Ch 12

A leader who inspires others to transcend their self-interests for the common good of the organization, and has extraordinary effect on followers is a ______. a. Transformational leader b. Transactional leader c. Influential leader d. Risk-taking leader e. Visionary leader

a

Are managers responsible for protecting their followers in addition to assigning work and monitoring work? a. Yes. Leaders should make the environment safe for employees to express their ideas, especially in creative fields. b. No. Leaders do not need to protect new employees from longer-tenured employees. c. Yes. Leaders need to protect employees from external competitors and outside influences. d. Maybe. It depends on whether the leader is a mentor or not e. No. Leaders do not need to protect followers from negative pressures in the organization.

a

Behavioral theories of leadership have found _____. a. Initiating structure and consideration to be the two dimensions that accounted for leadership behavior b. Four dimensions that account for leadership behavior are initiating structure, consideration, relationship orientation, and variable effects c. Initiating structure includes behavior that attempts to organize levels, workflows, and performance d. Consideration to be the extent leaders consider all work risks and people risks before taking action e. We have to select leaders with leadership behaviors

a

The difference between Management by Exception (active) and Management by Exception (passive) is what? a. Management by Exception (active): Watches and searches for deviations from rules and standards and then takes corrective action. Management by Exception (passive): Intervenes only if standards are not met. b. Management by exception (passive) enables non-management personnel to take a larger role in the decision-making process because they are empowered. Management by exception (active) involves management personnel only. c. There is no difference. There is no designation of active or passive. d. The difference between the two is based on the manager in the active version providing employees with individualized consideration or giving personal attention, treating each employee individually, coaching and advising. e. Management by Exception (passive): Watches and searches for deviations from rules and standards and then takes corrective action. Management by Exception (active): Intervenes only if standards are not met

a

Tim has been dishonest about the company's intentions and has not been sharing information with his subordinates. When he made a mistake, he did not admit it or take any responsibility either. What type of leader is. Tim? a. Tim is an unethical leader. b. Tim is a situational leader. c. Tim is an evasive leader. d. Time is a servant leader. e. Tim is an authentic leader.

a

Good leadership skills will soon include the ability to communicate support through electronic communication and to to accurately read emotions in others' messages. In electronic communication, writing skills are likely to become an extension of interpersonal skills. Which of the following will also be a concern for managers who must provide online leadership? a. Maintaining discipline with distantly located employees b. Developing and maintaining trust c. Scheduling face-to-face meetings on a regular basis with distantly located employees d. Participation in training sessions and workshops to develop writing skills e. Providing effective training for employees located in a remote area

b

HIT Corp. has developed a mentorship program for its managers and is encouraging them to serve functions, including coaching others to help them develop skills, acting as sounding boards for ideas, and counselling others to bolster their self-confidence. What other activities are generally included in a mentorship program? a. The manager is paired with a promising employee and encouraged to develop a personal relationship with the employee outside of work. b. Identify a less experienced, lower-level employee who appears to have potential for future development c. The manager is assigned to the protege as their exclusive responsibility for a period of weeks to help indoctrinate the newly hired employee into the corporate entity d. The manager is requested to go through a training program paired with the protege to ease the employee's transition into the company e. The manager is assigned as a "trainer" and made responsible for all new employees. It is the training manager who selects the manager with whom each protege will be paired

b

Leadership is the ability to ______. a. Command and motivate a group toward higher performance. b. Influence a group toward achievement of a vision or a set of goals. c. Collaborate with subordinates to perform tasks. d. Inspire organizational members to work on tasks. e. Control and direct a group toward achieving excellence.

b

Teams prefer male leaders when aggressively competing against other teams, but they prefer female leaders when the competition is within teams and calls for improving positive relationships within the group. This phenomenon is an example of the results of: a. Online leadership b. Attribution theory c. Bias d. Leadership neutralizers e. Trust development theory

b

Trait theories of leadership have found ______. a. charisma and agreeableness to be the most important traits of leaders b. personal qualities and characteristics that differentiate leaders from nonleaders c. social and physical attributes that differentiate leader from nonleaders d. interpersonal skills and characteristics differentiate leaders from nonleaders e. leaders to be normal, like other people

b

Transformational leadership isn't equally effective in all situations. It has a greater effect on the bottom line in which of the following? a. Large multi-national corporations b. Smaller, privately held firms c. It works equally well in large organizations with complex bureaucratic structures as it does in smaller, privately held firms d. Organizations with a complex bureaucratic structure e. Medium-sized firms using technology for cutting-edge operations on a global level

b

______ refers to honesty and truthfulness. When 570 white-collar employees were given a list of 28 attributes related to leadership, they rated honesty the most important by far. a. Benevolence b. Integrity c. Honor d. Ability e. Compassion

b

Authentic leaders are known to be selfless, good listeners, honest, and willing to admit faults and improve performance. There are CEOs who have appeared to be good examples of authentic leaders. There are also other leaders who may be charismatic or transformational but have a wrong vision or are focused on their own needs or pleasures in addition, there are other challenges to effective leadership such as substitutes and neutralizers. For leaders who are inexperienced or less effective, can they also be trained to become mentors, transformational and effective leaders? a. No. People are either born leaders or not. b. Maybe. It depends on whether they are self-managing and flexible. c. Yes. Leadership programs, workshops, and leadership training can develop mentors and effective leaders d. No. Mentors are naturally coaching and do not need training. e. Maybe. It depends on whether you are training visoin creation or implementation skills.

c

Ethan is an executive from the UK who is leading teams in Japan. Which of the following is not a challenge he could face or need to overcome, particularly with the cultural differences he will encounter? a. He will need to adopt a team-based motivational decision-making process rather than a vocal style. b. He will need to have strong motivational skills to stimulate team members to fulfill the vision c. He would need a tanslator to develop his speeches and meeting notes. d. He would be expected to have vision, foresight , and trustworthiness . e. He will need to be flexible and adaptable, and have excellent planning skills to assist in implementing the vision.

