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Question
Which of the following is an example of an action learning program for leadership development?
a. Barry, a production manager, has been assigned a project from the corporate social responsibility division of his company.
b. Swayne is a project lead who has been asked to take his team out for an on-site program.
c. Mary Ann is new to her organization and is observing the daily work activities of all her seniors to get acquainted with their roles.
d. Sharon has been working at her organization for two years and has decided to pursue higher education.
Answer
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Related questions
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Adam, a manager, implements a process for tracking productivity and rewards productive team members with additional perks. Some team members respond enthusiastically to these measures, offering additional inputs on how productivity can be improved. Others just play along, with some of them expressing their support as long as they are rewarded for their work. If you were in Adam's position, how would you classify the team members based on their reception of the new initiatives? What approaches would you take with each category of followers?
Q:
Samuel believes that his manager, Sally, does not play a significant role in his organization's performance. He feels that it is his own skills and interest in his job that affect his performance. Explain Samuel's argument against the importance of leadership and what Sally should do to demonstrate the various roles a leader carries out.
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When the workers in a workshop encounter operating difficulties or breakdowns while handling their machinery, they seek the help of Drew, their floor manager, to fix or repair the machinery. In this scenario, Drew is carrying out the leadership role of a(n) _____.
a. executor
b. figurehead
c. team builder
d. technical problem solver
Q:
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a. focus
b. self-management
c. competence
d. courage
Q:
An overview of research on managerial succession over a recent twenty-year period showed that:
a. a consistent relationship was found between who is in charge and how well an organization performed.
b. incompetent leadership can be counterbalanced by certain factors in the work situation.
c. workers who incorporate strong professional norms often require a minimum of supervision and leadership.
d. leadership roles are a subset of the managerial roles.
Q:
The modern organization is characterized by
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b. an overthrow of authority by leaders.
c. competition between leaders and followers.
d. collaboration between leaders and followers.
Q:
A major frustration facing leaders in the pursuit of conflicting goals is:
a. controlling costs versus spending money.
b. granting people the authority to act independently yet also getting them aligned.
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Q:
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a. figurehead.
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c. team leader.
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a. Romanticizing risk
b. Creating a vision for the organization
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Q:
Facilitating proactive behavior by the transformative leader is defined as doing which of the following?
a. Terminating employees before they have a chance to poison team morale
b. Rewarding employees who institute new initiatives without first seeking permission
c. Giving group members more autonomy, or the autonomy to make decisions independently
d. Concentrating resources on areas that need the most change
Q:
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a. First cut low wage employees in a last in, first out manner
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Q:
A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where
a. good results will bring him or her the most publicity.
b. change is needed the most and the potential payoff is big.
c. subordinates will be surprised.
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Q:
Max wants to develop a personal brand, so he
a. develops a second identity on the Internet.
b. attempts to wear as much clothing of the same brand as feasible.
c. gives himself a nick name such as "Corporate Warrior Max."
d. studies his basket of personal strengths.
Q:
A leader who is a socialized charismatic is likely to:
a. pursue goals that fulfill the needs of group members.
b. push away other people based on annoying personal characteristics.
c. rule with an iron hand.
d. rely on cognitive skills to impress people.
Q:
Charismatic leaders use metaphors and analogies primarily to:
a. convince group members that they are confident.
b. inspire team members to higher performance.
c. craft an articulate and highly emotional message.
d. gear language to different audiences.
Q:
A transformational leader is one who:
a. transforms his or her style to fit the situation.
b. makes major changes in the organization.
c. changes his or her personality characteristics to meet the needs of group members.
d. moves up the corporate ladder rapidly.
Q:
A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast.
a. True
b. False
Q:
Transformational leaders who are also charismatic will typically establish a vision for constituents to follow.
a. True
b. False
Q:
To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their self-interest.
a. True
b. False
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a. True
b. False
Q:
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a. the likelihood that the team might commit to a company-wide decision.
b. team members' knowledge or expertise in relation to the problem.
c. the degree to which the team supports the organizations objectives at stake in the problem.
d. the ability of team members to work together in solving problems.
Q:
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a. Lead with compassion.
b. Focus on small-scale details over the big picture.
c. Move group members away from their usual work routine.
d. Choose a circle-the-wagons mentality.
Q:
The situational factors in the normative decision model are known as:
a. commitment requirements.
b. decision-making styles.
c. characteristics of the leader.
d. problem variables.
Q:
During a crisis, it is recommended that the leader:
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b. act autocratically and emotionlessly to get a plan off the ground.
c. focus on minute details of the day-to-day recovery effort.
d. communicate widely about the problem.
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a. autocratic
b. consultative
c. democratic
d. consensus
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Q:
Leaders who obtain the best results typically use _____.
a. several different styles in one week
b. the style recommended by the board
c. the style recommended by the group members
d. whatever style matches the latest management fad
Q:
Male leaders are most likely to be _____.
a. more relationship oriented in their leadership
b. more concerned with building cordial relations
c. disseminating information and demonstrating competence
d. relying heavily on interpersonal skills and tending toward a transformational style