MGMT-Leadership: Midterm Chapters 1-7
Chapter 2: An important strength of the trait approach to leadership is that it:
can help with leadership selection and development.
Chapter 7:A recommended strategy for minimizing office politics is to:
set a good example at the top.
Chapter 7:According to a consultant cited in the leadership text, after the group is empowered, the leader:
should still provide guidance.
Chapter 2: A leader with an internal locus of control:
takes responsibility for events happening.
Chapter 3:An effective vision should
connect with the goals and dreams of constituents.
Chapter 2: Simon, the CEO of a consumer electronics firm, receives a huge positive response from the industry experts and consumers for introducing breakthrough technologies in the company's products. Simon is a _____ leader.
creative
Chapter 7:A leader acquires prestige power through:
developing an outside reputation.
Chapter 5: Baxter, a chief operating officer, practices contingency leadership when he:
discards old ideas that no longer fit the situational forces.
Chapter 6:The Sarbanes-Oxley Act requires public companies to _____.
disclose whether they have adopted a code of ethics for senior financial officers
Chapter 4:Stephen, chief financial officer of Pluto Inc., is considered to be a very organized and disciplined leader by his employees, thus scoring high on the dimension of initiating structure. This impression of Stephen could stem from the fact that he _____.
emphasizes completing work on time without any unreasonable delays
Chapter 6:Edwin, an engineer in a construction material manufacturing company, always strives to give his best because he is aware that he is contributing to something larger and would be recognized for it. It can be inferred from the given scenario that _____.
employees who work in an ethical environment tend to be better motivated
Chapter 7:According to the Law of Reciprocity (as it relates to organizational politics),:
everybody expects to be paid back.
Chapter 6:Many unethical behaviors at the leadership level have:
led to the layoffs of thousands of workers.
Chapter 3:Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is:
likely to score high on emotional intelligence.
Chapter 7:Margaret has Machiavellian tendencies, so she is likely to:
manipulate other people for her personal gain.
Chapter 3:A study showed that attributions of charisma are heavily influenced by:
members of a person's network.
Chapter 5:The situational factors in the normative decision model are known as:
problem variables.
Chapter 3:A vision deals mostly with:
the ability to imagine different and better conditions and the ways to achieve them.
Chapter 6:A recent development in corporate philanthropy is for corporate leaders to demand:
a good return on investment, in terms of social impact.
Chapter 3:A charismatic leader will often:
challenge, prod, and poke other people.
Chapter 1: The modern organization is characterized by
collaboration between leaders and followers.
Chapter 5:Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in behaviors that:
complement subordinate characteristics and task demands.
Chapter 4:Division manager Cassandra wants to get the most out of her direct reports. A good strategy would be for her to _____.
concentrate on the strengths of her direct reports
Chapter 6:One of the approaches for achieving a socially responsible and ethical organization is to _____.
engage in philanthropy
Chapter 3:A challenge to the validity of charismatic leadership is that charismatic leaders may:
not be necessary for leadership effectiveness
Chapter 2: Jane is a farsighted leader, so she:
sees the long-range implications of her actions.
Chapter 1: The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______.
self-management
Chapter 5:Plant manager Kristina practices evidence-based leadership when she:
uses leadership practices proven to be effective.
Chapter 2: Which of the following is true of a leader with socialized power motives?
They exercise power more for the benefit of the entire organization.
Chapter 4:A consultative leader _____.
confers with the group before making a decision
Chapter 1: The terms isolates, activists, and diehards relate to the idea that followers differ in terms of level of
engagement with the leader and the group.
Chapter 4: Providing group members with too little hands-on guidance about how to accomplish important work can be a symptom of _____.
macromanagement
Chapter 7:Roxanne, a manager, applies the dependence perspective toward power when she:
makes her staff members dependent on her to pursue their ideas.
Chapter 6:When senior management provides strategic leadership for ethics:
senior managers become ethics leaders.
