. Fiedler's contingency theory of leadership has made an important and lasting contribution to the study of leadership because it: A. is the only leadership theory to adopt a contingency approach. Leadership substitutes include characteristics of the employee. Which of the following statements about the leadership substitutes model is FALSE? A. E. C. D. was the first theory to recognise the existence of leadership substitutes. Leadership substitutes neutralise or replace transformational rather than transactional leadership. Some leadership substitutes are incorporated into the path-goal leadership theory. B. D. Ans: C Difficulty: Medium Pages: 422-3 [QUESTION] 110. task or organisation that either limit the leader's influence or make it unnecessary. E. Leadership substitutes take a contingency-oriented view of leadership. discovered that effective leaders do not have a common set of competencies. rather than vice versa. C.Difficulty: Medium Pages: 422-3 [QUESTION] 109. Leadership substitutes D. Task-oriented behaviours B. Ans: E Difficulty: Easy Pages: 423-4 [QUESTION] 112. Hersey and Blanchard's situational leadership theory E. Employees with strong self-leadership competencies C. All of these are leadership substitutes. Implicit leadership C.Pages: 423-4 [QUESTION] 111. Performance-based reward systems D. Which of the following would be a leadership substitute? A. Fiedler's contingency theory of leadership Ans: C Difficulty: Medium Pages: 423-4 [QUESTION] 113. Which leadership theory or perspective adopts the view that leaders are agents of change? . Supportive colleagues E. Skilled employees B. Which of the following has become more important as organisations remove supervisors and shift toward team-based structures? A. are/do none of these. transformational leadership. C. Transactional leaders: A. the implicit leadership perspective. B. B. E. improve efficiency. Path-goal theory C. represent an unrealistic stereotype that followers have of great leaders. D. Implicit leadership perspective D. Transformational perspective B. leadership competencies. Ans: A Difficulty: Medium Page: 424 [QUESTION] 115. build a strategic vision to change the organisation.A. Behavioural perspective E. . possess all of the competencies of great leaders. C. Leadership substitutes Ans: A Difficulty: Easy Page: 424 [QUESTION] 114. Transactional leadership is most similar to: A. mobilise commitment for organisational change by acting as role models. both the implicit leadership perspective AND transformational leadership. Ans: A Difficulty: Medium Pages: 424-5 [QUESTION] 117. personal traits that provide referent power over others. use mundane tools such as meeting agendas to move the organisation in a new direction. Ans: E . D.D. E. B. the same features as transformational leadership. E. Ans: D Difficulty: Medium Page: 424 [QUESTION] 116. path-goal theory of leadership. C. 'Charismatic leadership' refers to: A. B. any situation where followers attribute positive things to leaders who do not really deserve this credit. Transformational leadership states that effective leaders: A. do all of these things. D. establish new goals and expectations for the organisation. E. the same features as transactional leadership. create a vision of where the company should be going. the people-oriented behaviours in the behavioural perspective of leadership. C. B. encouraging employees to participate in the search for a new corporate strategy. E. Transformational leaders 'frame' their vision by: A. Ans: E Difficulty: Difficult Pages: 426-8 [QUESTION] . Use metaphors and unique language to symbolise the new vision. describing the strategic vision in the form of a quantitative formula. Which of the following would NOT be considered transformational leadership? A. D. behaving in ways large and small that symbolise the values that he or she is articulating. D. Show employees how to perform the job more efficiently. acting persistently and consistently towards the strategic vision. Do things that are consistent with the new corporate vision.Difficulty: Medium Pages: 424-8 [QUESTION] 118. C. Work with employees to develop a common mental model of the organisation's desired future. B. C. None of these things refer to how transformational leaders 'frame' their vision. Ans: B Difficulty: Medium Page: 428 [QUESTION] 119. Create a new setting or arrangement to mark a change in direction for the organisation. E. 'Walking the talk' refers to which of the following? A. All of these are limitations of the transformational perspective. The transformational perspective does not yet have any known limitations. C.120. Ans: C Difficulty: Medium Page: 428 [QUESTION] 122. It focuses too much on how leaders improve organisational efficiency. Ans: D Difficulty: Medium Pages: 427-8 [QUESTION] 121. The leader provides specific instructions to help employees understand the task requirements. It is typically presented as a contingency rather than universal perspective. C. E. None of these refers to 'walking the talk'. E. B. D. Implicit leadership perspective . Attribution theory is a major component of which of these leadership perspectives? A. rather than by whether they engage in specific behaviours. B. The leader behaves in ways that symbolise the vision. The leader frames the vision around a grand purpose. Researchers tend