Leadership Final

Which of the following is not an important reason to delegate? A. Delegation strengthens your organization. B. Followers are developed by delegation. C. Time is freed up for other activities by delegation. D. All of these are important reasons to delegate.

All of these are important reasons to delegate.

Using the example of starting a new exercise program, which of the following would be a restraining force in a force field analysis? A. Dissatisfaction with appearance. B. Coworker group entering a 10k run. C. No regular exercise partner. D. Boyfriend or girlfriend is a "health nut".

No regular exercise partner.

20. Goals should be A. vague. B. challenging. C. general. D. easy.

challenging.

A(n) _____ is most likely to the highest level of analytic intelligence. A. supervisor B. first-line manager C. executive D. middle manager

executive

A leader who has developed close interpersonal relationships with followers generally uses his or her ______ power to influence them. a. Reward b. Legitimate c. Coercive d. Referent

referent

When students respond positively to advice or requests from teachers who are well-liked and respected, it can be inferred that the teachers have A. expert power. B. referent power. C. legitimate power. D. coercive power.

referent power.

All of the following are accepted among the major definitions of emotional intelligence except: A. a group of mental abilities that help people recognize their own feelings and those of others. B. self-motivation, persistence in the face of frustration, mood management, ability to adapt, and ability to empathize and get along with others. C. a set of 15 abilities necessary to cope with daily situations and get along in the world. D. All of these are accepted as definitions of emotional intelligence.

All of these are accepted as definitions of emotional intelligence.

A recent study about ethical role models at work resulted in identification of four general categories of attitudes and behaviors. Which of the following is NOT one of these general categories? A. Articulating ethical standards B. Basic fairness C. Interpersonal behaviors that show care and concern for others D. All of these are categories that were identified.

All of these are categories that were identified.

Which of the following statements concerning dark side traits in true? A. Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories. B. Everyone has at least one dark side personality trait. C. Dark-side traits are usually apparent only when leaders are not attending to their public image. D. All of these statements are true.

All of these statements are true.

According to the operant approach, which of the following statements would not describe a contingent reward? A. An insurance salesperson receives their monthly commission check. B. An employee receives an extra week of vacation time after their fifth year with the company. C. An employee receives their Holiday bonus checks. D. All of these describe contingent rewards.

An employee receives their Holiday bonus checks.

Which of the following statements concerning empowerment and the operant approach is accurate? A. The situation is almost always fixed, and followers frequently the only variable that is important in the performance equation. B. By changing the situation, leaders can enhance followers' motivation, performance, and satisfaction. C. Restructuring work processes and procedures generally has little affect on follower's motivational levels. D. None of these statements is accurate.

B. By changing the situation, leaders can enhance followers' motivation, performance, and satisfaction.

16. Which of the following leadership dimensions were identified by the Ohio State Studies? A. Concern and initiating communication. B. Consideration and initiating structure. C. Goal emphasis and interaction support. D. Work facilitation and assertiveness.

Consideration and initiating structure.

Which of the following is false concerning delegating? A. Delegation is a simple way for leaders to free themselves of time-consuming chores. B. Delegating is less frequent in higher performing businesses. C. Delegation increased the number of tasks accomplished by the work group. D. Delegation gives followers developmental opportunities.

Delegating is less frequent in higher performing businesses.

This way of minimizing individual moral responsibility for collective action can be one of the negative effects of group decision making. A. Advantageous comparison B. Displacement of responsibility C. Distortion of consequences D. Diffusion of responsibility

Diffusion of responsibility

Which of the following statements about goals is false? A. Determining just how challenging to make goals creates a dilemma for leaders. B. Goal commitment is critical and is often as high as commitment to goals followers helped to set. C. Followers exerted the greatest effort when goals were accompanied by feedback. D. Easily attainable goals result in higher levels of effort and performance.

Easily attainable goals result in higher levels of effort and performance.

Which of the following statements concerning affectivity from the leader's perspective is not accurate? A. Different leadership experiences can result from leading a high percentage of followers having either positive or negative affectivity. B. Followers with negative affectivity generally have lower levels of productivity. C. A leader's own affectivity can strongly influence followers' morale or satisfaction levels. D. All of these are accurate statements.

Followers with negative affectivity generally have lower levels of productivity.

Which of the following would most likely result in consistently higher effort and performance? A. Goals that are both specific and difficult. B. Goals that are very difficult to achieve. C. "Do your best" goals. D. Having clear goals.

Goals that are both specific and difficult.

Which of the following is an advantage of decentralized organizations? A. Uniform policies and procedures. B. Minimal participation in the decision process. C. Greater acceptance and ownership of decision outcomes. D. Clearer coordination procedures.

Greater acceptance and ownership of decision outcomes.

According to the text, a group is defined as "two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person". Which of the following is an aspect of this definition? A. An individual can only belong to one group. B. Group members interact with, but do not influence, each other. C. It includes the concept of the one-way nature of influence between leaders, followers and situation. D. It incorporates the concept of reciprocal influence between leaders and followers.

It incorporates the concept of reciprocal influence between leaders and followers.

39. Which of the following statements about the path-goal theory is true? A. It considers three subelements in situation favorability including leader-member relations, task structure and position power. B. If a task is very structured and routine, the formal authority system has constrained followers' behaviors. C. It maintains that follower and situational variables can impact each other. D. Redundant leader behaviors might be interpreted by followers as a complete lack of understanding.

It maintains that follower and situational variables can impact each other.

According to the two-factor theory, which of these is a hygiene factor? A. Job security B. Achievement C. Responsibility D. Advancement and growth

Job security

Goal emphasis and work facilitation relate to which of the following leadership behavior dimensions? A. Job-centered B. Employee-centered C. Coaching D. Mentoring

Job-centered

According to the authors of the text, what are the key components that define empowerment? A. Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions. B. Leaders articulate a vision and specific goals and hold followers responsible for achieving them. C. Followers act as entrepreneurs and owners who question rules and make intelligent decisions. D. Empowerment is a bottom up approach that focuses on intelligent risk taking, growth, change, trust, and ownership.

Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions.

Which set of leaders will perform best under stressful conditions? A. Leaders with less experience. B. Leaders with more experience. C. Leaders with less intelligence. D. Leaders with more intelligence.

Leaders with more experience.

Which of the following statements is most accurate concerning practical intelligence, which is also known as "street smarts"? A. Practical intelligence is general in nature. B. Lower levels of analytic intelligence may be compensated for by having higher levels of practical intelligence. C. Practical intelligence is much more important to a successful leader than analytic intelligence. D. All of these statements concerning practical intelligence are true.

Lower levels of analytic intelligence may be compensated for by having higher levels of practical intelligence.

This is a measure of the ability model of emotional intelligence and asks subjects to recognize the emotions depicted in pictures, what moods might be helpful in certain social situations and so forth. A. MSCEIT B. Bar-On EQi C. Emotional Competence Inventory D. SASQ

MSCEIT

'Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level.' In terms of the Leadership Grid, what leadership orientation does this signify? A. Team management B. Country Club management C. Impoverished management D. Middle-of-the-road management

Middle-of-the-road management

Which of the following statements concerning intelligence is accurate? A. Most research shows that leaders possess higher levels of creative intelligence than the general population. B. Most research shows that leaders possess higher levels of analytic intelligence than the general population. C. Most research shows that leaders possess higher levels of practical intelligence than the general population. D. Most research shows that creative, analytic and practical intelligence are not interrelated.

Most research shows that leaders possess higher levels of analytic intelligence than the general population.

Which of the following statements about executive teams are accurate? A. Executive teams often are bogged down making operational decisions. B. Because of their level in the organization, most executive teams are shielded from many of the resource constraints other teams face throughout the organization. C. Not all the work that is done at the executive level requires all of the team (and sometimes not any of the team) to be present. D. All of these are accurate statements.

Not all the work that is done at the executive level requires all of the team (and sometimes not any of the team) to be present.

24. What is cited as one of the primary reasons for CEO failure? A. Making poor decisions concerning which markets to pursue B. Problems developing a vision or strategy for the company C. People problems D. Failure to keep promises, commitments or deadlines

People problems

Which of the following statements is accurate concerning positive and negative affectivity? A. People with a disposition for positive affectivity consistently react to changes, events, or situations in a positive manner. B. Researchers have found that negative affectivity is not related to job dissatisfaction. C. People with positive affectivity tend to avoid new situations. D. All of these statements are accurate.

People with a disposition for positive affectivity consistently react to changes, events, or situations in a positive manner.

Which statement about perceptual sets is most likely FALSE? A. Perceptual sets can influence any of our senses. B. Perceptual sets are the tendency to perceive everything. C. Feelings and needs can trigger a perceptual set. D. Prior experiences can cause a perceptual set.

Perceptual sets are the tendency to perceive everything

The model of performance is A. Expectations = f (Performance X Capabilities X Opportunities X Motivation) B. Performance = f (Expectations X Capabilities X Opportunities X Motivation) C. Capabilities = f (Expectations X Performance X Opportunities X Motivation) D. Performance = f (Expectations X Capabilities X Programs X Rewards)

Performance = f (Expectations X Capabilities X Opportunities X Motivation)

Which of the following is perhaps the most important situational factor associated with charismatic leadership? A. Innovation B. Task interdependence C. Organizational downsizing D. Presence/absence of a crisis

Presence/absence of a crisis

This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. A. Amount of change B. Dissatisfaction C. Resistance D. Process

Process

Which of the following statements is true concerning analytic intelligence? A. Some research suggests that if the differences in analytic intelligence between leader and followers are too great, a leader's intelligence can become an impediment. B. Current research indicates that analytic intelligence is a better predictor of leadership effectiveness personality. C. Leaders high in analytic intelligence have an innate ability to produce work that is both novel and useful. D. All of these statements are true.

Some research suggests that if the differences in analytic intelligence between leader and followers are too great, a leader's intelligence can become an impediment.

_________ is defined as the relevant knowledge a person can leverage to solve a problem. A. Managerial competence B. Technical expertise C. Subject matter expertise D. Team building know how

Subject matter expertise

36. Which leader behaviors are marked by attention to the competing demands of treating followers equally while recognizing status differentials between the leader and the followers? A. Achievement-oriented leadership B. Directive leadership C. Participative leadership D. Supportive leadership

Supportive leadership

16. In comparing teams and group members, which of the following is true? A. Team members can readily identify who is/is not on the team identifying members of a group may be more difficult. B. Group members have common goals teams may not have the same degree of consensus about goals. C. Task interdependence typically is greater with groups than with teams. D. Group members often have more differentiated and specialized roles than team members.

Team members can readily identify who is/is not on the team identifying members of a group may be more difficult.

31. Fiedler's contingency theory uses which of the following instruments to determine the relevant characteristic of the leader? A. The Myers-Briggs Type Indicator B. The California Personality Inventory C. The Least Preferred Coworker Scale D. The Five Factor Personality Inventory

The Least Preferred Coworker Scale

According to Beer's model for organizational change formula, C = D x M x P > R, what does "C" stand for? A. The amount of coordination. B. The type of coordination. C. The amount of change. D. The type of change.