Chapter 6:Evan, a manager, strongly believes in the concept of power sharing. Therefore, Evan is most likely to _____.
allow for group member input into decisions and listen to their suggestions
Chapter 3:A charismatic leader goes beyond the ordinary use of public social networking sites. Which of the following messages is an example of a charismatic use of social networking sites?
"Our company has achieved 25 percent annual growth in the recently declared estimates of the previous financial year. I would like to thank all the employees for their contribution and hard work."
Chapter 4:Keith, the chief financial officer of MoneyPro Inc., a stock brokerage firm, is unhappy with the performance of his firm in the last quarter. He blames the lackadaisical attitude of his group members for the firm's poor performance. Which of the following measures should Keith adopt to protect the investors of his firm and increase his effectiveness as a leader?
He should further raise funds from the market and be willing to invest them in riskier options to ensure maximum yield.
Chapter 7:A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that empowerment was negatively associated with job satisfaction among the workers in:
India.
Chapter 5:The contingency approach to leadership explains that leaders are most effective when they:
attune their behavior to situational forces.
Chapter 4:David, the chief security officer of SimplyBuy.com, an e-commerce initiative, makes decisions regarding the enhancement of data security of the company's clients on his own, assuming that other members will comply. David's decision-making strategy is attributed to the _____ style of leadership.
autocratic
Chapter 6:Which of the following is a recommended initiative for achieving an ethical and socially responsible organization?
Provide strategic leadership directed toward the goal.
Chapter 3:Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is:
a socialized charismatic.
Chapter 5:Annette's team has been able to meet the production target of 20,000 units per year. In the next financial year, Annette sets a target of 25,000 units for the team. Accordingly, the team's individual targets are set to increase. In the context of the path-goal theory of leadership effectiveness, Annette is following the _____ of leadership.
achievement oriented style
Chapter 2: Creativity among leaders tends to be distributed:
along a continuum from low to high.
Chapter 1: Leadership effectiveness, as defined in the framework for understanding leadership, refers to the leader:
attaining desirable outcomes such as productivity and satisfaction.
Chapter 1: In the basic framework for understanding leadership, group member characteristics and behavior are understood to be:
attributes that could have a bearing on how effective the leadership attempt will be.
Chapter 7:A recommended way of reducing disruptive politics within the work group is to:
avoid favoritism.
Chapter 7:A major political blunder is to:
be tactless toward influential people.
Chapter 6:An example of a whistleblower (in relation to ethics) would be a(n):
bookkeeper who tells a journalist about fraudulent accounting in the company.
Chapter 2: A person with high emotional intelligence is likely to:
build strong personal bonds with people.
Chapter 1: At a meeting, a(n) _____ is more likely to focus on the refreshments and taking peeks at his or her personal text messages than focusing on the agenda.
bystander
Chapter 4:Participative management is likely to work the best with
competent and intelligent people.
Chapter 4:Suggestions for making better use of 360-degree surveys include _____.
customizing the assessment dimensions based on the leadership competencies that are associated with success
Chapter 7:A rationale for empowerment is that the most successful organizations:
effectively use the talents of all players on the team.
Chapter 4:Martha, the chief designer of StyleSmartz, is considered a role model by her design team members for her role as an effective leader and her relationship-oriented attitudes and behaviors. Martha is considered an effective leader by the team due to her tendency to _____.
engage in management openness by encouraging members to voice their opinion
Chapter 4:John, the chief marketing officer of Neptune. Inc., is working closely with his team to develop a series of marketing campaigns for the newly launched product of his company. John is considered to be a leader who is high on consideration by his employees. The employees' impression of John could stem from the fact that John _____.
ensures that the members of his team have a separate floor to themselves in the office
Chapter 5:Contingency leadership theorists believe that in terms of shaping the leader's behavior, _____.
forces in the situation are much more important that the leader's personal characteristics.
Chapter 3:The personalized charismatic leader uses power to:
further his or her own interests.
Chapter 1: A major frustration facing leaders in the pursuit of conflicting goals is:
granting people the authority to act independently yet also getting them aligned.
