Reference no: EM131268627
1. Contemporary management writers and practitioners generally agree leadership ability cannot be explained by an individual's traits or inherited characteristics.
a. true
b. false
2. The Vroom-Yetton-Jago Model of leadership provides that subordinates should accept and be committed to organizational decisions that are made.
a. true
b. false
3. The situational approach was the earliest of theories about what makes leaders effective.
a. true
b. false
4. Transformational leaders raise followers' levels of awareness of organizational issues and their consequences.
a. true
b. false
5. A considerate leader would be more effective than a structuring leader when the leader-member relations are good, the task structure is weak, and the leader position power is weak.
a. true
b. false
6. Use of punishment, although effective, may have undesirable side effects.
a. true
b. false
7. Managers should look upon Maslow's Hierarchy of Needs more as a subjective statement rather than an objective statement of human needs.
a. true
b. false
8. According to the Needs-Goal Theory of Motivation, motivation begins with an individual feeling a need.
a. true
b. false
9. A firm may be able to increase employee commitment and motivation by simply developing a policy of attempting to hire from within the organization prior to going to outside sources.
a. true
b. false
10. According to equity theory, everyone who feels treated unfairly at work will seek other employment.
a. true
b. false
11. Alderfer's ERG Theory categorizes three basic categories of needs as Existence, Relatedness, and Goals.
a. true
b. false
12. The Needs-Goals Theory of Motivation is more complex than the Vroom Expectancy Theory.
a. true
b. false
13. According to expectancy theory, if the perceived value associated with winning the lottery is $12,000,000, but the probability of winning is 0.00000000001, the corresponding motivation will still be very strong.
a. true
b. false
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