Chapter 2

d. himself or herself.

9. The most effective type of humor for an organizational leader to use is directed at a. the competition. b. group members. c. other departments. d. himself or herself.

a. the necessary traits and characteristics to lead effectively.

1. Leaders who have the "right stuff" have a. the necessary traits and characteristics to lead effectively. b. made the right connections to become leaders. c. intellectual characteristics associated with effective leadership. d. inborn charismatic behaviors.

a. obsession for achieving company goals.

10. Passion for the work on the part of a leader often expresses itself as a(n) a. obsession for achieving company goals. b. distrust of employees who are calm and relaxed. c. obsession for surfing the Internet during working hours. d. tendency to engage in ruthless cost cutting.

b. build strong personal bonds with people.

11. A person with high emotional intelligence is likely to a. become overly enthusiastic during a meeting. b. build strong personal bonds with people. c. be particularly well suited for performing analytical work. d. avoid stressful situations involving people.

d. a leader's mood and associated behaviors affect bottom-line performance.

12. Research about emotional intelligence and leadership concludes that a. emotional intelligence alone leads to career success. b. emotional intelligence combined with ambition accounts for 90 percent of career success. c. general intelligence and technical skills are the most important for top-level leaders. d. a leader's mood and associated behaviors affect bottom-line performance.

d. takes responsibility for events happening.

13. A leader with an internal locus of control a. is often low in self-confidence. b. is often interpreted by group members as being weak. c. sees environmental factors as causing most events. d. takes responsibility for events happening.

b. personalized power motive.

14. Donald Trump is seen as a leader with a a. high standing on humility. b. personalized power motive. c. socialized power motive. d. low achievement drive.

b. finding joy in accomplishment for its own sake.

15. The achievement motive refers to a. a desire to surpass productivity quotas. b. finding joy in accomplishment for its own sake. c. putting high energy into achieving work goals. d. sustaining a high level of energy for work.

c. it often takes so long to implement a new program.

16. Tenacity is considered to be an important leadership characteristic because a. leaders have such limited power over group members. b. it requires tenacity to keep a job during an era of downsizing. c. it often takes so long to implement a new program. d. leaders are so often under attack from group members.

c. cognitive ability.

17. "Knowledge of the business" as a leadership characteristic is closely related to the leadership trait of a. tenacity. b. creativity. c. cognitive ability. d. drive and motivation.

a. knowledge of the business

18. A hands on and deeply engaged leader is most likely to be strong on which one of the following traits or characteristics? a. knowledge of the business b. emotionally supportiveness c. humility d. sense of humor

b. a little higher than that of the average group member.

19. Leadership effectiveness tends to be higher when the leader's intelligence is a. about the same as that of the average group member. b. a little higher than that of the average group member. c. considerably higher than that of the average group member. d. considerably lower than that of the average group member.

c. in almost every leadership setting.

2. Self-confidence is an important leadership characteristic a. primarily among executives. b. primarily among supervisors. c. in almost every leadership setting. d. for male leaders more than for female leaders.

a. along a continuum from low to high.

20. Creativity among leaders tends to be distributed a. along a continuum from low to high. b. into being creative versus not creative. c. between old and young leaders. d. between planners versus implementers.

c. predict the direction of environmental forces.

21. An important application of farsightedness for executive leaders is to a. study technological developments. b. avoid being frustrated by the demands of group members and customers. c. predict the direction of environmental forces. d. memorize product information.

b. understanding how the external environment influences the organization.

22. A systems thinker would be especially good at a. exploiting short-range benefits. b. understanding how the external environment influences the organization. c. sizing up people. d. managing his or her emotions to advantage.

c. sees the long-range implications of her actions.

23. Jane is a farsighted leader, so she a. tends to delay taking action. b. avoids planning her unit's activities. c. sees the long-range implications of her actions. d. focuses on the short-range implications of her actions.

b. the combined influence of heredity and environment.

24. With respect to heredity and environment, leadership effectiveness appears to be a. mostly due to heredity. b. the combined influence of heredity and environment. c. mostly due to the environment. d. four-fifths heredity and one-fifth environment.

d. a combination of nature and nurture.

25. The balance of opinion suggests that the contributors to leadership effectiveness are a. virtually unknown. b. about 90 percent nature and 10 percent nurture. c. about 90 percent nurture and 10 percent nature. d. a combination of nature and nurture.

c. improve with experience.

26. Emotional intelligence tends to a. peak at an early career stage. b. be closely associated with technical skill. c. improve with experience. d. decrease substantially during middle age.

a. can help with leadership selection and development.

27. An important strength of the trait approach to leadership is that it a. can help with leadership selection and development. b. specifies how much of a given trait is important for leadership. c. specifies which traits are needed for leadership in a given situation. d. helps in analyzing the situational demands.

b. put group members in the limelight, rather than oneself.

3. A key part of a leader having humility is to a. insult the group performance, including that of your own. b. put group members in the limelight, rather than oneself. c. make forecasts about the group not making standards. d. ask the group to lead itself so he or she can do analytical work.

b. trustworthiness.

4. Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of a. humility. b. trustworthiness. c. extraversion. d. sense of humor.

b. Doing what she or he thinks is right in spite of the political consequences

5. Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness? a. Being highly diplomatic so as not to offend anyone b. Doing what she or he thinks is right in spite of the political consequences c. Behaving in a manner differently than he or she expects others to behave d. Making his or her behavior inconsistent with his or her intentions

d. practice his or her values consistently.

6. An authentic leader would most likely a. imitate the behavior of the company CEO. b. engage in excessive organizational politics. c. expect more of workers than himself or herself. d. practice his or her values consistently.

b. express feelings and opinions forthrightly.

7. An important part of being assertive is to a. not tolerate differences of opinion. b. express feelings and opinions forthrightly. c. behave aggressively toward people when necessary. d. be obnoxious when necessary.

b. help him build relationships with the group.

8. Kent is an enthusiastic leader, so his enthusiasm is likely to a. be perceived as an annoyance by group members. b. help him build relationships with the group. c. be perceived as somewhat of a phony by group members. d. make it difficult for him to advance further.