NS 210 Final Exam Prep

From "The Armed Forces Officer," Chapter 6: ____________ involves accepting the consequences for the outcomes of action or inaction in circumstances for which one bears an obligation—whether it results from individual action, inaction, or inattention. Select one: a. Accountability b. Tenacity c. Responsibility d. Authority

A. Accountability

From "The Armed Forces Officer," Chapter 2: "The armed forces' great strength lies in our capacity to analyze a problem, plan a solution, and then _______________________________________." Select one: a. implement it under pressure b. trust its leaders to get the job done c. report the situation accurately d. destroy the nation's foes

A. Implement it under pressure.

From "Leadership," Chapter 5: Values are most likely: Select one: a. learned through socialization. b. demonstrated by empathy. c. shared by all human beings. d. based on principles of law.

A. Learned through socialization

From "Timeless Leadership," by David McCullough: The Author states that if he were teaching a leadership course at Harvard Business School, he'd put a lot of emphasis on ___________." Select one: a. Listening b. None of the above c. Ethics d. Talent Management

A. Listening

From "Armed Forces Officer," Chapter 3- Define: The practice of being professional officers and leaders. Select one: a. Officership b. Management c. Leadership d. Mastery

A. Officership

From "Leadership", Chapter 12: A leader trying to solve a morale problem in the workplace is most likely facing a task that is: Select one: a. unstructured. b. synchronized. c. structured. d. technical.

A. Unstructured

From "Leadership", Chapter 12: Typically, greater horizontal complexity is associated with: Select one: a. the increased likelihood for communication breakdowns between subunits. b. the diffusion of decision making throughout an organization. c. the number of hierarchical levels appearing on an organization chart. d. the degree of standardization in an organization.

A. the increased likelihood for communication breakdown between subunits.

From "Leadership," Chapter 16: When a leader wants to allow subordinates to learn from their mistakes, then compromising is the best conflict management approach. Select one: True False

An accommodating approach is used to allow subordinates to develop by learning from mistakes. The correct answer is 'False'.

From "Mistakes Leaders Keep Making": The managerial traps the author describes are deeply rooted in the managerial psyche, making them extremely difficult to recognize because they are almost always mechanisms for avoiding __________. Select one: a. Low performance b. Working too hard c. Responsibility d. Anxiety

Anxiety

From "Leadership," Chapter 8: Which of the following is the most important step in conducting a meeting? Select one: a. Developing a plan for attaining goals b. Determining if it is necessary c. Listing the objectives d. Making it convenient for all participants

B. Determining if it is necessary

From AFO Chapter 8: How practices and values in the military Services mesh, or do not mesh, with practices and values in the larger society we serve is known as _______________. a. Vertical Dimension b. Horizontal Dimension c. Constitutional Paradigm d. Constitutional Dimension

B. Horizontal Dimension

From Chapter 1 of "Leadership:" In a complex situation, what is the leader's most important role? Select one: a. Minimize changes to patterns and structures. b. Increase levels of interaction and communication. c. Ensure that proper procedures are being followed. d. Adhere to standard practices and policies.

B. Increase levels of interaction and communication.

From "Who's Got the Monkey," There are three kinds of management time. Which doesn't belong? Select one: a. Self-imposed time b. Peer-imposed time c. System-imposed time d. Boss-imposed time

B. Peer-Imposed time

From "The Armed Forces Officer," Chapter 2: Given the stakes, it is no wonder that the profession of arms invokes and requires, in the words of the U.S. military officer's commission, "_________________________." Select one: a. Special trust and confidence b. Strength and honor c. Integrity first, service before self, and excellence in all we do d. Honor, courage, and commitment

B. Special trust and confidence

From "Damn Exec," by S. D. Landersman: It's easy to say 'The Exec wants' or 'Ms. Jones says.' It's the easy, lazy way; not the right way. You can sometimes discuss or even argue with an order, but when you give it to a subordinate, make them think _____________________________________. Select one: a. The order is the right thing to do. b. The order is coming from you. c. The higher-level boss knows what to do. d. The order is best for the organization.

