MGT 320 EXAM 1
51. refers to a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others.
Emotional Intelligence
1. Leadership involves maintaining the status quo, not creating change. a. True b. False
False
1. Leadership is the sole basis for success of an organization. a. True b. False
False
1. The contingency approach to leadership sought to identify the traits leaders possessed that distinguished them from people who were not leaders. a. True b. False
False
10. An external attribution says characteristics of a person led to the behavior. True False
False
10. Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state. a. True b. False
False
11. Leaders who score low in emotional intelligence are typically more effective. a. True b. False
False
11. Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their performance. a. True b. False
False
11. The halo effect occurs when perceivers see their own personal traits in other people. True False
False
12. The role ofleadership is to motivate people through rewards and punishments. a. True b. False
False
13. Leadership coaching means trying to change people and make them something other than what they are. a. True b. False
False
13. Leadership skills and qualities can be learned solely from a textbook a. True b. False
False
13. Task-oriented leadership behaviors include giving time and encouragement. a. True b. False
False
14. Fear-based motivation makes an employee feel valued as a person. a. True b. False
False
14. Leaders should wait for an annual review to let employees know how they're doing or how they can improve. a. True b. False
False
14. The first stage of research in the area of individualized leadership explored whether leaders could intentionally develop partnerships with each group member. a. True b. False
False
15. Effective leaders see feedback as something to dread or fear and not as a route to improvement and development. a. True b. False
False
2. An alienated follower is an independent, critical thinker who is active in an organization. a. True b. False
False
3. A person high on extroversion may come across as quiet, withdrawn, and socially unassertive True False
False
3. It is important for leaders to regard their assumptions as fixed truths rather than temporary ideas. a. True b. False
False
4. A passive follower exhibits critical, independent thinking and displays initiative and a sense of responsibility. a. True b. False
False
4. In a hyperconnected, networked age, competition becomes more important than collaboration. a. True b. False
False
4. The more aware a leader is of his or her assumptions, the less the leader understands how assumptions guide behavior and decisions. a. True b. False
False
5. A humble leader may make more risky and daring decisions, whereas a hero leader will seek advice. a. True b. False
False
5. Leaders should not question long-held assumptions or attempt to shift their mental models. a. True b. False
False
5. People with a high internal locus of control typically prefer to have structured, directed work situations True False
False
6. A manager with a global mindset sees everything from one's own limited personal or cultural perspective. a. True b. False
False
6. Derailed managers are people who reached a plateau, were fired, or were forced to retire early, and later excelled in a functional area. a. True b. False
False
6. Talent arises from a strength that has been supported and reinforced with knowledge and skills. a. True b. False
False
7. A derailed manager has the ability to see the big picture when promoted into a general management position. a. True b. False
False
8. An attitude is primarily a negative belief about people, events, or things. True False
False
8. Building a relationship with a leader implies submitting to authority. a. True b. False
False
8. In the operational leadership role, an executive does not have direct control over people and resources to accomplish results. a. True b. False
False
9. Managers and leaders are inherently different types of people as leadership and management cannot go hand-in hand. a. True b. False
False
9. Theory Y reflects the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility. True False
False
9. With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting the dots. a. True b. False
False
A person's values cannot change throughout life as they are fairly well established by early adulthood True False
False
I. A mental model is an external picture that does not affect a person's thoughts and actions. a. True b. False
False
Organizational leadership is exclusively an individual phenomenon True False
False
46. means questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking.
Independent Thinking
48. includes arousing followers' thoughts and imaginations as well as their ability to identify and solve problems creatively.
Intellectual stimulation
47. is a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances.
Mindfulness
10. An important element of systems thinking is to discern circles of causality. a. True b. False
True
10. It is a leader's job to clearly communicate where a group or organization is going and why. a. True b. False
True
10. Leaders in an advisory role are responsible for developing broad organizational capabilities rather than accomplishing specific business results. a. True b. False
True
11. In terms of relationships, management focuses on getting the most results out of people so that production goals are achieved. a. True b. False
True
12. Attributions are important because they help people decide how to handle a situation. True False
True
12. Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust. a. True b. False
True
12. Leadership coaching helps followers upgrade their skills and enhance their career development. a. True b. False
True
12. The emotional state of a leader influences the entire team, department, or organization. a. True b. False
True
13. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization. a. True b. False
True
13. Cognitive approaches are preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought. True False
True
14. According to Herrmann's whole brain concept, a person who relies heavily on quadrant-B thinking is well-organized, reliable, and neat. True False
True
14. Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it. a. True b. False
True
15. According to the relational theories of leadership, interpersonal relationships are seen as the most important facet of leadership effectiveness. a. True b. False
True
15. Leaders can learn to work more effectively with different personality types by striving for understanding. True False
True
15. The relationship between an employee and his or her direct supervisor is the primary factor determining the level of fear experienced at work. a. True b. False
True
2. Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations. a. True b. False
True
2. Leaders who are constantly trying to please everyone often make poor decisions because they cannot tolerate even a mild degree of conflict. True False
True
2. The qualities needed for effective leadership are the same as those needed to be an effective follower. a. True b. False
True
3. At present, social connectedness and mobility are the central aspects of every leader's job. a. True b. False
True
3. Leaders at all levels need some degree of optimism to see possibilities and rally people around a vision for a better tomorrow. a. True b. False
True
3. To effectively manage up requires understanding what leaders want and need. a. True b. False
True
4. A less conscientious person tends to be easily distracted and impulsive. True False
True
4. Self-confidence doesn't mean being arrogant and prideful but rather knowing and trusting in oneself. a. True b. False
True
5. Effective followers have the courage to initiate change and put themselves at risk or in conflict with others. a. True b. False
True
5. The myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage to the organization. a. True b. False
True
6. Effective followers are characterized by both mindfulness and a willingness to act and are essential for an organization to be effective. a. True b. False
True
7. One of the tactics for followers to manage up is to be a resource for the leader. a. True b. False
True
7. The Pike Syndrome illustrates the power of the conditioning that limits people's thinking and behavior. a. True b. False
True
8. Leaders need to develop a "beginner's mind" that refers to putting aside preconceptions and suspend beliefs and opnnons. a. True b. False
True
8. The best leaders, at all levels, are those who are genuinely interested in other people and find ways to bring out the best in them. a. True b. False
True
9. Effective followers have to know what they stand for and be willing to express their own ideas to their leaders even though this might mean risking their jobs. a. True b. False
True
9. With respect to the three types ofleadership roles, leaders in collaborative roles typically don't have the strong position power of the operational role. a. True b. False
True
People are constantly valuing things, people, or ideas as good or bad, pleasant or unpleasant, ethical or unethical, and so forth, whether they recognize it or not. True False
True
46. ________ refers to failing to consider possibilities beyond what one is told and accepting a leader's ideas without thinking.