c

Throughout history, strong leaders have been described by their traits. Trait theories of leadership focus on personal qualities and characteristics. The search for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes back to the earliest stages of leadership research. Which of the following accurately describes the difference between a leader and a nonleader? a. Leaders are born with inherent skills to manage effectively, and nonleaders will never be able to be effective leaders. b. Studies have shows that best leaders are introverted and can not only achieve the organization's goals, but they can entice employees to perform at a high level. Nonleaders are extroverted. c. Leaders who like being around people and are able to assert themselves (extraverted), who are disciplined and able to keep commitments they make (conscientious), and who are creative flexible (open) do have an apparent advantage when it comes to leadership, suggesting good leaders do have key traits in common. d. Agreeableness and emotional stability show strong relationships to leadership. e. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders to challenge the status quo, create visions of the future, and inspire organizational members to achieve the visions. We also need nonleaders to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations

c

According to Fiedler's Contingency Model, effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control. Which of the following statements using Fiedler's model is correct/true? a. Fiedler identified a multitude of ways to improve leader effectiveness. b. Leader-member relations is the degree of influence a leader has over power variables, such as hiring, firing, discipline, promotions, salary increases. c. Task-structure is the degree of influence a leader has over power variables, such as hiring firing, discipline, promotions, and salary increases d. Fiedler assumes an individual's leadership style is fixed; if a situation requires a task-oriented leader and the person in the leadership position is relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness. e. Fiedler's Model is simple and straightforward. It is the standard bearer of leadership theory.

d

Authentic leaders are known to be selfless, good listeners, honest, and willing to admit faults and improve performance. There are CEOs who have appeared to be good examples of authentic leaders. There are also other leaders who may be charismatic or transformational but have a wrong vision or are focused on their own needs or pleasures in addition, there are other challenges to effective leadership such as substitutes and neutralizers. Which of the following are NOT important characteristics and factors that lead to authentic leadership and increased trust, as well as ethical and effective leadership? a. Socialized charismatic leadership in which "other-centered" values are practiced by leaders who model ethical conduct b. Leaders with honesty, principle, integrity and trustworthiness c. Leaders who use power in a socially constructive way to serve others d. A manager reviewing and sharing employee performance reviews with senior subordinates e. Selecting the right leaders with traits such as extraversion and conscientiousness, who are also high self-monitors

d

Kevin is a task-oriented leader and provides work support and clear direction to his employees, but the work environment requires a relationship-oriented leader. How should the company manage this? a. Send Kevin to a workshop that helps him to be a situational leader. b. Provide rewards and incentives to Kevin so he will motivate the employees to work harder. c. Focus on the employees and provide interpersonal and leadership training for them. d. Modify the situation to one that requires a relationship-oriented leader or replace Kevin e. Increase the workload so the employees have time to focus only on tasks and meeting performance targets.

d

Mentoring relationships serve both career and psychological functions for proteges. But, why would a leader want to be a mentor? a. Because it is a natural trait according to the attribution theory of leadership. b. Mentoring provides a filtered access to the attitudes of employees c. All employees like to participate in a mentoring relationship. d. Because a leader may feel they have something to share with the younger generation and want to provide a legacy. e. Proteges are a poor source of early warning signals that identify potential organizational problems.

d

Research has shown that trust between supervisors and employees has many advantages. Which of the following has not been recognized as an advantage that results from such a relationship? a. As organizations have become less stable and predictable, strong bonds of trust are replacing bureaucratic rules in defining expectations and relationships. b. Trusting groups are more effective. c. Trust encourages taking risks. d. Trust is easier to establish in large, electronic groups within the workplace. e. Trust facilitates information sharing.

d

A leader high in initiating structure is someone who "assigns group members to particular tasks," "expects workers to maintain definite standards of performance," and "emphasizes the meeting of deadlines." This manager would also display characteristics of being a _______ leader. a. Situational b.Theory Y c. Emerging d. Laissez faire e. Theory X

e

As a hiring manager for a new project, you want to hire someone with a leadership style marked by ongoing beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop. This would be perfect for project manager who will be building a new team. You should look for someone with which type of leadership? a. Attribution theory leadership b. Transformaitonal c. Transactional leaders d. Authentic e. Servant leadership

e

One theory of leadership suggests that in many situations leaders' actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader's support or ability to create structure. Recently, companies such as videogame producer Valve Corporation, Gore-Tex maker W.L. Gore, and collaboration-software firm GitHub have experimented with eliminating leaders and management. Governance in the "bossless" work environment is achieved through accountability to co-workers, who determine team composition and even sometimes pay. This is known as: a. Trust inducer b. Empowerment c. Transformational leadership d. Transcendental transference e. Substitutes for and neutralizers of leadership

e

Research from the GLOBE study suggests there are international differences in preference for initiating structure and consideration. Based on the values of Brazilian employees, a U.S. manager leading a team in Brazil would need to be team-oriented, participative, and humane. A leader high in _____ will do best in this scenario. a. Production-orientation b. Initiating structure c. Employee-orientation d. Contingency e. Consideration

e

The Fiedler Model found ______. a. Position power is the degree of influence a leader has over variables such as assigning, communicating, interacting, and motivating b. An individual's leadership style is variable, depending on situations and employee traits c. Leader-member relations to be the degree of confidence, trust, and respect leaders have in their subordinates d. A leader can be trained to improve interpersonal skills to manage subordinates and improve performance e. If a situation requires a task-oriented leader he/she is relationship-oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness

e