Ch.7
C) Some traits improve the chance of being effective, but their relative importance depends on the situation
1) What is the BEST conclusion about the traits of managers? A) A very intelligent leader will be effective in any situation. B) A leader who is weak on any key trait will not be effective. C) Some traits improve the chance of being effective, but their relative importance depends on the situation. D) The trait approach fails to provide useful insights about the reasons for effective leadership.
A) experienced a string of successes in their earlier managerial positions
10) Research at CCL found that leaders who eventually derailed in their careers ________. A) experienced a string of successes in their earlier managerial positions B) developed many cooperative relationships in their earlier positions C) had earlier experience in a variety of different of managerial positions D) had earlier managerial positions that were very difficult and challenging
B) interpersonal skill
11) Research at CCL found that compared to managers who derailed in their career, managers who continued to be successful had more ________. A) ambition to succeed B) interpersonal skill C) formal education D) technical brilliance
D) social intelligence
12) Social perceptiveness and behavioral flexibility are key components of ________. A) interpersonal awareness B) vocational intelligence C) situational awareness D) social intelligence
D) The most important skills depend on several aspects of the situation.
13) Which conclusion BEST describes how CEO skills are related to organization performance? A) The essential CEO skills are the same for all types of organizations. B) CEO skills are not related significantly to company performance. C) The essential skills for a CEO are the same as for other types of leaders. D) The most important skills depend on several aspects of the situation.
A) conceptual
14) In comparison to low-level supervisors, top executives usually need more ________ skills. A) conceptual B) technical C) interpersonal D) processing
C) They are most important for lower-level managers
15) Which statement about technical skills is MOST accurate? A) They are most important for top executives. B) They are most important for middle managers. C) They are most important for lower-level managers. D) They are equally important for managers at all levels.
B) Display strengths and hide weaknesses to build an image of superior competence.
16) Which of the following was NOT presented as a guideline for career planning? A) Seek information about your strengths and weaknesses and learn from feedback. B) Display strengths and hide weaknesses to build an image of superior competence. C) Take advantage of opportunities to develop relevant skills that are deficient. D) Select and empower subordinates who have strengths that complement yours.
A) Personality traits
17) ________ are relatively stable dispositions to behave in a particular way. A) Personality traits B) Skills C) Values D) Self-concepts
B) affiliation
18) Which of the following is NOT an example of a personality trait? A) self-confidence B) affiliation C) extroversion D) emotional maturity
A) guide, energize, and sustain behavior
19) Social needs and motives ________. A) guide, energize, and sustain behavior B) are relatively stable dispositions to behave in a certain way C) are internalized attitudes about what is right and wrong D) involve values and beliefs about a person's occupation
A) power
2) What is the MOST important motive for predicting who will seek leadership positions? A) power B) achievement C) affiliation D) esteem
D) social needs
20) Which of the following traits is MORE likely to be influenced by learning? A) physiological needs B) temperament C) energy level D) social needs
B) values
21) What are internalized attitudes about what is right and wrong, ethical and unethical, and moral and immoral known as? A) personality traits B) values C) self-concepts D) skills
B) values
22) Fairness and justice, honesty, equality, and civility are examples of ________. A) personality traits B) values C) self-concepts D) skills
D) involve values and beliefs about a person's occupation, relationships to others, and worthwhile roles and activities
23) Self-concepts, self-identities, and social identities ________. A) are relatively stable dispositions to behave in a particular way B) are internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral C) relate to the ability to do something in an effective manner D) involve values and beliefs about a person's occupation, relationships to others, and worthwhile roles and activities
C) both learning and heredity
24) Skills are determined by ________. A) learning only B) heredity only C) both learning and heredity D) neither learning nor heredity
A) are often used to describe qualities considered relevant for managers in a particular organization, profession, or situation
25) Competencies ________. A) are often used to describe qualities considered relevant for managers in a particular organization, profession, or situation B) may involve traits or skills, but never a combination of related skills and traits C) are determined strictly and solely by heredity D) are internalized attitudes about what is right and wrong, and they influence a person's choice of behavior
C) guide, energize, and sustain behavior
26) Social needs and motives ________. A) do not include the need for achievement, esteem, or affiliation B) are unimportant traits C) guide, energize, and sustain behavior D) are probably less influenced by learning than other traits
B) only collectivistic
27) Cross-cultural research suggests that individuals who lack awareness and engage in selfenhancement are seen by their bosses as being highly likely to derail in ________cultures, because they violate the cultural norms for modesty.