Uncritical Thinking
18. A leader who scores high on agreeableness: a. seems warm and approachable. b. tends to become anxious or tense. c. likes to be in control and have influence over others. d. comes across as quiet and withdrawn.
a
21. Which of the following statements is true of end values? a. They are beliefs about the kind of goals or outcomes that are worth trying to pursue. b. They are beliefs about the types of behavior that are appropriate for reaching goals. c. They include such things as being helpful to others, being honest, or exhibiting courage. d. They tend to fall into two categories of morality and competence.
a
40. According to Hemnann's whole brain concept, people who rely heavily on quadrant-B thinking: a. rely on less direct perceptions. b. like certainty. c. gain energy from being around others. d. absorb information through the five senses.
a
40. Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone. She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does Lily possess? a. Empathy b. Systems thinking c. Conscientiousness d. Adaptability
a. Empathy
39. The belief that leaders were born with certain natural abilities of power and influence characterizes the of leadership. a. Great Man theories b. trait theories c. behavior theories d. contingency theories
a. Great Man theories
45. Which of the following statements is true ofleading with love? a. It attracts people to take risks. b. It binds employees and the organization to the chains of the past. c. It encourages people to maintain secrecy and cautiousness. d. It helps to maintain an emotional distance among people.
a. It attracts people to take risks.
36. Which of the following statements is true of individualized leadership? a. It holds that leadership is a series of dyads or a series of two-person interactions. b. It assumes that a leader adopts a general leadership style that is used with all group members. c. It is based on the notion that leaders should not develop relationships with subordinates. d. It is against the concept of exchange, what each party gives to and receives from the other.
a. It holds that leadership is a series of dyads or a series of two-person interactions.
19. Which of the following statements is a stereotype about leaders? a. Leaders are different and above others. b. All leaders are sometimes followers as well. c. Leaders should not commit to something outside their own self-interest. d. Leadersneednotknowhowtofolloworsetanexarnpleforo1hers.
a. Leaders are different and above others.
18. Which of the following will help leaders keep morale and motivation high in the face of corporate bankruptcies and dissolutions? a. Leading with head and heart b. Leading with fear as a powerful motivator c. Supervising by ignoring the emotional aspect ofleading d. Creating avoidance behavior in employees
a. Leading with head and heart
40. Which of the following is a way that leaders can provide feedback that benefits followers? a. Making feedback timely b. Using elements of organizational objectives c. Focusing on the person, not performance d. Making feedback general
a. Making feedback timely
28. Which of the following styles of followership do government appointees often demonstrate because they have their own agendas and a short period of time in which to implement them? a. Pragmatic survivor b. Conformist c. Passive follower d. Alienated follower
a. Pragmatic survivor
43. Which of the following is a characteristic of entrepreneurial leaders? a. They are concerned with innovation and creativity. b. They are interested in maintaining the status quo. c. They avoid taking risks and are unwilling to stretch themselves. d. They tend to be dependent on their followers.
a. They are concerned with innovation and creativity.
22. Which of the following is a characteristic of new paradigm leaders? a. They are humble. b. They are competitive. c. They are stabilizers. d. They are diversity avoiders.
a. They are humble.
31. Which of the following statements is true of leaders engaged in personal mastery? a. They break through denial of reality in themselves and others. b. They retain traditional mental models that have been successful in the past. c. They do not challenge assumptions and standard ways of doing things. d. They open the gap between current reality and the vision of a better future.
a. They break through denial of reality in themselves and others.
24. Which of the following statements is true of leaders who work collaboratively? a. They learn to keep the lines of communication open. b. They wield their authority rather than using influence. c. They encourage internal competition and aggressiveness. d. They hoard power rather than share it.
a. They learn to keep the lines of communication open.
26. Which of the following is a characteristic of advisory leaders? a. They possess the ability to influence others through communication, knowledge, and personal persuasion. b. They are responsible for accomplishing specific business results rather than developing broad organizational capabilities. c. They lack exceptionally high level of integrity and honesty. d. They typically do not have the strong position power of the collaborative role.
a. They possess the ability to influence others through communication, knowledge, and personal persuasion.
21. Assumptions are: a. a part of a leader's mental model. b. regarded by a leader as fixed truths. c. a personality trait. d. an expression of the organizational mission.
a. a part of a leader's mental model.
29. Followers can influence their leaders by being: a. a resource for the leader. b. critical of an organization. c. submissive and passive. d. dependent, uncritical thinkers.
a. a resource for the leader.
20. A(n) is often an effective follower who has experienced setbacks and obstacles, perhaps promises broken by supenors. a. alienated follower b. conformist c. pragmatic survivor d. active follower
a. alienated follower
24. In the context of styles of followership, a dependent, uncritical thinker: a. does not consider possibilities beyond what he or she is told. b. is aware of the significance of his or her own actions. c. contributes to the cultivation of an organization. d. does not accept a leader's ideas without assessing them.
a. does not consider possibilities beyond what he or she is told.
44. Leaders who are drawn to new opportunities, are action oriented, and are more concerned with innovation, creativity, and creating new processes than with maintaining the status quo are known as: a. entrepreneurial leaders. b. autocratic leaders. c. advisory leaders. d. traditional leaders.
a. entrepreneurial leaders
45. The benefits followers receive from leadership coaching include: a. gaining a new perspective. b. doing only what is told. c. avoiding conflict. d. utilizing uncritical thinking skills.
a. gaining a new perspective.
40. Charismatic leadership is a part of the of leadership. a. influence theories b. behavioral theories c. trait theories d. contingency theories
a. influence theories
30. A follower can be a resource for the leader by: a. informing the leader about their own ideas. b. staying aloof from the vision of their organization. c. refusing to acknowledging the leader for his or her contributions. d. maintaining a distance from the leader.
a. informing the leader about their own ideas.