B. The order is coming from you

From the "USS VINCENNES (CG 49) and Iranian Air Flight 655" Case Study: The Captain acknowledged what verbal report with a raised hand? Select one: a. "there's no radar that would correlate to an F-14" b. "the F-14 will come danger close in 60 seconds" c. "possible COMAIR." d. "Sir, the SIDES and MONTGOMERY have confirmed the F-14"

C. "possible COMAIR

From "Leadership," Chapter 2: What is the model the text discussed concerning enhancing leadership development by dividing experience into three different processes? Select one: a. The model of conscious experience b. Spiral of experience c. A-O-R model - action, observation, reflection d. B-O-R model - Begin the planning, observe, review

C. A-O-R model - action, observation, reflection

From "Armed Forces Officer," Chapter 3- Which answer best fits: "The officer requires the courage to ________." Select one: a. speak to large groups of people b. be last to eat c. decide and act d. deploy for long periods

C. Decide and act

From "FoCur Styles of Leadership", According to the author, "If there's any secret to leadership, it is _______." Select one: a. Know the situation b. Persistence c. Fit d. Judgment

C. Fit

From "Leadership," Chapter 15: According to research, between 50-90 percent of all new businesses fail within five years due to: Select one: a. insufficient investment capital. b. poor target marketing. c. managerial incompetence. d. unethical business practices.

C. Managerial Incompetence

From "Who's Got the Monkey," There are five hard-and-fast rules governing the "Care and Feeding of Monkeys." Which doesn't belong? Select one: a. Monkey's should be fed by appointment only. b. The monkey population should be kept below the maximum number the manager has time to feed. c. Monkeys should be continuously fed until a decision can be made about its future care. d. Every monkey should have an assigned next feeding time and degree of initiative. e. Monkey's should be fed face-to-face or by telephone, but never by mail.

C. Monkeys should be continuously fed until a decision can be made about its future care.

From "Armed Forces Officer," Chapter 5: When the decision was made not to nominate Pace for a second term as Chairman of the Joint Chiefs of Staff because of congressional opposition to the policy of the administration he served, many suggested the general should resign before his term was over. He told an audience at the Joint Forces Staff College on June 15, 2007: "I said I could not do that for one very fundamental reason, which was that no Soldier or Marine in Iraq should think—ever—that his Chairman, whoever that person is, could have stayed in the battle and voluntarily walked off the battlefield." What did General Pace model?

C. Moral courage

From "Leadership," Chapter 9: In terms of the underlying causes of performance problems, leaders seem to have the most difficulty recognizing and rectifying: Select one: a. employee skill deficits. b. resource shortages. c. motivation problems. d. unclear expectations.

C. Motivation Problems.

From "Leadership," Chapter 4: A leader who has developed close interpersonal relationships with followers generally uses _____ power to influence them. Select one: a. reward b. legitimate c. referent d. coercive

C. Referent

From "Mistakes Leaders Keep Making": According to the author, to escape these traps, managers have to do battle with their own __________. Select one: a. Habits of procrastination b. Organization c. Resistance d. Employees

C. Resistance

From "Leadership", Chapter 13: Leaders exhibiting participative leadership are most likely to: Select one: a. emphasize status differentials among followers. b. establish norms and procedures immediately. c. share work problems with followers. d. be viewed as demanding.

C. Share work problems with followers

From "Leadership," Chapter 10: The phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as: Select one: a. group polarization b. process loss c. social loafing d. group storming

C. Social loafing

From "Leadership," Chapter 4: People typically use hard tactics when: Select one: a. they do not expect resistance. b. they are at a significant disadvantage. c. an influencer has the upper hand. d. the parties share power.

C. an influencer has the upper hand

From "Leadership," Chapter 7: Which of the following is NOT a source for 360-degree feedback? Select one: a. Peers b. Self c. Customers d. Direct Reports

Customers

From "Leadership," Chapter 2: What is meant by "perceptual set." Select one: a. A limiting set of perceptions b. A tendency to stereotype c. A set of perceptual beliefs from prior experience d. A tendency or bias to perceive one thing and not another.