B) 30
28) Research suggests that genetic factors account for ________ percent of the variance in the attainment of leadership roles, as well as the possession of personality traits associated with leadership, such as social potency and need for achievement. A) 10 B) 30 C) 50 D) 70
A) more likely to occupy leadership positions
29) Cutting-edge genetic research also reveals that people who possess "r64950, a single nucleotide polymorphism (SNP) residing on a neuronal acetylcholine receptor gene (CHRNB3)" are ________. A) more likely to occupy leadership positions B) less likely to hold leadership roles C) not likely to have a proactive personality D) predicted not to possess social potency and need for achievement
C) power, achievement, affiliation
3) Which pattern of traits (from strongest to weakest) is BEST for managers in organizations? A) power, affiliation, achievement B) achievement, power, affiliation C) power, achievement, affiliation D) achievement, affiliation, power
B) Some traits and skills increase the effectiveness of a leader, and actually guarantee it
30) Which of the following statements is NOT true? A) Some traits and skills increase the likelihood that a person will be selected or elected to fill a leadership position. B) Some traits and skills increase the effectiveness of a leader, and actually guarantee it. C) A leader with certain traits can be effective in one situation but ineffective in a different situation. D) The pattern of traits and skills that best predicts leader effectiveness varies somewhat for different outcomes.
A) external locus of control orientation
31) Which of the following is NOT a specific trait related to leadership effectiveness? A) external locus of control orientation B) personal integrity C) socialized power motivation D) moderately low need for affiliation
D) emotional stability and maturity
32) Which of the following is a specific trait related to leadership effectiveness? A) personalized power motivation B) moderately low achievement orientation C) low core self-evaluations D) emotional stability and maturity
A) High energy level and stress tolerance
33) ________ help(s) managers cope with the hectic pace, long hours, and unrelenting demands of most managerial jobs. A) High energy level and stress tolerance B) Emotional stability and maturity C) Personal integrity D) Socialized power motivation
D) shift responsibility for a problem to someone else
34) A leader with high stress tolerance and composure is more likely to do all of the following EXCEPT ________. A) stay calm B) make better decisions C) provide confident, decisive direction to subordinates in a crisis D) shift responsibility for a problem to someone else
B) self-control
35) All of the following are related concepts EXCEPT ________. A) self-confidence B) self-control C) self-esteem D) self-efficacy
A) have high expectations for subordinates as well
36) Leaders with high self-confidence are more likely to ________. A) have high expectations for subordinates as well B) lower subordinate commitment by retaining too much control C) put off dealing with difficult problems D) be indecisive in a crisis
D) benefits of participative leadership realized
37) Which of the following is NOT a possible consequence of excessive self-confidence in a leader? A) rash decision making B) intolerance of dissenting viewpoints C) denial of evidence that a plan is flawed D) benefits of participative leadership realized
B) have a less future-oriented perspective
38) People with a strong external control orientation ________. A) believe they can influence their own destiny B) have a less future-oriented perspective C) take more initiative in solving problems D) are less likely to use coercion than persuasion
C) not always linked to socially responsible behavior
39) Research shows evidence that an internal locus of control is ________. A) negatively associated with managerial effectiveness B) less effective in terms of criteria like profitability and sales growth C) not always linked to socially responsible behavior D) not correlated with success in environments that require major product innovations
D) internal locus of control orientation
4) Effective managers are LEAST likely to have which of the following traits? A) emotional maturity B) high need for affiliation C) achievement orientation D) internal locus of control orientation
D) being more self-centered
40) People with high emotional maturity are associated with all of the following EXCEPT ________. A) having more self-control B) being less defensive C) being less prone to mood swings D) being more self-centered
A) self-confidence, internal locus of control, and emotional stability
41) While there is ample evidence that the traits of ________ are linked to leadership emergence and effectiveness, some of the research also indicates that the combination of these traits, coupled with high self-esteem, is especially important. A) self-confidence, internal locus of control, and emotional stability B) self-efficacy, external locus of control, and emotional stability C) socialized power motivation, internal locus of control, and emotional immaturity D) self-efficacy, external locus of control, and personal integrity
