AGLS 4308 study guide questions

How do for-profit and non-profit organizations usually differ? a. A major outcome of a for-profit is usually quality and productivity based upon the production of a product or sales b. A major outcome of a non-profit is usually unit profit c. A major outcome of a for-profit is changes in client practices d. A major outcome of a non-profit is worker turnover

A major outcome of a for-profit is usually quality and productivity based upon the production of a product or sales

Which is NOT generally a benefit of participation? a. A rapid decision is made in terms of time b. The decision quality is enhanced c. Group satisfaction is generally higher d. The process develops participants' skills in decision making

A rapid decision is made in terms of time

__________ are examples of protected classes. a. Nobility b. Royalty c. Age over 40 years d. Enemies of the state

Age over 40 years

Which is NOT one of the primary ways in which top executives influence an organization? a. Architectural design of the buildings and grounds b. Adaptation to the environment c. Efficiency and process reliability d. Human resources and relations

Architectural design of the buildings and grounds

___ centers utilize a standard set of procedures to measure managerial potential. a. Action b. Achievement c. Assessment d. Ability

Assessment

______ -centered programs can attempt to change perceptions by persuasive appeals, training programs, team-building, or cultural change. a. Behavior b. Attitude c. Cognitive d. Psycho-motor

Attitude

_________________ is associated with the rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system. a. Reward b. Power c. Authority d. Responsibility

Authority

Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point near the extreme left-hand side and one might say that allows the "boss be the boss." a. Delegation b. Joint decision making c. Consultation d. Autocratic decision

Autocratic decision

______ leadership includes networking, environmental scanning, and representing. a. Dictatorial-like b. Transactional c. Boundary spanning d. Supportive

Boundary spanning

The Normative Decision Model involves five possible decision procedures for decisions involving multiple subordinates. ________ in the Model involves the leader sharing the problem with his/her subordinates as a group, obtaining their collective ideas and suggestions, and then the leader making the decision, which may or may not reflect the subordinates' influence. a. A-1 b. A-2 c. C-1 d. C-2

C-2

_____ are likely to question authority and traditional values, believe that individual rights should take precedence over group or organizational considerations, have difficulty accepting social orders, and are informal in their approach to social orders and organizational roles. a. Traditionalists b. In-betweeners c. Challengers d. Synthesizers

Challengers

-oriented behavior is concerned with understanding the environment, finding innovative ways to adapt to it, and implementing modifications in strategies, products, or processes. a. Clarifying b. Change c. Task d. Relations

Change

When a leader explains the reason for an assignment to an employee, the leader is practicing a ______ step. a. Clarifying b. Monitoring c. Environmental scanning d. Evaluating

Clarifying

Responding to infractions promptly and consistently, investigating to get the facts prior to using, except for the most serious cases, and providing sufficient oral and written warnings before resorting to more severe measures, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate

Coercive

When _____ power is used to implement change, followers are compliant for fear of punishment. a. Legitimate b. Reference c. Coercive d. Expert

Coercive

When making a _________________, the target person internally agrees with a decision or request, and makes great effort to carry out the request. a. Commitment b. Contingency c. Resistance d. Compliance

Commitment

____ in implementing change within organizations usually happens when there is a high degree of trust in the leader and followers believe that change is likely to be effective. a. Consilience b. Constriction c. Constitution d. Commitment

Commitment

__________ involves emergent processes and adaptive outcomes that are often unpredictable in advance. a. Shared and distributed leadership b. Relational leadership c. Simplicity theory of leadership d. Complexity theory of leadership

Complexity theory of leadership

In _________________, the target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort. a. Commitment b. Contingency c. Resistance d. Compliance

Compliance

________skills involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events. a. Conceptual b. Integration c. Interpersonal d. Technical

Conceptual

Which of the following is NOT one of the guidelines recommended for building teams? a. Use ceremonies and rituals b. Use symbols to develop identification with the group c. Conduct product analysis sessions d. Conduct alignment sessions

Conduct product analysis sessions

______ planning involves the development of procedures for avoiding or coping with potential problems or disasters. a. Re-action b. Pro-action c. Bankruptcy d. Contingency

