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SUU: MGMT 6100 Final Exams 2025 Questions With Complete
Solutions Graded A+
Some of the earliest approaches to the study of leadership sought to identify a limited set of traits, or personal attributes, that distinguished leaders from nonleaders. One of the main learnings from these trait-based approaches to leadership was: a) The trait-based approach to leadership demonstrated that all successful leaders possess the same traits. Therefore, it is easy to determine who will be a successful leader by identifying those individuals who possess these important leadership traits. b) All truly successful leaders are tall and individuals should include their height on their resumes when applying for a leadership position in an organization. c) While there are some traits that have often been associated with leadership, there was not one universal pattern of leadership that worked in every situation. Scholars now conclude that the traits that are important for leadership depend on the circumstance - ANSWERS-c) While there are some traits that have often been associated with leadership, there was not one universal pattern of leadership that worked in every situation. Scholars now conclude that the traits that are important for leadership depend on the circumstances of the organizational situation. Which of the following is NOT a contingency approach to leadership? a) House's Path-Goal Theory of Leadership b) Fiedler's Contingency Theory (LPC Theory of Leadership) c) Leader-Member Exchange (LMX) Theory
d) Situational Leadership Theory (SLT) - ANSWERS-c) Leader-Member Exchange (LMX) Theory Which theory proposes that leaders form different types of relationships with their employees and, based on the quality of that relationship, employees will often fall into in-groups or out-groups? a) Leader-Member Exchange (LMX) Theory b) House's Path-Goal Theory of Leadership c) Fiedler's Contingency Theory (LPC Theory of Leadership) d) Situational Leadership Theory (SLT) - ANSWERS-a) Leader-Member Exchange (LMX) Theory According to John P. Kotter in "What Leaders Really Do," management involves all the following except a) Controlling activities and solving problems. b) Planning and budgeting. c) Setting direction. d) Organizing and staffing. - ANSWERS-c) Setting direction. Leadership may be defined as: a) Exerting power over others. b) The relationship between managers and workers a hierarchical organization.
A significant difference between Fiedler's Contingency Theory and many of the other contingency leadership theories, including Situational Leadership and House's Path-Goal Theory is that a) Fiedler's Contingency Theory was proven to be accurate while Situational Leadership and House's Path-Goal Theory were proven to be inaccurate. b) Fiedler's Contingency Theory assumes that a leader's style is not fixed and can change, while Situational Leadership and House's Path-Goal Theory assumes a leader can not vary their style depending on the situation. c) Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation. d) Fiedler's Contingency Theory focuses on the characteristics of employees while Situational Leadership and House's Path-Goal Theory only focus on environmen - ANSWERS-c) Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation. Both task-oriented behaviors and people-oriented behaviors have important outcomes. Task-oriented behaviors seem to lead to greater employee satisfaction while people-oriented behaviors are more strongly related to leader effectiveness. a) True b) False - ANSWERS-b) False Vroom and Yetton's Decision Model approach to leadership has leaders answer seven key questions, working their way though a decision tree based on their responses, to determine which of five different leadership styles would be appropriate in the specific situation. a) True
b) False - ANSWERS-a) True Which theory suggests that because leaders are not able to change their style to adapt to the situation, either the situation should be changed to match the leader, or the leader should be changed to match the situation? a) Situational Leadership Theory (SLT) b) Fiedler's Contingency Theory (LPC Theory of Leadership) c) Leader-Member Exchange (LMX) Theory d) House's Path-Goal Theory of Leadership - ANSWERS-b) Fiedler's Contingency Theory (LPC Theory of Leadership) One of the main differences between the Michigan Studies and the Ohio State Studies was how they classified the two broad categories of behaviors that they identified. Choose the response that best describes this difference. a) The Ohio State Studies identified that Management-Oriented and Leadership-Oriented behaviors were on different ends of a single continuum, while the Michigan Studies classified these two behaviors as independent, each being on a separate continuum. b) The Michigan Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Ohio State Studies classified these two behaviors as independent, each being on a separate continuum. c) The Ohio State Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Michigan Studies classified these two behaviors as independent, ea - ANSWERS-b) The Michigan Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Ohio State Studies classified these two behaviors as independent, each being on a separate continuum.
