Quiz

Charismatic leaders can be categorized into various types. Three types are most relevant for present times. Match the three types of charismatic leaders on the left with their examples on the right. - Celebrity charismatic - Personalized charismatic - Socialized charismatic - Charlotte expects her team to meet extremely tight deadlines because their productivity improves her chances of being promoted. - Josephine, the founder of a cosmetics company, frequently takes a public stand against animal testing of personal products. - Though Russell is offered kickbacks because of his position and charm, he prefers to use his people skills to benefit his organization as a whole.

- Celebrity charismatic: - Josephine, the founder of a cosmetics company, frequently takes a public stand against animal testing of personal products. - Personalized charismatic: - Charlotte expects her team to meet extremely tight deadlines because their productivity improves her chances of being promoted. - Socialized charismatic: - Though Russell is offered kickbacks because of his position and charm, he prefers to use his people skills to benefit his organization as a whole.

Leaders can be scored on aspects of leadership that include consideration, initiating structure, and management openness. Match each aspect of leadership with its corresponding description. - Consideration - Initiating structure - Management openness - Leaders who engage in this behavior are perceived to be giving fair consideration to their subordinates' suggestions. - Leaders who score high on this dimension endeavor to establish well-defined channels of communication and ways of getting the job done. - Leaders who score low on this factor typically are authoritarian and impersonal in their relationships with group members.

- Consideration: - Leaders who score low on this factor typically are authoritarian and impersonal in their relationships with group members. - Initiating structure: - Leaders who score high on this dimension endeavor to establish well-defined channels of communication and ways of getting the job done. - Management openness: - Leaders who engage in this behavior are perceived to be giving fair consideration to their subordinates' suggestions.

Match the types of leaders with their associated characteristic or behavior. - Democratic leaders - Entrepreneurial leaders - Servant leaders - Autocratic leaders - They are considered task-oriented and are not overly concerned with group members' attitudes toward a decision. - They are visionaries who tenaciously implement the vision, working an 80-hour week if need be. - They function as collectors of group opinion and take a vote before making a decision. - They listen first to express confidence in others.

- Democratic leaders: - They function as collectors of group opinion and take a vote before making a decision. - Entrepreneurial leaders: - They are visionaries who tenaciously implement the vision, working an 80-hour week if need be. - Servant leaders: - They listen first to express confidence in others. - Autocratic leaders: - They are considered task-oriented and are not overly concerned with group members' attitudes toward a decision.

Using information from the normative decision model, match the decision-making styles with their examples. - Facilitate - Consult - Delegate - Decide - A leader defines the problem to be solved and the boundaries in which the decision must be made. - A leader makes the decision alone and either announces or sells it to the group. - A leader permits the group to make the decision within prescribed limits. - A leader presents the problem to group members individually or in a meeting, gathers their suggestions, and then makes the decision.

- Facilitate: - A leader defines the problem to be solved and the boundaries in which the decision must be made. - Consult: - A leader presents the problem to group members individually or in a meeting, gathers their suggestions, and then makes the decision. - Delegate: - A leader permits the group to make the decision within prescribed limits. - Decide: - A leader makes the decision alone and either announces or sells it to the group.

Match the initiatives related to corporate social responsibility with their examples. - Helping to build a sustainable environment - Engaging in philanthropy - Engaging in social entrepreneurship - Donating money to charity - Using a market-based method for solving social problems - Using energy from solar panels

- Helping to build a sustainable environment: - Using energy from solar panels - Engaging in philanthropy: - Donating money to charity - Engaging in social entrepreneurship: - Using a market-based method for solving social problems

Given below are three characteristics of charismatic leaders and descriptions of those characteristics. Match the characteristics on the left with their descriptions on the right. - Masterful communication skills - Ability to inspire trust - Ability to make group members feel capable - A charismatic leader uses colorful language and exciting metaphors and analogies to inspire people. - Leaders enable group members to achieve success on relatively easy projects, praise the group members and then give them more demanding assignments. - Subordinates believe so strongly in the integrity of charismatic leaders that they will risk their careers to pursue the leader's vision.

- Masterful communication skills: - A charismatic leader uses colorful language and exciting metaphors and analogies to inspire people. - Ability to inspire trust: - Subordinates believe so strongly in the integrity of charismatic leaders that they will risk their careers to pursue the leader's vision. - Ability to make group members feel capable: - Leaders enable group members to achieve success on relatively easy projects, praise the group members and then give them more demanding assignments.

