Leadership final exam

Derek is a hands-on leader, so he is likely to: a. telephone his boss frequently. b. answer his own email. c. get involved directly in solving customer problems. d. put his arms around the shoulders of a group member.

c. get involved directly in solving customer problems

In Fiedler's contingency theory, an important dimension for rating situation favorability is: a. task structure. b. position power. c. leader-member relations. d. personal power.

c. leader-member relations.

Which of the following examples illustrates selective listening? a. As the director of a company, Adolf is extremely busy and listens only to information on the company's position in the stock market. b. Tony, a team manager, often casually stops by his team members' work stations and talks to them about their work and other issues and concerns. c. Jennifer, a team leader, asks a number of questions and listens to answers during face-to-face meetings with her subordinates. d. Mark tries to sort out problems among his team mates by acting as a mediator and allowing them to talk to each other about their problems.

a. As the director of a company, Adolf is extremely busy and listens only to information on the company's position in the stock market.

Which one of the following is considered an important coaching technique? a. Model desired performance and behavior. b. Create more obstacles for the person being coached. c. Restrict oneself from asking questions to the coach. d. Resist change in all possible ways.

a. Model desired performance and behavior.

Wanda, a team leader, is managing the critical role of selling company assets to raise cash and has, therefore, gained prominence. Which of the following is the explanation for the source of power Wanda is exercising? a. Strategic contingency theory b. Prestige power c. Power stemming from being close to power d. Power stemming from ownership

a. Strategic contingency theory

According to the dependence perspective, Alex has power over Ziggy when: a. Ziggy is dependent on Alex. b. Alex and Ziggy work collaboratively. c. Alex is dependent on Ziggy. d. Alex and Ziggy work independently of each other.

a. Ziggy is dependent on Alex.

Middle manager Barney practices favoritism when he recommends for promotion: a. a golfing buddy who is a poor performer. b. the best performer in the department. c. a worker chosen at random. d. a worker suggested by his boss.

a. a golfing buddy who is a poor performer.

Sprinkling business talk with jargon can be useful in: a. adding to a person's popularity. b. making the speaker appear highly original. c. avoiding stereotyped thinking. d. inspiring workers to a higher purpose.

a. adding to a person's popularity.

A useful variation of the collaborative style of conflict management is to: a. agree with the person criticizing you. b. cut way back on your initial demand or offer. c. give the other side whatever he or she wants. d. ignore criticism.

a. agree with the person criticizing you.

A rule of thumb offered for the sequencing of influence tactics is to: a. begin with the most positive, or least abrasive, tactic. b. first be more serious, then move toward joking and kidding. c. first mirror the influence tactic of the other person, then try your own. d. begin with the ethical, then shift to the unethical.

a. begin with the most positive, or least abrasive, tactic.

The approaches to negotiation that emphasize collaboration focus on: a. beginning with a plausible offer. b. avoidance and unassertiveness. c. positions, rather than interests. d. win-lose power struggles.

a. beginning with a plausible offer

Steven, the legal representative of a company entering into a joint venture with another firm, formulates an agreement after discussions with his counterparts. The agreement is such that both companies are satisfied and stand to gain from the joint venture. The given example shows the _____ style of conflict management. a. collaborative b. competitive c. accommodative d. avoidant

a. collaborative

Two components of empowerment revealed by research are: a. competence and self-determination. b. risk taking and error correction. c. consideration and initiating structure. d. command and control.

a. competence and self-determination.

During delegation, if responsibilities are not clearly defined by the delegator, the result can be: a. conflict between the delegator and the one delegated to. b. a manager who knows he can no longer trust the subordinate. c. environmental uncertainty. d. an opportunity for growth.

a. conflict between the delegator and the one delegated to.

A major moderating variable in the use of rational persuasion is the: a. credibility of the influence agent. b. age of the influence agent. c. number of organizational levels. d. age of the organization.

a. credibility of the influence agent.

The sets of goal characteristics that will probably lead to higher levels of performance are: a. difficult and specific. b. easy and general. c. difficult and general. d. easy and specific.

a. difficult and specific.

Rohan, the production manager of a firm, is asked to provide a one-to-one developmental program to Milan, who is an assistant production manager. The program covers aspects like total sales revenue to be achieved for the month, and the individual numbers that Milan will have to contribute. This program is an example of a(n) _____. a. executive training program b. performance improvement program c. induction program d. offsite training program

a. executive training program

An important part of open-book management is to: a. help all employees understand the company's business goals. b. empower employees to audit the company books. c. give employees bonuses based on company profits. d. empower employees to complain directly to top management.

a. help all employees understand the company's business goals.

An inspirational appeal is more likely to be effective when the influence agent: a. involves the workers in the change process. b. pushes hard for his or her own agenda. c. mixes the inspirational appeal with a touch of Machiavellianism. d. disguises what he or she is attempting to accomplish.

a. involves the workers in the change process.

Jodie has high self-efficacy, meaning that she: a. is highly confident that she can perform a particular task. b. has a generalized sense of self-confidence. c. gets discouraged when faced with obstacles. d. perceives herself to be more effective than most people.

a. is highly confident that she can perform a particular task.

For e-leadership to take place, work must be: a. mediated by information technology. b. micromanaged. c. related to the discipline of science and technology. d. macromanaged.

a. mediated by information technology.

The higher a unit reports in a firm's hierarchy, the: a. more power it acquires. b. more likely it will be the first to go during downsizing. c. less dependent it is on organizational resources. d. less likely it is to accrue opportunity power.

a. more power it acquires.

Feedback in coaching should be: a. on specific areas which need improvement. b. overrated and exaggerated. c. avoided unless requested. d. confined to the first coaching session.

a. on specific areas which need improvement.

A recommended way of giving advice to an employee is to: a. put your advice in the form of a question. b. offer only general suggestions for improvement. c. first make the employee feel guilty. d. wait until the employee has a good day.

a. put your advice in the form of a question.

