The goal of work groups is ________.
A) generating positive synergy
B) improving collective performance
C) inculcating a climate of trust
D) sharing relevant information
E) enhancing team efficacy
Question 2Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinatesthe ingroup, who are trusted, get a disproportionate amount of the leader's
attention, and are more likely to receive special privileges?
A) situational leadership theory
B) leader-member exchange
C) path-goal
D) expectancy
E) Fiedler's theory
Question 3Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.
A) leader-member relations
B) task structure
C) positional power
D) follower variables
E) path-goal frameworks
Question 4Fiedler's contingency leadership model assumes that ________.
A) an individual's leadership style is essentially fixed
B) an individual is constantly striving to develop a more productive style
C) an individual's leadership is primarily determined by the features of the followers
D) an individual's leadership style can be altered much like his or her personality traits
E) an individual's leadership style must be task oriented to be effective
Question 5The least preferred co-worker (LPC) questionnaire is used to measure whether ________.
A) the followers are able and willing
B) a leader is task- or relationship-oriented
C) the members are in the ingroup or out-group
D) employees prefer servant leadership over situational leadership
E) the leader is high on the dimension of conscientiousness
Question 6The core dimensions of the job characteristics model can be combined into a single predictive index called ________.
A) extrinsic motivation score
B) personal outcome score
C) job diagnostic score
D) motivating potential score
E) potential development score
Question 7According to the Fiedler contingency model, high managerial control is characterized by ________.
A) high task structure, good leader-member relations, and strong position power
B) limited position power, good leader-member relations, and low task structure
C) less structured jobs, strong position power, and moderate leader-member relations
D) broad employee responsibilities, low position power, and moderate leader-member relations
E) good leader-member relations, low position power, unstructured jobs
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