31. An effective follower-leader relationship is based on . a. mutnal respect b. authority c. submission d. conformity
a. mutnal respect
30. Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of a. personal mastery b. stereotyping c. emotional intelligence d. systems thinking
a. personal mastery
17. Leaders value those people who: a. show initiative. b. think uncritically. c. do not take responsibility when something needs to be done. d. focus exclusively on the shortcomings of an organization.
a. show initiative.
34. If a leader's actions and decisions contradict the best interests of an organization, effective followers: a. take a stand. b. follow the leader. c. sacrifice their personal integrity. d. follow passively.
a. take a stand.
43. Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader-follower relationship. This requires the follower to have: a. the courage to leave. b. the will to participate in transformation. c. the ability to face the challenge. d. the willingness to assume responsibility.
a. the courage to leave.
18. Bosses want followers to: a. understand their customers. b. understand the needs of fellow colleagues. c. depend solely on leaders for growth prospects. d. refrain from thinking critically.
a. understand their customers.
48. A(n) __________ individual participates fully in an organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making.
active
55. Leadership Era 4 is the era of the ____ who has made the leap to giving up control in the traditional sense.
agile
51. An is an evaluation-either positive or negative-about people, events, or things.
attitude
19. Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and . a. compassionate b. achievement oriented c. emotionally stable d. adaptable
b
24. Which of the following is an assumption of Theory X? a. The expenditure of physical and mental effort in work is as natural as play or rest and the average human being does not inherently dislike work. b. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. c. Under the conditions of modem industrial life, the intellectual potentialities of the average human being are only partially utilized. d. The capacity to exercise a relatively high degree of imagination in the solution of organizational problems is widely, not narrowly, distributed in the population.
b
28. Anna works as a sales executive. She has difficulty meeting her productivity targets but she has high readiness levels and her work exceeds quality standards. However, her manager considers her to be a poor performer due to her issue with productivity. In the given scenario, the manager's evaluation of Anna's performance is an example of the a. fundamental attribution error b. halo effect c. self-serving bias d. perceptual defense
b
30. Gilbert heads the accounts team ofHFC Inc. He received negative feedback from his clients about one of the projects that he managed. He held his subordinates responsible as he felt that they were inefficient and worked carelessly. The judgment made by Gilbert is an example of . a. a self-serving bias b. an internal attribution c. perceptual defense d. the halo effect
b
32. Becky heads the frnance team of Herald Inc. Whenever her team's work is commended, she takes all the credit. On the other hand, when her team gets negative feedback from clients, she blames it on inadequate support from the organization. Becky's behavior is an example of . a. the fundamental attribution error b. the self-serving bias c. perceptual defense d. projection
b
34. Which of the following is an example of stereotyping? a. Fiona assumes that a subordinate is a proficient employee as he or she has good people skills. b. Fiona assumes that an elderly employee will not be able to adapt to modern technology. c. Fiona believes that her subordinates can work on weekends as she generally works on weekends. d. Fiona judges that her subordinate performed poorly due to lack of concentration and incompetence.
b
36. The left hemisphere of the brain is associated with . a. creative thinking b. analytical thinking c. intuitive processes d. values-based thought processes
b
43. According to the Myers-Briggs Type Indicator (MBTI) assessment, people with a perceiving preference: a. like closure. b. enjoy ambiguity. c. like deadlines. d. enjoy having goals.
b
28. Which of the following is an example of initiating structure behavior ofleaders? a. Showing appreciation b. Directing tasks c. Seeking input from subordinates d. Listening carefully to problems
b. Directing tasks
36. Melanie has been promoted as the operations head of Apex Inc. She aims to lead the organization in an effective manner. Which of the following should be implemented by Melanie to achieve her aim? a. Focus on getting the most results out of people so that production goals are achieved. b. Ensure that employees are part of a community and feel that they are contributing to something worthwhile. c. Maintain a relationship based on position and formal authority and not on personal influence and trust. d. Maintain a degree of stability, predictability, and order through a culture of efficiency.
b. Ensure that employees are part of a community and feel that they are contributing to something worthwhile.
33. Which of the following is a personal quality ofleaders? a. Emotional distance b. Humility c. Conformity d. Insight into organizaJion
b. Humility
23. Which of the following statements is true of honesty? a. It refers to high motivation that creates a high effort level by a leader. b. It implies an openness that followers welcome. c. It helps leaders interpret situations in more conservative ways. d. It includes a complete set of skills and characteristics to handle any problem.
b. It implies an openness that followers welcome.
34. Which of the following statements is true of individualized leadership? a. It adopts a general leadership style that is used with all group members. b. It looks at the specific relationship between a leader and each individual follower. c. It holds that leaders have particular traits that distinguish them from non-leaders. d. It conceptualizes leadership as a single great individual who put everything together and influence others to follow along.
b. It looks at the specific relationship between a leader and each individual follower.
42. Which of the following statements is true of love of task? a. It includes motivation based on fear of losing a job. b. It provides a great intrinsic pleasure. c. It is present in organizations where people mindlessly follow orders. d. It always lead to high achievement.
b. It provides a great intrinsic pleasure.
22. Which of the following statements is true of drive? a. Leaders with drive tend to be less ambitious. b. Leaders with drive seek achievement and have energy. c. Drive refers to truthfulness and nondeception. d. Drive is the foundation of trust between leaders and followers.
b. Leaders with drive seek achievement and have energy
16. Identify the correct statement regarding leadership. a. Leadership involves administrative paperwork. b. Leadership involves noncoercive influence. c. Leadership involves unidirectional influence. d. Leadership involves maintaining the status quo.
b. Leadership involves noncoercive influence.
44. Which of the following statements is true of the art and science of leadership? a. Leadership is a science because many leadership skills and qualities cannot be learned from a textbook. b. Most people can learn to be good leaders no matter their innate characteristics. c. Many people have never tried to be a leader because it requires executive coaching. d. Leadership is an art because a growing body of knowledge and objective facts describes the leadership process.
b. Most people can learn to be good leaders no matter their innate characteristics.
37. Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He makes tough decisions by believing his "gut feelings." He knows how his emotions affect his work and hence, he acts carefully according to them. Which of the following qualities ofleaders does Daniel possess? a. Social awareness b. Self-awareness c. Relationship management d. Systems thinking
b. Self-awareness
36. Which of the following is a basic component of emotional intelligence? a. Systems thinking b. Self-management c. Clarity of objectives d. Personal mastery
b. Self-management
39. Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team's projects adhere to the company's high standards. He remains cahn when things go wrong and provides resourceful solutions. Which of the following qualities ofleaders does Adam display? a. Social capital b. Self-management c. Self-awareness d. Systems thinking
b. Self-management
24. Which of the following statements is true of talents? a. Talents include having a complete set of skills and abilities to handle any problem. b. Talents can be turned into strengths by consciously enhancing them. c. Talents are not mere aspects of one's potential. d. Talents arise from natural strengths.
b. Talents can be turned into strengths by consciously enhancing them.
25. Daniel, a management professor, wants to explain why a new paradigm leader is a facilitator rather than being a controller. Which of the following is the correct reason? a. The most important element of an organization's revenues is becoming the number of working hours. b. The financial basis oftoday's economy is becoming information rather than tangible assets. c. The old assumptions of sharing power and getting all employees involved are no longer valid. d. The success of an organization in today's world depends on the wealth of its owners.
b. The financial basis oftoday's economy is becoming information rather than tangible assets.
22. Which of the following is a characteristic ofleaders who think independently? a. They determine a course of action based on what others think. b. They are willing to stand apart. c. They tend to believe assumptions as "truth." d. They interpret data according to pre-established rules.
b. They are willing to stand apart.
41. Which of the following is true of people who work in fear-based organizations? a. They prevent their leaders from creating avoidance behavior. b. They typically do not perform up to their real capabilities. c. They enjoy the freedom of taking risks and challenging the status quo. d. They generally do not perform with cautiousness and secrecy.
b. They typically do not perform up to their real capabilities.
28. Which of the following is a characteristic of effective leaders? a. They encourage beginners to blindly accept paradoxes. b. They understand the limitations of past experience. c. They see the questioning of their ideas as a threat. d. They advise new employees to openly agree with long-held assumptions.
b. They understand the limitations of past experience.
19. Dependent, uncritical thinkers: a. are aware of the significance of their actions. b. accept a leader's ideas without assessing them. c. contribute to the cultivation of an organization d. weigh the impact of decisions on the company vision.
b. accept a leader's ideas without assessing them.
32. A leader can become a better leader when followers: a. take all the credit for the accomplishments of a team. b. are submissive and passive. c. compliment the leader for behavior that followers appreciate. d. idealize the leader.
b. are submissive and passive.
41. In Leadership Era 2, ofleadership worked because leaders could analyze their situation and develop careful plans. a. influence theories b. behavior theories c. trait theories d. relational theories
b. behavior theories
44. Clarity of direction involves: a. telling followers what to do, directing and controlling their behavior, and judging their performance. b. distinctly communicating where the group or organization is going and why. c. directing or facilitating a follower with the aim of improving specific skills. d. evaluating and communicating a followers performance.
b. distinctly communicating where the group or organization is going and why.
17. Working effectively with others requires that individuals: a. regard their assumptions as fixed truths rather than temporary ideas. b. draw on subtle aspects of themselves and appeal to those aspects in others. c. do not let their emotions and beliefs affect others. d. use fear to motivate others effectively.
b. draw on subtle aspects of themselves and appeal to those aspects in others.
29. Executive coaches: a. help leaders develop emotional distance from their followers. b. encourage leaders to confront their flaws that inhibit effective leadership. c. intentionally value stability over change. d. help people through the transition to an old paradigm of effective leadership.
b. encourage leaders to confront their flaws that inhibit effective leadership.
40. The third phase of research in the development of the individualized leadership theory: a. evaluated characteristics of the leader-member exchange relationship by exploring communication frequency and value agreement. b. focused on whether leaders could develop positive relationships with a large number of followers. c. argues for the importance of the dyad formed by a leader with each member of the group. d. included the awareness of a relationship between a leader and each individual rather than between a leader and a group of followers.
b. focused on whether leaders could develop positive relationships with a large number of followers.
32. Management focuses on getting the most results out of people so that: a. followers can be motivated through purpose rather than rewards or punishments. b. goods and services are provided to customers in a timely manner. c. the relationship with followers can be based on personal influence and trust. d. a shared culture and set of core values that can lead to the desired future state is developed.
b. goods and services are provided to customers in a timely manner.
39. High-quality leader-member exchange relationships: a. lead to poor job satisfaction in the long mn. b. have been found to lead to very positive outcomes for the organization. c. pertain to lesser responsibility and authority in the case of followers. d. support the sharply differentiated in-group and out-group relationships.
b. have been found to lead to very positive outcomes for the organization.
21. An alienated follower: a. is active in an organization. b. is passive, yet an independent thinker. c. does not try to avoid risk or conflict. d. does not utilize critical thinking skills.
b. is passive, yet an independent thinker.
16. In the context of the trait approach to leadership, the diversity of traits that effective leaders possess indicates that: a. leadership includes grasping diverse points of view and leaving everybody satisfied. b. leadership ability is not a genetic endowment. c. leadership ability cannot be acquired without a complete set of skills. d. leadership includes being prideful and arrogant.
b. leadership ability is not a genetic endowment.
42. Effective feedback: a. is general in nature. b. looks toward the future. c. describes the mistakes of the past. d. focuses on fault-fmding.
b. looks toward the future.
43. When leaders rely on negative emotions such as fear to fuel productive work, they: a. destroy the opportunity to blind employees to reality. b. may slowly destroy people's spirits. c. encourage risk taking behavior. d. remove avoidance behavior.
b. may slowly destroy people's spirits.
24. To think independently means: a. thinking of solutions based on pre-established routines or categories b. staying mentally alert and thinking critically. c. paying attention to outdated information. d. having the needs to win at all costs and in all situations.
b. staying mentally alert and thinking critically.
