INMGT Final
Which of the following is a result of employee empowerment?
Greater self-efficacy
Which of the following is a common dysfunction of teams?
Lack of trust.
A leader who is all action and little vision is actually uninvolved.
False
Which of the following is stated by the contingency approach to leadership?
A leadership style that works in one situation might not work in another situation.
Which of the following is an assumption of Theory Y?
A person will exercise self-direction and self-control in the service of objectives to which he or she is committed.
In the context of stakeholder buy-in, who among the following are strong supporters and will help lead a change effort?
Advocates
Which of the following forms of leadership emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis?
Authoritarian management
The manager of a company situated in the country of Aria lost a business deal with a company situated in the country of Iota. The Arian manager complained to the Iotan higher-level executives when he couldn't obtain information from his counterparts in Iota. The higher-level Iotan executives were offended by his behavior. The Arian manager was surprised since hierarchy was never a matter of concern in his country. In the context of the given scenario, which of the following statements is true?
Behavior is perceived differently from culture to culture.
Which of the following is a source of personal courage?
Believing in a higher purpose
_____, a follower response to the use of power, means that people follow the directions of the person with power, whether or not they agree with those directions.
Compliance
Which of the following is demonstrated by influential leaders?
Confidence and commitment
_____ refers to antagonistic interaction in which one party attempts to block the intentions or goals of another.
Conflict
_____ is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization.
Creativity
Which of the following is an important characteristic of organizations during Leadership Era 3?
Cross-functional teams
Employees belonging to a certain religion at a meat packing plant in the country of Atria protested against not being allowed extra break times to pray during their holy month. Employees not belonging to that religion felt that allowing extra breaks would amount to "preferential treatment." In the context of the given scenario, which of the following statements is true?
Cultural differences provide potential for conflicts.
_____ refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses.
Cultural intelligence
_____ can encourage employee commitment to the core purpose of an organization, its specific goals, and the basic means used to accomplish goals. It can determine how the organization meets goals and deals with outsiders.
Culture
Which of the following is an example of initiating structure behavior of leaders?
Directing tasks
Which of the following is an example of people-oriented leader behavior?
Displaying trust
Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone. She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does Lily possess?
Empathy
Melanie has been promoted as the operations head of Apex Inc. She aims to lead the organization in an effective manner. Which of the following should be implemented by Melanie to achieve her aim?
Ensure that employees are part of a community and feel that they are contributing to something worthwhile.
"Management by wandering around" means that employees speak to leaders only through electronic channels of communication.
False
A humble leader may make more risky and daring decisions, whereas a hero leader will seek advice.
False
A leader should maintain low visibility during times of rapid change, uncertainty, or crisis.
False
A leader using the approach of excellence focuses on emphasizing discovery rather than focusing people on being the best.
False
A manager with a global mindset sees everything from one's own limited personal or cultural perspective.
False
A person's values cannot change throughout life as they are fairly well established by early adulthood.
False
A vision is is what the organization "stands for" in a larger sense, whereas a mission is ambitious desire for the future.
False
According to Fiedler's contingency model of leadership, a task-oriented leader performs better in situations of intermediate favorability because human relations skills are important for high group performance.
False
Authoritarian management takes stewardship assumptions about leaders and followers one step further.
False
Coercive power of a leader derives from a leader's special knowledge or skills regarding tasks performed by followers.
False
Courage means the absence of doubt or confusion.
False
Culture gaps are usually minimal in the case of mergers.
False
Derailed managers are people who reached a plateau, were fired, or were forced to retire early, and later excelled in a functional area.
False
Effective leaders persist in making decisions which are related to changes that are difficult to execute and have low strategic impact.
False
Effective teams have people in task-specialist roles exclusively.
False
Employee motivation rarely affects productivity.
False
Entrepreneurial leaders are more concerned with maintaining the status quo than with innovation and creativity.
False
External adaptation, a function of culture in organizations, means that culture helps organizational members develop a collective identity and know how to work together effectively.
False
Glass walls offer experience in areas such as line supervision that would enable women to advance to senior-level positions.