Match the concepts related to ethics with their descriptions. - Motivated blindness - Moral identity - Rationalization - A self-regulatory mechanism rooted in a person's sense of what is right and wrong - The tendency to focus on the intent of the action rather than on the action itself - The tendency to see what one wants to see and miss contradictory information

- Motivated blindness: - The tendency to see what one wants to see and miss contradictory information - Moral identity: - A self-regulatory mechanism rooted in a person's sense of what is right and wrong - Rationalization: - The tendency to focus on the intent of the action rather than on the action itself

Match the leadership theories with their key conclusions or propositions. - Normative decision model - Path-goal theory - Leader-member exchange theory - Fiedler's contingency theory - When development of group members is a high priority, the leader or manager relies more on the group to make a decision even if the process is time consuming. - A manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task. - In situations of high control or low control, leaders with a task-motivated style are more effective. - Managers are more likely to act as servant leaders toward subordinates with whom they have high-quality exchanges.

- Normative decision model: - When development of group members is a high priority, the leader or manager relies more on the group to make a decision even if the process is time consuming. - Path-goal theory: - A manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task. - Leader-member exchange theory: - Managers are more likely to act as servant leaders toward subordinates with whom they have high-quality exchanges. - Fiedler's contingency theory: - In situations of high control or low control, leaders with a task-motivated style are more effective.

Several questions were developed by The Center for Business Ethics at Bentley College to evaluate the ethics of a specific decision. Match each question with its associated theory or underlying idea. - Who gets hurt? - Is it right? - Is it fair? - How does it smell? - A person's intuition and common sense - Deontological theory of ethics - Deontological theory of justice - The utilitarian notion of attempting to do the greatest good for the greatest number of people

- Who gets hurt? : - The utilitarian notion of attempting to do the greatest good for the greatest number of people - Is it right? : - Deontological theory of ethics - Is it fair? : - Deontological theory of justice - How does it smell? : - A person's intuition and common sense

Fill in the blanks with the most appropriate leadership style. The organizational culture influences which leadership style will be tolerated and effective. A friendly, collaborative culture calls for more of a(n) _____ style of leadership. In contrast, in a perform-or-perish culture, a more _____ leadership style will be effective.

- consensus - directive

Which of the following does not meet Jim Collins's criteria for an inspirational vision statement? a. "To create a sustainable, just world without poverty" b. "To improve hygiene in less-developed nations by providing sanitation infrastructure" c. "To reduce poverty by half its current level by offering vocational opportunities to the underprivileged" d. "To encourage healthy eating habits in children by providing healthy school lunches"

a. "To create a sustainable, just world without poverty"

Which attitude or behavior is recommended to successfully lead a business through crisis? a. A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling. b. A leader should encourage workers to take time off and adjust their hours to give them time to process what happened and recover from the crisis. c. After a major crisis, the leader should take time to consult with a variety of experts before taking immediate action. d. Leaders should recognize that they may need to re-evaluate company values during times of crisis.

a. A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling.

Maxwell, a CEO, is known for his spontaneous style of leadership. Every week, he takes time off from his work schedule to personally meet the employees of the company to hear their ideas and opinions. Which of the following traits best describes Maxwell's approach? a. Authenticity b. Emotional stability c. Tenacity d. Assertiveness

a. Authenticity

Which type of leadership is based on the belief that leaders are most effective when they make their behavior dependent on situational forces, including group member characteristics? a. Contingency approach to leadership b. Crisis leadership c. Participative leadership d. Supportive leadership

a. Contingency approach to leadership

George, a senior manager in a company, appears to be fair and reasonable when deciding on salary increases and bonuses for his employees. He tries to create an impression of being a good leader who cares for his employees. Which level of moral development is shown by George in the given example? a. Conventional level b. Preconventional level c. Post-conventional level d. Nonconventional level

a. Conventional level

When deadlines are nearer, Roger assigns tasks and methods to accomplish them to his subordinates rather than giving them authority to choose on their own. He does this because he has found that when timelines are short, empowerment is less effective than delegation. In this scenario, Roger is practicing which type of leadership? a. Evidence-based b. Achievement-oriented c. Participative d. Relationship-oriented

a. Evidence-based

Which statement is true according to the leader-member exchange theory? a. Leaders are more likely to empower group members with whom they have a high-quality exchange. b. Managers are more likely to act as servant leaders toward subordinates with whom they have low-quality exchanges. c. Leaders develop entirely different relationships with each group member and treat no two alike. d. If most group members feel that they have good exchanges with the leader, being treated a little differently by the leader affects their performance.

a. Leaders are more likely to empower group members with whom they have a high-quality exchange.

