Leadership Exam One
A high need for power or motivation to manage necessarily guarantees leadership success. t/f
False
A leader who has legitimate power has the widest array of influence tactics available to influence followers. t/f
False
Being helpful, honest, and logical are examples of terminal values. t/f
False
Ends-based thinking is consistent with Kantian philosophy and is characterized colloquially as "following the highest principle or duty." t/f
False
Good leadership is all about calculation, planning, and following a checklist. T/F
False
In-group favoritism occurs when people overrate the quality of their work and their contributions to the groups and teams to which they belong. t/f
False
Leaders have a short-term view, whereas managers have a long-term view in management. T/F
False
Leaders require a high need for socialized power and a low level of activity inhibition to be successful in the long term. t/f
False
Leaders tend to ask questions pertaining to the "how" and "when" of situations, whereas managers tend to ask questions pertaining to the "what" and "why" of things. T/F
False
Leaders usually can exert more power during periods of relative calm than during a crisis. t/f
False
Practicing a Theory Y attitude guarantees that you will always get along with your coworkers. t/f
False
Pragmatist followers see themselves as mavericks who have a healthy skepticism of their organization. T/F
False
Rule-based thinking, known as utilitarianism in philosophy, is premised on the idea that right and wrong are best determined by considering the consequences or results of an action. t/f
False
The amount of power followers have in work situations is always less than the amount of power held by their group's leader. t/f
False
The phrase "influence without authority" reflects the idea that few people are required to influence others in the workplace. t/f
False
Threats or persistent reminders used to influence targets are known as legitimizing tactics. t/f
False
Unlike the constructionist approach, the role approach believes that leadership is co-created through acts of leading and following, whoever may be performing those acts. T/F
False
When followers have a say in the selection or election of a leader, they are likely to have low expectations and make few demands. T/F
False
When new leaders meet with their entire teams the first day on the job, these initial meetings tend to have more interactive dialogue than one-way communication. t/f
False
According to Robert Kelley, the best followers are self-starters who take initiative for themselves. T/F
True
According to the dual-process theory, moral judgments dealing primarily with "rights" and "duties" are made by automatic emotional responses. t/f
True
Having a high level of technical competence is important because many leaders, particularly first-line supervisors, often spend considerable time training followers. t/f
True
High degrees of reciprocal influence between leaders and followers characterize the most effective organizations. t/f
True
In the context of the perceptions quadrant of the GAPS analysis, a great way of obtaining information is through performance reviews or 360-degree feedback instruments. t/f
True
Influence is the degree of actual change in a target person's attitudes, values, beliefs, or behaviors. t/f
True
Instrumental values refer to modes of behavior, and terminal values refer to desired end states. t/f
True
Keeping a journal is likely to increase the likelihood that leaders will be able to look at an event from a different perspective. t/f
True
Leaders have considerably more influence with in-group followers than with out-group followers. T/F
True
Leadership practitioners can enhance the learning value of their experiences by taking a 10 percent stretch. t/f
True
Managers with Theory X orientation rely heavily on coercive, external control methods to motivate workers, such as pay, disciplinary techniques, punishments, and threats. t/f
True
Moral reasoning refers to the process leaders use to make decisions about ethical and unethical behaviors. t/f
True
New hires should check with their bosses to see if they can get copies of budget information. t/f
True
New leaders should minimize their personal interactions with direct reports during their first two months on the job. t/f
True
Power distance is defined as the degree to which the less powerful members of a society accept and expect that power is distributed unequally. t/f
True
Research indicates that men tend to view leadership as an exchange with subordinates for services rendered. T/F
True
The first step in building technical competence is to determine how one's job contributes to the overall success of his or her organization. t/f
True
The glass cliff refers to the finding that female candidates for an executive position are more likely to be hired than equally qualified male candidates when an organization's performance is declining. T/F
True
The potential to influence others through the ability to administer rewards is a joint function of the leader, the followers, and the situation. t/f
True
The study of authentic leadership has gained considerable momentum in the last decade because of the belief that enhancing self-awareness can help people in organizations find more meaning and connection at work. t/f
True
Through a distortion of consequences, people minimize the harm caused by their behavior. t/f
True