False
In many of today's organizations, command-and-control management has proved to be very effective.
False
In the context of the Vroom-Jago contingency model of leadership, the time-based model is to be used if time and efficiency are less important criteria than the opportunity to develop the thinking and decision-making skills of followers.
False
Job enrichment is a program that links at least a portion of employees' pay on the amount of skills they
False
Leaders are responsible for communicating facts, statistics, and decisions.
False
Leaders should not question long-held assumptions or attempt to shift their mental models.
False
Leaders should wait for an annual review to let employees know how they're doing or how they can improve.
False
Leaders who score low in emotional intelligence are typically more effective.
False
Leadership involves maintaining the status quo, not creating change.
False
Machiavellian-style leaders focus on reaching out and working with others.
False
Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state.
False
Members on small teams have more disagreements and tend to form subgroups.
False
Most organizations that remain successful over the long term have leaders who do not include ethical values as part of the formal policies and informal cultures of their companies.
False
Network building does not impact followers' perceptions of a leader's abilities.
False
One approach to brainstorming is to focus on the internal aspects of a situation or problem.
False
One shortcoming of appreciative inquiry is that it does not engage people from outside an organization, such as customers or clients, partners, and other stakeholders, in a change process.
False
Open communication runs according to the traditional flow of selective information downward from supervisors to the subordinates.
False
People with a high internal locus of control typically prefer to have structured, directed work situations.
False
Reward power of a leader is the authority to punish subordinates or recommend punishment.
False
Strategic leaders react to environmental changes rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like.
False
The avoiding style of handling conflict reflects assertiveness to get one's own way.
False
The carrot-and-stick approach to motivation tends to focus on higher-level needs.
False
The destiny stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists.
False
The halo effect occurs when perceivers see their own personal traits in other people.
False
The role of leadership is to motivate people through rewards and punishments.
False
The use of substitutes to fill leadership "gaps" is often disadvantageous to organizations.
False
Today's best leaders realize that diversity suppresses innovation and leads to poor decision making.
False
Unethical leaders are not preoccupied with their own importance; they keep the focus on employees.
False
When leaders rely solely on formal strategic planning, competitor analysis, or market research, they create new opportunities.
False
When workers are not motivated to achieve organizational goals, the fault is often with the workers themselves.
False
With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting the dots.
False
Which of the following is an example of stereotyping?
Fiona assumes that an elderly employee will not be able to adapt to modern technology.
The belief that leaders were born with certain natural abilities of power and influence characterizes the _____ of leadership.
Great Man theories
Which of the following is true of a leader who is a good listener?
He or she pays complete attention to the message.
Which of the following is a personal quality of leaders?
Humility
Which of the following accounts for tremendous variation among people?
Individuals differ in how they order their values into priorities.
_____ is based on a win-win assumption, in that all parties want to come up with a creative solution that can benefit both sides.
Integrative negotiation
_____, a leadership quality, means questioning current methods and challenging employees to think in new ways.
Intellectual stimulation
Which of the following statements is true of diverse workforce?
It can build stronger connections with various customers.
Which of the following statements is true of the whole brain concept?
It considers a person's preference for conceptual versus experiential thinking.
Which of the following statements is true of diversity?
It helps develop employee potential.
Which of the following statements is true of individualized leadership?
It holds that leadership is a series of dyads or a series of two-person interactions.
Which of the following statements is true of honesty?
It implies an openness that followers welcome.
Which of the following statements is true of self-confidence?
It includes knowing and trusting in oneself.
In the context of the path-goal theory of leadership, which of the following statements is true of supportive leadership?
It involves showing concern for subordinates' wellbeing and personal needs.
Which of the following is true of sexual harassment in organizations?
It is illegal and an abuse of power.
Identify the correct statement regarding strategic leadership.
It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution.
Which of the following statements is true of coercive power of leaders?
It is the negative side of legitimate and reward power.
Which of the following statements is true of individualized leadership?
It looks at the specific relationship between a leader and each individual follower.
Which of the following statements is true of vision?