Which of the following is not considered part of the basic framework for understanding leadership? a. Outcome of the project b. Contact (internal and external environment) c. Leader characteristics, behavior, and style d. Group member characteristics and behavior

a. Outcome of the project

Team manager Sara considers her subordinate Ethan a member of her in-group. Weyland, another member of Sara's team, does not have high quality exchanges with Sara. Ethan and Weyland are equally good at their job, and their objective performances are equal. Given this information, according to the conclusions of the leader-member exchange theory, how will Sara most likely rate the performance of Ethan and Weyland? a. Rate Ethan higher than Weyland b. Rate both Ethan and Weyland the same since they are equally good c. Rate Weyland higher than Ethan

a. Rate Ethan higher than Weyland

Lowell is an operations supervisor at a manufacturing plant. A major fire at the plant halted operations for two weeks. When the plant became operational again, Lowell encouraged workers to return to their normal schedules to restore purpose to their lives. In this scenario, which crisis leadership attribute is displayed by Lowell? a. Reestablishing the usual work routine b. Preventing future crises through disaster planning c. Understanding the big picture d. Leading with compassion

a. Reestablishing the usual work routine

Which action is the best accepted principle of crisis leadership? a. Take decisive action to remedy the situation b. Stonewall the problem and defend against critics c. Adopt transactional leadership rather than transformational leadership d. Delay the reestablishment of a regular work routine

a. Take decisive action to remedy the situation

Which of the following is a rationale for referring to conceptual thinkers as systems thinkers? a. They understand how the external environment influences an organization. b. They tend to be born leaders. c. They tend to be gregarious, outgoing, and upbeat in most situations. d. They recognize the importance of ethical conduct.

a. They understand how the external environment influences an organization.

According to Jim Collins, which of the following elements is most likely to contribute to the creation of an inspirational vision statement? a. Timeless core values b. Market-capitalization strategies c. Short-term milestones d. Avenues for expanding profits

a. Timeless core values

According to Fiedler's Contingency Theory of Leadership Effectiveness, leadership style is a relatively permanent aspect of behavior that is difficult to change. a. True b. False

a. True

Tilsiter Inc., a highly profitable industrial group with a large number of businesses, decides to start wastewater treatment plants in various locations as part of its social responsibility initiatives. The firm's management feels that this initiative would be highly profitable and also generate many employment opportunities. Which concept is illustrated in this scenario? a. Virtuous circle b. Entitlement c. Preconventional development d. Rationalization

a. Virtuous circle

According to the path-goal theory of leadership effectiveness, in which situations would an achievement-oriented style be most appropriate? a. When team members are motivated to succeed and assume responsibility b. When group members have low morale due to dissatisfying, frustrating, or stressful tasks c. When leading group members who are unsure of themselves d. When leading team members who are working on ambiguous and nonrepetitive tasks

a. When team members are motivated to succeed and assume responsibility d. When leading team members who are working on ambiguous and nonrepetitive tasks

Which statement is true about gender differences in leadership style? a. Women are more likely to choose a relationship-oriented leadership style than their male counterparts. b. Men are more suited to responding to the feelings of group members and understanding what they really mean by certain statements. c. Men are more likely than women to use spoken communication for building relationships and giving emotional support. d. Women tend toward a command-and-control style whereas men tend toward a transformational style.

a. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.

Joshua, the head of a technology firm, decides to announce bonuses for his staff members following an increase in the firm's profit margins. The predetermined date of the bonus announcement coincides with a deadly storm rendering several people homeless and starving. Joshua understands that the time is not appropriate for making such an announcement given the grave situation. In this scenario, Joshua's decision exhibits _____. a. practical intelligence b. tenacity c. transparency d. creativity

a. practical intelligence

Edward, an executive of a global retail store, often takes deliberate steps to create a strong, favorable effect on his group members. He is always professionally dressed and works hard to build positive visions for his team members. This is an example of: a. successful impression management. b. leadership polarity. c. slash-and-burn type of leadership. d. laissez-faire leadership.

a. successful impression management.

Which of the following is a most likely consequence of a lower leadership position? a. The feeling of loneliness b. A high number of human resource problems requiring action c. A very high salary package d. Absolute control over subordinates and freedom of expression

b. A high number of human resource problems requiring action

Eric, the operations head of an investment bank, decides to shift the country headquarters of his organization from New York to Chicago. He implements his decision and starts working toward it by taking his board members' consent for granted. In this scenario, Eric portrays what style of leadership? a. Consensus b. Autocratic c. Consultative d. Democratic

b. Autocratic

What does Julian Barling's research indicate about the relationship heredity and environment in leadership potential? a. Environment creates leadership potential and is not affected by heredity. b. Both environmental and genetic factors contribute to leadership emergence and leadership behavior. c. People inherit a basic capacity that sets an outer limit to how much leadership potential they will have. d. A person's genetic makeup is solely responsible for influencing the emotional intelligence necessary for leadership.

b. Both environmental and genetic factors contribute to leadership emergence and leadership behavior.

