According to leader substitutes theory

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Reference no: EM13784409

Q1. According to Kerr and Jermier, hierarchical leadership is least important when:

a. there are few substitutes and neutralizers

b. there are few substitutes and many neutralizers

c. there are many substitutes and few neutralizers

d. there are many substitutes and neutralizers

Q2. Which of the following was not recommended as a guideline for contingent leadership?

a. use more planning to prepare for a long, complex task

b. provide more direction to people with independent work roles

c. be more supportive to people who have a stressful task

d. provide more direction and briefings when there is a crisis

Q3. What is the major situational variable in Hersey and Blanchard's leadership theory?

a. leader maturity

b. subordinate maturity

c. task structure

d. subordinate role interdependence

Q4. In the Multiple Linkage Model, long-term group effectiveness depends primarily on:

a. the leader's interpersonal skills

b. the leader's ability to make the situation more favorable

c. the leader's technical skills for problem solving

d. the leader's ability to gain more power over subordinates

Q5. According to Leader Substitutes Theory:

a. effective leaders find capable substitutes to replace subordinates who lack appropriate skills or motivation

b. effective leaders find capable substitutes to fill in for them when they must be absent from the work unit

c. hierarchical leadership is less important when new strategies can be substituted for obsolete ones

d. hierarchical leadership is less important when many substitutes are present in the situation

Q6. Which of the following conditions is a substitute for supportive leadership?

a. interdependent work roles

b. feedback from the work itself

c. cohesive work group

d. clear rules and standards

Q7. Which condition is not a substitute for instrumental or directive leadership according to Kerr and Jermier?

a. high subordinate expertise

b. high task structure

c. high formalization

d. high position power

Q8. In the LPC Contingency Model, situational favourability does not depend on:

a. group size

b. task structure

c. position power

d. leader-member relations

Q9. A leader with a high LPC score will perform best when the situation is:

a. very favorable

b. moderately favorable

c. unfavorable

d. either very favorable or unfavorable

Q10. According to Cognitive Resources Theory, directive leadership is likely to improve group performance the most when:

a. the leader is highly experienced in doing the task

b. subordinates are highly experienced in doing the task

c. the leader and subordinates are highly experienced in doing the task

d. nobody has much prior experience in doing the task

Q11. A high LPC leader is:

a. is very critical of co-workers with whom it is difficult to work

b. very participative when making decisions about the work

c. less likely to be effective as a leader in most situations

d. has a primary motivation to maintain cooperative relationships

Q12. According to Path-goal Theory, directive leadership is most effective when:

a. the task is simple and repetitive

b. work roles are ambiguous

c. the task is tedious and stressful

d. work roles are interdependent

Q13. According to Cognitive Resources Theory, there is less likely to be a relation between intelligence and leader effectiveness when:

a. there is a high level of interpersonal stress

b. the task is complex and unstructured

c. the leader has little prior experience with the task

d. the task requires frequent problem solving

Q14. Which of the following was not mentioned as a way to routinize charisma?

a. appoint as the successor a charismatic leader who shares the vision

b. create an administrative structure that will continue to implement the vision

c. embed the vision in the culture of the organization

d. use training programs to develop charisma among the followers themselves

Reference no: EM13784409

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