Contingency

When a leader changes her/his behavior based upon a situation or the maturity or skill level of a follower, the leader is practicing ______________. a. a Stalingrad behavior b. the Great Man theory c. Contingency models of leadership d. Tit-for-tat models of behavior

Contingency models of leadership

_________________ describe how aspects of a leadership situation can alter a leader's influence and effectiveness. a. Contingency theories b. Attitudinal theories c. Reliant theories d. Organizational methods

Contingency theories

What are possible intervening variables, or immediate effects, that could affect follower behavior in the Multiple Linkage Theory? a. Reward, Punishment, Time on task, Concentration b. Support, Vacation Time, Hobbies, Family c. Motivation, Support, Information, Process d. Cooperation, Cohesion, Effort, Resources

Cooperation, Cohesion, Effort, Resources

__ includes our ethnic or tribal group, geographic location, socio-economic status, community residence, and national citizenship. a. Community b. Culture c. Civics d. Civility

Culture

There are two mediating (middle sets of variables) which affect unit/team performance in the Normative Decision Model. Which one of these mediating variables would be concerned with the degree of team commitment to implement a decision effectively. a. Decision quality and acceptance b. Decision cost c. Social forces and factors d. Situational variables

Decision quality and acceptance

Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point near the extreme right-hand side, and involves the leader handing off the problem and final decision to the team, and then removing himself from the decision making process. a. Delegation b. Joint decision making c. Consultation d. Autocratic decision

Delegation

Required duties, activities, and responsibly are collectively defined as managerial ____________. a. Choices b. Constraints c. Contingencies d. Demands

Demands

Which is one of the general ways to develop leadership? a. Informal training programs b. Developmental activities embedded within a job assignment c. Outsource the training to a developing country d. Ignore the need for leadership training and hope for the best

Developmental activities embedded within a job assignment

An example of _______________ would be the perception that the employee within a unit who worked the hardest and contributed the greatest to the unit's performance gets the larger reward. a. Distributed fairness b. Distributed justice c. Procedural fairness d. Procedural justice

Distributed justice

Which of the following is an activity related to Mitzberg's Decision-Making Role? a. Disturbance handler b. Monitor c. Liaison d. Figurehead

Disturbance handler

In terms of consultation, a __________ consultation would involve the leader consulting his or her subordinates. a. Downward b. Upward c. Lateral d. Outsiders

Downward

An example of the use of _______________ power is when Governor Christi of NJ shut a turnpike down to 'control' a situation. a. Ecological b. Referent c. Expert d. Infrastructure

Ecological

Gender _____ is the extent to which men and women receive equal treatment. a. Egalitarianism b. Equality c. Classlessness d. Consensus

Egalitarianism

What Houston-based company got in big trouble for poor ethical behavior? a. Fanny Mae b. Freddy Mac c. Lehamann Brothers d. Enron

Enron

________ is also referred to as external monitoring, and deals with a leader's knowledge of external changes, the threats (or opportunities) that changes may pose to the organization, and identifying best practices that can be implemented to protect the organization against threats or to take advantage of impending opportunities. a. Representing b. Networking c. Environmental scanning d. Epistemology

Environmental scanning

According to Maslow, what is the next from the highest level of need? a. Esteem b. Social c. Self-actualization d. Esteem

Esteem

_______________ is an impression management strategy where a follower demonstrates extreme dedication and loyalty to the organization and to his/her leader. a. Ingratiation b. Exemplification c. Self-promotion d. Attribution

Exemplification

Which is NOT one of the reasons that leaders find it difficult to delegate? a. Characteristics of the subordinates (perceived to be apathetic OR incapable of comprehending a complex issue) b. High need for personal achievement on the part of the leader c. Fear of subordinates making a mistake d. Fear that the organization will be successful by becoming more productive

Fear that the organization will be successful by becoming more productive

What situational theory of leadership is based upon leader LPC score and the favorableness and control of the situation? a. Hershey's Model b. Blanchard's Model c. Yukl's Model d. Fiedler's Model

