3303 AGLE Fall 2007 2 Hourly Exam
MULTIPLE CHOICE (2 pts. each)
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NAME _________________________ 100 pts.
1. The Least Preferred Co-Worker Scale is a personality-like measurement tool designed to measure an individual's motivation for_____________________: a. Style and Substance b. Trait and Behavior c. Task and Relationship d. Skill and Aptitude e. Power and Growth 2. Transformational leadership theory includes Kouzes and Posner's five practices that enable leaders to get extraordinary things accomplished include all of these except: a) b) c) d) e) Inspire a shared vision Support contingent reward Challenge the process Model the way Encourage the heart
3. Research shows that we are more apt to persevere, work harder, and produce higher quality work with: a) extrinsic motivation b) intrinsic motivation c) tangible rewards d) a task oriented leader e) a relationship oriented leader 4. Transformational leadership a) Creates a connection between leaders and followers. b) Increases the motivation and morality of followers. c) Helps followers reach their full potential. d) All of the above. e) None of the above. 5. Which answer best describes the elements of a model of transformational leadership? a) Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration b) Laissez-faire, contingent reward, management-by-exception, corrective transactions c) Supporting, controlling, delegating, directing d) Forming, storming, norming, performing e) Motivating, planning, controlling, organizing 6. According to Maslow, a police officer patrolling campus probably satisfies what need group for you? a) esteem needs b) safety needs c) belongingness needs d) survival needs e) need for self-actualization 7. Providing rewards for a desirable behavior may cause: a) intrinsic and extrinsic motivation to increase b) extrinsic and extrinsic motivation to decrease c) a decrease in intrinsic motivation and increase in extrinsic motivation d) an increase in intrinsic motivation and an decrease in extrinsic motivation 8. Teachers who follow Maslow might be cautioned not to use fear as a motivator because it forces students to deal with: a) esteem needs b) belongingness needs c) unexplained needs d) safety needs e) need for self-actualization
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9. The Least Preferred Co-Worker Scale is supposed to work because in completing the LPC, those who are very task oriented will see their least preferred co-worker more negative because they get in the way of: a) the task b) building relationship c) developing member relations d) delegation 10. Employers, managers, leaders, etc. who frame cute pictures with inspiring messages and post them in break rooms probably believe they are: a. developing loyalty b. humoring their followers c. motivating others d. decorating the break room 11. A criticism a) b) c) d) of transformational leadership is that: there is potential for abuse it is not widely researched it stresses process over behavior places strong emphasis on values and morals
12. One strength of transformational leadership is that: a) there is potential for abuse b) it is widely researched c) it stresses leadership behaviors d) the research is mainly qualitative 13. Path-goal theory could be best described as a a) Great person theory b) Transformational theory c) Motivational theory d) 1 and 2 only e) 2 and 3 only 14. Path-goal theory suggests a) b) c) d) e) That task and subordinate characteristics affect leadership effectiveness. That leaders should help subordinates around their difficulties by removing obstacles. That subordinates with an external locus of control should be directed. That leaders need confidence and articulateness. a, b, and c only.
15. Using the path-goal approach, expectancy theory suggests that a) b) c) d) e) Leaders needs and followers needs overlap Followers are motivated if they think completing a given task will result in a valuable payoff. A leader should try to help followers reach their fullest potential 1 and 2 only. 2 and 3 only.
16. It is accurate to say that directive leadership a) Attempts to make work challenging. b) Provides performance standards. c) Invites shared decision-making. d) All of the above. e) 1 and 3 only. 16. The need for directive leadership increases when employees a) Believe that outside circumstances control their lives. b) Believe they are in charge of their lives.
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c) Feel competent to complete their work. d) Want to help make decisions. 17. Path-goal theory suggests that leaders should respond to dogmatic/authoritarian followers from a a) b) c) d) directive style supportive style participative style achievement style
18. According to Fiedler, if a leader's style does not match a situation, the leader can a) Adapt her/his leadership behavior to the situation. b) Change her/his personality. c) Engage in situational engineering. d) Both a and b. e) None of the above. 19. Good leader-member relations are characterized by a) Positive group atmosphere b) Loyalty toward the leader c) Liking for the leader d) All of the above e) None of the above 20. Contingency Theory is best characterized as a) Predictive b) Descriptive c) Exhaustive d) 1 and 2 only e) None of the above True False (2 pts. each) 21. T 22 T 23. T 24. F 25. T Transformational leadership views leaders as social architects. The transformational leadership approach is the most current leadership theory. A criticism of transformational leadership is that it is anti-democratic and elitist. A strength of transformational leadership is that it is difficult to abuse it. Martin Luther King, Jr. is often thought of as a transformational leader.
DEFINE (2 pts. each) 1. Motivation Why people do what they do.
2. We can think of all motivation as being divided into two types. What are those two types? Intrinsic and Extrinsic
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Contingency Theory (9 pts.) 3. Draw the contingency model of leadership below.
Leader-Member Relationship Task Structure High or Low Position Power Strong or Weak
Good or Poor
4. How does it work? It can be used to predict whether or not a leader will be effective in a particular situation. It stresses that all leaders will not be effective in all situations. 5. Mattie is the assistant manager at Braums, she is responsible for scheduling work hours and training new employees. She likes her employees and seems to get along well with them. She scored at 33 on the LPC (least preferred coworker scale) (very low and very task oriented) will she be successful? Why? Good relationship, high task structure, high power Yes she will be successful that's what the model says.
