HMD 225 Exam 2

Which of the following statements about 360-degree feedback is most likely true?

360-degree feedback should be built around a competency model.

Which of the following statements best exemplifies effective delegation?

A leader must give subordinates the freedom to make certain kinds of mistakes.

Identify a true statement about providing constructive feedback.

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more discretionary feedback.

Which statement about delegation is most likely false?

Delegation is an overused management option that frustrates most followers.

According to the Leadership Grid, authoritarian leaders are most likely to have a positive impact on their subordinates' job performance, organizational commitment, and intentions to stay.

False

According to the Leadership Pipeline, people who skip organizational levels often turn out to be effective leaders.

False

General goals work better than specific goals because they often provide enough information regarding which behaviors are to be changed or when a clear end state has been attained.

False

In the context of group size, leaders with a small span of control tend to be more directive, spend less time with individual subordinates, and use more impersonal approaches when influencing followers than do leaders with a large span of control.

False

Leader support is a job-centered dimension of behavior and is similar to the initiating structure dimension of the various Ohio State questionnaires.

False

Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers.

False

Organizations usually offer on-boarding programs to help internal candidates move into top managerial roles, which help them figure out how to operate at this leadership level.

False

Research shows that followers are significantly happier when their leaders frequently delegate tasks.

False

Social contact is better satisfied by organizations than by groups.

False

Subordinates can usually tell whether or not they are doing a good job even without feedback.

False

Task-oriented behavior is never adequate for accomplishing long-term objectives.

False

To maximize the impact of feedback, people should provide feedback to large groups instead of specific individuals.

False

When providing evaluative feedback, it is inappropriate and ineffective to compare a subordinate's behavior with the behavior of peers or co-workers.

False

Identify a true statement about goal setting.

Follower participation in goal setting often leads to higher levels of commitment and performance if the leader is perceived to be incompetent.

Researchers at the University of Michigan concluded that there are four categories of leadership behaviors related to effective group performance. Identify a true statement about one of the four categories, interaction facilitation.

It includes those behaviors where leaders act to smooth over and minimize conflicts among followers.

Which of the following statements is most likely true of delegation.

Leaders may feel threatened when delegating an important task because it reduces direct personal control over the work.

The _____ asked leaders to indicate the extent to which they believed different consideration and initiating behaviors were important to leadership success.

Leadership Opinion Questionnaire (LOQ)

Which of the following statements about feedback is most likely false?

Research shows that subordinates believe their leaders give more feedback than their leaders think they do.

In comparing teams and group members, which statement is most likely true?

Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult.

Which of the following concepts was most likely promoted by Boris Groysberg?

The difference between portable and nonportable skills.

Identify a true statement about leadership skills according to Hogan and Warrenfelz's four major categories of skills and behaviors found in virtually every organizational competency model.

They are skills and behaviors concerned with building teams and getting results through others.

A symptom of groupthink is an illusion of invulnerability, which leads to unwarranted optimism and excessive risk taking by a group.

True

According to Peterson and Hicks, good coaches orchestrate rather than dictate development.

True

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more personal or discretionary feedback.

True

An outsider to a group often is able to learn more about norms than is an insider.

True

Executive presence is, in general, concerned with a person's ability to radiate confidence, poise, and authority.

True

Forging a partnership is the first step in informal coaching.

True

Giving constructive feedback involves sharing information or perceptions with another about the nature, quality, or impact of that person's behavior.

True

Highly cohesive groups are likely to be characterized by low absenteeism and low turnover.

True

In the context of effective delegation, the first step leaders should take when deciding what to delegate is to identify all their present activities.

True

Intrapersonal skills are leadership competencies and behaviors having to do with adapting to stress, goal orientation, and adhering to rules.

True

Leaders often avoid delegation when a task is a desirable one that could generate power or prestige.

True

Leadership behaviors are a function of intelligence, personality traits, emotional intelligence, values, attitudes, interests, knowledge, and experience.

True

Norms can be imported from an organization existing outside a team.

True

Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization.

True

Research on 360-degree feedback shows that those individuals who work for superiors receiving above-average ratings from others were more likely to receive above-average ratings themselves.

True

Researchers at the University of Michigan considered job-centered and employee-centered behaviors to be at opposite ends of a single continuum of leadership behavior.

True

Setting easy goals rarely leads to high levels of performance.

True

The LBDQ-XII assesses behaviors such as being able to tolerate uncertainty and acting as a representative for a group.

True

The three components of community leadership include mobilization, framing, and building social capital.

True

With role ambiguity, the problem is lack of clarity about just what the expectations are.

True

A store manager asks his employee to keep the outdated stocks of a product at the front of the shelf so that they can be sold. However, the employee is unwilling to mislead customers as this deception is inconsistent with the employee's values and beliefs. In this scenario, the employee is most likely to experience

a person-role conflict.

According to the Leadership Grid, 9,9 leaders

are the most effective leaders.

Which of the following would least likely improve a leader's feedback skills?

being critical

According to Hogan and Warrenfelz, competencies concerned with analyzing issues, making decisions, and strategic thinking fall into the _____ category.

business skills

In the context of the developmental stages of groups, which of the following is a characteristic of the norming stage?

clear emergence of a leader

In the context of group size, which of the following defines subgroups of individuals who often share the same goals, values, and expectations?

cliques

In the context of group roles, which of the following is an example of a dysfunctional role?

dominating

Mobilization is best described as

engaging a critical mass to take action to achieve a specific outcome or set of outcomes.

According to Peterson and Hicks, which of the following is the first step in informal coaching?

establishing a relationship based on trust

Which of the following is a possible solution for groupthink?

establishing an independent subgroup to make recommendations

The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is known as

framing.

Behaviors that are concerned with motivating subordinates to accomplish the task at hand are called _____ behaviors.

goal emphasis

The sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it is called

group cohesion.

Community leaders are most likely to

have fewer resources than most other leaders.

In the context of the principles of effective delegation, which of the following is the first step of deciding what to delegate?

identifying all the present activities

In the context of group roles, which of the following occurs when someone receives inconsistent signals from several others about expected behavior?

intersender role conflict

A manager makes the following statement to a subordinate: "I need this report back in five minutes, and it better be perfect." Which term best describes this type of role conflict?

intrasender role conflict

Building social capital

is the leadership competency of developing and maintaining relationships that allow people to work together.

In the context of the nature of groups, _____ are the informal rules groups adopt to regulate and regularize group members' behaviors.

norms

In the context of group cohesion, which of the following occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders?

ollieism

Functional, interdependent roles that are focused on the performance of group tasks are characteristic of which stage of group development?

performing

When giving performance feedback privately to a subordinate, what should a leader most likely emphasize?

positive behaviors and results

The inefficiencies created by more and more people working together are called

process losses.

Molly, a member of a product development team, is most likely experiencing _____ if she wonders, "Just what am I supposed to be doing?"

role ambiguity

What should a coach most likely do to help a follower stick to a development plan?

schedule regular reflection sessions

In the context of group size, which of the following is a phenomenon in which working in the presence of others increases effort or productivity?

social facilitation

In the context of the developmental stages of groups, which of the following stages is characterized by intragroup conflict, heightened emotional levels, and status differentiation?

storming

In the context of delegation, a common reason why a leader avoids delegating a task is that the

task is a source of power or prestige.

Which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors?

the Supervisory Behavior Description Questionnaire (SBDQ)

In the _____, 10-15 superiors, peers, and direct reports are asked to share a target individual's strengths and areas of improvement as a leader in phone or face-to-face interviews.

verbal 360-degree technique