SHRM-CP Test Prep
Coercive leadership ANS: the leader imposes a vision or solution on the team and demands that the
team follow this directive
When is coercive leadership effective and ineffective? ANS: Effective--during crises when immediate
and clear action is needed
Ineffective--can damage employees' sense of ownership and motivtation
Authoritative leadership ANS: leader imposes a solution and invites the team to join the challenge
When is authoritative leadership effective and ineffective? ANS: Effective--when there is no clear path
forward and the proposal is compelling and captures the team's imagination; team members are
empowered to contribute; goal is clear and team members understand their roles in the effort
Ineffective--when leader lacks real expertise
Affiliative leadership ANS: The leader creates strong relationships with and inside the team,
encouraging feedback.
When is affiliative leadership effective and ineffective? ANS: Effective--at all times, but especially when
a leader has inherited a dysfunctional team
Ineffective--when used alone; when opportunities to correct or improve performance are not taken
because the leader fears damaging relationships
Democratic leadership ANS: The leader invites followers to collaborate and acts by consensus.
When is democratic leadership effective and ineffective? ANS: Effective--leader does not have a clear
vision or anticipates strong reaction to a change
Ineffective--when time is limited
,Pacesetting leadership ANS: The leader sets a model for high performance standards and challenges
followers to meet these expectations.
When is pacesetting leadership effective and ineffective? ANS: Effective--when teams are composed of
competent and motivated employees
Ineffective--when expectations and pace are excessive and employees become tired/discouraged; when
achieving pace goals is the sole focus of the leader
Coaching leadership ANS: The leader focuses on developing team members' skills, believing that
success comes from aligning the organization's goals with employees' personal and professional goals.
When is coaching leadership effective and ineffective? ANS: Effective--when leaders are skilled in
strategic management, communication, and motivation; when leaders can manage their time to include
coaching as a primary activity; team members are receptive to coaching
Ineffective--when employees resist changing their performance; not open to coaching
Trait leadership theory ANS: leaders possess certain qualities that followers do not possess. Equates
leadership to these skills.
Behavioral leadership theories ANS: leaders influence group members through certain behaviors
Country-club managers ANS: -Create a secure atmosphere and trust individuals to accomplish goals,
avoiding punitive actions so as not to jeopardize relationships
-low task, high relationship
Impoverished managers ANS: -Use a "delegate & disappear" management style. Detach themselves,
often creating power struggles.
-low task, low relationship
,Authoritarian managers ANS: -Expect people to do what they are told without question & tend not to
foster collaboration.
-high task, low relationship
Situational leadership theories ANS: -Leaders can flex their behaviors to meet the needs of unique
situations
-employ both task or directive behaviors, and relationship or supporting behaviors
telling ANS: -When the leader provides specific instructions and closely supervises performance
-employee is not yet motivated or competent
selling ANS: when the increasingly competent employees still needs focus and motivation ("why are we
doing this")
participating ANS: when competent workers can be included in problem solving and coached on higher
skills
delegating ANS: when very competent team members can benefits from greater levels of autonomy
and self-direction
Fiedler's Contingency Theory ANS: Leaders change the situation to make it more "favorable," more
likely to produce good outcomes.
Path-Goal Theory ANS: -This theory emphasizes the leader's role in coaching and developing followers'
competencies. The leader performs the behavior needed to help employees stay on track toward their
goals.
-This involves addressing different types of employee needs: directive, supporting, achievement, and
participative
, Directive (path-goal theory) ANS: help the employee understand the task and its goal
Supportive (path-goal theory) ANS: try to fulfill employee's relationship needs
Achievement (path-goal theory) ANS: motivate by setting goals
Participative (path-goal theory) ANS: provide more control over work and leverage group expertise
through participative decision making
Emergent leadership theory ANS: Leaders are not appointed but emerge from the group, which
chooses the leader based on interactions.