Which statement is true of corporate social responsibility? a. Company leaders should focus on receiving external rewards and avoiding punishment. b. Company leaders should work with suppliers to improve physical and mental working conditions. c. Company leaders should impose severe penalties on whistle-blowers in order to remain ethical. d. Company leaders should have a level of moral development that makes them look good.

b. Company leaders should work with suppliers to improve physical and mental working conditions.

Grace is a finance manager at her firm. She wants to make a decision based on the inputs of her group members and their agreement. Which participative leadership style should Grace use? a. Consultative b. Consensus c. Autocratic d. Democratic

b. Consensus

Which behavior or attitude is considered task-oriented? a. Promoting principles and values b. Direction setting c. Openness to worker opinions d. Aligning people

b. Direction setting

Which of the following is true of the roles of leaders and managers? a. Managers produce change, and leaders produce consistency. b. Effective managers also lead, and effective leaders also manage. c. Managers tend to transform organizations, and leaders maintain organizations. d. Effective managers create vision, and effective leaders implement the vision.

b. Effective managers also lead, and effective leaders also manage.

Which of the following is a means by which a leader can instill a desire for customer service and quality and foster feelings of proprietorship and involvement in group members? a. Personalized power motive b. Emphasis on ethical leadership c. Self-promoting personality d. Use of colorful language

b. Emphasis on ethical leadership

Leaders will build strong relationships with their team by being consistent in their leadership style and approaching all employees in an equal manner. a. True b. False

b. False

Which statement is true of developing an ethical mind? a. It involves focusing on the intent of an action rather than on the action itself. b. It begins with the belief that retaining an ethical compass is essential to the health of an organization. c. It requires a leader to focus on receiving external rewards and avoiding punishment. d. It requires employees to report wrongdoings of organizations to government officials to remain ethical.

b. It begins with the belief that retaining an ethical compass is essential to the health of an organization.

Which of the following is true of the concept of leader characteristics and behavior? a. It refers to attributes of the group members that could have a bearing on how effective the leadership attempt will be. b. It refers to the inner qualities that help a leader function effectively in many situations. c. It refers to the affect of stakeholder groups on the behavior of a leader. d. It refers to the impact of a leader on the behavior of others.

b. It refers to the inner qualities that help a leader function effectively in many situations.

Michelle is the marketing manager at an automobile manufacturing firm. When the marketing team faced criticism for poor performance, she felt that her complacent nature was responsible for the poor results. Which of the following traits of core self-evaluations is being captured in this scenario? a. Self-esteem b. Locus of control c. Emotional stability d. Generalized self-efficacy

b. Locus of control

Audrey is the CEO of a technology firm. She prefers an affluent lifestyle and craves more prestige and power. She spends her money extravagantly, throwing big lavish parties every month. Which of the following motives best describes Audrey's characteristic? a. Resilience b. Personalized power motive c. Tenacity d. Achievement motive

b. Personalized power motive

Francis, a customer service executive, always greets his customers courteously and tries to make them as comfortable as possible. Which ethical leadership behavior is Francis exhibiting? a. Paying attention to all stakeholders b. Respect for an individual c. Building community d. Integrity in dealing with others

b. Respect for an individual

Why would a hiring manager prefer an entry-level candidate with leadership skills? a. She will require considerable hands-on attention. b. She is more likely to be capable of managing a part of a project. c. She will have low internal motivation. d. Leadership is a structured skill that can be easily taught.

b. She is more likely to be capable of managing a part of a project.

The members of the Research & Development (R&D) team of a biotech company are highly dedicated to their work. They are a cohesive and highly motivated team. However, the team finds it difficult to communicate their ideas in a simple manner to its stakeholders. As the leader of the R&D team, which of the following roles should you focus on more if you wish to contribute to the performance of the organization? a. Technical problem solver b. Spokesperson c. Coach and motivator d. Team builder

b. Spokesperson

Which is an advantage of practicing high corporate social responsibility? a. Its practice of punishing whistle-blowers b. The ability to attract high-quality employees c. The focus on rationalization to reduce unethical activities d. Its encouragement of the practice of entitlement

b. The ability to attract high-quality employees

Authentic leaders are like to display which characteristic? a. They tend to lay off valuable employees to reduce payroll costs. b. They have a deep commitment to their growth and also that of other stakeholders. c. They are primarily concerned with receiving external rewards and avoiding punishment. d. They focus on the intent of an action rather than on the action itself.

b. They have a deep commitment to their growth and also that of other stakeholders.

