MGMT 411 TEST #1
Which one of the following is the least essential characteristic of an effective follower? a. Reliance on being managed or led by another person b. Commitment to something beyond oneself c. Competence building d. Independent, critical thinking
A
According to complexity theory, leaders are complex individuals who often destroy organizations because of their personal conflicts. Select one: A. True B. False
B
The least engaged followers are those classified as participants. Select one: A. True B. False
B
A pronounced characteristic of an entrepreneurial leader is Select one: a. a reliance on others to take the big risks. b. a preference for taking huge risks. c. a cautious attitude toward taking risks. d. sensible risk taking.
D
Rather than leadership being something you do to people, it is considered something you do: a. against them. b. with them. c. after them. d. before them.
B
Emotional intelligence tends to a. peak at an early career stage. b. be closely associated with technical skill. c. improve with experience. d. decrease substantially during middle age.
C
A defining aspect of leadership is that it includes the ability to: a. communicate with people. b. delegate responsibility to others. c. maintain equilibrium in the organization. d. inspire people's confidence and gain their support.
D
A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters. The president's role is best classified as that of Select one: a. figurehead. b. coach. c. team leader. d. spokesperson.
A
A hands on and deeply engaged leader is most likely to be strong on which one of the following traits or characteristics? a. knowledge of the business b. emotionally supportiveness c. humility d. sense of humor
A
A key part of 360-degree feedback is for leaders to Select one: a. receive feedback from those who work with and for them. b. use a circular form for evaluating others. c. receive both positive and negative feedback almost daily. d. receive a little feedback almost every workday.
A
A leader who scored high on initiating structure would Select one: a. emphasize work scheduling and assigning tasks. b. disregard the feelings of team members. c. emphasize listening and personal warmth. d. strive to keep the group informed.
A
A major role for followers is to collaborate with leaders in achieving organizational goals. Select one: A. True B. False
A
A recommended approach for understanding the impact of leadership on performance is to ask Select one: a. "Under what conditions do leaders make a difference?" b. "How well liked is the leader?" c. "What is the history of the firm?" d. "What company policies regulate leadership?"
A
According to Fiedler's theory, task-motivated leaders perform the best in situations of high control and low control. Select one: A. True B. False
A
According to the leadership studies of Jim Collins, the most important factor in organizational performance is the a. personality of the organization. b. personality of the leader. c. product mix offered to the public. d. efficiency of operations
A
An example of a situational force in leadership is group member characteristics. Select one: A. True B. False
A
An important strength of the trait approach to leadership is that it a. can help with leadership selection and development. b. specifies how much of a given trait is important for leadership. c. specifies which traits are needed for leadership in a given situation. d. helps in analyzing the situational demands.
A
Creativity among leaders tends to be distributed a. along a continuum from low to high. b. into being creative versus not creative. c. between old and young leaders. d. between planners versus implementers.
A
If a leader wants to practice the path-goal theory of leadership, he should be prepared to compensate for the deficiencies of subordinates. Select one: A. True B. False
A
In the normative decision model, decision significance is defined as the significance of the decision to the success of the project or organization. Select one: A. True B. False
A
In the normative decision model, the leader examines certain factors within the situation to determine which decision-making style will be the most effective. Select one: A. True B. False
A
In the situational leadership model II, the key contingency factor is the development level of group members as determined by commitment and competence. Select one: A. True B. False
A
Intrinsically satisfying work can be a leadership substitute because such work a. is so self-motivating that the worker requires very little leadership. b. usually involves computer technology. c. is usually performed when the leader is away. d. lies outside the jurisdiction of leaders.
A
Leaders who have the "right stuff" have Select one: a. the necessary traits and characteristics to lead effectively. b. made the right connections to become leaders. c. intellectual characteristics associated with effective leadership. d. inborn charismatic behaviors.
A
One of the definitions of leadership offered in the text deals with figuring out what is right rather than a. having other people tell you what is right. b. explaining what is right. c. doing what is right. d. duplicating what is right.
A
Passion for the work on the part of a leader often expresses itself as a(n) a. obsession for achieving company goals. b. distrust of employees who are calm and relaxed. c. obsession for surfing the Internet during working hours. d. tendency to engage in ruthless cost cutting.
A
The most engaged followers are classified as diehards. Select one: A. True B. False
A
The purpose of a tough question by a leader is to help the person or group Select one: a. stop and think about why they are doing or not doing something. b. understand that they deserve to be punished. c. overcome a loss in self-confidence. d. realize how much they have to learn.
A
A key part of a leader having humility is to Select one: a. insult the group performance, including that of your own. b. put group members in the limelight, rather than oneself. c. make forecasts about the group not making standards. d. ask the group to lead itself so he or she can do analytical work.