Chapter 3:A major concern about charismatic leadership is that
group members sometimes follow a charismatic leader down an unethical path.
Chapter 5:According to the normative decision model , leaders must choose a style that brings about the correct degree of _____ when making decisions.
group participation
Chapter 3:Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan:
has developed a personal brand.
Chapter 2: Torres was recently appointed the marketing head of a cosmetics company. He has a keen interest in the cosmetics industry and has extensively studied the company's past growth and marketing strategies. This reveals that Torres:
has knowledge of the key task the group is performing.
Chapter 1: A potential disadvantage of being a leader is
having fewer people to confide in about work-related issues
Chapter 1: Middle manager Sara is engaged in the team builder role when she
holds a meeting to talk about team accomplishments.
Chapter 7:A consequence of the dependence perspective is that when leaders start losing their ability to control resources, they:
lose power.
Chapter 2: Passion for the work on the part of a leader often expresses itself as a(n):
obsession for achieving company goals.
Chapter 6:Amanda, a business analyst, presents false research findings to her manager to prove that the desired results have been achieved and to get appreciation for her work. Which level of moral development is illustrated in the given scenario?
preconventional level
Chapter 4: When workers are aligned, they tend to _____.
pull together for a higher purpose
Chapter 3:A leader who is a socialized charismatic is likely to:
pursue goals that fulfill the needs of group members.
Chapter 5:In times of crisis, Stacy, an effective leader, addresses the inevitable drop in performance and productivity by:
pushing her employees to return to their normal work and routines.
Chapter 6:Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by:
rationalizing.
Chapter 5:One suggestion to the leader based on path-goal theory is for the leader to:
reduce frustrating barriers to reaching goals.
Chapter 3:A key point about charisma is that it is a(n):
relationship between the leader and the group members.
Chapter 2: Mike is the head of a research team at a technology firm. In spite of constant rejection of Mike's ideas by the senior officials, he consistently pursues his ideas without losing confidence. This shows that Mike is a(n) _____ leader.
resilient
Chapter 6:A recommended approach for promoting ethical behavior throughout an organization is to:
reward people who have performed well and behaved ethically.
Chapter 3:Chandler is the head of a pulp and fibre manufacturing company. Despite his keen interest in closing a deal with a distributor in a developing country, he is convinced of the emerging surveys that show a lack of demand for the company's products. Hence, he decides to drop the project in spite of his personal interest. This shows that Chandler is:
sensibly persistent.
Chapter 4:Jeremy, a low-level employee at a textbook publishing company, is motivated by the fact that his manager often takes time to discuss his future in the publishing industry, suggesting interesting directions his job might take and offering him career assistance. Jeremy's manager could be referred to as a ______ leader.
servant
Chapter 5:Craig, a sales manager, has been asked to explain the under-performance of his team in the previous financial year. Instead of understanding and working on resolving the team's issues, Craig comes up with a number of defensive statements and denies wrongdoing from his team's part. This is known as _____ the problem.
stonewalling
Chapter 1: Kiev, the manager of an accounting department, helps his CFO in framing the financial policies of his company. In this scenario, Kiev is carrying out the leadership role of a(n) _____.
strategy developer
Chapter 3:Max wants to develop a personal brand, so he
studies his basket of personal strengths.
Chapter 5:The ______ leader enhances morale when group members work on stressful or frustrating tasks by displaying concern for group members' well-being.
supportive
Chapter 1: An article argues that Edmonton Bank is unlikely to change its policies even though it recently appointed a new CEO. It notes that all the CEOs of Edmonton Bank are Caucasian males in their late forties who went to Ivy League schools. This article's argument about leadership irrelevance is based on the idea that:
the new CEO will act in a way similar to the previous CEOs.
Chapter 3:Stephen, the CEO of an automotive company, addressed his employees in his company's annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is acting as a:
visionary leader.
