Leadership at Work - Midterm

10. In a team-based organization, a typical role for a leader is to: a. facilitate and support team's decisions. b. create an identity for all members of the team. c. provide relaxation to the team members. d. encourage self-actualization of team members.

a. facilitate and support team's decisions.

8. Effective coaches focus on the growth and development of those being coached by: a. telling them what to do in every situation. b. giving them the resources they need to make their own decisions. c. only providing feedback once they have become discouraged. d. always assuming an authoritative pose.

b. giving them the resources they need to make their own decisions.

1. The term engagement refers to: a. employees limiting themselves to those tasks that are specific to their roles. b. high levels of personal investment in the tasks performed on a job. c. serving a one-month notice period in the organization. d. avoiding offering a reward for a good performance.

b. high levels of personal investment in the tasks performed on a job.

2. A transformational leader is one who: a.transforms his or her style to fit the situation. b. makes major changes in the organization. c. changes his or her personality characteristics to meet the needs of group members. d. moves up the corporate ladder rapidly.

b. makes major changes in the organization.

7. A leader is practicing e-leadership when he or she: a. works from home. b. talks on a cell phone and sends email messages at the same time. c. congratulates team members at remote locations by email. d. recommends new software for a group.

c. congratulates team members at remote locations by email.

6. A major source of satisfaction from being a leader is a. being able to avoid the long hours typically worked by team members. b. loads of overtime pay. c. the opportunity to sidestep organizational politics. d. a chance to help others grow and develop.

d. a chance to help others grow and develop.

9. The modern organization is characterized by a. a reversal of roles between leaders and followers. b. an overthrow of authority by leaders. c. competition between leaders and followers. d. collaboration between leaders and followers.

d. collaboration between leaders and followers.

5. A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters. The president's role is best classified as that of a. figurehead. b. coach. c. team leader. d. spokesperson.

a. figurehead.

5. A major mechanism for developing teamwork is: a. frequent informal communication among members. b. personal goal setting. c. the team leader occupying a position of power. d. carefully following work procedures.

a. frequent informal communication among members.

9. Feedback in coaching should be: a. on specific areas which need improvement. b. overrated and exaggerated. c. confined to the first coaching session. d. avoided unless requested.

a. on specific areas which need improvement.

4. A leader who is a socialized charismatic is likely to: a. pursue goals that fulfill the needs of group members. b. push away other people based on annoying personal characteristics. c. rule with an iron hand. d. rely on cognitive skills to impress people.

a. pursue goals that fulfill the needs of group members.

9. The concept of leadership polarity suggests that group members a. tend to intensely like or dislike leaders. b. prefer opposite traits in the same leader. c. prefer leaders much like themselves. d. prefer leaders quite opposite to themselves.

a. tend to intensely like or dislike leaders.

3. An important implication of expectancy theory for leaders is that: a. the link between rewards and performance should be made explicit. b. workers should encourage and train themselves. c. people in the same work unit will usually have the same valences. d. an average worker should not be able to attain the majority of work goals.

a. the link between rewards and performance should be made explicit.

5. A major concern about using goals to boost performance is that some workers, including leaders, will: a. use dysfunctional methods to attain goals. b. quit rather than pursue goals. c. set too many difficult goals. d. pursue goals rather than do their own work.

a. use dysfunctional methods to attain goals.

7. The feeling of being proud is essentially a(n): a. external motivator. b. internal motivator. c. weak motivator for professional staff. d. weak motivator for leaders.

b. internal motivator.

6. Recognition is an effective motivator is because: a. it is closely linked to company strategy. b. most employees feel they do not receive enough recognition. c. most workers have become bored with financial incentives. d. it is extremely expensive to implement.

b. most employees feel they do not receive enough recognition.

10. A recommended way of giving advice to an employee is to: a. wait until the employee has a good day. b. put your advice in the form of a question. c. first make the employee feel guilty. d. offer only general suggestions for improvement.

b. put your advice in the form of a question.

8. ​The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______. a. focus b. self-management c. competence d. courage

b. self-management

4. The sets of goal characteristics that will probably lead to higher levels of performance are: a. easy and specific. b. easy and general. c. difficult and specific. d. difficult and general.

c. difficult and specific.

7. A major concern about charismatic leadership is that a. there are not enough job openings for all the charismatic leaders. b. charismatic leaders are not usually as effective as non-charismatic leaders. c. group members sometimes follow a charismatic leader down an unethical path. d. charismatic leaders place unreasonable expectations on group members.

c. group members sometimes follow a charismatic leader down an unethical path.

7. A potential disadvantage of being a leader is a. losing contact with paperwork and email. b. isolation from problems involving people. c. having fewer people to confide in about work-related issues. d. being out of the loop in terms of company policies.

c. having fewer people to confide in about work-related issues.

