Leadership and Change Chapter 6

According to Goleman's conceptualization of emotional intelligence (EQ), the 'change catalyst' attribute likely corresponds to which OCEAN correlate? A. Extraversion B. Agreeableness C. Openness to experience D. Neuroticism

A. Extraversion

Which of the following is a measure of the ability model of emotional intelligence that asks subjects to recognize the emotions depicted in pictures? A. MSCEIT B. Bar-On EQi-S C. Emotional Competence Inventory D. SASQ

A. MSCEIT

"People like to have some sense of control over their work. Micro-managing staff will help to either create yea-sayers or cause people to mentally disengage from work." Which creativity killer does this statement exemplify? A. Taking away all discretion and autonomy B. Creating fragmented work schedules C. Providing insufficient resources D. Focusing on short-term goals

A. Taking away all discretion and autonomy

In the OCEAN model, the personality dimension concerned with curiosity, innovative thinking, and assimilating new information is known as: A. openness to experience. B. extraversion. C. conscientiousness. D. neuroticism.

A. openness to experience.

According to the OCEAN model, individuals who appear to be socially clueless, insensitive, pessimistic, and grumpy may be low in: A. leadership competence. B. agreeableness. C. neuroticism. D. charisma.

B. Agreeableness

What characteristic is most likely associated with people who have higher levels of analytic intelligence? A. Providing novel, useful solutions B. Learning quickly C. Communicating clearly D. Knowing how to accomplish tasks

B. Learning quickly

Which of the following statements concerning intelligence is most likely true? A. Most research shows that leaders possess higher levels of creative intelligence than the general population. B. Most research shows that leaders possess higher levels of analytic intelligence than the general population. C. Most research shows that leaders possess higher levels of practical intelligence than the general population. D. Most research shows that creative, analytic, and practical intelligence are not interrelated.

B. Most research shows that leaders possess higher levels of analytic intelligence than the general population.

"I remain calm in pressure situations." This behavioral aspect corresponds to which OCEAN personality dimension? A. Openness to experience B. Neuroticism C. Extraversion D. Conscientiousness

B. Neuroticism

Which of the following is NOT a type of intelligence identified in the Triarchic Theory of Intelligence? A. Practical intelligence B. Strategic Intelligence C. Analytic intelligence D. Creative intelligence

B. Strategic Intelligence B. Strategic Intelligence

Which of the following statements is most likely accurate concerning the thinking-feeling dimension of the Myers-Briggs Type Indicator (MBTI) test? A. Feeling leaders tend to be curious, spontaneous, and flexible. B. Thinking leaders like to analyze, criticize, and approach decisions impersonally and objectively. C. Thinking leaders tend to get nervous before decisions are made and want to see only minimal data before making decisions. D. Feeling leaders dislike agendas, do not mind going off on tangents, and will revisit earlier decisions if new information arises.

B. Thinking leaders like to analyze, criticize, and approach decisions impersonally and objectively.

Most intelligence and aptitude tests are good examples of: A. systems thinking. B. convergent thinking. C. picture thinking. D. divergent thinking.

B. convergent thinking.

According to Goleman, self-control, trustworthiness, conscientiousness, adaptability, and innovation correspond to: A. self-awareness. B. self-regulation. C. motivation. D. empathy.

B. self-regulation.

Leaders lower in neuroticism tend to: A. take mistakes as personal affronts. B. lose their temper when stressed. C. hide their emotions. D. become tense.

C. hide their emotions.

By discouraging cross-functional collaboration, leaders can most likely guarantee that followers will: A. focus on only short-term outcomes. B. request additional time to complete projects. C. only offer up tried and true solutions to problems. D. respond to reward power more than coercive power.

C. only offer up tried and true solutions to problems.

Which theory explains the interesting relationships between leader intelligence and experience levels, and group performance in stressful versus nonstressful conditions? A. Strategic contingencies theory B. Hierarchical trait theory C. Leader-member exchange theory D. Cognitive resources theory

D. Cognitive resources theory

Which of the following statements is most likely true of intelligence? A. Intelligence testing in the U.S. has taken place since our country was formed. B. Research shows that neither environmental factors nor heredity affect intelligence. C. The first formal linkage between intelligence and leadership occurred in the early 1900s. D. Intelligence and intelligence testing are extremely controversial topics in the social sciences today.

D. Intelligence and intelligence testing are extremely controversial topics in the social sciences today.

According to Reuvan Bar-On, reality testing, flexibility, and problem-solving relate to: A. general mood. B. stress management. C. interpersonal relationships. D. adaptability.

D. adaptability.

The ability to produce work that is both novel and useful is called: A. practical intelligence. B. social intelligence. C. analytic intelligence. D. creative intelligence.

D. creative intelligence.

A leader who has extensive knowledge and experience in leading a pharmaceutical research team may feel uncomfortable and unprepared when asked to lead a major fund-raising effort for a charitable institution. This example illustrates that practical intelligence is most likely: A. concerned with knowledge and experience. B. the ability to produce work that is novel. C. the ability to learn new information. D. domain specific.

D. domain specific.

All of the following are accepted among the major definitions of emotional intelligence EXCEPT: A. a set of 15 abilities necessary to cope with daily situations and get along in the world. B. persistence in the face of frustration, mood management, and the ability to empathize and get along with others. C. a group of mental abilities that help people recognize their own feelings and those of others. D. the ability to react to stressful situations and adapt appropriately to obtain positive, long-term outcomes.

D. the ability to react to stressful situations and adapt appropriately to obtain positive, long-term outcomes.

According to the cognitive resources theory, leaders are fully aware of the degree to which they are causing stress in their followers and use stressful situations as motivational tools.

False

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

False

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

False

Feeling leaders like to analyze, criticize, and approach decisions impersonally and objectively.

False

Most EQ researchers agree that emotional intelligence cannot be developed.

False

Smart but inexperienced leaders tend to be more effective in stressful situations than less intelligent, experienced leaders.

False

The optimism component of Goleman's model of EQ corresponds with the agreeableness component of the OCEAN model.

False

The roots of the Great Man theory can be traced back to the early 1900s, when many leadership researchers and the popular press maintained that leaders and followers were essentially the same.

False

The term "personality" reflects a simple description of the person in the eyes of others.

False

An ability-based EQ training program would most likely rely on role plays and videotapes to help participants better recognize, exhibit, and regulate emotion.

True

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

True

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

True

Leaders tend to have higher extraversion scores than nonleaders.

True

Leaders who are lower in conscientiousness tend to be more spontaneous, creative, and impulsive.

True

Leaders who can empathize and get along with others tend to be more successful than those who cannot.

True

Research has shown that openness to experience is particularly important at higher organizational levels and for success in overseas assignments.

True

Stress is often defined as the result of conflicts with superiors or the apprehension associated with performance evaluation.

True

The OCEAN model is applicable across many cultures.

True

The primary role of leaders is not so much to be creative themselves as to build an environment where others can be creative.

True

The strength of the relationship between personality traits and leadership effectiveness is often inversely related to the relative strength of the situation.

True