to define transformational leaders in terms of their success. The leader uses metaphors to symbolise the vision. D. Trait perspective B. Which of the following is a limitation of the transformational perspective of leadership? A. Transformational perspective E. Contingency perspective D. C. Behaviour perspective Ans: B Difficulty: Easy Pages: 428-9 [QUESTION] 123. C. We tend to attribute everything that happens in the organisation to its leader. give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents. . D. E. We try to simplify the causes of organisational events by saying that they are due to leaders. Ans: D Difficulty: Medium Page: 428 [QUESTION] 124. attribute the actions of leaders to external causes. D. When followers stereotype leaders. tend to observe the leader's performance rather than physical features and other traits. We tend to evaluate leadership effectiveness on the person's appearance and behaviour rather than on the consequences of his or her actions. B. which of the following occurs? A. believe that leaders are effective only if they behave consistently with the follower's preconceptions of how an effective leader should act.C. We have difficulty believing that anyone is an effective leader. they: A. B. When we stereotype leaders. believe that effective leaders are infallible. Ans: B . all leaders have the same set of values. Ans: C Difficulty: Medium Pages: 428-9 [QUESTION] 126. everyone is capable of being an effective leader. leaders are people who change organisations. All of these statements are true. charismatic visionary is a universally-recognised leadership concept.E. None of these occurs when we stereotype leaders. not just actual behaviours and competencies of people called leaders. the concept of leadership does not vary from one country to the next. participative leadership is a characteristic of effective leaders across all cultures. Cross-cultural studies of leadership report that: A. B. D. there is no such thing as leadership. E. B. D. The implicit theory of leadership states that: A. Ans: D Difficulty: Medium Pages: 428-9 [QUESTION] 125. leadership is a perception of followers. E. C. the best leadership style depends on both the characteristics of employees and the environment in which they work. C. E. All of these statements are true. C. Ans: B Difficulty: Medium Pages: 430-1 [QUESTION] 128. Male and female leaders generally do not differ in their use of participative leadership. Male and female leaders generally do not differ in their use of task-oriented and peopleoriented leadership. Which of the following statements about leadership and gender is TRUE? A. Sex stereotypes influence the evaluations that subordinates assign to their leaders. How do women differ from men in their use of leadership styles? A. E. B. Women tend to use more of the task-oriented leadership style than men. C. D. Organisational behaviour research has not studied the relative tendency of men and women to use certain leadership styles. D. B.Difficulty: Medium Pages: 429-30 [QUESTION] 127. Women and men use all leadership styles to about the same extent. Ans: B Difficulty: Difficult Pages: 430-1 . Women tend to use more of the participative leadership style than men. Male leaders tend to use the participative style more often than female leaders. Women tend to use more of the people-oriented leadership style than men. male and female leaders adopt equal degrees of task-oriented. people-oriented and participative leadership. women are not as skilled at leading people. all of these statements are false.[QUESTION] 129. male leaders are less people-oriented than female leaders. E. participative style. B. people-oriented style. Research on gender and leadership suggests that: A. Male and female leaders do not differ in their leadership styles. Ans: E Difficulty: Medium Pages: 430-1 [QUESTION] 131. . female leaders are less task-oriented than male leaders. B. task-oriented style. C. C. D. D. female leaders are less participative than male leaders. people-oriented style AND participative style. Compared to male leaders. E. Ans: C Difficulty: Medium Pages: 430-1 [QUESTION] 130. female leaders tend to have a more: A. People tend to evaluate female leaders slightly less favourably than male leaders because: A. Along with evaluating each job candidate's past experience. Identify four competencies that NewTech should be examining in each candidate. . Ans: A Difficulty: Difficult Pages: 430-1 Short Answer [QUESTION] 133. C. Recent surveys report that women are rated higher than men on coaching. C.B. of all of these reasons. Ans: B Difficulty: Medium Pages: 430-1 [QUESTION] 132. teamwork and empowering employees. The leadership ratings of women have decreased relative to the ratings men receive. Popular opinion among leaders and employees is that men and women lead differently. E. Which of these statements about gender and leadership is FALSE? A. B. women tend to use one leadership style whereas effective leaders use many styles. Early OB research concluded that female leaders are evaluated less favourably than equivalent male leaders due to sex stereotype bias. NewTech Ltd is searching for a new vice-president of marketing and wants to find someone with excellent leadership qualities. NewTech intends to assess each candidate's leadership competencies. Scholars