Chapt 17 MGNT 421

What are the unintended consequences that the decision to promote an organizational team's best performers can have? (Check all that apply.)

-The person being promoted may have outstanding individual contributor skills but questionable leadership skills. -The person being promoted may have no desire to lead. -The team can lose its best players.

According to the study by Fred Luthans and his associates, which of the following are true of successful leaders? (Check all that apply.)

-Their number-one motivator was getting promoted. -They spent very little time managing their people, teams, and business results.

Thirty years ago Fred Luthans and his associates recorded the day-to-day activities carried out by a large group of managers in a financial services firm. According to this study, which of the following are true of effective leaders? (Check all that apply.)

-Their underlying motivation was to beat the competition. -They promoted innovative ways to win.

One of the managerial derailment patterns identified by Hogan, Hogan, and Kaiser is an inability to build relationships with co-workers. Which of the following are true of derailed managers exhibiting this pattern of behavior? (Check all that apply.)

-They are often overly competitive, demanding, and domineering. -They are insensitive to the needs and plights of their followers. -They embrace the "my way or the highway" school of management.

In the context of the managerial derailment patterns identified by Hogan, Hogan, and Kaiser, which of the following are the underlying reasons for the inability to develop teams? (Check all that apply.)

-dark side traits -lack of team building

Why do some cheerleaders, taskmasters, and figureheads lack situational and self-awareness? (Check all that apply.)

-fail to heed direct feedback -managers are self deluding

Arrange the steps of the Dr. Gordy test that is used to determine the level of incompetence among people in positions of authority in the correct order of occurrence. (Place the first step at the top.)

-people you've worked with in the past -people you would work with again -% of competent leaders

Which of the following are characteristics of a leader with a typical dark-side personality when in a crisis? (Check all that apply.)

-slow down decision making process -no follow through

base rate of managerial incompetency

50-75%

Capitulation to Irrelevance or Death

Accumulated setbacks and the continuous erosion of financial performance leads top leaders of companies to lose hope and sell out.

Which of the following is not true of destructive leadership and power?

Autocrats typically stay in power for less time than their democratically elected counterparts.

According to the study conducted by Fred Luthans and his associates, how did successful leaders spend most of their day? (Check all that apply.)

By staying on top of office politics and flattering superiors By doing whatever their bosses expected

Grasping for Salvation

Choice, As companies begin to drown in red ink, they often grab hold of anything that will save them. As companies begin to drown in red ink, they often grab hold of anything that will save them.

Denial of Risk and Peril

Choice, Companies put the blame for their lack of success on external aspects rather than on their own dangerous decisions to expand. Companies put the blame for their lack of success on external aspects rather than on their own dangerous decisions to expand.

Undisciplined Pursuit of More

Choice, Top leaders focus on growth, acclaim, and whatever those in charge consider as "success" and pursue ideas that are unrelated to the core business. Top leaders focus on growth, acclaim, and whatever those in charge consider as "success" and pursue ideas that are unrelated to the core business

Which of the following is not a good way to make up for a lack of intelligence relevant subject matter expertise, or team-building know-how?

Communicate with your superiors when you think a task is too difficult to accomplish.

hubris born of success

Great businesses become insulated by victory, and leaders with strong business results often become arrogant, adopt an entitlement mentality, and fail to recognize what made their companies successful.

Jim Collins Stages

Hubris Undisciplined Denial Grasping Death

In an organizational context, which of the following is a primary reason why leaders break commitments all the time and followers end up trusting the wrong people?

Leaders often rationalize their lying, and followers often cannot immediately tell when they are being lied to.

Which of the following is not true of organizational fit and managerial incompetence?

Organizational fit issues are rarely seen when companies acquire other companies.

Which of the following best explains why the programmer Jim just promoted to run the division seems to be having a difficult time?

The programmer lacks the managerial expertise necessary to manage the division.

The Dr. Gordy test is used to determine the level of incompetence among people in positions of authority. Identify a true statement about those who pass the test.

They are often described as tough but fair leaders who inspired their followers and pushed their teams to achieve more than anyone thought possible.

According to Hogan, Hogan, and Kaiser, one of the managerial derailment profiles has to do with a leader's inability to _____.

adapt to new bosses, businesses, cultures, or structures

Which type of managerial incompetence occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results?

chronic managerial incompetence

Which personality trait is evident in leaders who believe they are 'hot' and have an unhealthy need to be the center of attention?

colorful

Which type of manager is most likely to have high situational and self-awareness?

competent manager

When facing hopeless challenges, which type of manager is likely to reflect on the situation, assess the alternatives, and make necessary changes to maintain team cohesiveness and performance?

competent managers

Which type of manager is likely to have good team-building know-how?

competent managers

All of the following are important to leadership effectiveness except the ability to

create a vision but not carry it out

Which type of leadership is associated with individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged or undermine organizational or community success?

destructive

_____________managerial incompetence occurs when people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results.

epsodic

Which personality trait is evident in leaders who have difficulty building teams because of their dramatic mood swings, emotional outbursts, and inability to persist on projects?

excitable

Which of the following is a managerial derailment pattern identified by Hogan, Hogan, and Kaiser?

failure to meet business objectives

True or false: Dark-side personality traits have a bigger influence for people in followership roles versus leadership roles.

false

derailed managers

finger point and blame others for the problems of the business

Jim Collins identified _____ as a critical leadership attribute in his book Good to Great, and it certainly helps leaders engage employees, build teams, and get results through others.

humility

Which of the following would be most helpful to a manager who is trying to increase his situational and self-awareness?

listening to regular 360 degree feedback

organizational fit

management's perception of the degree to which the prospective employee will fit in with the firm's culture or value system

Individuals who are let go or demoted after having been promoted to positions of significant authority and responsibility can best be described as an illustration of _____.

managerial derailment

The common reasons why people in positions of authority have difficulty building teams or getting results through others describes

managerial derailment

Which term best describes individuals who at one time were on the fast track to managerial success, but then find themselves demoted to less influential and/or less visible positions?

managerial derailment

Individuals who fail to build teams or get results through others can best be described using which term?

managerial incompetence

The alleged failure of the flight attendants on Northwest Airlines to adequately handle the emergency on the plane to Minneapolis as described in the text is an example of _______.

managerial incompetence

_________ is concerned with a person's inability to build teams or get results through others.

managerial incompetence

In the context of leadership, _____ can be defined as a grandiose sense of self-importance, feelings of being extraordinarily talented and entitled, supreme self-confidence, taking big risks, wanting to be the center of attention, self-absorption, and seeing interpersonal relationships as way to exploit others.

narcissism

Which type of manager is able to accurately read the situational and follower factors affecting their teams and remain vigilant for changes?

one with high situational awareness

Environmental disasters and workplace violence reflect which factor interfering with an individual's ability to be a competent manager?

situation

successful managers

take personal responsibilities for their mistakes and try to solve them

team-building know-how

the degree to which a leader knows the steps and processes needed to build high-performing teams

subject matter expertise

the relevant knowledge or experience a person can leverage to solve a problem

True or False: Recognizing the ten root causes of managerial derailment and how to address them can help you become a more effective leader.

true

True or false: In the context of the managerial derailment patterns identified by Hogan, Hogan, and Kaiser, the inability to get along with others is a fairly common derailment pattern among high potentials and anyone else in positions of authority.

true

True or false: Organizations can avoid making the mistake of promoting a team's best performers who have no desire to lead by asking the performers about their motivation to lead before conferring promotions.

true