Exam 1

Darren, the CEO of an airline company, is widely regarded as a transformational leader who experiments with new innovations and managerial styles. Which of the following would likely be an outcome of Darren's activities? a. It arouses employees to a higher level of thinking. b. It leads to pessimistic thinking in employees. c. It results in an increase in administrative expenses in the organization. d. Employees become less responsible for their actions.

a. It arouses employees to a higher level of thinking.

Which one of the following is the least essential characteristic of an effective follower? a. Reliance on being managed or led by another person b. Building competence c. Commitment to something beyond oneself d. Independent and critical thinking

a. Reliance on being managed or led by another person

Who among the following is not practicing evidence-based leadership? a. Ryan, who relies heavily on common sense and adopting practices used by other companies b. Rahul, who regularly refers to new research in the field of leadership studies c. Milan, who translates principles based on best evidence into organizational practices d. Brian, who makes a habit of studying leadership practices in companies similar to his own

a. Ryan, who relies heavily on common sense and adopting practices used by other companies

Alfred intends to follow a directive style of leadership among his team members. In the context of the path-goal theory of leadership effectiveness, which of the following situations would have made Alfred stick to a directive leadership style? a. The team is given orders to improve its performance; however, the exact sales revenue that the team should bring in is unclear. b. The team has been performing exceptionally well, and therefore further focus will be on building relationships with members of the team. c. Each group member has a thorough knowledge of their individual contributions to the team, making the task of the leader easier. d. A few group members have gone through an emotionally disturbing phase and they need emotional support from the leader.

a. The team is given orders to improve its performance; however, the exact sales revenue that the team should bring in is unclear.

The approach that focuses on social responsibility by finding out better ways for leaders to make a positive contribution to society is known as the _____ approach. a. Thou Shalt b. whistleblowing c. entitlement d. Thou Shalt Not

a. Thou Shalt

A problem noted with the leader providing too much hands-on guidance is that it can be a symptom of poor delegation. a. True b. False

a. True

A socialized charismatic leader is concerned primarily with using power for the good of other people. a. True b. False

a. True

Brain research suggests that people who are perceived to be visionaries use their brains differently than do non-visionaries. a. True b. False

a. True

Effective leaders have to be good managers or be supported by effective managers. a. True b. False

a. True

Promoting values and principles that contribute to the welfare of individuals and organizations can be classified as task-oriented. a. True b. False

a. True

The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive tasks. a. True b. False

a. True

The teamwork approach is built into the participative leadership style. a. True b. False

a. True

Unless a manager gets people to move beyond mechanical compliance with directions and orders, leadership has not taken place. a. True b. False

a. True

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

a. What would you tell your child to do?

In the basic framework for understanding leadership, group member characteristics and behavior are understood to be: a. attributes that could have a bearing on how effective the leadership attempt will be. b. the socioeconomic makeup of the employee pool. c. defined by whether a group is intrinsically motivated by their work. d. how employees deal with the external environment.

a. attributes that could have a bearing on how effective the leadership attempt will be.

A person with high emotional intelligence is likely to: a. build strong personal bonds with people. b. avoid stressful situations involving people. c. be particularly well suited for performing analytical work. d. become overly enthusiastic during a meeting.

a. build strong personal bonds with people.

Suggestions for making better use of 360-degree surveys include _____. a. customizing the assessment dimensions based on the leadership competencies that are associated with success b. ensuring that managers perceive the feedback as being geared toward administrative control rather than personal development c. encouraging workers to give and receive feedback as per their choice d. identifying the lower-order needs of the workers that are to be fulfilled

a. customizing the assessment dimensions based on the leadership competencies that are associated with success

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. deciding b. delegating c. consulting d. facilitating

a. deciding

The terms isolates, activists, and diehards relate to the idea that followers differ in terms of level of a. engagement with the leader and the group. b. relevant job experience. c. intelligence and emotional maturity. d. job relevant skills.

a. engagement with the leader and the group.