The amount of change

29. Which of the following statements about leadership is true? A. Situational leadership theory maintains that leaders are very consistent in their behavior. B. Situational leadership theory maintains that leaders' effectiveness is primarily determined by changing the situation to fit the particular leader's style. C. The contingency model emphasizes flexibility in leader behaviors. D. The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation.

The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation.

What is the underlying cause for a huge percentage of failures of change initiatives? A. The leader's inability or unwillingness to address culture and capabilities issues. B. Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness. C. The leader does not have a compelling vision or fails to motivate others to do something different. D. Top leaders may fail to demonstrate empathy and listening skills.

The leader's inability or unwillingness to address culture and capabilities issues.

25. What should leaders first assess in order to apply the situational leadership model? A. The level of task and relationship behavior that has the best chance of producing successful outcomes. B. The readiness level of the follower relative to the task to be accomplished. C. The follower's current level of readiness and then determining the leader behavior that best suits the follower in that task. D. The behavior pattern that would fit the follower if that follower were one level higher in readiness.

The readiness level of the follower relative to the task to be accomplished.

The key to success for organizations is to make sure that A. They have higher percentages of in name only managers who occupy critical positions B. They have a higher percentage of competent managers than their competitors C. They have a high percentage of cheerleaders D. They have results-only-managers in pivotal leadership roles

They have a higher percentage of competent managers than their competitors

Which of the following statements is accurate concerning the thinking-feeling dimension of the MBTI test? A. Feeling leaders are curious, spontaneous, and flexible. B. Thinking leaders like to analyze, criticize, and approach decisions impersonally and objectively. C. Thinking leaders prefer to collect as much data as possible before making decisions and get nervous after they are made because they may not feel all the information was collected or analyzed correctly. D. Feeling leaders dislike agendas, do not mind going off on tangents, may or may not make any decisions at meetings, and will revisit earlier decisions if new information arises.

Thinking leaders like to analyze, criticize, and approach decisions impersonally and objectively.

Which of the following is a possible solution for groupthink? A. Increase cohesiveness. B. Isolate the group from outside sources which might bias decision making. C. Use independent subgroups to make recommendations. D. Use mindguards to screen negative information from the group.

Use independent subgroups to make recommendations.

The information age organization operates with integrated business processes that cut across traditional business functions. This concerns which operating assumption underlying the information age? A. links to customers and suppliers. B. cross functions. C. global scales. D. knowledge workers.

cross functions

What are the most powerful determinants of task behaviors, according to Locke and Latham? A. Values B. Goals C. Abilities D. Needs

goals

Leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed. This refers to A. Placebo effect. B. Pygmalion effect. C. Golem effect. D. Hierarchy effect.

golem effect

The sum of forces that attract members to a group, provide resistance to leaving it and motivate them to be active in it is called A. group polarization. B. social facilitation. C. group cohesion. D. punctuated equilibrium.

group cohesion.

______________ refers to interactions among team members, including such aspects as how they communicate with others, express feelings toward each other and deal with conflict with each other. A. Punctuated equilibrium B. Collaborations C. Group polarization D. Group dynamics

group dynamics

The set of expected behaviors associated with a particular job or position is known as A. group roles. B. groupthink. C. social facilitation. D. group dynamics.

group roles

Job satisfaction is A. how hard one works. B. how much one likes a specific kind of job. C. how well one works. D. how much one is motivated to work.

how much one likes a specific kind of job.

24. Follower readiness refers to A. how ready an individual is to perform a particular task. B. an assessment of an individual's personality. C. a personal characteristic. D. an assessment of an individual's traits and values.

how ready an individual is to perform a particular task.

In terms of instrumental values, individuals who value equality and freedom may think that it is important to always be A. imaginative. B. logical. C. responsible. D. courageous.

imaginative

According to Beer's model for organizational change, leaders can increase the amount of change by A. increasing the amount of resistance in followers. B. decreasing the level of dissatisfaction. C. having no change plan. D. increasing the clarity of vision.

increasing the clarity of vision.

A leader who has a lot of knowledge and experience in leading a pharmaceutical research team may feel like a duck out of water when asked to lead a major fund-raising effort for a charitable institution. This example illustrates that practical intelligence A. is concerned with knowledge and experience. B. is domain specific. C. is the ability to learn. D. is the ability to produce work that is novel.

is domain specific

Organizational climate A. is highly related to job satisfaction. B. is wider in scope. C. has more to do with task perceptions of work. D. is a system of shared beliefs among members of a group.

is highly related to job satisfaction.

Building social capital: A. helps a community decide what needs to be done. B. is the power of relationships shared between individuals. C. is engaging a critical mass to take action to achieve a specific outcome. D. helps a group decide how something needs to be done.

is the power of relationships shared between individuals.

26. The only situational consideration in situational leadership is A. decision making. B. readiness. C. knowledge of the task. D. goal setting.

knowledge of the task.

In general, researchers have reported that subordinates are more satisfied when: A. leaders monitored results. B. leaders set clear goals. C. leaders exhibit a high level of consideration. D. leaders explained what followers were to do.

leaders exhibit a high level of consideration.

Which of the following is not mentioned in the text as a way to increase our assertiveness? A. Use "I" statements. B. Learn to say yes. C. Monitor your inner dialogue. D. Be persistent.

learn to say yes

There is a strong tendency for people to resort to _____ whenever they have an advantage in clout if other tactics fail to get results. A. exchanges B. ingratiation C. legitimizing tactics D. rational appeals

legitimizing tactics

One way to maximize the attendance and benefits of a meeting is to A. make it convenient. B. encourage participation. C. stick to the agenda. D. provide pertinent materials.

make it convenient.

One limitation of Maslow's Hierarchy of Needs is that it fails to: A. consider an individual's higher order needs. B. places too much emphasis on an individual's lower order needs. C. includes the environment of the leadership interaction too much to address needs. D. make specific predictions as to how individuals will satisfy their needs.

make specific predictions as to how individuals will satisfy their needs.

The "M" in the rational change formula represents A. money. B. manpower. C. model. D. motivation.

model.

"I remain calm in pressure situations." This behavioral aspect corresponds to which OCEAN personality dimension? A. Openness to Experience B. Neuroticism C. Extraversion D. Conscientiousness

neuroticism

GLOBE researchers identified 22 specific attributes and behaviors that are viewed universally across cultures as contributing to leadership effectiveness. Which of the following attributes was not included in that list? A. Dependable B. Decisive C. Foresighted D. Nonexplicit

nonexplicit

The clear emergence of a leader and the development of group norms and cohesiveness are the key indicators of the ________ stage of group development. A. norming B. performing C. forming D. storming

norming

_____________ are the informal rules that groups adopt to regulate and regularize group members' behaviors. A. Values B. Norms C. Meanings D. Groupthink

norms

Having specific goals is closely related to having ___________ goals. A. quality B. energizing C. observable D. specific

observable

Creative people are most likely to focus on A. the need to meet deadlines. B. impressing others. C. making money. D. solving the problem at hand.

solving the problem at hand.

16. The best way to build relationships with followers is A. give them more responsibilities. B. to give bonus vacation time. C. spend time listening to what they have to say. D. arm them with knowledge.

spend time listening to what they have to say.

16. People get more involved in the leader's vision when ________ are used. A. formal speeches B. PowerPoint presentations C. stories D. long presentations

stories

Which of the following is not one of the types of intelligence identified in the Triarchic Theory of Intelligence? A. Practical intelligence. B. Strategic Intelligence. C. Analytic intelligence. D. Creative intelligence.

strategic intelligence

Mobilization concerns: A. allowing individuals to make choices about what they can purchase. B. maintaining relationships that allow people to work together in a community across their differences. C. helping a group recognize and define its opportunities and issues in ways that result in effective action. D. strategic, planned purposeful activity to achieve clearly defined outcomes.

strategic, planned purposeful activity to achieve clearly defined outcome

For a team to do well, the individuals composing the team must sometimes not maximize their individual effort. This is referred to as A. subsystem nonoptimization. B. span of control. C. process loss. D. intersender role conflict.

subsystem nonoptimization

Sigmund Freud believed that the intrapsychic tensions among the id, ego and _____ caused one to behave in characteristic ways even if the real motives behind the behaviors were unknown to the person. A. superego B. alter ego C. conscience D. mind

superego

Leaders should think about the organization as a set of interlocking systems in A. reframing. B. siloed thinking. C. systems thinking approach. D. resistance.

systems thinking approach.

Jeff works as a self-employed consultant. He decides when, where and how he works based on market demand and personal preference. Jeff's job has a high degree of A. task autonomy. B. task interdependence. C. task structure. D. task feedback.

task autonomy

Workers may be able to accomplish their tasks in an autonomous fashion, but the products of their efforts must be coordinated in order for the group to be successful. This refers to A. task interdependence. B. task autonomy. C. task structure. D. task feedback.

task interdependence

"Does the team have a meaningful piece of work, sufficient autonomy to perform it and access to knowledge of its results?" This relates to which of the following variables for a team to work effectively? A. Authority B. Task structure C. Norms D. Group boundaries

task structure

If we consider the example of ironing a shirt, which of the following task dimensions would be high? A. Task feedback B. Task autonomy C. Task structure D. Task interdependence

task structure

By discouraging cross-functional collaboration, leaders can help guarantee that A. focusing on only short-term outcomes will dampen team members' creativity. B. team members will have little motivation to change the status quo. C. team members will only offer up tried and true solutions to problems. D. the tighter the deadlines, the more likely that innovation will be reduced.

team members will only offer up tried and true solutions to problems.

27. In terms of the four leadership styles of situational leadership, a high task/low relationship behavior is referred to as A. delegating. B. selling. C. participating. D. telling.

telling

Community leaders: A. have positional power. B. can get tasks accomplished. C. tend to have fewer resources. D. can discipline followers who do not adhere to organizational norms.

tend to have fewer resources.

22. Situational leadership theory has its roots in A. the University of Michigan studies. B. the Ohio State studies. C. the Yale-Harvard Leadership project. D. the Hawthorne studies.

the Ohio State studies.

The term "organizational fit" refers to A. the degree of agreement between personal and organizational values and beliefs. B. the degree of congruence between a manager's skill set and the organization's needs. C. the organization's strategic alignment within their competitive sector given the organization's leadership profile. D. None of the above.

the degree of agreement between personal and organizational values and beliefs.

Moral reasoning refers to A. the process leaders use to make decisions about values and ethics. B. the espoused values of individuals. C. the morality of individuals. D. the process leaders use to make decisions about ethical and unethical behaviors.

the process leaders use to make decisions about ethical and unethical behaviors.

At the organizational level, the TLM model suggests that we examine _____ that may be impacting the team. A. the motivations and interests B. the team task C. the reward system D. the efforts

the reward system

The correct sequence of events that take place in stress management according to the ABC model is A. the triggering event followed by feelings and behaviors. B. the triggering event, followed by your thinking and then feelings and behaviors. C. the triggering event followed by feelings and behaviors and then your thinking. D. None of these is correct.

the triggering event, followed by your thinking and then feelings and behaviors.

Usually the first people to realize that a change initiative needs to be implemented are the organization's A. first-line supervisors. B. middle managers. C. top leaders. D. individual contributors.

top leaders

Adopting an effective empowerment program takes A. motivation, learning and stress. B. training, trust and time. C. guidance, influence and support. D. self-determination, meaning and competence.

training, trust and time.