Chapter 4:The major thrust of the servant leader is to _____.
work on behalf of group members to help them achieve their goals
Chapter 1: As observed by Robert E. Kelley, _____ is an essential quality of effective followers.
commitment
Chapter 5:George and Jonathan are the production and marketing managers of a firm. While George is optimistic to work out the issues of his least preferred coworker, Jonathan is adamant that the least preferred coworker in his team has to be replaced. In this case, which of the following statements is true?
George is relationship motivated , while Jonathan is task motivated.
Chapter 2: Grace, the CEO of an oil and gas exploration company, decides to buy an oil block, even though experts have warned her of security risks and uncertainty with regard to oil presence. Grace completes the oil deal, and exploration in the block confirms oil presence. Which of the following traits best describes Grace's actions?
Gutsy
Chapter 4:Which of the following leaders reflect the key aspects of servant leadership?
Angelina focuses on what is feasible to accomplish despite being very idealistic in nature.
Chapter 3:Which one of the following is not a particularly recommended place to obtain information when formulating a vision statement?
Companies that are known for unambitious business practices
Chapter 2: Walker is a supervisor at an exporting unit. He has a cheerful disposition, and encourages and appreciates his team members who suggest ideas or accomplish tasks. Which of the following traits best describes Walker's behavior?
Extraversion
Chapter 6:The employees of a company feel that management does not make fair decisions when increasing salaries or promoting people. Which ethical screen is used by the employees to question the decisions of management in the given example?
Justice
Chapter 5:Which one of the following is the most recommended approach to leadership during a crisis?
Lead with compassion.
Chapter 1: According to Nick Petrie, which of the following is a feature of the old paradigm of leadership?
Leadership resides in a single person or role.
Chapter 7:_____ authorizes people at the highest levels in an organization to make a decision and expect compliance.
Legitimate power
Chapter 7:Which of the following factors is least likely to contribute to political behavior in the workplace?
Rejecting unwarranted compliments from subordinates
Chapter 5:Who among the following is not practicing evidence-based leadership?
Ryan, who relies heavily on common sense and adopting practices used by other companies
Chapter 6:The approach that focuses on social responsibility by finding out better ways for leaders to make a positive contribution to society is known as the _____ approach.
Thou Shalt
Chapter 4:A leader engages in management openness when he _____.
encourages subordinates to voice their opinion
Chapter 2: Emotional intelligence tends to:
improve with experience.
Chapter 5:Following Fiedler's contingency model, a leader can increase situational control by:
increasing his or her position power.
Chapter 1: The defining aspect of leadership is that it includes the ability to
inspire people's confidence and gain their support.
Chapter 3:Charismatic leaders use metaphors and analogies primarily to:
inspire team members to higher performance.
Chapter 3:Charismatic leaders use visions for the important purpose of:
inspiring group members.
Chapter 1: Zach is a team member who rarely offers inputs to his team leader. He follows orders passively and does not take an interest in his company's growth. As a follower, Zach is most likely a(n) _____.
isolate
Chapter 6:Corporate social responsibility centers on a firm's:
positive contribution to society.
Chapter 2: Clark is an enthusiastic leader who has the ability to clearly communicate his team plans and goals. He is also known for his ability to resolve disputes quickly, taking into consideration the interests of all the parties involved. Clark is likely to score high on:
relationship management.
Chapter 7:One type of personal power would be power stemming from the:
relevant expertise a person brings to the job.
Chapter 4:An important way of inspiring people is to _____.
satisfy their higher-level needs
Chapter 4:Judy Rosener contended that male leaders, in contrast to female leaders, are more inclined to _____.
use a command-and-control style
Chapter 3:Brain research about being a visionary suggests that visionaries in contrast to non-visionaries:
use their brains differently.
Chapter 1: Jane is part of the sales team at JudyFashions Inc. Even though she has not been given a designation as the team leader, most of the team members rely on Jane for her opinions and suggestions on various sales related queries. Judy can be classified as a(n) ______ leader.
emergent
Chapter 7:Which of the following examples represents a manager whose actions encourage organizational politics?
A manager who frowns every time he receives criticism
Chapter 6:Which of the following examples illustrates a method for creating a socially responsible and ethical organization?