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 developed a personal brand.​ b. ​is experiencing leadership polarity. c. ​has imposed self-serving goals on constituents. d. ​is projected as a laissez-faire leader.

a. has developed a personal brand.​

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

a. improve with experience.

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. accepting whistleblowers. c. developing formal mechanisms for dealing with ethical problems. d. open-book management.

a. leading by example.

Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is: a. likely to score high on emotional intelligence. b. an effective storyteller. c. a laissez-faire leader. d. experiencing leadership polarity.

a. likely to score high on emotional intelligence.

The generally accepted leadership style in the modern organization is the _____. a. participative style in general b. micromanagement style c. autocratic style d. democratic form of participative style

a. participative style in general

Providing group members with too little hands-on guidance about how to accomplish important work can be a symptom of _____. a. poor delegation b. management openness c. micromanagement d. macromanagement

a. poor delegation

Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by: a. rationalizing. b. exercising his rights as a senior executive. c. showing concern for stakeholders. d. empathizing.

a. rationalizing.

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

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

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

a. separating right from wrong.

Leaders who obtain the best results typically use _____. a. several different styles in one week b. the style recommended by the board c. the style recommended by the group members d. whatever style matches the latest management fad

a. several different styles in one week

Craig, a sales manager, has been asked to explain the under-performance of his team in the previous financial year. Instead of understanding and working on resolving the team's issues, Craig comes up with a number of defensive statements and denies wrongdoing from his team's part. This is known as _____ the problem. a. stonewalling b. reinforcing c. ingratiating d. debasing

a. stonewalling

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

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

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

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

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

a. tell fascinating stories about the company to employees.

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

a. the situation in which a leader works.

Stephen, the CEO of an automotive company, addressed his employees in his company's annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is acting as a: a. visionary leader. b. transactional leader. c. laissez-faire leader. d. personalized charismatic.

a. visionary leader.

Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is: a. ​a socialized charismatic. b. ​a personalized charismatic. c. ​a transactional leader. d. ​a laissez-faire leader.

a. ​a socialized charismatic.

Katie, the marketing head of MeDiASure, a digital marketing agency, entrusts her team with the task of conceptualizing innovative marketing strategies for a client. Katie collects the group's opinion and lets the team take the final call on the most suitable strategies. In this scenario, Katie is assuming the role of a(n) _____. a. ​democratic leader b. ​autocratic leader c. ​consultative leader d. ​consensus leader

a. ​democratic leader

Jane is part of the sales team at JudyFashions Inc. Even though she has not been given a designation as the team leader, most of the team members rely on Jane for her opinions and suggestions on various sales related queries. Judy can be classified as a(n) ______ leader. ​ a. ​emergent b. ​diehard c. ​participant d. ​isolate

a. ​emergent

Which of the following examples illustrates a method for creating a socially responsible and ethical organization? a. Shine Inc., a chemical supplier, adjusts its balance sheets to show profit despite a reduction in sales in order to reinforce the confidence of its shareholders. b. ABC Inc., a large industrial group, encourages its senior managers to set examples for other employees by being fair and just in their actions. c. A company focuses on achieving its annual targets in terms of revenue irrespective of the impact on its employees and the environment. d. A company immediately terminates employees who report wrongdoings of the company to government authorities and ensures they are not employed elsewhere.

b. ABC Inc., a large industrial group, encourages its senior managers to set examples for other employees by being fair and just in their actions.

Research about emotional intelligence suggests that leadership is much more controlled by heredity than by environment. a. True b. False

b. False

To develop your personal brand, it is recommended that you focus on patching up your weaknesses. a. True b. False

b. False

Who among the following is providing sound crisis leadership? a. Linda, who spends most of her energy focusing on defending her group against criticism for causing the crisis b. Ryan, who remains calm and stable even when the situation seems most dire c. Milan, who expects her employees to adapt to a crisis even without proper planning beforehand d. Aftab, who believes that pessimism is the most realistic reaction to a crisis and will avoid the worst consequences

b. Ryan, who remains calm and stable even when the situation seems most dire

Leadership effectiveness tends to be higher when the leader's intelligence is: a. considerably lower than that of the average group member. b. a little higher than that of the average group member. c. about the same as that of the average group member. d. considerably higher than that of the average group member.

b. a little higher than that of the average group member.

