AGLS 4308 study guide questions
How do for-profit and non-profit organizations usually differ? a. A major outcome of a for-profit is usually quality and productivity based upon the production of a product or sales b. A major outcome of a non-profit is usually unit profit c. A major outcome of a for-profit is changes in client practices d. A major outcome of a non-profit is worker turnover
A major outcome of a for-profit is usually quality and productivity based upon the production of a product or sales
Which is NOT generally a benefit of participation? a. A rapid decision is made in terms of time b. The decision quality is enhanced c. Group satisfaction is generally higher d. The process develops participants' skills in decision making
A rapid decision is made in terms of time
__________ are examples of protected classes. a. Nobility b. Royalty c. Age over 40 years d. Enemies of the state
Age over 40 years
Which is NOT one of the primary ways in which top executives influence an organization? a. Architectural design of the buildings and grounds b. Adaptation to the environment c. Efficiency and process reliability d. Human resources and relations
Architectural design of the buildings and grounds
___ centers utilize a standard set of procedures to measure managerial potential. a. Action b. Achievement c. Assessment d. Ability
Assessment
______ -centered programs can attempt to change perceptions by persuasive appeals, training programs, team-building, or cultural change. a. Behavior b. Attitude c. Cognitive d. Psycho-motor
Attitude
_________________ is associated with the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system. a. Reward b. Power c. Authority d. Responsibility
Authority
Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point near the extreme left-hand side and one might say that allows the "boss be the boss." a. Delegation b. Joint decision making c. Consultation d. Autocratic decision
Autocratic decision
______ leadership includes networking, environmental scanning, and representing. a. Dictatorial-like b. Transactional c. Boundary spanning d. Supportive
Boundary spanning
The Normative Decision Model involves five possible decision procedures for decisions involving multiple subordinates. ________ in the Model involves the leader sharing the problem with his/her subordinates as a group, obtaining their collective ideas and suggestions, and then the leader making the decision, which may or may not reflect the subordinates' influence. a. A-1 b. A-2 c. C-1 d. C-2
C-2
_____ are likely to question authority and traditional values, believe that individual rights should take precedence over group or organizational considerations, have difficulty accepting social orders, and are informal in their approach to social orders and organizational roles. a. Traditionalists b. In-betweeners c. Challengers d. Synthesizers
Challengers
-oriented behavior is concerned with understanding the environment, finding innovative ways to adapt to it, and implementing modifications in strategies, products, or processes. a. Clarifying b. Change c. Task d. Relations
Change
When a leader explains the reason for an assignment to an employee, the leader is practicing a ______ step. a. Clarifying b. Monitoring c. Environmental scanning d. Evaluating
Clarifying
Responding to infractions promptly and consistently, investigating to get the facts prior to using, except for the most serious cases, and providing sufficient oral and written warnings before resorting to more severe measures, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate
Coercive
When _____ power is used to implement change, followers are compliant for fear of punishment. a. Legitimate b. Reference c. Coercive d. Expert
Coercive
When making a _________________, the target person internally agrees with a decision or request, and makes great effort to carry out the request. a. Commitment b. Contingency c. Resistance d. Compliance
Commitment
____ in implementing change within organizations usually happens when there is a high degree of trust in the leader and followers believe that change is likely to be effective. a. Consilience b. Constriction c. Constitution d. Commitment
Commitment
__________ involves emergent processes and adaptive outcomes that are often unpredictable in advance. a. Shared and distributed leadership b. Relational leadership c. Simplicity theory of leadership d. Complexity theory of leadership
Complexity theory of leadership
In _________________, the target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort. a. Commitment b. Contingency c. Resistance d. Compliance
Compliance
________skills involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events. a. Conceptual b. Integration c. Interpersonal d. Technical
Conceptual
Which of the following is NOT one of the guidelines recommended for building teams? a. Use ceremonies and rituals b. Use symbols to develop identification with the group c. Conduct product analysis sessions d. Conduct alignment sessions
Conduct product analysis sessions
