Midterm

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

a. build strong personal bonds with people.

Nancy, a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore: a. explains that top management wants quality improvements. b. consults regularly with group members. c. does favors for people so she can call on them later. d. develops a large number of people within her network.

a. explains that top management wants quality improvements.

Charismatic leaders are likely to cultivate relationships with group members by means of a. impression management. b. deliberately appearing manipulative and unforgiving. c. threats of punishment for noncompliance. d. revealing their true selves to others.

a. impression management.

Kiev, the manager of an accounting department, helps his CFO in framing the financial policies of his company. In this scenario, Kiev is carrying out the leadership role of a(n) _____. a. strategy developer b. spokesperson c. figurehead d. executor

a. strategy developer

An example of Machiavellianism would be for a manager to tell a group member that he must: a. work every Saturday to be evaluated as a good team player. b. have lunch together to discuss a new software system. c. accomplish goals that fit the company's strategic goals. d. conform to company rules and regulations.

a. work every Saturday to be evaluated as a good team player.

A key part of a company's designation as the "best company to work for" is an evaluation of the company's organizational culture. a. True b. False

a. True

A socialized charismatic leader is concerned primarily with using power for the good of other people. a. True b. False

a. True

According to one authority cited in the leadership text, humility adds value to leadership. a. True b. False

a. True

Displaying an in-your-face attitude can contribute to a person's charisma. a. True b. False

a. True

Effective leaders have to be good managers or be supported by effective managers. a. True b. False

a. True

Promoting values and principles that contribute to the welfare of individuals and organizations can be classified as task-oriented. a. True b. False

a. True

Pursuing or encouraging organizational politics can emphasize self-interest at the expense of others. a. True b. False

a. True

Sylvie, a manager, regularly tells her team members about the importance of treating people fairly, and she also treats her employees in a fair manner. Hence, Sylvie is said to possess integrity. a. True b. False

a. True

The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive tasks. a. True b. False

a. True

Unless a manager gets people to move beyond mechanical compliance with directions and orders, leadership has not taken place. a. True b. False

a. True

The purpose of forming a coalition is to: a. impress others by the number of people in your network. b. combine your power with that of others. c. ingratiate yourself with other people. d. legitimize your requests.

b. combine your power with that of others.

The consideration dimension of leadership behavior includes how well the leader creates an environment of _____. a. increased concern for financial controls b. emotional support, friendliness, and trust c. careful concern for organizational productivity d. carefully controlled work procedures

b. emotional support, friendliness, and trust

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

b. encourages subordinates to voice their opinion

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

b. live up to expectations set for them

In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because these require full concentration and effort. a. ​compliance b. ​commitment c. ​debasement d. ​resistance

b. ​commitment

Contingency theories of leadership specify the personal characteristics of the leader that will contribute to effectiveness in a wide variety of situations. a. True b. False

b. False

To develop your personal brand, it is recommended that you focus on patching up your weaknesses. a. True b. False

b. False

When a state of goal congruence exists, workers are more likely to play organizational politics. a. True b. False

b. False

Annette's team has been able to meet the production target of 20,000 units per year. In the next financial year, Annette sets a target of 25,000 units for the team. Accordingly, the team's individual targets are set to increase. In the context of the path-goal theory of leadership effectiveness, Annette is following the _____ of leadership. a. directive and controlling style b. participative style c. achievement oriented style d. supportive style

c. achievement oriented style

Sending thank-you notes to large numbers of people is regarded as a: a. way to make a quick showing. b. method of keeping others informed. c. basic, but effective, political technique. d. method of controlling lines of communication.

c. basic, but effective, political technique.

Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessica's decision is attributed to the _____ style of leadership. a. democratic b. autocratic c. consensus d. consultative

c. consensus

Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is: a. an effective storyteller. b. experiencing leadership polarity. c. likely to score high on emotional intelligence. d. a laissez-faire leader.

c. likely to score high on emotional intelligence.

Which one of the following is the least typical characteristic of a transformational leader? a. practicing empowerment b. charisma c. low standing on moral reasoning d. encouraging personal development of staff

c. low standing on moral reasoning

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

c. obsession for achieving company goals.

Which of the following examples represents a manager whose actions encourage organizational politics? a. A manager who relies on objective standards for judging performance b. A manager who has led his firm to profits over the last year c. A manager who creates a stable and predictable work environment d. A manager who frowns every time he receives criticism

d. A manager who frowns every time he receives criticism

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

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

A rule of thumb offered for the sequencing of influence tactics is to: a. begin with the ethical, then shift to the unethical. b. first mirror the influence tactic of the other person, then try your own. c. first be more serious, then move toward joking and kidding. d. begin with the most positive, or least abrasive, tactic.

d. begin with the most positive, or least abrasive, tactic.

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

d. practice his or her values consistently.

Alan used to follow a libertarian leadership style. He recently decided to become stricter toward productivity targets as a result of fluctuations in the market, even though this leadership style goes against his natural inclinations. He does this in order to make his team more task-oriented. This is an example of _____. a. dividing the group into in-group and out-group b. leaders using debasement techniques c. leaders using techniques of ingratiation d. situations shaping how leaders behave

d. situations shaping how leaders behave

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

d. takes responsibility for events happening.

An article argues that Edmonton Bank is unlikely to change its policies even though it recently appointed a new CEO. It notes that all the CEOs of Edmonton Bank are Caucasian males in their late forties who went to Ivy League schools. This article's argument about leadership irrelevance is based on the idea that: a. Edmonton Bank uses information technology for many of its supervisory functions. b. the new CEO is limited by obligations to Edmonton Bank's shareholders. c. the new CEO has unilateral control over only a few resources. d. the new CEO will act in a way similar to the previous CEOs.

d. the new CEO will act in a way similar to the previous CEOs.

_____ authorizes people at the highest levels in an organization to make a decision and expect compliance. a. ​Referent power b. ​Prestige power c. ​Expert power d. ​Legitimate power

d. ​Legitimate power

Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is: a. ​a personalized charismatic. b. ​a transactional leader. c. ​a laissez-faire leader. d. ​a socialized charismatic.

d. ​a socialized charismatic.