B
A major proposition of the path-goal theory is that the leader should engage in behaviors that run counter to the subordinates' environment and abilities. Select one: A. True B. False
B
A person with high emotional intelligence is likely to Select one: a. become overly enthusiastic during a meeting. b. build strong personal bonds with people. c. be particularly well suited for performing analytical work. d. avoid stressful situations involving people
B
A systems thinker would be especially good at a. exploiting short-range benefits. b. understanding how the external environment influences the organization. c. sizing up people. d. managing his or her emotions to advantage.
B
According to the path-goal theory, the participative style is recommended when group members are performing repetitive tasks. Select one: A. True B. False
B
An important part of being assertive is to a. not tolerate differences of opinion. b. express feelings and opinions forthrightly. c. behave aggressively toward people when necessary. d. be obnoxious when necessary.
B
An important way of inspiring people is to Select one: a. satisfy their lower-level needs. b. satisfy their higher-level needs. c. implement tight control mechanisms. d. implement loose control mechanisms.
B
As a leader, department manager Anna is highly concerned about results, and has little concern for people. Her Managerial Grid style is labeled Select one: a. 1, 9 Accommodating. b. 9, 1 Controlling. c. 1, 1 Indifferent. d. 9, 9 Sound.
B
Contingency theories of leadership specify the personal characteristics of the leader that will contribute to effectiveness in a wide variety of situations. Select one: A. True B. False
B
Donald Trump is seen as a leader with a a. high standing on humility. b. personalized power motive. c. socialized power motive. d. low achievement drive.
B
Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of Select one: a. humility. b. trustworthiness. c. extraversion. d. sense of humor.
B
In the situational leadership model II, when group members have the highest level of competence and commitment, the directing style is recommended. Select one: A. True B. False
B
Kent is an enthusiastic leader, so his enthusiasm is likely to Select one: a. be perceived as an annoyance by group members. b. help him build relationships with the group. c. be perceived as somewhat of a phony by group members. d. make it difficult for him to advance further.
B
Leadership can be practiced a. only in the executive suite. b. at any level in the organization. c. only by people whose job title includes "manager." d. only when employees are performing below standard.
B
Leadership effectiveness tends to be higher when the leader's intelligence is a. about the same as that of the average group member. b. a little higher than that of the average group member. c. considerably higher than that of the average group member. d. considerably lower than that of the average group member.
B
Leadership effectiveness, as defined in the framework for understanding leadership, refers to the leader Select one: a. being impressive enough to get promoted. b. attaining desirable outcomes such as productivity and satisfaction. c. creating an attractive vision. d. turning over decision-making responsibility to group members.
B
Leadership takes into account factors related to the leader, the persons being led, and a. personality traits of leaders. b. various forces in the environment. c. personal characteristics of group members. d. forces beyond the control of the leader.
B
One meaning of the formula L = f ( l,gm,s) is that leadership is partially a function of Select one: a. gross marketing share. b. group members. Correct c. gross national product. d. satisfactions of the leader's boss.
B
Participative management is likely to work the best with Select one: a. employees in a large bureaucracy. b. competent and intelligent people. c. shy and nonassertive employees. d. employees in small, entrepreneurial firms.
B
The achievement motive refers to Select one: a. a desire to surpass productivity quotas. b. finding joy in accomplishment for its own sake. c. putting high energy into achieving work goals. d. sustaining a high level of energy for work.
B
The central theme of the nine dilemmas faced by leaders is a. controlling costs versus spending money. b. granting people the authority to act independently yet getting them aligned. c. built-in conflicts between labor and management. d. motivating versus satisfying employees.
B
The follower characteristic of competence refers to building skills that will make a person more marketable to other firms. Select one: A. True B. False
B
The leadership irrelevance theory suggests that factors outside the leader's control Select one: a. work at cross purposes against the leader. b. have a larger impact on business outcomes than does the leader. c. are more relevant to group members than is the leader. d. point leaders in an unethical direction.
B
The terms isolates, activists, and diehards, relate to the idea that followers differ in terms of level of a. intelligence and emotional maturity. b. engagement with the leader and the group. c. relevant job experience. d. job relevant skills.
B
Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness? a. Being highly diplomatic so as not to offend anyone b. Doing what she or he thinks is right in spite of the political consequences c. Behaving in a manner differently than he or she expects others to behave d. Making his or her behavior inconsistent with his or her intentions
B
With respect to heredity and environment, leadership effectiveness appears to be Select one: a. mostly due to heredity. b. the combined influence of heredity and environment. c. mostly due to the environment. d. four-fifths heredity and one-fifth environment.
B
"Knowledge of the business" as a leadership characteristic is closely related to the leadership trait of Select one: a. tenacity. b. creativity. c. cognitive ability. d. drive and motivation.
C
A potential disadvantage of being a leader is a. losing contact with paperwork and email. b. isolation from problems involving people. c. having fewer people to confide in about work-related issues. d. being out of the loop in terms of company policies.