suggest that women are possibly more participative because their upbringing has made them more egalitarian and less status oriented. people do not have many examples of women in leadership roles. they tend to rely on sex stereotype biases. E. D. D. In particular. Leadership motivation. Self-confidence. They also use impression management tactics described in Chapter 12 to convince followers of their confidence. Effective leaders are truthful and translate words into deeds. Difficulty: Medium Pages: 415-16 [QUESTION] 134. They want to use their power bases to influence their team or organisation and make it successful. Drive. Leaders believe in their leadership skills and ability to achieve objectives. leaders have a high need for achievement. This refers to the inner motivation that leaders possess to pursue their goals. Students can identify any four of the seven leadership competencies listed below: Drive. This refers to the inner motivation that leaders possess to pursue their goals. Leaders are not necessarily geniuses.should be obvious to all students. Southern Industrials Ltd wants to develop a competency-based approach to executive selection. based on leadership research. Rather. leaders have a high need for achievement. Leaders need to understand the environment in which they operate to make more intuitive decisions. In particular. Intelligence. This relates to the idea that intuition requires experience and intimate knowledge of the industry. discriminate among them and use this information to guide their behaviour.competency perspective -. Effective leaders are able to monitor their own and others' emotions. identify four 'competencies' that Southern Industrials will probably identify in effective executives. Which leadership perspective mainly applies to this practice? Also. they have superior ability to analyse alternative scenarios and identify potential opportunities. Effective leaders have a strong need for socialised power. Leaders have above-average cognitive ability to process enormous amounts of information. Leaders will only have followers when trust is maintained through the leader's integrity.Ans: Students can identify any four of the seven leadership traits listed below: Emotional intelligence. . Integrity. Ans: The leadership perspective -. This includes having a strong self-monitoring personality so that they are sensitive to situational cues and can readily adapt their own behaviour appropriately. Knowledge of the business. Leadership competency perspective. Ans: A few pieces of information in this incident suggest that Tuk should consider both the competency and transformational perspectives to leadership. Rather. Knowledge of the business. This program would include hiring people with leadership capabilities and providing leadership development opportunities for those currently employed. They have a strong self-monitoring personality to adapt their behaviour appropriately. Emotional intelligence Effective leaders monitor their own and others' emotions. they have superior ability to analyse alternative scenarios and identify potential opportunities. and use the information to guide their thoughts and actions. The competency perspective recognises that some people possess personal characteristics that offer them a higher potential to be great leaders. This strongly suggests that the competency perspective should be considered. They also use impression management tactics described in Chapter 12 to convince followers of their confidence. Leaders have above average cognitive ability to process enormous amounts of information. Describe two leadership perspectives and specific models that would provide the best fit for Tuk's objectives and justify your decision. They want to use their power bases to influence their team or organisation and make it successful. The current CEO at Tuk Energy Ltd believes that there is too little leadership talent in the organisation. Integrity. You have been retained as a consultant to identify the leadership models that are most appropriate for Tuk's needs. Leaders will only have followers when trust is maintained through the leader's integrity. Self-confidence. Effective leaders are truthful and translate words into deeds.such . Leaders are not necessarily geniuses. To address this challenge. This is troublesome for the executive because over the next few years the company will require leaders who can bring about significant changes to the corporate culture and philosophy of doing business at Tuk. Effective leaders have a strong need for socialised power.Leadership motivation. Tuk's CEO wants to hire people with leadership capabilities. discriminate among them. Leaders believe in their leadership skills and ability to achieve objectives. Difficulty: Medium Pages: 415-16 [QUESTION] 135. Intelligence. This relates to the idea that intuition requires experience and intimate knowledge of the industry. Leaders need to understand the environment in which they operate to make more intuitive decisions. Tuk's CEO wants to introduce a major leadership development program. It focuses on several personal characteristics -. Tuk should test applicants for their drive. Tuk will experience considerable change over the next few years. The contingency theories. The competency perspective considers leadership potential. Although