d) Middle of the Road Management - ANSWERS-c) Team Management House's Path-Goal Theory of Leadership is based on the expectancy theory of motivation, where employees are motivated when they believe, or expect, all the following, except a) their efforts will lead to high performance b) the rewards they will receive are valuable to them c) their high performance will be rewarded d) they are not the Least Preferred Coworker - ANSWERS-d) they are not the Least Preferred Coworker After the disappointing results of the trait-based and behavioral approaches to leadership, scholars began to specifically incorporate the role of the environment into leadership theories. One of the first of these contingency approaches to leadership was Fiedler's Contingency Model (also called the LPC Theory of Leadership), developed by Fred Fiedler in the 1960s. One of the most important contributions from Fiedler's Contingency Model is that a) it recognized that the employees that are the most difficult to work with (Least Preferred Coworker) are also disliked by their managers. b) it recognized that leaders can change and adapt their leadership style since the LPC score is different than a personality trait and is very easy to change. c) it recognized that regardless of whether the situation is "favorable," "medium," or "unfavorable," a strong people-oriented leader will always lead to more productive results - ANSWERS-d) it explicitly recognized that leadership effectiveness depends (or is contingent upon) the favorability of the situation. According to Fiedler, a task-oriented leader would only be successful if the situation called for a task- oriented leader.
The Transformational Leadership Theory distinguishes between transformational leadership styles and transactional leadership styles. Which is not an element of transformational leadership? a) Inspirational motivation. b) Individual consideration. c) Intellectual stimulation. d) Contingent rewards. - ANSWERS-d) Contingent rewards. According to John P. Kotter in "What Leaders Really Do," leadership involves all the following except a) Organizing and staffing. b) Setting direction. c) Aligning people. d) Motivating and inspiring. - ANSWERS-a) Organizing and staffing. According to John P. Kotter in "What Leaders Really Do," management and leadership both involve deciding what needs to be done, creating networks of people to accomplish the agenda, and ensuring that the work actually gets done. a) True b) False - ANSWERS-a) True According to Geert Hofstede's Culture Framework, the following description would refer to which
good leaders is a) Technical skills. b) Emotional intelligence. c) Personality traits, especially extraversion, conscientiousness, and openness to experience. d) Intelligence (general mental ability), also known as IQ. - ANSWERS-b) Emotional intelligence. Values a) Reflect what is most important to individuals, are established throughout one's life as a results of accumulating life experiences and are relatively stable. b) Have little impact in the workplace. Whether or not a company possesses values that people care about has little impact on hiring and retention. c) Are not correlated with job satisfaction. It is not necessary to understand the value orientations of employees to be an effective manager or leader. d) Are a function of the person and the situation interacting with each other. A person's values often change depending on the context of the situation. - ANSWERS-a) Reflect what is most important to individuals, are established throughout one's life as a results of accumulating life experiences and are relatively stable. All of the following are recommendations for successfully managing diversity except a) Providing preferential treatment, like hiring a less-qualified minority candidate.
b) Holding managers accountable for diversity c) Building a culture of respecting diversity d) Reviewing recruitment practices - ANSWERS-a) Providing preferential treatment, like hiring a less- qualified minority candidate. Jane knows that procrastination brings out the worst in her. Because she knows this, she plans ahead of time and blocks out her schedule to make sure her case study analysis assignment is done well in advance. Which of Daniel Goleman's Emotional Intelligence skills is Jane demonstrating? a) Self-awareness b) Empathy c) Social Skill d) Self-regulation e) Motivation - ANSWERS-a) Self-awareness According to the interactionist perspective of behavior, behavior is a) A function of the person and the situation interacting with each other. b) Does not change. For example, individuals with extraverted personalities (high levels of extraversion) will be the most effective leaders regardless of the situation.