Fiedler's Model

which of the follow statements is not true about the chart below? a. Upper-level leaders typically have higher conceptual skills and lower technical skills b. A leader's interpersonal skills are relatively stable as she/he moves from lower-level to upper level leadership positions c. Lower-level managers usually have higher technical skills than higher level managers d. For middle managers, there is a convergence of conceptual, interpersonal and conceptual skills

For middle managers, there is a convergence of conceptual, interpersonal and conceptual skills

Denial, anger, mourning, and adaptation are stages in the _______ process. a. Force Field b. Networking c. Environmental scanning d. Grieving

Grieving

Which contingency model focuses on subordinate development level, leader supportiveness, leader directiveness, and leadership style? a. Hershey and Blanchard b. Fiedler's c. Path-Goal Theory d. Miller's

Hershey and Blanchard

Which is NOT a situation for unethical leadership. a. Highly competitive culture like automobile sales b. Strong, success-oriented culture linked with compensation and performance evaluation. c. Followers who lack self-esteem and self-efficacy d. Societies where violence is common, fraud and bribery are common, and corruption of officials is widespread

Highly competitive culture like automobile sales

. Which is a common research question at the organizational level? a. How leaders influence organizational culture b. How leaders influence collective learning and innovation in the team or unit c. How a leader and a subordinate influence each other d. How leader skills are related to leader behavior

How leaders influence organizational culture

Which is a common research question at the intra-individual level? a. How a leader influences subordinate motivation and task commitment b. How different leader-member relations affect each other and team performance c. How top executives influence lower-level members d. How leaders spend their time

How leaders spend their time

Which is considered easiest to measure? a. Immediate organizational outcomes (quarterly sales, number of internal safety-related accidents) b. Delayed organizational outcomes (ability to react to future market trends, internal creativity of workforce) c. Both are considered easy to measure d. Neither are considered easy to measure

Immediate organizational outcomes

_______prefer choice and options, they dislike situations in which they are forced to make limited decisions, and they are more likely to be influenced by trends and fads. a. Traditionalists b. In-betweeners c. Challengers d. Synthesizers

In-betweeners

Which is NOT a best practice for team development and productivity? a. Consideration of member skills and role clarity b. Internal organization and coordination c. Adequate resources and political support d. Inaccurate, unshared mental models

Inaccurate, unshared mental models

_______________ is an impression management strategy where a follower influences the leader to like the follower by the follower being friendly, considerate, and caring. a. Ingratiation b. Exemplification c. Self-promotion d. Attribution

Ingratiation

Members of a leader's _________________ group, are expected to become committed to the unit's activities and goals, must be dependable, must be willing to give more time and energy to become more involved administratively, and be able to respond quickly to a leader's wishes. a. Outgroup b. Outer circle c. Ingroup d. Inner circle

Ingroup

Previous change experiences may ________ followers and leave them better prepared to change again. a. Inculcate b. Inoculate c. Isolate d. Illustrate

Inoculate

In terms of attribution theory of charismatic leadership, which of the following is NOT one of the leader traits? a. Inspires followers with practical appeals b. Pitches a shared vision very different from the norm but in the realm of acceptability c. Uses out-of-the box thinking, acts unconventionally, and uses innovative strategies d. Establishes a high degree of trust

Inspires followers with practical appeals

Which of the following is NOT viewed to replace or substitute for leadership behaviors? a. Participative goal setting b. Redesigned job tasks that are interesting and motivating to workers c. Organizational rewards based upon seniority, union contracts, and/or civil service policies d. Integrated informational technology (IT) systems that make knowledge information and feedback available to followers in 'real time'

Integrated informational technology systems

________ is an attribute that helps explain leadership behavior, and involves honesty and consistency of behavior with espoused values. a. Integrity b. Emotional maturity c. Leadership d. Virtue

Integrity

Attribution theory asserts that attributions of poor performance are generally classified as being _______________. a. Internal or external b. Indigenous or aboriginal c. Work-related or personal-related d. Competency-based or motivation-based

Internal or external

Participation exists on a continuum, ranging from no influence by others (other than the leader) to high influence by others. On this continuum, ____ falls on a point about two-thirds from the extreme left-hand side, and involves the leader meeting with others, presenting the issue or problem, having one vote among other team members, and deciding on a response to the issue based upon majority vote. . a. Delegation b. Joint decision making c. Consultation d. Autocratic decision