______ planning involves the development of procedures for avoiding or coping with potential problems or disasters. a. Re-action b. Pro-action c. Bankruptcy d. Contingency
Contingency
When a leader changes her/his behavior based upon a situation or the maturity or skill level of a follower, the leader is practicing ______________. a. a Stalingrad behavior b. the Great Man theory c. Contingency models of leadership d. Tit-for-tat models of behavior
Contingency models of leadership
_________________ describe how aspects of a leadership situation can alter a leader's influence and effectiveness. a. Contingency theories b. Attitudinal theories c. Reliant theories d. Organizational methods
Contingency theories
What are possible intervening variables, or immediate effects, that could affect follower behavior in the Multiple Linkage Theory? a. Reward, Punishment, Time on task, Concentration b. Support, Vacation Time, Hobbies, Family c. Motivation, Support, Information, Process d. Cooperation, Cohesion, Effort, Resources
Cooperation, Cohesion, Effort, Resources
__ includes our ethnic or tribal group, geographic location, socio-economic status, community residence, and national citizenship. a. Community b. Culture c. Civics d. Civility
Culture
There are two mediating (middle sets of variables) which affect unit/team performance in the Normative Decision Model. Which one of these mediating variables would be concerned with the degree of team commitment to implement a decision effectively. a. Decision quality and acceptance b. Decision cost c. Social forces and factors d. Situational variables
Decision quality and acceptance
Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point near the extreme right-hand side, and involves the leader handing off the problem and final decision to the team, and then removing himself from the decision making process. a. Delegation b. Joint decision making c. Consultation d. Autocratic decision
Delegation
Required duties, activities, and responsibly are collectively defined as managerial ____________. a. Choices b. Constraints c. Contingencies d. Demands
Demands
Which is one of the general ways to develop leadership? a. Informal training programs b. Developmental activities embedded within a job assignment c. Outsource the training to a developing country d. Ignore the need for leadership training and hope for the best
Developmental activities embedded within a job assignment
An example of _______________ would be the perception that the employee within a unit who worked the hardest and contributed the greatest to the unit's performance gets the larger reward. a. Distributed fairness b. Distributed justice c. Procedural fairness d. Procedural justice
Distributed justice
Which of the following is an activity related to Mitzberg's Decision-Making Role? a. Disturbance handler b. Monitor c. Liaison d. Figurehead
Disturbance handler
In terms of consultation, a __________ consultation would involve the leader consulting his or her subordinates. a. Downward b. Upward c. Lateral d. Outsiders
Downward
An example of the use of _______________ power is when Governor Christi of NJ shut a turnpike down to 'control' a situation. a. Ecological b. Referent c. Expert d. Infrastructure
Ecological
Gender _____ is the extent to which men and women receive equal treatment. a. Egalitarianism b. Equality c. Classlessness d. Consensus
Egalitarianism
What Houston-based company got in big trouble for poor ethical behavior? a. Fanny Mae b. Freddy Mac c. Lehamann Brothers d. Enron
Enron
________ is also referred to as external monitoring, and deals with a leader's knowledge of external changes, the threats (or opportunities) that changes may pose to the organization, and identifying best practices that can be implemented to protect the organization against threats or to take advantage of impending opportunities. a. Representing b. Networking c. Environmental scanning d. Epistemology
Environmental scanning
According to Maslow, what is the next from the highest level of need? a. Esteem b. Social c. Self-actualization d. Esteem
Esteem
_______________ is an impression management strategy where a follower demonstrates extreme dedication and loyalty to the organization and to his/her leader. a. Ingratiation b. Exemplification c. Self-promotion d. Attribution
Exemplification
Which is NOT one of the reasons that leaders find it difficult to delegate? a. Characteristics of the subordinates (perceived to be apathetic OR incapable of comprehending a complex issue) b. High need for personal achievement on the part of the leader c. Fear of subordinates making a mistake d. Fear that the organization will be successful by becoming more productive
Fear that the organization will be successful by becoming more productive
What situational theory of leadership is based upon leader LPC score and the favorableness and control of the situation? a. Hershey's Model b. Blanchard's Model c. Yukl's Model d. Fiedler's Model
Fiedler's Model