C) usually lack the desire and assertiveness to lobby for necessary resources
42) People who are low in need for power ________. A) are more likely to seek positions of authority B) may be more attuned to the power politics of organizations C) usually lack the desire and assertiveness to lobby for necessary resources D) are adept at imposing necessary discipline
A) use a participative style of leadership
43) Managers with a socialized power orientation are MOST likely to do which of the following? A) use a participative style of leadership B) be unwilling to take advice from people with relevant experience C) accumulate symbols of personal prestige D) use power to aggrandize themselves
C) Integrity
44) ________ is a primary determinant of interpersonal trust. A) Stress tolerance B) Emotional maturity C) Integrity D) High energy level
A) integrity
45) Honesty, loyalty, fairness, justice, and altruism are values related to ________. A) integrity B) external locus of control orientation C) high core self-evaluations D) personalized power motivation
C) low emotional maturity
46) Narcissism is associated with ________. A) a low need for esteem B) a strong socialized need for power C) low emotional maturity D) high integrity
A) surround themselves with subordinates who are loyal and uncritical
47) Narcissists in leadership positions ________. A) surround themselves with subordinates who are loyal and uncritical B) make decisions after gathering adequate information about the environment C) seek objective advice from subordinates and peers D) accept responsibility for project failures
D) strong self-confidence and optimism combined with a socialized power orientation and high emotional maturity
48) A narcissistic leader is LESS likely to be effective than a leader who has ________. A) strong self-confidence and optimism combined with a personalized power orientation and high emotional maturity B) low self-confidence and optimism combined with a personalized power orientation and low emotional maturity C) low self-confidence and optimism combined with a socialized power orientation and low emotional maturity D) strong self-confidence and optimism combined with a socialized power orientation and high emotional maturity
B) use rewards to gain approval, not to recognize effective performance
49) Leaders with a high need for affiliation ________. A) are likely to be greatly effective in their managerial roles B) use rewards to gain approval, not to recognize effective performance C) confront genuine differences instead of avoiding conflict D) focus on accomplishing the task over interpersonal relationships
C) Managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation
5) What is the MOST accurate conclusion about power motivation of managers? A) Most managers have a socialized power orientation. B) Managers with a socialized power orientation are usually effective. C) Managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation. D) Managers with strong power motivation are usually effective, regardless of which type of orientation they have.
D) introversion
50) Which of the following is NOT one of the traits in the "Big Five" model? A) surgency B) dependability C) intellectance D) introversion
A) Technical
51) ________ skills include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager's organizational unit. A) Technical B) Interpersonal C) Conceptual D) Cognitive
D) cognitive
52) In general terms, ________ skills involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events. A) technical B) interpersonal C) social D) cognitive
C) is able to predict future events from current trends
53) A person with high cognitive complexity ________. A) sees things in simplistic terms B) has difficulty seeing how diverse elements fit together to make a meaningful whole C) is able to predict future events from current trends D) cannot see shades of gray, and instead views things as black and white
D) interpersonal
54) Empathy, charm, tact, and diplomacy are examples of ________ skills. A) technical B) cognitive C) conceptual D) interpersonal
B) Social
55) ________ skills include knowledge about human behavior and group processes, the ability to understand the feelings, attitudes, and motives of others. A) Technical B) Social C) Conceptual D) Cognitive
B) Self-regulation
56) ________ facilitates emotional stability and information processing in stressful situations and it helps leaders maintain their own optimism and enthusiasm about a project or mission in the face of obstacles or setbacks. A) Self-awareness B) Self-regulation C) Empathy D) Social intelligence
C) requires coaching for significant improvement
57) Emotional intelligence ________. A) is easily learned B) can't be taught C) requires coaching for significant improvement D) is something you are either born with or not
B) social intelligence
58) What is defined as the ability to determine the requirement for leadership in a particular situation and select an appropriate response?
