Sports Leadership Exam 1 T or F

A disadvantage of action learning is that it inherently involves time away from immediate job responsibilities.

false

A high need for power or motivation to manage necessarily guarantees leadership success.

false

According to Kohlberg's theory of moral development, an individual at the postconventional level believes that a particular behavior is "bad" only if it is punished.

false

According to the fundamental archetypes of leadership, the Visionary-Alchemist archetype refers to a leader who provides oversight, control, moral guidance, and caring protectiveness.

false

According to the fundamental archetypes of leadership, the Warrior-Knight archetype refers to a leader who challenges the status quo and guides adaptation.

false

Advantageous comparison refers to the process of using cosmetic words to defuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior.

false

Authentic leaders behave as they do to attain status, rewards, and other advantages rather than to achieve personal conviction.

false

Baby Boomers came of age during the Great Depression and World War II.

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Ends-based thinking is consistent with Kantian philosophy and is characterized colloquially as "following the highest principle or duty."

false

Experience is just a matter of what events happen to you.

false

Followers with relatively more referent power than their peers have little opportunity to deviate from group norms.

false

Formal study and learning from experience are mutually exclusive when developing leadership skills.

false

Gen Xers have been a stabilizing force in organizations for decades, even if they are prone to digressions about "the good old days."

false

Gen Xers tend to be more committed to a specific organization than to their vocation because they believe in job security.

false

Good leadership is all about calculation, planning, and following a checklist.

false

In mentoring, a mentor is the protégé's immediate supervisor and is necessarily a part of the organization.

false

In single-loop learning, individuals tend to learn about subjects outside the comfort zone of their belief systems.

false

In the context of leader motives, individuals who have a high need for socialized power are more selfish, uninhibited, impulsive, and lacking in self-control than individuals with a high need for personalized power.

false

In the context of moral potency, moral ownership is best described as the fortitude to face risk and overcome fears associated with taking ethical action.

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.

false

Individuals with high levels of technical competence are unlikely to belong to a leader's in-group.

false

Informal mentoring programs occur when an organization assigns a relatively inexperienced but high-potential leader to one of the top executives in the company.

false

Ingratiation occurs when an agent uses logical arguments or factual evidence to influence others.

false

Leaders have a short-term view, whereas managers have a long-term view in management.

false

Leaders require a high need for socialized power and a low level of activity inhibition to be successful in the long term.

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.

false

Leaders usually can exert more power during periods of relative calm than during a crisis.

false

Leaders who state that they have an open-door policy have clearly invited feedback and are open to discussing things.

false

Leadership practitioners tend to concentrate on coaching their solid or top followers.

false

Managers with Theory Y orientation rely heavily on coercive, external control methods such as pay, disciplinary techniques, punishments, and threats to motivate workers

false

Mentoring is the same as coaching

false

New leaders should avoid socializing and meeting their peers' families during the first two months on the job.

false

New leaders should not meet their entire teams on the first day of the job.

false

One needs only common sense to be a good leader.

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Out-group subordinates are distinguished from in-group subordinates by their high degree of loyalty, commitment, and trust felt toward their leader.

false

Pragmatist followers see themselves as mavericks who have a healthy skepticism of their organization.

false

Research shows that "helicopter parenting" is positively linked to a young person's leadership development.

false

Research shows that a leader's power decreases when symbols like diplomas, awards, and titles are displayed prominently to followers.

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.

false

Studies indicate that perception is basically a passive activity suggesting that everyone attends to all aspects of a situation equally.

false

Successful managers spend a lot of their time in organizational socializing and politicking.

false

The amount of power followers have in work situations is always less than the amount of power held by their group's leader.

false

The first phase of development planning involves periodically reviewing the plan, reflecting on learning, and modifying or updating the plan as appropriate.

false

The goals and standards quadrants of the GAPS (goals, abilities, perceptions, standards) analysis are focused on the present.

false

The onboarding road map is focused on internal hires—those within an organization.

false

The phrase "influence without authority" reflects the idea that few people are required to influence others in the workplace.

false

Threats or persistent reminders used to influence targets are known as legitimizing tactics.

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.

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.

