TLI 1-4 Pop Quizzes

a. Intelligent Understanding

Bass and Riggio's Transformational Leadership Models Four Essential Behaviors. Which of the following is NOT one of the 4 essential behaviors? a. Intelligent Understanding b. Intellectual stimulation c. Individualized consideration d. Idealized influence e. Inspirational motivation

c. All of the above

Bessant distinguishes between incremental and breakthrough innovations in the following ways: a. Incremental innovations improve existing goods and services b. Breakthrough innovations introduce wholly new products and services c. All of the above d. Incremental innovations can be seen in internal process improvement

d. a leader-centric perspective, when leaders communicate, they can reassure, inspire and alter followers perceptions of change

Charismatic leadership is best described as ______. a. a positive way for leaders to engage followers through their natural or learned charismatic qualities b. a style that can be used when there is stability and followers can clearly identify with the leader c. something you are just born with d. a leader-centric perspective, when leaders communicate, they can reassure, inspire and alter followers perceptions of change

d. All of the Above

Charismatic, Ideological, and Pragmatic (CIP) model of leadership emphasized a leader's "sensemaking" process: Which of the following is something upper echelon charismatic leaders provide: a. Sense of identity and shared experience b. Direction toward an organizational goal c. Empower followers to use their own discretion to accomplish the vision d. All of the Above

a. Leader uses past experiences to support current strategies

Conger and Kanungo, further developed charismatic leadership by proposing that charisma is an attributional phenomenon, this happens through a three-stage behaviour process. Which of the following is NOT one of the stages? a. Leader uses past experiences to support current strategies b. Leader articulates an attainable vision that will inspire follower collective action to achieve objectives c. Leader uses unconventional and novel strategies or practices to achieve the vision d. Leader creates an aura of confidence about the vision

d. All of the Above

Distributed Leadership is an interactive process disassociated from the organizational hierarchy and usually requires what competencies? a. Problem solving b. Negotiating win - win solutions through team learning c. Shared vision to engage and empower employees d. All of the Above

c. Business level strategy is carried out by first level leadership to answer the question, "How do we compete?"

Each level of the strategy hierarchy requires different levels of leadership. Which of the statements below are correct? a. Corporate level strategy demands that leaders work daily to solve problems relating to the support of business strategy. b. Business level strategy is concerned with how functions such as HR and Finance operate. c. Business level strategy is carried out by first level leadership to answer the question, "How do we compete?" d. Executive-level leaders are figureheads who do not get involved in strategy formulation.

d. All of the Above

For researcher Bass Transformational Leadership occurs when _____________. a. leaders broaden and elevate the interests of their employees b. leaders generate awareness and acceptance of the purposes and mission of the group c. leaders stir their employees to look beyond their own self interest for the good of the group d. All of the Above

a. the economy, demographics, politics, technological developments, national culture and ideologies

Forces in a firm's macro environment broadly include ______. a. the economy, demographics, politics, technological developments, national culture and ideologies b. local labour markets, suppliers, customers and specific technologies c. all aspects of the internal workings of the firm d. the economy only

c. All of these choices

Foucault's Theory of Power made the following claims: a. Power operates at all social institutions, at all levels of social interaction and through all individuals b. The individual is continuously constituted and constructed through social relationships, discourses and practices c. All of these choices d. Power is associated with the web of policies, practices and procedures found within organizations

d. Harry was part of the In Group

Harry was recently hired and quickly learned that he has many of the same interests and personality traits as his supervisor. Over time he was given the opportunity to handle creative projects and was involved in key decisions. It was clear to others that _______________. a. Harry was part of the Out Group b. Harry understood the Psychological Contract c. Harry was full of Charisma d. Harry was part of the In Group

a. Engage employees directly in the decision-making process such as group and team briefings, quality circles and problem solving groups.

How can organizational leaders sometimes seek to change or manage the culture of an organization? a. Engage employees directly in the decision-making process such as group and team briefings, quality circles and problem solving groups. b. Let employees display their own individual and unique ideas and practices as and when they see fit, as long as they are happy. c. Diminish employee voice. d. Discourage employee group activities.

d. Leaders may take risks, unchallenged given their locus of power and obtain commitment from employees in an insecure position

In what way does the charismatic nature of transformative leadership present risks for organizations? a. The leader has no economic power, only charisma. b. Followers do not expect to follow based on rational-legal authority. c. Learning is always a positive and transformative leadership does not pose a risk. d. Leaders may take risks, unchallenged given their locus of power and obtain commitment from employees in an insecure position

b. Leaders influence innovation by creating enabling environments and setting goals and direction.

