Leadership Exam 1

Key Role of Perception in the Spiral of Experience

- Experience depends on what events happen to one and how one perceives those events. - Perception affects all three phases of the action, observation, and reflection model. - People actively shape and construct their experiences.

Discuss how the values of Gen Xers affect the leadership process in the workplace

-past generation acknowledged positional authority: Gen Xers have little respect for and less interest in leaders who are unable to demonstrate that they can personally produce -defines leading as eliminating obstacles and giving employees what they need to work well and comfortably -expect managers to "earn their stripes" and not be rewarded with leadership responsibilities because of seniority -interpreted as disrespect for elders: more skeptical than disrespectful

The interactional framework for analyzing leadership includes A) followers, leaders, and situations. B) individuals, groups, and organizations. C) individual followers, groups, and leaders. D) first-level supervisors, mid-level managers, and top-level leaders.

A) followers, leaders, and situations

In the OCEAN model, the personality dimension that is concerned with curiosity, innovative thinking, and assimilating new information is known as A) openness to experience B) extraversion C) conscientiousness D) neuroticism

A) openness to experience

Which of the following best describes ethics? A) an appreciation of laws B) principles of right conduct C) a sense of organizational purpose D) modes of intrapersonal behavior

B

__________ involves reinterpreting otherwise immoral behavior in terms of a higher purpose. A) Advantageous comparison B) Moral justification C) Displacement of responsibility D) Euphemistic labeling

B

Our guest speaker Vince Robinson held leadership positions at which company? (there are 2 correct answers pick one) A) Walmart B) Nestle USA C) Kraft Heinz D) Proctor & Gamble

B) Nestle USA or D) Proctor & Gamble

According to the OCEAN model, individuals who appear as insensitive, socially clueless, pessimistic, cold, and grumpy are most likely to score low in A) leadership competence B) agreeableness C) neuroticism D) charisma

B) agreeableness

Which of the following terms is most likely defined as the ability to intentionally pay attention to the present moment while letting go of judgment? A) conscientiousness B) mindfulness C) assertiveness D) mobilization

B) mindfulness

A leader who has developed close interpersonal relationships with followers generally uses his or her __________ power to influence them. A) legitimate B) referent C) coercive D) reward

B) referent

Which of the following words is most often associated with the word "management"? A) dynamism B) risk taking C) efficiency D) creativity

C) efficiency

According to the Five Factor Model (FFM) or OCEAN model of personality, which of the following dimensions primarily involves behaviors that are highly likely to be exhibited in group settings and are generally concerned with getting ahead in life? A) agreeableness B) conscientiousness C) extraversion D) neuroticism

C) extraversion

A personal relationship in which a more experienced mentor (usually someone two to four levels higher in an organization) acts as a guide, role model, and sponsor of a less experienced protégé is known as A) evaluating. B) consulting. C) mentoring. D) networking.

C) mentoring

What are the four qualities of leadership that engender trust according to Bennis and Goldsmith? A) values, loyalty, consistency, and integrity B) honesty, values, loyalty, and creativity C) creativity, honesty, consistency, and vision D) vision, empathy, consistency, and integrity

D

Which of the following generation of workers tends to be technologically savvy, independent, and skeptical of institutions and hierarchy? A) the Millennials B) the Veterans C) the Baby Boomers D) the Gen Xers

D

__________ power is a function of the amount of knowledge one possesses relative to the rest of the members of a group. A) Reward B) Referent C) Coercive D) Expert

D) Expert

The ability to control others through the fear of punishment or the loss of valued outcomes is known as A) expert power B) reward power C) legitimate power D) coercive power

D) coercive power

Individuals who score low on openness to experience tend to be _____. A) strategic B) curious C) imaginative D) tactical

D) tactical

Which of the following definitions of leadership is fairly comprehensive and helpful? A) actions that focus resources to create desirable opportunities B) the process by which an agent induces a subordinate to behave in a desired manner C) directing and coordinating the work of group members D) the process of influencing an organized group toward accomplishing its goals

D) the process of influencing an organized group toward accomplishing its goals

Which of the following is the first step while conducting a GAPS (goals, abilities, perceptions, standards) analysis? A) to identify the standards one's boss or one's organization has for one's career objectives B) to obtain information about one's strengths and development needs by asking others for feedback C) to write a journal that includes specialized knowledge or a number of skills that have helped one succeed in one's previous jobs D) to clearly identify what one wants to do or where one wants to go with one's career over the next year or so

D) to clearly identify what one wants to do or where one wants to go with one's career over the next year or so

Leadership is most associated with words like A) consistency. B) planning. C) control. D) vision.

