Leadership Theory and Practice 6th Edition Northouse Test Bank Download
Leadership Theory and Practice 6th Edition Northouse Test Bank Download
Leadership Theory and Practice 6th Edition Northouse Test Bank Download
1. According to Fiedler, if a leader's style does not match a situation, the leader can
A) Adapt her or his leadership behavior to the situation
B) Change her or his personality
C) Engage in situational engineering
D) Modify the characteristics of the followers
E) Determine the cause
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Leadership, 6e Test Bank
8. This theory argues that leaders should not expect to be effective in every situation.
A) Situational leadership theory
B) Contingency theory
C) Path-goal theory
D) Style approach
E) Skills approach
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Leadership, 6e Test Bank
11. During a speech given by your department director, he repeatedly emphasizes the
importance of reaching goals set by the organization. He then goes on to lay out the
framework to accomplish the goals. According to contingency theory, which best
describes your director?
A) Relationship motivated
B) Task motivated
C) Position power
D) High LPC score
E) Contingent
12. Which best explains leader-member relations as stated within the contingency
theory?
A) The amount of authority a leader has to reward or to punish followers
B) Matching the leader's styles with that of the group and organization
C) Atmosphere of the group and the degree of confidence and loyalty felt toward
the leader
D) The traits of the leader as they directly relate to those of the followers
E) The degree in which the requirements of a task are clear and spelled out
14. A leader with a high LPC score would be most effective in:
A) Very favorable situations and very unfavorable situations.
B) Very favorable situations.
C) Very unfavorable situations.
D) Moderately favorable situations.
E) Very favorable situations and moderately favorable situations.
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Leadership, 6e Test Bank
15. Contingency theory has many strengths. Which of the following is not considered
one of them?
A) Its validity is not present initially.
B) It fails to correlate well with other leadership measures.
C) It lacks clear instructions or explanations on the actual scale.
D) It is not clear up-front how perceptions of others reflect personal leadership
behaviors.
E) It lacks predictive applications when determining leadership effectiveness in
certain situations.
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Leadership, 6e Test Bank
T F 20. From the framework of contingency theory, cleaning the milkshake machine at
McDonald's is not a good example of a structured task.
T F 22. One problem with contingency theory is the lack of research to support it.
T F 23. People with low scores on the LPC work better in categories 1 and 2 than in
categories 4 and 5.
T F 24. Fiedler's LPC measure has been criticized with regard to its validity and lack of
correlation with other leadership measures.
T F 25. Low LPCs have a primary need to relate to people and a secondary need to get the
job done.
T F 26. Fiedler contends that it makes sense to try to train leaders to adapt their leadership
styles.
T F 27. Contingency theory suggests that a leader's style is far more important than the
leadership context.
30. What should organizations do when there is a mismatch between the leader and the
situation in the workplace?
31. Use contingency theory to explain how a person who has worked well in one
position in an organization can be ineffective if moved into a different position in
the same company.
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Leadership, 6e Test Bank
32. Why has the Least Preferred Coworker (LPC) scale often been criticized?
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Leadership, 6e Test Bank
Answer Key
1. C
2. D
3. A
4. B
5. D
6. A
7. B
8. B
9. B
10. C
11. B
12. C
13. A
14. D
15. E
16. A
17. B
18. C
19. D
20. False
21. True
22. False
23. True
24. True
25. False
26. False
27. False
28. True
29. False
30. Contingency theory is a leader-match theory, which means rather than adjusting
one's leadership style (as in the situational leadership model) a leader (or
organization) should adjust the task structure, position power, or relationship with
team members to increase effectiveness. Or, the organization should transfer the
leader to a situation that better fits his or her style. Either action could create
other problems for the organization.
31. Contingency theory focuses on contexts and the match between the leader and the
situation. There is strong research evidence to substantiate contingency theory. It
provides a predictive model for explaining leadership effectiveness. Contingency
theory matches the leader and situations but does not demand that leaders be
effective in all situations.
32. On the surface it does not seem valid because projection is involved in the measure.
To measure one's style by assessing another person's style does not make sense.
The instructions on how to complete the questionnaire are unclear. It is not clear
who one is to select as his or her least preferred coworker.
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