50. One way to influence your leader is to ___________ .
be a resource/build a relationship/help the leader be a good leader/view the leader realistically
46. are things leaders are not aware of or don't recognize as problems, that limit their effectiveness and hinder their career success.
blind spots
22. Which of the following accounts for tremendous variation among people? a. Everyone cannot have both instrumental and end values. b. Everyone has similar important goals to reach in life. c. Individuals differ in how they order their values into priorities. d. Individuals have end values which fall into different categories of morality and competence.
c
26. Which of the following is an assumption of Theory Y? a. Most people prefer to be directed, wish to avoid responsibility, have relatively little ambition, and want security above all. b. An average human being has an inherent dislike of work and will avoid it if possible. c. A person will exercise self-direction and self-control in the service of objectives to which he or she is committed. d. Most people must be threatened with punishment to get them to put adequate effort toward the achievement of goals.
c
29. Helen, the operations head of an organization, received a complaint stating that one of the managers was regularly harassing his subordinates. Instead of taking action, she neglected the issue as she had high regard for the manager. She was sure that the allegations against the manager were not true. In the given scenario, the assumption made by Helen is an example of . a. projection b. the halo effect c. perceptual defense d. stereotyping
c
33. Norman heads the animation team of Progress Inc. When one of his subordinates failed to execute a task properly, he said that his subordinate was not provided with enough resources to take care of the quality assurance after production. This judgment made by Norman is an instance of . a. the fundamental attribution error b. the self-serving bias c. an external attribution d. perceptual defense
c
35. Which of the following statements is true of the whole brain concept? a. It proves that the concept of left-brained versus right-brained thinking is entirely accurate physiologically. b. It does not consider a person's preference for right-brained versus left-brained thinking. c. It considers a person's preference for conceptual versus experiential thinking. d. It does not support the idea that everyone uses both left-brained and right-brained thinking.
c
37. The right hemisphere of the brain is associated with: a. analytical thinking. b. a linear approach to problem solving. c. intuitive thought processes. d. routine processes.
c
39. According to Hemnann's whole brain concept, people who rely heavily on quadrant-B thinking: a. are curious and enjoy experimentation and playfulness. b. are typically emotional and expressive, outgoing, and supportive of others. c. like to establish plans and procedures and get things done on time. d. focus on tasks and activities and like to deal with concrete facts.
c
41. According to the Myers-Briggs Type Indicator (MBTI) assessment, which of the following statements is true of the feeling types? a. They tend to be very objective in decision making. b. They tend to enjoy ambiguity and dislike deadlines. c. They tend to rely more on their values. d. They tend to rely more on logic.
c
42. The dimension of the Myers-Briggs Type Indicator (MBTI) assessment concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision. a. sensing versus intuition b. thinking versus feeling c. judging versus perceiving d. introversion versus extroversion
c
45. Identify the appropriate step that should be taken by a leader to work more effectively with different personality types. a. Shun people who tend to be gloomy and pessimistic. b. Show frustration when dealing with difficult people. c. Keep people focused on high performance. d. Ignore the different facets of one's personality.
c
38. George, the fmancial manager of a frrm, executes his tasks with commitment. He takes his responsibilities seriously. Which of the following characteristics of leaders does George possess? a. Adaptability b. Empathy c. Conscientiousness d. Relationship management
c. Conscientiousness
17. According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders? a. Optimism b. Knowledge c. Cooperativeness d. Humility
c. Cooperativeness
42. Which of the following is an important characteristic of organizations during Leadership Era 3? a. High-performance culture b. Functional management c. Cross-functional teams d. Pre-bureaucratic organization
c. Cross-functional teams
16. Which of the following statements is true ofleading with head and heart? a. It plays an important role in creating avoidance behavior in an organization. b. It is not used in the decision making process in times of uncertainty and change. c. It is used to give people a sense of meaning and purpose when major changes occur ahnost daily. d. It sticks to a domestic mental model that sees everything from one's own limited personal perspective.
c. It is used to give people a sense of meaning and purpose when major changes occur ahnost daily.
25. are often the result of leaders who are over-controlling of others and who punish mistakes. a. Pragmatic survivors b. Alienated followers c. Passive followers d. Conformists
c. Passive followers
19. Which of the following statements is true of mental models? a. A leader's assumptions naturally are not part of his or her mental model. b. A leader is usually not aware of his mental models. c. Personal values, attitudes, biases, and prejudices can all affect one's mental model. d. A leader creates an effective mental model by viewing the elements of a system as separate components.
c. Personal values, attitudes, biases, and prejudices can all affect one's mental model.
27. Which of the following is an example of consideration behavior of leaders? a. Directing tasks and planning b. Providing explicit schedules for work activities c. Seeking input from subordinates regarding important decisions d. Getting people to work hard and ruling with an iron hand
c. Seeking input from subordinates regarding important decisions
39. Which of the following is a traditional management role? a. Helping followers understand and learn b. Removing obstacles to growth c. Telling followers what to do d. Empowering followers to explore
c. Telling followers what to do
32. Which of the following is an element of personal mastery? a. The behavior of accepting what one gets in the future rather than what one wants in the future b. The practice of bridging the disparity between current reality and the vision of a better future c. The discipline of continually focusing on what one wants as the desired future d. The discipline of accepting assumptions and standard ways of doing things
c. The discipline of continually focusing on what one wants as the desired future
41. In the leader-member exchange research study on individualized leadership, leaders were trained to offer the opportunity for a high-quality relationship to all group members. Accorrlingto1his concepwhich of1he following is1rne of fullowers? a. The followers were treated in a positive or a negative way depending on their individual performances. b. The boon of establishing sharply differentiated in-group and out-group relationships was established. c. The followers who responded to the offer dramatically improved their performance. d. The in-group subordinates got better and the out-group subordinates got worse at their work respectively.
c. The followers who responded to the offer dramatically improved their performance.
26. Which of the following will help leaders to develop open-mindedness? a. They have to allow their subordinates do the thinking for them. b. They have to maintain strong preconceptions and suspend beliefs and opinions. c. They have to forget many of their conditioned ideas. d. They have to stick to mental models that worked in the past.
c. They have to forget many of their conditioned ideas.
17. Which of the following statements is true of people involved in the leadership relationship? a. They share a passive relationship. b. They seek changes dictated by leaders. c. They intentionally desire significant changes. d. They use coercion to bring about change.
c. They intentionally desire significant changes.
25. Which of the following is a characteristic of operational leaders? a. They don't have the strong position power of the collaborative role. b. They provide gnidance and support to other people and departments in the organization. c. They need high self-confidence and tend to be assertive. d. They are responsible for developing broad organizational capabilities.
c. They need high self-confidence and tend to be assertive.