It needs to transcend the bottom line to provide employees with a sense of meaning and purpose.
Which of the following statements is true of love of task?
It provides a great intrinsic pleasure.
Identify the correct statement regarding a mission.
It serves as the glue that holds the organization together in times of change.
Which of the following statements is true of the carrot-and-stick approach to motivation?
It tends to focus on lower needs.
Which of the following is a guideline for using e-mail effectively?
Keep e-mail messages short and to the point.
Which of the following is an element that must be in place before employees can be truly empowered to perform their jobs effectively?
Knowledge and skills
_____ is a set of systematic techniques for changing mental concepts and perceptions and generating new ones.
Lateral thinking
Which of the following statements is true of drive?
Leaders with drive seek achievement and have energy.
Identify the correct statement regarding leadership.
Leadership involves noncoercive influence.
Which of the following types of leaders typically focus on gaining and using individual power?
Machiavellian-style leaders
Which of the following is a way that leaders can provide feedback that benefits followers?
Making feedback timely
Which of the following is a dimension of the traditional model of diversity?
Pay level
Which of the following is true of the equity theory of motivation?
People will believe they are treated fairly if they perceive their rewards as equal to what others receive for similar contributions.
Which of the following styles of followership do government appointees often demonstrate because they have their own agendas and a short period of time in which to implement them?
Pragmatic survivor
_____ refers to an adverse feeling or opinion formed without regard for the facts.
Prejudice
Email should be used for:
Preparing a group of people for a meeting
Which of the following actions is an example of positive reinforcement?
Recommending a pay raise
Research indicates that most people feel a sense of obligation to give something back in return for favors others do for them. In the context of the principles for asserting leader influence, which of the following principles should a leader employ to exploit the given research finding?
Relying on the rule of reciprocity
According to Fiedler's contingency model of leadership, which of the following indicates a high degree of task structure?
Routine tasks
Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He makes tough decisions by believing his "gut feelings." He knows how his emotions affect his work and hence, he acts carefully according to them. Which of the following qualities of leaders does Daniel possess?
Self-awareness
Daryl is a research analyst at Highend Inc. She works independently, without the need for a supervisor. When her team is offered a project, she sits along with her team members to plan and organize the work. Each team member takes turns to undertake a different role. This helps them gain experience in every aspect of their work. Each team member is held accountable for his or her work and every person works toward meeting the agreed deadline. In the given scenario, which of the following types of teams has been described?
Self-directed team
Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team's projects adhere to the company's high standards. He remains calm when things go wrong and provides resourceful solutions. Which of the following qualities of leaders does Adam display?
Self-management
Which of the following forms of leadership was first described by Robert Greenleaf?
Servant leadership
_____ focus on a particular goal and disband once the project is completed.
Special-purpose teams
_____ uses a round-robin format to get people from different areas of an organization talking together, generating creative ideas, and identifying areas for potential collaboration.
Speedstorming
People who play a task-specialist role often:
Stimulate the team into action when interest drops
Which of the following statements is true of strategy?
Strategy involves making decisions every day based on what the organization wants to do and be.
Which of the following statements is true of teams?
Teams work to accomplish a shared goal.
Which of the following primarily affects employee engagement?
The behavior of leaders
Which of the following statements is a criticism of Fiedler's contingency theory?
The empirical support for the model is weak because it is based on correlationalresults that fail to achieve statistical significance in the majority of cases.
Which of the following is a value that leaders consider important for an organization?
The external environment
Which of the following statements is true of the contingency approach to leadership?
The needs, maturity, and cohesiveness of followers have been identified as a key contingency.
Which of the following statements is true of end values?
They are beliefs about the kind of goals or outcomes that are worth trying to pursue.
Which of the following is a characteristic of new paradigm leaders?
They are humble
According to Fiedler's contingency theory of leadership, which of the following statements is true of task-oriented leaders?
They are more effective when a situation is highly unfavorable because a great deal of structure and task direction is needed.
Which of the following is a characteristic of leaders who think independently?
They are willing to stand apart.
Which of the following statements is true of leaders who subscribe to the assumptions of Theory Y?