All of the following are ways leaders can improve communication skills except: A. knowing the purpose. B. using appropriate medium. C. using constructive sarcasm. D. sending clear signals.

using constructive sarcasm.

Which of the following is not one of the components of the Rocket Model of Team Effectiveness? A. Power B. Morale C. Vision D. Buy-in

vision

This is not an organizational level of leadership in the principle-centered leadership approach. A. Managerial B. Personal C. Cultural D. Interpersonal

cultural

Charismatic leaders tend to be A. extremely smart. B. data-driven. C. emotionally expressive. D. fairly introverted.

emotionally expressive.

The FFM personality dimension of agreeableness most strongly correlates with which component of transformational leadership? A. Inspiring trust B. Visionary thinking C. Empowering others D. High impact delivery

empowering others

A person's all-around effectiveness in activities directed by thought is called A. motivation. B. intelligence. C. perception. D. cognition.

intelligence

This reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect. A. Decentralization B. Interactional justice C. Empowerment D. Distributive justice

interactional justice

Relationships that lack trust are characterized by self-protective efforts to control and verify each other's behavior. This relates to which organizational level of principle-centered leadership? A. Interpersonal B. Personal C. Managerial D. Organizational

interpersonal

_____ occur when agents make requests based on their position or authority. A. Pressure tactics B. Legitimizing tactics C. Exchanges D. Coalition tactics

legitimizing tactics

23. According to the situational leadership theory, four types of leadership behavior can be identified. They include all of the following except A. delegating. B. selling. C. participating. D. modeling.

modeling.

_____ involves reinterpreting otherwise immoral behavior in terms of a higher purpose. A. Advantageous comparison B. Moral justification C. Displacement of responsibility D. Euphemistic labeling

moral justification

Typically, greater horizontal complexity is associated with A. the number of hierarchical levels appearing on an organization chart. B. the increased likelihood for communication breakdowns between subunits. C. the degree of standardization in an organization. D. the diffusion of decision making throughout an organization.

the increased likelihood for communication breakdowns between subunits.

An individual's tendency to exert effort toward task accomplishment depended partly on the strength of his/her motive to achieve success. This is called A. problem solving. B. customer orientation. C. relationship building. D. achievement orientation.

achievement orientation.

Leaders who have only coercive or legitimate power may be able to use only _____ to influence followers. A. coalition tactics B. inspirational appeals C. consultations D. ingratiation

coalition tactics

The ability to control others through the fear of punishment or the loss of valued outcomes is A. expert power. B. reward power. C. legitimate power. D. coercive power.

coercive power

18. If a decision has a rational or objectively determinable "better or worse" alternative, the leader should select the better alternative. This refers to A. strategic agility. B. decision acceptance. C. problem solving. D. decision quality.

decision quality.

Organizations with a _____________ culture tend to have formal rules and procedures. A. clan B. adhocracy C. hierarchy D. market

hierarchy

There is a strong tendency for people to resort to _____ whenever they have an advantage in clout if other tactics fail to get results. a. Ingratiation b. Legitimizing tactics c. Rational appeals d. Exchanges

legitimizing tactics

The type of thinking that occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness is known as A. systems thinking. B. reframing. C. resistance. D. siloed thinking.

siloed thinking.

____________ refers to any time people increase their level of work due to the presence of others. A. Social facilitation B. Individual anonymity C. Social loafing D. Groupthink

social facilitation

Which of the following statements concerning GAPS analysis is accurate? a. The last step in a GAPS analysis concerns the standards your boss or the organization has for your career objectives. b. There are a total of four steps in a GAPS analysis. c. All of these statements are accurate. d. The first step in a GAPS analysis is to clearly identify what you want to do or where you want to go with your career over the next year or so.

All of these statements are accurate.

Coalition tactics a. Are used when agents ask another to do a favor out of friendship. b. Are used when agents seek the aid of others to influence the target. c. Occur when the agent attempts to get you in a good mood before making a request. d. Occur when agents ask targets to participate in planning an activity.

Are used when agents seek the aid of others to influence the target.

Which of the following is not a way to learn from your leadership experience? a. Have a development plan. b. Keep a journal of daily leadership events. c. Hold regular meetings with your boss to review your behavior. d. Take a 10% stretch.

Hold regular meetings with your boss to review your behavior.

17. Which of the following refers to one person's actual behaviors designed to change another person's attitudes, beliefs, values or behaviors? A. Power B. Influence C. Authority D. Influence tactics

Influence tactics

Which of the following is not a reason that technical competence is important for leaders? a. Leaders who have a high level of technical competence may be able to stimulate followers to think about problems and issues in new ways. b. Technical competence has been found to be consistently related to managerial promotion rates. c. All of these are accurate reasons. d. Leaders with technical competence do not have to spend as much time training their followers.

Leaders with technical competence do not have to spend as much time training their followers.

What best describes the leader-follower relationship? A. The relationship is a one-way street. B. Leadership and followership are the same thing. C. Leadership and followership merge and are linked concepts. D. The relationship is based on the idea of "one-man leadership."

Leadership and followership merge and are linked concepts.

Which of the following statements is true of leadership and management? A. Leadership and management have both unique functions and an area of overlap. B. A good leader can be a good manager, but the reverse is never true. C. Leadership and management are not related due to diverse goals. D. Leadership and management are effectively the same for all practical purposes.

Leadership and management have both unique functions and an area of overlap.

Which of the following is a conventional distinction that is made between managers and leaders? A. Managers maintain, while leaders develop. B. Managers innovate, while leaders administer. C. Managers inspire, while leaders control. D. Managers originate, while leaders imitate.

Managers maintain, while leaders develop

The need for power has been found to be positively related to all the following leadership effectiveness criteria, except a. Managers' promotion rates. b. Success of nontechnical managers. c. Success of technical managers. d. Managers' performance ratings.

Success of technical managers.

Which statement about the reflection component of the A-O-R model is most likely FALSE? A. The importance of reflection in leadership development is rarely addressed by scholars. B. Reflection is the most significant and most neglected component of the A-O-R model. C. Reflection provides leaders with insight into how to frame problems differently. D. Busy schedules typically prevent leaders from engaging in leadership reflection.

The importance of reflection in leadership development is rarely addressed by scholars.

People typically use ingratiation when a. When an influencer anticipates resistance. b. The other person's behavior violates important norms. c. They will personally benefit if the attempt is successful. d. When resistance is not anticipated.

They will personally benefit if the attempt is successful.

Which of the following statements is true? a. Effective leaders intuitively realize they need more than legitimate power to be successful. b. Legitimate authority and leadership are similar. c. The head of an organization is always a true leader. d. Holding a position and being a leader are synonymous.

a. Effective leaders intuitively realize they need more than legitimate power to be successful.

21. Which of the following statements concerning power and influence is incorrect? a. Leaders in well-functioning firms are not influenced by their subordinates. b. Effective leaders generally work to increase their various power bases. c. Leaders vary in the extent to which they share power with subordinates. d. Effective leaders typically take advantage of all their sources of power.

a. Leaders in well-functioning firms are not influenced by their subordinates.

Leaders who have only coercive or legitimate power may be able to use only ___ to influence followers. a. Consultations b. Coalition tactics c. Inspirational appeals d. Ingratiation

coalition tactics

Schein's classic study of sex roles: A. evidenced the fact that being a woman and being a manager are a contradiction in terms. B. found a high correlation between the ways both male and female respondents perceived "female" and "manager." C. demonstrated how bias in sex role stereotypes created problems for women moving up through managerial roles. D. found no correlation between the ways the respondents perceived "males" and "managers."

demonstrated how bias in sex role stereotypes created problems for women moving up through managerial roles.

Which of the following involves participants being given a limited amount of time to prioritize and respond to a number of notes, phone messages, and letters? A. Virtual simulations B. Role playing C. In-basket exercises D. Case studies

in-basket exercises

According to some leadership experts, leadership: A. is an interpersonal relation in which others comply because they want to. B. is the study of leaders independent of the people they interact with. C. postulates that leaders administer rather than innovate. D. requires that leaders accept the status quo.

is an interpersonal relation in which others comply because they want to.

16. Often leaders will need to find ways to resolve a problems if bureaucratic rules are invoked by followers. If this is the case, then the followers will have successfully used _____ power to influence their leader. a. Reward b. Coercive c. Legitimate d. Referent

legitimate

Often leaders will need to find ways to resolve a problem if bureaucratic rules are invoked by followers. If this is the case, then the followers will have successfully used _____ power to influence their leader. A. legitimate B. coercive C. referent D. reward

legitimate

29. ____ occur when agents make requests based on their position or authority. a. Coalition tactics b. Pressure tactics c. Exchanges d. Legitimizing tactics

legitimizing tactics

When a minister makes an impassioned plea to members of his congregation about the good works which could be accomplished if a proposed addition to the church were built, he is A. making a personal appeal. B. making an inspirational appeal. C. making a rational persuasion. D. using ingratiation.

making an inspirational appeal

33. Which of the following statement about leadership is most likely true? A. Innate factors influence leadership skills more than formative experiences. B. Research indicates that leadership skills are primarily acquired and rarely innate. C. Individuals should be categorized, when they are young, as either leaders or non-leaders. D. Natural characteristics or talents can offer certain leadership advantages or disadvantages.

natural characteristics or talents can offer certain leadership advantages or disadvantages.

_____ is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends. A. Influence B. Personalized power C. Socialized power D. Influence tactics

socialized power

Leadership training programs for mid-level managers are LEAST likely to focus on improving _____ skills. A. strategic planning B. time management C. oral communication D. interpersonal

strategic planning

In general, which is the first step that leaders can take to increase follower dissatisfaction levels? A. To determine just how satisfied followers are with the current situation. B. To talk about potential competitive, technology or employee concerns about the status quo. C. To capitalize on some type of financial or political crisis. D. To create some type of benchmark against other organizations.

to determine just how satisfied followers are with the current situation.

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important are A. goals. B. values. C. benefits. D. services.

values

This refers to the number of hierarchical levels appearing on an organization chart. A. Centralization B. Formalization C. Horizontal complexity D. Vertical complexity

vertical complexity

Geographically dispersed teams are more commonly referred to as A. self-managed teams. B. interdependent teams. C. independent teams. D. virtual teams.

virtual teams

Which of the following is not a source for 360-degree feedback? A. Peers B. Self C. Customers D. Direct reports

Customers

34. A politician's advisor explains how demographic changes in the politician's district make it important for the politician to spend relatively more time in the district seeing constituents than she has needed to in the recent past. This is an example of A. ingratiation. B. an inspirational appeal. C. a consultation. D. a rational persuasion.

D. a rational persuasion.

16. Individuals higher in extraversion A. prefer to work by themselves. B. are not interested in competing with others. C. have relatively little interest in influencing others. D. appear self-confident.

D. appear self-confident.

What is the "fuel" for organizational change? A. Organization's goals B. Follower's emotions C. Vision D. Building trust

Follower's emotions

The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is known as: A. framing. B. building social capital. C. mobilization. D. interaction facilitation.