Joint decision making

In terms of consultation, a __________ consultation would involve the leader consulting his or her peers at his level within the organization. a. Downward b. Upward c. Lateral d. Outsiders

Lateral

_________________ is defined by mutual compatibility between two individuals, and follower competence and dependability. a. Leader/Member Roleplaying b. Leader/Member Relationship c. Leader/Member Association d. Leader Member Exchange

Leader Member Exchange

_________________ is known as a situation when two parties (the follower and the leader) mutually define the subordinate's role. a. Leader/Member Roleplaying b. Leader/Member Relationship c. Leader/Member Association d. Leader Member Exchange

Leader Member Exchange

_____ organizations value knowledge, innovation, experimentation, flexibility, and initiative. a. Complex b. Simple c. Learning d. Creative

Learning

LPC stands for what in Fiedler's Contingency Model? a. Leader's Predisposition Construct b. Leadership Principles for Coworkers c. Least Preferred Coworker d. Least Prerequisite Contingency

Least Preferred Coworker

Making polite, clear requests, explaining the reasons for requests, following proper channels, and following up requests to verify compliance, are guidelines or best practices when using _______________ authority or power. a. Referent b. Reward c. Coercive d. Legitimate

Legitimate

When ____power is used to implement change, followers comply because they believe in leadership authority. a. Legitimate b. Reference c. Coercive d. Expert

Legitimate

The three phases of _______ Force-Field Model include unfreezing, changing, and refreezing. a. Ludwig's b. Littleton's c. Luchenbach's d. Lewin's

Lewin's

______ is the idea that I am in charge of my own destiny. a. Locus of control b. Synergy c. Systems thinking d. Cognition

Locus of control

. __________is the President of the U.S. credited with the Great Society Movement. a. Dwight D. Eisenhower b. John F. Kennedy c. Lyndon B. Johnson d. Richard Nixon

Lyndon B. Johnson

Which of the following is NOT a typical behavior pattern for managers? a. Interactions often involve peers or outsiders b. The pace of work is hectic and unrelenting c. The content of the work is varied and fragmented d. Many activities are proactive

Many activities are proactive

Who coined the term 'charismatic leadership'? a. Max Weber b. James McGregor Burns c. Phil Blanchet d. John Hersey

Max Weber

Which of the following is an activity related to Mitzberg's information-processing roles? a. Negotiator b. Entrepreneur c. Resource allocator d. Monitor

Monitor

. One way in which a leader can practice ______ behavior, is to develop independent sources of information. a. Clarifying b. Monitoring c. Environmental scanning d. Evaluating

Monitoring

A(n) _____ is someone who is in love with himself or herself. a. Achievement orientation b. Assimilator c. Self-evasive d. Narcissist

Narcissist

_______ is building and maintaining favorable relationships with peers and outsiders. a. Representing b. Networking c. Environmental scanning d. Epistemology

Networking

What theory utilizes five leadership decision making styles? a. Path-Goal Theory b. Hershey and Blanchard's c. Normative Decision Making Theory d. Fiedler's

Normative Decision Making Theory

Three-hundred and sixty degree feedback would generally NOT include feedback from. a. Subordinates b. Outsiders c. Peers d. One's relatives or family members

One's relatives or family members

If one was monitoring a competitor's strategy, which is NOT one of the factors that would be monitored? a. Pricing b. Organizational climate c. Advertising d. Service

Organizational climate

Servant leaders often become conflicted when asked to _____________. a. Outsource labor or downsize operations b. Expand operations in similar communities c. Cross train employees d. Expand functions within a plant

Outsource labor or downsize operations

The use of decision procedures that allows others to have some input over decisions that will affect them is referred to as ______________ leadership. a. Participative b. Directive c. Reward and punishment d. Supportive

Participative

_______ leadership is also referred to as empowering leadership or democratic leadership. a. Participative b. Transformational c. Reward and punishment d. Supportive

Participative

_____ is the use of various decision making procedures that allow other people some influence over the leader's decision a. Participative leadership b. Joint decision making c. Democratic management d. All of the above