Leaders role in innovation is best described by which choice below? a. Leaders do not facilitate innovation; it is driven bottom up from within the firm, far removed from the C-Suite. b. Leaders influence innovation by creating enabling environments and setting goals and direction. c. Leaders are always at the forefront of innovation, with little involvement from other levels of the firm. d. Leaders direct innovation at the implementation stage only.

c. Derived from the knowledge and expertise necessary to operate the means of production

Max Weber acknowledged that power was derived from the ownership of the means of production but ALSO believed that power was: a. Transferable to new owners b. Always contained within the top levels of leadership c. Derived from the knowledge and expertise necessary to operate the means of production d. None of these Choices

a. All of these Choices

Power is defined as the capacity to influence other in relation to their: a. All of these Choices b. Actions c. Beliefs d. Attitudes

d. All of the Above

Researcher House suggested that charismatic leaders _____________ a. accomplish significant achievements through the efforts of follower who are exceptionally loyal b. accomplish significant achievements through the efforts of follower who have a high degree of trust c. accomplish significant achievements through the efforts of follower who are willing to make personal sacrifices d. All of the Above

a. a participant in human society whose personality is formed through social affiliation and interaction

Simmel's Classical Relational Study observed that the individual is not an isolated observer of the physical world, but ______________________. a. a participant in human society whose personality is formed through social affiliation and interaction b. relates to all of his surroundings utilizing sense making c. contributes to society by utilizing the traits they were born with d. All of the Above

b. Power is developed over years of coercive behavior to ensure compliance with organizational policies

The academic debate around power in leadership is generally divided into two perspectives. Which of the following is NOT one of these: a. focus is on the role of dispersed leadership theories and their emphasis on the promotion of empowerment through the transfer of leadership responsibilities to lower levels with post-bureaucratic organizations b. Power is developed over years of coercive behavior to ensure compliance with organizational policies c. Traditionally, power is seen as a phenomenon within hierarchical structures and control systems of organization

d. Used to describe the internal behavior and process in a workplace

The book covers two distinct aspects of the term "culture". One is that it refers to external socio-economic and political forces that form part of the external context of organizations and the other is: a. Used to describe the required emotional understanding of leaders toward followers b. Used to describe the trends of current business practices c. Used to describe government's role in overseeing the ethical behavior of organizations d. Used to describe the internal behavior and process in a workplace

a. Passive Culture

The book identifies 3 aspects regarding the nature of National Cultures. Which of the following is NOT one of these: a. Passive Culture b. Subcultures c. Countercultures d. Dominant Culture

b. Leader-member exchange (LMX) theory focuses on the quality of the dyadic relationship between a leader and an individual. It argues that, because followers are uniquely different, leaders should establish a special relationship with each of her or his followers, rather than treating followers as a homogeneous group.

The dyadic or one on one relationship dynamics of leader and follower influence the leadership process because; a. Leader-member exchange (LMX) theory focuses on the quality of the dyadic relationship between a leader and an individual. It argues that, because followers are all the same, leaders should establish a special relationship with each of her or his followers, and treat them as a homogeneous group. b. Leader-member exchange (LMX) theory focuses on the quality of the dyadic relationship between a leader and an individual. It argues that, because followers are uniquely different, leaders should establish a special relationship with each of her or his followers, rather than treating followers as a homogeneous group. c. Leader-member exchange (LMX) theory is a branch of situational leadership theory which posits that each person should be treated as the leader would like to be treated. d. Leader should always treat each of their followers in the same, consistent way, in a homogeneous group.

d. All of the Above

The premise of relational leadership is that leadership ________________. a. is a two way influence relationship between the leader and a follower b. effectiveness hinges on the ability of a leader to create high quality relationships with others in the organization c. the quality of the leader/follower relationship affects attitudes and behaviors d. All of the Above

b. Kairos

The theoretical foundation of the charismatic effect on followers is found in the writings of ancient Greek philosopher Aristotle and his "Aristotelian Triad". Which of the following is NOT part of this Triad? a. Logos b. Kairos c. Pathos d. Ethos

c. the accumulated actions of informed and empowered employees

Traditional, top power-wielding hierarchical leaders undertake strategy development. In contrast, non traditional learning organizations undertake strategy development by: a. seeking input from outside third parties b. none of the above c. the accumulated actions of informed and empowered employees d. focusing exclusively on what is best for their customers

a. a dynamic and reciprocal unwritten agreement between an employee and employer

Transactional leadership focuses on the psychological contract which is best described as ________________. a. a dynamic and reciprocal unwritten agreement between an employee and employer b. an inspired worker that goes above and beyond normal duties because of loyalty to the organization c. the needs followers have to be recognized by their organization when they contribute to it success d. None of the Above

d. not an exchange process but appeals to followers sense of values beyond their own self-interest for the good of the organization

