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Hughes: Leadership, 4e
Leadership: Enhancing the Lessons of Experience, 4/e
Richard L Hughes, Center for Creative Leadership
Robert C Ginnett, Center for Creative Leadership
Gordon J Curphy, The Blandin Foundation

Leadership Involves an Interaction between the Leader, the Followers, and the Situation

Chapter Quiz



1

If we use only leaders as the lens for understanding leadership, then we get a very limited view of the leadership process.
A)True
B)False
2

An important aspect of the leader is how he or she achieved leaders status.
A)True
B)False
3

The number of followers reporting to a leader has no significant implications.
A)True
B)False
4

The nature of problems faced by many organizations is becoming so complex and the changes are becoming so rapid that more and more people are required to solve them.
A)True
B)False
5

The difference between leaders and managers, or between leadership and management involve more than just names between types of individuals.
A)True
B)False
6

Leaders create environments within which followers innovations and creative contributions are not welcome.
A)True
B)False
7

Managers are more likely to emphasize routinization and control of followers' behavior.
A)True
B)False
8

Managers tend to decline the definitions of situations presented to them.
A)True
B)False
9

Perhaps the first researcher formally to recognize the importance of the leader, follower, and situation in the leadership process was ____________.
A)Colin Powell
B)Joseph Heller
C)Fred Fiedler
D)Zig Ziegler
E)Abraham Maslow
10

____________ describes two kinds of relationship and how they affect the types of power and influence tactics leader use.
A)Leader-Manager Exchange Theory
B)Leader-Member Exchange Theory
C)Leader-Follower Exchange Theory
D)Leader-Partner Exchange Theory
E)Leader-Committee Exchange Theory
11

____________ followers are the "yes people" of organizations.
A)Alientated followers
B)Conformist followers
C)Passive followers.
D)Pragmatist followers
E)Exemplary followers
12

____________ habitually point out all the negative aspects of the organization to others.
A)Conformist followers
B)Passive followers
C)Pragmatist followers
D)Exemplary followers
E)Alientated followers
13

____________ followers display none of the characteristics of the exemplary follower.
A)Passive
B)Pragmatist
C)Exemplary
D)Alientated
E)Conformist
14

____________ followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors.
A)Pragmatist
B)Exemplary
C)Alientated
D)Conformist
E)Passive
15

____________ followers are rarely, committed to their group's work goals, but they have learned not to make waves.
A)Pragmatist
B)Exemplary
C)Alientated
D)Conformist
E)Passive
16

The nature of followers' motivation to do their work is also ____________.
A)ethical
B)changing
C)important
D)supplied
E)channeled
17

____________ create environments within which followers' innovation and creative contributions are welcome.
A)Managers
B)Leaders
C)Followers
D)Interactors
E)Individuals
18

____________ are more likely to emphasize routinization and control of followers' behavior.
A)Leaders
B)Followers
C)Managers
D)Individuals
E)Interactors
19

Fairhomn (1991) argued that organizations may need ____________ different kinds of people at the helm.
A)three
B)two
C)four
D)six
E)eight
20

The three domains of leadership interact are:
A)leader, follower, situation
B)manager, leader, follower
C)follower, leader, situation
D)none of the above
E)all of the above




McGraw-Hill/Irwin