Participative leadership

Leadership traits and skills are defined as _____ predictors of leadership success. a. Participative b. Planning c. Personnel d. Personal

Personal

_________________ is the capacity of one party to influence another party. a. Reward b. Power c. Authority d. Responsibility

Power

When a leader searches for individual worker contributions, recognizes performance improvements, and commendable efforts that failed, the leader is practicing _________ behavior. a. Attribute b. Rebuking c. Coaching d. Praise and recognition

Praise and recognition

__________ is NOT one of the guidelines for successful managers? a. Plan daily and weekly activities b. Make time for reflective planning c. Procrastinate d. Experiment with innovative solutions

Procrastinate

After training, it is recommended that the individual __________________. a. Write a 10-page concept paper b. Watch videos over leaders to focus on developing charisma c. Go undercover like "Undercover boss" d. Receive encouragement and coaching from his mentor or supervisor when difficulties are encountered

Receive encouragement and coaching from his mentor or supervisor when difficulties are encountered

Which is NOT one of the ways in which a leader can promote an ethical climate? a. Help others find fair and ethical solutions b. Recognize and reward unethical behavior c. Facilitate and disseminate a code of ethical behavior d. Initiate support systems (e.g. ethics hotlines)

Recognize and reward unethical behavior

An attribute of directive leadership used in the Path Goal Theory is_______. a. Reduces role ambiguity b. Increases self-confidence c. Increases commitment to organizational goals d. Increase worker confidence

Reduces role ambiguity

Showing acceptance and positive regard, acting supporting and helpful, using sincere forms of ingratiation, and keeping promises, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate

Referent

___-oriented behaviors are concerned with increasing mutual trust, cooperation, job satisfaction, and identification with the team or organization. a. Clarifying b. Change c. Task d. Relations

Relations

. _______ happens when a leader lobbies for internal resources, promotes his/her organizational unit, and defends the organizational unit from attacks. a. Representing b. Networking c. Environmental scanning d. Epistemology

Representing

. In implementing change, _____ is generally the common phenomenon. a. Resistance b. Reduction c. Reward d. Oxidation

Resistance

A wise leader views _______ as energy that can be redirected to improve change. a. Resistance b. Reduction c. Reward d. Oxidation

Resistance

One type of _______________ involves the target person making a pretense of complying to carry out the request or decision, when really trying to sabotage the request or decision. a. Commitment b. Contingency c. Resistance d. Compliance

Resistance

Explaining the criteria and keep it simple, providing as promised if requirements are met, and using this type of power symbolically, are guidelines or best practices when using _______________ power. a. Referent b. Reward c. Coercive d. Legitimate

Reward

Which is not a core behavior pattern of leaderships? a. Directive b. Reward and participative c. Supportive d. Charismatic

Reward and participative

_______ coined the phrase "servant leadership". a. Max Weber b. James McGregor Burns c. Robert Greenleaf d. John Hersey

Robert Greenleaf

A(n) _________________ is defined as standard or repeated patterns of behavior that become expected or required, partially operationalized by job descriptions, and partially by LMX. a. Role b. Behavior c. Expectation d. Norm

Role

Which of the following is a true statement about decision making and planning by managers? a. Most planning is formal and deliberate b. Emotions and intuition are not involved c. Important decisions are made in an orderly and apolitical context d. Routine decisions are made in a manner that is different than problem-based decisions

Routine decisions are made in a manner that is different than problem-based decisions

______ is known for his Systems Model for Organizational Diagnosis. a. Senge b. Burns c. Blanchard d. Hersey

Senge

Which is NOT one of the guidelines for leading successful meetings? a. Share non-essential information with group members b. Encourage and facilitate participation c. Use systematic procedures for solution evaluation d. Clarify responsibilities for implementation

Share non-essential information with group members

__________ asserts that effective leaders empower others to participate in the process of interpreting events, solving problems, and making decisions. Underlying this approach to organizational leadership, is the thesis that actions of any individual (including the top leader), are less important than the collective leadership provided by all members of the organization, both formal and informal. a. Shared and distributed leadership b. Relational leadership c. Simplicity theory of leadership d. Complexity theory of leadership