D. A tendency or bias to perceive one thing and not another.

From "Struggling Operations in a Manufacturing Organization" This Article is mostly about: Select one: a. Describes three product line managers and how their leadership persevered through a tough situation. b. The importance of setting up a process correctly from the start. c. Common problems that plague many manufacturing companies. d. Describes three product lines and the people responsible for running these operations.

D. Describes three product lines and the people responsible for running these operations

From "Why Good Leaders Make Bad Decisions," by Andrew Campbell and Jo Whitehead: According to the Article, what process in the human brain attaches information to the thoughts and experiences stored in our memories. Select one: a. None of the above b. Pattern Recognition c. Direction Finding d. Emotional Tagging

D. Emotional Tagging

From "What Every Leader Needs to Know About Followers," by Barbara Kellerman: According to the Author: "Increasingly, followers think of themselves as _________, not as dependent underlings. Select one: a. Equals b. Decision-makers c. Influencers d. Free agents

D. Free Agents

From "Leadership", Chapter 11: Which of the following is a common reason that leaders avoid delegation? Select one: a. They think the task is too insignificant. b. They think subordinates are too unskilled. c. They think the costs are too extensive. d. They think subordinates are too busy.

D. They think subordinates are too busy

From "Leadership," Chapter 8: All of the following are ways leaders can improve communication skills EXCEPT: Select one: a. sending clear signals. b. choosing an appropriate medium. c. knowing the purpose of the message. d. using constructive sarcasm.

D. Using constructive sarcasm.

From "Four Styles of Leadership", Four styles of leadership are presented in the article. Which doesn't belong? Select one: a. Empathetic b. Humble Servitude c. Moral/Ethical E d. Visionary e. Authoritative

E. Authoritative

From "Leadership", Chapter 11: Subordinates can usually tell whether or not they are doing a good job even without feedback. Select one: True False

False

From "Leadership", Chapter 13: According to the path-goal theory, follower satisfaction is directly related to the degree of participative behaviors manifested by the leader. Select one: True False

False

From "Leadership", Chapter 14: It is significantly easier to drive change when followers are satisfied. Select one: True False

False

From "Leadership," Chapter 10: Due to the multidimensional distance that exists with virtual teams, less leadership is required than with in-place teams. Select one: True False

False

From "Leadership," Chapter 10: Research suggests that e-mail and video conferencing are the best forms of communication for virtual teams. Select one: True False

False

From "Leadership," Chapter 16: The idea component of a leader's vision is more likely to gain follower commitment if it is a solo effort by the leader. Select one: True False

False

From "Leadership," Chapter 3: Leaders who state that they have an open-door policy have clearly invited and indicated that feedback is welcome. Select one: True False

False

From "Leadership," Chapter 4: Expert power involves the authority granted by the organization to the leader in order to influence others. T F

False

From "Leadership," Chapter 5: The concept of the Golden Rule is similar to ends-based thinking. Select one: True False

False

From "Leadership," Chapter 7: According to Hogan and Warrenfelz, the four major categories of competency models are interpersonal, intrapersonal, business, and followership skills. Select one: True False

False

From "Leadership," Chapter 8: Credibility is made up of three components: expertise, commitment and relationships. Select one: True False

False

From "Leadership," Chapter 9: According to Herzberg's theory, followers will exert additional effort if leaders improve working conditions and pay. Select one: True False

False

From "Leadership," Chapter 9: According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and the firm's revenues, profitability, and market share. Select one: True False

False

From "Leadership," Chapter 9: Leaders are more likely to be successful when introducing change if they address and capitalize on followers' emotions. Select one: True False

False

From "Two Powerful Ways Managers Can Curb Implicit Biases": According to the author "sameness" blocks performance and innovation. Select one: True False

False

From "What Every Leader Needs to Know About Followers," by Barbara Kellerman: Insofar as they can, followers act in their own self-interests, just as leaders do. And while they may lack authority, at least in comparison with their superiors, followers DO NOT lack power and influence. Select one: True False

False

From "Managing Oneself" by Peter R. Drucker: According to the article, the only way to discover strengths is through ___________ analysis. Select one: a. internal b. psycho c. outer body d. feedback

Feedback

From "Leadership," Chapter 4: Which of the following refers to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors? Select one: a. Power b. Influence c. Influence tactics d. Authority

Influence tactics

From "Leadership," Chapter 9: Most leaders prefer appealing to their employees' personal values or giving them something meaningful to do. Select one: True False

Leaders tend to focus on hygiene factors like 'supervision' and 'policies/procedures' rather than motivators like 'recognition' and 'responsibility.' The correct answer is 'False'.

