ch 15, 16, 17
In the context of Bass's theory of transformational and transactional leadership, which of the following statements is true of transformational leaders? A) They possess impression management skills. B) They are unable to develop strong emotional bonds with followers. C) They promise rewards for desired performance. D) They are primarily concerned with perpetuating the status quo.
A
In the context of diagnosing performance problems, which of the following statements is most likely true of the expectations component of the performance model? A) Problems occur when teams are unclear about their objectives. B) Lack of financial resources and necessary equipment leads to performance problems. C) Problems are resolved by sending people who lack abilities for training. D) Abilities and skills are the components that make up expectations.
A
What is the underlying cause for a huge percentage of failed change initiatives? A) The leader is unable or unwilling to address organizational culture and capabilities issues. B) The leader optimizes one part of the organization at the expense of the firm's stockholders. C) The leader lacks a compelling vision for the financial strength of the organization. D) The leader fails to demonstrate empathy and listening skills with key followers.
A
Which of the following is a team trip wire presented by Hackman? A) create an inappropriate authority balance in the group B) define tasks for which members are collectively responsible C) specify simple team objectives and provide adequate resources D) provide organizational support for task-performing teams and work groups
A
Which of the following leader actions would leastlikely increase follower dissatisfaction levels? A) lowering employee performance standards B) comparing benchmarks against other organizations C) capitalizing on some type of financial or political crisis D) talking about potential competitive threats against the organization
A
Which of the following managerial types have most likely gained insight into their dark-side traits and found ways to negate the debilitating effects of these traits on followers? A) competent managers B) taskmasters C) cheerleaders D) figureheads
A
Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team? A) the presence of dark-side traits B) inadequate distribution channels C) poor product development decisions D) lying about business and financial results
A
Which of the following statements about transformational leaders is most likely true? A) They are inherently future oriented. B) Their vision is based solely on their own values. C) They struggle with reframing issues and concepts. D) They are rarely controversial or emotionally expressive.
A
In the context of leaders creating a compelling vision, which of the following components pertains to lessons of leadership learned through personal experience that are related to a team's future picture and core values? A) idea B) edge C) expectation D) emotional energy
B
What should a leader do if the model of performance reveals that expectations for compliance are causing performance problems? A) provide training opportunities B) utilize reward power C) clarify team goals D) delegate tasks
C
Which of the following individuals are good at building teams and getting results through others? A) cheerleaders B) taskmasters C) competent managers D) figurehead managers
C
Which of the following is a key component to the model (M) variable in Beer's model for organizational change? A) resistance B) type of coordination C) environmental scanning D) process
C
Which of the following is a root cause of managerial incompetence and involves irritating, counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams and cause followers to exert less effort toward goal accomplishment? A) low levels of situational awareness B) poor followership C) dark-side personality traits D) highly active reality distortion field
C
Which of the following is nota component of a leadership vision? A) ideas B) edge C) policies D) expectations
C
Which of the following is notone of the five general approaches to managing conflict as described by Thomas? A) avoidance B) sharing C) negotiation D) competition
C
Which of the following should leaders do when administering punishment to a follower? A) They should focus their attention on the person rather than the act. B) They should ask the person to change his or her personality, values, or preferences. C) They should provide a clear rationale for the punishment. D) They should utilize the performance model as a guide.
C
According to Burns, ________ occurs when leaders and followers are in some type of exchange relationship to get needs met. A) transformational leadership B) transactional leadership C) facilitative leadership D) laissez-faire leadership
B
According to research, between 50 and 90 percent of all new businesses fail within five years because of A) insufficient investment capital. B) managerial incompetence. C) unethical business practices. D) poor target marketing.
B
In the ________ stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back. A) acceptance B) rejection C) anger D) shock
B
In order to resolve a conflict, one party entirely gives in to the other party's concerns without making any effort to achieve its own ends. In the context of the five general approaches to conflict resolution as described by Thomas, which of the following resolution approaches does this refer to? A) The avoidance approach B) The sharing approach C) The collaboration approach D) The accommodation approach
D
In the context of Beer's model of a rational approach to organizational change, which of the following will most likely result in increasing the amount of change (C)? A) increasing the amount of resistance in followers B) dictating authority and how it can be used C) followers being content with status quo D) increasing the clarity of vision
D
The ________ component of the change model is where a change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. A) structural system B) dissatisfaction C) resistance D) process
D
_______ are followers who seek forgiveness rather than permission and offer alternative solutions. A) Slackers B) Brown-nosers C) Criticizers D) Self-starters
D
In the context of leadership motivation, which of the following statements is true of successful leaders? A) They spend a lot of time managing their people, teams, and business results. B) They move through the ranks quickly and are motivated by promotion. C) They spend relatively little time networking and stay away from office politics. D) They engage in securing needed resources, building high-performing teams, and driving results.