Shared and distributed leadership

Even for people with strong confidence in their ability to handle change, too many changes in a _______ period of time can undermine commitment. a. Long b. Intermediate c. Short d. Extra-long

Short

There are two mediating (middle sets of variables) which affect unit/team performance in the Normative Decision Model. Which one of these mediating var ables would be concerned with aspects of the problem or issue such as the amount of relevant information possessed by the leader and subordinates, the amount of disagreement among subordinates with respect to preferred alternatives, and the extent to which the decision is unstructured and re quires creative problem solving. a. Decision quality and acceptance b. Decision cost c. Social forces and factors d. Situational variables

Situational variables

Both intelligence and interpersonal behaviors are broad categories of __________. a. Talents b. Skills c. Traits d. Services

Skills

Both verbal reasoning and persuasive ability are examples of __________. a. Talents b. Skills c. Traits d. Services

Skills

Leadership _____ are behaviors or ways of thinking that leaders perform in and effective manner. a. Talents b. Skills c. Traits d. Services

Skills

Which is NOT one of the three behaviors reflected in the LPC score? a. Leader-member relations b. Task structure c. Socio-political d. Position power

Socio-political

Organizational culture differs between organizations, based upon the _________ of the organization. New organizations differ from young, successful organizations, which often differ from mature organizations. a. Human capital b. Social capital c. Net wealth d. Stage

Stage

Which is considered an internal constraint? a. Organization's primary products and services b. Powerful external stakeholders c. Strong organizational culture d. Perceptions of the organization's performance

Strong organizational culture

In a rather controversial article by Chua and Rosenfeld (2014), ________ groups in America today share the following three traits: (1) a superiority complex, (2) insecurity, and (3) impulse control. a. Immigrant b. Contemporary c. Successful d. Hostile

Successful

Which type of leadership in the Path-Goal Theory is defined as concern and consideration for the well-being of the followers? a. Directive b. Supportive c. Participative d. Achievement

Supportive

_____-oriented behaviors are related to accomplishing a job in an efficient and reliable way. a. Clarifying b. Change c. Task d. Relations

Task

Within the Hershey and Blanchard's model, what leadership styles are recommended? a. Persuasion and Coercive b. Persuasion, Coercive, Self-Taught c. Telling, Selling, Participating, Delegating d. Participating, Democratic, Delegating

Telling, Selling, Participating, Delegating

Which is NOT a major contributor in the role making process related to LMX? a. Leaders have a vested interest in followers' performance b. The stage in the organization's or business's lifecycle has a great influence in this process c. Followers' have expectations of their leaders d. New leaders are generally short on time and energy, and look for dependable individuals to help them out

The stage in the organization's or business's lifecycle has a great influence in this process

. Which is true of derailed executives? a. They have calm, confident, and predictable behaviors during crises b. They focus on immediate tasks and the needs of subordinates c. They are too ambitious about advancing their career at the expense of others d. They admitted mistakes, accepted responsibility, and took action to solve a problem

They are too ambitious about advancing their career at the expense of others

Which is NOT true of what research tells us about LMX's in the U.S.? a. They are unaffected by gender b. They are unaffected by race c. They may be affected by educational level, work ethic, and/or career aspirations d. They usually change every three to five years within an organization led by the same boss

They usually change every three to five years within an organization led by the same boss

A ____ is an aspect of personality, needs, motives, and values. a. Talent b. Skills c. Trait d. Services

Trait

Self-confidence, extroversion, and emotional maturity are examples of ____. a. Talents b. Skills c. Traits d. Services

Traits

____ are relatively stable over time. a. Talents b. Skills c. Traits d. Services

Traits

_______ leadership is also referred to as visionary leadership or inspirational leadership a. Participative b. Transformational c. Reward and punishment d. Supportive

Transformational

Formal training programs are ______. a. Usually designed for lower- to mid-management positions b. Place more emphasis on future skill needs and moving up the ladder c. Must be six-months in duration d. Would focus on theory, but not on application

Usually designed for lower- to mid-management positions

___ are standards or principles by which choices are made. a. Values b. Predispositions c. Behaviors d. Prior experience

Values

In terms of the stages in the change process, a leader should first increase the driving force to change when restraining forces are ______ . a. Weak b. Strong c. Temperate d. Moderate