35. Which of the following characteristics was explored by the studies evaluating the characteristics of the leader member exchange relationship? a. Income b. Educational qualification c. Value agreement d. Recruitment process
c. Value agreement
34. Leaders working to improve even one element of their mental approach can move forward in a significant way toward mastering their minds because: a. all leaders score higher than most people on tests of cognitive ability. b. all leaders have similar scores in emotional intelligence tests. c. all five elements of mind are interdependent. d. all elements of mind prevent shifting of mental models.
c. all five elements of mind are interdependent.
20. People in organizations rise to the top because they: a. refrain from creating hopes that things will tum out well. b. have the ability to identity problems. c. can instill in others a sense of hope for the future. d. are always cautious when interpreting situations.
c. can instill in others a sense of hope for the future.
35. A follower can provide strength to the leader by: a. sacrificing their personal integrity to maintain harmony. b. accepting the leader's ideas without assessing or evaluating them. c. contributing to areas that complement the leader's position. d. submissively following orders.
c. contributing to areas that complement the leader's position.
26. A passive follower: a. displays critical, independent thinking. b. possesses the courage to initiate change. c. does not exhibit active participation. d. typically carries out any and all orders.
c. does not exhibit active participation.
37. A leader can be a better leader when: a. they take entire credit for accomplishments. b. followers are submissive and passive. c. followers compliment the leader and thank him or her for behavior. d. followers idealize them.
c. followers compliment the leader and thank him or her for behavior.
33. Viewing the leader realistically includes: a. asking questions about the leader's experiences. b. using mindful initiatives. c. giving up idealized expectations. d. plying the leader for company stories.
c. giving up idealized expectations.
30. Which of the following is an underlying dimension of job-centered leadership behavior? a. Leader support b. Interaction facilitation c. Conflict minimization d. Goal emphasis
d. Goal emphasis
23. Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinions of his team members are considered before a decision is taken. He does not believe in rigidity and inviolate procedures. In the context of the given scenario, Steve holds that: a. wealthy employees should be given more power. b. people at the bottom of1he mganizational hi=hy should haveno power. c. human capital is more important than fmancial capital. d. tangible assets form the fmancial basis oftoday's economy.
c. human capital is more important than fmancial capital.
27. Effective followers: a. are passive and uncritical by nature. b. presume that a leader will provide them with security, permission to act, or personal growth. c. initiate opportunities through which they can achieve personal fulfilhnent. d. try to avoid risk or conflict.
c. initiate opportunities through which they can achieve personal fulfilhnent.
23. Active follower behavior refers to: a. being reactive. b. requiring constant supervision. c. initiating problem solving. d. taking neither initiative nor personal responsibility.
c. initiating problem solving.
29. Leader support and are the two underlying dimensions of employee-centered leadership behavior. a. goal emphasis b. efficiency achievement c. interaction facilitation d. work facilitation
c. interaction facilitation
38. Stage two in the development of the individualized leadership theory explored the in more detail. a. vertical dyad linkage model b. partnership building c. leader-member exchange d. entrepreneurship model
c. leader-member exchange
28. Attempts to achieve collaboration, empowerment, and diversity can succeed only if: a. leaders follow the principles and practices of the industrial era. b. managers want to treat people the way they treat machines or the bottom line. c. leaders intentionally practice and apply new paradigm principles. d. leaders hire people who think and work alike.
c. leaders intentionally practice and apply new paradigm principles.
22. In the context offollowership styles, leave the thinking to their leaders. a. pragmatic survivors b. alienated followers c. passive followers d. conformists
c. passive followers
27. The expert mind becomes a danger in organizations because it: a. puts aside preconceptions and suspends beliefs and opinions. b. forgets many of its conditioned ideas. c. rejects new ideas based on past experience and knowledge. d. often becomes open to the perspectives of other people.
c. rejects new ideas based on past experience and knowledge.
33. An effective leader lets his or her vision of a better future pull reality toward it by: a. lowering the vision. b. opening the gap between the vision and the reality. c. reorganizing current activities to work toward the vision. d. accepting standard ways of doing things.
c. reorganizing current activities to work toward the vision.
20. It becomes easier for people to see their own opportunities for leadership when they: a. start seeing leaders as individuals who are above others. b. understand that the concept of leadership cannot continue to develop. c. stop equating leadership with greatness and public visibility. d. comprehend that leadership involves maintaining the statns quo.
c. stop equating leadership with greatness and public visibility.
41. Effective feedback describes: a. past results and performance. b. the nature of the leader-follower relationship. c. the precise behavior and its consequences. d. the skills required for a specific task.
c. the precise behavior and its consequences.
45. Many people have never tried to be a leader because: a. they do not have leadership skills. b. they lack the personality traits necessary for leadership. c. they have no understanding of what leaders actually do. d. leadership requires executive coaching.
c. they have no understanding of what leaders actually do.
34. Level 5 leaders have : a. strong egos. b. big ambitions. c. unpretentious behavior. d. larger-than-life personalities.
c. unpretentious behavior
54. refers to how a person perceives, processes, interprets, and uses information.
cognitive style
47. In the context of the four followership styles, a _______ participates willingly but without considering the consequences of what he or she is being asked to do-even at the risk of contributing to a harmful endeavor.
conformist
16. Which of the following statements is true of self-awareness? a. Self-awareness means the ability to behave in a uniform manner in response to situational cues. b. Self-awareness involves the ability to emotionally evaluate one's own worth. c. Self-awareness means the set of unseen characteristics and processes that underlie a person. d. Self-awareness involves appreciating how one's patterns affect other people.
d
17. The dimension of extroversion includes the characteristic of a. security b. dependability c. agreeableness d. dominance
d
20. People with an internal locus of control: a. believe that luck is the key to success. b. feel that they have little control over events. c. place primary responsibility on outside forces. d. believe they are "masters of their own fate."
d
23. Victoria, an advertising manager, works effectively when dealing with routine and well-defmed tasks but she is not very good with tasks that require creativity. Hence, she assumes that her subordinates also have difficulty being creative. In the given scenario, Victoria's assumption is an example of . a. the halo effect b. a self-serving bias c. perceptual defense d. projection
d
25. Which of the following statements is true of leaders who subscribe to the assumptions of Theory Y? a. They believe that the average human being prefers to be directed and wishes to avoid responsibility. b. They do not believe that people will seek out greater responsibility and will exercise imagination and creativity. c. They believe that the average human being has an inherent dislike of work and will avoid it if possible. d. They do not believe people have to be coerced and controlled in order to perform effectively.
