MGT 480 Exam 1
Which of the following statements is true of leaders who are too nice? a. They often make poor decisions. b. They lead their subordinates very successfully. c. They often interact with others effectively. d. They like to be in control and have influence over others.
A
Christopher, general manager at Franklin Inc., tried to get tasks done by threatening his subordinates with negative consequences. As a result, many employees quit and joined other organizations, thus affecting the revenues of Franklin Inc. Which of the following strategies should Christopher adopt to improve the conditions at his firm? a. Christopher should lead people with care and respect. b. Christopher should use fear to motivate his employees. c. Christopher should believe that what worked in one situation will always work for other situations. d. Christopher should allow others in his firm do the thinking for him.
A
Josie, a customer service representative, handles angry customers calmly. She listens to customers and fixes their problems. Which of the following qualities does Josie possess? a. Self-management b. Self-awareness c. Collaboration d. Relationship management
A
Kevin is the chief executive officer of a finance corporation. He was informed that one of his subordinates has been revealing confidential information to their competitors. He did not believe this and did not attempt to verify whether the allegation was true. This tendency of Kevin is an example of: a. perceptual defense. b. the self-serving bias. c. the fundamental attribution error. d. stereotyping.
A
Olivier heads the design team at Poise Inc., a watch manufacturer. He prefers to work without attracting too much attention. He displays amazing people skills and easily adapts to changing circumstances. He has the ability to build confidence in others and is enthusiastic about getting work done. This implies that Olivier is which type of leader? a. Collaborative b. Traditional c. Operational d. Autocratic
A
Steve heads the promotions team of Franklin Inc. He seldom provides directions to his subordinates or helps them complete tasks. He assigns the entire responsibility for execution of tasks to his subordinates. According to the situational theory of leadership, Steve adopts the: a. delegating leader style. b. telling leader style. c. selling leader style. d. participating leader style.
A
The dimension of extroversion includes the characteristic of _____. a. dominance b. security c. dependability d. agreeableness
A
Which of the following is a criticism of Fiedler's contingency model of leadership? a. The model is not clear about how it works over time. b. The model does not go beyond the notion of leadership styles to try to show how styles fit the situation. c. The model is too complicated and tedious to use for some researchers. d. The model assumes that leaders change their behaviors to match the situation.
A
Which of the following is an assumption of Theory X? a. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. b. The expenditure of physical and mental effort in work is as natural as play or rest and the average human being does not inherently dislike work. c. The capacity to exercise a relatively high degree of imagination in the solution of organizational problems is widely, not narrowly, distributed in the population. d. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
A
Which of the following refers to mental models? a. They are theories people hold about specific systems in the world and their expected behavior. b. They are the abilities of managers to appreciate and influence systems that represent different intellectual or psychological characteristics. c. They are models that encourage questioning assumptions and interpreting data according to one's own ideas and not according to preestablished rules. d. They are models that see the synergy of the whole rather than just the separate elements of a system.
A
Which of the following statements is true of self-awareness? a. Self-awareness involves appreciating how one's patterns affect other people. b. Self-awareness involves the ability to emotionally evaluate one's own worth. c. Self-awareness means the set of unseen characteristics and processes that underlie a person. d. Self-awareness means the ability to behave in a uniform manner in response to situational cues.
A
According to Herrmann's whole brain concept, a person who has a quadrant-A dominance: a. likes to speculate and break the rules and take risks. b. likes to deal with numbers and technical matters. c. is sensitive and passionate. d. is friendly, trusting, and empathetic.
B
Gerald heads the investment banking team of Zenith Inc. The tasks of employees in the team are extremely structured and well defined. They have routine tasks that should be completed within specific timelines. Each employee has to work toward meeting specific targets. According to the substitutes-for-leadership approach, Gerald should: a. evaluate the performance of each subordinate. b. give support and guidance to his followers. c. check progress of each task assigned to his followers. d. coordinate activities among his subordinates.
B
Identify the characteristic of a mindless leader. a. They are always open to new ideas and approaches. b. They blindly accept rules and labels created by others. c. They stimulate the thinking of others through their curiosity. d. They engage in independent thinking.
B
In the context of the Big Five personality dimensions, a less conscientious person: a. is outgoing and sociable. b. tends to be easily distracted and impulsive. c. pursues a few goals in a purposeful way. d. tends to have influence over others.
B
Laurel, the manager of a software company, assumes that the male employees in her organization are more creative and innovative than the female employees in her organization. In the given scenario, Laurel's assumption is known as _____. a. perceptual defense b. stereotyping c. projection d. attribution
B
The path-goal theory of leadership is called a contingency theory because: a. it recognizes medium low performing coworker (LPC) leaders as Fiedler's model failed to do so. b. it consists of leader style, followers and situation, and the rewards to meet followers' needs. c. it makes the assumption that new leaders can take over as situations change. d. it holds that when situations change, leaders will not change their behaviors.
B
What should a leader do to work effectively with different personality types? a. Refrain from acknowledging people's varied personality characteristics. b. Realize that everyone has different facets to their personality. c. Express frustration in order to motivate team members. d. Make judgments on the basis of available information, even if it is limited.
B
When people use their talents and strengths, they: a. do not work based on what fits their natural interests and abilities. b. feel good and enjoy their work without extra effort. c. tend to make negative contributions to the organization. d. fix their weaknesses.
