Leadership and Change Test 4

Steve Jobs story 1

-about connecting the dots -dropped out of college because he was spending all of his parents money -went to classes he WANTED to go to (calligraphy) - when designing the mac used this for type face 10 years later -you can't connect the dots looking forward, you can only connect them looking back

Steve Jobs story 2

-about love and loss -gets fired from the company he started allowed him to start over -created Pixar & Next; later apple bought Next so he is now back working for them -had a wife & family - sometimes life will hit you hard, keep going. if you haven't found what you love yet, keep looking, don't settle

Steve jobs story 3

-is about death "if you live each day as if everyday was your last, at some point you'll be right -diagnosed with cancer(incurable) has 3-6 months to live -found out his cancer was rare and could be cured with surgery - No one wants to die, even people that want to go to heaven don't want to die to go there. Death is a destination we all share. Its life change agent, it clears out the old to make new. Your time is limited, don't waste it living someone else's life. Have the courage to follow your heart and intuition, they somehow already know what you truly want, everything else is secondary.

Jim Collins suggestions on how to avoid failure

1. Be humble 2. first, who then what 3. focusing on being the best 4. confront the brutal facts 5. create a culture of discipline

Jim Collins steps on how the mighty fall

1. they become arrogant 2. undisciplined ideas/behaviors-don't do things they should do 3. they deny the risk 4. grasp for salvation; do everything they can to survive

What is the average life of a small business?

90% of small businesses will be gone in 3 years

Leader-Member Exchange Theory

A theory describing how leader-member relationships develop over time on a dyadic basis--- oldest theory & leaders build unique relationships with their followers

According to Beer's model for organizational change formula, what does C represent?

Amount of change

The formula for the rational approach to change is:

C= D x M x P>R

Contingency Theory

Dr. Fred Fielder; a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style-- people don't change easy

effort-to-performance probabilities

Jing talked about trying to get her associates & writing 3 papers

Which of the following leader actions would LEAST likely increase follower dissatisfaction levels?

Lowering employee performance standards

what did the photograph of an early morning country road say?

Stay hungry stay foolish

Which of the following statements about a company's vision is most likely FALSE?

The final destination for an organization is identified in its vision

What is the underlying cause for a huge percentage of failed change initiatives?

The leader is unable or unwilling to address organizational culture and capabilities issues

developmental intervention

The way to help boost follower readiness levels

Who proposed the idea of group development?

Tuckman

Situational Leadership Theory

a contingency theory that focuses on followers' readiness

Path-Goal Theory

a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Which of the following statements is most likely true of leaders?

all transformational leaders are charismatic

Cheerleaders:

are people-centered.

Which of the following would LEAST likely improve a leader's feedback skills?

being critical

Because of their narcissistic tendencies, _____ leaders often get quite a bit done.

bold

How does delegation most likely strengthen the organization?

by stimulating innovation

Goals are most effective when they are:

challenging

The _____ authority system is associated with leaders thought to possess divine or superhuman qualities.

charismatic

Which of the following is NOT a dark-side personality trait?

charismatic

Which individuals are good at building teams and getting results through others?

competent managers

Which 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?

competent managers

_____ takes place when followers do no more than abide by the policies and procedures surrounding change requests.

compliance

Which of the following statements concerning dark-side traits is most likely FALSE?

dark-side traits are usually apparent only when leaders are attending their public image

What is the first step of effective delegation?

deciding what activity to hand over

Which statement about delegation is most likely FALSE?

delegation is an overused management option that frustrates most followers

Managers who derail due to an inability to build relationships with co-workers are most likely:

domineering

Which dark-side personality trait most likely describes a leader who is spineless and won't stand up for subordinates?

dutiful

Which component of transformational leadership most strongly correlates to the Five Factor Model (FFM) personality dimension of agreeableness?

empowering others

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, it is known as:

episodic managerial incompetence

What is the first step in the coaching model developed by Peterson and Hicks?

establishing a relationship based on trust

According to the Rocket Model, which of the following would LEAST likely build buy-in?