several studies seem to support this hypothesis. This includes assigning employees to specific tasks.improving efficiency of current practices. not just efficiency experts. Some students might recommend path-goal theory or other contingency theories. on the other hand. inspire and collectively bond employees to that vision. scholars generally believe . mainly focus on transactional leadership -. but Tuk's primary needs are in change leadership. Transformational leadership perspective. intelligence. This is exactly what Tuk's CEO is seeking in leadership talent. and that the most effective leaders exhibit high levels of both types of behaviour. transformational behaviours can be learned. to some extent.that indicate leadership potential. abilities and values -. Difficulty: Medium Pages: 415-17 & 424-8 [QUESTION] 136. One style is people-oriented. The behavioural perspective of leadership is inappropriate for the same reason. so it is also consistent with the objective of developing leadership competencies through learning opportunities at Tuk. and give them a 'can do' attitude that makes the vision achievable. leadership motivation. not just senior executives. Leadership talents are important throughout the organisation. The behavioural perspective proposes that the people-oriented and task-oriented styles are independent of each other. ensuring that they follow company rules and pushing them to reach their performance capacity. The other style is task-oriented. clarifying their work duties and procedures. and this suggests that the transformational leadership perspective should be considered. Transformational leadership is about changing the organisation's strategies and culture so that they have a better fit with the surrounding environment. this perspective may provide a template or working model for leadership development. as well as the fact that it lacks the added sophistication of a contingency approach. These may have some benefit.as knowledge. a genuine concern for their needs and a desire to look out for their welfare. Transformational leadership perspective is also relevant here because. Specifically. Thus. What leadership styles does the behavioural perspective identify and what is the hypothesised relationship between these styles? Ans: The behavioural perspective identifies two fundamental leadership styles. integrity. This includes showing mutual trust and respect for subordinates. They develop a vision for the organisation or work unit. knowledge of the business and emotional intelligence. so this recommendation should extend to all levels of hiring. Transformational leaders are agents of change. It identifies what leaders need to develop in order to bring about meaningful change in the organisation. The competency perspective is also relevant here because it recognises that leaders are change agents. self-confidence. that effective leaders do not have consistently high levels of both people-oriented and taskoriented leadership in all situations. This style includes showing mutual trust and respect for subordinates. particularly on new assignments. Difficulty: Easy Pages: 417-18 [QUESTION] 137. The behavioural perspective of leadership identifies two leadership styles that have been adopted by other leadership theories. who are sometimes aggressive or hostile. The other behavioural leadership style is the task-oriented leadership style. Leaders assign employees to specific tasks. Describe the two leadership styles in the behavioural perspective and identify one other leadership theory that applies these styles. Use path-goal theory to identify the best leadership style(s) that this employee's immediate supervisor should use to improve her effectiveness as an insurance adjuster. including this employee. One of these is the people-oriented style. Ans: The behavioural perspective of leadership identifies two leadership clusters or styles. a leader who has a strong people-oriented style would be willing to accept employee suggestions. . For example. as well as outline the path-goal model. She seems to believe that any new accomplishments are due more to luck than her own expertise. support their interests when required and treat employees as equals. An insurance adjuster is highly experienced but lacks confidence in her abilities. do personal favours for employees. ensure that they follow company rules and push them to reach their performance capacity. In path-goal theory. whereas supportive leadership is based on the people-oriented leadership style. This style includes behaviours that define and structure work roles. This is a stressful situation to most insurance adjusters. directive leadership is based on the task-oriented leadership style. Students should briefly describe these leadership styles in the context of path-goal theory. her work involves interacting with clients. clarify their work duties and procedures. Another leadership theory that adopts the people-oriented and task-oriented leadership styles is path-goal theory. a genuine concern for their needs and a desire to look out for their welfare. Difficulty: Difficult Pages: 417-22 [QUESTION] 138. Moreover. the leader should apply a participative or achievementoriented style. Others suggest that he wants to listen with sympathy to their unfavourable customer calls even though they do