which of the follow statements is not true about the chart below? a. Upper-level leaders typically have higher conceptual skills and lower technical skills b. A leader's interpersonal skills are relatively stable as she/he moves from lower-level to upper level leadership positions c. Lower-level managers usually have higher technical skills than higher level managers d. For middle managers, there is a convergence of conceptual, interpersonal and conceptual skills
For middle managers, there is a convergence of conceptual, interpersonal and conceptual skills
Denial, anger, mourning, and adaptation are stages in the _______ process. a. Force Field b. Networking c. Environmental scanning d. Grieving
Grieving
Which contingency model focuses on subordinate development level, leader supportiveness, leader directiveness, and leadership style? a. Hershey and Blanchard b. Fiedler's c. Path-Goal Theory d. Miller's
Hershey and Blanchard
Which is NOT a situation for unethical leadership. a. Highly competitive culture like automobile sales b. Strong, success-oriented culture linked with compensation and performance evaluation. c. Followers who lack self-esteem and self-efficacy d. Societies where violence is common, fraud and bribery are common, and corruption of officials is widespread
Highly competitive culture like automobile sales
. Which is a common research question at the organizational level? a. How leaders influence organizational culture b. How leaders influence collective learning and innovation in the team or unit c. How a leader and a subordinate influence each other d. How leader skills are related to leader behavior
How leaders influence organizational culture
Which is a common research question at the intra-individual level? a. How a leader influences subordinate motivation and task commitment b. How different leader-member relations affect each other and team performance c. How top executives influence lower-level members d. How leaders spend their time
How leaders spend their time
Which is considered easiest to measure? a. Immediate organizational outcomes (quarterly sales, number of internal safety-related accidents) b. Delayed organizational outcomes (ability to react to future market trends, internal creativity of workforce) c. Both are considered easy to measure d. Neither are considered easy to measure
Immediate organizational outcomes
_______prefer choice and options, they dislike situations in which they are forced to make limited decisions, and they are more likely to be influenced by trends and fads. a. Traditionalists b. In-betweeners c. Challengers d. Synthesizers
In-betweeners
Which is NOT a best practice for team development and productivity? a. Consideration of member skills and role clarity b. Internal organization and coordination c. Adequate resources and political support d. Inaccurate, unshared mental models
Inaccurate, unshared mental models
_______________ is an impression management strategy where a follower influences the leader to like the follower by the follower being friendly, considerate, and caring. a. Ingratiation b. Exemplification c. Self-promotion d. Attribution
Ingratiation
Members of a leader's _________________ group, are expected to become committed to the unit's activities and goals, must be dependable, must be willing to give more time and energy to become more involved administratively, and be able to respond quickly to a leader's wishes. a. Outgroup b. Outer circle c. Ingroup d. Inner circle
Ingroup
Previous change experiences may ________ followers and leave them better prepared to change again. a. Inculcate b. Inoculate c. Isolate d. Illustrate
Inoculate
In terms of attribution theory of charismatic leadership, which of the following is NOT one of the leader traits? a. Inspires followers with practical appeals b. Pitches a shared vision very different from the norm but in the realm of acceptability c. Uses out-of-the box thinking, acts unconventionally, and uses innovative strategies d. Establishes a high degree of trust
Inspires followers with practical appeals
Which of the following is NOT viewed to replace or substitute for leadership behaviors? a. Participative goal setting b. Redesigned job tasks that are interesting and motivating to workers c. Organizational rewards based upon seniority, union contracts, and/or civil service policies d. Integrated informational technology (IT) systems that make knowledge information and feedback available to followers in 'real time'
Integrated informational technology systems
________ is an attribute that helps explain leadership behavior, and involves honesty and consistency of behavior with espoused values. a. Integrity b. Emotional maturity c. Leadership d. Virtue
Integrity
Attribution theory asserts that attributions of poor performance are generally classified as being _______________. a. Internal or external b. Indigenous or aboriginal c. Work-related or personal-related d. Competency-based or motivation-based
Internal or external
Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point about two-thirds from the extreme left-hand side, and involves the leader meeting with others, presenting the issue or problem, having one vote among other team members, and deciding on a response to the issue based upon majority vote. . a. Delegation b. Joint decision making c. Consultation d. Autocratic decision