exhibiting a high level of personal consideration

In the context of managerial derailment, _____ is a factor associated with destructive leadership.

failure to meet business objectives

A crisis tends to lengthen the amount of time needed for charismatic leadership to emerge

false

A single derailment pattern of behavior is typically enough to cause a manager to fail.

false

According to Bass's theory of transformational and transactional leadership, transformational leadership perpetuates the status quo.

false

According to the Rocket Model, after the team norms and buy-in issues have been addressed, leaders should work with team members to sort out mission and talent issues.

false

Any type of team-building intervention will address and remove the underlying causes of team problems.

false

Charisma is probably more a function of the leader's personal characteristics than of the followers' reactions to a leader.

false

Charismatic leaders are always controversial.

false

Compliance occurs when followers embrace change requests as their own.

false

Criticizers tend to complain and do all they can to get out of work.

false

Dark-side traits are usually apparent when leaders are attending to their public image.

false

Destructive leadership is very clear-cut and easily identified.

false

Figurehead managers try very hard to be in the spotlight.

false

In the charismatic authority system, unwritten laws of the society dictate who has authority and how this authority can be used.

false

It is significantly easier to drive change when followers are satisfied.

false

Morale is at the top of the Rocket Model of Team Effectiveness.

false

Only cheerleaders have high levels of situational awareness.

false

Research shows that followers are significantly happier when their leaders frequently delegate

false

Specific goals are less effective than general goals because they lack flexibility.

false

Subordinates can usually tell whether or not they are doing a good job even without feedback.

false

The D and M components of the rational change model are the most difficult for leadership practitioners to alter.

false

The base rate of managerial incompetence is estimated as 25 to 30 percent.

false

The context component of the Rocket Model is concerned with setting a common direction for the team.

false

The expectation-performance gap refers to the difference between initial expectations and reality, which can trigger dissatisfaction (D) and cause followers to return to old behaviors and systems to get things done

false

The morale component of the Rocket Model is the most difficult component to observe and evaluate.

false

The rational approach to change can be represented by the formula: V = n × P × R × T.

false

The vast majority of people in positions of authority are competent.

false

To maximize the impact of feedback, people should provide feedback to groups instead of specific individuals.

false

When providing feedback, it is inappropriate and ineffective to compare a subordinate's behavior with the behavior of peers or co-workers.

false

Which of the following is most likely a true statement about feedback?

feedback should focus on facts rather than inferences

Which type of leader does not want attention and has difficulties with both building teams and getting results?

figureheads

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?

firms become insulated by success, and leaders adopt an entitlement mentality

Geese example

fly in a shape so that they can take care of their team

What are the 4 stages of group development?

forming, storming, norming, performing

Diligent leaders are most likely to:

frustrate their staffs through micro-management.

In group

gives you more committment & are more loyal -- leader's job to make more of these

Teams with high levels of morale most likely:

handle interpersonal conflict effectively

When delegating an assignment, which of the following questions is LEAST relevant to address?

how does the task relate to industry standards?

According to the Rocket Model, the first step to building high-performing teams is to:

identify the constituencies affecting the team

According to Beer's model for organizational change, leaders can increase the amount of change by:

increasing the clarity of vision

assigned valences or values to outcome

jing talks about how her boss clears the path for her to reach her goal

According to the Multifactor Leadership Questionnaire (MLQ), which type of leader avoids responsibilities, fails to make decisions, or is absent when needed?

laissez-faire

Based on the norms component of the Rocket Model, which statement is most likely FALSE?

leaders should address norms before discussing the context or mission components

According to research, between 50-90 percent of all new businesses fail within five years due to:

managerial incompetence

It is most likely important to have specific goals for the purpose of:

measuring progress

Transactional leadership:

occurs when leaders and followers are in some type of exchange relationship in order to get needs met

When giving performance feedback privately to a subordinate, what should a leader most likely emphasize?

positive behaviors and results

According to Bass, transformational leaders most likely:

possess impression management skills

Which of the following is the most important situational factor associated with charismatic leadership?

presence/absence of a crisis

The _____ component of the change model involves the change initiative becoming tangible and actionable because it consists of the development and execution of the change plan.

