1. A team management style with high concern for production and high concern for people is thought to be the best leadership style. a. True b. False 2. Fiedler believed that leadership styles can be changed through extensive training and practice. a. True b. False 3. According to path-goal theory, using the right degree of employee participation improves the quality of decisions and the extent to which employees accept and are committed to decisions. a. True b. False 4. Like transformational leaders, charismatic leaders are visionary, but transformational leaders also transform their organisations and help them see how their jobs fit with the organisation's vision. a. True b. False 5. Effective leaders are more likely than non-leaders to demonstrate high levels of drive, self- confidence and emotional stability. a. True b. False 6. In Fiedler's leadership style, three situational factors determine the favourability of a situation: leader-member relations, task structure and position power. But the most important factor is leader- member relations. a. True b. False 7. Companies with charismatic leaders have significantly better financial performance. a. True b. False 8. In 2001, when Fiona Balfour took over as CIO at Qantas, she faced both short-term and long-term information communications technology and enterprise-wide support issues. These systems had to link with their One World partners worldwide and then support Qantas in their customer service strategy and the upgrading of its fleet of Airbus and Boeing aircraft. Balfour led the introduction of improving corporate services, balanced scorecard and other initiatives for her group, and provided Qantas with a legacy of stable systems and technologies to support its business and business model, which resulted in its information communications technology being outsourced to IBM. Balfour had to emphasise the leadership behaviour of to accomplish her goal.
a. initiating structure b. autonomy c. consideration d. leader formalisation e. reciprocity 9. In 2007, when Jason Furness became general manager of Orange Operations NSW for Electrolux, the company was operating like a traditional mass production whitegoods manufacturer moving towards a more lean production philosophy. Furness was ex-automotive and had embarked upon an engagement with employees about what they saw as constraints to achieving lean status. He also led a review of marketing, new product development, production, engineering and quality systems. He introduced and implemented risk reduction techniques that needed improvement for design, process engineering, manufacture and assembly. He successfully gave a new life to a new small fridge and expanded exports that have all contributed to increased profitability in Australia and the group worldwide. According to the path-goal theory, by setting a challenging goal and assuming his employees would rise to the challenge, Furness exhibited leadership. a. participative b. supportive c. transactional d. directive e. achievement-oriented 10. Trait theory was once thought to be incorrect because there were no consistent trait differences between leaders and non-leaders. However, recent research indicates that there are differences between leaders and non-leaders. More specifically, research indicates that they differ in the following traits: a. conscientiousness, desire to lead, integrity, emotional