MGT 410 Quiz Questions
cognitive intelligence
A leader who is good at analyzing and solving problems in his or her area of expertise
emotional intelligence
A leader who uses relationship management to effectively disarm conflicts and has the ability to build strong personal bonds.
practical intelligence
A street smart leader who relies on his or her experience to adapt and shape the environment.
Which statement is true according to the leader-member exchange theory? a. Leaders are more likely to empower group members with whom they have a high-quality exchange. b. If most group members feel that they have good exchanges with the leader, being treated a little differently by the leader affects their performance. c. Leaders develop entirely different relationships with each group member and treat no two alike. d. Managers are more likely to act as servant leaders toward subordinates with whom they have low-quality exchanges.
A. Leaders are more likely to empower group members with whom they have a high-quality exchange.
Maxwell, a CEO, is known for his spontaneous style of leadership. Every week, he takes time off from his work schedule to personally meet the employees of the company to hear their ideas and opinions. Which of the following traits best describes Maxwell's approach? a. Authenticity b. Tenacity c. Assertiveness d. Emotional stability
A: Authenticity
Michelle, an auditor, firmly believes in honesty and always presents the real findings of auditing processes assigned to her. She continues to be honest despite pressures from her superiors to manipulate results. Which ethical characteristic does Michelle possess? a. Integrity b. Rationalization c. Capability d. Entitlement
A: Integrity
Which of the following is a most likely consequence of a lower leadership position? a. A high number of human resource problems requiring action b. A very high salary package c. The feeling of loneliness d. Absolute control over subordinates and freedom of expression
A: a high number of HR problems requiring action
Thomson Inc., a manufacturer of smartphones, has unveiled a premium range of smartphones with innovative features and applications. Which of the following roles should the CEO of Thomson Inc. assume if he wishes to increase media and consumer interest in the company's newest products? a. Be available to outsiders as a representative of the company both within and outside the company. b. Act as a technical problem solver for the manufacturing unit. c. Act as a team player in the design department and provide inputs to the design of the smartphones. d. Negotiate the costs of manufacturing with the company's CFO and COO.
A: be available to outsiders as a representative of the company both within and outside the company
George, a senior manager in a company, appears to be fair and reasonable when deciding on salary increases and bonuses for his employees. He tries to create an impression of being a good leader who cares for his employees. Which level of moral development is shown by George in the given example? a. Conventional level b. Preconventional level c. Post-conventional level d. Nonconventional level
A: conventional level
Roger is an executive of a multinational tractor manufacturing company. While representing the company at conferences and meetings, he employed an inspiring way of narrating how the company's product helped in mechanizing farms in developing countries and highlighted the benefits to farmers in those countries. This technique is called _____. a. leadership by storytelling b. leadership by gearing language to different audiences c. creating an emotional appeal by exaggeration d. extensive use of metaphors
A: leadership by storytelling
Amy, a team leader at a consumer goods industry, gives her team members optimistic and constructive feedback and acknowledges individual contributions. In this scenario, Amy is encouraging group member development by _____. a. providing supportive leadership b. being a polarizing personality c. acting on intuition d. resorting to excessive flattery
A: providing supportive leadership
Team manager Sara considers her subordinate Ethan a member of her in-group. Weyland, another member of Sara's team, does not have high quality exchanges with Sara. Ethan and Weyland are equally good at their job, and their objective performances are equal. Given this information, according to the conclusions of the leader-member exchange theory, how will Sara most likely rate the performance of Ethan and Weyland? a. Rate Ethan higher than Weyland b. Rate both Ethan and Weyland the same since they are equally good c. Rate Weyland higher than Ethan
A: rate ethan higher than Weyland
Types of leaders
Autocratic Democratic Servant Entrepreneurial
According to the path-goal theory of leadership effectiveness, in which situations would an achievement-oriented style be most appropriate? a. When leading group members who are unsure of themselves b. When leading team members who are working on ambiguous and nonrepetitive tasks c. When team members are motivated to succeed and assume responsibility d. When group members have low morale due to dissatisfying, frustrating, or stressful tasks
B&C
Eric, the operations head of an investment bank, decides to shift the country headquarters of his organization from New York to Chicago. He implements his decision and starts working toward it by taking his board members' consent for granted. In this scenario, Eric portrays what style of leadership? a. Democratic b. Autocratic c. Consultative d. Consensus
B. Autocratic
Which of the following is a consequence of attribution of charisma to leaders? a. It encourages leaders to have a self-promoting personality. b. It leads to other behavioral outcomes in group members. c. It causes leaders to serve primarily their own interests. d. It helps in developing a personal brand in each of the group members