D) social perceptiveness and behavioral flexibility
59) The two primary components of social intelligence are ________. A) empathy and emotional self-awareness B) empathy and behavioral flexibility C) social perceptiveness and self-awareness D) social perceptiveness and behavioral flexibility
D) empower subordinates
6) A leader with a socialized power orientation is MORE likely to ________. A) socialize with subordinates B) ask subordinates to attend social events C) clarify social objectives for subordinates D) empower subordinates
C) achievement orientation, emotional stability, and an internal locus of control orientation
60) Which traits are relevant to the ability to learn from experience and adapt to change? A) self confidence, emotional stability, and an external locus of control orientation B) achievement orientation, emotional stability, and an external locus of control orientation C) achievement orientation, emotional stability, and an internal locus of control orientation D) self-confidence, emotional stability, and an internal locus of control orientation
A) the relevance of the three broad categories of skills and the relative importance of specific types of skills within each category
61) Managerial level affects ________. A) the relevance of the three broad categories of skills and the relative importance of specific types of skills within each category B) the relevance of the three broad categories of skills but not the relative importance of specific types of skills within each category C) neither the relevance of the three broad categories of skills nor the relative importance of specific types of skills within each category D) nothing related to the three broad categories of skills
A) The complexity of relationships that need to be understood and managed is greater.
62) Which is true about higher levels of management? A) The complexity of relationships that need to be understood and managed is greater. B) The problems that need to be solved are more routine and clearly defined. C) The number of activities to be coordinated is smaller. D) There is less variation in the activities that need to be coordinated.
A) conceptual; technical; interpersonal
63) The quality of strategic decisions ultimately depends on ________ skills, even though some ________ knowledge is necessary to make these decisions, and ________ skills are necessary for developing relationships, obtaining information, and influencing subordinates to implement decisions. A) conceptual; technical; interpersonal B) technical; interpersonal; conceptual C) interpersonal; conceptual; technical D) technical; conceptual; interpersonal
A) Low-level managers
64) ________ are mainly responsibly for implementing policy and maintaining the workflow within the existing organizational structure. A) Low-level managers B) Middle-level managers C) Higher-level managers D) Top executives
B) middle-level managers
65) The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills. A) low-level managers B) middle-level managers C) higher-level managers D) top executives
C) conceptual
66) More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change. A) technical B) interpersonal C) conceptual D) social
D) Technical
67) ________ skills are more important for top executives in organizations where operating decisions are highly centralized. A) Conceptual B) Cognitive C) Interpersonal D) Technical
B) Most trait studies are guided by a theory that explains how traits are related to managerial effectiveness and advancement
68) Which of the following statements is NOT true? A) Considerable progress has been made in identifying traits and skills relevant for managerial effectiveness and advancement. B) Most trait studies are guided by a theory that explains how traits are related to managerial effectiveness and advancement. C) It is difficult to interpret the relevance of abstract traits except by examining how they are expressed in the actual behavior of leaders and the effects of leader decisions and actions. D) Few trait studies include mediating processes to explain why leadership traits and skills are relevant for predicting effectiveness in the current position or career success.
A) often curvilinear; a moderate rather than the maximum
69) The relationship of traits and skills is ________, and ________ amount of the trait is usually optimal. A) often curvilinear; a moderate rather than the maximum B) always linear; a moderate rather than the maximum C) often curvilinear; the maximum rather than a moderate D) always linear; the maximum rather than a moderate
C) become preoccupied with power and prestige
7) A very narcissistic leader is MOST likely to ________. A) have empathy and concern for subordinates B) perceive human relationships in complex terms C) become preoccupied with power and prestige D) seek objective advice from subordinates and peers
C) pattern of traits for the executive team
70) A better understanding of leadership in an organization may be gained by examining the ________. A) traits of non-managerial employees B) traits of the chief executive officer C) pattern of traits for the executive team D) pattern of traits for the entire organization
D) neuroticism
8) Effective leaders are LEAST likely to have a high score on which "big five" trait? A) self confidence B) conscientiousness C) openness to experience D) neuroticism
A) self confidence
9) It is better for a leader to have a moderately high level than a very high level of which trait or skill? A) self confidence B) emotional maturity C) social intelligence D) interpersonal skill