Framing

Which statement about in-groups and out-groups is most likely correct? A. Leaders influence out-group followers more than in-group followers. B. Out-group members experience strong, mutual trust with a leader. C. In-group members are loyal and committed to a leader. D. Out-groups and in-groups rely on formal authority.

In-group members are loyal and committed to a leader.

Which of the following is the correct sequence of events according to the systems view of communication? A. Intention, reception, expression, feedback, interpretation, new intentions. B. Intention, expression, reception, interpretation, feedback, new intentions. C. New intentions, reception, expression, intention, interpretation, feedback. D. Expression, new intention, feedback, interpretation, reception, intention.

Intention, expression, reception, interpretation, feedback, new intentions.

"People like to have some sense of control over their work. Micro-managing staff will help to either create yea-sayers or cause people to mentally disengage from work." Which creativity killer does this statement exemplify? A. Taking away all discretion and autonomy. B. Creating fragmented work schedules. C. Providing insufficient resources. D. Focus on short-term goals.

Taking away all discretion and autonomy.

Which of the following underlies the derailment pattern of the inability of managers to lead and build a team? A. The presence of dark side traits B. Inadequate distribution channels C. Poor decisions concerning which products to develop D. Lying about business results

The presence of dark side traits

40. In terms of the path-goal theory, which of the following is considered a situational factor? A. The decision quality B. Leader-member relations C. Position power D. The task

The task

Reality testing, flexibility and problem-solving relate to A. general mood. B. stress management. C. interpersonal relationships. D. adaptability.

adaptability

According to Ginnett's model of team leadership, groups must grapple with the issues of leadership climate and competence. These fit best within the realm of A. authority. B. group boundaries. C. norms. D. task structure.

authority

Rational tactics are used by people typically when a. When the other person's behavior violates important norms. b. The benefits are organizational as well as personal. c. An influencer has the upper hand. d. They are at a disadvantage.

b. The benefits are organizational as well as personal

According to Herzberg's Two Factor Theory, which of the following are considered hygiene factors? A. Recognition B. Responsibility C. Coworkers D. Advancement and growth

coworkers

Which if the following skills and behaviors do not involve interacting with others and are among the most difficult to change. A. Intrapersonal B. Interpersonal C. Leadership D. Business

Intrapersonal

Which of the following best defines leadership? A. Actions which focus resources to create desirable opportunities B. The process by which an agent induces a subordinate to behave in a desired manner C. Directing and coordinating the work of group members D. The process of influencing an organized group toward accomplishing its goals

The process of influencing an organized group toward accomplishing its goals

In the informal coaching process, a leader is most likely to inspire commitment from a follower by _____. A. reviewing performance appraisals B. building a trusting relationship C. assisting with networking D. providing new tasks

reviewing performance appraisals

Which of the following statements is not accurate concerning listening? A. The best listeners are passive listeners. B. Listening to others is just as important as expressing oneself clearly to them. C. Much of the information a leader has comes from watching and listening to what goes on around them. D. All of these statements are accurate.

A. The best listeners are passive listeners.

Research show that if leaders __________, this action will stifle creativity. A. create fragmented work schedules B. focus on long-term goals C. give discretion and autonomy D. None of these answers is accurate

A. create fragmented work schedules

40. Which dark-side personality trait is often associated perfectionist tendencies? A. Excitable B. Diligent C. Skeptical D. Colorful

Diligent

In a complex situation, what is the leader's most important role? A. Adhere to standard practices and policies. B. Minimize changes to patterns and structures. C. Ensure that proper procedures are being followed. D. Increase levels of interaction and communication.

Increase levels of interaction and communication.

6. Which of the following would not be a good way to establish and maintain good peer relationships? a. Practice a Theory Y attitude. b. Jump into situations they are having a difficult time with and help them solve the problem. c. All of these are ways to establish a good peer relationship. d. Understanding their tasks, problems, and rewards.

Jump into situations they are having a difficult time with and help them solve the problem.

21. __________ is an approach to managing conflict that is characterized by a compromise between domination and appeasement. A. Avoidance B. Sharing C. Collaboration D. Accommodation

Sharing

What is the reason behind the usage of the phrase "desirable opportunities" in one of the definitions of leadership? A. To distinguish between leadership and tyranny B. To distinguish between leadership and management C. To distinguish between leadership and followership D. To distinguish between leadership and situation

To distinguish between leadership and tyranny

Which of the following is NOT included in the "fronts" of leadership required to establish an ethical climate? A. A core ideology B. Integrity C. A process focus D. All of these are "fronts" of leadership.

All of these are "fronts" of leadership.

GLOBE researchers identified six cultural dimensions that were determined to be applicable across all global cultures for assessing CLT's including A. team-oriented leadership. B. self-protective leadership. C. autonomous leadership. D. All of these are applicable dimensions of culture.

All of these are applicable dimensions of culture.

Cheerleaders A. Only focus on getting results B. Avoid the spotlight C. Tend to treat followers poorly D. Are people-centered

Are people-centered

Which of the following was not mentioned in the text as a way leaders can improve their feedback skills? A. Make it helpful. B. Being critical. C. Being descriptive. D. Being specific.

Being critical.

Competent mangers have high levels of A. situational awareness. B. self awareness. C. neither situational nor self awareness. D. Both situational and self awareness.

Both situational and self awareness.

These managerial types have gained insight into their dark-side traits and have found ways to negate their debilitating effects on followers. A. Competent Managers B. Results Only Managers C. Cheerleaders D. In Name Only Managers

Competent Managers

Which of the following statements concerning dark side traits is inaccurate? A. Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories. B. Everyone has at least one dark side personality trait. C. Dark-side traits are usually apparent only when leaders are attending to their public image. D. Dark-side traits usually emerge during crises or periods of high stress and are coping mechanisms for dealing with stress.

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

39. Dutiful leaders A. Tend to blame others for their mistakes B. Frustrate and disempower their staffs through micro-management C. Deal with stress by sucking up to superiors D. Are unconcerned about the welfare of their staff

Deal with stress by sucking up to superiors

Which of the following statements about the rational and emotional aspects of leadership is most likely false? A. Leaders use rational techniques and/or emotional appeals to influence followers. B. Effective leadership involves actions based exclusively on reason and logic. C. Aroused feelings can be used by leaders either positively or negatively. D. Good leadership involves touching others' feelings.

Effective leadership involves actions based exclusively on reason and logic.

According to Goleman's conceptualization of EQ, the 'change catalyst' attribute corresponds to which OCEAN correlate? A. Extraversion B. Agreeableness C. Openness to experience D. Neuroticism

Extraversion

Which of the following statements regarding the linkage between intelligence and leadership is accurate? A. The first formal linkage between intelligence and leadership was established around the time of WW I in the US. B. Research shows that neither environmental factors nor heredity affect intelligence. C. Intelligence testing in the US has taken place since our country was formed. D. Intelligence and intelligence testing are extremely controversial topics in the social sciences today.

Intelligence and intelligence testing are extremely controversial topics in the social sciences today.

Which of the following statements concerning servant leadership is true? A. The leader's primary role is to do whatever it takes to assure that things run smoothly. B. It is derived from a bureaucratic view of organizations. C. It places emphasis upon listening effectively to others. D. It has commonly involved a very top-down and hierarchical approach to leadership.

It has commonly involved a very top-down and hierarchical approach to leadership.

In this type of leadership, the MLQ assesses the extent to which leaders avoid responsibilities, fail to make decisions, are absent when needed or fail to follow up on requests. A. Bureaucratic B. Autocratic C. Laissez-faire D. Democratic

Laissez-faire

33. Which of the following is the most powerful subelement in determining overall situation favorability? A. Leader-member relations B. Task structures C. Position powers D. Subordinate acceptance

Leader-member relations

Which of the following statements concerning 360-degree feedback systems is false? A. Companies that used 360-degree feedback systems had a 10.6 percent decrease in shareholder value. B. Most 360-degree feedback systems are designed to make comparisons between people. C. 360-degree feedback are data based and provide good development feedback. D. It provides insight into self-perceptions and others' perceptions of leadership skills.

Most 360-degree feedback systems are designed to make comparisons between people.

What is most likely an advantage of role playing in leadership development programs? A. Provides individualized feedback to students through leadership behavior ratings B. Analyzes the challenges commonly faced in the work environment C. Establishes a useful vehicle for leadership discussions D. Provides greater transferability to the workplace

Provides greater transferability to the workplace

__________ are followers who seek forgiveness rather than permission and offer alternative solutions. A. Slackers B. Brown-nosers C. Criticizers D. Self-starters

Self-starters

Which of the following is not one of the seven specific steps for creating a high-impact development plan? a. Develop criteria for success. b. Reflect with a partner. c. Set up regular meetings with your superior. d. Include stretch assignments.

Set up regular meetings with your superior.

Which of the following statements about transformational leaders is true? A. They are inherently future-oriented. B. Their vision is based solely on their own values. C. They sometimes take credit for others' accomplishments. D. They tend to be emotionally expressive.

They are inherently future-oriented.

35. What is Hollander's approach to leadership called? A. Participative B. Transformational C. Charismatic D. Transactional

Transactional

According to the MLQ, which leadership type is a significantly better predictor of organizational effectiveness as compared to the others? A. Autocratic B. Transactional C. Laissez-faire D. Transformational

Transformational

This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose. A. Supportive B. Transactional C. Transformational D. Participative

Transformational

Which of the following statements concerning the Rocket Model of Team Effectiveness is accurate? A. When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals. B. When building a new team, the first thing a leader must do is select the right kind of people. C. When building a new team, the first thing a leader must do is build buy-in for the program. D. When building a new team, the first thing a leader must do is establish expected norms.

When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals.

Individuals who have an implicit prejudice tend to: A. be aware of its existence. B. include their prejudice consciously in their judgements. C. be unaware of its existence. D. Both A and B above

be unaware of its existence

Because of their narcissistic tendencies, ________ leaders often get quite a bit done. A. reserved B. bold C. dutiful D. colorful

bold

Ideal followers are most likely to be perceived as: A. independent. B. forward-looking. C. inspiring. D. innovative.

independent

25. The _______ component of assertiveness skills concerns knowing where and when not to behave assertively. A. evaluative B. behavioral C. knowledge D. assertive

knowledge

28. The delegating leadership style has A. high task/low relationship behavior. B. low task/low relationship behavior. C. high task/high relationship behavior. D. low task/high relationship behavior.

low task/low relationship behavior.

Charismatic leaders A. use abstract and colorless rational discourse to reframe issues. B. make extensive use of stories to make their points. C. are adept at tailoring their language to particular groups. D. are good in engaging groups mentally and emotionally.

make extensive use of stories to make their points.

