Leadership and Change Chapter 07

According to Hogan and Warrenfelz, which of the following skills is the most difficult to change? A. Intrapersonal B. Interpersonal C. Leadership D. Business

A. Intrapersonal

Work facilitation behaviors deal with leaders: A. acquiring and allocating resources. B. motivating subordinates to work hard. C. showing concern for subordinates. D. minimizing conflicts among followers.

A. acquiring and allocating resources.

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: A. framing. B. building social capital. C. mobilizing followers. D. facilitating interaction.

A. framing.

Goal emphasis and work facilitation are _____ leadership behavior dimensions. A. job-centered B. interpersonal C. employee-centered D. intrapersonal

A. job-centered

Leaders high in initiating structure are most likely to: A. monitor subordinates' performance levels. B. speak up for subordinates' interests. C. care about subordinates' personal situations. D. show appreciation for subordinates' work.

A. monitor subordinates' performance levels.

Which term refers to how much a leader is friendly and supportive toward subordinates? A. Goal emphasis B. Consideration C. Initiating structure D. Work facilitation

B. Consideration

Which of the following statements concerning 360-degree feedback systems is most likely FALSE? A. 360-degree feedback tools are data based and provide good development feedback. B. Most 360-degree feedback systems are designed to make comparisons between people. C. Research shows that firms with 360-degree feedback systems had a drop in shareholder value. D. 360-degree feedback provides insight into self-perceptions and others' perceptions of leadership skills.

B. Most 360-degree feedback systems are designed to make comparisons between people.

The two dimensions of the Leadership Grid are: A. communication skills and cognitive skills. B. concern for people and concern for production. C. leader support and interaction facilitation. D. introversion-extroversion and thinking-perceiving.

B. concern for people and concern for production.

The leadership dimensions that were identified by the Ohio State studies are: A. concern and initiating communication. B. consideration and initiating structure. C. goal emphasis and interaction support. D. work facilitation and assertiveness.

B. consideration and initiating structure.

Building social capital: A. involves helping a community decide what needs to be done. B. refers to developing relationships that allow people to work together. C. involves motivating followers to accomplish short-term and long-term goals. D. refers to helping a group determine how something needs to be accomplished.

B. refers to developing relationships that allow people to work together.

Which statement about 360-degree feedback systems is most likely true? A. Most firms use 360-degree feedback as a development tool rather than for performance appraisal purposes. B. Few global firms use 360-degree feedback because of its mixed development results. C. 360-degree feedback should be built around an organization's competency model. D. Research shows that 360-degree feedback ratings change significantly over time.

C. 360-degree feedback should be built around an organization's competency model.

Which of the following is NOT a source for 360-degree feedback? A. Peers B. Self C. Customers D. Direct reports

C. Customers

In general, researchers have reported that subordinates are more satisfied when leaders: A. monitor performance results. B. set clear and challenging goals. C. exhibit a high level of consideration. D. explain what followers are expected to do.

C. exhibit a high level of consideration.

Behaviors concerned with motivating subordinates to accomplish the task at hand are called _____ behaviors. A. interaction facilitation B. work facilitation C. goal emphasis D. leader support

C. goal emphasis

Community leaders are most likely to: A. have significant positional power. B. go through formal selection processes. C. have fewer resources than most leaders. D. use coercive power to discipline followers.

C. have fewer resources than most leaders.

In terms of the Leadership Grid, leaders scoring 1,9 show: A. low concern for people and high concern for production. B. high concern for people and production. C. high concern for people and low concern for production. D. low concern for people and production.

C. high concern for people and low concern for production.

Which skill category relates to analyzing issues, making decisions, and thinking strategically? A. Intrapersonal skills B. Leadership skills C. Interpersonal skills D. Business skills

D. Business skills

Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level. In the context of the Leadership Grid, what leadership orientation does this statement signify? A. Team management B. Country Club management C. Impoverished management D. Middle-of-the-road management

D. Middle-of-the-road management

Which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors? A. LBDQ B. LOQ C. LBDQ-XII D. SBDQ

D. SBDQ

Mobilization is best defined as: A. allowing individuals to make personal choices about what they can achieve. B. maintaining relationships that allow people to work together despite their differences. C. helping a group define its opportunities and issues in ways that result in effective action. D. engaging a critical mass to take action for the purpose of achieving a specific outcome.

D. engaging a critical mass to take action for the purpose of achieving a specific outcome.

A study of more than 700 firms reported that companies that used 360-degree feedback systems had a 10.6 percent increase in shareholder value.

False

According to Hogan and Warrenfelz, the four major categories of competency models are interpersonal, intrapersonal, business, and followership skills.

False

According to research, there is a universal set of leader behaviors that is always associated with leadership success.

False

According to the Leadership Grid, 1,1 leaders are the most successful in the workplace.

False

Based on the Leadership Pipeline, people frequently turn out to be effective leaders even when they skip organizational levels.

False

Framing is the leadership competency of developing relationships that allow people to work together in the community across their differences.

False

Leaders that rank high in consideration on the Leader Behavior Description Questionnaire (LBDQ) are more likely to assign reasonable deadlines, establish performance standards, and monitor performance levels.

False

On the Leadership Grid, a 9,9 leader most likely accomplishes goals by forming trusting, respectful relationships with team members.

False

The Leadership Pipeline is a useful model that exemplifies the progression of a manager from a task-oriented leader to a people-oriented leader.

False

A leadership skill consists of three components: a well-defined body of knowledge, a set of related behaviors, and clear criteria of competent performance.

True

According to research into 360-degree feedback, white peers and subordinates generally gave about the same level of ratings for both black and white peers and bosses.

True

Building development plans and getting coaching from others improves a person's chances of changing targeted behaviors.

True

Instruments providing 360-degree feedback to managers are particularly useful for leadership development.

True

Personality traits, values, and intelligence must be inferred from behavior.

True

Research shows that when a manager shares the results of their 360-degree feedback with followers and work on an action plan to improve their ratings, ratings do increase over time and in some cases, leadership productivity improves as well.

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

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

True

The Leader Behavior Description Questionnaire was developed by Ohio State University researchers.

True

The context and style of a leader's behavior are factors that affect their ability to build teams.

True

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

True