B
Which of the following is a dimension of job-centered leader behavior? a. Conflict minimization b. Work facilitation c. Leader support d. Interaction facilitation
B
Which of the following is the foundation of trust between leaders and followers? a. Self-confidence b. Integrity c. Education d. Avoiding decision making
B
Which of the following statements is true of end values? a. They include such things as being helpful to others, being honest, or exhibiting courage. b. They are beliefs about the kinds of goals or outcomes that are worth trying to pursue. c. They tend to fall into two categories of morality and competence. d. They are beliefs about the types of behavior that are appropriate for reaching goals.
B
William believes that leadership is a series of dyads. He holds that his interactions with each subordinate exemplify exchange. He does not believe in adopting a similar leadership style for all his subordinates. He sustains a system in which he has a distinct relationship with each employee. This indicates that William follows which type of leadership? a. Boss-centered b. Individualized c. Autocratic d. Task-oriented
B
ccording to the Vroom-Jago contingency model of leadership, which of the following instances shows a leader delegating a problem in decision making? a. A leader defines the problem to be solved and the boundaries within which the decision must be made. b. A leader permits a group to undertake the identification and diagnosis of the problem and develop alternative procedures for solving it. c. A leader uses his or her expertise in collecting information that he or she deems relevant to the problem from the group or others and makes the decision alone. d. A leader presents the problem to the group members in a meeting, gets their suggestions, and then makes the decision.
B
According to the trait approach to leadership (exhibit 2.1), which of the following is categorized as a work-related characteristic of leaders? a. Physical stamina b. Charisma c. Energy d. Fair-mindedness
D
An effective leader: a. goes along with the traditional way of doing things. b. does not apologize to his or her subordinates. c. sticks to a mental model that sees everything from one's own personal perspective. d. does not follow his or her assumptions because they led to success in the past.
D
According to the contingency approach to leadership, for a leader to be effective: a. the leader must concentrate on his or her weaknesses and get them fixed. b. a leadership style that works in one situation must work in any or all situations. c. there must be an appropriate fit between the leader's behavior and style and the conditions in the situation. d. he or she must be able to identify the traits he or she possesses that distinguish them from people who are not leaders.
C
According to the situational theory of leadership, which style of leadership is effective for followers with moderate readiness? a. Delegating style b. Telling style c. Selling style d. Participating style
C
As a team leader, Lisa shows compassion to her subordinates and respects them. She gives credit to her followers for their achievements. She is generally positive about the operations of her team and spreads warmth and energy among her team members. This indicates that Lisa is which type of leader? a. Task-oriented b. "High-high" c. People-oriented d. Job-centered
C
Assumptions are: a. regarded by a leader as fixed truths. b. an expression of the organizational mission. c. a part of a leader's mental model. d. a personality trait.
C
Julia gives importance to both relationships and tasks. She clarifies task objectives and setting policies and budgets. She also provides aid and guidance to her subordinates. She acknowledges their accomplishments and allows them to provide suggestions. According to the situational theory of leadership, Julia has adopted the: a. delegating leader style. b. telling leader style. c. selling leader style. d. participating leader style.
C
Ken serves as the president of the software firm, Trinity Corp. He concentrates power in his hands and formulates policies in a unilateral manner. He makes decisions without asking subordinates for their opinions and suggestions. He tends to threaten his subordinates when they do not meet deadlines. This information indicates that Ken is which type of leader? a. Democratic b. Collaborative c. Autocratic d. Advisory
C
The major impact of Fiedler's contingency model of leadership may have been to: a. prove that a single leadership style works in all situations. b. use the least performing coworker (LPC) score as a measure of task-oriented behavior. c. stir other researchers to consider situational factors more seriously. d. enable leaders to identify traits they possess that distinguish them from other people.
C
Which of the following is a characteristic of a socially aware leader? a. The ability to recognize and understand one's own emotions b. The ability to control disruptive, unproductive, or harmful emotions and desires c. The ability to understand divergent points of view and interact with different types of people d. The ability to consistently display honesty and integrity
C
Which of the following is stated by the substitutes-for-leadership approach? a. Leaders should concentrate on task-oriented behaviors if a task is highly structured and routine. b. Leaders should focus on a people-oriented style if group cohesiveness meets employee social needs. c. Leaders should adopt a style that complements the organizational situation. d. Leaders should provide consideration to subordinates who are satisfied.
C
Which of the following statements is true of leaders with integrity? a. They prefer maintaining the status quo rather than bringing change. b. They promote uniform thinking among followers. c. They are grounded in solid ethical principles. d. They are pessimistic and dependent on followers.
C
The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns is known as: a. global mindset. b. personal mastery. c. mental model. d. systems thinking.
D
Which of the following is true of leading with fear? a. It permits employees to commit mistakes and learn. b. It allows employees to feel valued. c. It does not work in organizations where people mindlessly follow orders. d. It creates avoidance behavior.
D
Which of the following statements is true of the characteristics of optimism and self-confidence? a. They enable followers to support leaders without understanding the leader's goal. b. They enable leaders to maintain the status quo. c. They help leaders to see the negative side and be extra cautious. d. They enable a leader to make decisions without adequate information.
D
Which quality of leaders means being able to put oneself in other people's shoes, sense their emotions, and understand their perspective? a. Trustworthiness b. Conscientiousness c. Adaptability d. Empathy
D
