Chapter 10: MGT101

1. In organizations, leadership can be exerted a. by many people, as well as managers. b. only by the top two levels of management. c. only on permanent assignments. d. by people with or without leadership capability.

a

10. For best results, the leader should combine self-confidence with a. humility. b. arrogance. c. dishonesty. d. a little sarcasm.

a

12. Feedback is considered very important as a way of a. influencing behavior. b. developing charisma. c. manipulating team members. d. exerting coercive power.

a

14. A major part of effective crisis leadership is for the leader to a. present a plan for working out of the crisis. b. point blame for the crisis in the right direction. c. be excitable and angry. d. delay decision making until a study of the crisis is completed.

a

16. Soliciting suggestions for business improvement from front-line employees is an example of ____ leadership. a. participative b. rational c. authoritarian d. charismatic

a

2. Management focuses on a. continuous improvement of the status quo. b. change that compels a group to innovate. c. eliciting cooperation and teamwork. d. having a vision

a

22. Charismatic leaders are able to a. inspire others. b. intimidate group members. c. get coworkers to support each other. d. get group members to compete against one another.

a

7. Mitch exercises self-leadership when he a. leads himself to accomplish a difficult but important task. b. asks for a raise outside of a performance evaluation meeting. c. gets coworkers to recommend him for a promotion. d. encourages coworkers to perform well.

a

11. Under a policy of open-book management, workers are a. expected to be totally honest with management. b. exposed to financial details of the firm. c. empowered to set their own wage rates. d. expected to manage the financial aspects of their organizational units.

b

15. A major aspect of being a consensus leader is to a. retain considerable decision-making authority. b. hold group discussions before making a decision. c. confer with group members individually. d. take a vote before making a final decision.

b

17. According to the Leadership Grid, which style of leadership leads to trust and respect? a. authoritarian management. b. sound management. c. extraverted management. d. crisis management

b

18. In Situational Leadership II, leaders adapt their behavior to the level of ____ and ____ of a particular subordinate on a given task. a. intelligence, personality b. competence, commitment c. goals, motives d. knowledge, experience

b

25. An example of a leadership skill would be a. extraversion. b. motivating others. c. emotional stability. d. conscientiousness.

b

5. Leading by values is similar to influencing people through a. giving them rewards for good deeds. b. the organization culture. c. being assertive. d. exchange of favors.

b

9. A major characteristic of high achieving leaders is that they are a. somewhat indifferent about the technology around them. b. passionate about their work. c. low on achievement motivation. d. medium with respect to emotional intelligence.

b

13. Which one of the following is the least likely to be an effective leadership behavior? a. giving and receiving frequent feedback b. setting high performance standards for group members c. being the opposite of a servant leader d. quick recovery from setbacks

c

19. Situational Leadership II explains that effective leadership depends on two independent behaviors: a. delegating and empowering b. trusting and believing c. supporting and directing. d. directing and coaching

c

20. A notable characteristic of an entrepreneurial leader is a(n) a. patient, plodding approach to problems. b. passion for hierarchy and bureaucracy. c. exceptional degree of enthusiasm. d. exceptional degree of pessimism.

c

24. Shadowing as a mentoring technique involves a. the mentor providing frequent feedback to the person mentored. b. having a series of mentors. c. observing the mentor by following him or her around. d. showing considerable respect for the mentor in meetings.

c

6. When a leader empowers employees, the leader accepts them as a. part of his or her zone of indifference. b. workers with higher rank than himself or herself. c. partners in decision making. d. leaders by example.

c

21. Transformations take place when the transformational leader a. raises awareness of the importance of certain rewards. b. helps people go beyond a focus on minor satisfactions. c. gets people to look beyond self-interest. d. all of the choices.

d

23. To developing charisma, a. be laid back and aloof. b. have low self-efficacy. c. keep emotions under tight control. d. make everybody feel important.

d

3. Team members must identify with the leader in order for the leader to exercise ____ power. a. reward b. coercive c. legitimate d. referent

d

4. A key aspect of leading by example is for the leader to a. set high goals for group members. b. be assertive with group members. c. appeal to the rationality of group members d. show a consistency between actions and words.

d

8. Empowerment as a leadership technique a. works better in some cultures than in others. b. works in all cultures. c. works to the extent that cultural values support power sharing. d. both a & c

d