MGMT 4253 Final Exam 9-16

Leaders at higher organizational levels spend most of their time and effort implementing policies and procedures.

False

According to Bass, transformational leaders most likely:

Possess impression management skills

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

Raising awareness about how teams really work

The organizational structure is best described as:

a tool for getting things done

Which of the following types of culture has roots that mean "temporary or specialized"?

adhocracy

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

compliance

The normative decision model is limited only to:

decision making

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

domineering

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

empowering others

A leadership vision consists of six related components.

false

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

false

According to Heifetz, technical problems can only be solved by changing the system itself, while adaptive problems do not require changes to the social system.

false

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

false

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

false

Compliance occurs when followers embrace change requests as their own.

false

Conflict resolution will become a less essential skill as management practices shift away from authoritarian directives and toward cooperative approaches.

false

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

false

Figurehead managers try very hard to be in the spotlight.

false

In terms of the model of performance, the two components that make up capabilities are training and goal setting.

false

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

false

In the information age, companies primarily succeed according to how well they can capture the benefits from "economies of scale and scope".

false

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

false

Leaders should focus primarily on developing edge before defining the team's core values.

false

Market cultures are characterized by a high degree of flexibility and discretion and a focus on the internal environment.

false

Modern researchers have determined that conflict always has a negative effect on the team.

false

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

false

One of Fisher and Ury's main tips on successful negotiation is to focus on positions, not on interests.

false

Solving a morale problem exemplifies a structured task.

false

Spatial complexity makes it easier for leaders to have face-to-face communication with subordinates and to provide personal support and encouragement.

false

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

false

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

false

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

false

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

false

The contingency model of leadership maintains that leaders are flexible in their behavior.

false

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

false

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

false

The path-goal theory assumes that leaders use the same styles with different subordinates.

false

The positive effects of Situational Leadership in the workplace are significantly documented with published research, which partially explains the theory's appeal to both leadership practitioners and organizations.

false

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

false

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

false

Winning a negotiation at your counterpart's expense will usually result in a long-term gain.

false

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

false

Organizations with a ________ culture tend to have formalized rules and procedures.

hierarchy

What is the main purpose of using the model of performance?

managing problem performers

People most likely get more involved in a leader's vision when ________ are used.

personal experience

Which of the following is NOT a component of the leadership vision?

policies

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

self-starters

Leaders exhibiting participative leadership are most likely to:

share work problems with followers

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

taskmasters

In terms of the path-goal theory, which of the following is considered a situational factor?

the task

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

true

A leader's credibility erodes if team members are not held accountable for behavior that is misaligned with a team's operating principles.

true

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

true

According to 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

According to the normative decision model, acceptance of a decision is not always critical for implementation.

true

Both leader behaviors and follower characteristics are important in determining outcomes in path-goal theory.

true

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

true

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

true

Correctly administered punishment does not cause emotional side effects.

true

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

true

Destructive leadership can occur at many levels in the organization.

true

Easy goals rarely lead to high levels of performance.

true

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

true

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

true

Everyone has at least one dark-side personality trait.

true

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

true

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

true

Greater horizontal complexity is associated with an increased likelihood for communication breakdowns between subunits.

true

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

true

In general, leaders will be only as effective as the followers and teams they lead.

true

Leaders and followers often overlook how changing the situation can help them to change their behavior.

true

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

true

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

true

Making a sports team run several laps around an athletic field would potentially be an example of punishment.

true

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

true

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

true

Organizational culture can be better understood by considering an organization's symbols, rituals, and language.

true

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

true

Path-goal theory considers three situational factors that moderate the effects of leader behavior on follower behavior.

true

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

true

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

true

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

true

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

true

Research suggests that groups with appropriate structures tend to develop healthy internal processes, whereas groups with insufficient or inappropriate structures tend to have process problems.

true

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

true

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

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

Tasks with high levels of interdependence require leaders to use their organizing, planning, directing, and communication skills.

true

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

true

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

true

The accommodation approach to managing conflict involves giving in to someone else's concerns without making any effort to accomplish one's own ends.

true

The highest levels of situational favorability occur when leader-member relations are good, the task is structured, and the position power is high.

true

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

true

With Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task.

true

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

true

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

vision