Joint decision making
In terms of consultation, a __________ consultation would involve the leader consulting his or her peers at his level within the organization. a. Downward b. Upward c. Lateral d. Outsiders
Lateral
_________________ is defined by mutual compatibility between two individuals, and follower competence and dependability. a. Leader/Member Roleplaying b. Leader/Member Relationship c. Leader/Member Association d. Leader Member Exchange
Leader Member Exchange
_________________ is known as a situation when two parties (the follower and the leader) mutually define the subordinate's role. a. Leader/Member Roleplaying b. Leader/Member Relationship c. Leader/Member Association d. Leader Member Exchange
Leader Member Exchange
_____ organizations value knowledge, innovation, experimentation, flexibility, and initiative. a. Complex b. Simple c. Learning d. Creative
Learning
LPC stands for what in Fiedler's Contingency Model? a. Leader's Predisposition Construct b. Leadership Principles for Coworkers c. Least Preferred Coworker d. Least Prerequisite Contingency
Least Preferred Coworker
Making polite, clear requests, explaining the reasons for requests, following proper channels, and following up requests to verify compliance, are guidelines or best practices when using _______________ authority or power. a. Referent b. Reward c. Coercive d. Legitimate
Legitimate
When ____power is used to implement change, followers comply because they believe in leadership authority. a. Legitimate b. Reference c. Coercive d. Expert
Legitimate
The three phases of _______ Force-Field Model include unfreezing, changing, and refreezing. a. Ludwig's b. Littleton's c. Luchenbach's d. Lewin's
Lewin's
______ is the idea that I am in charge of my own destiny. a. Locus of control b. Synergy c. Systems thinking d. Cognition
Locus of control
. __________is the President of the U.S. credited with the Great Society Movement. a. Dwight D. Eisenhower b. John F. Kennedy c. Lyndon B. Johnson d. Richard Nixon
Lyndon B. Johnson
Which of the following is NOT a typical behavior pattern for managers? a. Interactions often involve peers or outsiders b. The pace of work is hectic and unrelenting c. The content of the work is varied and fragmented d. Many activities are proactive
Many activities are proactive
Who coined the term 'charismatic leadership'? a. Max Weber b. James McGregor Burns c. Phil Blanchet d. John Hersey
Max Weber
Which of the following is an activity related to Mitzberg's information-processing roles? a. Negotiator b. Entrepreneur c. Resource allocator d. Monitor
Monitor
. One way in which a leader can practice ______ behavior, is to develop independent sources of information. a. Clarifying b. Monitoring c. Environmental scanning d. Evaluating
Monitoring
A(n) _____ is someone who is in love with himself or herself. a. Achievement orientation b. Assimilator c. Self-evasive d. Narcissist
Narcissist
_______ is building and maintaining favorable relationships with peers and outsiders. a. Representing b. Networking c. Environmental scanning d. Epistemology
Networking
What theory utilizes five leadership decision making styles? a. Path-Goal Theory b. Hershey and Blanchard's c. Normative Decision Making Theory d. Fiedler's
Normative Decision Making Theory
Three-hundred and sixty degree feedback would generally NOT include feedback from. a. Subordinates b. Outsiders c. Peers d. One's relatives or family members
One's relatives or family members
If one was monitoring a competitor's strategy, which is NOT one of the factors that would be monitored? a. Pricing b. Organizational climate c. Advertising d. Service
Organizational climate
Servant leaders often become conflicted when asked to _____________. a. Outsource labor or downsize operations b. Expand operations in similar communities c. Cross train employees d. Expand functions within a plant
Outsource labor or downsize operations
The use of decision procedures that allows others to have some input over decisions that will affect them is referred to as ______________ leadership. a. Participative b. Directive c. Reward and punishment d. Supportive
Participative
_______ leadership is also referred to as empowering leadership or democratic leadership. a. Participative b. Transformational c. Reward and punishment d. Supportive
Participative
_____ is the use of various decision making procedures that allow other people some influence over the leader's decision a. Participative leadership b. Joint decision making c. Democratic management d. All of the above
Participative leadership
Leadership traits and skills are defined as _____ predictors of leadership success. a. Participative b. Planning c. Personnel d. Personal
Personal
_________________ is the capacity of one party to influence another party. a. Reward b. Power c. Authority d. Responsibility
Power