B. It leads to other behavioral outcomes in group members.
Which of the following political tactics is a necessary part of a leader's role? a. Backstabbing b. Forming coalitions c. Turf wars d. Divide and rule
B: Forming coalitions
Audrey is the CEO of a technology firm. She prefers an affluent lifestyle and craves more prestige and power. She spends her money extravagantly, throwing big lavish parties every month. Which of the following motives best describes Audrey's characteristic? a. Achievement motive b. Personalized power motive c. Resilience d. Tenacity
B: Personalized power motive
The members of the Research & Development (R&D) team of a biotech company are highly dedicated to their work. They are a cohesive and highly motivated team. However, the team finds it difficult to communicate their ideas in a simple manner to its stakeholders. As the leader of the R&D team, which of the following roles should you focus on more if you wish to contribute to the performance of the organization? a. Coach and motivator b. Spokesperson c. Technical problem solver d. Team builder
B: Spokesperson
Frederick, a new manager, is faced with the task of estimating the timeline for completion of a project. Which action should he take if he decides to follow the evidence-based leadership approach? a. Delegate the responsibility to his subordinates b. Use the methods that have proven to be effective in similar situations c. Maintain a log of his interactions with group members and their activities d. Consult with his team members on how to estimate a timeline
B: Use the methods that have proven to be effective in similar situations
Which behavior or attitude is considered task-oriented? a. Aligning people b. Direction setting c. Promoting principles and values d. Openness to worker opinions
B: direction setting
Grayson is a renowned investigative journalist who had uncovered several scams and corruption cases in the past. Known for his candid and liberal opinions, he had a huge fan base as well as pockets of detractors across the country. Grayson is: a. promising Utopia. b. experiencing leadership polarity. c. romanticizing risks. d. practicing laissez-faire leadership.
B: experiencing leadership polarity
Which of the following is true of the concept of leader characteristics and behavior? a. It refers to the impact of a leader on the behavior of others. b. It refers to the inner qualities that help a leader function effectively in many situations. c. It refers to the affect of stakeholder groups on the behavior of a leader. d. It refers to attributes of the group members that could have a bearing on how effective the leadership attempt will be.
B: it refers to the inner qualities that help a leader function effectively in many situations
Which of the following is not considered part of the basic framework for understanding leadership? a. Contact (internal and external environment) b. Outcome of the project c. Leader characteristics, behavior, and style d. Group member characteristics and behavior
B: outcome of project
Michael quits his job to start his own venture. He believes that he has all the qualities required to be a successful entrepreneur. However, his employees are unhappy with the way the organization functions and feel that he lacks the abilities to be a successful entrepreneur.Which behavior would you suggest Michael incorporate in order to be a successful entrepreneur? a. Focus energy on employees first rather than customers or external sources b. Possess a keen eye for future deals and business opportunities c. Adopt a reactive approach rather than being proactive d. Embrace hierarchy and work within the mainstream of bureaucracy
B: possess a keen eye for future deals and business opportunities
Lowell is an operations supervisor at a manufacturing plant. A major fire at the plant halted operations for two weeks. When the plant became operational again, Lowell encouraged workers to return to their normal schedules to restore purpose to their lives. In this scenario, which crisis leadership attribute is displayed by Lowell? a. Preventing future crises through disaster planning b. Reestablishing the usual work routine c. Understanding the big picture d. Leading with compassion
B: reestablishing the usual work routine
_____ is the ability to control one's emotions, for example, by not shouting even when one is angry. a. Self-awareness b. Self-management c. Relationship management d. Social awareness
B: self-management
Which of the following is regarded as a useful tool for getting people to embrace change by capturing their attention? a. Presentation of scientific facts b. Storytelling c. Wishful thinking d. Aggressive humor
B: storytelling
Which of the following does not meet Jim Collins's criteria for an inspirational vision statement? a. "To encourage healthy eating habits in children by providing healthy school lunches" b. "To create a sustainable, just world without poverty" c. "To reduce poverty by half its current level by offering vocational opportunities to the underprivileged" d. "To improve hygiene in less-developed nations by providing sanitation infrastructure"
B: to create a sustainable, just world without poverty
Which behaviors are typical of a servant leader? a. Sets idealistic rather than practical goals b. Tries to resolve all employee problems and concerns regardless of what they might be c. Is willing to help out wherever needed d. Displays honest and ethical behavior
C& D
Which suggestion paves the way for an effective 360-degree survey? a. Devise a plan that involves transferring managers with poor performance to another department or laying them off altogether. b. Ensure that managers rated are oblivious to the identity of the employees rating them. c. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization. d. Provide feedback that is aimed at administrative control rather than personal development of managers
C. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization.
