MGMT 4700 - Chapter 6

Feeling leaders tend to analyze, criticize, and approach decisions impersonally and objectively.

False

Most EQ researchers agree that emotional intelligence cannot be developed.

False

Strong situations that are governed by clearly specified rules, demands, and organizational policies maximize the effects that traits have on behavior.

False

Tests of divergent thinking usually have a single best answer, whereas tests of convergent thinking have many possible answers.

False

Smart but inexperienced leaders tend to be more effective in stressful situations than less intelligent, experienced leaders.

True

The _____ states that if one simply works hard and achieves superior results, then good things will happen.

just world hypothesis

According to the Five Factor Model (FFM) or OCEAN model of personality, the dimension of neuroticism is most likely

concerned with how people react to stress, change, failure, or personal cristism

According to Goleman's conceptualization of emotional intelligence (EQ), the "change catalyst" attribute most likely corresponds to the _____ dimension of the OCEAN model.

extraversion

Raymond scores high on practical intelligence and has extensive knowledge and experience in leading a pharmaceutical research team. He is likely to feel uncomfortable and unprepared when asked to organize a major fund-raising activity for a charitable institution. This example illustrates that practical intelligence is most likely

Domain specific.

Analytic intelligence is much more concerned with knowledge and experience than is practical intelligence.

False

Behavioral manifestations of personality traits are often exhibited with conscious thought rather than automatically.

False

Effective leaders tend to score high on neuroticism, extraversion, and agreeableness and low on conscientious and openness to experience.

False

According to Myers and Myers, there are four basic preference dimensions in which people can differ. Identify a true statement about people exhibiting these dimensions.

Introverted leaders prefer to think things through and announce only final decisions

According to the Five Factor Model (FFM) or OCEAN model of personality, which of the following statements is most likely true about agreeableness?

It essentially concerns one's need for approval.

According to Sternberg's triarchic theory of intelligence, creative intelligence is

The ability to produce work that is both novel and useful.

Ability-based EQ training programs make extensive use of videos and role plays to help participants better recognize, exhibit, and regulate emotion.

True

An advantage of the OCEAN model is that it is a useful method for profiling leaders.

True

Analytic intelligence is general problem-solving ability and can be assessed using standardized mental abilities tests.

True

In the context of the building blocks of skills, knowledge and experience are easier components to change than intelligence and personality traits.

True

Leaders tend to have higher extraversion scores than nonleaders.

True

Leaders who can empathize and get along with others are often more successful than those who cannot.

True

Leaders who score low in conscientiousness tend to be more spontaneous, creative, and impulsive.

True

Research has shown that openness to experience is an important component of leadership effectiveness and seems particularly important at higher organizational levels or for success in overseas assignments.

True

Stress is often defined as the result of conflicts with superiors or the apprehension associated with performance evaluation.

True

The Forer effect occurs when people give high accuracy ratings to descriptive statements that are personally flattering but so vague that they could apply to virtually anyone.

True

The strength of the relationship between personality traits and leadership effectiveness is often inversely related to the relative strength of the situation.

True

According to Reuven Bar-On's model of emotional intelligence, reality testing, flexibility, and problem-solving relate to

adaptability

According to the OCEAN model, individuals who appear as insensitive, socially clueless, pessimistic, cold, and grumpy are most likely to score low in

agreeableness

According to the Five Factor Model (FFM) or OCEAN model of personality, leaders who score high in openness to experience tend to

be big-picture thinkers

Unlike individuals who score low in extraversion, individuals who score high in this dimension

come across to others as decisive and opinionated

According to the Five Factor Model (FFM) or OCEAN model of personality, which of the following dimensions primarily involves behaviors that are highly likely to be exhibited in group settings and are generally concerned with getting ahead in life?

extraversion

Leaders who score low in neuroticism tend to

hide their emotions.

According to Myers and Myers's basic preference dimensions in which people can differ, the thinking-feeling dimension

is concerned with the considerations leaders prefer when making decisions

Which of the following terms is most likely defined as the ability to intentionally pay attention to the present moment while letting go of judgment?

mindfulness

"I remain calm in pressure situations." This statement most likely corresponds to which of the following OCEAN personality dimensions?

neuroticism

In the OCEAN model, the personality dimension that is concerned with curiosity, innovative thinking, and assimilating new information is known as

openness to experience

Unlike leaders who score low in conscientiousness, those who score high in conscientiousness

rarely get into trouble

In the context of Sternberg's triarchic theory of intelligence, leaders and followers who possess high levels of analytic intelligence

tend to be quick learners and do well in school

Which of the following theories explains the interesting relationships between leader intelligence and experience levels, and group performance in stressful versus nonstressful conditions?

the cognitive resources theory

With respect to creative intelligence, perhaps the most important point leaders should remember is that their primary role is not so much to be creative themselves as to build an environment where others can be creative.

true