IIA IIA Certifications IIA-CIA-PART3 Questions & Answers

• Question 761:

  The belief that successful leadership occurs when the leader's style matches the situation is the basis for:

  A. The contingency approach to leadership.

  B. The managerial-grid model of leadership.

  C. A behavioral approach to leadership.

  D. An achievement-oriented approach to leadership theories.

  Correct Answer: A

  According to Fred E. Fiedler's contingency theory, people become leaders not only because of personality attributes, but also because of various situational factors and the interaction between the leaders and the situation. Thus, the right person at the right time may rise to a position of leadership if his/her personality and the needs of the situation complement each other. The same person might not become a leader in different circumstances because of failure to interact successfully with that situation. The contingency theory model has three dimensions. (1) Position power is a function of the formal authority structure. It is the degree to which the position held enables a leader to evaluate, reward, sanction, or promote the group members independent of other sources of power, such as personality or expertise. (2) Task structure is how clearly and carefully members' responsibilities for various tasks are defined. Quality of performance is more easily controlled when tasks are clearly defined. (3) Leadermember relations reflect the extent to which group members like, trust, and are willing to follow a leader.

• Question 762:

  Which of the following are conditions for a successful mentoring relationship?

  I. The relationship should be aimed at improvement of the mentee.

  II. The relationship should be based on growth of the mentee.

  III. The pairing of mentor and mentee should be voluntary.

  IV.

  Mentoring requires a positive work environment.

  A.

  I and II only.

  B.

  III and IV only.

  C.

  I, II, and Ill only.

  D.

  I, II, Ill, and IV.

  Correct Answer: C

  Mentoring is systematic development of leadership by providing career counseling and social nurturing. According to Abraham Zaleznick, it requires intensive tutoring, coaching, and guidance. Some organizations have formal mentoring programs that assign mentors to junior employees. However, some research indicates that a mentoring arrangement that occurs informally may have better results. Moreover, mentoring serves both career and psychosocial functions. Thus, goals should include improved job performance and career potential, with growth, not creating dependency, as the desired outcome. However, mentoring can be helpful in any work environment.

• Question 763:

  Which of the following is the leadership style in which the leader and the followers make decisions on the basis of consensus?

  A. Autocratic.

  B. Benevolent authoritative.

  C. Consultative.

  D. Participative.

  Correct Answer: D

  According to path-goal theory, the participative leader consults with employees and uses their suggestions before making a decision. Participative style is most useful when employees believe they control their own destinies, that is, when they have an internal locus of control. Such individuals may be resentful if they are not consulted. Thus, the participative (democratic) leader and his/her followers make the decision on a democratic basis through consensus. Moreover, the leader has complete confidence in subordinates.

• Question 764:

  Leadership styles differ depending upon the personality type of the individual leader. A risk averse leader will generally:

  A. Make decisions more slowly.

  B. Require less information than a risk taker.

  C. Maintain status differences between with others.

  D. Work well in participative efforts where joint responsibility is assumed by several people.

  Correct Answer: A

  A risk averse leader will avoid risky situations, make decisions more slowly, and seek more information than a person who is described as a risk taker.

• Question 765:

  A manager believes that the department's most valuable resource is the employees' time. The manager enforces a set of rigid rules for employees. A characteristic of this leadership style is that

  A. Employees are encouraged to participate in decision making.

  B. Personal interaction among employees is limited.

  C. Organizational objectives are coordinated with each employee's goals.

  D. The manager's perceptions are similar to McGregor's Theory Y.

  Correct Answer: B

  The characteristics of a leadership style based on deadlines and strict rules include an emphasis on relatively inflexible congruence with the organization's overall goals, perceptions related to McGregor's Theory X, and limitations on interaction and communication among employees.

• Question 766:

  A manager believes that positive employee attitudes are extremely important. The manager cooperates with employees in solving problems. A likely effect on employee behavior of this leadership style is:

  A. Mistrust of the manager.

  B. A lack of extraordinary performance.

  C. High employee turnover.

  D. Increased employee creativity.

  Correct Answer: D

  When a manager works to maintain a positive attitude among employees and cooperates with them in problem solving, employees are likely to be more motivated, confident, and creative. This leadership style should also improve communication and decrease absenteeism.

• Question 767:

  Which of the following is false regarding transformational leadership?

  A. Transformational leadership emphasizes vision, development of the individual, empowerment of the worker, and the challenging of traditional assumptions.

  B. Transformational leaders use traditional thinking to monitor employees so that the employees adhere to standards.

  C. Transformational leaders have charisma and provide intellectual stimulation to the workers.

  D. Transformational leaders expect employees to achieve more than the employees thought was possible.

  Correct Answer: B

  Transformational leaders have charisma and provide intellectual stimulation to the workers. In addition, they will emphasize vision, focus on development of the individual, empowerment of the worker, and the challenging of traditional assumptions. A transactional leader, on the other hand, would monitor employees to ensure that they adhered to standards.

• Question 768:

  Using the leadership grid developed by Robert Blake and Jane Mouton where each axis has a scale of 1 to 9, a primary style of 9,9 would indicate:

  A. Little concern for production or people (impoverished management).

  B. Moderate concern for production and people to maintain status quo (middle-of-the-road management).

  C. Great concern for production and people, trust, teamwork, and commitment (team management).

  D. Primary concern for production, little concern for people (authority-compliance management).

  Correct Answer: C

  A primary style that rates 9,9 on a scale of 1 to 9 indicates that it is at a maximum on both axes. Thus, there is great concern for production and great concern for people. This leadership style would emphasize output, cost control, and profit in addition to friendship, aiding employees, and addressing employee issues.

• Question 769:

  Which of the following is a benefit of implementing the achievement-oriented leader approach rather than the directive leader approach?

  A. Employee development is enhanced.

  B. The structured environment allows employees to better achieve the organization's goals.

  C. Closer supervision is provided for employees who perform better in a structured work atmosphere.

  D. Employees have more opportunities to develop creativity and meet challenges.

  Correct Answer: D

  The benefits to the company of the achievement-oriented leader approach include greater employee confidence and commitment, more employee decision making, increased employee creativity, more challenging objectives, and reduced supervision for employees who work best independently.

• Question 770:

  Which of the following is true regarding Fiedler's studies of contingency theory?

  A. The three dimensions to contingency theory are position power, task structure, and relationship structure.

  B. The two types of leaders that emerged from Fiedler's studies include task-oriented style and leader-member style.

  C. Placement of leaders in the organization is not as important as the leaders' leadership skills.

  D. People become leaders not only because of personality attributes, but also because of various situational factors and the interaction between the leaders and the situation.

  Correct Answer: D

  According to Fred E. Fiedler's contingency theory, people become leaders not only because of personality attributes, but also because of various situational factors and the interaction between the leaders and the situation. Thus, the right person at the right time may rise to a position of leadership if his or her personality and the needs of the situation complement each other.