Alex, the regional head of a tractor manufacturing company, is unhappy with the sales performance in the previous quarter. Alex says to his employees, "The company's performance has been declining over the previous two quarters. We must work together to raise our performance levels and achieve better targets in the coming quarter." Which of the following traits best describes Alex's stance? a. Humility b. Social awareness c. Assertiveness d. Authenticity
C: Assertiveness
Which of the following can be identified as a factor relating to substitutes for leadership? a. Creating an autocratic work environment b. Informal or unofficial norms and regulations c. Closely knit teams of highly trained individuals d. Fostering the vision of the organization at all levels
C: Closely knit teams of highly trained individuals
When deadlines are nearer, Roger assigns tasks and methods to accomplish them to his subordinates rather than giving them authority to choose on their own. He does this because he has found that when timelines are short, empowerment is less effective than delegation. In this scenario, Roger is practicing which type of leadership? a. Participative b. Achievement-oriented c. Evidence-based d. Relationship-oriented
C: Evidence Based
Michelle is the marketing manager at an automobile manufacturing firm. When the marketing team faced criticism for poor performance, she felt that her complacent nature was responsible for the poor results. Which of the following traits of core self-evaluations is being captured in this scenario? a. Emotional stability b. Self-esteem c. Locus of control d. Generalized self-efficacy
C: Locus of control
When Timothy A. Judge and Ronald F. Piccolo evaluated the impact of three styles of leadership based on six criteria, including job satisfaction and job performance of both leaders and followers, _____ leadership showed the highest overall relationships. a. transactional b. charismatic c. transformational d. laissez-faire
C: Transformational
Which type of leadership is based on the belief that leaders are most effective when they make their behavior dependent on situational forces, including group member characteristics? a. Crisis leadership b. Supportive leadership c. Contingency approach to leadership d. Participative leadership
C: contingency approach to leadership
Tom is considered to be skilled at adopting task-related attitudes and behaviors to effectively manage his team. Which of his behaviors is most likely the reason for this impression by his team? a. He promotes the principles and values of his organization. b. He encourages and provides emotional support to his team members. c. He adapts to any situation as required by circumstances. d. He patiently addresses the grievances of his team members.
C: he adapts to any situation as required by circumstances
Sadie hires a new manager. In a couple of weeks, she receives reports that the new manager often plays favorites and does not act in a trustworthy manner. However, since Sadie was the one to hire the new manager, she overlooks these flaws because acknowledging them would reflect that she made a hiring mistake. In this scenario, Sadie's behavior reflects which concept? a. Integrity b. A sense of entitlement c. Motivated blindness d. A post-conventional level of moral development
C: motivated blindness
Joshua, the head of a technology firm, decides to announce bonuses for his staff members following an increase in the firm's profit margins. The predetermined date of the bonus announcement coincides with a deadly storm rendering several people homeless and starving. Joshua understands that the time is not appropriate for making such an announcement given the grave situation. In this scenario, Joshua's decision exhibits _____. a. tenacity b. transparency c. practical intelligence d. creativity
C: practical intelligence
Edward, an executive of a global retail store, often takes deliberate steps to create a strong, favorable effect on his group members. He is always professionally dressed and works hard to build positive visions for his team members. This is an example of: a. leadership polarity. b. laissez-faire leadership. c. successful impression management. d. slash-and-burn type of leadership.
C: successful impression management
Which action is the best accepted principle of crisis leadership? a. Adopt transactional leadership rather than transformational leadership b. Stonewall the problem and defend against critics c. Take decisive action to remedy the situation d. Delay the reestablishment of a regular work routine
C: take decisive action to remedy the situation
According to Jay A. Conger, which of the following has replaced the era of managing by dictate? a. The era of leadership by enhancing social security b. The era of leadership by providing monetary incentives c. The era of leadership by inspiration d. The era of leadership by exploitation
C: the era of leadership by inspiration
In which of the following situations would adding a leader be least likely to improve performance? a. When a group of stockers at Amazon fill orders. The work is boring and routine. b. When a team of teachers gets together to create a schedule for classes they have no interest in teaching. c. When a group of astrophysicists get together to discuss a new theory they all find interesting. d. When a team of salespeople has trouble working with each other to get a new business order.