Frederick, a new manager, is faced with the task of estimating the timeline for completion of a project. Which action should he take if he decides to follow the evidence-based leadership approach? a. Maintain a log of his interactions with group members and their activities b. Use the methods that have proven to be effective in similar situations c. Consult with his team members on how to estimate a timeline d. Delegate the responsibility to his subordinates

b. Use the methods that have proven to be effective in similar situations

In which of the following situations would adding a leader be least likely to improve performance? a. When a group of stockers at Amazon fill orders. The work is boring and routine. b. When a group of astrophysicists get together to discuss a new theory they all find interesting. c. When a team of salespeople has trouble working with each other to get a new business order. d. When a team of teachers gets together to create a schedule for classes they have no interest in teaching.

b. When a group of astrophysicists get together to discuss a new theory they all find interesting.

Aiden Carter, an administrator at an automobile company, has started to work overtime since the day he got promoted to the position of administrator. In addition to extra work hours, Aiden also has to handle complaints on the human resource front. Despite his honest work and transparent conduct, he is viewed as being unethical by many of his subordinates. In this scenario, Aiden is likely: a. to feel being undermined by his superiors. b. to feel the frustrations of being a leader. c. to feel respect and status. d. to feel the power associated with being a leader.

b. to feel the frustrations of being a leader.

Which behavior is typical of the entrepreneurial personality? a. Emphasizing rules and regulations when managing people b. Inclining toward hierarchy and bureaucracy c. Acting quickly when opportunity arises d. Adopting a reactive approach rather than a proactive approach toward work

c. Acting quickly when opportunity arises

Carlos prides himself on being able to hire skilled team members and then letting them take initiative and responsibility for their tasks. He sets high standards for each of his employees. John has been on Carlos's team for 6 months and feels that he is not competent enough and, therefore, becomes less motivated. According to the path-goal theory of leadership effectiveness, what would be the best course of action in helping John? a. Carlos should hold John accountable for his performance and set high expectations. b. Carlos should adopt an achievement-oriented leadership style with John. c. Carlos should listen to and encourage John and also coach John to accomplish tasks. d. Carlos should seek John's feedback on important business decisions so that he feels more competent and valued.

c. Carlos should listen to and encourage John and also coach John to accomplish tasks.

Which of the following can be identified as a factor relating to substitutes for leadership? a. Informal or unofficial norms and regulations b. Fostering the vision of the organization at all levels c. Closely knit teams of highly trained individuals d. Creating an autocratic work environment

c. Closely knit teams of highly trained individuals

Which leader is adopting a relationship-oriented behavior or attitude? a. Katie provides hands-on guidance and micromanages her team members to ensure efficiency. b. Sarah consistently holds her group members to high standards of performance. c. George motivates his team members by satisfying their needs for recognition and self-esteem. d. Roger poses tough questions to his team members to enable them to realize their wrongdoings.

c. George motivates his team members by satisfying their needs for recognition and self-esteem.

Adrian, the owner of a food product export company, must rebuild the image of the company because of unethical practices by some senior employees. These activities resulted in huge layoffs and loss of customers for the company. The trust of shareholders also deteriorated. Which action should Adrian avoid if he wants to make his company ethically and socially responsible? a. Create a pleasant workplace b. Have informal training sessions on ethical and social behaviors c. Impose penalties on whistle-blowers d. Engage in social entrepreneurship

c. Impose penalties on whistle-blowers

Which behaviors are typical of a servant leader? a. Sets idealistic rather than practical goals b. Tries to resolve all employee problems and concerns regardless of what they might be c. Is willing to help out wherever needed d. Displays honest and ethical behavior

c. Is willing to help out wherever needed d. Displays honest and ethical behavior

Which of the following is an advantage of the trait approach? a. It encourages people who are not outstanding on key leadership traits and characteristics to seek leadership positions. b. It tells us which traits are absolutely needed in which leadership situations. c. It can help people prepare for leadership responsibility and all of the issues that accompany it. d. It can help reduce the elitist conception of leadership.

c. It can help people prepare for leadership responsibility and all of the issues that accompany it.

Which of the following is a disadvantage of displaying an in-your-face attitude? a. It could result in organizational rigidity. b. It may result in the leader focusing on more routine transactions. c. It could bring many detractors. d. It may cause the leader to focus on minor satisfactions in a quest for self-fulfillment.

c. It could bring many detractors.