d) Conscientiousness e) Agreeableness f) Extraversion - ANSWERS-a) Locus of Control Which of the following statements is not true about people who are high social monitors? a) In general, research has shown they tend to be more successful in their careers, are rated as higher performers and often emerge as leaders. b) They tend to act the way they feel, regardless of what the social environment expects of them. c) They can tend to experience higher levels of stress, probably caused by behaving in ways that conflict with their true feelings. d) They are sensitive to the types of behaviors the social environment expects from them and have greater ability to modify they behavior accordingly. - ANSWERS-b) They tend to act the way they feel, regardless of what the social environment expects of them. The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them. a) Self-awareness b) Social Skill
c) Self-regulation d) Motivation e) Empathy - ANSWERS-c) Self-regulation The degree to which a person is curious, original, intellectual, creative and open to new ideas refers to which of the Big Five Personality Traits? a) Conscientiousness b) Neuroticism c) Agreeableness d) Openness e) Extraversion - ANSWERS-d) Openness All of the following are benefits of diversity in the workplace except a) Diverse teams have quicker and more efficient decision making. b) Diverse teams tend to make higher quality decisions. c) Diverse companies tend to have higher performance. For example, racially diverse companies pursuing a growth strategy were shown to have higher performance.
f) Empathy. - ANSWERS-c) Extraversion. According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture where unequal distribution of power is seen as more acceptable, where people higher up in the organizational hierarchy are viewed as more powerful and deserving of a higher level of respect, and where employees are less likely to question the power and authority of their manager but are expected to conform. a) High Uncertainty Avoidance b) High Masculinity (High Competitiveness) c) High Individualism (Low Collectivism) d) High Power Distance - ANSWERS-d) High Power Distance The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? A portfolio manager at an investment company sees his fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, she decides to learn from the experience—and engineers a turnaround. a) Empathy b) Social Skill c) Motivation d) Self-regulation
e) Self-awareness - ANSWERS-c) Motivation The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? A manager wants his company to adopt a better Internet strategy. He finds kindred spirits and assembles a de facto team to create a prototype website. He persuades allies in other divisions to fund the company's participation in a relevant convention. His company forms an Internet division—and puts him in charge of it. a) Motivation b) Self-awareness c) Self-regulation d) Empathy e) Social Skill - ANSWERS-e) Social Skill Which of the following dimensions of Geert Hofstede's Culture Framework refers to the way that societies prioritize maintaining links with their past and dealing with the challenges of the present and the future? a) Uncertainty Avoidance b) Long Term vs. Short Term Orientation c) Individualism vs. Collectivism
a) fault lines b) stereotyping. c) similarity-attraction phenomenon. d) ethnocentrism. - ANSWERS-c) similarity-attraction phenomenon. According to Daniel Goleman in "What Makes a Leader," we are each born with certain levels of emotional intelligence skills. But we can strengthen these skills through persistence, practice, and feedback from colleagues or coaches. a) True b)False - ANSWERS-a) True Personality encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has. Understanding someone's personality a) Is helpful. It gives a manager clues about how that person is likely to act and feel in a variety of situations. b) Is not very important. Since personality changes often depending on the situation, trying to predict behavior based on personality traits is not very effective. c) Is very important. Since personality is very strongly correlated to employee behavior, if a manager understands an employee's personality, the manager will know how exactly how an employee will act in a variety of situations.
d) Is interesting, but not very helpful. - ANSWERS-a) Is helpful. It gives a manager clues about how that person is likely to act and feel in a variety of situations. Individuals with a high external locus of control a) Are more involved with their jobs, demonstrate higher levels of motivation, and have more positive experiences at work. b) Believe that they control their own destiny and what happens to them is their own doing. c) Believe that what happens to them is out of their control, and may be caused by other people, luck, or a powerful being. d) Feel greater control over their own lives and therefore act in ways that will increase their changes of success. - ANSWERS-c) Believe that what happens to them is out of their control, and may be caused by other people, luck, or a powerful being. All of the following are general characteristics found in effective appraisal systems except a) Judgement based on evidence that includes documenting performance and using factual evidence instead of opinions. b) Fair hearing that ensures there is two-way communication during the appraisal process and that the employee's side of the story is heard. c) Forced ranking systems that provide clearly defined differentiation between top performers and poor performers. d) Adequate notice in letting employees know what criteria will be used during the appraisal. - ANSWERS-c) Forced ranking systems that provide clearly defined differentiation between top performers and poor performers.