In what quadrant of the credibility matrix would leaders that are new college hires fall into? A. First B. Second C. Third D. Fourth

second

_______ is defined as the process by which we perceive and respond to situations that challenge us. A. Performance B. Depression C. Emotion D. Stress

stress

Which of the following is an authority dynamic? A. Team task B. Skills and abilities C. Values and attitudes D. Information systems

team task

18. Influence is A. the potential to influence others. B. the capacity to produce effects on others. C. the degree of actual change in a target person's values. D. attributed to others on the basis of influence tactics they use.

the degree of actual change in a target person's values

19. Managers with a ____________ orientation rely heavily on coercive, and external-control methods to motivate workers such as punishments and threats. A. Theory X B. Theory Y C. Veteran D. Baby Boomer

theory x

What is probably the most important and overlooked situational variable that affects charismatic leadership? A. Task B. Stability C. Time D. Innovation

time

______________ use a graphic approach to systematically represent the root causes of a problem, the relationships between different causes, and sometimes a prioritization of which causes are most important. A. Cause analysis approaches B. Force field analyses C. Cause-and-effect diagrams D. Root-cause diagrams

Cause-and-effect diagrams

Which of the following is not a dark side personality trait? A. Cautious B. Mischievous C. Charismatic D. Diligent

Charismatic

21. Which two broad categories of leader behaviors did the situational leadership model originally identify? A. Directive and supportive B. Transformational and transactional C. Behavior-oriented and cognitively-oriented D. Initiating structure and consideration

Initiating structure and consideration

19. Which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors? A. LBDQ B. LOQ C. LBDQ-XII D. SBDQ

SBDQ

In perception, which term refers to the process of assigning underlying causes to behaviors? A. Attribution B. Single-loop learning C. Self-fulfilling prophecy D. Fundamental attribution error

A. Attribution

Most intelligence and aptitude tests are good examples of A. systems thinking. B. convergent thinking. C. picture thinking. D. divergent thinking.

convergent thinking

33. The need for power has been found to be positively related to all the following leadership effectiveness criteria, except A. success of nontechnical managers. B. success of technical managers. C. managers' performance ratings. D. managers' promotion rates.

B. success of technical managers.

The "S" in SARA refers to A. stress. B. shock. C. situational. D. systems.

shock

Which of the following statements is accurate concerning active listening? A. An active listener will generally be thinking about the next thing he will say. B. The best listeners are passive listeners because they are not trying to reword the sender's message. C. Active listeners do not disrupt the sender's message and will try to put the sender's message into their own words and scan the sender for various nonverbal signals. D. All of these statements are accurate.

Active listeners do not disrupt the sender's message and will try to put the sender's message into their own words and scan the sender for various nonverbal signals.

Which of the following types of culture has roots that mean "temporary or specialized"? A. Adhocracy culture B. Hierarchy culture C. Clan culture D. Market culture

Adhocracy culture

An example of a situational factor that can interfere with a person's ability to be seen as a competent manager would be A. governmental regulations. B. mergers. C. competitive threats. D. All of these are situational factors.

All of these are situational factors.

18. Which of the following would not cause a conflict? A. Groups members face uncertain demands. B. Members are competing for rewards. C. Teams have low levels of task interdependence. D. Members of teams have strong differences in values and goals.

C. Teams have low levels of task interdependence.

People minimize the harm caused by their behavior through A. dehumanization. B. displacement of responsibility. C. disregard of consequences. D. advantageous comparison.

C. disregard of consequences.

This takes place when followers do no more than abide by the policies and procedures surrounding change requests. A. Cooperation B. Compliance C. Commitment D. Malicious compliance

Compliance

Which of the following is a true statement about feedback? A. It is a good idea to stick to the facts as much as possible. B. Try not to make feedback too descriptive. C. Feedback is usually not effective if given soon after the behavior occurs. D. All of the above statements are true.

It is a good idea to stick to the facts as much as possible.

According to the text, what is the main reason for people staying with organizations? A. Bases job evaluation on innovation. B. Supports training and education. C. Encourages fun, collegial relationships. D. Promises of long-term employment.

Promises of long-term employment.

Which of the following statements is not accurate concerning feedback? A. Sometimes supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere. B. Leaders may give positive feedback infrequently if they believe good performance is expected and should not be recognized. C. Research has shown that subordinates believe their leaders give more feedback than their leaders think they do. D. None of these statements is accurate.

Research has shown that subordinates believe their leaders give more feedback than their leaders think they do.

Which term refers to a kind of learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions? A. Deutero-learning B. Double-loop learning C. Action learning D. Single-loop learning

Single-loop learning

Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and challenging the integrity of their followers, and are vigilant for signs of disloyalty. Which dark-side personality trait is defined by this statement? A. Bold B. Excitable C. Skeptical D. Cautious

Skeptical

The phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as A. process loss. B. social loafing. C. group polarization. D. group dynamics.

Social loafing

Which of the following statements is true regarding MBTI preferences and types? A. One strength of the MBTI is that the types identified with it, once they are established within the individual, remain stable over time. B. Some research indicates that at least one letter in the four-letter type my change in half the people taking the test in as little as five weeks. C. Research shows that more leaders are ISFP's than any other type. D. All of these statements are true.

Some research indicates that at least one letter in the four-letter type my change in half the people taking the test in as little as five weeks

Which of the following is not a characteristic of an adaptive challenge? A. The problem can only be solved by changing the system itself. B. It may be difficult to reach a consensus on what the problem really it. C. The problem may be complex, but there is an expert solution to solve it. D. These are all characteristic of an adaptive challenge.

The problem may be complex, but there is an expert solution to solve it.

Which of the following statements is not accurate concerning the development planning process according to research completed by Peterson and Hicks? a. There are four phases in the development planning process. b. The last phase in development planning is transferring learning to new environments. c. All of these statements are accurate. d. In the identifying development needs phase, leaders identify career goals, assess their abilities in light of career goals, seek feedback about how their behaviors are affecting others, and review the organizational standards pertaining to their career goals.

There are four phases in the development planning process.

Which of the following statements concerning societal culture is inaccurate? A. Societal culture is comprised of the learned behaviors characterizing the total way of life of members within any given society. B. Things like the beliefs and myths of a culture that provide context to manifest behaviors are generally hidden from view. C. To most outsiders, the most salient and visible aspect of any culture is generally the values. D. Becoming aware and respectful of cultural differences and cultural perspectives is critical for leaders in the global context.

To most outsiders, the most salient and visible aspect of any culture is generally the values.

The organizational structure is A. a tangible reality. B. an end in itself. C. sacrosanct and permanent. D. a tool for getting things done in organizations.

a tool for getting things done in organizations.

People who are observing an action are much more likely than the actor to make the fundamental attribution error. This is called: A. stereotyping. B. self-serving bias. C. ultimate attribution error. D. actor/observer difference.

actor/observer difference.

Which of the following are characteristics of empowered employees? A. Have high competence. B. Are self-determined. C. The Self-Serving Bias. D. All of these are characteristics of empowered employees.

are self-determined

GLOBE researchers identified 8 specific attributes and behaviors that are viewed universally across cultures as being impediments to leader effectiveness. Which of the following attributes was/were included in that list? A. Cautious B. Domineering C. Asocial D. All of these were included in the list.

asocial

All of the following are principles of effective delegation except A. deciding who to delegate to. B. assigning a procedure, not an objective. C. give credit for a job well done, but take the responsibility when things go wrong. D. All of the above.

assigning a procedure, not an objective.

19. The least amount of time is taken to make and implement A. group decisions. B. consultative decisions. C. autocratic decisions. D. delegated decisions.

autocratic decisions.

All if the following are guidelines for effectively management stress to prevent it from becoming excessive except for A. monitoring your own and your followers' stress levels. B. identifying the cause of the stress. C. avoiding exercise late in the day. D. learning to relax.

avoiding exercise late in the day.

Which of the following refers to one person's actual behaviors designed to change another person's attitudes, beliefs, values or behaviors? a. Authority. b. Influence tactics c. Power d. Influence

b. Influence tactics

25. When a minister makes an impassioned plea to members of his congregation about the good works which could be accomplished if a proposed addition to the church were built, he is a. Making a personal appeal. b. Making an inspirational appeal. c. Using ingratiation. d. Making a rational persuasion.

b. Making an inspirational appeal.

38. Internal-locus-of-control followers A. are much more satisfied with leaders who exhibit achievement-oriented behaviors than they are with leaders who are supportive. B. believe outcomes are a result of their own decisions. C. are more satisfied with directive leader behaviors than they are with participative leader behaviors. D. believe they are, relatively speaking, "pawns of fate".

believe outcomes are a result of their own decisions.

Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the: A. intrapersonal skills category. B. leadership skills category. C. interpersonal skills category. D. business skills category.

business skills category.

Intelligence: A. affects behavior equally across all situations. B. is relatively easy to change. C. can be inferred in different ways. D. can be modified through education and experience.

can be modified through education and experience.

_____ describe leadership situations and are used as vehicles for leadership discussions. A. In-basket exercises B. Simulations C. Case studies D. Games

case studies

The _____ authority system is associated with leaders thought to possess divine or superhuman qualities. A. traditional B. legal-rational C. charismatic D. personalized

charismatic

Persons derive authority because of their exemplary characteristics in the A. charismatic authority system. B. traditional authority system. C. legal-rational authority system. D. legal authority system.

charismatic authority system.

Education systems relate to A. authority dynamics. B. control systems. C. interpersonal behaviors. D. group dynamics.

control systems

The ability to produce work that is both novel and useful is called A. practical intelligence. B. social intelligence. C. analytic intelligence. D. creative intelligence.

creative intelligence

Industrial age companies prospered by offering low-cost but standardized products and services. This pertains to A. customer segmentation. B. links to customers and suppliers. C. innovations. D. cross functions.

customer segmentation

A politician's advisor explains how demographic changes in the politicians district make it important for the politician to spend relatively more time in the district seeing constituents than she has needed to in the recent past. This is an example of a. Ingratiation b. Consultation c. An inspirational appeal d. A rational persuasion.

d. A rational persuasion.

People typically use legitimizing or pressure tactics when a. Parties are relatively equal in power. b. They expect resistance. c. They are at a disadvantage. d. An influencer has the upper hand.

d. An influencer has the upper hand.

______ is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends. a. Personalized power b. Influence tactics c. Influence d. Socialized power

d. Socialized power

What is the most important step in conducting a meeting? A. List the objectives. B. Determine if it is necessary. C. Develop a plan for attaining objectives. D. Make it convenient for all participants.

determine if it is necessary

According to Katzenbach and Smith, which of the following may be the most important single step in teamwork? A. Development B. Design C. Dream D. Dynamics

dream

This assesses the overall degree to which employees are satisfied with their organization and their job. A. Hygiene factors B. Facet satisfaction item C. Global satisfaction item D. Motivators

Global satisfaction item

what is a frequent lesson learned by both men and women from their career experiences? A. Recognizing and seizing opportunities B. Understanding personal limits C. Persevering through adversity D. Handling political situations

Handling political situations

Which statement about followership styles is most likely true? A. Alienated followers are usually viewed by leaders as lazy and incompetent. B. Conformist followers focus on negative aspects of an organization. C. Passive followers are quiet but enthusiastic about their work. D. Pragmatist followers tend to be mediocre performers.

Pragmatist followers tend to be mediocre performers.

This occurs when leaders articulate high expectations for followers. A. Hawthorne effect B. Pygmalion effect C. Placebo effect D. Hierarchy effect

Pygmalion effect

Which of the following individuals are only focused on getting results and would gladly trash any teammate if it would help them get promoted? A. Results only managers B. In name only managers C. Competent managers D. Cheerleaders

Results only managers

Which of the following is a false statement concerning goals? A. Setting goals guarantee success. B. Goals are most likely to be achieved if there is commitment to them. C. Goals should be challenging but attainable. D. Goals accompanied by feedback reflect higher performance.