Transformational leadership is ______. a. a close cousin of transactional leadership b. an exchange relationship in which leader and follower are engaged in some kind of agreement c. a psychological contract d. not an exchange process but appeals to followers sense of values beyond their own self-interest for the good of the organization

d. early stages

Transformational leadership, where leaders can establish and communicate a vision, stimulate different perspectives on issues and demonstrate they value each individual team member are most important in which stage of the innovation process? a. implementation stages b. development stages c. review stages d. early stages e. none of the above

d. allow members to undertake a wider range of tasks including self-inspection, decision-making and leadership responsibilities

Where bureaucracies emphasize control over people through replacement of human judgement with dictates, rules, regulations and structures - Self-management work teams (SMWT) ________________. a. allow senior leaders to have greater control over the day to day activities of their teams b. Often fail due to the lack of structure and oversight c. allow team members to override company goals as they redefine what is most important d. allow members to undertake a wider range of tasks including self-inspection, decision-making and leadership responsibilities

d. Dispersed Leadership Theories

Which category of leadership theories espouse a sharing of power between leaders and followers and puts emphasis on the process of leadership rather than the attributes or behaviors of the leader: a. Transformational Theories b. None of these Choices c. Orthodox Theories d. Dispersed Leadership Theories

b. Benchmarking Competitors

Which of the following does NOT reflect a method that organizations use to manifest culture: a. Rituals and Ceremonies b. Benchmarking Competitors c. Visible Artifacts d. Stories and Legends e. Cultural Artifacts

d. Allowing employees to adopt their own norms and values facilitates organizational cohesion

Which of the following is NOT an aspect of employee engagement and voice: a. Leadership is an enabler of engagement and voice b. Organizational culture gives meaning to social relationships in the workplace and to employment c. Rooted in the notion that they create an effective employment relationship built on trust, fairness and respect which has a positive effect on performance d. Allowing employees to adopt their own norms and values facilitates organizational cohesion

d. Socialization

Which of the following is NOT one of the nine cultural dimensions found by House: a, Performance Orientation b. Uncertainty Avoidance c. Assertiveness d. Socialization e. Power Distance

b. Analysis of Past Successes

Which of the following is NOT part of the typical 5 step strategic management process? a. Mission and Goals b. Analysis of Past Successes c. Strategic Formulation d. Environmental Analysis e. Strategic Evaluation f. Strategic Implementation

a. Transactional leadership provides the basis for effective leadership, but extraordinary performance and loyalty is possible if augmented by transformative leadership.

Which of the statements below is most accurate? a. Transactional leadership provides the basis for effective leadership, but extraordinary performance and loyalty is possible if augmented by transformative leadership. b. A social contract binds leaders to do what they promised followers. c. Transactional leadership is no basis for effective leadership, but extraordinary performance and loyalty is possible by transformative leadership. d. Contingent reward is the only way to inspire followers.

d. A doctrine that proposes that human well-being can best be advanced by free markets, deregulation, the privatization of state assets and the withdrawal of the state from health, prisons and transport.

Which statement below is most consistent with the neoliberalism culture? a. It describes the dominant Post Second World War orthodoxy. b. It values state economic management of economies and the welfare state. c. It is really successful in Finland. d. A doctrine that proposes that human well-being can best be advanced by free markets, deregulation, the privatization of state assets and the withdrawal of the state from health, prisons and transport.

a. Follower-centric approaches cultivates the opinion that followers' self-concept directly influences the leader-follower relationship and effectiveness, as there is an interdependent relationship.

Which statement below is the best description of follower-centric approaches to understanding leader-follower relations and the leadership process? a. Follower-centric approaches cultivates the opinion that followers' self-concept directly influences the leader-follower relationship and effectiveness, as there is an interdependent relationship. b. Follower-centric approaches rebut the opinion that followers' self-concept directly influences the leader-follower relationship and effectiveness, as there is no interdependent relationship. c. Follower-centric approaches explore traits and behaviours of leaders. d. Follower-centric approaches look at the traits and behaviours of followers only.