MAN 3303 Leadership and Management Practices

which of the following statements about 360 degree feedback is most likely true

360 degree feedback should be built around a competency model

Which of the following methods of succession planning involves leaders providing performance and potential ratings for their followers?

9 box matrices

Which of the following statements best exemplifies effective delegation?

A leader must give subordinates the freedom to make certain kinds of mistakes.

In the context of the factors affecting motivation at work, which of the following statements is true of the operant approach?

A shortcoming of the operant technique is that situational factors can overwhelm the effectiveness of a reward program.

Identify a true statement about providing constructive feedback.

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more discretionary feedback.

Which of the following is an advantage of the traditional method of determining leadership potential which involves using only boss ratings to determine a subordinate's leadership potential?

Bosses have complete control in determining the leadership potential of the employees.

Which statement about empowerment and the operant approach is most likely true?

By changing a particular situation, leaders can enhance followers' motivation, performance, and satisfaction.

The formula for the rational approach to change is

C = D × M × P > R.

Which statement about delegation is most likely false?

Delegation is an overused management option that frustrates most followers.

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

FALSE

Identify a true statement about goal setting.

Follower participation in goal setting often leads to higher levels of commitment and performance if the leader is perceived to be incompetent.

Which of the following statements about the path-goal theory is most likely false?

If a task is very structured, informal authority decreases follower motivation levels.

In the context of organizational tasks, which of the following best describes task interdependence?

It concerns the degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals.

Which of the following best describes the term "organizational climate"?

It is related to how well organizational members get along with each other.

Which of the following statements defines the term "succession planning"?

It is the procedure organizations employ to make leadership potential and readiness decisions about followers.

Which of the following is true of absenteeism leadership?

It occurs when leaders are unable to spend enough time with their followers as they are busy with other tasks.

Which of the following statements is most likely true about defensiveness?

It occurs when someone feels threatened.

In the context of job satisfaction, which of the following best defines the term "employee engagement"?

It pertains to followers' attitudes about the organization and their work activities.

Which of the following statements is most likely true of delegation.

Leaders may feel threatened when delegating an important task because it reduces direct personal control over the work.

Which statement is most likely true about followers having a good working relationship with their superiors?

Superiors and followers with good relationships tend to experience less conflict.

In comparing teams and group members, which statement is most likely true?

Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult.

Which of the following statements is true about leaders who are in the first quadrant of the credibility matrix?

They have a high level of trust and a high level of expertise.

Which of the following statements is true of managers with the Theory Y orientation?

They reflect a view that most people are intrinsically motivated by their work

Identify a true statement about passive followers in the context of Robert Kelley's basic styles of followership.

They require constant direction because they lack initiative and a sense of responsibility.

In the context of team effectiveness, who among the following team members in an organization would be considered a force multiplier?

Tina, who is always ready to help others

Which of the following statements concerning societal culture is most likely false?

To most outsiders, the most salient and visible aspect of any culture is the values.

Which of the following leadership styles are supervisors most likely to use when interacting with subordinates with poor technical skills?

a close, directive leadership style

Which of the following terms is best described as avoiding interpersonal conflict entirely either by giving up and giving in or by expressing one's needs in an apologetic, self-effacing way?

acquiescence

work facilitation behaviors are concerned with

acquiring and allocating resources.

_____ is an effort to attain objectives by attacking or hurting others.

aggression

According to the OCEAN model, individuals who appear as insensitive, socially clueless, pessimistic, cold, and grumpy are most likely to score low in

agreeableness

Typically, greater horizontal complexity is associated with

an increased likelihood for communication breakdowns between subunits.

according to the leadership grid 9,9 leaders

are the most effective leaders

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

being critical

Which of the following is a key developmental objective of leaders in the second quadrant of the credibility matrix?

building relationships with co-workers

According to Hogan and Warrenfelz, competencies concerned with analyzing issues, making decisions, and strategic thinking fall into the ________ category.

business skills

In the context of the Rocket Model, which of the following is a way team leaders are most likely to build buy-in?

by developing a compelling team vision

Which of the following is the major theme of characteristics of the operant approach?

changing rewards and punishments to change behavior

In the context of the developmental stages of groups, which of the following is a characteristic of the norming stage?

clear emergence of a leader

In the context of group size, which of the following defines subgroups of individuals who often share the same goals, values, and expectations?

cliques

Followers are highly likely to use __________ power to change their leader's behavior if they have a relatively high amount of referent power with their fellow coworkers.

coercive

A police officer giving a speeding ticket to a driver is most likely using his or her

coercive power

Unlike individuals who score low in extraversion, individuals who score high in this dimension

come across to others as decisive and opinionated.