Gus has been empowered by his manager to develop a new workflow design for the office. After completing the task successfully, Gus believes that he has the ability to perform another important task. The characteristic of empowerment just described is: a. self-efficacy. b. internal commitment. c. meaning. d. self-determination.

a. self-efficacy

A challenge for the manager of multiple teams is that these teams might have cultures of their own, known as a _____. a. subcultures b. strong links c. weak links d. renegade cultures

a. subcultures

A major concern about using goals to boost performance is that some workers, including leaders, will: a. use dysfunctional methods to attain goals. b. pursue goals rather than do their own work. c. set too many difficult goals. d. quit rather than pursue goals.

a. use dysfunctional methods to attain goals.

A recommended way of being a model of teamwork is to: a. retain most of the power. b. share power with team members. c. suppress conflicts for reaching a consensus. d. limit interactions with teammates.

b. share power with team members.

The question, "If I work hard, what will I get in return?" illustrates the _____ aspect of expectancy theory. a. goal b. valence c. expectancy d. instrumentality

c. expectancy

usan, a telemarketing executive of a company producing household appliances, receives a complaint from one of the customers for a week's delay in delivery. In order to pacify the customer, Susan offers to deduct delivery charges. Susan takes this decision because the customer happensto be a regular user of the company's products and she does not want the company to lose a valuable customer. Which style of conflict management is Susan using in the given example? a. Competitive style b. Accommodative style c. Avoidant style d. Sharing style

b. Accommodative style

Which of the following is true of the motivational use of recognition and praise? a. Motivation has to be linked to corporate values to minimize its impact. b. An individual's preference for the type of praise should be taken into account. c. It is important that meritorious behavior is kept confidential within the team. d. It is important to praise so that the employees are set against each other.

b. An individual's preference for the type of praise should be taken into account.

Which of the following statements is true of coaching skills and techniques? a. Give positive feedback alone, and stick to appreciatory comments. b. Build personal relationships with team members. c. Make the communication strategy more generic and less specific. d. Give overrated comments and scores to members of a team.

b. Build personal relationships with team members.

Jason takes great care to cultivate close, positive, working relationships with influential higher-ups at his organization. This tactic is referred to as: : a. Schmoozing b. Developing power contacts c. Sucking up d. Bartering influence

b. Developing power contacts

Which of the following is a key practice that leaders in virtual teams should practice? a. Soliciting a minimum number of volunteers for the team b. Maintaining frequent communication with the team c. Ensuring that the team members are uniform d. Minimizing the use of communication technology in the team

b. Maintaining frequent communication with the team

Which of the following is recommended as an effective empowering practice? a. Allowing group members to establish their own limits to empowerment b. Providing ample information to workers c. Separating work activities from organizational goals d. Choosing work methods for group members

b. Providing ample information to workers

When a top-level executive wants to influence a large number of employees, her or she will most likely: a. exchange favors with as many workers as feasible. b. attempt to change the organization culture. c. create the position of organizational change agent. d. use ingratiation with as many workers as feasible.

b. attempt to change the organization culture.

A goal contained within a team mission statement should be: a. at a higher level than an organizational objective. b. congruent with organizational objectives. c. incongruent with organizational objectives. d. at a lower level than an organizational objective.

b. congruent with organizational objectives.

The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they will not be considered for promotions. This is most likely an example of _____. a. upward appeal b. deliberate Machiavellianism c. debasement d. compliance

b. deliberate Machiavellianism

In cross-cultural relations, an attitude of highest respect is to communicate the belief that another person's culture is: a. of considerable value, but still not as good as yours. b. different from but not inferior to yours. c. in the top 10 percent of world cultures. d. good enough to be exported to your country.

b. different from but not inferior to yours.

A rationale for empowerment is that the most successful organizations: a. have highly knowledgeable managers in most positions. b. effectively use the talents of all players on the team. c. invest heavily in research and development. d. have highly knowledgeable autocrats in most positions.

b. effectively use the talents of all players on the team.

The term engagement refers to : a. avoiding offering a reward for a good performance. b. high levels of personal investment in the tasks performed on a job. c. serving a one-month notice period in the organization. d. employees limiting themselves to those tasks that are specific to their roles.

b. high levels of personal investment in the tasks performed on a job.

An individual who has strong personal magnetism: Selected Answer: : a. is likely to draw a lot of enemies to him or her. b. influences others by being captivating and charming. c. relies on formal authority to influence others. d. influences others by breaking down their defenses.

b. influences others by being captivating and charming.

A communication strategy that can make people appear powerful is: a. being short in verbal presentations. b. knowing exactly what they want. c. emphasizing self-deprecation. d. boldly attacking people.

b. knowing exactly what they want.

Ashley is the leader of a virtual team. To increase the effectiveness of her team, Ashley should: a. minimize diversity within the team. b. monitor progress through the use of information technology. c. check frequent communication, such as virtual meetings. d. limit the external visibility of the team and its members.

b. monitor progress through the use of information technology.

Recognition is an effective motivator is because: : a. it is extremely expensive to implement. b. most employees feel they do not receive enough recognition. c. it is closely linked to company strategy. d. most workers have become bored with financial incentives.

b. most employees feel they do not receive enough recognition.

The purpose of collaboration is to: a. find a good compromise solution to the dispute. b. search for win-win solutions to conflicts. c. maximize the gain for one party at the expense of the other. d. combine several approaches to conflict resolution.

b. search for win-win solutions to conflicts.

An example of a physical structure to facilitate communication among team members is a: a. telecommuting or work-at-home program. b. shared physical facility such as a beverage lounge. c. high-rise building. d. private office or cubicle for each team member.

b. shared physical facility such as a beverage lounge.

An important implication of expectancy theory for leaders is that: a. people in the same work unit will usually have the same valences. b. the link between rewards and performance should be made explicit. c. workers should encourage and train themselves. d. an average worker should not be able to attain the majority of work goals.

b. the link between rewards and performance should be made explicit.