When a leader searches for individual worker contributions, recognizes performance improvements, and commendable efforts that failed, the leader is practicing _________ behavior. a. Attribute b. Rebuking c. Coaching d. Praise and recognition
Praise and recognition
__________ is NOT one of the guidelines for successful managers? a. Plan daily and weekly activities b. Make time for reflective planning c. Procrastinate d. Experiment with innovative solutions
Procrastinate
After training, it is recommended that the individual __________________. a. Write a 10-page concept paper b. Watch videos over leaders to focus on developing charisma c. Go undercover like "Undercover boss" d. Receive encouragement and coaching from his mentor or supervisor when difficulties are encountered
Receive encouragement and coaching from his mentor or supervisor when difficulties are encountered
Which is NOT one of the ways in which a leader can promote an ethical climate? a. Help others find fair and ethical solutions b. Recognize and reward unethical behavior c. Facilitate and disseminate a code of ethical behavior d. Initiate support systems (e.g. ethics hotlines)
Recognize and reward unethical behavior
An attribute of directive leadership used in the Path Goal Theory is_______. a. Reduces role ambiguity b. Increases self-confidence c. Increases commitment to organizational goals d. Increase worker confidence
Reduces role ambiguity
Showing acceptance and positive regard, acting supporting and helpful, using sincere forms of ingratiation, and keeping promises, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate
Referent
___-oriented behaviors are concerned with increasing mutual trust, cooperation, job satisfaction, and identification with the team or organization. a. Clarifying b. Change c. Task d. Relations
Relations
. _______ happens when a leader lobbies for internal resources, promotes his/her organizational unit, and defends the organizational unit from attacks. a. Representing b. Networking c. Environmental scanning d. Epistemology
Representing
. In implementing change, _____ is generally the common phenomenon. a. Resistance b. Reduction c. Reward d. Oxidation
Resistance
A wise leader views _______ as energy that can be redirected to improve change. a. Resistance b. Reduction c. Reward d. Oxidation
Resistance
One type of _______________ involves the target person making a pretense of complying to carry out the request or decision, when really trying to sabotage the request or decision. a. Commitment b. Contingency c. Resistance d. Compliance
Resistance
Explaining the criteria and keep it simple, providing as promised if requirements are met, and using this type of power symbolically, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate
Reward
Which is not a core behavior pattern of leaderships? a. Directive b. Reward and participative c. Supportive d. Charismatic
Reward and participative
_______ coined the phrase "servant leadership". a. Max Weber b. James McGregor Burns c. Robert Greenleaf d. John Hersey
Robert Greenleaf
A(n) _________________ is defined as standard or repeated patterns of behavior that become expected or required, partially operationalized by job descriptions, and partially by LMX. a. Role b. Behavior c. Expectation d. Norm
Role
Which of the following is a true statement about decision making and planning by managers? a. Most planning is formal and deliberate b. Emotions and intuition are not involved c. Important decisions are made in an orderly and apolitical context d. Routine decisions are made in a manner that is different than problem-based decisions
Routine decisions are made in a manner that is different than problem-based decisions
______ is known for his Systems Model for Organizational Diagnosis. a. Senge b. Burns c. Blanchard d. Hersey
Senge
Which is NOT one of the guidelines for leading successful meetings? a. Share non-essential information with group members b. Encourage and facilitate participation c. Use systematic procedures for solution evaluation d. Clarify responsibilities for implementation
Share non-essential information with group members
__________ asserts that effective leaders empower others to participate in the process of interpreting events, solving problems, and making decisions. Underlying this approach to organizational leadership, is the thesis that actions of any individual (including the top leader), are less important than the collective leadership provided by all members of the organization, both formal and informal. a. Shared and distributed leadership b. Relational leadership c. Simplicity theory of leadership d. Complexity theory of leadership
Shared and distributed leadership
Even for people with strong confidence in their ability to handle change, too many changes in a _______ period of time can undermine commitment. a. Long b. Intermediate c. Short d. Extra-long
Short