Weak

Which is NOT one of the three standards for ethical behavior? a. End sought or purpose of decision b. What a 'reasonable man' would do in a similar situation c. Extent to which behavior is consistent with moral standards (smell test) d. Consequences for self and others (outcomes)

What a 'reasonable man' would do in a similar situation

Leader control over rewards usually do not include: a. Merit salary for followers based upon performance b. Ability to promote workers into high-level and higher-salaried positions c. Ability for the leader to practice boundary spanning d. Ability to assign more desirable office space

ability for the leader to practice boundary spanning

A(n) _______ focuses on task decisions, work processes, and team behaviors but not individual behaviors. a. Post-hoc review b. After-activity review c. Ex post facto review d. Omnibus review

after-activity review

__________leadership is based upon positive psychology and psychological theories of selfregulation. a. Authentic b. Spiritual c. Ethical d. Servant

authentic

Leaders who view their jobs as a systematic and continuous process, direct their leadership behavior to influence follower behavior, who have legitimate influence, and directs their behavior to achieve group goals is a leader who practices core leadership ____________. a. Characteristics b. Behaviors c. Attitudes d. Perceptions

characteristics

According to Yukl, the following are key variables in leadership theories: a. Characteristics of the leader, follower, and situation b. Characteristics of the organization, geo-political time, and public perception c. Characteristics of social movements, global warming, and policy space d. Characteristics of leader behavior, trendy leadership books in the popular press, and the person in the White House

characteristics of the leader, follower, and situation

In terms of cultural value dimension and leadership, _____ implies that the needs of the group is more important than the needs of the person. a. Communism b. Collectivism c. Collectionism d. Clusterism

collectivism

Which is generally considered a masculine leadership attribute? a. Supporting b. Developing c. Empowering d. Confidence

confidence

When short-term decisions must be made by a manager that are not in the best interest of the unit that he/she is overseeing, but are in the best interest of the overall organization, then it might be said that the manager experiences ___________. a. Role sending b. Conflicting demands c. Role expectations d. None of the above

conflicting demands

On _____ teams, members represent operational units for the purpose of planning and conducting a complex activity. Most of these types of teams are temporary, where members typically return to their base operating unit. a. Self-managed b. Virtual c. Functional d. Cross functional

cross functional

With _______ teams, it is recommended that leaders possess technical expertise, project management skills, interpersonal skills, political skills, and cognitive skills. a. Self-managed b. Virtual c. Functional d. Cross functional

cross functional

Which is one of the ideal leader attributes considered effective in most cultures? a. Ambitious b. Decisive c. Domineering d. Risk taker

decisive

A potential advantage of a(n) _________ team includes team members compensating for CEO weaknesses. a. Internal b. External c. Executive d. Managerial

executive

In the sequence of the leadership effects model, which is considered the final component of the model? a. Leader behaviors and patterns b. Knowledge, skills, and attitudes of followers c. Follower motivations d. Follower behaviors

follower behaviors

According to Yukl, the following is NOT usually considered as a common indicator of leadership effectiveness. a. Performance and growth of a leader's group or organization b. Follower attitudes and perceptions of the leader c. Follower contributions to community service projects d. Extent to which a person has a successful career as a leader

follower contributions to community service projects

On _____ teams, members perform similar operations (e.g. marketing, sales, research and development), with this type of team representing many traditional units that are long-lasting with permanent leaders. a. Self-managed b. Virtual c. Functional d. Cross functional

functional

The ______ Ceiling is a notion that the unseen, yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements? a. Glass b. Plastic c. Fiberglass d. Ceramic

glass

From what language did the word charisma originate? a. English b. French c. Greek d. Latin

greek

One recommended practice for determining group processes includes __________. a. Group size b. Location of the members of a group c. Group heterogeneity d. Group status equalization

group size

In terms of cultural value dimension and leadership, in _____ power distance the leader has more authority, followers do not question leaders, nor do they challenge their boss? a. Negligible b. Low c. Moderate d. High

high

In terms of cultural value dimension and leadership, a _____ -orientation implies a strong concern with welfare of others and willingness to sacrifice one's own special interest. a. Gentle b. Caring c. Humane d. Compassionate

humane

when leaders implement a personal, but subtle, public relations campaign to increase their favorability within an organization, they are using which type of influence tactic?