From "Solitude and Leadership:" The author states we have a crisis in America? What is it? Hint: We have a crisis of _________ in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent.

Leadership

From "Armed Forces Officer," Chapter 5: Which of the following is not one of three concepts of leadership described in The Armed Forces Officer? Select one: a. Leadership is a human relationship. b. Leadership is a complex of attributes or characteristics that mark successful leaders. c. Leadership is not always essential at the junior officer level. d. Leadership is a process.

Leadership is not always essential at the junior officer level.

From "Leadership," Chapter 9: Which of the following statements is most likely true about affectivity? Select one: a. People with negative affectivity tend to be unhappy with their lives but enjoy their jobs. b. Researchers have found that negative affectivity is not related to job dissatisfaction. c. People with a disposition for positive affectivity tend to react optimistically to changes. d. People with positive affectivity tend to avoid new situations.

People with a disposition for positive affectivity tend to react optimistically to changes.

From "Leadership," Chapter 10: The inefficiencies created by more and more people working together is called: Select one: a. social loafing b. groupthink c. deindividuation d. process losses

Process Losses

From "Two Powerful Ways Managers Can Curb Implicit Biases": According to the author, "The problem is that, when hiring, evaluating, or promoting employees, we often measure people against our implicit assumptions of what talent looks like—our hidden "_____________"

Template of Success

From "The Armed Forces Officer," Chapter 6: Leadership by more senior commanders is less intimate. Higher-level commanders lack the personal relationship to troops that regimental officers and division chiefs enjoy. But senior commanders also derive authority from ____________________. Select one: a. Title X. b. The character they exhibit. c. Title IX. d. Congress and/or the Executive Branch.

The character they exhibit

From "What Every Leader Needs to Know About Followers," by Barbara Kellerman: The Author categorizes followers according to level of engagement. Which of the following is not one of those types? Select one: a. Bystanders b. Isolates c. Activists d. Cynics

The types are Isolates, Bystanders, Participants, Activists, Diehards The correct answer is: Cynics

From "Two Powerful Ways Managers Can Curb Implicit Biases": According to the author regarding diverse teams, when working across differences, team members work harder. Select one: True False

They have to work harder in order to communicate and to reach consensus. This makes members of the team think more deeply and arrive at better decisions The correct answer is 'True'.

From "Armed Forces Officer," Chapter 3: A key element of subordinate success is maintaining a professional demeanor that accepts as an opening premise that the superior commander is guided by good intentions, has greater experience, far wider responsibilities, as well as many sources of information not available to subordinates. Select one: True False

True

From "Armed Forces Officer," Chapter 4: It is junior officers leading and commanding at the tactical level who will be expected to make the critical decisions, often involving risk of injury and death, without much opportunity for on-the-spot reflection, and usually without the benefit of significant combat experience. Select one: True False

True

From "Armed Forces Officer," Chapter 5: Taking care of the troops means attending to their personal needs—physical, mental, and spiritual—and, to a great extent, to their families' needs as well. Select one: True False

True

From "Conflict Resolution:" Accommodation is appropriate when the issues matter more to the other party. However, this approach is unlikely to give the best outcome. Select one: True False

True

From "Conflict Resolution:" Over time, people's conflict management styles tend to mesh, and a "right" way to solve conflict emerges. Select one: True False

True

From "Leadership", Chapter 13: With Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task.