process

The first requirement for a team intervention to be successful is:

raising awareness about how teams really work

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.

rejection

Which of the following statements about feedback is most likely FALSE?

research shows that subordinates believe their leaders give more feedback than their leaders think they do

Which dark-side personality trait is associated with a leader who becomes withdrawn during times of stress?

reserved

The power component of the Rocket Model most likely relates to a team's:

resources

What should a coach most likely do to help a follower stick to a development plan?

schedule regular reflection sessions

_____ are followers who seek forgiveness rather than permission and offer alternative solutions.

self-starters

The "S" in the SARA model refers to:

shock

The type of thinking that occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness is known as:

siloed thinking

Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and integrity of their followers, and are vigilant for signs of disloyalty. Which dark-side personality trait is defined by this statement?

skeptical

Mr. Nan Guo story talks about what?

social loafing

_____ is defined as the relevant knowledge a person can leverage to solve a problem.

subject matter expertise

Which of the following is a common reason that leaders avoid delegation?

subordinates are too busy

"You can never step into the same river twice" (because it's always flowing)

talked about change

Which individuals achieve short-lived results because they treat followers very poorly?

taskmasters

Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team?

the presence of dark-side traits

Which of the following statements about transformational leaders is most likely true?

they are inherently future-oriented

_____ leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.

transformational

A derailed manager exhibiting an inability to build relationships with co-workers is insensitive to the needs and plights of followers and is often overly competitive, demanding, and domineering.

true

A leader views the organization as an interlocking set of processes and procedures when using a systems thinking approach.

true

A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of transformational leaders.

true

Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that sets them apart from ordinary mortals.

true

Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.

true

Charismatic leaders tend to be more emotionally expressive with nonverbal channels.

true

Charismatic leaders tend to have strong rhetorical skills that inspire followers to embrace the vision, and they typically use metaphors and analogies to reframe issues.

true

Cheerleaders strive to get along with others and make the workplace fun.

true

Destructive leadership can occur at many levels in the organization.

true

Easy goals rarely lead to high levels of performance.

true

Effective coaches regularly assess their relationships with followers and review their followers' development.

true

Emotions are often the fuel driving large-scale initiatives for change.

true

Everyone has at least one dark-side personality trait.

true

Figureheads tend to exhibit the behaviors associated with skeptical, cautious, and imaginative dark-side traits.

true

Forging a partnership is the first step in informal coaching.

true

Giving constructive feedback involves sharing information with another about the nature, quality, and impact of that person's behavior.

true

Leaders often avoid delegation because the task is a desirable one that could generate power or prestige.

true

Making the assignment clear and specific is among the principles of effective delegation.

true

Managers' ability to make decisions and build cohesive teams is associated with their level of intelligence.

true

One of the reasons a leader is unable to build teams is due to dark-side personality traits.

true

Organizational goals are more likely to be achieved if there is commitment at both the top and the bottom of the organization.

true

People in positions of authority often leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed.

true

People who possess bold, mischievous, colorful, and imaginative dark-side traits often do well in interviews and get hired as a result.

true

Providing both positive and negative feedback is more useful than providing only positive or negative feedback alone.

true

Rational and emotional approaches are two major ways to drive organizational change.

true

Some supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.

true

The Dr. Gordy test is used to determine the level of incompetence among persons in positions of authority.

true

The Rocket Model of Team Effectiveness tells leaders what steps to take, and when to take them when building new teams.

true

The increasing pressure on organizations to find good leaders quickly has a tendency to cause leaders to fail because of inadequate preparation for promotion.

true

The root cause of most major industrial accidents and incidents can be traced back to management cost-cutting initiatives.

true

Transactional leadership is very common but tends to be transitory

true

With siloed thinking, leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.

true

Which of the following is NOT one of the components of the Rocket Model of Team Effectiveness?

vision

What did the picture of two dogs trying to get food talk about?

working as a team

Jim Collins

- "From good to great" author "How the mighty fall" -tracks companies from the fortune 500 list performance for 30 years (1400 companies)