Setting goals guarantee success.

Which of the following is not an example of behaviors that could be considered a "10% stretch"? a. Conversing informally with everyone in the office at least once each day. b. Being more assertive or quitter than usual in a meeting. c. Using a motivational practice that has been very successful in the past. d. Seeking an opportunity to be chair of a committee.

Using a motivational practice that has been very successful in the past.

Which of the following is true of the leadership definitions? A. The field is too complex to attempt to define. B. The first step requires resolving the differences in definitions. C. Various definitions illustrate that many factors affect leadership. D. Only Bennis's definition is comprehensive enough for leadership research.

Various definitions illustrate that many factors affect leadership.

As per Bennis and Goldsmith, what are the four qualities of leadership that engender trust? A. Values, loyalty, consistency, integrity B. Honesty, values, loyalty, creativity C. Creativity, honesty, consistency, vision D. Vision, empathy, consistency, integrity

Vision, empathy, consistency and integrity

What is the ultimate test of a servant leader's work? A. Whether they understand others' feelings and perspectives. B. Whether it helps re-create a sense of community among people. C. Whether they can influence others through their persuasiveness. D. Whether those served develop toward being more responsible and competent individuals.

Whether those served develop toward being more responsible and competent individuals.

Which of the following statements about unstructured tasks is false? A. Unstructured tasks are by nature somewhat ill defined. B. Reducing the degree of ambiguity inherent in an unstructured situation is a leadership behavior appreciated by followers. C. While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do. D. Subordinates need help when a task is unstructured.

While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do.

Which of the following statements is inaccurate concerning "pay for performance"? A. These programs offer to pay bonuses or commissions for results obtained. B. "Pay for performance" generally only applies to sales positions. C. One of the shortfalls of "pay for performance" systems is that they can be subject to situational factors that are not related to performance. D. All of these statements are true.

"Pay for performance" generally only applies to sales positions.

According to Maslow's Hierarchy of Needs, which is the lowest level need? A. Belongingness needs B. Esteem needs C. Physiological needs D. Security needs

Physiological needs

34. This is the weakest element of situational favorability. A. Subordinate acceptance B. Leader-member relations C. Task structure D. Position power

Position power

Which of the following statements is false? A. A vision helps the organization make choices about what it should and should not do. B. A vision statement does not have to be a solo effort on the part of the leader. C. A vision is the final destination for an organization. D. Often times leaders will work with a team of followers to craft a vision statement.

A vision is the final destination for an organization.

Which of the following statements is true? A. Transactional leaders are always controversial. B. All transformational leaders are charismatic. C. All charismatic leaders are transformational. D. Transactional leaders are also adept at reframing issues.

B. All transformational leaders are charismatic.

Which of the following involves confronting your beliefs, inviting others to challenge you, and working on personal blind spots? A. Fundamental attribution B. Double-loop learning C. Self-fulfilling prophecy D. Single-loop learning

B. Double-loop learning

20. Which of the following statements about the normative decision model is true? A. The model shifts focus away from the leader and followers to the situation. B. For ease of presentation, each factor has been placed solely within one circle or another. C. It organizes concepts in a familiar initiating structure. D. It is about personal opinions, rather than a leadership theory.

B. For ease of presentation, each factor has been placed solely within one circle or another.

What is attribution of blame? A. It involves using "cosmetic" words to defuse the offensiveness of otherwise distasteful behavior. B. People sometimes try to justify immoral behavior by claiming it was caused by someone else's actions. C. It lets one avoid self-contempt for one's behavior by comparing it to even more heinous behavior by others. D. Reprehensible behavior becomes easier to engage in and live with if others are behaving the same way.

B. People sometimes try to justify immoral behavior by claiming it was caused by someone else's actions.

People typically use legitimizing or pressure tactics when A. they are at a disadvantage. B. an influencer has the upper hand. C. they expect resistance. D. parties are relatively equal in power.

B. an influencer has the upper hand.

A leader who has developed close interpersonal relationships with followers generally uses his or her _____ power to influence them. A. legitimate B. referent C. coercive D. reward

B. referent

16. The formula for the rational approach to change is A. C = D x O x T > R B. C = D x M x P > R C. C = M x R x D >P D. C = D x O x L x T

C = D x M x P > R

End-based thinking can be characterized as A. "Doing what you want others to do to you." B. "Following the highest principle or duty." C. "Doing what is best to get my desired end results." D. "Doing what's best for the greatest number of people."

D. "Doing what's best for the greatest number of people."

Which theory explains the interesting relationships between leader intelligence and experience levels and group performance in stressful versus nonstressful conditions? A. Strategic contingencies theory. B. Trait theory. C. Leader-member exchange theory. D. Cognitive resources theory.

D. Cognitive resources theory.

Which of the following statements is true? A. The head of an organization is always a true leader. B. Legitimate authority and leadership are similar. C. Holding a position and being a leader are synonymous. D. Effective leaders intuitively realize they need more than legitimate power to be successful.

D. Effective leaders intuitively realize they need more than legitimate power to be successful.

Rational tactics are used by people typically when A. they are at a disadvantage. B. an influencer has the upper hand. C. when the other person's behavior violates important norms. D. the benefits are organizational as well as personal.

D. the benefits are organizational as well as personal.

Which of the following methods was not mentioned as a way to build buy-in for the Rocket Model of Team Effectiveness? A. Develop a compelling team vision or purpose. B. Involve team members in the goal, standard, and rule-setting process. C. Leaders exhibit a high level of consideration. D. The team leader has to have a high level of credibility.

Leaders exhibit a high level of consideration.

Which of following is not a common form of resistance to change? A. Loss of power B. Loss of competence C. Loss of charisma D. Loss of rewards

Loss of charisma

New leaders have to critical tasks the first day on the job: to meet their new boss and new team. Which of the following topics is something that should not be discussed with the new boss? a. Your assessment of the team's strengths and weaknesses. b. The boss's view of team's strengths and weaknesses. c. Sharing plans for the day and the next several weeks. d. Identifying the team's key objectives, metrics, and important projects.

Your assessment of the team's strengths and weaknesses.

Which of the following statements about 360-degree feedback systems is true? A. 360-degree feedback results affect behavioral change per se. B. 360-degree feedback are the only sources of "how" feedback for leadership practitioners. C. 360-degree feedback should be built around an organization's competency model. D. It is mandatory for all leaders to receive 360-degree feedback.

360-degree feedback should be built around an organization's competency model.

32. Which of the following statements about common sense is most likely true? A. Effective leadership requires little more than common sense. B. Studies show that female leaders have more common sense than male leaders. C. Acquiring common sense requires being both an active and a passive follower. D. A challenge of leadership is to know when common sense applies and when it does not.

A challenge of leadership is to know when common sense applies and when it does not.

Which of the following would be an example of a non-contingent reward? A. An annual performance bonus check. B. A monthly salary check. C. A monthly commission check. D. None of these are non-contingent rewards.

A monthly salary check.

Coalition tactics A. are used when agents seek the aid of others to influence the target. B. occur when agents ask targets to participate in planning an activity. C. occur when the agent attempts to get you in a good mood before making a request. D. are used when agents ask another to do a favor out of friendship.

A. are used when agents seek the aid of others to influence the target.

Gen Xers define leadership as A. giving employees what they need to work well and comfortably. B. sitting in meetings and making profound vision statements. C. creating a level playing field for all. D. being critical and patronizing of employees.

A. giving employees what they need to work well and comfortably.

Which of the following were mentioned as ways to live a healthier lifestyle in order to help manage stress? A. Deep breathing techniques. B. Abstention from tobacco. C. Do not consume alcohol. D. All of these were mentioned as ways to live a healthy lifestyle.

Abstention from tobacco.

Which statement about action learning is most likely FALSE? A. Adults learn best by doing, which is the basic philosophy of action learning. B. Although action learning is a popular tool, it has not shown a high level of effectiveness in leadership development. C. Action learning often involves assignment to a work team that addresses real-time actual challenges the company is facing. D. Action learning involves attending classes, watching videotapes, and working in teams to create development plans for the firm.

Action learning involves attending classes, watching videotapes, and working in teams to create development plans for the firm.

Which of the following aspects was not mentioned concerning norms for the Rocket Model of Team Effectiveness? A. If the team or team leader is not explicit about setting the rules that govern team behavior, they will simply evolve over time. B. The decisions the team makes, the way in which it makes decisions, how often and how long the team meets, should all be driven by the team's purpose and goals. C. There are many team norms. D. All of the above were mentioned concerning norms.

All of the above were mentioned concerning norms

Among the root causes of managerial derailment identified in the Leader-Follower-Situation model, a "lack of fit" falls under which group of causes? A. An overlap of causes related to the leader and the situation. B. An overlap of causes related to the leader and the follower. C. An overlap of causes related to the follower and the situation. D. Causes related to the leaders.

An overlap of causes related to the leader and the situation.

Many aspects of office arrangements can affect a leader's or follower's power. Which of the following statements is true in relation to this? A. Specific seating arrangements at circular tables do not affect participants' interactions. B. Rectangular tables facilitate communication. C. Individuals sitting at the ends of rectangular tables often wield more power. D. Rectangular tables minimize status differentials.

C. Individuals sitting at the ends of rectangular tables often wield more power.

16. Power A. is the capacity to cause change. B. always needs to be exercised to have its effect. C. is the degree of actual change. D. is always directly observed.

C. is the degree of actual change.

Students in a school for the mentally challenged did very poorly on standardized tests yet consistently found ways to defeat the school's elaborate security system. In this situation the students possessed a relatively high level of A. social intelligence. B. analytic intelligence. C. practical intelligence. D. creative intelligence.

C. practical intelligence.

People typically use ingratiation when A. the other person's behavior violates important norms. B. when an influencer anticipates resistance. C. they will personally benefit if the attempt is successful. D. when resistance is not anticipated.

C. they will personally benefit if the attempt is successful.

Which of these refers to how much a leader is friendly and supportive toward subordinates? A. Goal emphasis B. Consideration C. Initiating structure D. Work facilitation

CONSIDERATION

Poor followership was one of the root causes of managerial derailment identified in the Leader-Follower-Situation model which is classified as being under which group of causes? A. Causes related to the followers B. An overlap of causes related to the leader and the follower C. Causes related to the leaders D. An overlap of causes related to the follower and the situation

Causes related to the leaders

Which of the following statements about defensiveness is false? A. Defensiveness is likely to occur when someone feels threatened. B. Defensiveness is an unnatural reaction when we are criticized. C. Defensiveness lessens a person's ability to constructively use information. D. Putting yourself in someone else's shoes lessens your level defensiveness.

Defensiveness is an unnatural reaction when we are criticized.

Bad leadership is associated with which of the following managerial derailment factors? A. Inability to adapt. B. Failure to meet business objectives. C. Inability to build relationships. D. Inability to build and lead teams.

Failure to meet business objectives.