Sadie hires a new manager. In a couple of weeks, she receives reports that the new manager often plays favorites and does not act in a trustworthy manner. However, since Sadie was the one to hire the new manager, she overlooks these flaws because acknowledging them would reflect that she made a hiring mistake. In this scenario, Sadie's behavior reflects which concept? a. A post-conventional level of moral development b. Integrity c. Motivated blindness d. A sense of entitlement

c. Motivated blindness

Michael quits his job to start his own venture. He believes that he has all the qualities required to be a successful entrepreneur. However, his employees are unhappy with the way the organization functions and feel that he lacks the abilities to be a successful entrepreneur.Which behavior would you suggest Michael incorporate in order to be a successful entrepreneur? a. Focus energy on employees first rather than customers or external sources b. Adopt a reactive approach rather than being proactive c. Possess a keen eye for future deals and business opportunities d. Embrace hierarchy and work within the mainstream of bureaucracy

c. Possess a keen eye for future deals and business opportunities

According to the Center on Leadership & Ethics at Duke University, what type of leadership can positively affect performance? a. Optimistic and enthusiastic b. Transparent and open c. Responsible and inspirational d. Powerful and prestigious

c. Responsible and inspirational

Which of the following is regarded as a useful tool for getting people to embrace change by capturing their attention? a. Wishful thinking b. Aggressive humor c. Storytelling d. Presentation of scientific facts

c. Storytelling

Grayson is a renowned investigative journalist who had uncovered several scams and corruption cases in the past. Known for his candid and liberal opinions, he had a huge fan base as well as pockets of detractors across the country. Grayson is: a. romanticizing risks. b. practicing laissez-faire leadership. c. experiencing leadership polarity. d. promising Utopia.

c. experiencing leadership polarity.

Andrew, the regional head of a dairy processing firm, is anticipating an increase in demand from retailers who plan to expand their stores. Therefore he decides to increase the production target by 40 percent for the current financial year. This shows that Andrew is _____. a. socially aware b. humble c. proactive d. elitist

c. proactive

Fran, the head of exports management at a textile manufacturing firm, was asked in a formal meeting with the CEO why her department was unable to meet its quarterly target. During the meeting, Fran stayed calm and in control and put forth her reasons in an unambiguous manner. This exhibits that Fran is a _____ leader. a. enthusiastic b. socially conscious c. self-confident d. creative

c. self-confident

When Timothy A. Judge and Ronald F. Piccolo evaluated the impact of three styles of leadership based on six criteria, including job satisfaction and job performance of both leaders and followers, _____ leadership showed the highest overall relationships. a. charismatic b. laissez-faire c. transformational d. transactional

c. transformational

Alex, the regional head of a tractor manufacturing company, is unhappy with the sales performance in the previous quarter. Alex says to his employees, "The company's performance has been declining over the previous two quarters. We must work together to raise our performance levels and achieve better targets in the coming quarter." Which of the following traits best describes Alex's stance? a. Authenticity b. Social awareness c. Humility d. Assertiveness

d. Assertiveness

Thomson Inc., a manufacturer of smartphones, has unveiled a premium range of smartphones with innovative features and applications. Which of the following roles should the CEO of Thomson Inc. assume if he wishes to increase media and consumer interest in the company's newest products? a. Negotiate the costs of manufacturing with the company's CFO and COO. b. Act as a team player in the design department and provide inputs to the design of the smartphones. c. Act as a technical problem solver for the manufacturing unit. d. Be available to outsiders as a representative of the company both within and outside the company.

d. Be available to outsiders as a representative of the company both within and outside the company.

Which suggestion paves the way for an effective 360-degree survey? a. Ensure that managers rated are oblivious to the identity of the employees rating them. b. Provide feedback that is aimed at administrative control rather than personal development of managers. c. Devise a plan that involves transferring managers with poor performance to another department or laying them off altogether. d. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization.

d. Customize the assessment dimensions based on the leadership competencies that are associated with success in one's organization.

Craig, a businessman, obtains confidential information on one of his rival companies. The information, if misused, could possibly destroy his rivals. Craig considers what he would advise his son to do if he was in a similar situation. In the given scenario, Craig demonstrates which ethical principle or concept? a. Principle of rationalization b. Universalist principle of disclosure c. Utilitarian notion of doing good for the greatest number of people d. Deontological principle of reversibility

d. Deontological principle of reversibility

Jeremy is an effective leader who is capable of helping his subordinates complete their tasks. However, he is considered intimidating by some of his team members and is often unable to boost the group's morale. Jeremy feels that since his strengths are task oriented, management should place him as the leader of team members who need task-related guidance. Jeremy is a strong believer of which leadership theory or approach? a. Path-goal theory of leadership effectiveness b. Leader-member exchange theory c. Normative decision model d. Fiedler's contingency theory of leadership effectiveness

d. Fiedler's contingency theory of leadership effectiveness

Which of the following political tactics is a necessary part of a leader's role? a. Backstabbing b. Turf wars c. Divide and rule d. Forming coalitions

d. Forming coalitions

Tom is considered to be skilled at adopting task-related attitudes and behaviors to effectively manage his team. Which of his behaviors is most likely the reason for this impression by his team? a. He encourages and provides emotional support to his team members. b. He promotes the principles and values of his organization. c. He patiently addresses the grievances of his team members. d. He adapts to any situation as required by circumstances.

d. He adapts to any situation as required by circumstances.