C
According to an analysis of a group of studies, in terms of having an impact on company performance the leader was about as important as the a. building in which the company headquarters is located. b. packaging chosen for the products. c. industry in which the company operated. d. price of the stock.
C
An aspect of the coach and motivator role of the leader is to Select one: a. deal with outside groups. b. display loyalty to superiors. c. informally recognize team member achievements. d. bargain with superiors for funds, facilities, and equipment.
C
An effective way for a leader to collaborate with group members is to a. make sure the group members get their yearly salary increases. b. make all the major decisions himself or herself. c. solicit input from the right group members. d. make the hierarchy as steep as possible.
C
An important application of farsightedness for executive leaders is to a. study technological developments. b. avoid being frustrated by the demands of group members and customers. c. predict the direction of environmental forces. d. memorize product information.
C
If hands-on guidance is carried to the extreme, it can result in Select one: a. team-management. b. rapid skill-development of the group member. c. micromanagement. d. alignment of people.
C
Jane is a farsighted leader, so she Select one: a. tends to delay taking action. b. avoids planning her unit's activities. c. sees the long-range implications of her actions. d. focuses on the short-range implications of her actions.
C
Middle manager Sara is engaged in the team builder role when she a. negotiates for a larger budget for her team. b. represents her group at a company meeting. c. holds a meeting to talk about team accomplishments. d. helps the group solve a technical problem.
C
Self-confidence is an important leadership characteristic Select one: a. primarily among executives. b. primarily among supervisors. c. in almost every leadership setting. d. for male leaders more than for female leaders.
C
Substitutes for leadership refers to Select one: a. financial incentives that encourage people to work independently. b. group members who are in charge when the leader is absent. c. factors in the work setting that make leadership superfluous. d. extra compensation given to employees who are asked to supervise their own work.
C
Tenacity is considered to be an important leadership characteristic because a. leaders have such limited power over group members. b. it requires tenacity to keep a job during an era of downsizing. c. it often takes so long to implement a new program. d. leaders are so often under attack from group members.
C
The consideration dimension of leadership behavior includes how well the leader creates an environment of Select one: a. heavy concern for financial controls. b. carefully controlled work procedures. c. emotional support, friendliness, and trust. d. careful concern for organizational productivity
C
Which one of the following is the least important factor in building a partnership between the leader and group members? a. Many people working on the same purpose b. The right for people to express a contrary opinion c. The leader having most of the accountability d. Absolute honesty among people
C
A component of the general learning model applied to skill development in leadership is a. memorizing lists of great business leaders. b. making cross-comparisons of leadership theories. c. reading vision statements in annual reports. d. conceptual information supported by examples of leaders in action.
D
A leader with an internal locus of control a. is often low in self-confidence. b. is often interpreted by group members as being weak. c. sees environmental factors as causing most events. d. takes responsibility for events happening.
D
A point made by complexity theory is that leaders and managers a. create unnecessary complexity in their organizations. b. can predict accurately which strategies or product mixes will survive. c. can usually stay one step ahead of environmental forces. d. can do little to alter the course of the complex organizational system.
D
An advantage of being a leader noted in the leadership text is Select one: a. being able to avoid the long hours typically worked by team members. b. loads of overtime pay. c. the opportunity to sidestep organizational politics. d. a chance to help others grow and develop.
D
An authentic leader would most likely a. imitate the behavior of the company CEO. b. engage in excessive organizational politics. c. expect more of workers than himself or herself. d. practice his or her values consistently.
D
Marketing vice president Derek is engaged in the strategic planner role when he a. takes a key customer to lunch. b. coaches an account executive on how to close a major sale. c. makes plan for enlarging the office. d. looks for ideas in the outside world that could help the company.
D
Research about emotional intelligence and leadership concludes that a. emotional intelligence alone leads to career success. b. emotional intelligence combined with ambition accounts for 90 percent of career success. c. general intelligence and technical skills are the most important for top-level leaders. d. a leader's mood and associated behaviors affect bottom-line performance.
D
Some researchers contend that male leaders, in contrast to female leaders, are more inclined to Select one: a. manage by rewards. b. rely on interpersonal skills. c. practice participative leadership. d. use a command-and-control style.
D
The balance of opinion suggests that the contributors to leadership effectiveness are a. virtually unknown. b. about 90 percent nature and 10 percent nurture. c. about 90 percent nurture and 10 percent nature. d. a combination of nature and nurture.
D
The modern organization is characterized by a. a reversal of roles between leaders and followers. b. an overthrow of authority by leaders. c. competition between leaders and followers. d. collaboration between leaders and followers.
D
The most effective type of humor for an organizational leader to use is directed at a. the competition. b. group members. c. other departments. d. himself or herself.
D
The various components of the framework for understanding leadership a. cancel each other out as the leader applies the model. b. are added together to estimate their total force. c. operate quite independently of each other. d. have a reciprocal influence on each other.
D