C: when a group of astrophysicists get together to discuss a new theory they all find interesting
Personalized Charismatic
Charlotte expects her team to meet extremely tight deadlines because their productivity improves her chances of being promoted.
The organizational culture influences which leadership style will be tolerated and effective. A friendly, collaborative culture calls for more of a(n) ___style of leadership. In contrast, in a perform-or-perish culture, a more __ leadership style will be effective.
Consensus, directive
Grace is a finance manager at her firm. She wants to make a decision based on the inputs of her group members and their agreement. Which participative leadership style should Grace use? a. Autocratic b. Consultative c. Democratic d. Consensus
D: Consensus
Which of the following is true of the roles of leaders and managers? a. Managers produce change, and leaders produce consistency. b. Managers tend to transform organizations, and leaders maintain organizations. c. Effective managers create vision, and effective leaders implement the vision. d. Effective managers also lead, and effective leaders also manage.
D: Effective mangers also lead, and effective leaders also manage
Jeremy is an effective leader who is capable of helping his subordinates complete their tasks. However, he is considered intimidating by some of his team members and is often unable to boost the group's morale. Jeremy feels that since his strengths are task oriented, management should place him as the leader of team members who need task-related guidance. Jeremy is a strong believer of which leadership theory or approach? a. Path-goal theory of leadership effectiveness b. Normative decision model c. Leader-member exchange theory d. Fiedler's contingency theory of leadership effectiveness
D: Fiedlers contingency theory of leadership effectiveness
According to the Center on Leadership & Ethics at Duke University, what type of leadership can positively affect performance? a. Optimistic and enthusiastic b. Powerful and prestigious c. Transparent and open d. Responsible and inspirational
D: Responsible and inspirational
Fran, the head of exports management at a textile manufacturing firm, was asked in a formal meeting with the CEO why her department was unable to meet its quarterly target. During the meeting, Fran stayed calm and in control and put forth her reasons in an unambiguous manner. This exhibits that Fran is a _____ leader.
D: Self-Confident
Why would a hiring manager prefer an entry-level candidate with leadership skills? a. Leadership is a structured skill that can be easily taught. b. She will have low internal motivation. c. She will require considerable hands-on attention. d. She is more likely to be capable of managing a part of a project
D: She is more likely to be capable of managing a part of a project
Karen's team is assigned a new project that is stressful and dissatisfying. As a result, her group members are unsure of themselves and lose motivation. When she realizes this, Karen takes steps to boost their morale, as she is concerned about their well-being. According to the path-goal theory of leadership effectiveness, which style of leadership should Karen assume? a. Directive b. Achievement-oriented c. Participative d. Supportive
D: Supportive
Which behavior is typical of the entrepreneurial personality? a. Emphasizing rules and regulations when managing people b. Adopting a reactive approach rather than a proactive approach toward work c. Inclining toward hierarchy and bureaucracy d. Acting quickly when opportunity arises
D: acting quickly when opportunity arises
Which of the following is a means by which a leader can instill a desire for customer service and quality and foster feelings of proprietorship and involvement in group members? a. Self-promoting personality b. Use of colorful language c. Personalized power motive d. Emphasis on ethical leadership
D: emphasis on ethical leadership
Which of the following is a disadvantage of displaying an in-your-face attitude? a. It may cause the leader to focus on minor satisfactions in a quest for self-fulfillment. b. It may result in the leader focusing on more routine transactions. c. It could result in organizational rigidity. d. It could bring many detractors.