5. A transactional leader in contrast to a transformational one is more likely to: a. inspire group members with a compelling vision. b. help group members reach self-fulfillment. c. emphasize the growth of group members. d. emphasize rewards for meeting standards.

d. emphasize rewards for meeting standards.

1. Charismatic leaders are likely to cultivate relationships with group members by means of a. threats of punishment for noncompliance. b. deliberately appearing manipulative and unforgiving. c. revealing their true selves to others. d. impression management.

d. impression management.

3. A Duke University survey about executive leadership found that CEOs can influence leadership, but only if a. employees are paid what they feel they deserve. b. employees feel that their work is intrinsically rewarding. c. creativity is fostered at every level of the organization. d. the leader is perceived to be responsible and inspirational.

d. the leader is perceived to be responsible and inspirational.

2. A study found that coaching and sense making by external leaders was more welcome when: a. team members were weak and dependent. b. team workloads were light. c. the teams were about to be dispersed. d. the teams faced disruptive conditions.

d. the teams faced disruptive conditions.

10. One technique a leader uses to bring about transformations is to get people: a. focused on minor satisfactions. b. not to worry that the organization's future is threatened. c. to accept early retirement, if appropriate. d. to look beyond self-interest.

d. to look beyond self-interest.

4. A recommended approach for understanding the impact of leadership on performance is to ask a. "Under what conditions do leaders make a difference?" b. "How well liked is the leader?" c. "What is the history of the firm?" d. "What company policies regulate leadership?"

a. "Under what conditions do leaders make a difference?"

10. Which one of the following is the least essential characteristic of an effective follower? a. Reliance on being managed or led by another person b. Commitment to something beyond oneself c. Building competence d. Independent and critical thinking

a. Reliance on being managed or led by another person

6. A leader would be engaging in micromanagement if he or she: a. closely monitors a group member's activities. b. inspires others to use desktop computers. c. engages in strategic planning. d. gives as little direction as possible.

a. closely monitors a group member's activities.

3. In the context of teamwork, _____ directly states that collaboration is better than competition. a. cooperation theory b. authoritarian theory c. libertarian theory d. charismatic theory

a. cooperation theory

8. Which of the following is true of a consensus leadership style? a. The style relies on conforming to the majority opinion. b. The style enhances the level of commitment by team members toward an idea. c. The style gives utmost importance to an idea which comes from outside the group. d. The style perceives that disagreements should be suppressed to reach a consensus.

b. The style enhances the level of commitment by team members toward an idea.

1. Leadership can be practiced a. only in the executive suite. b. at any level in the organization. c. only by people whose job title includes "manager." d. only when employees are performing below standard.

b. at any level in the organization.

6. A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where a. good results will bring him or her the most publicity. b. change is needed the most and the potential payoff is big. c. subordinates will be surprised. d. promises have been broken in the past.

b. change is needed the most and the potential payoff is big.

1. A major characteristic of a team is: a. submerging conflicts to reach a consensus. b. common commitment. c. ingratiation of its members. d. self-actualization of its members.

b. common commitment.

2. According to an analysis of a group of studies, in terms of having an impact on company performance the leader was about as important as the a. building in which the company headquarters is located. b. decision to list a company on the stock exchange. c. industry in which the company operated. d. price of the stock.

c. industry in which the company operated.

4. The teamwork tactic of "emphasizing pride in being outstanding" is based on the premise that: a. every group has at least one standout performer. b. very few groups can be outstanding. c. most groups are especially good at some tasks. d. a leader should be an outstanding performer.

c. most groups are especially good at some tasks.

9. Which of the following is a characteristic of group emotional intelligence? a. Micromanagement is critical for group emotional intelligence. b. All group members, except for the leader, have no roles to play in developing emotional intelligence. c. A group leader has no role in the process of developing group emotional intelligence. d. Group efficacy also contributes to group emotional intelligence.

d. Group efficacy also contributes to group emotional intelligence.

2. An important implication of expectancy theory for leadership is that: a. a manager must assign valences to group members. b. workers must develop their own links between rewards and performance. c. out-groups and in-groups should be avoided. d. leaders must clearly understand individual differences in valences.

d. leaders must clearly understand individual differences in valences.

8. A challenge to the validity of charismatic leadership is that charismatic leaders may: a. be coached to be charismatic. b. be charismatic on the basis of inborn characteristics. c. be relying too heavily on an autocratic style. d. not be necessary for leadership effectiveness.

d. not be necessary for leadership effectiveness.

3. Charismatic leaders use visions for the important purpose of: a. keeping team members in line. b. conducting transactions with people. c. celebrating accomplishments. d.inspiring group members.

d.inspiring group members.