Which of the following communication approaches is the most likely to be helpful in overcoming cross-cultural communication barriers? a. Judging others by the quality of their communication b. Speaking English because it is a universal language c. Speaking slowly and clearly to people d. Sticking with the etiquette of your country

c. Speaking slowly and clearly to people

Which of the following is a key leadership role in a team-based organization? a. Establishing quality standards for each team member b. Inspiring the team toward mastering political tactics c. Building trust and inspiring teamwork d. Facilitating and supporting the decisions made by members outside the team

c. Building trust and inspiring teamwork

_____ is the most successful influence outcome. a. Resistance b. Debasement c. Commitment d. Compliance

c. Commitment

Which of the following influence tactics requires that the leader serve as a model for the desired behavior? a. Rational persuasion b. Exchanging favors and bargaining c. Leading by example d. Getting network members to support your position

c. Leading by example

Which of the following factors is least likely to contribute to political behavior in the workplace? a. Environmental uncertainty and turbulence b. A pyramid-shaped organization structure c. Rejecting unwarranted compliments from subordinates d. Emotional insecurity of workers

c. Rejecting unwarranted compliments from subordinates

_____ power stems from a leader's authority to respond to the consequences of people's actions. a. Prestige b. Information c. Reward d. Expert

c. Reward

Implicit leadership theories deal mostly with personal assumptions: a. companies make about their leaders. b. leaders make about the capabilities of group members. c. about the attributes of an ideal organizational leader. d. about the type of leader most people would like to become.

c. about the attributes of an ideal organizational leader.

A recommended tactic for developing teamwork is to explain to a team that it has: a. to produce good results or be downsized. b. to meet the standards of a competent team. c. an urgent, constructive purpose. d. implicit and vague expectations.

c. an urgent, constructive purpose.

Sending thank-you notes to large numbers of people is regarded as a: a. way to make a quick showing. b. method of controlling lines of communication. c. basic, but effective, political technique. d. method of keeping others informed.

c. basic, but effective, political technique.

After creating a false catastrophe, a particularly devious political player: a. asks another department to solve the problem. b. openly laughs at management for believing the story. c. claims to have resolved the problem. d. apologizes and admits his or her falsehood.

c. claims to have resolved the problem.

A leader would be engaging in micromanagement if he or she: a. inspires others to use desktop computers. b. engages in strategic planning. c. closely monitors a group member's activities. d. gives as little direction as possible.

c. closely monitors a group member's activities.

In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's behavior but not his attitude. a. commitment b. resistance c. compliance d. debasement

c. compliance

Attempts at persuasion, including inspirational speaking and writing, begin with the: a. use of vocalized pauses. b. adaption of the message to the speaker's interests. c. credibility of the message sender. d. use of technical jargon.

c. credibility of the message sender.

An active listener attempts to: a. speak continuously in a coaching session. b. react to each statement made by the other person. c. grasp both facts and feelings. d. tries to remember, word by word, every word that is being coached.

c. grasp both facts and feelings.

Team members should use collaborative technologies like groupware, which: a. measure the productivity of group members. b. allow group members to achieve consensus on which software to use. c. help groups collaborate better. d. virtually eliminate the need for a team leader.

c. help groups collaborate better.

The question, "If I get the job done, will I really get my reward?" illustrates the _____ aspect of expectancy theory. a. effort-to-performance expectancy b. valence c. instrumentality d. open-book management

c. instrumentality

The feeling of being proud is essentially a(n): : a. weak motivator for professional staff. b. weak motivator for leaders. c. internal motivator. d. external motivator.

c. internal motivator.

A consequence of the dependence perspective is that when leaders start losing their ability to control resources, they: a. shift to another source of power. b. compensate by receiving additional position c. lose power. d. become dependent on the organization.

c. lose power.

"I won't pressure you to meet the sales target, but think of your family, and how they might be affected if you fail to meet the target." This speech is made by Gregory, a line manager, to one of his subordinates. In the context of influence tactics, Gregory is attempting _____. a. debasement before his subordinates b. co-opting antagonists c. manipulation of his subordinate d. the process of upward appeal

c. manipulation of his subordinate

A basic principle of persuasion is: a. first things first. b. people listen to avoid punishment. c. people like those who like them. d. it takes one to know one.

c. people like those who like them.

A good example of ingratiation when dealing with a person you are trying to influence would be for you to: a. stretch the truth to look good. b. mention your power contacts. c. praise that person lavishly. d. ignore his or her first three demands.

c. praise that person lavishly.

A barrier buster is a manager who: a. uses rewards and punishments frequently. b. lobbies for business contracts from external agencies. c. removes obstacles that hinder work accomplishment. d. sets unrealistically high goals for group members.

c. removes obstacles that hinder work accomplishment.

According to a consultant cited in the leadership text, after the group is empowered, the leader: a. basically stays behind the scenes. b. gets involved mostly to provide discipline. c. should still provide guidance. d. functions like a member of the group.

c. should still provide guidance.

Feeling competent to complete group tasks is known as group _____. a. consensus b. debasement c. ingratiation d. efficacy

d. efficacy

Jonathan, the human resource manager of an organization, requests the help of his boss, the managing director, to communicate on incentive cuts, which will be allocated to employees who perform below the organizational standard. In the context of influence tactics, this is most likely an example of _____. a. closed door policy b. deliberate Machiavellianism c. upward appeal d. open door policy

c. upward appeal

When attempting to resolve conflict between two group members, leaders are advised to: a. use a win-lose approach. b. modify the organization's structure. c. use confrontation and problem solving. d. work with each side alone to reach a solution.

c. use confrontation and problem solving.

Co-opting antagonists is defined as: : a. demoting an opponent. b. encouraging your opponents to shop at an organic grocery store. c. winning over opponents by making them part of your team. d. assigning an ally to work as a spy for an opponent.

c. winning over opponents by making them part of your team.

Which of the following is an example of debasement? a. A manger gifting an expensive watch to one of his subordinates in return of the work they have done b. A subordinate exchanging pleasantries with his manager c. A subordinate acting polite before his superior d. A manager pretending to be incapable of doing a task so that he gets help from his subordinates

d. A manager pretending to be incapable of doing a task so that he gets help from his subordinates

Which of the following suggestions is least likely to improve cross-cultural communication? a. Do not be diverted by style, accent, grammar, or appearance. b. Be sensitive to differences in cross-cultural communication. c. Observe cross-cultural differences in etiquette. d. Emphasize racial or ethnic identification to give people full credit.

d. Emphasize racial or ethnic identification to give people full credit.