D: it could bring many detractors
Andrew, the regional head of a dairy processing firm, is anticipating an increase in demand from retailers who plan to expand their stores. Therefore he decides to increase the production target by 40 percent for the current financial year. This shows that Andrew is _____. a. elitist b. socially aware c. humble d. proactive
D: proactive
Francis, a customer service executive, always greets his customers courteously and tries to make them as comfortable as possible. Which ethical leadership behavior is Francis exhibiting? a. Paying attention to all stakeholders b. Integrity in dealing with others c. Building community d. Respect for an individual
D: respect for an individual
According to Jim Collins, which of the following elements is most likely to contribute to the creation of an inspirational vision statement? a. Avenues for expanding profits b. Short-term milestones c. Market-capitalization strategies d. Timeless core values
D: timeless core values
Aiden Carter, an administrator at an automobile company, has started to work overtime since the day he got promoted to the position of administrator. In addition to extra work hours, Aiden also has to handle complaints on the human resource front. Despite his honest work and transparent conduct, he is viewed as being unethical by many of his subordinates. In this scenario, Aiden is likely: a. to feel respect and status. b. to feel being undermined by his superiors. c. to feel the power associated with being a leader. d. to feel the frustrations of being a leader.
D: to feel the frustrations of being a leader
Types of followers
Diehards Bystanders Activists Participants Isolates
Figurehead
Entertaining clients as an official representative of the organization
Leaders will build strong relationships with their team by being consistent in their leadership style and approaching all employees in an equal manner. a. True b. False
False
Team Builder
Initiating activities that contribute to positive group marale
Celebrity Charismatic
Josephine, founder of cosmetic company, often takes a public stand against animal testing of personal products
Assertiveness
LEaders who exhibit this trait confront group members about the mistakes, and are capable of making legitimate demands on higher management.
Achievement motive
LEaders with this motive find joy in accomplishment for its own sake. They tend to moderate risks that can be handled through their own efforts.
Conceptual Thinking
Leaders who exhibit this trait have the ability to see the overall perspective and understand how the external environment influences the organization influence each other.
Resilience and tenacity
Leaders with this motive are able to bounce back from major setbacks in their careers through continuous effort
socialized power motive
Leaders with this motive are less defensive and more willing to accept expert advice than those with personalized power motives
Motives and needs by leaders
Socialized power motive Resilience and tenacity Personalized power motive Achievement motive
A key force driving the new paradigm of collaborative leadership is: a. the intrinsic satisfaction of employees. b. the extent of leadership effectiveness. c. the flexible leadership theory. d. the hyperconnected organizational world.
The hyperconnected organizational world
Isolates
They are completely detached and passively support the status quo by not taking action to bring about changes
Autocratic Leader
They are considered task oriented and are not overly concerned with group members' attitudes toward decision
Bystanders
They are free riders who are typically detached when it fits their self-interests
Diehards
They are super engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction.
Entrepreneurial leader
They are visionaries who tenaciously implement the vision, working 80 hours in needed,
Activists
They feel strongly, either positively or negatively, about their leader and the organization and act accordingly
DEmocratic Leader
They function as collectors of group opinion and take a vote before making a decision
Servant leaders
They listen first to express confidence in others
Particpants
They show enough engagement to invest some of their own time and money to make a difference, such as taking initiative to learn new tech that would help the group
Socialized charismatic
Though Russell is offered kickbacks because of his position and charm, he prefers to use his people skills to benefit his organization as a whole
Executor
Translating strategy into action
According to Fiedler's Contingency Theory of Leadership Effectiveness, leadership style is a relatively permanent aspect of behavior that is difficult to change. a. True b. False
True
Resiliance
When faced with a setback, leaders who exhibit this trait tenaciously work with their team to fix the problems, thereby bouncing back instead of giving up.
Trustworthiness
When leaders exhibit this trait, their team members have confidence in the leaders intentions and motives and in the sincerity of the leaders word.
Which attitude or behavior is recommended to successfully lead a business through crisis? a. A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling. b. After a major crisis, the leader should take time to consult with a variety of experts before taking immediate action. c. Leaders should recognize that they may need to re-evaluate company values during times of crisis. d. A leader should encourage workers to take time off and adjust their hours to give them time to process what happened and recover from the crisis.
a. A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling.
Which statement is true of developing an ethical mind? a. It begins with the belief that retaining an ethical compass is essential to the health of an organization. b. It requires a leader to focus on receiving external rewards and avoiding punishment. c. It requires employees to report wrongdoings of organizations to government officials to remain ethical. d. It involves focusing on the intent of an action rather than on the action itself.
a. It begins with the belief that retaining an ethical compass is essential to the health of an organization.