There are two mediating (middle sets of variables) which affect unit/team performance in the Normative Decision Model. Which one of these mediating var ables would be concerned with aspects of the problem or issue such as the amount of relevant information possessed by the leader and subordinates, the amount of disagreement among subordinates with respect to preferred alternatives, and the extent to which the decision is unstructured and re quires creative problem solving. a. Decision quality and acceptance b. Decision cost c. Social forces and factors d. Situational variables
Situational variables
Both intelligence and interpersonal behaviors are broad categories of __________. a. Talents b. Skills c. Traits d. Services
Skills
Both verbal reasoning and persuasive ability are examples of __________. a. Talents b. Skills c. Traits d. Services
Skills
Leadership _____ are behaviors or ways of thinking that leaders perform in and effective manner. a. Talents b. Skills c. Traits d. Services
Skills
Which is NOT one of the three behaviors reflected in the LPC score? a. Leader-member relations b. Task structure c. Socio-political d. Position power
Socio-political
Organizational culture differs between organizations, based upon the _________ of the organization. New organizations differ from young, successful organizations, which often differ from mature organizations. a. Human capital b. Social capital c. Net wealth d. Stage
Stage
Which is considered an internal constraint? a. Organization's primary products and services b. Powerful external stakeholders c. Strong organizational culture d. Perceptions of the organization's performance
Strong organizational culture
In a rather controversial article by Chua and Rosenfeld (2014), ________ groups in America today share the following three traits: (1) a superiority complex, (2) insecurity, and (3) impulse control. a. Immigrant b. Contemporary c. Successful d. Hostile
Successful
Which type of leadership in the Path-Goal Theory is defined as concern and consideration for the well-being of the followers? a. Directive b. Supportive c. Participative d. Achievement
Supportive
_____-oriented behaviors are related to accomplishing a job in an efficient and reliable way. a. Clarifying b. Change c. Task d. Relations
Task
Within the Hershey and Blanchard's model, what leadership styles are recommended? a. Persuasion and Coercive b. Persuasion, Coercive, Self-Taught c. Telling, Selling, Participating, Delegating d. Participating, Democratic, Delegating
Telling, Selling, Participating, Delegating
Which is NOT a major contributor in the role making process related to LMX? a. Leaders have a vested interest in followers' performance b. The stage in the organization's or business's lifecycle has a great influence in this process c. Followers' have expectations of their leaders d. New leaders are generally short on time and energy, and look for dependable individuals to help them out
The stage in the organization's or business's lifecycle has a great influence in this process
. Which is true of derailed executives? a. They have calm, confident, and predictable behaviors during crises b. They focus on immediate tasks and the needs of subordinates c. They are too ambitious about advancing their career at the expense of others d. They admitted mistakes, accepted responsibility, and took action to solve a problem
They are too ambitious about advancing their career at the expense of others
Which is NOT true of what research tells us about LMX's in the U.S.? a. They are unaffected by gender b. They are unaffected by race c. They may be affected by educational level, work ethic, and/or career aspirations d. They usually change every three to five years within an organization led by the same boss
They usually change every three to five years within an organization led by the same boss
A ____ is an aspect of personality, needs, motives, and values. a. Talent b. Skills c. Trait d. Services
Trait
Self-confidence, extroversion, and emotional maturity are examples of ____. a. Talents b. Skills c. Traits d. Services
Traits
____ are relatively stable over time. a. Talents b. Skills c. Traits d. Services
Traits
_______ leadership is also referred to as visionary leadership or inspirational leadership a. Participative b. Transformational c. Reward and punishment d. Supportive
Transformational
Formal training programs are ______. a. Usually designed for lower- to mid-management positions b. Place more emphasis on future skill needs and moving up the ladder c. Must be six-months in duration d. Would focus on theory, but not on application
Usually designed for lower- to mid-management positions
___ are standards or principles by which choices are made. a. Values b. Predispositions c. Behaviors d. Prior experience
Values
In terms of the stages in the change process, a leader should first increase the driving force to change when restraining forces are ______ . a. Weak b. Strong c. Temperate d. Moderate
Weak
Which is NOT one of the three standards for ethical behavior? a. End sought or purpose of decision b. What a 'reasonable man' would do in a similar situation c. Extent to which behavior is consistent with moral standards (smell test) d. Consequences for self and others (outcomes)
What a 'reasonable man' would do in a similar situation
