Cuestionario: Contingency Leadership Styles and Theories — 8 preguntas

1. What do Contingency Leadership Theories primarily describe?

A. They argue that leadership effectiveness is predetermined and unaffected by context.

B. They suggest that leadership effectiveness depends on the fit between leadership style and situational variables.

C. They state that a single leadership style is effective regardless of the situation.

D. They focus solely on the personality traits of leaders as determinants of effectiveness.

Answer: (B)

Explicación

Contingency Leadership Theories propose that leadership effectiveness depends on the alignment between leadership style and situational factors, emphasizing that no one style is universally best. The other options are incorrect because they either ignore the situational aspect or overstate the universality of a single leadership approach.

2. What does Fiedler’s Least Preferred Coworker (LPC) measure indicate about a leader's orientation?

A. Their ability to delegate tasks efficiently.

B. Their level of task or relationship orientation based on LPC score.

C. Their overall effectiveness in leadership roles.

D. The leader's preference for certain types of coworkers.

Answer: (B)

Explicación

The LPC measure helps determine whether a leader is task-oriented or relationship-oriented by their ratings of their least preferred coworker; a low LPC suggests task orientation, high LPC suggests relationship orientation.

3. What does the Least Preferred Coworker (LPC) measure in Fiedler’s Model?

A. The effectiveness of the leader's communication skills

B. The leader's ability to motivate followers

C. The leader's orientation based on their rating of their least preferred coworker

D. The leader's preferred leadership style in different situations

Answer: (C)

Explicación

The LPC measure assesses a leader’s orientation—task or relationship—by asking them to rate their least preferred coworker, which indicates their leadership style according to Fiedler’s Model.

4. Which of the following situational variables is NOT part of Fiedler’s model?

A. Leader–member relations.

B. Task structure.

C. Leader's emotional intelligence.

D. Position power.

Answer: (C)

Explicación

Fiedler’s model considers leader-member relations, task structure, and position power as key variables, but not emotional intelligence.

5. According to Fiedler’s Model, which leadership style is generally more effective in highly favorable situations?

A. Relationship-oriented.

B. Task-oriented.

C. Participative.

D. Transformational.

Answer: (B)

Explicación

Fiedler’s model suggests task-oriented leaders perform better in highly favorable or highly unfavorable situations, depending on the context.

6. Who developed the LPC scale and in which year?

A. Fiedler, 1967.

B. Vroom, 1988.

C. Path-Goal, 1975.

D. Bass, 1985.

Answer: (A)

Explicación

Fred Fiedler developed the LPC scale in 1967 to measure a leader’s task versus relationship orientation.

7. Which of the following best describes the primary goal of Path–Goal Theory?

A. To identify the one best leadership style for all situations.

B. To clarify paths to help followers achieve goals by adapting leadership behavior.

C. To evaluate a leader's personality traits.

D. To measure leader effectiveness through employee satisfaction scores.

Answer: (B)

Explicación

Path–Goal Theory emphasizes that leaders should adapt their behavior to clarify paths and support followers’ achievement of goals, depending on the task and context.

8. What is a key difference between Fiedler’s Contingency Model and Path–Goal Theory?

A. Fiedler’s model focuses on leadership style and situational fit, while Path–Goal emphasizes leader behavior in motivation.

B. Fiedler’s model is applicable only to group settings, Path–Goal is for individual settings.

C. Path–Goal assumes leadership style remains fixed, Fiedler’s model requires flexibility.

D. Fiedler’s model was developed in the 1980s, Path–Goal was developed in the 1960s.

Answer: (A)

Explicación

Fiedler’s model centers on matching leadership style to situational favorability, while Path–Goal Theory focuses on how leaders can adapt their behaviors to motivate followers.