impression management

In terms of cultural value dimension and leadership, _____ implies that the needs of the person is more important than the needs of the group. a. Exclusivism b. Humanism c. Individualism d. Specialism

individualism

_______ coined the phrase "transformational leadership". a. Max Weber b. James McGregor Burns c. Phil Blanchet d. John Hersey

james mcgregor burns

________ developed a model of the stages of moral development. a. Hertzberg b. Litzenberg c. Kolhberg d. Molzberg

kolhberg

Delegation, participative planning, group goal setting, acceptance of others, positive energy, communication of a vision, exhibiting high expectations for followers, and recognition of followers' contributions are all examples of ___________. a. Leadership skills b. Leadership behaviors c. Leadership theories d. Leadership conceptual models

leadership behaviors

Which is NOT one of the special techniques recommended for leadership education? a. Behavior role modeling b. Case discussion c. Lecture only d. Business games and simulations

lecture only

_______ is considered a position-based type of power. a. Reward b. Expert c. Legitimate d. Referent

legitimate

Business plan development, inventory control, project management, process management, budget oversight, work-based logistics and flow, and development of organizational charts which reflect job descriptions are all components of _______________. a. Office skills b. Leadership skills c. Secretarial skills d. Management skills

management skills

In terms of GLOBE culture clusters, which is NOT one of the countries that the U.S. is clustered with? a. Mexico b. Canada c. Ireland d. United Kingdom

mexico

. __________ is the ability of one person to cause another person to do something. a. Influence b. Personal attractiveness c. Power d. Authority

power

Perceptions, attitudes, feelings, motivations, and expectations are typical _______ reactions of followers. a. Psychological b. Cognitive c. Fine motor skill d. Gross motor skill

psychological

A charismatic leader is commonly defined as a leader who is endowed with exceptional __________. a. Skills b. Characteristics c. Qualities d. Attributes

qualities

When emerging, charismatics often pitch ________ visions. a. Radical b. Peaceful c. Disobedient d. Pacifist

radical

On _____ teams, members work 'semi-autonomously'. They often have no manager, they are stable over time. . a. Self-managed b. Virtual c. Functional d. Cross functional

self-managed

With _____ teams, it is suggested that internal leaders be elected or rotated, for the purpose of coordination and facilitation of meetings. a. Self-managed b. Virtual c. Functional d. Cross functional

self-managed

Often charismatics emerge during ________ crises? a. Political b. Environmental c. Social d. Natural

social

__________ identification of followers with a charismatic leader, gives them a desire to please the leader. a. Psychological b. Social c. Personal d. Economic

social

Which of the following usually decreases a leader's effectiveness? a. Spatial or geographic distances between the follower and the leader b. Group follower norms in support of cooperation with management c. Supportive leaders supervising workers who perform dangerous jobs (e.g. firefighters, police officers, border patrol agents, USDA or FDA food inspectors) d. Follower self-leadership

spatial or geographical distances between the follower and the leader

_____ leadership is based upon self-interests and exchanging benefits. a. Self-managed b. Functional c. Cross functional d. Transactional

transactional

_____ leadership appeals to moral values of followers by raising consciousness about ethical issues to mobilize followers' energy and resources to reform institutions. a. Legitimate b. Transactional c. Transformational d. Cross functional

transformational

_____ is where leaders and followers raise one another to higher levels of morality and motivation. a. Servant leadership b. Transactional leadership c. Authentic leadership d. Transformational leadership

transformational leadership

In terms of cultural value dimension and leadership, _____ avoidance is the extent to which people feel uncomfortable with ambiguous situations and the inability to predict the future? a. Uncertainty b. Vague c. Indistinct d. Abstruse

uncertainty

In which team, are technology skills essential? a. Self-managed b. Virtual c. Functional d. Cross functional

virtual

Futuring is to external monitoring, as _________ is to internal monitoring. a. Strategizing b. Mission statements c. Identification of organizational values d. Visioning

visioning