Leader control over rewards usually do not include: a. Merit salary for followers based upon performance b. Ability to promote workers into high-level and higher-salaried positions c. Ability for the leader to practice boundary spanning d. Ability to assign more desirable office space
ability for the leader to practice boundary spanning
A(n) _______ focuses on task decisions, work processes, and team behaviors but not individual behaviors. a. Post-hoc review b. After-activity review c. Ex post facto review d. Omnibus review
after-activity review
__________leadership is based upon positive psychology and psychological theories of selfregulation. a. Authentic b. Spiritual c. Ethical d. Servant
authentic
Leaders who view their jobs as a systematic and continuous process, direct their leadership behavior to influence follower behavior, who have legitimate influence, and directs their behavior to achieve group goals is a leader who practices core leadership ____________. a. Characteristics b. Behaviors c. Attitudes d. Perceptions
characteristics
According to Yukl, the following are key variables in leadership theories: a. Characteristics of the leader, follower, and situation b. Characteristics of the organization, geo-political time, and public perception c. Characteristics of social movements, global warming, and policy space d. Characteristics of leader behavior, trendy leadership books in the popular press, and the person in the White House
characteristics of the leader, follower, and situation
In terms of cultural value dimension and leadership, _____ implies that the needs of the group is more important than the needs of the person. a. Communism b. Collectivism c. Collectionism d. Clusterism
collectivism
Which is generally considered a masculine leadership attribute? a. Supporting b. Developing c. Empowering d. Confidence
confidence
When short-term decisions must be made by a manager that are not in the best interest of the unit that he/she is overseeing, but are in the best interest of the overall organization, then it might be said that the manager experiences ___________. a. Role sending b. Conflicting demands c. Role expectations d. None of the above
conflicting demands
On _____ teams, members represent operational units for the purpose of planning and conducting a complex activity. Most of these types of teams are temporary, where members typically return to their base operating unit. a. Self-managed b. Virtual c. Functional d. Cross functional
cross functional
With _______ teams, it is recommended that leaders possess technical expertise, project management skills, interpersonal skills, political skills, and cognitive skills. a. Self-managed b. Virtual c. Functional d. Cross functional
cross functional
Which is one of the ideal leader attributes considered effective in most cultures? a. Ambitious b. Decisive c. Domineering d. Risk taker
decisive
A potential advantage of a(n) _________ team includes team members compensating for CEO weaknesses. a. Internal b. External c. Executive d. Managerial
executive
In the sequence of the leadership effects model, which is considered the final component of the model? a. Leader behaviors and patterns b. Knowledge, skills, and attitudes of followers c. Follower motivations d. Follower behaviors
follower behaviors
According to Yukl, the following is NOT usually considered as a common indicator of leadership effectiveness. a. Performance and growth of a leader's group or organization b. Follower attitudes and perceptions of the leader c. Follower contributions to community service projects d. Extent to which a person has a successful career as a leader
follower contributions to community service projects
On _____ teams, members perform similar operations (e.g. marketing, sales, research and development), with this type of team representing many traditional units that are long-lasting with permanent leaders. a. Self-managed b. Virtual c. Functional d. Cross functional
functional
The ______ Ceiling is a notion that the unseen, yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements? a. Glass b. Plastic c. Fiberglass d. Ceramic
glass
From what language did the word charisma originate? a. English b. French c. Greek d. Latin
greek
One recommended practice for determining group processes includes __________. a. Group size b. Location of the members of a group c. Group heterogeneity d. Group status equalization
group size
In terms of cultural value dimension and leadership, in _____ power distance the leader has more authority, followers do not question leaders, nor do they challenge their boss? a. Negligible b. Low c. Moderate d. High
high
In terms of cultural value dimension and leadership, a _____ -orientation implies a strong concern with welfare of others and willingness to sacrifice one's own special interest. a. Gentle b. Caring c. Humane d. Compassionate
humane
when leaders implement a personal, but subtle, public relations campaign to increase their favorability within an organization, they are using which type of influence tactic?