Diane works as a sales manager at Timothy Inc., a manufacturer of consumer goods. Despite Diane's consistent contributions, dedication, and enthusiasm, the sales team performs poorly. After a few months of poor performance, Diane realizes that the team members are not working to the best of their abilities and are rather inefficient. Which of the following should Diane do to revive the sales performance? a. She should be assertive in expressing demands, opinions, feelings, and attitudes in a forthright manner. b. She should demonstrate passion toward work and toward the people who help accomplish the work. c. She should emphasize her personalized power motive so that she can get ahead. d. She should employ humor as a means to improve her approachability and people orientation.
a. She should be assertive in expressing demands, opinions, feelings, and attitudes in a forthright manner.
Which of the following is a rationale for referring to conceptual thinkers as systems thinkers? a. They understand how the external environment influences an organization. b. They tend to be gregarious, outgoing, and upbeat in most situations. c. They tend to be born leaders. d. They recognize the importance of ethical conduct.
a. They understand how the external environment influences an organization.
Which of the following is an advantage of the trait approach? a. It tells us which traits are absolutely needed in which leadership situations. b. It can help people prepare for leadership responsibility and all of the issues that accompany it. c. It can help reduce the elitist conception of leadership. d. It encourages people who are not outstanding on key leadership traits and characteristics to seek leadership positions.
b. It can help people prepare for leadership responsibility and all of the issues that accompany it.
Jacob, the sales head of LyfCare Inc., a life insurance provider, is considered to be a very organized and disciplined leader by his employees, thereby scoring high on the scale of initiating structure. This impression likely stems from which of Jacob's workplace behaviors? a. Jacob emphasizes completing work at the convenience of his team members. b. Jacob ensures that team members are utilized to the best of their abilities. c. Jacobs adopts a zero-tolerance attitude and terminates erring team members. d. Jacob is never biased and does not favor one employee over the other.
b. Jacob ensures that team members are utilized to the best of their abilities.
What does Julian Barling's research indicate about the relationship heredity and environment in leadership potential? a. A person's genetic makeup is solely responsible for influencing the emotional intelligence necessary for leadership. b. Environment creates leadership potential and is not affected by heredity. c. People inherit a basic capacity that sets an outer limit to how much leadership potential they will have. d. Both environmental and genetic factors contribute to leadership emergence and leadership behavior.
d. Both environmental and genetic factors contribute to leadership emergence and leadership behavior.
Carlos prides himself on being able to hire skilled team members and then letting them take initiative and responsibility for their tasks. He sets high standards for each of his employees. John has been on Carlos's team for 6 months and feels that he is not competent enough and, therefore, becomes less motivated. According to the path-goal theory of leadership effectiveness, what would be the best course of action in helping John? a. Carlos should adopt an achievement-oriented leadership style with John. b. Carlos should hold John accountable for his performance and set high expectations. c. Carlos should seek John's feedback on important business decisions so that he feels more competent and valued. d. Carlos should listen to and encourage John and also coach John to accomplish tasks.
d. Carlos should listen to and encourage John and also coach John to accomplish tasks.
Which leader is adopting a relationship-oriented behavior or attitude? a. Sarah consistently holds her group members to high standards of performance. b. Katie provides hands-on guidance and micromanages her team members to ensure efficiency. c. Roger poses tough questions to his team members to enable them to realize their wrongdoings. d. George motivates his team members by satisfying their needs for recognition and self-esteem.
d. George motivates his team members by satisfying their needs for recognition and self-esteem
Authentic leaders are like to display which characteristic? a. They focus on the intent of an action rather than on the action itself. b. They tend to lay off valuable employees to reduce payroll costs. c. They are primarily concerned with receiving external rewards and avoiding punishment. d. They have a deep commitment to their growth and also that of other stakeholders.
d. They have a deep commitment to their growth and also that of other stakeholders.
Which statement is true about gender differences in leadership style? a. Women tend toward a command-and-control style whereas men tend toward a transformational style. b. Men are more likely than women to use spoken communication for building relationships and giving emotional support. c. Men are more suited to responding to the feelings of group members and understanding what they really mean by certain statements. d. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.
d. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.
Charismatic leaders deliberately engage in impression management because they believe _____. a. in providing autonomy to their subordinates b. that enhancing their personality will result in monetary dividends c. that camouflaging their real personality will serve the purpose of exploiting their subordinates and furthering their own interests d. that the perceptions of constituents determine whether they function as charismatic leaders
d. that the perceptions of constituents determine whether they function as charismatic leaders
personalized power motive
seek power mostly to further their own interests, and dont worry about everybody liking them because when you acquire power, one acquires enemies
Strategy developer
setting a vision and direction for the organization