Which of the following examples shows the use of a power-oriented linguistic style? a. Karen writes most of her business memos and letters using the passive voice. b. Abraham often delivers lengthy speeches with no concrete conclusions when addressing his subordinates. c. Milton uses a substantial amount of business jargon in his emails pertaining to new projects. d. Janet speaks in a loud and clear voice during team meetings so that everyone can hear her.

d. Janet speaks in a loud and clear voice during team meetings so that everyone can hear her.

In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the influence tactic of explaining the percentage increase in salary that each of her team member will enjoy if the plan is successful. In this case, Margaret's attempt is an example of _____. a. bargaining b. debasement c. joking d. apprising

d. apprising

A major listening problem many leaders face is that they: a. never ask questions to clarify issues. b. feel listening is a sign of weakness. c. are convinced that listening is for wimps. d. are overloaded with responsibilities.

d. are overloaded with responsibilities.

The purpose of forming a coalition is to: a. impress others by the number of people in your network. b. ingratiate yourself with other people. c. legitimize your requests. d. combine your power with that of others.

d. combine your power with that of others

A major characteristic of a team is: a. submerging conflicts to reach a consensus. b. self-actualization of its members. c. ingratiation of its members. d. common commitment.

d. common commitment

In the context of teamwork, _____ directly states that collaboration is better than competition. a. authoritarian theory b. charismatic theory c. libertarian theory d. cooperation theory

d. cooperation theory

Mindi has a learning goal orientation. While she is competing in a national sales contest, she is strongly motivated to: a. impress other people with her skills. b. examine if her efforts would result in the desired outcome. c. make the other competitors look good. d. develop new skills during the process of competing.

d. develop new skills during the process of competing.

A recommended method of selecting team members is to: a. choose people who perform poorly as individuals. b. search for people who aspire to the executive suite. c. choose people with minimal experience in teamwork. d. emphasize self-selection when possible.

d. emphasize self-selection when possible.

According to the Law of Reciprocity (as it relates to organizational politics),: : a. workers who are wronged seek revenge. b. hard work pays off in the long run. c. leaders get even with disloyal group members. d. everybody expects to be paid back.

d. everybody expects to be paid back.

In outdoor training, an important purpose of debriefing is to: a. measure the cost effectiveness of the training. b. repair emotional damage done during the training. c. form a bond among team members. d. explain how the training can be applied to the workplace.

d. explain how the training can be applied to the workplace.

In a research and development firm, the _____ has the most legitimate power. a. lab manager b. summer associate c. senior research analyst d. head of research and development

d. head of research and development

A major role of an executive coach is to: a. give top management a report about the capabilities of the person being coached. b. help the person being coached find new employment. c. help the person being coached become a better coach themselves. d. help uncover strengths of the person being coached.

d. help uncover strengths of the person being coached.

Anecdotes are particularly useful in persuading group members about the: a. capabilities of the group leader. b. company's profit picture. c. problems facing the company in the future. d. importance of organizational values.

d. importance of organizational values.

A person's linguistic style: a. directly reflects the company's culture. b. determines that person's reading comprehension. c. is closely related to his or her leadership style. d. is his or her characteristic speaking pattern.

d. is his or her characteristic speaking pattern.

An advantage of a goal related to a noble cause is that it: a. has a relatively low valence. b. is geared toward a short range. c. gives workers step-by-step guidance. d. is likely to inspire workers.

d. is likely to inspire workers.

With respect to safety, positive leader-member exchanges: a. virtually eliminate accidents. b. encourage group members to take more risks. c. enhance morale, thereby leading to a carefree attitude toward accidents. d. lead to greater commitment and fewer accidents.

d. lead to greater commitment and fewer accidents.

The teamwork tactic of "emphasizing pride in being outstanding" is based on the premise that: a. a leader should be an outstanding performer. b. very few groups can be outstanding. c. every group has at least one standout performer. d. most groups are especially good at some tasks.

d. most groups are especially good at some tasks.

To bring about organization change effectively, an executive is best advised to: a. focus more existing candidates than selecting new candidates. b. disregard cultural aspects while establishing the new reward system. c. disregard the process of executive edit. d. serve as a role model for the desired attitudes and behaviors.

d. serve as a role model for the desired attitudes and behaviors.

The _____ style of conflict management is halfway between domination and appeasement. a. collaborative b. accommodative c. avoidant d. sharing

d. sharing

Crystal is an external leader of a team, so she: a. is not paid for her services to the team. b. is paid from the headquarters budget. c. is merely a part-time member of the team. d. supervises the team without being a member of the team.

d. supervises the team without being a member of the team.

According to implicit leadership theories, one example of a leadership antiprototype would be _____. a. violence b. charisma c. intelligence d. tyranny

d. tyranny

_____ authorizes people at the highest levels in an organization to make a decision and expect compliance. a. ​Expert power b. ​Referent power c. ​Prestige power d. ​Legitimate power

d. ​Legitimate power

Stuart, the director of a company producing electrical appliances, is preparing to address the sales team to appreciate their performance. When preparing his message for the speech, Stuart should ensure that _____.​ a. ​anecdotes are completely avoided b. ​the message is driven totally by data c. ​sufficient vocal pauses are present d. ​the message is geared to the listeners

d. ​the message is geared to the listeners

____ refers to the idea that all organizational members are capable of leading themselves at least to some extent. ​ a. Self-leadership b. Organizational capability c. Leadership commitment d. Internal commitment

​ a. Self-leadership

A major source of satisfaction from being a leader is a chance to help others grow and develop. b. the opportunity to sidestep organizational politics. c. loads of overtime pay. d. being able to avoid the long hours typically worked by team members.

a chance to help others grow and develop.

A leader at the post conventional level of moral development is likely to: a. attempt to do the most good for the most people. b. maximize personal gain in most business transactions. c. falsify earnings statements to be eligible for a big bonus. d. be moral just enough to look good.

a. attempt to do the most good for the most people.

Participative management is likely to work the best with a. competent and intelligent people. b. employees in a large bureaucracy. c. shy and nonassertive employees. d. employees in small, entrepreneurial firms.

a. competent and intelligent people.

An effective vision should a. connect with the goals and dreams of constituents. b. fulfill the dreams of the leader. c. replace the company goal-setting system. d. focus on day-to-day responsibilities instead of the future.

a. connect with the goals and dreams of constituents.