6. Cale is a member of the student organization, Students Against Big Buses (STABB). He is in charge of their fundraiser this fall. He has a committee of ten members. There has been a lot of in fighting the in group and three of her committees members are former close riends. Cale scored a 102 on the LPC which is very high and very relationship oriented. Will he be successful? Why? Poor relationship, low task structure, weak power No, you need a low LPC here.
7. LMX Theory ( 9 pts.) How does it work LMX theory works in two ways: it describes leadership and it prescribes leadership. In both - the central concept is the dyadic relationship A prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of her or his subordinates, rather than just a few.
Strengths LMX theory validates our experience of how people within organizations relate to each other and the leader LMX theory is the only leadership approach that makes the dyadic relationship the centerpiece of the leadership process LMX theory directs our attention to the importance of communication in leadership Solid research foundation on how the practice of LMX theory is related to positive organizational outcomes
weaknesses Inadvertently supports the development of privileged groups in the workplace; appears unfair and discriminatory The basic theoretical ideas of LMX are not fully developed How are high-quality leader-member exchanges created? What are the means to achieve building trust, respect, and obligation? What are the guidelines? Because of various scales and levels of analysis, measurement of leadermember exchanges is being questioned.
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Motivation Fill in the Blank (2 pts each blank) Identify the motivational theorist who best explains "why did you do that?" then what part of their theory applies (10 pts) th Use each theorist only once. You have just started work as manager of the Conoco convenience station on 6 and Country Club Rd. Maslow ________________ 8. The guy who works with you on the night shift looks a lot like Billy Bob Thornton from Sling blade. He brings a lawnmower blade to work with him and he grunts a lot. You think he is Weeks' nephew. You have asked the manager about him and he will only say that the district attorney says this is the most appropriate job for him. You are having trouble concentrating on your work. Safety _________________ 9.
McGregor ______________ 10. Twins, Bob Ray and Ray Bob, both work for you, but they are as different as night and day. Ray Bob will only work hard until his shift is over, Bob Ray on the other hand is willing to stay late even if I can't pay him extra. Ray Bob seems only to be motivated by what I can give him, while Bob Ray seems to really enjoy cleaning the tolets and gas pumps. Theory X or Y ___________ 11.
Herzberg_______________ 12. You are very unhappy with the Conoco today. On Monday the air conditioning broke and it was so hot in the store that two customers passed out in front of the cash register, the other students just stepped over them. On Wednesday, it was so cold that you could see your breath. Friday all the electricity in the store was out and you had to guard the pumps so no one would steal gas. All these things are making you very dis-satisfied. Hygienes ______________ 13.
Skinner ________________ 14. You love your new job at Conoco especially the lottery tickets. If a customer wins anything over $10,000, you get 1/ 5 of a percent of the winnings. For every $100 dollar of tickets you sell, the Lottery Commission gives you a free ticket and if you sell $500 of tickets in one day they give you free tank of gas. The Lottery Commission seems to really know what motivates you. + reinforcement _________ 15. McClellan ______________ 16. There's another thing you like about this job. You are in charge, the big cheese, yeah that's it. Only two junior high students in the store at one time, that's your rule. And no looking at the magazines, this isn't a library! And you card every freshman who want to buy Skoal and smokes. You run a tight ship here, at least until 11:00 p.m. Power _________________ 17.
Maslow McClelland Herzberg Skinner - McGregor
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MSI Inventory Application (2 pts each blank) Using the MSI items (see way down below if you forgot) identify what motivates any the individuals below. Also tell why you think that MSI item motivates them. (10 pts) Bedlam 2007. With one second left on the clock, OSU has the ball on their own 40 yard line and behind by five points. Robinson takes the snap and drops back to pass, He is flushed from the pocket, and he scrambles to his right, just before he crosses the line of scrimmage he dumps the ball to non-scholarship player Kyle Snodgrass who has come out of the stands to fill in for an injured Adarius Bowman. Snodgrass hurdles over several opponents and pulls down the ball in the end zone as time expires. Pistols firing! COWBOYS WIN! Now let's go to the locker room for the post game reactions. 18. Micah Honick, who threw a crucial block to protect Robinson in the pocket, felt no inclination to bring his efforts in to the public, but rather praised Robinson. "Zac has been the guy all season that we've turned to. and he came up big for us again", said Micah. Goal Internalization 19. Kyle Snodgrass when asked about the game, said, "I told coach in the timeout to get me the damn ball and I'd make the play, I told him if you want to win, give me the spin . . . I made the play and we won. I love games like this, this is where I can showcase my talent." Self Concept Internal
20. When asked about the final play, Coach Mike Gundy cited both Robinson for the throw and Honick for the block. "Zac make a good pass . . . he's a really good player! I thought that Honick really made it happen on the last play, he made a great block." Goal Internalization 21. Chance Johnson, another key player on the team, played down the game saying, "I'm just thankful to be be on this team. It's a great game isn't it?, I love playing football, the energy in the stadium was incredible . . . it doesn't' get any better than that!" Intrinsic Process 22. Danielle Stout who owns Cowboy T-shirts was also excited. She was selling "Cowboys beat OU . . . Again" t-shirts outside the stadium. "This is great; the fans here can't get enough of my shirts." Under a pile of pizza boxes was an entire box of crimson t-shirts that read, "OU does it to the Cowboys again!" Instrumental
23. Evan Jones, the OU team captain was visably disappointed but surprisingly upbeat about his performance, "Being team captain is great, but if we'd beat OSU we'd have won the Big 12, I could put "captain of the Big 12 Football Team" on NFL applications. I guess being team captain will still look OK on my record." Self Concept External
Intrinsic Process Instrumental - Self-Concept External - Self-Concept Internal - Goal Internalization