They do not believe people have to be coerced and controlled in order to perform effectively.
Which of the following is a quality of managers?
They have expert minds rather than open minds.
Which of the following is a characteristic of operational leaders?
They need high self-confidence and tend to be assertive.
Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership?
They should diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.
Which of the following statements is true of entrepreneurial leaders?
They tend to be persistent, independent, and action oriented.
A leader who is visionary, empowering, and committed to serving others is operating at the postconventional or principled level of personal moral development.
True
A less conscientious person tends to be easily distracted and impulsive.
True
A principle of stewardship is to localize decisions and power to those closest to the work and the customer.
True
A spiritual leader addresses followers' higher-order needs for membership and self-actualization.
True
A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture.
True
According to the equity theory, employees make comparisons of what they put into a job and the rewards they receive relative to those of other people in the organization.
True
According to the relational theories of leadership, interpersonal relationships are seen as the most important facet of leadership effectiveness.
True
At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.
True
Attributions are important because they help people decide how to handle a situation.
True
Charismatic leadership typically instills both awe and submission in followers, whereas transformational leadership seeks toincrease follower engagement and empowerment.
True
Coercive power refers to the power to punish or recommend punishment.
True
Cognitive approaches are preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought.
True
Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust.
True
Effective followers are characterized by both mindfulness and a willingness to act and are essential for an organization to be effective.
True
Employee morale is higher in cohesive teams.
True
Empowerment is power sharing, the delegation of power or authority to subordinates in the organization.
True
In terms of relationships, management focuses on getting the most results out of people so that production goals are achieved.
True
In the context of Fiedler's contingency model of leadership, creative, ill-defined tasks, such as research and development or strategic planning, have a low degree of task structure.
True
In the context of Fiedler's contingency model of leadership, if a leader describes the least preferred coworker using positive concepts, he or she is considered relationship-oriented.
True
In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that conveys meaning to others.
True
In the context of using substitutes for leadership, physical separation of leader and subordinate neutralizes both people-oriented and task-oriented leadership styles.
True
Intellectual stimulation, a leadership quality, means questioning current methods and challenging employees to think in new ways.
True
It is imperative that leaders in international organizations learn to understand local cultures and deal with them effectively.
True
Leaders at all levels need some degree of optimism to see possibilities and rally people around a vision for a better tomorrow.
True
Leaders communicate to inspire and motivate people to strive toward a vision.
True
Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations.
True
Leaders need to develop a "beginner's mind" that refers to putting aside preconceptions and suspend beliefs and opinions.
True
Leaders should select a communication channel to fit their message.
True
Leaders who are constantly trying to please everyone often make poor decisions because they cannot tolerate even a mild degree of conflict.
True
Leadership coaching helps followers upgrade their skills and enhance their career development.
True
Many minority leaders struggle daily with the problem of delegating authority and responsibility to employees who show them little respect.
True
One of the tactics for followers to manage up is to be a resource for the leader.
True
People are constantly valuing things, people, or ideas as good or bad, pleasant or unpleasant, ethical or unethical, and so forth, whether they recognize it or not.
True
Professor and author Judy B. Rosener has called women's approach to leadership interactive leadership.
True
Rapidly changing technologies, globalization, and changing markets are some of the environmental forces creating a greater need for change leadership within organizations.
True
Self-confidence doesn't mean being arrogant and prideful but rather knowing and trusting in oneself.
True
Small changes can symbolize improvement and success to people within an organization.
True
Standing up for what is right is a primary way in which leaders create an environment of integrity.
True
Strategy execution is the most important as well as the most difficult part of strategic management.
True
The Pike Syndrome illustrates the power of the conditioning that limits people's thinking and behavior.
True
The contingencies most important to leadership are the situation and followers.
True
The contingency approaches explain the relationship between leadership styles and effectiveness in specific situations.
True
The emotional state of a leader influences the entire team, department, or organization.
True
The myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage to the organization.
True
The qualities needed for effective leadership are the same as those needed to be an effective follower.