True

From "Leadership," Chapter 10: Design is often the most frequently omitted step in teamwork that occurs in traditional organizations. Select one: True False

True

From "Leadership," Chapter 5: Leaders who make Theory Y assumptions are optimistic and believe workers are self-motivated. Select one: True False

True

From "Leadership," Chapter 5: Moral reasoning is a process one uses to make an ethical decision and does not necessarily refer to personal morality. Select one: True False

True

From "Managing Oneself" by Peter R. Drucker: According to the article, one cannot build performance on weaknesses. Select one: True False

True

From "New Study: Leaders Are Less Stressed Than Their Subordinates:" According to the Article, people in leadership positions typically exercise more, smoke less, wake up earlier, sleep less, and drink more coffee than non-leaders. Select one: True False

True

From Chapter 1 of "Leadership:" Leadership is a complex phenomenon involving the leader, the followers, and the situation Select one: True False

True

From the "USS VINCENNES (CG 49) and Iranian Air Flight 655" Case Study: Prior to the incident, Iranian F-14s had been observed flying short legs along commercial air lanes at speeds comparable to a commercial aircraft. Select one: True False

True

From "Armed Forces Officer," Chapter 4: Regulations place a demanding ethical burden on military leaders, a burden that falls most heavily on officers, especially commanding officers. Which of the following "burdens" don't belong? Select one: a. Maintain the moral high ground in all their units' deeds and words. b. Work proactively to establish and maintain the proper ethical climate of their organizations. c. Provide the moral compass for their subordinates. d. When in accordance with regulations and for a greater good, address and concealunethical behavior in their units.

When in accordance with regulations and for a greater good, address and conceal unethical behavior in their units.

From "Social Intelligence and the Biology of Leadership," by D. Goleman and R. Buyatzis: The author states that within one-twentieth of a second, our spindle cells fire with information about how we feel about that person. Do such "thin-slice" judgments tend to be accurate? Select "True" for yes, and "False" for no.

Yes

From "Leadership," Chapter 10: Which of the following is a possible solution for groupthink? Select one: a. Establishing an independent subgroup to make recommendations. b. Using mindguards to screen negative input from the group. c. Isolating the group from outside sources which might bias decision-making. d. Increasing group cohesiveness and engaging in more overbounding techniques.

a. Establishing an independent subgroup to make recommendations

From "Social Intelligence and the Biology of Leadership," by D. Goleman and R. Buyatzis: What are mimic neurons? Select one: a. Neurons that mimic, or mirror, what another being does. b. A term used to describe people that often mimic others. c. A term used to help articulate the Fundamental Attribution Error. d. Vital somatic cells that are hindered by negative perspectives.

a. Neurons that mimic, or mirror, what another being does.

From "Why Good Leaders Make Bad Decisions," by Andrew Campbell and Jo Whitehead: Each of the bad judgments described in the Article were affected by three factors that either distorted their emotional tags or encouraged them to see a false pattern. The authors call these factors "red flag conditions." Which of the following is not a "reg flag condition?" Select one: a. The presence of undue interpersonal influence. b. The presence of misleading memories. c. The presence of inappropriate self-interest. d. The presence of distorting attachments.

a. The presence of undue interpersonal influence.

From "Armed Forces Officer," Chapter 9: "While "jointness" has become the short-hand description for this five-Service partnership (with its own "color"—purple), there is another way to characterize the relationship among the Services, one with deep roots in American history and political culture: E pluribus unum." What does "E pluribus unum" mean? Select one: a. Undivided and indivisible b. From many, one c. Excellence down to the individual d. Service before self

b. From many, one

From "Why Leaders Lose Their Way:" Leaders can avoid moral pitfalls by devoting themselves to _____________. Select one: a. Sleep, diet, and exercise. b. Personal development that cultivates their inner compass, or True North. c. The mission of the organization. d. Their favorite hobby.

b. Personal development that cultivates their inner compass, or True North.

From "Conflict Resolution:" Three benefits of resolving conflict successfully include "Increased understanding," "Increased group cohesion," and "Improved self-knowledge." Which of the descriptions below best fits "Increased group cohesion?" Select one: a. The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people. b. When conflict is resolved effectively, team members can develop stronger mutual respect, and a renewed faith in their ability to work together. c. Conflict pushes individuals to examine their goals in close detail, helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.

b. When conflict is resolved effectively, team members can develop stronger mutual respect, and a renewed faith in their ability to work together.

