SLS1261 P2

The situational leadership model II emphasizes contingency factors relating to a. characteristics of group members. b. the attitudes of the leader. c. the skills of the leader. d. characteristics of the organizational climate.

a. characteristics of group members.

The virtuous cycle in relation to social responsibility suggests that a. corporate social performance and corporate financial performance feed and reinforce each other. b. employee ethics runs in cycles. c. recycling pays off in increased profits. d. ethical executives attract ethical employees.

a. corporate social performance and corporate financial performance feed and reinforce each other.

The consideration dimension of leadership behavior includes how well the leader creates an environment of a. emotional support, friendliness, and trust. b. careful concern for organizational productivity. c. carefully controlled work procedures. d. heavy concern for financial controls.

a. emotional support, friendliness, and trust.

A leader who scored high on initiating structure would a. emphasize work scheduling and assigning tasks. b. emphasize listening and personal warmth. c. strive to keep the group informed. d. disregard the feelings of team members.

a. emphasize work scheduling and assigning tasks.

The terms isolates, activists, and diehards, relate to the idea that followers differ in terms of level of a. engagement with the leader and the group. b. intelligence and emotional maturity. c. relevant job experience. d. job relevant skills.

a. engagement with the leader and the group.

A study indicated that many managers fail to coach employees, particularly in the area of a. giving feedback on performance plus suggestions for improvement. b. giving a friendly greeting to employees. c. new product development. d. developing strategic goals with the workers.

a. giving feedback on performance plus suggestions for improvement.

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

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

Groups with high emotional intelligence a. have a strong norm of teamwork. b. have individual members who prefer to work independently. c. work mostly on creative tasks. d. avoid competition with other groups.

a. have a strong norm of teamwork.

One of the definitions of leadership offered in the text deals with figuring out what is right rather than a. having other people tell you what is right. b. doing what is right. c. explaining what is right. d. duplicating what is right.

a. having other people tell you what is right.

A recommended way of giving advice to employees is to a. put your advice in the form of a question. b. wait until the employee has a good day. c. offer a reward for accepting advice. d. first make the employee feel guilty.

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

Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of a. trustworthiness. b. humility. c. sense of humor. d. extraversion.

a. trustworthiness.

A master negotiator offers this advice about negotiating: a. Prevent the other side from making the deal better from its point of view. b. Be hard on the problem, soft on the people. c. Be firm and nasty. d. Be hard on the people, soft on the problem.

b. Be hard on the problem, soft on the people.

Adapting to changing times is the most important for which approach to leadership? a. Trait approach b. Contingency approach c. Charismatic d. Leadership Grid

b. Contingency approach

According to equity theory, workers are likely to be motivated when they a. compare their inputs with their outputs. b. believe that they are treated equitably. c. receive higher rewards than people performing similar work. d. have high job satisfaction.

b. believe that they are treated equitably.

A large research study about sex differences in effectiveness between men and women leaders found that a. experienced women were more effective than experienced men. b. both sexes were perceived about the same in overall effectiveness. c. men were perceived to be much more effective than women. d. women were perceived to be much more effective than men.

b. both sexes were perceived about the same in overall effectiveness.

The purpose of the Job Seeker's Ethics Audit is to help the candidate a. see what he or she could get away with working for a prospective employer. b. evaluate the ethics of the employer. c. get properly reimbursed for travel expenses in relation to the interview. d. learn ethical approaches to job hunting.

b. evaluate the ethics of the employer.

According to Richard Branson, the top executive of Virgin Atlantic, the best developer of a leader is a. taking small risks. b. failure. c. working for his company. d. accumulating a bunch of easy victories.

b. failure.

Jodie has high self-efficacy, meaning that she a. gets discouraged when faced with obstacles. b. is highly confident she can perform a particular task. c. has a generalized sense of self-confidence. d. perceives herself to be more effective than most people.

b. is highly confident she can perform a particular task.

A person's linguistic style a. determines that person's reading comprehension. b. is his or her characteristic speaking pattern. c. directly reflects the company's culture. d. closely approximates his or her leadership style.

b. is his or her characteristic speaking pattern.

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

b. makes major changes in the organization.

According to the normative decision model, when group development is a high priority, the leader a. relies more on himself or herself to make decisions. b. relies more on the group to make decisions. c. becomes less concerned with group commitment. d. emphasizes decision significance.

b. relies more on the group to make decisions.

A frequent political blunder with e-mail is to a. forget to place something in the subject line. b. send incriminating or embarrassing e-mails on the company system. c. send messages outside of standard working hours. d. use emoticons like a smiley face.

b. send incriminating or embarrassing e-mails on the company system.

A contingency leadership perspective is that the leader's behavior is profoundly influenced by the a. leader's rank. b. situation. c. leader's personality. d. leader's charisma.

b. situation.

In terms of leadership and management, listening is a. much less important than talking. b. a useful luxury. c. a fundamental skill. d. a way of weakening the leader or manager's position.

c. a fundamental skill.

A contextual chameleon is a global leader who a. speaks at least two foreign languages. b. quotes different princes for customers in different countries. c. adapts to unfamiliar roles and environments. d. explains to overseas workers why his or her leadership style is best.

c. adapts to unfamiliar roles and environments.

A study with 3,000 executives revealed that leaders who obtain the best results typically use a. the style recommended by the board. b. the style recommended by the group members. c. several different styles in one week. d. whatever style matches the latest management fad.

c. several different styles in one week.