The degree to which someone tells others something and ensures that they understand what was said is called

communication effectiveness.

leadership grid profiles leader behavior on two dimensions, which are

concern for people and concern for production

which of the following terms refers to how friendly and supportive a leader is toward subordinates

consideration

in the context of the interactional framework, ideal followers are most likely to be described as

cooperative

The normative decision model is limited only to

decision making.

According to the GLOBE (Global Leadership and Organizational Behavior Effectiveness) study, which of the following is universally viewed as a positive leader attribute and behavior?

decisive

Which of the following is most likely an outcome of regularly practicing a 10 percent stretch?

decreasing apprehensions about doing something new or different

Influence is best described as the

degree of actual change in a target person's values.

In a classic study of sex roles, Schein

demonstrated how bias in sex-role stereotypes created problems for women moving up through managerial roles

In the context of the four types of leader behavior in the path-goal theory, which leadership behavior is most likely characterized by telling followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others?

directive leadership

In the context of organizational justice, which of the following is concerned with followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction?

distributive justice

In the context of group roles, which of the following is an example of a dysfunctional role?

dominating

According to Zemke's four generations of workers, the Millennials

doubt the wisdom of traditional racial and sexual categorizing.

Which of the following words is most often associated with the word "management"?

efficiency

mobilization is best described as

engaging a critical mass to take action to achieve a specific outcome or set of outcomes

According to Peterson and Hicks, which of the following is the first step in informal coaching?

establishing a relationship based on trust

Which of the following is a possible solution for groupthink?

establishing an independent subgroup to make recommendations

according to Robert Kelley's basic styles of followership, who among the following presents a consistent picture to both leaders and coworkers of being independent, innovative and willing to stand up to superiors?

exemplary followers

__________ power is a function of the amount of knowledge one possesses relative to the rest of the members of a group.

expert

In the context of the Situational Leadership model, which of the following is a relationship behavior?

explaining why a task is important

According to Goleman's conceptualization of emotional intelligence (EQ), the "change catalyst" attribute most likely corresponds to the _____ dimension of the OCEAN model.

extraversion

According to the Five Factor Model (FFM) or OCEAN model of personality, which of the following dimensions primarily involves behaviors that are highly likely to be exhibited in group settings and are generally concerned with getting ahead in life?

extraversion

Emmanuel feels more comfortable when working alone. He is not very competitive at work and does not like to influence his team. According to the five-factor model of personality, Emmanuel is low on _____.

extraversion

In the context of job satisfaction surveys, _____ assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like.

facet satisfaction items

According to Burns, _____ occurs when leaders and followers are in some type of exchange relationship to get needs met.

facilitative leadership

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

false

A force field analysis is an idea-generating activity conducted in a group setting to enhance the creative potential of any group trying to solve a problem.

false

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

false

According to Brockner, fairness in the workplace makes intuitive sense and is present in most organizations.

false

According to R. T. Hogan and J. Morrison, leaders should recognize that creativity is revolutionary, not evolutionary.

false

According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and its revenues, profitability, and market share.

false

According to the Pygmalion effect, leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed.

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

According to the situational leadership model, relationship behaviors involve how a leader tells the followers what to do and how to do it.

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

Analytic intelligence is much more concerned with knowledge and experience than is practical intelligence.

false

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

false

Behavioral manifestations of personality traits are often exhibited with conscious thought rather than automatically.

false

Charismatic leaders make extensive use of abstract and colorless rational discourse rather than metaphors, analogies, and stories to reframe issues and make their points.

false

Compliance occurs when followers embrace change requests as their own.

false

Credibility is made up of three components, which are expertise, commitment, and relationships.

false

Criterion contamination occurs when the effectiveness measures implemented by leaders in an organization are affected by factors related to follower performance.

false

Dysfunctional turnover occurs when experienced executives retire or substandard performers are fired.

false

Employee engagement is the extent to which people enjoy coming to work or are happy with their pay and benefits, and job satisfaction is the extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks.