d
27. Laurel, the manager of a software company, assumes that the male employees in his organization are more creative and innovative than the female employees in his organization. In the given scenario, Laurel's assumption is known as a. projection b. attribution c. perceptual defense d. stereotyping
d
31. When evaluating others, many people underestimate the influence of external factors and overestimate the influence of internal factors. This tendency is known as . a. stereotyping b. the halo effect c. perceptual defense d. the fundamental attribution error
d
38. According to Herrmann's whole brain concept, when leaders have a predominantly A-quadrant thinking style, they tend to: a. empathize easily and be friendly. b. be imaginative and entrepreneurial. c. avoid risks and strive for stability. d. be directive and authoritative.
d
44. Which of the following statements is true of working with different personality types? a. Leaders should show their frustration to keep different personality types focused. b. People take on behavior patterns based on their personalities. c. People do not like to be accepted and appreciated for who they are. d. Personality differences can make the life of a leader interesting.
d
33. Which of the following is an example of task-oriented leader behavior? a. Giving time and encouragement b. Showing acceptance and compassion c. Acknowledging accomplishments d. Checking the progress and quality of work
d. Checking the progress and quality of work
37. Linda heads the proofreading team oflnk Heart Pvt. Ltd., a publishing finn. She wants to align her followers toward the main objectives of the organization. Which of the following strategies should be applied by Linda? a. Organize a structure to accomplish the plan. b. Staff an organizational structure with employees. c. Direct employees and monitor implementation of plans. d. Communicate the vision and develop a shared culture.
d. Communicate the vision and develop a shared culture.
21. Which of the following is an important aspect that should be kept in mind by active leaders? a. Uniform thinking should be encouraged among employees. b. Decision making should be avoided if adequate information is not available. c. Setbacks have to be managed with a pessimistic mindset. d. Competing points of view have to be managed, with some people left unsatisfied.
d. Competing points of view have to be managed, with some people left unsatisfied.
27. Erica, a team manager, was known for heading projects with diligence and conscientiousness. However, she was insensitive and excessively ambitious. She did not take feedback in a constructive manner. As a result, this prevented her from moving forward in terms of her career since she had problems communicating with her team members and motivating them. In the context of the given scenario, which of the following phenomenon does Erica experience? a. Communication apprehension b. Fear-based motivation c. Paradigm change d. Deraihnent
d. Deraihnent
32. Which of the following is an example of people-oriented leader behavior? a. Planning use of resources b. Setting performance expectations c. Evaluating performance d. Displaying trust
d. Displaying trust
35. Fred, the president of Choice Inc., is providing general guidelines to managers in his organization on how to develop effective personal qualities. Which of the following should be a part of the guidelines? a. Invest in people rather than in goods. b. Create change and a culture of agility and integrity. c. Focus on providing answers and solving problems. d. Have the courage to admit mistakes and doubts.
d. Have the courage to admit mistakes and doubts.
25. Andrew is the manager of a bank. Which of the following should he follow to be a good leader? a. He should always let his subordinates do the thinking for him. b. He should not be apologetic to his subordinates. c. He should not shift or expand his mental models. d. He should not use the past as a weapon to control others.
d. He should not use the past as a weapon to control others.
19. Which of the following statements is true of self-confidence? a. It includes being arrogant and prideful. b. It causes one to become jaded and pessimistic. c. It involves managing competing points of view. d. It includes knowing and trusting in oneself.
d. It includes knowing and trusting in oneself.
29. Which of the following statements is true of systems thinking? a. It sees diverse perspectives as a threat. b. It includes the ability to see the separate elements of a system. c. It creates a gap between current reality and the vision of a better future. d. It is a mental discipline for seeing patterns and interrelationships.
d. It is a mental discipline for seeing patterns and interrelationships.
37. Which of the following is a difference between leader behavior toward out-group members and in-group members? a. Leaders assign interesting assigrunents to out-group subordinates, whereas leaders assign primarily routine jobs to in-group subordinates and monitor their work closely. b. Leaders usually impose their views on out-group subordinates, whereas leaders sometimes defer to in-group subordinates' opinions. c. Leaders give specific directives for how to accomplish tasks and attain goals to in-group subordinates whereas leaders trust out-group subordinates to use their own approaches in solving problems. d. Leaders listen to suggestions and ideas given by in-group subordinates, whereas little interest is shown in comments and suggestions given by out-group subordinates.
d. Leaders listen to suggestions and ideas given by in-group subordinates, whereas little interest is shown in comments and suggestions given by out-group subordinates.
45. Which of the following statements is true of entrepreneurship? a. Entrepreneurship advocates dependence as the key to effective leadership. b. Leaders with entrepreneurial traits are dependent on others for making decisions. c. Entrepreneurship involves maintaining the status quo for established organizations. d. Leaders with entrepreneurial traits exist within established organizations.
d. Leaders with entrepreneurial traits exist within established organizations.
38. Wilma supervises the mutual funds team ofVerdana Pvt. Ltd. She listens to the needs and opinions of her subordinates and does not believe in simply giving orders. She understands and accepts others when they do not share a certain mindset. She readily admits her mistakes and doubts. Which of the following qualities of Wilma is depicted in this scenario? a. Conformist qualities b. Controlling qualities c. Management qualities d. Leadership qualities
d. Leadership qualities
18. refers to a tendency to see the positive side of things and expect that things will tum out well. a. Integrity b. Honesty c. Drive d. Optimism
d. Optimism
21. Which of the following is a characteristic of old paradigm leaders? a. They are facilitators. b. They are humble. c. They are collaborators. d. They are diversity avoiders.
d. They are diversity avoiders.
44. Which of the following is a characteristic of leaders who inspire fear? a. They remove the opportunity for blinding employees to reality. b. They eradicate secrecy and cautiousness among employees. c. They eliminate avoidance behavior among employees. d. They destroy the opportunity for feedback from employees.
d. They destroy the opportunity for feedback from employees.