Emily, the product development manager of JuzTel, seeks suggestions from her team members for improvising on the company's existing range of cell phones. The team members pour in their suggestions and Emily takes the final call on the inputs received by them. In this scenario, Emily is portrayed as a(n) _____. a. consultative leader b. consensus leader c. autocratic leader d. democratic leader

a. consultative leader

A transactional leader in contrast to a transformational one is more likely to: a. emphasize rewards for meeting standards. b. help group members reach self-fulfillment. c. inspire group members with a compelling vision. d. emphasize the growth of group members.

a. emphasize rewards for meeting standards.

A leader who scored high on initiating structure would _____. a. emphasize work scheduling and assigning tasks b. emphasize listening and personal warmth c. disregard the feelings of team members d. strive to keep the group informed

a. emphasize work scheduling and assigning tasks

Glow Inc., a company producing personal care products, plans to launch new skin care products for middle-aged men and women. The company is looking at unique and innovative products. The top management decides to collect ideas from all the employees. In order to encourage its employees to think creatively, the company should _____. a. establish idea quotas to generate new ideas b. promote convergent thinking c. insist that the emphasis is on the most profitable solution d. ensure that the employees focus on a single solution

a. establish idea quotas to generate new ideas

Lindsey, a market research analyst, is known for her almost always accurate predictions regarding the market trends in the medium to long term. This depicts that Lindsey: a. has an insightful mind. b. has an impressive creation-of-the-enterprise story. c. is a resilient leader. d. is likely to score low on locus of control.

a. has an insightful mind.

Charismatic leaders use visions for the important purpose of: a. inspiring group members. b. celebrating accomplishments. c. conducting transactions with people. d. keeping team members in line.

a. inspiring group members.

Tenacity is considered to be an important leadership characteristic because: a. it often takes a long time to implement a new program. b. leaders have such limited power over group members. c. it requires tenacity to keep a job during an era of downsizing. d. leaders are so often under attack from group members.

a. it often takes a long time to implement a new program.

Chief financial officer Barry submits travel and expense reports that are completely genuine and encourages employees in his division to always give accurate and correct information. Barry is using the ethical initiative called: a. leading by example. b. developing formal mechanisms for dealing with ethical problems. c. accepting whistleblowers. d. open-book management.

a. leading by example.

In the Pygmalion effect, group members _____ a. live up to expectations set for them b. rebel against high expectations c. respond only to verbal signals d. become uncomfortable when placed under heavy pressure

a. live up to expectations set for them

A principle of ethical and moral leadership is to: a. pay attention to all stakeholders. b. regularly publicize moral victories. c. maximize personal returns in business transactions. d. maximize shareholder wealth.

a. pay attention to all stakeholders

Financial manager Josie needs a creative idea. She might try jogging because: a. physical exercise pumps more blood and oxygen into the brain. b. physical exercise is known to block out traditional thinking. c. fatigue is good for creative thinking. d. exercise promotes convergent thinking that is important for creativity.

a. physical exercise pumps more blood and oxygen into the brain.

Ethics deals mostly with: a. separating right from wrong. b. being socially responsible. c. an action rather than its intent. d. legal versus illegal behavior.

a. separating right from wrong.

An effective way for a leader to collaborate with group members is to a. solicit input from the right group members. b. make sure the group members get their yearly salary increases. c. make the hierarchy as steep as possible. d. make all the major decisions himself or herself.

a. solicit input from the right group members.

Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will: a. stick to the principles she thinks are right. b. be kind to employees even if she does not like them. c. steal only to benefit poor people. d. have high morals in every facet of her life.

a. stick to the principles she thinks are right.

During a crisis, it is recommended that the leader: a. take lots of time weighing options and formulating a plan. b. act autocratically and emotionlessly to get a plan off the ground. c. focus on minute details of the day-to-day recovery effort. d. communicate widely about the problem.

a. take lots of time weighing options and formulating a plan.

With respect to heredity and environment, leadership effectiveness appears to be: a. the combined influence of heredity and environment. b. mostly due to heredity. c. mostly due to the environment. d. four-fifths heredity and one-fifth environment.

a. the combined influence of heredity and environment.

Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of: a. trustworthiness. b. extraversion. c. sense of humor. d. humility.

a. trustworthiness.

The Sarbanes-Oxley Act requires public companies to _____.​ a. ​disclose whether they have adopted a code of ethics for senior financial officers b. ​use renewable sources of energy wherever possible c. ​donate part of their profit to charitable organizations d. ​provide a list of possible penalties to be imposed on whistle blowers at all levels

a. ​disclose whether they have adopted a code of ethics for senior financial officers

Adapting to changing times is most important for which approach to leadership? a. Trait approach b. Contingency approach c. Leadership grid d. Charismatic

b. Contingency approach

Peter, the team leader of IntraCall Inc, is not satisfied with the performance of his team due to the negative feedback and innumerous complaints received by dissatisfied callers. Which of the following measures can Peter adopt to build the reputation of his team and be considered an effective leader? a. He should identify and sack fire employees and reshuffle the entire team. b. He should concentrate on honing the strengths of his employees and putting them to best practice. c. He should concentrate on the weaknesses of his employees and focus on patching up such areas. d. He should focus on providing solutions to problems rather than asking tough questions.

b. He should concentrate on honing the strengths of his employees and putting them to best practice

Which of the following is not an accepted substitute for leadership in the modern work environment? a. Work that is intrinsically satisfying b. Work that has heavy deadline pressure c. Strong professional norms d. Closely knit teams of highly trained individuals

b. Work that has heavy deadline pressure

Chief operations officer Joan has an ethical mind, so she has a point of view that helps workers: a. focus on maximizing personal gains. b. aspire to do good work that matters to many people. c. lose their sense of reality. d. feel entitled to whatever they can get away with or steal.

b. aspire to do good work that matters to many people.