ABC Inc., a large industrial group, encourages its senior managers to set examples for other employees by being fair and just in their actions.
Chapter 7: Anika Bananga, a CEO, is a black woman raised in Africa. While introducing Bananga to work associates, it would be most politically correct to say, "I would like you to meet Anika Bananga, our _____."
CEO
Chapter 2: Clara is the CEO of an online retail store. Her business saw a 40 percent increase in profits in the current year owing to her instant adaptation to current and upcoming trends. This shows that:
Clara is a flexible leader.
Chapter 1: During a team meeting, the team manager expresses disappointment in his team's productivity rate. Svetalana, a team member, speaks up and says that their current project is particularly taxing on the team members and they have not compromised on the quality of their work. Which of the following qualities of a good follower is Svetlana displaying in this scenario?
Courage
Chapter 2: Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness?
Doing what she or he thinks is right in spite of the political consequences
Chapter 5:_____ is not a contingency factor that affects the decision-making style chosen in the normative decision model.
Financial feasibility
Chapter 2: Clarke, the CEO of Abbott Corp., owns several businesses. He enjoys dominating others and prefers subordinates who are submissive and passive. Which of the following power motives explains Clarke's behavior?
Personalized
Chapter 6:Blue Inc., a highly profitable consumer goods manufacturing company, invests in a number of social responsibility initiatives that in turn generate profit for the company. Which feature of corporate and social performance is illustrated in the given scenario?
Virtuous circle
Chapter 2: William heads the marketing department of an apparel company. He is an enthusiastic leader who puts in extra work hours to increase the productivity of his team. He is so engaged and passionate about his work that he willingly contributes to his team even during his vacation. Which of the following could possibly be a consequence of William's behavior?
Work addiction
Chapter 7:According to the dependence perspective, Alex has power over Ziggy when:
Ziggy is dependent on Alex.
Chapter 1: A major source of satisfaction from being a leader is
a chance to help others grow and develop.
Chapter 7:Middle manager Barney practices favoritism when he recommends for promotion:
a golfing buddy who is a poor performer.
Chapter 4:Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessica's decision is attributed to the _____ style of leadership.
consensus
Chapter 4:Emily, the product development manager of JuzTel, seeks suggestions from her team members for improvising on the company's existing range of cell phones. The team members pour in their suggestions and Emily takes the final call on the inputs received by them. In this scenario, Emily is portrayed as a(n) _____.
consultative leader
Chapter 1: Leadership takes into account factors related to the leader, the persons being led, and
context, or the internal and external environment.
Chapter 4:A top leader is supposed to help promote values and principles that _____.
contribute to the welfare of individuals and the organization
Chapter 7:Which of the following is true of delegation?
it is a narrower concept than empowerment.
Chapter 2: A hands-on and deeply engaged leader who is talented at developing innovating business strategies is most likely to be strong on which of the following traits or characteristics?
knowledge of the business
Chapter 5:In Fiedler's contingency theory, an important dimension for rating situation favorability is:
leader-member relations.
Chapter 6: Chief financial officer Barry submits travel and expense reports that are completely genuine and encourages employees in his division to always give accurate and correct information. Barry is using the ethical initiative called:
leading by example.
Chapter 7:The higher a unit reports in a firm's hierarchy, the:
more power it acquires.
Chapter 6: Corporate philanthropy is most effective when:
the company seeks follow-up data to measure the maximum return in terms of social impact.
Chapter 5:According to the normative decision model, group support refers to:
the degree to which the team supports the organization's objectives at stake in the problem.
Chapter 1: A Duke University survey about executive leadership found that CEOs can influence leadership, but only if
the leader is perceived to be responsible and inspirational.
Chapter 2: Leaders who have the "right stuff" have:
the necessary traits and characteristics to lead effectively.
Chapter 5:In path-goal theory, the directive leader improves morale when:
the task is unclear and vague.
Chapter 6:A major source of individual differences in ethics and morality among leaders is:
their level of greed, gluttony, and avarice.