True
The responses to the use of power include compliance, resistance, and commitment.
True
To implement a strategy, leaders make sure they provide followers with line of sight to the organization's strategic objectives.
True
Unconscious bias theory suggests that white males slight women and minorities because people's decisions are influenced by unconscious prejudice.
True
Unethical leaders tend to take all the credit for successes, but they blame others when things go wrong.
True
Work in organizations is interdependent, which means that individuals and departments rely on other individuals and departments for information or resources in order to accomplish their work.
True
Which of the following must be observed while sending an e-mail?
Use the subject line to grab the reader's attention.
Which of the following characteristics was explored by the studies evaluating the characteristics of the leader-member exchange relationship?
Value agreement
Leaders at Baxter International Inc. removed a product from the market when several people died after undergoing dialysis using a Baxter filter. This is an example of:
a company emphasizing ethics.
A change that both produces a high strategic impact and is easy to execute would be:
a leader's first choice for putting strategy into action.
Assumptions are:
a part of a leader's mental model.
Followers can influence their leaders by being:
a resource for the leader.
Spiritual leadership behaviors enable employees to have _____ that provides deeper life meaning through work.
a sense of calling
According to the situational theory of leadership, a leader with a(n) _____ provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers.
entrusting leadership style
Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and _____.
achievement oriented
In the _____, leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking.
adaptability corporate culture
Leaders working to improve even one element of their mental approach can move forward in a significant way toward mastering their minds because:
all five elements of mind are interdependent.
Gilbert heads the accounts team of HFC Inc. He received negative feedback from his clients about one of the projects that he managed. He held his subordinates responsible as he felt that they were inefficient and worked carelessly. The judgment made by Gilbert is an example of _____.
an internal attribution
Conventional management approaches:
are based on controlling the behavior of people by manipulating their decisions.
Nonroutine messages:
are often characterized by time pressure and surprise.
In Leadership Era 2, _____ of leadership worked because leaders could analyze their situation and develop careful plans.
behavior theories
A key component of leadership is:
being emotionally connected to others
Level 5 leaders have :
big ambitions.
Electronic methods of communication:
can increase the potential for communication errors
People in organizations rise to the top because they:
can instill in others a sense of hope for the future.
Paul, a salesman at an apparel store, did not close as many sales as was expected. Hence, his supervisor withheld his monthly incentive. In the given scenario, Paul's supervisor possesses:
coercive power.
At HiTech Corp.,the leaders' efforts to build a collaborative relationship were met with resistance from union leaders until bankruptcy forced them to work together. This example shows that leaders must:
communicate the urgency for change.
A leader, as a(n) _____, uses communication to unite people around a common sense of purpose and identity.
communication champion
A leader can become a better leader when followers:
compliment the leader for behavior that followers appreciate.
Employees resist change because:
it violates the relationship between employees and an organization.
Zupiter Corp. follows a culture that requires strict adherence to rules and regulations with fixed time schedules for daily activities. The firm is highly efficient and lays emphasis on being economical. It conducts its business in a methodical manner. In the given scenario, Zupiter Corp. is said to have the:
consistency corporate culture.
A follower can provide strength to the leader by:
contributing to areas that complement the leaders position
To build a culture that encourages _____, leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, openness, exploration, and informed risk-taking.
corporate entrepreneurship
According to the Leadership Grid, _____ occurs when primary emphasis is given to people rather than to work outputs.
country club management
A charismatic leader:
creates an atmosphere of change.
The final stage of appreciative inquiry process is _____ by translating the ideas identified in the previous stages into concrete action steps.
creating a destiny
Leaders can create organizational systems that support ethical behavior by:
creating open-door policies.
A _____ is made up of members from different departments within an organization.
cross-functional team
During the _____ stage of the appreciative inquiry (AI) process, people are asked to narrate stories that identify the best of their experiences with an organization.
discovery
When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _____ occurs.
discrimination
In the context of styles of followership, a dependent, uncritical thinker:
does not consider possibilities beyond what he or she is told.
A passive follower:
does not exhibit active participation.
