T F 1. "Leadership" and "persuasion" are similar and overlapping concepts.
T F 2. Secondary small groups with no member designated as "leader" are usually more productive and satisfying than similar groups in which someone has been appointed or elected as leader.
T F 3. Appointing a designated leader does not mean that leadership should not be distributed among group members on the basis of their respective competencies.
T F 4. "Leadership" is considered by most group theorists to be a personality trait.
T F 5. Democratic leadership can be made appropriate to any kind of situation facing a secondary group.
T F 6. Occasionally a group member emerges as leader even though the group has a designated leader (e.g., an appointed chair).
T F 7. The idea of "leader as medium" suggests that needed leadership functions can be supplied by any member of a small group.
T F 8. Fiedler's contingency model of leadership assumes that most people who function as designated leaders are relatively adaptable to a variety of types of tasks, members, and other contingencies of group context.
T F 9. The authority of a committee chair to call meetings is an example of coercive power.
T F 10. Charisma is part of the type of influence that is called "referent power."
T F 11. Leadership can be exerted by EVERY member of a small group.
T F 12. A recent meta-analytic study revealed that leader style and productivity were correlated only if the type of task facing the group was held constant.
T F 13. Research evidence indicates that skills in verbalizing ideas for a group may be important for being selected or emerging as a group's leader.
T F 14. The Communication Competencies theory of leadership is incompatible with a Contingency theory of leadership.
T F 15. One cannot function as a small group leader unless other members are willing to follow.
T F 16. Leaders are more adequately described as "task specialists" (competent at doing the work of the group) than as "procedural specialists."
T F 17. No statistical connection was found between democratic leadership and satisfaction of members.
T F 18. Studies indicate that men and women may exert leadership in different ways.
T F 19. More women in designated leader positions were found to prefer the titles "coordinator" or "organizer" than the title "leader" for referring to their positions.
T F 20. Supervisors tend to give greater latitude to employees whose power needs are similar to theirs than to employees with different power needs.
T F 21. Members who listen well to each other seem to be necessary for distributed leadership to work well in a small group.
T F 22. Initially leaderless groups in which no one member emerges as leader outperform such groups in which a member does emerge as leader.
T F 23. Fisher's model of leadership emergence suggests that any member in a group has the potential to emerge as a leader in that group.

24. Emergent small group leaders were reported by Baker to be
A. high in opinion giving but low in suggesting procedures.
B. high in both opinion giving and suggesting procedures.
C. low in both opinion giving and suggesting procedures.
D. low in opinion giving but high in suggesting procedures.

25. The idea of Weick's metaphor "leader as medium" is that the foremost function of group leadership is to
A. solve the group's problem(s).
B. provide information the group needs to solve a problem.
C. help develop a set of rules and procedures for problem solving.
D. serve as a go-between for the small group and its parent organization.
E. coordinate and clarify the different perspectives and information of members.

26. A model of leadership that is theoretically sound but of little practical value is the model,
A. styles
B. contingency
C. integrative systems/process
D. functions
E. communicative competencies

27. The "leader-member exchange" model of leadership is concerned with
A. the amount of "negotiating latitude" supervisors allow subordinates.
B. the verbal interaction leaders and members engage in to establish and achieve group goals.
C. why and how supervisory leaders give special breaks to "pet" members of work groups they supervise.
D. how supervisory leaders use rewards to motivate work from members of work crews.

28. "Leadership" is classified as
A. a property of the group rather than individuals.
B. a property of members rather than of the group.
C. the wielding of power to coordinate the activities of group members.
D. a characteristic of a selected individual group member.
E. a commodity for which members compete in ways that help the group achieve interdependent goals.

29. In a mature small group, leadership is
A. spread equally among a leadership corps of two to four members.
B. mostly provided by one emergent individual leader.
C. widely distributed among the members.
D. depends more on competent sending than listening.

30. The first approach people took to develop a theory of leadership was the model.
A. style
B. competencies
C. functions
D. contingency
E. trait

31. Leadership can be exerted by
A. threats to get members to work toward group goals.
B. messages suggesting member activity be aimed at achieving group goals.
C. coercion to get members to do work needed to accomplish group goals.
D. threats, coercion, or suggestions so long as these leader behaviors are goal directed.
E. physical objects used to furnish a meeting room.

32. The right to call committee meetings, usually given a chair, is an example of the type of power.
A. authoritative
B. legitimate
C. coercive
D. referent
E. reward