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

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

The modern organization is characterized by a. a reversal of roles between leaders and followers. b. collaboration between leaders and followers. c. an overthrow of authority by leaders. d. competition between leaders and followers.

b. collaboration between leaders and followers.

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

b. competent and intelligent people.

Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessica's decision is attributed to the _____ style of leadership. a. autocratic b. consensus c. democratic d. consultative

b. consensus

The virtuous cycle in relation to social responsibility suggests that a. ethical executives attract ethical employees. b. corporate social performance and corporate financial performance feed and reinforce each other. c. recycling pays off in increased profits. d. employees disclosing organizational wrongdoing to authorities should be severely penalized.

b. corporate social performance and corporate financial performance feed and reinforce each other.

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. carefully controlled work procedures d. careful concern for organizational productivity

b. emotional support, friendliness, and trust

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

b. encourages subordinates to voice their opinion

John, the chief marketing officer of Neptune. Inc., is working closely with his team to develop a series of marketing campaigns for the newly launched product of his company. John is considered to be a leader who is high on consideration by his employees. The employees' impression of John could stem from the fact that John _____. a. experiments with his innovative marketing strategies in the work group b. ensures that he provides the members of his team with breakfast once a month. c. emphasizes on completing the marketing campaigns within the stipulated deadlines d. ensures that people in the work group are being utilized to the best of their capacity

b. ensures that he provides the members of his team with breakfast once a month.

Middle manager Sara is engaged in the team builder role when she a. helps the group solve a technical problem. b. holds a meeting to talk about team accomplishments. c. negotiates for a larger budget for her team. d. represents her group at a company meeting.

b. holds a meeting to talk about team accomplishments.

Following Fiedler's contingency model, a leader can increase situational control by: a. creating conflict between himself or herself and group members. b. increasing his or her position power. c. decreasing the task structure for group members. d. increasing the demands on group members.

b. increasing his or her position power.

Alan used to follow a libertarian leadership style. He recently decided to become stricter toward productivity targets as a result of fluctuations in the market, even though this leadership style goes against his natural inclinations. He does this in order to make his team more task-oriented. This is an example of _____. a. leaders using debasement techniques b. leaders using techniques of ingratiation c. dividing the group into in-group and out-group d. situations shaping how leaders behave

b. leaders using techniques of ingratiation

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

b. live up to expectations set for them

A transformational leader is one who: a. moves up the corporate ladder rapidly. b. makes major changes in the organization. c. changes his or her personality characteristics to meet the needs of group members. d. transforms his or her style to fit the situation.

b. makes major changes in the organization.

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

b. pay attention to all stakeholders.

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

b. practice his or her values consistently.

Mike is the head of a research team at a technology firm. In spite of constant rejection of Mike's ideas by the senior officials, he consistently pursues his ideas without losing confidence. This shows that Mike is a(n) _____ leader. a. socially conscious b. resilient c. aggressive d. submissive

b. resilient

An article argues that Edmonton Bank is unlikely to change its policies even though it recently appointed a new CEO. It notes that all the CEOs of Edmonton Bank are Caucasian males in their late forties who went to Ivy League schools. This article's argument about leadership irrelevance is based on the idea that: a. the new CEO has unilateral control over only a few resources. b. the new CEO will act in a way similar to the previous CEOs. c. Edmonton Bank uses information technology for many of its supervisory functions. d. the new CEO is limited by obligations to Edmonton Bank's shareholders.

b. the new CEO will act in a way similar to the previous CEOs.

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. those under the command of a charismatic leader were happier that those who were not. c. charismatic leaders were less happy than their subordinates. d. the positive affect of officers increased the negative affect of the firefighters.