Michelle, an auditor, firmly believes in honesty and always presents the real findings of auditing processes assigned to her. She continues to be honest despite pressures from her superiors to manipulate results. Which ethical characteristic does Michelle possess? a. Entitlement b. Rationalization c. Capability d. Integrity

d. Integrity

Which of the following is a consequence of attribution of charisma to leaders? a. It helps in developing a personal brand in each of the group members. b. It encourages leaders to have a self-promoting personality. c. It causes leaders to serve primarily their own interests. d. It leads to other behavioral outcomes in group members.

d. It leads to other behavioral outcomes in group members.

Jacob, the sales head of LyfCare Inc., a life insurance provider, is considered to be a very organized and disciplined leader by his employees, thereby scoring high on the scale of initiating structure. This impression likely stems from which of Jacob's workplace behaviors? a. Jacobs adopts a zero-tolerance attitude and terminates erring team members. b. Jacob is never biased and does not favor one employee over the other. c. Jacob emphasizes completing work at the convenience of his team members. d. Jacob ensures that team members are utilized to the best of their abilities.

d. Jacob ensures that team members are utilized to the best of their abilities.

Which example illustrates whistleblowing? a. Angela feels that she is eligible to use company resources for personal purposes because of her seniority. b. Winston adheres to his principles and beliefs irrespective of pressures from his superiors. c. Nancy always thinks about how she can do the best for all her colleagues and society in general. d. Jacob reports questionable accounting practices in his company to a government officer.

d. Jacob reports questionable accounting practices in his company to a government officer.

_____ is the ability to control one's emotions, for example, by not shouting even when one is angry. a. Self-awareness b. Social awareness c. Relationship management d. Self-management

d. Self-management

Diane works as a sales manager at Timothy Inc., a manufacturer of consumer goods. Despite Diane's consistent contributions, dedication, and enthusiasm, the sales team performs poorly. After a few months of poor performance, Diane realizes that the team members are not working to the best of their abilities and are rather inefficient. Which of the following should Diane do to revive the sales performance? a. She should emphasize her personalized power motive so that she can get ahead. b. She should employ humor as a means to improve her approachability and people orientation. c. She should demonstrate passion toward work and toward the people who help accomplish the work. d. She should be assertive in expressing demands, opinions, feelings, and attitudes in a forthright manner.

d. She should be assertive in expressing demands, opinions, feelings, and attitudes in a forthright manner.

Karen's team is assigned a new project that is stressful and dissatisfying. As a result, her group members are unsure of themselves and lose motivation. When she realizes this, Karen takes steps to boost their morale, as she is concerned about their well-being. According to the path-goal theory of leadership effectiveness, which style of leadership should Karen assume? a. Directive b. Participative c. Achievement-oriented d. Supportive

d. Supportive

According to Jay A. Conger, which of the following has replaced the era of managing by dictate? a. The era of leadership by enhancing social security b. The era of leadership by providing monetary incentives c. The era of leadership by exploitation d. The era of leadership by inspiration

d. The era of leadership by inspiration

Roger is an executive of a multinational tractor manufacturing company. While representing the company at conferences and meetings, he employed an inspiring way of narrating how the company's product helped in mechanizing farms in developing countries and highlighted the benefits to farmers in those countries. This technique is called _____. a. extensive use of metaphors b. creating an emotional appeal by exaggeration c. leadership by gearing language to different audiences d. leadership by storytelling

d. leadership by storytelling

Amy, a team leader at a consumer goods industry, gives her team members optimistic and constructive feedback and acknowledges individual contributions. In this scenario, Amy is encouraging group member development by _____. a. acting on intuition b. resorting to excessive flattery c. being a polarizing personality d. providing supportive leadership

d. providing supportive leadership

Charismatic leaders deliberately engage in impression management because they believe _____. a. that camouflaging their real personality will serve the purpose of exploiting their subordinates and furthering their own interests b. that enhancing their personality will result in monetary dividends c. in providing autonomy to their subordinates d. that the perceptions of constituents determine whether they function as charismatic leaders

d. that the perceptions of constituents determine whether they function as charismatic leaders

A key force driving the new paradigm of collaborative leadership is: a. the extent of leadership effectiveness. b. the intrinsic satisfaction of employees. c. the flexible leadership theory. d. the hyperconnected organizational world.

d. the hyperconnected organizational world.