not feel they need this support. Competency perspective. that Schwartz seems to be an ineffective leader overall even though he works very well with new recruits. Specifically. Arnold Schwartz is a call centre team leader who is one of the best people in the organisation for developing new employees in stressful call centre operations. Some complain that he looks over their shoulder too often and offers too much advice.) The key concern is that Schwartz is not as contingency-oriented as he needs to be in this job. In other words. (The latter may be useful occasionally. The employee has the knowledge. Schwartz seems to lack the emotional intelligence (and self-monitoring personality). Comment on the accuracy of the vice-president's conclusions about Arnold Schwartz. First. According to path-goal theory. based on this information. According to this theory. Schwartz is ineffective because he does not adapt his leadership style to fit the situation. He or she should show concern for the employee's well being and treat the person with respect. He has a preferred leadership style. the supervisor should exhibit supportive behaviours. he should be using participative and achievement-oriented leadership for skilled and experienced employees and not directive or supportive leadership. Schwartz is typical of most leaders. He has some of this competency because he adjusts his behaviour for new staff members. Fiedler's contingency theory. at least with respect to skilled and experienced employees. but not as much as he seems to be applying this style. the leader should be friendly and approachable. Students might provide one or more of the following answers to the question.Ans: According to path-goal theory. This may also suggest that he lacks the potential to adopt styles other than directive and supportive leadership. According to this perspective. Schwartz has trouble working with skilled and highly experienced staff members. But he is less responsive to skilled and experienced people. However. but is placed in a situation where his preferred style does not fit . Schwartz knows when to provide clear directions for new recruits and when to provide support and understanding when the workload seems overwhelming or customers are angry. the leader in this situation should apply a combination of styles. skills and experience to perform most tasks. Ans: This question refers to the issue of whether effective leaders adjust their style to the situation. so directive leadership is not required except for very complex or unique assignments. Difficulty: Medium Pages: 418-20 [QUESTION] 139. Path-goal theory. The vice-president of call centre operations is concerned. to relieve the stressful nature of the work. To correct for the employee's lack of self-confidence. Leaders are given credit or blame for many events that are primarily beyond . Fiedler's theory argues that leadership style is a personality trait. such as resources and luck. or to characteristics of the situation (external attributions). Difficulty: Medium Page: 415-17 & 418-23 [QUESTION] 140. Why do people tend to give leaders too much credit or blame for organisational outcomes? Ans: There are basically three perceptual processes that affect the way that people view leaders and the effects of leaders on their environments. People have a strong need to understand why events occur so that they can feel more confident about how to control them in the future. Schwartz is not perfect. not skilled and experienced staff members. but we should try to optimise his leadership talents for new employees by changing his job accordingly. not a flexible set of behaviour patterns that people can easily adjust. Are transformational leaders charismatic leaders? Ans: Some people equate charisma with transformational leadership. Attributing leadership. Difficulty: Easy Pages: 424-5 [QUESTION] 141. In the context of leadership. the textbook cites recent literature indicating that the two concepts are somewhat different. However. is to change Schwartz's job to match his preferred style. Charisma is not linked to specific behaviours. In other words. it is typically discussed in terms of the leader's referent power over followers. whereas charismatic leadership refers mainly to the follower's personal identification with the leader. The attribution process involves attributing the cause of these events either to characteristics of the person (internal attributions). such as ability and motivation. For example. Transformational leadership is related to specific behaviours that bring about meaningful change. this would involve putting him in charge of new employees. people are more likely to attribute organisational outcomes to leaders than to environmental conditions because the effects of external forces are not as apparent. In this case. perhaps he would be better suited as a trainer or coach for new staff members in call centres. Probably the best answer is one that recognises that we need to consider all of these alternatives. Instead. The solution. according to this model.the situation. there is a strong tendency in Canada and other western societies to believe events are generated by people rather than from uncontrollable natural forces. such as resources and luck. Some researchers suggest that leadership is due more to perceptual errors