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

Judy Rosener contended that male leaders, in contrast to female leaders, are more inclined to _____. a. rely on interpersonal skills b. use a command-and-control style c. manage by rewards d. practice participative leadership

b. use a command-and-control style

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, I vaguely recall us meeting before." c. "Hello Salvatore, good to see you again." d. "Hello there, buddy. Could you give me your name again?"

c. "Hello Salvatore, good to see you again."

Which of the following examples illustrates an effort toward building a socially responsible and ethical organization? a. White Inc., a large pharmaceutical company, fires those employees who protest against unethical actions and report wrongdoings to government authorities. b. Rodger, a senior executive in a company, uses the company car allotted to him for personal purposes claiming that he is eligible to do so because of his position. c. Drive Inc., a tire manufacturing company, uses solar panels to generate electricity for running the equipment in its inspection and packaging division. d. Dave, a team manager, often justifies his unethical actions by stating that he did so for the benefit of the team and nobody stopped or questioned him.

c. Drive Inc., a tire manufacturing company, uses solar panels to generate electricity for running the equipment in its inspection and packaging division.

Grace, the CEO of an oil and gas exploration company, decides to buy an oil block, even though experts have warned her of security risks and uncertainty with regard to oil presence. Grace completes the oil deal, and exploration in the block confirms oil presence. Which of the following traits best describes Grace's actions? a. Resonance b. Humility c. Gutsy d. Extraversion

c. Gutsy

The employees of a company feel that management does not make fair decisions when increasing salaries or promoting people. Which ethical screen is used by the employees to question the decisions of management in the given example? a. Reversibility b. Intuition c. Justice d. Utilitarianism

c. Justice

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. Laissez-faire b. Transactional c. Transformational d. Polarizing

c. Transformational

Annette's team has been able to meet the production target of 20,000 units per year. In the next financial year, Annette sets a target of 25,000 units for the team. Accordingly, the team's individual targets are set to increase. In the context of the path-goal theory of leadership effectiveness, Annette is following the _____ of leadership. a. participative style b. directive and controlling style c. achievement oriented style d. supportive style

c. achievement oriented style

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

c. connect with the goals and dreams of constituents.

Martha, the chief designer of StyleSmartz, is considered a role model by her design team members for her role as an effective leader and her relationship-oriented attitudes and behaviors. Martha is considered an effective leader by the team due to her tendency to _____. a. adopt a zero-tolerance stand on erring and unproductive employees b. discourage employees from letting their emotions affect their work c. engage in management openness by encouraging members to voice their opinion d. motivate employees by satisfying their basic necessities or low-level needs

c. engage in management openness by encouraging members to voice their opinion

Substitutes for leadership refers to a. financial incentives that encourage people to work independently. b. group members who are in charge when the leader is absent. c. factors in the work setting that may make leadership superfluous. d. extra compensation given to employees who are asked to supervise their own work.

c. factors in the work setting that may make leadership superfluous.

The achievement motive refers to: a. sustaining a high level of energy for work. b. putting high energy into achieving work goals. c. finding joy in accomplishment for its own sake. d. a desire to surpass productivity quotas.

c. finding joy in accomplishment for its own sake.

The personalized charismatic leader uses power to: a. benefit others. b. divinely inspire others. c. further his or her own interests. d. heal organizational wounds.

c. further his or her own interests.

Charismatic leaders are likely to cultivate relationships with group members by means of a. threats of punishment for noncompliance. b. revealing their true selves to others. c. impression management. d. deliberately appearing manipulative and unforgiving.

c. impression management.

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

c. low standing on moral reasoning

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

c. reward people who have performed well and behaved ethically

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. executor b. figurehead c. strategy developer d. spokesperson

c. strategy developer

A leader with an internal locus of control: a. sees environmental factors as causing most events. b. is often low in self-confidence. c. takes responsibility for events happening. d. is often interpreted by group members as being weak.

c. takes responsibility for events happening.