false

Employee satisfaction surveys tend to focus on the attitudes of followers about the tasks and activities they do at work.

false

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

General goals work better than specific goals because they often provide enough information regarding which behaviors are to be changed or when a clear end state has been attained.

false

Giving positive feedback to followers helps them in understanding how to change their behavior to improve their performance.

false

In Beer's formula for organizational change, C stands for challenge.

false

In context of the performance management cycle, absentee leaders are more likely to base the evaluations of their followers on their performance than on their loyalty to the leader.

false

In general, job satisfaction has more to do with nontask perceptions of work, such as feelings about co-workers, while organizational climate relates to perceptions of workload and the nature of the tasks performed.

false

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

false

In the Team Leadership Model (TLM), the four process measures of effectiveness are good leverage points for fixing a problem.

false

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

false

In the context of contingency theory, the least preferred coworker (LPC) score is intended to represent follower behaviors and situational factors.

false

In the context of group size, leaders with a small span of control tend to be more directive, spend less time with individual subordinates, and use more impersonal approaches when influencing followers than do leaders with a large span of control.

false

In the context of job dissatisfaction at work, role ambiguity occurs when leaders and followers are given incompatible goals to accomplish.

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 organizational structure, horizontal complexity refers to the number of hierarchical levels appearing on an organizational chart.

false

In the context of the Rocket Model, teams with low levels of buy-in have team members who believe in what the team is trying to accomplish and will enthusiastically put forth the effort needed to complete their assigned tasks and make the team successful.

false

In the context of the operant approach, noncontingent rewards or punishments are administered as consequences of a particular behavior.

false

In the role-taking stage of development of the leader-member exchange theory, a role is created based on a process of trust building.

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

Informal, personal communication is enhanced when leaders communicate across their desks to followers.

false

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

false

Leader Behavior Description Questionnaire (LBDQ) was developed by researchers at the University of Michigan to study the four dimensions of leadership behaviors identified by them

false

Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments.

false

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

false

Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing 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

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

false

One needs only common sense to be a good leader.

false

Organizational citizenship behaviors can be defined as those behaviors that are directly related to a person's job but not helpful to others at work.

false

Performance differs from effectiveness in that performance generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.

false

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

false

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

false

Role conflict occurs whenever leaders or followers are unclear about what they need to do and how they should do it

false

Social contact is better satisfied by organizations than by groups.

false

Strong situations that are governed by clearly specified rules, demands, and organizational policies maximize the effects that traits have on behavior.

false

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

false

Task-oriented behavior is never adequate for accomplishing short-term objectives

false

The best listeners are passive listeners because they do not interrupt the speaker.

false

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

false

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

false

The first stage of problem solving is to analyze the causes of a problem.

false

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

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

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

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

With the Myers-Briggs Type Indicator, judgers prefer activities that are unstructured.

false

according to the Leadership Grid, authoritarian leaders are most likely to have a positive impact on their subordinates' job performance, organizational commitment, and intentions to stay

false

leader support is a job centered dimension of behavior and is similar to the initiating structure dimension of the various Ohio State questionnaires

false

organizations usually offer on boarding programs to help internal candidates move into top managerial roles, which helps them figure out how to operate at this leadership level

false

A key reason behind using the phrase "desirable opportunities" in a definition of leadership was precisely to distinguish between leadership and

followership

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

framing

In terms of the 9-box matrix, an employee who has high potential but is a moderate performer is called a

future star.

In the context of the Rocket Model, a critical first step to building a high-performing team is to

gain alignment on team context.

behaviors that are concerned with motivating subordinates to accomplish the task at hand are called ___ behaviors

goal emphasis

Which of the following is an advantage of decentralized organizations over centralized organizations?

greater acceptance of decision outcomes

The sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it is called

group cohesion

community leaders are most likely to

have fewer resources than most other leaders

Leaders who score low in neuroticism tend to

hide their emotions

In the context of the Situational Leadership model, which of the following depicts selling as a leadership behavior?

high task behavior, high relationship behavior

Which of the following is seen as the biggest obstacle to improving employee engagement in an organization?

incompetent management

Craig, a high school student, wakes up early on a Sunday morning and makes his mother's favorite chocolate cake and butterscotch cookies. He wants to seek permission for a week-long trekking trip and is sure that the cake and cookies will get his mother in a good mood. This scenario most likely exemplifies

ingratiation

Which two broad categories of leader behaviors did the Situational Leadership model originally identify?