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.

false

With in-basket exercises, participants are given a limited amount of time to prioritize and respond to a number of notes, letters, and phone messages from an actual manager's inbox.

false

According to Robert Kelley, alienated followers habitually point out all the negative aspects of an organization to others and leaders often see them as adversarial.

true

According to Robert Kelley, the best followers are self-starters who take initiative for themselves.

true

According to the dual-process theory, moral judgments dealing primarily with "rights" and "duties" are made by automatic emotional responses.

true

Although unaided learning from experience is difficult, it can be enhanced through the practice of after event reviews (AERs), which involve systematic reflection.

true

Because followers are often at the levels where many organizational problems occur, they can give leaders relevant information so that good solutions are implemented.

true

Choice of clothing can affect one's power and influence.

true

Coercive power is the potential to influence others through the administration of negative sanctions.

true

Good coaches not only discuss what needs to change but also make coachees practice targeted behaviors.

true

Having a high level of technical competence is important because many leaders, particularly the first-line supervisors, often spend considerable time training followers.

true

High degrees of reciprocal influence between leaders and followers characterize the most effective organizations.

true

Hubristic leaders ignore the advice and criticism of others, almost drunk with their power and unconditional positive self-regard.

true

In the context of the ethical dilemmas identified by Kidder, a parent choosing to spend more time at work to earn overtime pay for his or her children's future is a short term versus long term dilemma.

true

In the context of the perceptions quadrant of the GAPS (goals, abilities, perceptions, standards) analysis, a great way of obtaining information is through performance reviews or 360-degree feedback instruments.

true

Influence tactics refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors.

true

Instrumental values refer to modes of behavior, and terminal values refer to desired end states.

true

Keeping a journal is likely to increase the likelihood that leaders will be able to look at an event from a different perspective.

true

Leaders and followers use development plans as road maps for changing their own behaviors.

true

Leaders have considerably more influence with in-group followers than with out-group followers.

true

Leaders ultimately must be judged on the basis of a framework of values, not just in terms of their effectiveness.

true

Leadership is a complex phenomenon involving the leader, the followers, and the situation.

true

Leadership practitioners can enhance the learning value of their experiences by taking a 10 percent stretch.

true

Millennials share an optimism born, perhaps, from having been raised by parents devoted to the task of bringing their generation to adulthood.

true

New hires should check with their bosses to see if they can get copies of budget information.

true

New leaders should minimize their personal interactions with direct reports during their first two months on the job.

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.

true

Referent power refers to the potential influence one has due to the strength of the relationship between the leader and the followers.

true

Research has shown that some executives are derailed because they are unable or unwilling to adapt to superiors with leadership styles different from their own.

true

Research indicates that men tend to view leadership as an exchange with subordinates for services rendered.

true

Reward power involves the potential to influence others due to one's control over desired resources.

true

Servant leadership puts an emphasis on listening effectively to others.

true

Some managers are likely to be effective leaders without ever having taken a course or training program in leadership.

true

Studies show that female managers are less likely than male managers to compromise or negotiate during their influence attempts.

true

Technology-based approaches to leader development, such as video games and virtual reality simulations, require speedy thought and action.

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.

true

The first way to transfer learning to new environments is to continually update one's development plan.

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.

true

The last phase in development planning concerns ongoing development.

true

The mere presence of a group can cause people to act differently than when they are alone.

true

The most productive way to develop as a leader is to travel along the spiral of experience.

true

The overall composite Miner's Sentence Completion Scale (MSCS) score has consistently been found to predict leadership success in hierarchical organizations.

true

The potential to influence others through the ability to administer rewards is a joint function of the leader, the followers, and the situation.

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.

true

The tendency to overestimate the dispositional causes of behavior and underestimate the environmental factors when others fail is called the fundamental attribution error.

true

The times when people most need to break out of the mold created by past learning patterns are the times when they are most unwilling to do so.

true

The ultimate test of a servant leader's work is whether those served develop toward being more responsible, caring, and competent individuals.

true

Through a distortion of consequences, people minimize the harm caused by their behavior.

true

Useful information about a leader's strengths and development needs is most likely provided by 360-degree feedback.

true

Practicing a Theory Y attitude guarantees that you will always get along with your coworkers.

false

Power is defined as the ability of an individual to produce effects on others.

true