In a team-based organization, a typical role for a leader is to a. work mostly as an individual contributor and part-time as a leader. b. serve as a vice president of teams and teamwork. c. serve as a team leader for two or three teams. d. be a facilitator for two or three teams

d. be a facilitator for two or three teams

Empowerment tends to work best when the empowered activities are a. performed individually rather than in teams. b. routine in nature. c. part of the individual worker's weekly goals. d. linked to the work goals of the organization

d. linked to the work goals of the organization

An example of a whistleblower (in relation to ethics) would be a(n) a. bookkeeper who told a journalist about fraudulent accounting in the company b. company specialist conducting training programs about ethics. c. executive who imposed fines on employees who behaved unethically. d. security guard who sent notices to employees who drove too fast in the company parking lot.

a. bookkeeper who told a journalist about fraudulent accounting in the company

A person's linguistic style a. determines that person's reading comprehension. b. is his or her characteristic speaking pattern. c. directly reflects the company's culture. d. closely approximates his or her leadership style.

a. determines that person's reading comprehension.

To apply "management by storytelling," the leader should a. tell fascinating stories about the company to employees. b. tell stories about unsuccessful competitors. c. evaluate morale based on anecdotal evidence. d. reward and punish group members based on anecdotal evidence.

a. tell fascinating stories about the company to employees.

A vision deals mostly with a. the ability to imagine different and better conditions and the ways to achieve them. b. finding creative ways to reward organizational members. c. seeing clearly what needs to be done to fix organizational problems. d. a forecast of future business conditions.

a. the ability to imagine different and better conditions and the ways to achieve them.

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

a. use dysfunctional methods to attain goals.

An important part of being assertive is to a. be obnoxious when necessary. b. express feelings and opinions forthrightly. c. behave aggressively toward people when necessary. d. not tolerate differences of opinion.

b. express feelings and opinions forthrightly.

The purpose of a SWOT analysis is to assess a. strategy, weaknesses, options, and time. b. strengths, weaknesses, opportunities, and threats. c. satisfactions, worst options, and trade-offs. d. successes, winners, and ominous threats

b. strengths, weaknesses, opportunities, and threats.

When a top-level executive wants to influence a large number of employees, the executive will most likely a. use ingratiation with as many workers as feasible. b. create the position of organizational change agent. c. attempt to change the organization culture. d. exchange favors with as many workers as feasible.

c. attempt to change the organization culture.

A recommended way of reducing disruptive politics within the work group is to a. threaten to stab in the back those who play politics excessively. b. play favorites with the least political group members. c. avoid favoritism. d. tightly control information on how rewards will be allocated.

c. avoid favoritism.

According to the idea of entitlement, some corporate executives behave unethically because they feel they are a. underpaid in comparison to top professional athletes and entertainers. b. servants of an unfair system. c. entitled to whatever they can get away with or steal. d. entitled to make up for a poor childhood.

c. entitled to whatever they can get away with or steal.

In the Pygmalion effect, group members a. rebel against high expectations. b. respond only to verbal signals. c. live up to expectations set for them. d. become uncomfortable when placed under heavy pressure.

c. live up to expectations set for them.

An intellectual characteristic of creative people is that they a. are extraordinarily brilliant. b. tightly focus their interests. c. maintain a youthful curiosity throughout their lives. d. tune out the feelings of other people.

c. maintain a youthful curiosity throughout their lives.

Self-discipline plays an important role in leadership development because a. most leaders have the need to punish themselves from time to time. b. most forms of leadership development require double-loop learning. c. many forms of personal development require self-discipline. d. most leaders have a tendency to be undisciplined.

c. many forms of personal development require self-discipline.

A major reason that recognition is an effective motivator is because a. recognition costs so much money to give. b. most workers have become bored with financial incentives. c. most employees feel they do not receive enough recognition. d. recognition is closely linked to company strategy.

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

A key part of 360-degree feedback is for leaders to a. receive both positive and negative feedback almost daily. b. receive a little feedback almost every workday. c. receive feedback from those who work with and for them. d. use a circular form for evaluating others.

c. receive feedback from those who work with and for them.

The purpose of a tough question by a leader is to help the person or group a. overcome a loss in self-confidence. b. realize how much they have to learn. c. stop and think about why they are doing or not doing something. d. understand that they deserve to be punished.

c. stop and think about why they are doing or not doing something.

The general thrust of path-goal theory is to specify what the leader must do to a. make the situation more favorable. b. make a directive style of leadership acceptable. c. improve the work attitudes of group members. d. achieve high productivity and morale in a given situation.

d. achieve high productivity and morale in a given situation.

An example of a formal mechanism for dealing with ethical problems is a. leadership by example of ethical behavior. b. training programs in ethics. c. accepting whistleblowers. d. an ethics committee for reviewing complaints about ethical problems.

d. an ethics committee for reviewing complaints about ethical problems.

An important approach to succession planning is to a. recruit most key jobs from the outside. b. give all managers a 10 percent annual salary increase. c. conduct perform evaluations only at two-year intervals. d. develop enough strong leaders throughout the company

d. develop enough strong leaders throughout the company

Self-confidence is an important leadership characteristic a. primarily among executives. b. primarily among supervisors. c. for male leaders more than for female leaders. d. in almost every leadership setting.

d. in almost every leadership setting.

A principle of ethical and moral leadership is to a. seek to maximize shareholder wealth. b. regularly publicize moral victories. c. maximize personal returns in business transactions. d. pay attention to all stakeholders.

d. pay attention to all stakeholders.

Financial vice president Josie needs a creative idea. She might try jogging because a. many financial specialists are likely to be found on the jogging path. b. fatigue is good for creative thinking. c. physical exercise is known to block out traditional thinking. d. physical exercise pumps more blood and oxygen into the brain.

d. physical exercise pumps more blood and oxygen into the brain.