among followers than something real. These preconceived ideas of how leaders should behave are used to decide who has leadership qualities and whether they are effective. employees feel better believing that leaders make a difference. we prefer the more efficient explanation that they are the result of effective or ineffective leadership. People have a strong need to understand why events occur so that they can feel more confident about how to control them in the future. Employees have a shared set of expectations and stereotypes regarding the notion of what constitutes an effective leader. Stereotyping leadership. People want to believe leaders make a difference. people are more likely to attribute organisational outcomes to leaders than to environmental conditions because the effects of external forces are not as apparent. this perceptual bias also leads people to see organisational events as a result of leadership initiatives simply because the individual looks like an effective leader. In the context of leadership. Ans: In this question. One reason is that leadership is a useful handle to simplify the causal meaning of organisational phenomena. However. Need for situational control. students may describe any two of the three perceptual errors discussed in the textbook. This is often necessary because the consequences of leadership may not be known for months or years. Stereotyping leadership. Second. or to characteristics of the situation (external attributions). employees basically evaluate leadership effectiveness more on the actions of leaders than on their outcomes. Rather than trying to gain a detailed understanding of complex events. so they actively look for evidence that this is so. Employees have a shared set of expectations and stereotypes regarding the notion of what constitutes an effective leader. Describe two perceptual errors that cause followers to exaggerate or distort their beliefs about the leader's influence on organisational events. These preconceived ideas of how leaders . Leaders are given credit or blame for many events that are primarily beyond their control because these external forces are not apparent to observers. This illusion of control is satisfied by believing that events result from the rational actions of leaders. All three are described below. By relying on these stereotypes. Difficulty: Medium Pages: 428-9 [QUESTION] 142. The attribution process involves attributing the cause of these events either to characteristics of the person (internal attributions). Leaders reinforce this belief by taking credit for organisational successes. Leaders reinforce this belief by taking credit for organisational successes. In short.their control because these external forces are not apparent to observers. such as ability and motivation. Attributing leadership. there is a strong tendency in Canada and other western societies to believe that life events are generated from people rather than from uncontrollable natural forces. By relying on these stereotypes. thereby making the first part of the statement incorrect. we prefer the more efficient explanation that they are the result of effective or ineffective leadership. Rather than trying to gain a detailed understanding of complex events.' Ans: This statement is definitely false. This is often necessary because the consequences of leadership may not be known for months or years. earlier OB research found that people tend to evaluate women slightly less favourably than men in leadership roles. However. Need for situational control. research indicates that women are just as effective as men in leadership roles. First. Without this sex-stereotype. Moreover. the only significant difference between men and women is that women tend to use the participative leadership style more often than do men. Second. recent studies suggest that women are rated higher than men with increasing expectations that leaders should be empowering and facilitating. employees feel better believing that leaders make a difference. women and men are almost equally able to perform leadership roles.should behave are used to decide who has leadership qualities and whether they are effective. employees basically evaluate leadership effectiveness more on the actions of leaders than on their outcomes. In short. Discuss the accuracy of the following statement: 'Women are less effective than men in leadership positions because they tend to rely too much on the supportive style of leadership. but this is almost entirely due to gender-based stereotypes. With respect to the effectiveness of women as leaders. With respect to preferred leadership styles. This illusion of control is satisfied by believing that events result from the rational actions of leaders. Second. this perceptual bias also leads people to see organisational events as a result of leadership initiatives simply because the individual looks like an effective leader. One reason is that leadership is a useful handle to simplify the causal meaning of organisational phenomena. so they actively look for evidence that this is so. . People want to believe leaders make a difference. Difficulty: Medium Pages: 428-9 [QUESTION] 143. women do not apply the supportive leadership style significantly more than male leaders. thereby making the second part of the statement incorrect.