From "Leadership," Chapter 9: One limitation of Maslow's Hierarchy of Needs is that it fails to: Select one: a. consider an individual's higher order needs. b. make specific predictions as to how individuals will satisfy their needs. c. place enough emphasis on an individual's lower order needs. d. address the general nature of the various types of basic human needs.

b. make specific predictions as to how individuals will satisfy their needs

From "Leadership", Chapter 11: Which statement about delegation is most likely FALSE? Select one: a. Delegation is a simple way for leaders to free themselves of time-consuming chores. b. Delegation increases the number of tasks accomplished by workgroups. c. Delegation is an overused management option that frustrates most followers. d. Delegation gives followers developmental opportunities.

c. Delegation is an overused management option that frustrates most followers.

From "Leadership," Chapter 6: Leaders and followers who possess higher levels of this type of intelligence tend to be quick learners and have the ability to make accurate deductions, assumptions and inferences with relatively unfamiliar information. Select one: a. Practical intelligence b. Social intelligence c. Analytic intelligence d. Creative intelligence

c. Analytic intelligence

From "Leadership," Chapter 2: Which statement is most likely true about followers and superiors having effective working relationships? Select one: a. Followers who have good relationships with superiors advance quickly in their careers. b. Superiors give fewer performance appraisals to followers with whom they have good relationships. c. Superiors and followers with good relationships tend to experience less conflict. d. Followers accomplish less work when they have friendly relationships with superiors.

c. Superiors and followers with good relationships tend to experience less conflict.

From "Leadership", Chapter 14: Which of the following statements about transformational leaders is most likely true? Select one: a. They are rarely controversial or emotionally expressive. b. Their vision is based solely on their own values. c. They are inherently future-oriented. d. They struggle with reframing issues and concepts.

c. They are inherently future-oriented.

From "Leadership," Chapter 9: An individual's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motive to achieve success. This concept is called: Select one: a. relationship building. b. problem solving. c. achievement orientation. d. customer orientation.

c. achievement orientation.

From "Armed Forces Officer," Chapter 4: The moral and legal codes that should govern the conduct of American military professionals are those they bring with them to war, not those the enemy brings to the fight. American troops must resist being dragged down to the level of an unscrupulous enemy, no matter how strong the temptation. To do this, they need help. Where does that help come from? Select one: a. From the moral support provided by the service member's family. b. Training and education. c. From the many programs provided by the Department of Defense. d. Armed Forces Officers.

d. Armed Forces Officers.

From "Leadership," Chapter 15: Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team? Select one: a. Poor product development decisions b. Inadequate distribution channels c. Lying about business and financial results d. The presence of dark-side traits

d. The presence of dark-side traits

From "The Best Advice I Ever Got," by Stephan A. Schwarzman: When Mr. Schwarzman is under pressure to make a decision on a transaction but isn't sure what the right one is, what does he do? Select one: a. Delegates. b. Reminds himself of the organization's core values. c. Relies on intuition backed by decades of experience. d. Tries to desperately to postpone he decision.

d. Tries to desperately to postpone he decision.

From "Leadership," Chapter 16: When administering punishment, a leader should most likely: Select one: a. focus his or her attention on the person rather than the act. b. delegate the task to a group of peers for impact. c. utilize the performance model as a guide. d. identify future consequences of misbehavior.

d. identify future consequences of misbehavior.

From "Leadership," Chapter 5: Values are most likely: Select one: a. demonstrated by empathy. b. based on principles of law. c. shared by all human beings. d. learned through socialization.

d. learned through socialization.d. learned through socialization.

From "Leadership," Chapter 6: In the OCEAN model, the personality dimension concerned with curiosity, innovative thinking, and assimilating new information is known as: Select one: a. neuroticism b. extraversion c. conscientiousness d. openness to experience

d. openness to experience

From "What do you mean I can't write?": The author states that "Disorganized, illogical writing, reflects a ________________. Select one: a. failure to avoid procrastination. b. disorganized, illogical (and untrained) mind. c. a disorganized, illogical, and unhappy leader. d. an unfit leader.

disorganized, illogical (and untrained) mind.

From Chapter 1 of "Leadership:" Ideal followers are most likely to be perceived as Select one: a. independent b. inspiring c. forward-looking d. innovative

independent