According to the GLOBE study, societies higher on future orientation tend to: A. Have flexible and adaptive organizations and managers. B. Assign greater weight to love in marriage decisions. C. Have lower rates of economic success. D. Have lower heart attack rates.

Have flexible and adaptive organizations and managers.

These persons in positions of authority do not want attention and have difficulties with both building teams and getting results. A. Results only managers B. Competent managers C. In name only managers D. Cheerleaders

In name only managers

What is the major disadvantage of the performance measurement system? A. It may be manipulated to allow continuation of the actions that best fulfill his/her reading of the system goals. B. A person might cheat on the measurement system by exploiting its weaknesses in hopes of advancement. C. It "takes underground" constructive dialogue about system goals or modifications in system measurements. D. A person acts in a way that optimizes his/her performance measurements without realizing that this outcome was not what the system intended.

It "takes underground" constructive dialogue about system goals or modifications in system measurements.

16. What is the unique contribution of the LMX theory? A. It looks at just the personal characteristics of the leader. B. It looks at the nature of the relationship between the leader and his/her followers. C. It looks at the characteristics of the situation. D. It looks at the interaction between the leader and his/her followers.

It looks at the nature of the relationship between the leader and his/her followers.

Which of the following statements concerning power and influence is incorrect? A. Effective leaders typically take advantage of all their sources of power. B. Leaders in well-functioning firms are not influenced by their subordinates. C. Leaders vary in the extent to which they share power with subordinates. D. Effective leaders generally work to increase their various power bases.

Leaders in well-functioning firms are not influenced by their subordinates.

22. Which of the following is a true statement about negotiation? A. Negotiators should separate the people from the problem. B. Win-win negotiation is always the best method of negotiation. C. Negotiation generally involves only two people. D. All of the above statements are true.

Negotiators should separate the people from the problem.

Derailed managers who derail due to an inability to build relationships with coworkers have which of the following characteristics? A. Failure to staff effectively B. Organizational isolation C. Lack of hard work D. Difficulty making strategic transitions

Organizational isolation

_____________ conflict occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products when this behavior is inconsistent with the salesperson's values and beliefs. A. Interrole conflict B. Intrasender role conflict C. Intersender role conflict D. Person-role conflict

Person-role conflict

Which of the following is not one of the advantages to having a good working relationship with superiors? a. Followers are often less satisfied with their supervisors and receive lower performance appraisal ratings when superior-follower relationships are poor. b. Research shows that followers with a good relationship will generally advance faster in their career. c. All of these are advantages. d. Superiors and followers sharing the same values, approaches, and attitudes will experience less conflict, provide higher levels of mutual support, and be more satisfied with superior-follower relationships than superiors and followers having poor working relationships.

Research shows that followers with a good relationship will generally advance faster in their career.

The OCEAN personality variable of conscientiousness corresponds with which attribute of emotional intelligence according to Goleman? A. Emotional awareness B. Achievement C. Understanding others D. Self-control

SELF CONTROL

Which of the following effects are the result of a leader's implicit and explicit expectations about goal accomplishment? A. The Goal-setting Effect B. The Pygmalion Effect C. The Self-Serving Bias D. The High-Expectation Effect

The Pygmalion Effect

32. Which of the following statements about high-LPC leaders is true? A. If tasks are being accomplished in an acceptable manner, they will move to their secondary level of motivation, which is forming and maintaining relationships with followers. B. They are primarily motivated by the task, which means that they primarily gain satisfaction from task accomplishment. C. They are primarily motivated by relationships, which mean that they are primarily satisfied by establishing and maintaining close interpersonal relationships. D. They will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished.

They are primarily motivated by relationships, which mean that they are primarily satisfied by establishing and maintaining close interpersonal relationships.

The degree to which someone tells others something and ensures that they understand what was said is called A. active communication. B. expression effectiveness. C. the intention component. D. communication effectiveness.

communication effectiveness.

Influence is a. The degree of actual change in a target person's values. b. Attributed to others on the basis of influence tactics they use. c. The potential to influence others. d. The capacity to produce effects on others.

a. The degree of actual change in a target person's values.

Power a. is the capacity to cause change. b. is always directly observed. c. is the degree of actual change. d. always needs to be exercised to have its effect.

a. is the capacity to cause change.

Leadership development is enhanced when experience involves the three processes of: A. stopping, looking, and listening. B. perception, attribution, and learning. C. action, observation, and reflection. D. action, behavior, and consequence.

action, observation, and reflection.

_______ is an effort to attain objectives by attacking or hurting others. A. Acquiescence B. Aggression C. Autonomy D. Assertiveness

aggression

Individuals who appear to be socially clueless, insensitive, pessimistic and grumpy may be low in: A. leadership competence. B. agreeableness. C. neuroticism. D. charisma.

agreeableness.

32. Smart mangers tend to do a better job of A. recognizing problems. B. developing work processes. C. hiring staff. D. all of the above.

all of the above

A person could potentially have good ___________ skills and still have poor feedback skills. A. communication B. listening C. assertiveness D. all of the above

all of the above

Authentic leadership is founded in A. consistency between values, beliefs and actions. B. the Greek philosophy, "to thine own self be true." C. interacting independent of other's expectations of them. D. All of the above

all of the above

Which of the following is one of the micro level psychological components that underlies empowerment? A. Influence B. Meaning C. Self-determination D. All of these are correct.

all of these

Leaders and followers who possess higher levels of this type of intelligence tend to be quick learners and have the ability to make accurate deductions, assumptions and inferences with relatively unfamiliar information. A. Analytic intelligence B. Practical intelligence C. Creative intelligence D. Social intelligence

analytic intelligence

People with higher levels of this type of intelligence tend to be quick learners and have the ability to make accurate deductions with relatively unfamiliar information. A. Practical intelligence B. Analytic intelligence C. Creative intelligence D. Triarchic intelligence

analytic intelligence

In the preconventional level of moral development, the criteria for moral behavior A. are based primarily on self-interest. B. are based primarily on gaining others' approval. C. are based on universal, abstract principles. D. are based primarily on behaving conventionally.

are based primarily on self-interest.

Leadership studies programs at the university-level: A. typically offer academic credit in the form of academic minors. B. are increasingly popular at many liberal-arts institutions. C. are typically curriculum-based at public and private institutions. D. should focus primarily on a single field of discipline, such as management.

are increasingly popular at many liberal-arts institutions.

Theory Y reflects a view that most people A. need to be coaxed to work productively. B. are not naturally motivated to work. C. need to be coerced to work productively. D. are intrinsically motivated by their work.

are intrinsically motivated by their work

17. These individuals are good at building teams and getting results through others. A. Cheerleaders B. Results only managers C. Competent managers D. In name only managers

competent managers

The two dimensions of the Leadership Grid are: A. communication and listening. B. concern for people and concern for production. C. known to others and known to oneself. D. introversion-extroversion and thinking-perceiving.

concern for people and concern for production.

17. Leaders who pull people together on the basis of shared beliefs and a common sense of organizational purpose and belonging A. are consistent. B. demonstrate empathy. C. have a compelling vision. D. have strong integrity.

have a compelling vision.

19. Followers are more likely to use ______ power to change their leader's behavior if they have a relatively high amount of referent power with their fellow co-workers. a. Expert b. Legitimate c. Reward d. Coercive

coercive

Followers are more likely to use _____ power to change their leader's behavior if they have a relatively high amount of referent power with their fellow co-workers. A. reward B. coercive C. legitimate D. expert

coercive

18. The ability to control others through the fear of punishment or the loss of valued outcome is _____. a. Legitimate power b. Reward power c. Expert power d. Coercive power

coercive power

Policemen giving tickets for speeding is an example of A. legitimate power. B. reward power. C. coercive power. D. expert power.

coercive power

Performance A. is the likelihood behavior an individual will initiate and continue exhibiting. B. involves making judgments about the adequacy of behavior with respect to certain criteria such as organizational goals. C. concerns those behaviors directed toward the organization's goals resulting from those behaviors. D. describes choosing a task to engage in establishing the level of effort to put forth on it and determining the degree of persistence in it over time.

concerns those behaviors directed toward the organization's goals resulting from those behaviors.

Researchers have found that _________ can cause a radical change in political power. A. communication B. conflict C. negotiation D. none of the above

conflict

People with higher scores in _________ are organized, and goal oriented, prefer structure and dislike change. A. openness to experience B. agreeableness C. extraversion D. conscientiousness

conscientiousness

Which of the following is occurring when agents ask targets to participate in planning an activity? a. Personal appeal b. Consultation c. Ingratiation d. Rational persuasion

consultation

Which of the following is occurring when agents ask targets to participate in planning an activity? A. Rational persuasion B. Ingratiation C. Consultation D. Personal appeal

consultation

In the informal coaching process, a leader is most likely to help a follower to grow skills by: A. reviewing a 360-degree feedback. B. creating a coaching plan. C. identifying long-term career goals. D. conducting a personality assessment.

creating a coaching plan

Members of the Veteran generation A. grew up during the era of the Watergate scandal. B. have been a stabilizing force in organizations for decades. C. work to live rather than live to work. D. have little respect for and less interest in leaders.

have been a stabilizing force in organizations for decades.

According to Bass, transformational leaders A. possess good visioning. B. motivate followers by setting goals. C. promise rewards for desired performance. D. perpetuates the status quo.

possess good visioning

Members of the Baby Boomer generation A. don't like to think of themselves as "the problem" in the workplace even though they frequently are. B. came of age during the Great Depression and World War II. C. are prone to digressions about "the good old days." D. tend to be more committed to their vocation than to any specific organization.

don't like to think of themselves as "the problem" in the workplace even though they frequently are

Which of the following involves making judgments about the adequacy of behavior with respect to certain criteria such as work-group or organizational goals? A. Reliability B. Responsiveness C. Performance D. Effectiveness

effectiveness

27. Which term is most often associated with the word "management"? A. Dynamism B. Risk-taking C. Efficiency D. Creativity

efficiency

Transformational leadership uses _____ as the fuel to drive followers' heightened motivational levels. A. emotion B. logic C. reasoning D. reward

emotion

17. The normative decision model is limited only to A. decision making. B. task behaviors. C. goal accomplishment. D. expectancy.

decision making.

Which of the following is NOT one of the four biases identified in research that can have a pervasive and corrosive effect on our moral decision making? A. Conflicts of interest B. Discrimination C. Overclaiming credit D. In-group favoritism

discrimination

Nazi concentration camp guards attempted to avoid moral responsibility for their behavior by claiming they were merely "carrying out orders." This is an example of A. displacement of responsibility. B. moral justification. C. advantageous comparison. D. distortion of consequences.

displacement of responsibility.

37. Leaders exhibiting participative leadership A. are very similar to the task behaviors from SLT. B. are very similar to the relationship behaviors in SLT. C. engage in the behaviors that mark consultative and group behaviors. D. would be seen as both demanding and supporting in interactions with their followers.

engage in the behaviors that mark consultative and group behaviors.

When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results, this is known as A. chronic managerial incompetence. B. authoritarian management. C. impoverished management. D. episodic managerial incompetence.

episodic managerial incompetence.