initiating structure and consideration

Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect?

interactional justice

In the context of group roles, which of the following occurs when someone receives inconsistent signals from several others about expected behavior?

intersender role conflict

Goal emphasis and work facilitation are _____ leadership behavior dimensions.

job centered

The _____ component of assertiveness skills concerns knowing where and when not to behave assertively.

knowledge/judgement

In the context of the contingency model, which of the following is the most powerful element of situational favorability?

lader-member relation

In ___ superiors, peers, and direct reports provide ratings on the extent to which target individuals demonstrate too much, just the right amount, or too little strategic, operations, enabling, or forcing leadership behavior for a particular position.

leadership versatility spproach

Sean, a market manager at Pebble Deco Inc., asks his subordinate, Natalie, to work on a high-priority marketing campaign for the next quarter. She is hesitant to take up the assignment but is unable to refuse because of Sean's position and authority. In this scenario, Sean is most likely using

legitimizing factors

An organization that has all its people in one location is typically _____ than an organization that is dispersed around the country or around the world.

less spatially complex

In the 9-box matrix, an employee who is termed as a "solid professional" is someone who has shown

low potential

legitimizing tactics most likely occur when agents

make request based on their position or authority

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

measuring progress.

n terms of the underlying causes of performance problems, leaders seem to have the most difficulty in recognizing and rectifying

motivating problems

In the context of the nature of groups, _____ are the informal rules groups adopt to regulate and regularize group members' behaviors.

norms

Unlike traditional training programs, action learning

often is conducted in teams of work colleagues who are addressing real company challenges.

In the context of group cohesion, which of the following occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders?

ollieism

__________ means the status differential between members of a group.

pecking order

People do not see everything that happens in a particular leadership situation, nor do they hear everything; instead they are selective in what they attend to and what they, in turn, understand. A phenomenon that demonstrates this selectivity is called

perceptual set

_____ refers to what individual followers achieve and the behaviors displayed to achieve results.

performance

Which of the following is an intrinsic reward?

personal growth

A way to maximize the benefits of a meeting is to

pick a time and place as convenient as possible for all participants.

Which of the following components of the performance management cycle involves gaining an in-depth understanding of a team or an organization's goals, the role of the followers in the goal accomplishment, and the context in which the followers operate?

planning

_____ occurs when leaders insist that the followers spend long hours at work.

presenteeism

Which of the following is an approach, developed and popularized by Covey, which postulates a fundamental interdependence between the personal, the interpersonal, the managerial, and the organizational levels of leadership?

principle-centered leadership

The inefficiencies created by more and more people working together are called

process losses

What is the least likely way that a leader could improve team effectiveness?

putting subtle pressure on dissenting members of the team to ensure concept cohesiveness

The first requirement for a team intervention to be successful is

raising awareness about how teams really work

Which of the following would most likely result from too much stress?

reduced job performance

A leader who has developed close interpersonal relationships with followers generally uses his or her __________ power to influence them.

referent

When students respond positively to requests from teachers who are well liked and respected, it most likely illustrates that the teachers have

referent power

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

Jonathan, a front desk executive at Read Books Inc., handled 40 customer calls per day. He was then sent to a training program last month to improve his communication skills, which cost the organization $500. This month, Read Books observes that his growth is positive and substantial and that he is able to handle 60 customer calls per day. His productivity has increased by $700. This scenario most likely exemplifies

return on investment

In the context of job satisfaction, which of the following occurs when leaders or followers are unclear about what they need to do and how they should do it?

role ambiguity

Molly, a member of a product development team, is most likely experiencing _____ if she wonders, "Just what am I supposed to be doing?"

role ambiguity

Role theory clarifies how situational demands and constraints cause

role conflict

The tendency to make external attributions for one's own failures and internal attributions for one's successes is known as

self-serving bias

The "S" in the SARA model refers to

shock

Which of the following is a term that refers to the phenomenon of reduced effort by people when they are not individually accountable for their work?

social loafing

Technical competence is especially important for first-line supervisors because they

spend considerable time training their followers

Observing "with binoculars" involves

stepping back from a situation.