impression management
In terms of cultural value dimension and leadership, _____ implies that the needs of the person is more important than the needs of the group. a. Exclusivism b. Humanism c. Individualism d. Specialism
individualism
_______ coined the phrase "transformational leadership". a. Max Weber b. James McGregor Burns c. Phil Blanchet d. John Hersey
james mcgregor burns
________ developed a model of the stages of moral development. a. Hertzberg b. Litzenberg c. Kolhberg d. Molzberg
kolhberg
Delegation, participative planning, group goal setting, acceptance of others, positive energy, communication of a vision, exhibiting high expectations for followers, and recognition of followers' contributions are all examples of ___________. a. Leadership skills b. Leadership behaviors c. Leadership theories d. Leadership conceptual models
leadership behaviors
Which is NOT one of the special techniques recommended for leadership education? a. Behavior role modeling b. Case discussion c. Lecture only d. Business games and simulations
lecture only
_______ is considered a position-based type of power. a. Reward b. Expert c. Legitimate d. Referent
legitimate
Business plan development, inventory control, project management, process management, budget oversight, work-based logistics and flow, and development of organizational charts which reflect job descriptions are all components of _______________. a. Office skills b. Leadership skills c. Secretarial skills d. Management skills
management skills
In terms of GLOBE culture clusters, which is NOT one of the countries that the U.S. is clustered with? a. Mexico b. Canada c. Ireland d. United Kingdom
mexico
. __________ is the ability of one person to cause another person to do something. a. Influence b. Personal attractiveness c. Power d. Authority
power
Perceptions, attitudes, feelings, motivations, and expectations are typical _______ reactions of followers. a. Psychological b. Cognitive c. Fine motor skill d. Gross motor skill
psychological
A charismatic leader is commonly defined as a leader who is endowed with exceptional __________. a. Skills b. Characteristics c. Qualities d. Attributes
qualities
When emerging, charismatics often pitch ________ visions. a. Radical b. Peaceful c. Disobedient d. Pacifist
radical
On _____ teams, members work 'semi-autonomously'. They often have no manager, they are stable over time. . a. Self-managed b. Virtual c. Functional d. Cross functional
self-managed
With _____ teams, it is suggested that internal leaders be elected or rotated, for the purpose of coordination and facilitation of meetings. a. Self-managed b. Virtual c. Functional d. Cross functional
self-managed
Often charismatics emerge during ________ crises? a. Political b. Environmental c. Social d. Natural
social
__________ identification of followers with a charismatic leader, gives them a desire to please the leader. a. Psychological b. Social c. Personal d. Economic
social
Which of the following usually decreases a leader's effectiveness? a. Spatial or geographic distances between the follower and the leader b. Group follower norms in support of cooperation with management c. Supportive leaders supervising workers who perform dangerous jobs (e.g. firefighters, police officers, border patrol agents, USDA or FDA food inspectors) d. Follower self-leadership
spatial or geographical distances between the follower and the leader
_____ leadership is based upon self-interests and exchanging benefits. a. Self-managed b. Functional c. Cross functional d. Transactional
transactional
_____ leadership appeals to moral values of followers by raising consciousness about ethical issues to mobilize followers' energy and resources to reform institutions. a. Legitimate b. Transactional c. Transformational d. Cross functional
transformational
_____ is where leaders and followers raise one another to higher levels of morality and motivation. a. Servant leadership b. Transactional leadership c. Authentic leadership d. Transformational leadership
transformational leadership
In terms of cultural value dimension and leadership, _____ avoidance is the extent to which people feel uncomfortable with ambiguous situations and the inability to predict the future? a. Uncertainty b. Vague c. Indistinct d. Abstruse
uncertainty
In which team, are technology skills essential? a. Self-managed b. Virtual c. Functional d. Cross functional
virtual
Futuring is to external monitoring, as _________ is to internal monitoring. a. Strategizing b. Mission statements c. Identification of organizational values d. Visioning
visioning