Effective leaders have frequently been distinguished by their motives and needs. Listed below are four motives and characteristics of each. Match the leadership motives on the left with their characteristics on the right. • Achievement motive • Socialized power motive • Personalized power motive • Resilience and tenacity • Leaders with this motive are able to bounce back from major setbacks in their careers through continuous effort. • Leaders with this motive are less defensive and more willing to accept expert advice than those with personalized power motives. • Leaders with this motive do not worry about everybody liking them because they recognize that when one acquires power, one acquires enemies. • Leaders with this motive find joy in accomplishment for its own sake. They tend to moderate risks that can be handled through their own efforts.

• Achievement motive: Leaders with this motive find joy in accomplishment for its own sake. They tend to moderate risks that can be handled through their own efforts. • Socialized power motive: Leaders with this motive are less defensive and more willing to accept expert advice than those with personalized power motives. • Personalized power motive: Leaders with this motive do not worry about everybody liking them because they recognize that when one acquires power, one acquires enemies. • Resilience and tenacity: Leaders with this motive are able to bounce back from major setbacks in their careers through continuous effort.

As a leader, it is important to recognize that followers differ substantially in talent and motivation. Match the types of followers on the left with their examples on the right. • Diehards • Bystanders • Participants • Activists • Isolates • They feel strongly, either positively or negatively, about their leader and the organization and act accordingly. • They are super-engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction. • They are completely detached and passively support the status quo by not taking action to bring about changes. • They are free riders who are typically detached when it fits their self-interests. • They show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group.

• Diehards: They are super-engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction. • Bystanders: They are free riders who are typically detached when it fits their self-interests. • Participants: They show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group. • Activists: They feel strongly, either positively or negatively, about their leader and the organization and act accordingly. • Isolates: They are completely detached and passively support the status quo by not taking action to bring about changes.

Leading is a complex activity, and researchers have identified several roles that can be classified as part of the leadership function of management. Match the leadership roles on the left with their examples on the right. • Figurehead • Executor • Team builder • Strategy developer • Entertaining clients as an official representative of the organization • Initiating activities that contribute to positive group morale • Setting a vision and direction for the organization • Translating strategy into action

• Figurehead: Entertaining clients as an official representative of the organization • Executor: Translating strategy into action • Team builder: Initiating activities that contribute to positive group morale • Strategy developer: Setting a vision and direction for the organization

A trait based perspective classifies a manager's traits as personality traits and cognitive traits. Given below are leaders who display three types of intelligence described in the trait based perspective. Match the types of intelligence on the left with their examples on the right. • Practical intelligence • Emotional intelligence • Cognitive intelligence • A leader who is good at analyzing and solving problems in his or her area of expertise • A leader who uses relationship management to effectively disarm conflicts and has the ability to build strong personal bonds • A street smart leader who relies on his or her experience to adapt and shape the environment

• Practical intelligence: A street smart leader who relies on his or her experience to adapt and shape the environment • Emotional intelligence: A leader who uses relationship management to effectively disarm conflicts and has the ability to build strong personal bonds • Cognitive intelligence: A leader who is good at analyzing and solving problems in his or her area of expertise

Characteristics associated with leadership can be classified into three broad categories: personality traits, motives, and cognitive factors. Some characteristics and traits of effective leaders are listed below. Match the traits on the left with their descriptions on the right. • Trustworthiness • Assertiveness • Resilience • Conceptual thinking • Leaders who exhibit this trait confront group members about their mistakes, and are capable of making legitimate demands on higher management. • Leaders who exhibit this trait have the ability to see the overall perspective and understand how the external environment influences the organization and how different parts of the organization influence each other. • When faced with a setback, leaders who exhibit this trait tenaciously work with their team to fix the problems, thereby bouncing back instead of giving up. • When leaders exhibit this trait, their team members have confidence in the leader's intentions and motives and in the sincerity of the leader's word.

• Trustworthiness: When leaders exhibit this trait, their team members have confidence in the leader's intentions and motives and in the sincerity of the leader's word. • Assertiveness: Leaders who exhibit this trait confront group members about their mistakes, and are capable of making legitimate demands on higher management. • Resilience: When faced with a setback, leaders who exhibit this trait tenaciously work with their team to fix the problems, thereby bouncing back instead of giving up. • Conceptual thinking: Leaders who exhibit this trait have the ability to see the overall perspective and understand how the external environment influences the organization and how different parts of the organization influence each other.