According to Herzberg's two-factor theory, which of the following is a hygiene factor?

supervision

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?

systems thinking approach

Which of the following terms is defined as the degree to which a person accomplishing a task receives information about performance from performing the task itself?

task feedback

In the context of delegation, a common reason why a leader avoids delegating a task is that the

task is a source of power or prestige.

In the context of Sternberg's triarchic theory of intelligence, leaders and followers who possess high levels of analytic intelligence

tend to be quick learners and do well in school.

Which of the following theories explains the interesting relationships between leader intelligence and experience levels, and group performance in stressful versus nonstressful conditions?

the cognitive resources theory

which of the following concepts was most likely promoted by Boris Groysberg?

the difference between portable and nonportable skills

When building a development plan, one's career objective comes directly from

the goals quadrant of the GAPS (goals, abilities, perceptions, standards) analysis

Which of the following instruments does Fiedler's contingency theory use to determine the relevant characteristics of a leader?

the least preferred co-worker scale

Which of the following definitions of leadership is fairly comprehensive and helpful?

the process of influencing an organized group toward accomplishing its goals

What should leaders first assess in order to apply the Situational Leadership model?

the readiness level of a follower relative to the task to be accomplished

Kyra, a 16-year-old high school girl, is skeptical about her first day at a new school. She believes that nobody will talk to her and that her new teachers will be rude to her. She enters the class in a negative mood and speaks rudely to everyone. Eventually, she sees that her beliefs about the new school and teachers come true. Which of the following is most likely exemplified in this scenario?

the self fulfilling prophecy

Which of the following is a phenomenon that refers to situations in which people feel themselves at risk of being judged by others holding negative images about them?

the stereotype threat

which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors?

the supervisory behavior description questionnaire (SBDQ)

Which of the following fundamental archetypes of leadership is most likely to take risks and action in a crisis?

the warrior knight archetype

Which of the following is one of the motivators described in Herzberg's two-factor theory?

the work itself

Identify a true statement about leadership skills according to Hogan and Warrenfelz's four major categories of skills and behaviors found in virtually every organizational competency model

they are skills and behaviors associated with building teams and getting results through others

In the context of the new leader onboarding road map, which of the following statements is true of new leaders in the first two weeks?`

they should schedule one on one meetings with all their peers in peers' offices

Which of the following statements is true about assertive people?

they take responsibility for what they say.

what is Hollander's approach to leadership called

transactional approach

Which of the following is the correct sequence of events that take place in stress management according to the A-B-C model?

triggering event, your self-talk, feelings and behaviors

A crisis tends to reduce the likelihood for charismatic leadership to emerge.

true

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

true

A particularly destructive form of incongruent verbal and nonverbal signals is sarcasm.

true

A symptom of groupthink is an illusion of invulnerability, which leads to unwarranted optimism and excessive risk taking by a group

true

According to Daniel Pink, the three fundamental needs that drive employees who create new products or services or perform complex, non-routine work are autonomy, mastery, and meaning.

true

According to Peterson and Hicks, good coaches orchestrate rather than dictate development.

true

According to the engagement-shareholder value chain, high employee engagement drives high customer satisfaction, which in turn results in high customer loyalty, sales, profitability, and share price.

true

According to the path-goal theory, followers will actively support a leader as long as they view the leader's actions as a means for increasing their own levels of satisfaction.

true

An advantage of the OCEAN model is that it is a useful method for profiling leaders.

true

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more personal or discretionary feedback.

true

Analytic intelligence is general problem-solving ability and can be assessed using standardized mental abilities tests.

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

Clusters are intact, self-managed teams that strive to achieve their organization's goals.

true

Companies that spend a considerable amount of time and effort attracting, developing, and retaining the best people often report superior financial results.

true

Competitive advantage in one generation of a product's life is no guarantee of success for future generations of that product.

true

Design is often the most frequently omitted step in teamwork in traditional organizations.

true

During the planning stage of a performance management cycle, it is necessary for a leader to differentiate between the aspects of a follower's role that require high levels of performance and the aspects that need to be done only well enough.

true

Employees who are satisfied with their jobs are more likely to work on reducing the stress of their co-workers.

true

Employees working for leaders they think are credible are highly likely to work long hours.

true

Forging a partnership is the first step in informal coaching.