An effective leader:
does not follow his or her assumptions because they led to success in the past
The dimension of extroversion includes the characteristic of _____.
dominance
Appreciative inquiry can be applied:
either on a large or small scale.
In the adaptability organizational culture, _____.
employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued
Leadership coaching involves:
empowering followers to explore
People who adopt a socioemotional role:
encourage others to draw forth their contributions
Leaders who are drawn to new opportunities, are action oriented, and are more concerned with innovation, creativity, and creating new processes than with maintaining the status quo are known as:
entrepreneurial leaders.
Victoria heads an electronics corporation. She expects each employee to perform to his or her best and be successful in whatever he or she does. She aims to achieve production with zero quality control. This example indicates that Victoria uses the _____ approach to frame a noble purpose for her organization.
excellence
Personalized leaders are characterized as:
exploitative.
One of the keys to effective brainstorming is:
expressing any idea that comes to mind.
Bonuses and praise are examples of the _____ approach to motivate people.
extrinsic positive
In terms of the common dysfunctions of teams, people go along with others for the sake of harmony when they:
fear conflict.
Without _____, leaders can miss important signals that something is going wrong.
feedback
Peers and subordinates with lax ethical standards:
feel free to act as they choose
According to the Hofstede studies, _____ reflects the values of relationships, cooperation, group decision making, and quality of life.
femininity
Idea champions:
fight to overcome natural resistance and convince others of the value of an idea.
One approach to immersion is to:
focus on the internal aspects of a situation or problem.
The third phase of research in the development of the individualized leadership theory:
focused on whether leaders could develop positive relationships with a large number of followers.
The benefits followers receive from leadership coaching include:
gaining a new perspective.
Values-based leaders:
generate a high level of trust from employees.
Viewing the leader realistically includes:
giving up idealized expectations
An important contribution of Fiedler's research on the contingency model of leadership is that it:
goes beyond the notion of leadership styles to try to show how styles fit a situation.
Leaders who use a wider variety of influence tactics are typically perceived as having:
greater power.
The result of a dialogue is marked by:
group unity, shared meaning, and transformed mindsets.
In most organizations, there are some issues that are characterized by strong emotions and extreme uncertainty and that can't be resolved by resorting to facts and logic. These issues are referred to as _____.
hot topics
A safe harbor where ideas from employees can be developed without interference from company bureaucracy or politics is called an:
idea incubator.
To improve strategic leadership, leaders can:
identify weak points in the necessary skills required for thinking strategically and work toward correcting them.
One way to increase a job's motivational and empowerment potential is to:
increase skill variety.
According to the acquired needs theory, the need for power refers to the desire to:
influence or control others and have authority over others.
Charismatic leadership is a part of the _____ of leadership.
influence theories
A follower can be a resource for the leader by:
informing the leader about their own ideas.
Leaders communicate to:
inspire others to strive toward a vision.
Leader support and _____ are the two underlying dimensions of employee-centered leadership behavior.
interaction facilitation
Culture helps employees develop a collective identity and know how to work together effectively. This is called:
internal integration.
According to Herzberg's two-factor theory, hygiene factors include:
interpersonal relationships.
The right hemisphere of the brain is associated with:
intuitive thought processes.
A global team:
is a cross-border work team.
According to the least preferred coworker (LPC) scale of Fiedler's model of leadership styles, if the leader describes the least preferred coworker using positive concepts, the leader:
is relationship-oriented.
Attempts to achieve collaboration, empowerment, and diversity can succeed only if:
leaders intentionally practice and apply new paradigm principles.
One of the four basic precepts in Greenleaf's servant leadership model is:
listening first to affirm others.
According to Fiedler's contingency model of leadership, position power is low when the leader has:
little authority over subordinates and cannot evaluate their work.
In companies with excellence as a guiding purpose, _____.
managers and employees are treated as valuable resources.
Some values become so deeply embedded in a culture that organizational members:
may not be consciously aware of them.
According to the path-goal theory of leadership, the personal characteristics of followers, which is a situational contingency, includes factors such as _____.
motivation
Lateral thinking:
moves people "sideways" to try different perceptions.