A vision deals mostly with: a. finding creative ways to reward organizational members. b. a forecast of future business conditions. c. the ability to imagine different and better conditions and the ways to achieve them. d. seeing clearly what needs to be done to fix organizational problems

c. the ability to imagine different and better conditions and the ways to achieve them

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

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

The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______. a. ​competence b. ​courage c. ​self-management d. ​focus

c. ​self-management

Which of the following is true of a delegating decision making style? a. The leader directly intervenes in group deliberations. b. The leader sells his decisions. c. The leader makes decisions for the group. d. The leader works behind the scene to provide resources and encouragement.

d. The leader works behind the scene to provide resources and encouragement.

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 humble leader. c. a leader with a pessimistic outlook. d. a conceptual thinker.

d. a conceptual thinker.

An overview of research on managerial succession over a recent twenty-year period showed that: a. incompetent leadership can be counterbalanced by certain factors in the work situation. b. leadership roles are a subset of the managerial roles. c. workers who incorporate strong professional norms often require a minimum of supervision and leadership. d. a consistent relationship was found between who is in charge and how well an organization performed.

d. a consistent relationship was found between who is in charge and how well an organization performed.

David, the chief security officer of SimplyBuy.com, an e-commerce initiative, makes decisions regarding the enhancement of data security of the company's clients on his own, assuming that other members will comply. David's decision-making strategy is attributed to the _____ style of leadership. a. consensus b. consultative c. democratic d. autocratic

d. autocratic

When asked about leadership effectiveness, an executive said, in part, "The length of the leash varies with different people. . . ." The executive's comments support the _____ perspective on leadership. a. relationship-oriented b. task-oriented c. universal theory d. contingency

d. contingency

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. spokesperson. b. team leader. c. coach. d. figurehead.

d. figurehead.

A direct way of being a supportive leader is to _____. a. provide considerable structure to group members b. engage heavily in goal setting c. establish the right values and principles d. give frequent encouragement and praise

d. give frequent encouragement and praise

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

d. himself or herself.

In situations where leaders treat subordinates differently, team performance has been shown to be most negatively impacted when those subordinates have: a. poor exchanges with the leader. b. low opinions of their boss's work ethic. c. good exchanges with the leader. d. indifferent exchanges with the leader.

d. indifferent exchanges with the leader.

A hands-on and deeply engaged leader who is talented at developing innovating business strategies is most likely to be strong on which of the following traits or characteristics? a. emotionally supportiveness b. humility c. sense of humor d. knowledge of the business

d. knowledge of the business

If hands-on guidance is carried to the extreme, it can result in _____. a. rapid skill-development of the group member b. team-management c. alignment of people d. micromanagement

d. micromanagement

Passion for the work on the part of a leader often expresses itself as a(n): a. distrust of employees who are calm and relaxed. b. tendency to engage in ruthless cost cutting. c. obsession for surfing the Internet during working hours. d. obsession for achieving company goals.

d. obsession for achieving company goals.

An important application of farsightedness for executive leaders is to: a. study technological developments. b. memorize product information. c. avoid being frustrated by the demands of group members and customers. d. predict the direction of environmental forces.

d. predict the direction of environmental forces.

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

d. translate principles into practice.

Plant manager Kristina practices evidence-based leadership when she: a. carefully documents poor performance. b. maintains a log of her interactions with group members. c. asks group members to justify their claims. d. uses leadership practices proven to be effective.

d. uses leadership practices proven to be effective.

According to Nick Petrie, which of the following is a feature of the old paradigm of leadership? a. ​Leadership is pro-active. b. ​Leadership is a collective process. c. ​Leadership continually evolves. d. ​Leadership resides in a single person or role.

d. ​Leadership resides in a single person or role.

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

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

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. ​team builder b. ​team player c. ​coach and motivator d. ​entrepreneur

d. ​entrepreneur

Clark is an enthusiastic leader who has the ability to clearly communicate his team plans and goals. He is also known for his ability to resolve disputes quickly, taking into consideration the interests of all the parties involved. Clark is likely to score high on: a. ​tenacity. b. ​personalized power motive. c. ​creativity. d. ​relationship management.

d. ​relationship management.