B
In the context of performance problems, which of the following should leaders do to resolve motivation problems in followers and teams? A) They should ensure that followers wait for proper instructions. B) They should reallocate and redesign tasks to improve skill variety. C) They should select followers with low levels of intrinsic motivation. D) They should obtain all necessary equipment required for a task.
B
In the context of the dark side of leadership, which of the following describes the common reasons why people in positions of authority have difficulty engaging followers, building teams, or getting results through others? A) situational awareness B) managerial derailment C) narcissism D) reality distortion field
B
In the context of the five general approaches to managing conflict as described by Thomas, which conflict resolution approach is known as the win-lose orientation? A) the avoidance approach B) the competition approach C) the collaboration approach D) the sharing approach
B
In the context of the root causes of management incompetence and derailment, which of the following is most likely true of leaders with a bold dark-side personality trait? A) These leaders think in eccentric ways, often change their minds, and make strange or odd decisions. B) These leaders have a tendency to blame their mistakes on others, and they are unable to learn from experience. C) These leaders tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments. D) These leaders frustrate and disempower their staffs through micromanagement.
B
In the context of the root causes of management incompetence and derailment, which of the following is most likely true of leaders with a reserved dark-side personality trait? A) These leaders have difficulties building teams because of their dramatic mood swings. B) These leaders deal with stress by becoming extremely withdrawn and uncommunicative. C) These leaders have an unhealthy mistrust of others and are vigilant for signs of disloyalty. D) These leaders deal with stress by showing ingratiating behavior to superiors.
B
Managers who derail because of an inability to build relationships with co-workers are most likely A) overly sensitive. B) domineering. C) self-conscious. D) lazy.
B
Researchers have found that conflict can most likely cause a radical change in A) perception. B) political power. C) task delegation. D) negotiation terms.
B
The "S" in the SARA model refers to A) stress. B) shock. C) situation. D) systems.
B
The formula for the rational approach to change is A) C = D × O × T > R. B) C = D × M × P > R. C) C = M × R × D > P. D) C = D × O × L × T.
B
Transformational leadership A) occurs when a person possesses authority not because of tradition but because of the laws that govern the position occupied. B) serves to change the status quo by appealing to followers' values and their sense of higher purpose. C) occurs when the traditions of society dictate who has authority and how this authority can be used. D) occurs when leaders and followers are in some type of exchange relationship in order to get needs met.
B
Which equation represents the model of performance? A) Expectations = f (Performance × Capabilities × Opportunities × Motivation) B) Performance = f (Expectations × Capabilities × Opportunities × Motivation) C) Capabilities = f (Expectations × Performance × Opportunities × Motivation) D) Performance = f (Expectations × Capabilities × Programs × Rewards)
B
According to Keller and Szilagyi, which of the following is most likely true of the use of properly administered punishment? A) It results in role ambiguity. B) It increases tardiness rates. C) It clarifies roles and expectations. D) It causes undesirable emotional side effects.
C
Diligent leaders are most likely to A) blame others for their mistakes. B) deal with stress by trying to gain favors from superiors. C) frustrate their staffs through micromanagement. D) be unconcerned about the welfare of their staff.
C
Identify a true statement about negotiation as a technique to resolve conflicts. A) Negotiators should treat people and problems as the same. B) Win-win negotiation is always the best technique. C) Negotiation should primarily focus on interests and not on positions. D) Minimal amount of time should be spent in preparing for a negotiating session.
C
In the context of dark-side personality traits in leaders, which trait is associated with an unhealthy mistrust of others, constant questioning of the motives and integrity of followers, and vigilance for signs of disloyalty? A) diligent B) reserved C) skeptical D) cautious
C
In the context of dark-side personality traits, which of the following is most likely true of leaders who are dutiful? A) These leaders become extremely withdrawn and are uncommunicative during times of stress. B) These leaders are constantly questioning the motives and challenging the integrity of their followers. C) These leaders lack spines and are unwilling to refuse unrealistic requests. D) These leaders think in eccentric ways and make strange or odd decisions.
