Chapter 4 Quiz - Dubrin

According to the Leadership Grid system, the most effective leadership style is _____. a. contribute and commit b. prescribe and guide c. status quo d. balance and compromise

A

An entrepreneurial leader is most likely to _____. a. have high enthusiasm and creativity b. be calm and deliberate when an opportunity arises c. work smoothly within a bureaucracy d. have a moderate achievement drive

A

David, the chief security officer of SimplyBuy.com, an e-commerce initiative, takes decisions regarding the enhancement of data security of the company's clients on his own assuming that other members would comply with it. David's decision-making strategy is attributed to the _____ style of leadership. a. ​autocratic b. ​consultative c. ​consensus d. ​democratic

A

Division manager Cassandra wants to get the most out of her direct reports. A good strategy would be for her to _____. a. concentrate on the strengths of her direct reports b. teach her direct reports new strengths c. focus on patching up the weaknesses of her direct reports d. establish penalties for her direct reports who display weaknesses

A

Which of the following statements is true about the gender differences in effectiveness between men and women leaders? a. Women were rated higher on relationship-oriented leadership skills. b. Men were rated higher on relationship-oriented leadership skills. c. Men were rated lower on orientation toward strategic planning and organizational vision. d. Women were rated lower on orientation toward production and obtaining results.

A

​Emily, the product development manager of JuzTel, seeks suggestions from her team members for improvising on the company's existing range of cell phones. The team members pour in their suggestions and Emily takes the final call on the inputs received by them. In this scenario, Emily is portrayed as a(n) _____. a. consultative leader b. ​autocratic leader c. ​consensus leader d. ​democratic leader

A

​Keith, the chief financial officer of MoneyPro Inc., a stock brokerage firm, is unhappy with the performance of his firm in the last quarter. He blames the lackadaisical attitude of his group members for the firm's poor performance. Which of the following measures should Keith adopt to protect the investors of his firm and increase his effectiveness as a leader? a. ​He should further raise funds from the market and be willing to invest them in riskier options to ensure maximum yield. b. ​He should concentrate on the weaknesses of his group members and focus on patching up such areas of improvement. c. ​He should focus on micromanaging his group members in order to reduce any possible chances of inefficiency. d. ​He should provide his group members with excessive feedback on good investment options.

A

A consultative leader _____. a. takes a vote before reaching a decision b. confers with the group before making a decision c. consults reference sources before making a decision d. turns over decision-making authority to the group

B

A direct way of being a supportive leader is to _____. a. establish the right values and principles b. give frequent encouragement and praise c. engage heavily in goal setting d. provide considerable structure to group members

B

In the Pygmalion effect, group members _____ a. respond only to verbal signals b. live up to expectations set for them c. become uncomfortable when placed under heavy pressure d. rebel against high expectations

B

Providing group members with too little hands-on guidance about how to accomplish important work can be a symptom of _____. a. management openness b. poor delegation c. micromanagement d. macromanagement

B

Which of the following leaders reflect the key aspects of servant leadership? a. ​Julia conveys to her group members to keep their emotions at bay at their workplace. b. Roger attempts to impose his solutions to problems faced by his team members. c. ​Angelina focuses on what is feasible to accomplish despite being very idealistic in nature. d. ​James is driven by the desire to satisfy his needs of acquiring power and prestige.

B

Without appropriate ____, the leader can rarely influence the actions of group members. a. vision formulation b. performance feedback c. customer focus d. risk taking and a bias for action

B

A leader engages in management openness when he _____. a. freely criticizes subordinates when they make a mistake b. publishes salary data on the intranet c. encourages subordinates to voice their opinion d. informs subordinates of his career plans

C

Judy Rosener contended that male leaders, in contrast to female leaders, are more inclined to _____. a. manage by rewards b. rely on interpersonal skills c. use a command-and-control style d. practice participative leadership

C

Leaders who obtain the best results typically use _____. a. the style recommended by the board b. the style recommended by the group members c. several different styles in one week d. whatever style matches the latest management fad

C

Stephen, chief financial officer of Pluto Inc., is considered to be a very organized and disciplined master by his employees thus scoring high on the dimension of initiating structure. This impression of Stephen could stem from the fact that he _____. a. provides some monetary assistance to help an employee educate his children b. ​emphasizes on completing work on time without any unreasonable delays c. arranges to set up a gymnasium for the members of his team d. ​is never biased or favors an employee over the other

C

When workers are aligned, they tend to _____ a. oppose many management policies b. follow directions without question c. pull together for a higher purpose d. work at cross-purposes with each other

C

​Katie, the marketing head of MeDiASure, a digital marketing agency, entrusts her team with the task of conceptualizing innovative marketing strategies for a client. Katie collects the group's opinion and lets the team take the final call on the most suitable strategies. In this scenario, Katie is assuming the role of a(n) _____. a. ​autocratic leader b. ​consultative leader c. ​democratic leader d. ​consensus leader

C

A key part of 360-degree feedback is for leaders to _____. a. use a circular form for evaluating others. b. receive a little feedback almost every workday. c. receive both positive and negative feedback almost daily. d. receive feedback from those who work with and for them.

D

A study with Norwegian workers found that when employees reported to a manager with a laissez-faire leadership style, they _____ a. believed the manager did not grant them enough freedom b. worked quite hard to avoid being disciplined c. enjoyed the structure and close guidance d. experienced role ambiguity

D

A leader scoring high on the dimension of consideration would typically be authoritarian and impersonal in relationships with subordinates.

False

A perform-or-perish culture calls for more of a consensus style of leadership.

False

A recommended strategy for getting the most out of workers is to focus on patching their weaknesses rather than capitalizing on their strengths.

False

An advantage of the participative leadership styles is that they substantially reduce the amount of time spent in committee meetings.

False

A potential problem with 360-degree feedback is its anonymity.

True

Alignment incorporates getting the group working together smoothly.

True

Relationship behaviors for inspiring people include the simple acts of being visible and available.

True

The factors of consideration and initiating structure are derived from a larger group of dimensions used to describe leadership behavior.

True

The teamwork approach is built into the participative leadership style.

True