Transactional leadership ANS: -emphasizes a leader's preference for order and structure
-focuses on control and short-term planning
-employees are expected to follow orders from above
-employees are motivated by rewards and consequences
-employees are closely monitored to make sure work is done properly and on time
-creativity and inventiveness are not typically encouraged or nurtured
-ex. military, large and multinational organizations
Transformational leadership ANS: -emphasizes a leader's ability to inspire employees to embrace
change
-encourages communication, cooperation, collaboration
-leaders lead by example, exemplifying moral and ethical standards and values. They encourage the
same from others
Coercive leadership ANS: the leader imposes a vision or solution on the team and demands that the
team follow this directive
When is coercive leadership effective and ineffective? ANS: Effective--during crises when immediate
and clear action is needed
Ineffective--can damage employees' sense of ownership and motivtation
Authoritative leadership ANS: leader imposes a solution and invites the team to join the challenge
When is authoritative leadership effective and ineffective? ANS: Effective--when there is no clear path
forward and the proposal is compelling and captures the team's imagination; team members are
empowered to contribute; goal is clear and team members understand their roles in the effort
Ineffective--when leader lacks real expertise
Affiliative leadership ANS: The leader creates strong relationships with and inside the team,
encouraging feedback.
When is affiliative leadership effective and ineffective? ANS: Effective--at all times, but especially when
a leader has inherited a dysfunctional team
Ineffective--when used alone; when opportunities to correct or improve performance are not taken
because the leader fears damaging relationships
Democratic leadership ANS: The leader invites followers to collaborate and acts by consensus.
When is democratic leadership effective and ineffective? ANS: Effective--leader does not have a clear
vision or anticipates strong reaction to a change
Ineffective--when time is limited
,Pacesetting leadership ANS: The leader sets a model for high performance standards and challenges
followers to meet these expectations.
When is pacesetting leadership effective and ineffective? ANS: Effective--when teams are composed of
competent and motivated employees
Ineffective--when expectations and pace are excessive and employees become tired/discouraged; when
achieving pace goals is the sole focus of the leader
Coaching leadership ANS: The leader focuses on developing team members' skills, believing that
success comes from aligning the organization's goals with employees' personal and professional goals.
When is coaching leadership effective and ineffective? ANS: Effective--when leaders are skilled in
strategic management, communication, and motivation; when leaders can manage their time to include
coaching as a primary activity; team members are receptive to coaching
Ineffective--when employees resist changing their performance; not open to coaching
Trait leadership theory ANS: leaders possess certain qualities that followers do not possess. Equates
leadership to these skills.
Behavioral leadership theories ANS: leaders influence group members through certain behaviors
Country-club managers ANS: -Create a secure atmosphere and trust individuals to accomplish goals,
avoiding punitive actions so as not to jeopardize relationships
-low task, high relationship
Impoverished managers ANS: -Use a "delegate & disappear" management style. Detach themselves,
often creating power struggles.
-low task, low relationship
,Authoritarian managers ANS: -Expect people to do what they are told without question & tend not to
foster collaboration.
-high task, low relationship
Situational leadership theories ANS: -Leaders can flex their behaviors to meet the needs of unique
situations
-employ both task or directive behaviors, and relationship or supporting behaviors
telling ANS: -When the leader provides specific instructions and closely supervises performance
-employee is not yet motivated or competent
selling ANS: when the increasingly competent employees still needs focus and motivation ("why are we
doing this")
participating ANS: when competent workers can be included in problem solving and coached on higher
skills
delegating ANS: when very competent team members can benefits from greater levels of autonomy
and self-direction
Fiedler's Contingency Theory ANS: Leaders change the situation to make it more "favorable," more
likely to produce good outcomes.
Path-Goal Theory ANS: -This theory emphasizes the leader's role in coaching and developing followers'
competencies. The leader performs the behavior needed to help employees stay on track toward their
goals.
-This involves addressing different types of employee needs: directive, supporting, achievement, and
participative
, Directive (path-goal theory) ANS: help the employee understand the task and its goal
Supportive (path-goal theory) ANS: try to fulfill employee's relationship needs
Achievement (path-goal theory) ANS: motivate by setting goals
Participative (path-goal theory) ANS: provide more control over work and leverage group expertise
through participative decision making
Emergent leadership theory ANS: Leaders are not appointed but emerge from the group, which
chooses the leader based on interactions.
Transactional leadership ANS: -emphasizes a leader's preference for order and structure
-focuses on control and short-term planning
-employees are expected to follow orders from above
-employees are motivated by rewards and consequences
-employees are closely monitored to make sure work is done properly and on time
-creativity and inventiveness are not typically encouraged or nurtured
-ex. military, large and multinational organizations
Transformational leadership ANS: -emphasizes a leader's ability to inspire employees to embrace
change
-encourages communication, cooperation, collaboration
-leaders lead by example, exemplifying moral and ethical standards and values. They encourage the
same from others
