MGT 320 Exam 1

23. Leaders can enact cultural values in an organization through:a. relationship marketing. b. ,specialized language. c. diversification.d. the rule of reciprocity.

,specialized language

31. According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders? a. Optimismb. Knowledgec. Cooperativeness d. Humility

Cooperativeness

32. Which of the following is an example of initiating structure behavior of leaders? a. Showing appreciation b. Directing tasks c. Seeking input from subordinatesd. Listening carefully to problems

Directing tasks

16. Culture gaps are usually minimal in the case of mergers.

FALSE

18. As discussed in your book, in the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline.

FALSE

26. The contingency approach to leadership sought to identify the traits leaders possessed that distinguished them from people who were not leaders.

FALSE

29. Task-oriented leadership behaviors include giving time and encouragement.

FALSE

3. As discussed in your book, in a hyper-connected, networked age, competition becomes more important than collaboration.

FALSE

4. A derailed manager has the ability to see the big picture when promoted into a general management position.

FALSE

5. Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state.

FALSE

7. The role of leadership is to motivate people through rewards and punishments.

FALSE

21. Which of the following statements is true of a high-performance culture?a. It discourages individual employee ownership of bottom-line results. b. It embodies shared responsive values that guide business practices. c. It fails to uphold cultural values.d. It heavily relies on the rule of reciprocity.

It embodies shared responsive values that guide business practices

8. Which of the following statements is a stereotype about leaders?a. Leaders are different and above others.b. All leaders are sometimes followers as well.c. Leaders should not commit to something outside their own self-interest. d. ,Leaders need not know how to follow or set an example for others.

Leaders need not know how to follow or set an example for others.

15. At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.

TRUE

17. In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that conveys meaning to others.

TRUE

19. Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality.

TRUE

27. A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive.

TRUE

28. As discussed in your book, the myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage to the organization.

TRUE

30. Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust.

TRUE

6. Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it.

TRUE

9. As discussed in your book, which of the following is a characteristic of old paradigm leaders? a. They are facilitators. b. They are humble.c. They are collaborators. d. ,They are diversity avoiders.

They are diversity avoiders.

12. Which of the following is a quality of managers?a. They create vision and strategy instead of planning and budgeting. b. They use personal influence instead of the power of their position. c. They invest in people instead of investing in goods.d. ,They have expert minds rather than open minds.

They have expert minds rather than open minds.

11. Which of the following statements is true of uniformity in organizations?a. It is encouraged in the new paradigm of leadership.b. People with similar job skills are placed in separate departments.c. Homogenous groups find it challenging to communicate with one another. d. ,Uniform thinking can be a disaster in a multinational and diverse world.

Uniform thinking can be a disaster in a multinational and diverse world

22. In the *** leaders actively create change by encouraging and rewarding creativity, experimentation, and innovation.a. achievement corporate culture b. adaptability corporate culture c. consistency corporate cultured. involvement corporate culture

adaptability corporate culture

33. According to Blake and Mouton, occurs when primary emphasis is given to people rather than work outputs. a. team management b. authority-compliance management c. middle-of-the-road management d. ,country club management

country club management

20. An organization's culture may not always be in alignment with the expectations/desire of senior leaders. This phenomenon is known as: a. cultural diversity. b. culture gap. c. visible behavior. d. clan culture.

culture gap

34. High-quality leader-member exchange relationships: a. lead to poor job satisfaction in the long run. b. have been found to lead to very positive outcomes for the organization. c. pertain to lesser responsibility and authority in the case of followers. d. support the sharply differentiated in-group and out-group relationships.

have been found to lead to very positive outcomes for the organization.

10. Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinions of his team members are considered before a decision is made. He does not believe in rigidity and inviolate procedures. In the context of the given scenario, Steve holds that:a. wealthy employees should be given more power.b. people at the bottom of the organization should have limited authority c. ,human capital is more important than financial capital.d. tangible assets form the financial basis of today's economy.

human capital is more important than financial

24. Some values become so deeply embedded in a culture that organizational members: a. can see, hear, and observe them by watching other members of the organization. b. may not take them for granted.c. ,may not be consciously aware of them. d. can see patterns of behavior, symbols, and ceremonies.

may not be consciously aware of them.

35. As discussed in your book which of the following statements is true of entrepreneurial leaders? a. They stay away from risks and are unwilling to stretch themselves. b. They refrain from taking up new opportunities. c. They are concerned with maintaining the status quo. d. they tend to be persistent, independent, and action oriented.

they tend to be persistent, independent, and action oriented.