31. Which of the following is a quality of managers? a. They create vision and strategy instead of planning and budgeting. b. They use personal influence instead of the power of their position. c. They invest in people instead of investing in goods. d. They have expert minds ra1herthan open minds.
d. They have expert minds ra1herthan open minds.
42. Which of the following statements is true of entrepreneurial leaders? a. They stay away from risks and are unwilling to stretch themselves. b. They refrain from taking up new opportunities. c. They are concerned wi1hrnaintaining1hestatus quo. d. They tend to be persistenindepen andactionoriented.
d. They tend to be persistenindepen andactionoriented.
43. Which of the following statements is true of Leadership Era 4? a. This is the era of Great Man leadership and the emphasis on personal traits of leaders. b. This era may be conceptualized as pre-industrial and pre-bureaucratic. c. This era sees the rise of the "rational manager" who directs and controls others using an impersonal approach. d. This era requires the full scope of leadership that goes beyond rational management or team leadership.
d. This era requires the full scope of leadership that goes beyond rational management or team leadership.
26. Which of the following statements is true of uniformity in organizations? a. It is encouraged in the new paradigm ofleadership. b. People with similar job skills are placed in separate departments. c. Homogenous groups fmd it challenging to communicate with one another. d. Uniform thinking can be a disaster in a multinational and diverse world.
d. Uniform thinking can be a disaster in a multinational and diverse world.
35. A key component ofleadership is: a. accepting the standard way of doing things. b. employing fear-based motivation. c. regarding assumptions as fixed truths. d. being emotionally connected to others.
d. being emotionally connected to others.
36. Followers want their leaders to be: a. manipulative b. authoritative c. pass1ve d. competent
d. competent
16. Managing up involves: a. giving advice on handling specific organizational situations and dealing with organizational politics. b. directing and controlling behavior and judging individual performance. c. telling a person exactly what needs to be done. d. consciously developing a mutually-respectful relationship with one's direct superiors.
d. consciously developing a mutually-respectful relationship with one's direct superiors.
31. According to the Leadership Grid, occurs when primary emphasis is given to people rather than towak ou1puts. a. team management b. authority-compliance management c. middle-of-the-road management d. country club management
d. country club management
20. An effective leader: a. does not apologize to his or her subordinates. b. sticks to a mental model that sees everything from one's own personal perspective. c. goes along with the traditional way of doing things. d. does not follow his or her assumptions because they led to success in the past.
d. does not follow his or her assumptions because they led to success in the past.
38. Leadership coaching involves: a. judging followers' performance b. directing and controlling behavior. c. telling followers what to do. d. empowering followers to explore.
d. empowering followers to explore.
18. An important aspect ofleadership is: a. dictating changes required in an organization. b. maintaining a passive relationship with followers. c. maintaining the status quo and not creating change. d. influencing others to come together around a common vision.
d. influencing others to come together around a common vision.
30. Managers and leaders are different because: a. managers promote nonconformity while leaders promote conformity. b. managers maximize opportunities while leaders minimize risk for sure results. c. managers invest in people while leaders invest in goods. d. managers maintain stability while leaders promote change.
d. managers maintain stability while leaders promote change.
23. Good leadership is about: a. following the rules set by others. b. interpreting data based on pre-established routines. c. blindly accepting rules and labels created by others. d. standing up for what one believes is the best for the organization.
d. standing up for what one believes is the best for the organization.
49. In the context of styles offollowership, a(n) _______ is both a critical, independent thinker and active in an organizat
effective follower
52. means that leaders who are able to maintain balance and keep themselves motivated are positive role models to help motivate and inspire those around them.
emotional contagion
55. _______-refers to initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards.
entrepreneurship
54. The dyadic view of individualized leadership focuses on the concept of _________-, what each party gives to and receives from the other.
exchange
48. refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people.
extroversion
54. __________ involves using evaluation and communication to help individuals and the organization learn and improve.
feedback
55. _______________ should not be used simply to criticize a person or to point out faults. The focus should always be on how the follower can improve.
feedback
51. The ________ of leadership conceptualized leadership as a single person who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities.
great man theories
51. _____ , a category of leader behavior, describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement.
initiating structure
52. A subordinate with useful _________ , a personal source of upward influence, is of real benefit to a leader, and his or her departure would be a loss.
knowledge
49. A person's defines whether he or she places the primary responsibility within the self or on outside forces.
locus of control
56. Organizations driven by are marked by an emphasis on positive interpersonal relationships.
love
48. _________ can be defined as the attairnnent of organizational goals in an effective and efficient manner through planning, organizing, staffmg, directing, and controlling organizational resources.
management
50. Management maintains a degree of stability, predictability, and order through a culture of ______ .
moderate
49. The ________, a type ofleadership role, is the closest to a traditional, vertically oriented management role, where an executive has direct control over people and resources to accomplish results.
operational role
53. refers to the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results.
organizational awareness
47. Leadership is a ______ activity.
people
52. means the process people use to make sense out of their surroundings by selecting, organizing, and interpreting information.
perception
50. embodies three qualities-clarity of mind, clarity of objectives, and organizing to achieve objectives.
personal mastery
47. is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.
personality
53. _______________ , a way to influence up, refers to the direct appeal to leaders for desired outcomes.
persuasion
55. is the tendency of perceivers to see their own personal traits in other people; that is, they project their own needs, feelings, values, and attitudes into their judgment of others.
projection
53. Transformational leadership is a significant _______ theory ofleadership.
relational
47. ______refers to a person's strong belief that he or she can successfully accomplish a specific task or outcome.
self-efficacy
54. , a component of emotional intelligence, refers to the ability to understand others.
social awareness
55. The components of emotional intelligence include , self-awareness, self-management, and relationship management.
social awareness
53. is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual.
sterotyping
51. Being a resource for the leader, building a relationship, helping the leader to be a good leader, and viewing the leader realistically are ______ .
strategies for managing up/ways to influence the leader
48. A _____- arises from a natural talent that has been supported and reinforced with knowledge and skills.
strength
49. enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole.
systems thinking
53. Setting performance expectations is an example of _____ leader behavior.
task-oriented
46. _____are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance.
traits
2. A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive. a. True b. False
true
50. are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior.
values
49. A _______ is a picture of an ambitious, desirable future for the organization or team.
vision