Terrorists may call themselves "freedom fighters," and firing someone may be referred to as "letting him go." This is an example of A. moral justification. B. diffusion of responsibility. C. euphemistic labeling. D. advantageous comparison.

euphemistic labeling

_____ power is a function of the amount of knowledge one possesses relative to the rest of the members of a group. A. Reward B. Referent C. Coercive D. Expert

expert

________ power is a function of the amount of knowledge one possesses relative to the rest of the members of a group. a. Reward b. Coercive c. Referent d. Expert

expert

Which of the following is not one of the macro level psychological components that underlies empowerment? A. Motivation B. Fear C. Learning D. Stress

fear

One of the disadvantages of highly cohesive group is finding that, people in such groups often become more concerned with striving for unanimity than in objectively appraising different courses of action. This phenomenon is called A. groupthink. B. punctuated equilibrium. C. overbounding. D. ollieism.

groupthink

30. Situational leadership theory suggests that the leader should base his behavior upon A. valued rewards. B. follower maturity. C. task structure. D. leader-member relations.

follower maturity

The interactional framework for analyzing leadership includes: A. followers, leaders, and situations. B. individuals, groups, and organizations. C. individual followers, groups, and leaders. D. First-level supervisors, mid-level managers, and top-level leaders.

followers, leaders, and situations.

GLOBE researchers identified 35 specific attributes and behaviors that are viewed as positive in some cultures but negative in others. Which of the following attributes was/were included in that list? A. Noncooperative B. Formal C. Dynamic D. All of these were included in the list.

formal

According to Tuckerman, _______ is the first stage teams go through. A. forming B. storming C. norming D. buy in

forming

The ____________ stage of development of groups is characterized by polite conversation, the gathering of superficial information about fellow members and low trust. A. norming B. storming C. forming D. performing

forming

Having an inability or difficulty seeing fresh uses for things we are very familiar with describes the mental block psychologists refer to as A. functional fixedness. B. Synectics. C. brainstorming. D. seeing things in a new way.

functional fixedness.

Crediting your own successes to dispositional factors and others' successes to factors in the environment are aspects of: A. single-loop learning. B. fundamental attribution error. C. self-fulfilling prophecy. D. double-loop learning.

fundamental attribution error.

As a group, this generation of workers tends to be technologically savvy, independent and skeptical of institutions and hierarchy. A. The Nexters B. The Veterans C. The Baby Boomers D. The Gen Xers

gen xers

Behaviors concerned with motivating subordinates to accomplish the task at hand are called: A. interaction facilitation behaviors. B. work facilitation behaviors. C. goal emphasis behaviors. D. leader support behaviors.

goal emphasis behaviors.

Leaders following the authentic leadership approach A. put on a different act with different audiences. B. have realistic self perceptions C. do whatever it takes to assure that things run smoothly. D. have misperceptions of self.

have realistic self-perceptions.

Leaders lower in neuroticism tend to A. take mistakes personally. B. become tense. C. hide their emotions. D. lose their temper when stressed.

hide their emotions

In terms of the Leadership Grid, leaders scoring 1,9 denotes: A. low concern for people and high concern for production. B. high concern for people and production. C. high concern for people and low concern for production. D. low concern for people and production.

high concern for people and low concern for production.

17. A leader in the first quadrant of the credibility matrix has a ______ of trust and a ______ of expertise. A. low level, low level B. low level, high level C. high level, high level D. high level, low level

high level, high level

Some individuals believe that family security is an important goal to strive for. In terms of instrumental values, such individuals may think that it is important to always act in a(n) A. helpful manner. B. courageous manner. C. honest manner. D. imaginative manner.

honest manner

A salesperson's good-natured or flattering banter with you before you make a decision about purchasing a product exemplifies a. Rational persuasion b. Consultation c. Personal appeal d. Ingratiation

ingratiation

A salesperson's good-natured or flattering banter with you before you make a decision about purchasing a product exemplifies A. rational persuasion. B. consultation. C. personal appeal. D. ingratiation.

ingratiation

In leaderless group discussions, facilitators and observers rate participants and provide feedback about _____ skills. A. supervisory B. interpersonal C. planning D. time management

interpersonal

Receiving conflicting information from two or more people about their expectations for your work behavior reflects A. intersender role conflict. B. intrasender role conflict. C. interrole conflict. D. person-role conflict.

intersender role conflict.

Receiving inconsistent signals about expected behavior from the same person as in, "I need this report back in five minutes and it had better be perfect", is called A. interrole conflict. B. intrasender role conflict. C. person-role conflict. D. intersender role conflict.

intrasender role conflict.

35. The highest levels of situational favorability occur when A. leader-member relations are good, the task is structured and position power is high. B. there are high levels of leader-member conflict, the task is unstructured and the leader does not have the power to reward/punish subordinates. C. leader-member relations are good, the task is unstructured and position power is low. D. there are high levels of leader-member conflict, the task is structured and the leader has the power to reward/punish subordinates.

leader-member relations are good, the task is structured and position power is high.

Which statement about leaders and managers is most likely false? A. Leaders imitate, but managers originate. B. Leaders focus on risk taking; managers focus on planning. C. Leaders accept the status quo; managers challenge it. D. Leaders develop, but managers maintain.

leaders accept the status quo; managers challenge it.

Work facilitation behaviors deal with: A. leaders acquiring and allocating resources. B. leaders motivating subordinates to accomplish the task at hand. C. leaders showing concern for subordinates. D. leaders minimizing conflicts among followers.

leaders acquiring and allocating resources.

Which of the following is not a macro psychological component underlying empowerment? A. Learning B. Motivation C. Stress D. Meaning

meaning

The process by which an older and more experienced person helps to socialize and encourage younger organizational colleagues is called: A. evaluating. B. consulting. C. mentoring. D. networking.

mentoring

Leaders that are _____________ tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments. A. skeptical B. bold C. mischievous D. imaginative

mischievous

Leaders high in initiating structure engage in: A. monitoring subordinates' performance levels. B. speaking up for subordinates' interests. C. caring about subordinates' personal situations. D. showing appreciation for subordinates' work.

monitoring subordinates' performance levels.

The ____ experience one has with a task, the ____ difficult it becomes. A. less, more B. more, more C. more, less D. easier, more

more,less

Among the following underlying causes of performance problems, leaders seem to have the most difficulty recognizing and rectifying A. motivation problems. B. unclear expectations. C. skill deficits. D. resource/equipment shortages.

motivation problems.

16. Anything that provides direction, intensity and persistence to behavior is A. motivation. B. performance. C. effectiveness. D. satisfaction.

motivation.

Herzberg labeled the factors that led to satisfaction at work as A. positive affectivity. B. hygiene factors. C. motivators. D. negative affectivity.

motivators.

20. Which of the following is not one of the five general approaches to managing conflict? A. Avoidance B. Sharing C. Negotiation D. Competition

negotiation

Transactional leadership A. occurs when a person possesses authority not because of tradition, but because of the laws that govern the position occupied. B. serves to change the status quo by appealing to followers' values and their sense of higher purpose. C. occurs when the traditions of society dictate who has authority and how this authority can be used. D. occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

According to research, the leader's vision is A. consistent with current realities. B. usually presented in written form so subordinates can study it. C. often depressing (in the short run) for the subordinates who must change their view. D. often a collaborative effort.

often a collaborative effort.

A highly cohesive group with members who overstep their boundaries or even violate laws to please the leader illustrates A. groupthink. B. ollieism. C. overbounding. D. teamwork.

ollieism.

The personality dimension that involves concerned with curiosity, innovative thinking and assimilating new information is known as A. openness to experience. B. extraversion. C. conscientiousness. D. neuroticism.

openness to experience.

17. Which of the following is not a component of the leadership vision? A. Ideas B. Edge C. Operating principles D. Expectations

operating principles

Which of the following is one of the motivators described in Herzberg's Two Factor Theory? A. The work itself B. Pay C. Coworkers D. Job security

pay

Functional, interdependent roles are characteristic of which stage of group development? A. Forming B. Storming C. Norming D. Performing

performing

17. Which of the following is an intrinsic reward? a. Time off b. Compensation c. Personal growth d. Praise

personal growth

Which of the following is an intrinsic reward? A. Compensation B. Praise C. Personal growth D. Time off

personal growth

A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over your head" if he breaks the law again is using a. Rational persuasion b. Legitimizing tactics c. Coalition tactics d. Pressure tactics

pressure tactics

A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over your head" if he breaks the law again is using A. legitimizing tactics. B. coalition tactics. C. pressure tactics. D. rational persuasion.

pressure tactics.

The inefficiencies created by more and more people working together is called A. groupthink. B. social loafing. C. process losses. D. deindividuation.

process losses.

The Thematic Apperception Test is a(n) A. neuropsychological test. B. personality inventory. C. intelligence test. D. projective personality test.

projective personality test

The first requirement for a team intervention to be success is that it involves A. a range of intervention techniques. B. raising awareness. C. instrument-based feedback. D. a good sense of real-time.

raising awareness.

20. Research findings by French and Raven generally indicates that leaders who relied primarily on ____ and ___ power had subordinates who were more motivated and satisfied, were absent less and performed better. a. Expert; reward b. Referent; expert c. Reward; legitimate d. Coercive; referent

referent; expert

In this stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back. A. Acceptance B. Rejection C. Anger D. Shock

rejection

Management skills are important for A. coaching followers on how to do things differently. B. determining a new vision for the organization. C. increasing dissatisfaction. D. reviewing progress on change plans.

reviewing progress on change plans.

Any consequence that increases the likelihood that a particular behavior will be repeated is called A. motivation. B. punishment. C. reward. D. preference.

reward

According to the research on charismatic leadership, which of the following characteristics would fall in the leader category in the L-F-S interactional framework? A. Crises B. Feelings of empowerment C. Rhetorical skills D. Task interdependence

rhetorical skills

A person is experiencing __________ if he or she wonders, "Just what am I supposed to be doing?" A. role ambiguity B. role conflict C. role overload D. role insufficiency

role ambiguity

The role theory clarified how situational demands and constraints cause A. vertical complexity. B. horizontal complexity. C. role overload. D. role conflict.

role conflict

Self-control, trustworthiness, conscientiousness, adaptability and innovation correspond to A. self-awareness. B. self-regulation. C. motivation. D. empathy.

self regulation

A situation in which one's expectations or predictions help determine the very results predicted is referred to as: A. attribution. B. double-loop learning. C. self-fulfilling prophecy. D. fundamental attribution error.

self-fulfilling prophecy.

16. What plays the most important role in determining who emerges as a leader, in response to the Great Man theory of leadership according to leadership researchers? A. Abilities B. Traits C. Situation D. Behavior

situation

When there is a known procedure for accomplishing a task, rules governing how one goes about it and if these rules are followed, there is one result. These features characterize a(n) A. task autonomy. B. structured task. C. unstructured task. D. task interdependence.

structured task

When followers are afraid of losing power, a leader's response to this fear would be A. to coach, mentor, train, peer coach, use job aids and so forth. B. to demonstrate empathy and have good listening skills. C. to help employees build new relationships before change occurs or soon thereafter. D. to design and implement a new reward system to support change initiative.

to demonstrate empathy and have good listening skills

Leadership is most associated with: A. consistency. B. planning. C. control. D. vision.

vision