D) vision

Individuals with high levels of technical competence are unlikely to belong to a leader's in-group: T/F

False

Choice of clothing can affect one's power and influence: T/F

True

Having a high level of technical competence is important because many leaders, particularly the first-line supervisors, often spend considerable time training followers. : T/F

True

Influence tactics refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors: T/F

True

Leaders ultimately must be judged on the basis of a framework of values, not just in terms of their effectiveness.: T/F

True

Millennials share an optimism born, perhaps, from having been raised by parents devoted to the task of bringing their generation to adulthood: T/F

True

Power is defined as the ability of an individual to produce effects on others: T/F

True

Servant leadership puts an emphasis on listening effectively to others: T/F

True

The study of authentic leadership has gained considerable momentum in the last decade because of the belief that enhancing self-awareness can help people in organizations find more meaning and connection at work: T/F

True

The ultimate test of a servant leader's work is whether those served develop toward being more responsible, caring, and competent individuals: T/F

True

Through a distortion of consequences, people minimize the harm caused by their behavior: T/F

True

Identify and describe the four generations of workers as illustrated by Zemke

Zemke: researcher that looked at differences in values across generations -Veterans: 1922-1943; Great Depression and WWII; represent wealth of lore and wisdom; stabilizing force in organizations -Baby Boomers: 1942-1960; postwar babies who came of age during violent social protests, experimentation with new lifestyles, and pervasive questioning of values -- bring participation, spirit, heart, and humanity to the workplace -Gen Gers: 1961-1980: arew up in Watergate scandal, high energy crisis, high divorce rates, MTV, and corporate downsizing; tech savvy, independent, skeptical of institutions and hierarchy, entrepreneurial but embrace change, don't believe in job security-- more dedicated to vocation; need to meet need for feedback but dislike supervision. work to live rather than live to work -millennials: 1982-2005; share an optimism born from having been raised by parents devoted to the task of bringing their generation to adulthood; children of soccer moms; doubt the wisdom of traditional racial and sexual categorizing

observation and perception

both deal with attending to events around a person -people are selective in what they attend to and what they perceive: perceptual set (influence sense, tendency/bias to perceive one thing or another) -feelings, needs, prior experiences, and expectations can all trigger a perceptual set

leaders

bring personality traits, cognitive abilities, skills, and values to leadership equation -assume role either appointed or emergent

situation

early research focused on the assumption that leadership is a general personal trait expressed independently of a situation: heroic theory -simple: sense, categorize, and respond -complex: probe, sense, and respond

attributions

explanations that one develops for the characteristics, behaviors, or actions to which he or she attends to factors that affect attribution process: -fundamental attribution error -self-serving bias -actor or observer difference

Most emotional intelligence (EQ) researchers agree that emotional intelligence cannot be developed: T/F

false

Smart but inexperienced leaders tend to be more effective in stressful situations than less intelligent, experienced leaders: T/F

false

followers

historical view: passively and obediently followed -independent, critical thinking to dependent, uncritical thinking types: -alienated, conformist, pragmatist, passive, exemplary

compare and contrast leadership and management

management: -efficiency, planning, paperwork, procedures, regulations, control, consistency -do things right -administe; maintain -control; short-term view -imitate; accept status quo leadership: -risk taking, dynamic, creativity, change, vision -value-choosing: value-laden activity -do the right things -innovate; develop -inspire; long-term view -originate; challenge status quo

self-fulfilling prophecy

occurs when one's expectations or predictions play a casual role in bringing about the events he or she predicts -person's expectations about another may influence how he acts toward her, and in reaction to his behavior she may act in a way that confirms his expectations

perception and reflection

perception influences reflection -reflection is how humans interpret their observations perception is inherently an interpretive, or a meaning-making, activity, of which attribution is an important aspect

actor or observer difference

refers to the fact that people who are observing an action are much more likely than the actor to make the fundamental attribution error

Leadership development

structured and planned approaches to developing internal leaders or leaders-to-be -formal training is most common: not most effective -leadership and learning are indispensable to each other enhanced when the experience involves: action, observations reflection -spiral of experience: most productive way to develop as a leader

self-serving bias

tendency to make external attributions for one's own failures and make internal attributions for one's own successes

fundamental attribution error

tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail

Leaders tend to have higher extraversion scores than nonleaders: T/F

true

Leaders who can empathize and get along with others are often more successful than those who cannot: T/F

true

Research has shown that openness to experience is an important component of leadership effectiveness and seems particularly important at higher organizational levels or for success in overseas assignments: T/F

true

only 6% of CEOs women

why? -stereotype threat -glass cliff -transactional vs. transformational leadership