C
In the context of managerial incompetence, which of the following is used to determine the level of incompetence among people in positions of authority? A) the least preferred co-worker scale B) the balanced scorecard C) the Dr. Gordy test D) the Multifactor Leadership Questionnaire
C
In the context of the Multifactor Leadership Questionnaire (MLQ), which of the following is assessed by the five transformational leadership factors? A) the degree to which leaders fail to make decisions B) the extent to which leaders avoid responsibilities C) the degree to which a leader instills pride in others D) the extent to which leaders set goals
C
In the context of the emotional approach to organizational change, which of the following is defined as a particularly strong emotional reaction to, identification with, and belief in some leaders by some followers? A) follower readiness B) siloed thinking C) charisma D) routinization
C
People most likely get more involved in a leader's vision when ________ are used. A) lengthy, formal speeches B) PowerPoint presentations C) personal experiences D) current statistics
C
Which of the following was developed by Bass to assess the extent to which leaders exhibited transformational or transactional leadership and the extent to which followers were satisfied with their leader and believed their leader was effective? A) Geographically dispersed teams (GDTs) B) Least-preferred co-worker scale (LPC) C) Multifactor Leadership Questionnaire (MLQ) D) Leader Behavior Description Questionnaire (LBDQ)
C
Which of the following would leastlikely cause a conflict in a work group? A) group members competing for rewards B) group members facing uncertain demands C) group members having similar short-term goals D) group members having strong differences in values
C
Which statement about executive teams is most likely false? A) Executive teams are often bogged down while making operational decisions. B) Executive teams have the opportunity to change organizational systems. C) All the work that is done at the executive level requires all of the team members to be present. D) Because of their level in the organization, most executive teams are shielded from many of the resource constraints other teams face.
C
________ is defined as the relevant knowledge a person can leverage to solve a problem. A) Managerial competence B) Technical expertise C) Subject matter expertise D) Team-building know-how
C
In the context of the emotional approach to organizational change, identify a true statement about the charismatic authority system. A) The unwritten laws of society dictate who has authority and how this authority can be used. B) The transfer of authority in such systems is based on traditions, such as passing power to the first-born son of a king after the king dies. C) The power is in the position itself rather than in the person who occupies the position. D) The locus of authority in this system rests with the individual possessing certain unusual qualities.
D
In the context of the five general approaches to managing conflict between two parties as described by Thomas, which of the following is a characteristic of the collaboration approach? A) It involves indifference to the concerns of both parties. B) It represents a compromise between domination and appeasement. C) It reflects a desire to achieve one's own ends at the expense of someone else. D) It reflects an effort to fully satisfy both parties.
D
In the context of the rational approach to organizational change, which of the following occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness? A) reframing B) learning agility C) expectation-performance gap D) siloed thinking
D
In the context of the root causes of management incompetence and derailment, identify a true statement about dark-side traits? A) They are easy to detect in interviews or assessment centers or with bright-side personality inventories. B) They have a bigger influence on performance for people in followership versus leadership roles. C) They are usually apparent only when leaders are attending to their public image. D) They usually emerge during crises or periods of high stress and serve as coping mechanisms.
D
In the context of the root causes of managerial incompetence and derailment, which of the following occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results? A) episodic managerial incompetence B) managerial derailment C) moronization of management D) chronic managerial incompetence
D
Jim Collins' study of highly successful companies that subsequently failed indicated that these firms went through a five-stage process toward failure. What is the first stage of the process? A) Leaders focus on succession planning initiatives, and firms expand globally. B) Firms focus on external factors such as competitors and changing technologies. C) Leaders strive to merge with successful companies to gain more market share. D) Firms become insulated by success, and leaders adopt an entitlement mentality.
D
What is the main purpose of using the model of performance? A) identifying job satisfaction levels in the industry B) benchmarking the organizational climate C) initiating performance appraisals D) managing problem performers
D
When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results, the situation is known as A) chronic managerial incompetence. B) authoritarian management. C) impoverished management. D) episodic managerial incompetence.
D
Which of the following is an approach that asks leaders to think about their organization as a set of interlocking systems and explains how changes in one system can have intended and unintended consequences for other parts of the organization? A) critical thinking approach B) leadership-versatility approach C) viable systems approach D) systems thinking approach
D
Which of the following is the most important situational factor associated with charismatic leadership? A) technological innovation B) task interdependence C) organizational downsizing D) presence or absence of a crisis
D
Which of the following statements about a company's vision is most likely false? A) A vision helps the organization make choices about what it should and should not do. B) A vision statement should provide guidance for an organization's actions. C) Leaders often work with a team of followers to craft a vision statement. D) The final destination for an organization is identified in its vision.
D