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

Highly cohesive groups are likely to be characterized by low absenteeism and low turnover.

true

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

true

In a procedure called nominal group technique (NGT), group members write down their ideas on individual slips of paper, which are later transferred to a whiteboard or flipchart for the entire group to work with.

true

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

true

In surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.

true

In the context of credibility, a leader should build trust by clarifying and communicating his or her values to the followers.

true

In the context of effective delegation, the first step leaders should take when deciding what to delegate is to identify all their present activities.

true

In the context of the building blocks of skills, knowledge and experience are easier components to change than intelligence and personality traits.

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

In the context of the rational approach to organizational change, the difference between initial expectations and reality resulting from a temporary drop in performance or productivity as followers learn new systems and skills is called the expectation-performance gap.

true

In the routinization stage of development of the leader-member exchange theory, similarities (for the in-group) and differences (often accentuated for the out-group) become cemented.

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

Intrapersonal skills are leadership competencies and behaviors having to do with adapting to stress, goal orientation, and adhering to rules.

true

Kerr and Jermier proposed that certain situational or follower characteristics may effectively neutralize or substitute for leaders' task or relationship behaviors.

true

Leaders can change an organization's culture by attending to or ignoring problems.

true

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

true

Leaders tend to have higher extraversion scores than nonleaders.

true

Leadership credos are personal and are closely linked with a leader's values—a credo should describe what the leader believes in and will or will not stand for.

true

Low-LPC leaders will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished.

true

Meetings should only be called if the potential benefits outweigh the costs

true

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

true

Motivation can be defined as anything that provides direction, intensity, and persistence to behavior.

true

Motivation, learning, and stress are the three macro psychological components of empowerment.

true

Norms can be imported from an organization existing outside a team.

true

One of the contentious issues involved in the evaluation of a follower's performance is the difficulty faced by a leader in evaluating a follower when clear goals and expectations are not set for the follower in the planning phase of the performance management cycle.

true

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

true

Performance appraisals provide a documentation of a follower's overall performance over a defined period.

true

Position power is not a characteristic of leaders but of the situations that leaders find themselves in.

true

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

true

Research indicates that the distance between virtual teams is geographical, organizational, temporal, and cultural.

true

Research shows that the likelihood of survival of a family-owned business in the second generation is as high as 70 percent.

true

Research shows that workers who are satisfied with their jobs tend to stay longer in their organizations.

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

Servant leadership puts an emphasis on listening effectively to others.

true

Setting easy goals rarely leads to high levels of performance.

true

Situational Leadership is a useful way of getting leaders to think about how leadership effectiveness may depend on being flexible with different subordinates.

true

Societal culture refers to those learned behaviors that characterize the total way of life of members within any given society.

true

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

true

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

true

Task autonomy is the degree to which a job provides individuals with some control over what they do and how they do it.

true

The A-B-C model is one of the simplest approaches with the goal of changing a person's thoughts, or self-talk, about stressful events.

true

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

true

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

true

The last phase in development planning concerns ongoing development.

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

Transactional leadership is very common but tends to be transitory.

true

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

true

Using instruments such as the Campbell Interest and Skills Survey to select personnel may help a team's effort level from an individual perspective.

true

Volunteering to help another employee with a task or project is an example of organizational citizenship behavior.

true

With respect to creative intelligence, perhaps the most important point leaders should remember is that their primary role is not so much to be creative themselves as to build an environment where others can be creative.

true

Worker productivity and job dissatisfaction in the United States are at an all-time high.

true

according to a comprehensive study by Mount, Sytsma, Hazucha, and Holt, white peers and subordinates generally gave about the same level of ratings for both Black and white peers and bosses

true

leadership pipeline provides a useful framework for thinking about how leadership competencies change as people are promoted through organizations

true

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

true

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

true

Leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups is referred to as

upward ethical leadership

Which of the following would be best for managing stress?

using progressive muscle relaxation techniques

in the ___ 10-15 superiors, peers, and direct reports are asked to share a target individual's strengths and areas of improvement as a leader in phone or face to face interviews

verbal 360 degree feedback

unlike the role approach, the constructionist approach,

views leadership as combined acts of leading and following by different individuals

What are the four qualities of leadership that engender trust according to Bennis and Goldsmith?

vision, empathy, consistency, and integrity

Hall and Donnell reported findings of five separate studies involving over 12,000 managers that explored the relationship between managerial achievement and attitudes toward subordinates. Overall, they found that managers who strongly subscribed to Theory X beliefs

were highly likely to be in their lower-achieving group.