Coalitional leaders:
observe and understand patterns of interaction and influence in an organization.
Ethnocentrism is the belief that:
one's culture and subculture are inherently superior to other cultures.
In the context of followership styles, _____ leave the thinking to their leaders.
passive followers
According to Hofstede's social value system, high power distance means that:
people accept inequality in power among institutions, organizations, and individuals.
A leader should explain what a new strategic direction means to each person because:
people are often fearful of change.
Helen, the operations head of an organization, received a complaint stating that one of the managers was regularly harassing his subordinates. Instead of taking action, she neglected the issue as she had high regard for the manager. She was sure that the allegations against the manager were not true. In the given scenario, the assumption made by Helen is an example of _____.
perceptual defense
During the _____ stage of team development, the major emphasis is on accomplishing the team's goals.
performing
Immediate praise for an employee who arrives on time increases the likelihood of punctuality. This is an example of:
positive reinforcement.
Organizations establish workforce diversity programs to:
promote the hiring of diverse employees.
A powerful vision:
provides a measure by which employees can gauge their contributions to the organization.
A discussion results in:
ratifying one's position.
Leadership courage means:
reducing boundaries
When workers admire a supervisor because of the way he or she deals with them, the influence is based on:
referent power.
Companies with heroism as the basis of noble purpose often:
reflect almost an obsession with winning.
The expert mind becomes a danger in organizations because it:
rejects new ideas based on past experience and knowledge.
An effective leader lets his or her vision of a better future pull reality toward it by:
reorganizing current activities to work toward the vision.
In the context of follower responses to the use of power, the act of disobeying orders or deliberately avoiding carrying out instructions is known as _____.
resistance
According to Maslow's hierarchy of needs theory, the need for fringe benefits is an example of _____ needs.
safety
Servant leadership is a form of leadership in which:
self-interest is replaced by providing for the needs of others.
A leader at the postconventional level of personal moral development focuses on:
serving others and a higher cause.
The team role associated with facilitating others' participation, smoothing conflicts, showing concern for team members'needs, and reminding others of standards for team interaction is the:
socioemotional role.
Patricia is a member of the board of directors of Brightlake Medical College. She fires a teacher with lax ethical standards who treats his colleagues unfairly. In the given scenario, she is committed to:
sound ethics and transparency.
Leaders can enact cultural values in an organization through:
specialized language.
Values and practices such as integrity, humility, respect, and personal reflection are considered as:
spiritual ideals.
Good leadership is about:
standing up for what one believes is the best for the organization.
The leader's role during the _____ stage of team development is to encourage participation by each team member and help people findtheir common vision and values.
storming
Organizations that want to encourage change and innovation:
strive to hire people who display creative characteristics.
If widespread consensus exists among employees of an organization about the importance of specific values and ways of doing things, the culture is said to be:
strong.
If a leader's actions and decisions contradict the best interests of an organization, effective followers:
take a stand.
The tendency of people to not voice their true thoughts because they want to please others is known as:
the Abilene paradox.
Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particularleader-follower relationship. This requires the follower to have:
the courage to leave.
Empowerment refers to _____.
the delegation of authority to subordinates in the organization
Effective feedback describes:
the precise behavior and its consequences.
Becky heads the finance team of Herald Inc. Whenever her team's work is commended, she takes all the credit. On the other hand, when her team gets negative feedback from clients, she blames it on inadequate support from the organization. Becky's behavior is an example of _____.
the self-serving bias
Many people have never tried to be a leader because:
they have no understanding of what leaders actually do.
One of the characteristics of leaders who can accomplish successful change projects is that:
they recognize and learn from their own mistakes.
The most important part of a leader's job in a crisis situation is to:
to absorb people's fears and uncertainties.
Leaders value those people who:
to show initiative
Scott Thompson resigned as the CEO of Yahoo after only four months on the job because reports revealed he had inaccurately claimed on his resume that he had a degree in computer science. This is an example of:
unethical behavior.
To be successful, virtual team leaders should:
use technology to build relationships