A top leader is supposed to help promote values and principles that _____. a. encourage employees to compete against one another b. contribute to the welfare of individuals and the organization c. line up squarely with company advertising d. create a public image of harmony

b. contribute to the welfare of individuals and the organization

Kevin announces that starting next financial year, 25% of his team members' salaries will depend on their performance. His team members had no say in this process. In the context of the normative decision model, Kevin demonstrates _____. a. facilitating b. deciding c. consulting d. delegating

b. deciding

The consideration dimension of leadership behavior includes how well the leader creates an environment of _____. a. increased concern for financial controls b. emotional support, friendliness, and trust c. careful concern for organizational productivity d. carefully controlled work procedures

b. emotional support, friendliness, and trust

A leader engages in management openness when he _____. a. informs subordinates of his career plans b. encourages subordinates to voice their opinion c. freely criticizes subordinates when they make a mistake d. publishes salary data on the intranet

b. encourages subordinates to voice their opinion

A major concern about charismatic leadership is that a. charismatic leaders place unreasonable expectations on group members. b. group members sometimes follow a charismatic leader down an unethical path. c. there are not enough job openings for all the charismatic leaders. d. charismatic leaders are not usually as effective as non-charismatic leaders.

b. group members sometimes follow a charismatic leader down an unethical path.

Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan: a. ​has imposed self-serving goals on constituents. b. has developed a personal brand.​ c. ​is experiencing leadership polarity. d. ​is projected as a laissez-faire leader.

b. has developed a personal brand.​

The most effective type of humor for an organizational leader to use is directed at: a. group members. b. himself or herself. c. the competition. d. other departments.

b. himself or herself.

Emotional intelligence tends to: a. peak at an early career stage. b. improve with experience. c. be closely associated with technical skill. d. decrease substantially during middle age.

b. improve with experience.

Charismatic leaders use metaphors and analogies primarily to: a. gear language to different audiences. b. inspire team members to higher performance. c. convince group members that they are confident. d. craft an articulate and highly emotional message.

b. inspire team members to higher performance.

An authentic leader would most likely: a. expect more of workers than of himself or herself. b. practice his or her values consistently. c. imitate the behavior of the company CEO. d. engage in excessive organizational politics.

b. practice his or her values consistently.

A key part of 360-degree feedback is for leaders to _____. a. use a circular form for evaluating others. b. receive feedback from those who work with and for them. c. receive a little feedback almost every workday. d. receive both positive and negative feedback almost daily.

b. receive feedback from those who work with and for them.

A recommended approach for promoting ethical behavior throughout an organization is to: a. hire only those candidates who have taken a course in ethics. b. reward people who have performed well and behaved ethically. c. reward employees based on their seniority. d. impose severe penalties on whistle blowers.

b. reward people who have performed well and behaved ethically.

Narcissistic CEOs tend to make: a. non-risky decisions so that their reputation is not tarnished. b. riskier decisions, often to attain dramatic results that enhance their image. c. a habit out of applauding subordinates over their own accomplishments. d. humble admissions before their employees and the press about their shortcomings as a leader.

b. riskier decisions, often to attain dramatic results that enhance their image.

The ______ leader enhances morale when group members work on stressful or frustrating tasks by displaying concern for group members' well-being. a. achievement oriented b. supportive c. participative d. directive

b. supportive

To apply "management by storytelling," the leader should a. evaluate morale based on anecdotal evidence. b. tell fascinating stories about the company to employees. c. tell stories about unsuccessful competitors. d. reward and punish group members based on anecdotal evidence.

b. tell fascinating stories about the company to employees.

You and the other members of your business unit are participating in the pet-peeve technique. Therefore, you would: a. develop new ideas for products that consumers might want. b. think up complaints that others might have about your unit. c. list all the complaints you have about your leader. d. think up all the things you do not like about your unit.

b. think up complaints that others might have about your unit.

Of the following leadership practices, the least likely to enhance innovation is: a. to take risks and encourage risk taking. b. to encourage innovation for its own sake. c. to acquire innovative companies. d. the pursuit of constant innovation

b. to encourage innovation for its own sake

A key part of evidence-based leadership or management is to: a. keep a log of the mistakes of subordinates. b. translate principles into practice. c. prove that your decision was the right one. d. justify asking for an increased budget.

b. translate principles into practice.

Walker is a supervisor at an exporting unit. He has a cheerful disposition, and encourages and appreciates his team members who suggest ideas or accomplish tasks. Which of the following traits best describes Walker's behavior? a. ​Courage b. ​Extraversion c. ​Tenacity d. ​Personalized power motive

b. ​Extraversion

Elaine, a project manager, often seeks feedback from her team members as well as her supervisors on how she is doing.​ Which of the following methods of skill development in leadership does Elaine use in this scenario? a. ​Experiential exercises b. ​Feedback on skill utilization, or performance, from others c. Conceptual information demonstrated by examples and brief descriptions of leaders in action d. ​Practice in natural settings

b. ​Feedback on skill utilization, or performance, from others

Estelle plans to present the science project assigned to her in a creative manner.​ She concentrates on finding ways to present her project. She comes up with possible solutions without evaluating them. Which step of the creative process is illustrated in the given scenario? a. ​Incubation b. ​Immersion c. ​Verification d. ​Problem recognition

b. ​Immersion

Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say, a. "Hello there. It's nice to meet somebody new." b. "Hello there, buddy. Could you give me your name again?" c. "Hello Salvatore, good to see you again." d. "Hello, I vaguely recall us meeting before."

c. "Hello Salvatore, good to see you agai

Clara is the CEO of an online retail store. Her business saw a 40 percent increase in profits in the current year owing to her instant adaptation to current and upcoming trends. This shows that: a. Clara is driven by personalized power motive. b. Clara lacks in practical intelligence. c. Clara is a flexible leader. d. Clara is over-confident.

c. Clara is a flexible leader.

Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrate more on developing its reliable projects. Which of the following strategies has been adopted by Courtney? a. Creating a vision for the organization b. Romanticizing risk c. Concentrating resources on areas that need the most change d. Developing a personal brand and building trust

c. Concentrating resources on areas that need the most change

Which one of the following is the most recommended approach to leadership during a crisis? a. Choose a circle-the-wagons mentality. b. Move group members away from their usual work routine. c. Lead with compassion. d. Focus on small-scale details over the big picture.

c. Lead with compassion

Which of the following is a personality trait of a creative person? a. Conformism b. Ability to think divergently c. Self-confidence d. Highly intelligent

c. Self-confidence

Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he has brought major changes in the company to attract new customers and ensure quality services. In addition, he has also executed major changes in employee relations and satisfaction, causing an increase in employee productivity. Which of the following best describes Davis' leadership style? a. Polarizing b. Laissez-faire c. Transformational d. Transactional

c. Transformational

Which one of the following questions in an ethical screen deals with the philosophical principle of reversibility? a. Is it fair? b. Who gets hurt? c. What would you tell your child to do? d. How does it smell?

c. What would you tell your child to do?

A recent development in corporate philanthropy is for corporate leaders to demand: a. respect and recognition from all recipients. b. that all recipients of their generosity believe in capitalism. c. a good return on investment, in terms of social impact. d. that the institutions receiving the money become good customers.

c. a good return on investment, in terms of social impact.

Charismatic leaders are often characterized as: a. creating distrust among constituents. b. having considerable internal conflict. c. being willing to use unconventional strategies. d. minimizing risks.

c. being willing to use unconventional strategies.

A charismatic leader will often: a. be low key about his or her accomplishments. b. be a low risk taker. c. challenge, prod, and poke other people. d. procrastinate about major decisions.

c. challenge, prod, and poke other people.

Simon, the CEO of a consumer electronics firm, receives a huge positive response from the industry experts and consumers for introducing breakthrough technologies in the company's products. Simon is a _____ leader. a. humble b. born c. creative d. extraverted

c. creative

A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters. The president's role is best classified as that of a. team leader. b. coach. c. figurehead. d. spokesperson.

c. figurehead

A common thread to creativity-enhancing exercises is that they require: a. convergent thinking. b. variations of brainstorming. c. flexible thinking. d. people to solve a puzzle.

c. flexible thinking.

Loose-tight leadership in relation to creativity refers to: a. spending freely on some projects and cutting costs on others. b. alternating between laissez-faire leadership and autocratic leadership. c. granting space for exploring creative ideas, then finally choosing one idea. d. alternating between encouragement and punishment.

c. granting space for exploring creative ideas, then finally choosing one idea.

Research suggests workers are more likely to have a breakthrough idea when they are: a. depressed about an event in personal life. b. multitasking with several electronic devices. c. happy the day before. d. daydreaming about the future.

c. happy the day before.

A finding about the insight step of creative thinking is that the flash of insight: a. is usually an almost totally new idea. b. occurs when a person has almost given up on the problem. c. often arrives after hours of thought and study. d. occurs when a person is mentally exhausted.

c. often arrives after hours of thought and study.

The purpose of a tough question by a leader is to help the person or group _____. a. realize how much they have to learn b. understand that they deserve to be punished c. stop and think about why they are doing or not doing something d. overcome a loss in self-confidence

c. stop and think about why they are doing or not doing something

Kiev, the manager of an accounting department, helps his CFO in framing the financial policies of his company. In this scenario, Kiev is carrying out the leadership role of a(n) _____. a. figurehead b. executor c. strategy developer d. spokesperson

c. strategy developer

Brainstorming is often condemned as being _____. a. time consuming b. biased c. superficial d. unproductive

c. superficial

A consultative or collaborative decision-making style is likely to bring about the best results when: a. team members' acceptance of the decision is incomplete. b. the problem is clearly defined. c. the leader needs information from team members to solve a problem in hand. d. there is urgency in decision making.

c. the leader needs information from team members to solve a problem in hand.

The general point of Fiedler's contingency theory of leadership is that the best style of leadership is determined by: a. a balance of task and relationship factors. b. the leader's personality. c. the situation in which a leader works. d. how well the leader gets along with group members.

c. the situation in which a leader works.

A study of firefighters and the emotional component of their leaders' charisma showed that: a. a leader's lack of charisma can have a negative impact on safety. b. charismatic leaders were less happy than their subordinates. c. those under the command of a charismatic leader were happier that those who were not. d. the positive affect of officers increased the negative affect of the firefighters.

c. those under the command of a charismatic leader were happier that those who were not.

One technique a leader uses to bring about transformations is to get people: a. focused on minor satisfactions. b. to accept early retirement, if appropriate. c. to look beyond self-interest. d. not to worry that the organization's future is threatened.

c. to look beyond self-interest.

In path-goal theory, the participative leader is best suited for improving the morale of: a. well-motivated employees who perform repetitive tasks. b. poorly-motivated employees who perform repetitive tasks. c. well-motivated employees who perform nonrepetitive tasks. d. poorly-motivated employees who perform nonrepetitive tasks.

c. well-motivated employees who perform nonrepetitive tasks.

The major thrust of the servant leader is to _____. a. think first in terms of the stockholder b. place self-interest before service c. work on behalf of group members to help them achieve their goals d. act humbly yet search for individual glory

c. work on behalf of group members to help them achieve their goals

Blue Inc., a highly profitable consumer goods manufacturing company, invests in a number of social responsibility initiatives that in turn generate profit for the company. Which feature of corporate and social performance is illustrated in the given scenario?​ a. ​Deontological theory b. ​Whistle blowing c. ​Virtuous circle d. ​Entitlement

c. ​Virtuous circle

Anthony works in the design team of a publishing company. He is not particular about obtaining approval from his team members for his creative design ideas. Hence, it can be observed from the given scenario that _____. a. ​creative people are often frustrated b. ​creative people focus on convergent thinking c. ​creative people are generally nonconformists d. ​creative people focus on consensus

c. ​creative people are generally nonconformists

When Carlos, the manager of a coffee shop, speaks to customers in order to find out trends in their preferences and their changing requirements, he is performing the leadership role of a(n) _____.​ a. ​coach and motivator b. ​team builder c. ​entrepreneur d. ​team player

c. ​entrepreneur

During a team meeting, the team manager expresses disappointment in his team's productivity rate. Svetalana, a team member, speaks up and says that their current project is particularly taxing on the team members and they have not compromised on the quality of their work. Which of the following qualities of a good follower is Svetlana displaying in this scenario? a. Competence b. Commitment c. Self-management d. Courage

d. Courage

Which of the following examples illustrates practices that enhance creativity? a. Tanya, a graphic designer for a popular magazine, looks to gain approval from her team mates for her innovative ideas rather than finding other alternatives. b. Nicholas and his colleagues think in a convergent manner to focus on a single and frequently used solution to problems. c. AB Inc. has a rigid organizational structure that includes layers of approval, fixed office timings, and a large amount of paperwork for new projects. d. Eric, a team manager, encourages his team members to determine the best possible method for reaching a particular target.

d. Eric, a team manager, encourages his team members to determine the best possible method for reaching a particular target.

