Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
Wyatt has an MBA degree from a reputed university in the U.K. He has been working with Linocco Inc. for over two years, and he expects to be promoted as branch manager shortly. Sunny took-up a diploma course in management after he finished high school. He was never really interested in increasing his qualifications, but he has also been working at Linocco Inc. for over five years. Sunny expects to become the branch manager as well. However, the organization decides to promote Wyatt and not Sunny. Which of the following could be a reason for Wyatt being promoted and not Sunny?
a. There is a direct relationship between educational institutions and the length of work experience.
b. There is a negative relationship between the amount of formal education and the level of leadership position attained.
c. There is an inverse relationship between education and number of previous employers.
d. There is a positive relationship between the amount of formal education and the level of leadership position attained.
Answer
This answer is hidden. It contains 379 characters.
Related questions
Q:
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.
Q:
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:
The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______.
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
a. a reversal of roles between leaders and followers.
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.
c. built-in conflicts between labor and management.
d. motivating versus satisfying employees.
Q:
A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters. The president's role is best classified as that of
a. figurehead.
b. coach.
c. team leader.
d. spokesperson.
Q:
Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrate more on developing its reliable projects. Which of the following strategies has been adopted by Courtney?
a. Romanticizing risk
b. Creating a vision for the organization
c. Developing a personal brand and building trust
d. Concentrating resources on areas that need the most change
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:
Hubert Joly, the transformational CEO who came in from outside Best Buy to turn the company around, advocates all but which one of these principles (or levers) to improve profits?
a. First cut low wage employees in a last in, first out manner
b. Cut non-salary expenses, such as travel
c. Eliminate luxury perks
d. Purchase an efficient health insurance plan for the company
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.
d. promises have been broken in the past.
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
Q:
Leadership by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line.
a. True
b. False
Q:
According to the normative decision model, group support refers to:
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:
Which one of the following is the most recommended approach to leadership during a crisis?
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:
a. take lots of time weighing options and formulating a plan.
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.
Q:
Erin, the marketing head of a luxury hotel, always considers the inputs of her marketing team in all decisions regarding the new marketing strategies and branding exercises to be carried out. What are the various behaviors that can be adopted by Erin to be considered an effective participative leader? What are some problems that Erin might encounter while adopting a participative style of leadership?
Q:
David, the chief security officer of SimplyBuy.com, an e-commerce initiative, makes decisions regarding the enhancement of data security of the companys clients on his own, assuming that other members will comply. Davids decision-making strategy is attributed to the _____ style of leadership.
a. autocratic
b. consultative
c. democratic
d. consensus
Q:
Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessicas decision is attributed to the _____ style of leadership.
a. autocratic
b. consensus
c. democratic
d. consultative
Q:
Emily, the product development manager of JuzTel, seeks suggestions from her team members for improvising on the companys existing range of cell phones. The team members pour in their suggestions and Emily takes the final call on the inputs received by them. In this scenario, Emily is portrayed as a(n) _____.
a. democratic leader
b. autocratic leader
c. consultative leader
d. consensus leader
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