_____ is not a contingency factor that affects the decision-making style chosen in the normative decision model. a. Leader expertise b. Group expertise c. Decision significance d. Financial feasibility

d. Financial feasibility

Mark, the manager of the marketing team of a company, often contacts the members of the finance team for budget-related details. Mark needs this information to design marketing strategies that fall within the allocated budget. Which kind of leadership network is Mark using for performing his tasks efficiently? a. Peer leadership network b. Strategic network c. Personal network d. Operational network

d. Operational network

Edwards is the head of the procurement department at FreshDelights, a frozen yogurt chain. Anticipating a reduction in the demand for frozen yogurt in the upcoming winter season, Edwards decides to reduce the dairy procurement. Edwards is: a. driven by personalized power motive. b. a leader with a pessimistic outlook. c. a humble leader. d. a conceptual thinker.

d. a conceptual thinker.

A pronounced characteristic of an entrepreneurial leader is _____. a. a preference for taking huge risks b. a cautious attitude toward taking risks c. a reliance on others to take the big risks d. a sensible risk taking approach

d. a sensible risk taking approach

The general thrust of path-goal theory is to specify what a leader must do to: a. make the situation more favorable. b. make a directive style of leadership acceptable. c. improve the work attitudes of group members. d. achieve high productivity and morale in a given situation.

d. achieve high productivity and morale in a given situation.

An example of a whistle blower (in relation to ethics) would be a(n): a. company specialist conducting training programs about ethics. b. security guard who sends notices to employees who drive too fast in the company parking lot. c. executive who imposes fines on employees who behave unethically. d. bookkeeper who tells a journalist about fraudulent accounting in the company.

d. bookkeeper who tells a journalist about fraudulent accounting in the company.

Middle manager Bob establishes idea quotas for his organizational unit, meaning that workers will be asked to: a. invest a certain percentage of their time to creative thinking. b. steal ideas from other organizational units. c. brainstorm for ten minutes at the start of each staff meeting. d. bring in one fresh idea each meeting.

d. bring in one fresh idea each meeting.

Leadership takes into account factors related to the leader, the persons being led, and a. forces beyond the control of the leader. b. personal characteristics of group members. c. personality traits of leaders. d. context, or the internal and external environment.

d. context, or the internal and external environment.

A method of managing creative workers is to _____. a. have a high degree of structure b. discourage risk taking c. emphasize autocratic leadership d. give them flexibility

d. give them flexibility

A potential disadvantage of being a leader is a. losing contact with paperwork and email. b. isolation from problems involving people. c. being out of the loop in terms of company policies. d. having fewer people to confide in about work-related issues.

d. having fewer people to confide in about work-related issues.

Self-confidence is an important leadership characteristic found: a. in male leaders more than in female leaders. b. primarily among executives. c. primarily among supervisors. d. in almost every leadership setting.

d. in almost every leadership setting.

Which one of the following is the least typical characteristic of a transformational leader? a. practicing empowerment b. charisma c. encouraging personal development of staff d. low standing on moral reasoning

d. low standing on moral reasoning

Corporate social responsibility centers on a firm's: a. adherence to laws. b. focus on maximizing profit. c. contributions to charity. d. positive contribution to society.

d. positive contribution to society

A study of leader-member exchanges and creativity among research and development specialists indicated that leader-member exchanges were: a. negatively associated with creativity. b. unrelated to ratings of creativity. c. positively associated with creativity only for inexperienced specialists. d. positively associated with creativity.

d. positively associated with creativity.

A key part of a leader having humility is to: a. insult the group performance, including that of your own. b. make forecasts about the group not making standards. c. ask the group to lead itself so he or she can do analytical work. d. put group members in the limelight, rather than oneself.

d. put group members in the limelight, rather than oneself.

One suggestion to the leader based on path-goal theory is for the leader to: a. purposely make ambiguous the path between goal attainment and receiving a reward. b. encourage group members to provide their own structure. c. give people careful instructions, even when they can perform the task well. d. reduce frustrating barriers to reaching goals.

d. reduce frustrating barriers to reaching goals.

Multiunit organizations sometimes enhance creativity by: a. preventing ideas from moving from one unit to another. b. promoting convergent thinking. c. centralizing all new-product development decisions. d. sharing ideas across divisions.

d. sharing ideas across divisions.

According to the normative decision model, group support refers to: a. the likelihood that the team might commit to a company-wide decision. b. the ability of team members to work together in solving problems. c. team members' knowledge or expertise in relation to the problem. d. the degree to which the team supports the organization's objectives at stake in the problem.

d. the degree to which the team supports the organization's objectives at stake in the problem.

Leaders who have the "right stuff" have: a. inborn charismatic behaviors. b. made the right connections to become leaders. c. the intellectual characteristics associated with effective leadership. d. the necessary traits and characteristics to lead effectively.

d. the necessary traits and characteristics to lead effectively.

A dominant characteristic of creative workers is a passion for: a. working in teams. b. the rewards associated with creative work. c. working in a large bureaucracy. d. their work.

d. their work.

An example of an executive leader helping sustain the environment would be to: a. charge customers for shipping and delivery. b. create attractive designs on packages. c. construct new buildings rather than preserve old ones. d. use as much renewable energy as possible at the company.

d. use as much renewable energy as possible at the company.

Abraham, the manager of the development team in a software firm, is entrusted with the task of coming up with a creative idea for the company's next new product. Abraham consults people from other teams such as marketing, testing, and customer support for inputs and suggestions that could result in a unique and creative idea. In order to improve his creative thinking, Abraham is playing the role of a(n) _____. a. ​artist b. ​judge c. ​lawyer d. ​explorer

d. ​explorer