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Q:
________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas.
A) Innovation
B) Alteration
C) Creativity
D) Change
Q:
Contrast leadership substitutes with leadership neutralizers.
Q:
How can norms and cohesiveness in a work group neutralize leadership?
Q:
What are stressors? Discuss the five major categories of organizational stressors.
Q:
Write a short essay on stress, particularly as it relates to the workplace.
Q:
High levels of experience and group cohesiveness among subordinates cannot neutralize leadership.
Q:
What are the conditions that facilitate cultural change?
Q:
Rigid rules and procedures, along with individual professionalism, may render leader behavior unnecessary.
Q:
A realistic job preview during the selection process minimizes stress by reducing task overload.
Q:
Leadership neutralizers tend to strongly affect a leader's ability to affect a subordinate's performance.
Q:
What type of factors result in a leadership behavior that has been effective in the past no longer working in a new situation?
A) Substitutes
B) Neutralizers
C) Charisma
D) Transactional
E) Cross-cultural patterns
Q:
Stress symptoms can be categorized as physical, psychological, and psychomotor.
Q:
Type B personalities seldom experience the symptoms of stress.
Q:
When an employee can perform well without a leader, what is indicated?
A) Presence of a rigid reward system
B) Presence of a leadership neutralizer
C) Presence of a leadership substitute
D) Presence of a leadership incentive
E) Presence of a highly automated system
Q:
Taking away the employee's opportunity to participate in decisions that affect him/her is one way to relieve work-related stress.
Q:
Which of the following may be a substitute for leadership?
A) Lax individual professionalism
B) Group divisiveness
C) Explicit plans and goals
D) A loose system of rules and procedures
E) A performance-based reward system
Q:
Which of the following BEST describes the effects of leadership neutralizers in an organization?
A) They tend to make leader behavior ineffective.
B) They tend to make leaders more charismatic.
C) They tend to outweigh the need for leader behavior.
D) They tend to make managers become effective leaders.
E) They tend to make leaders more neutral toward employees.
Q:
Employers believe the main reason people leave their jobs is stress.
Q:
Stress can be caused by personal factors and by job-related factors.
Q:
Which of the following organizational aspects allows employees to perform capably without the direction of a leader?
A) Leadership neutralizers
B) Leadership substitutes
C) Leadership incentives
D) Leadership guidelines
E) Leadership obstructions
Q:
Identify three crucial elements of charismatic leadership.
Q:
Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.
Q:
Describe a situation in which a leader would choose a more transactional approach to her leadership over a more transformational one.
Q:
A leadership change can facilitate cultural change.
Q:
Few studies have successfully assessed the meaning and impact of charismatic leadership.
Q:
Cultural change is likely to take place when a dramatic crisis occurs.
Q:
Taking over a leadership role from a charismatic leader is less challenging than taking over from a leader lacking charisma.
Q:
Cultural change is easier when the organizational culture is strong.
Q:
What type of leadership recognizes the need for change then creates and executes a plan for change?
A) Transformational
B) Transactional
C) Charismatic
D) Supportive
E) Directive
Q:
A ________ helps employees whose personal lives suffer from a lack of planning to sort out their priorities.
A) time management program
B) wellness program
C) life insurance program
D) health and wellness program
Q:
Which of the following accurately describes a primary characteristic of charismatic leaders?
A) They tend to set high expectations for themselves and control the expectations of others.
B) They tend to set high expectations for themselves and establish high standards for others.
C) They tend to establish high standards for themselves and rely on others to accomplish goals.
D) They tend to energize others and establish good, stable practices.
E) They tend to set high expectations for themselves and establish good, stable practices.
Q:
Managers offer ________ to employees who want to talk to someone about their problems.
A) wellness programs
B) time management programs
C) employee counseling
D) performance planning programs
Q:
Which of the following describes one of the primary concerns associated with charismatic leadership due to severe devotion to a particular leader?
A) The potential lapse of ethical practices
B) The potential inability to replace leadership efficiently
C) The potential encouragement of micromanaging
D) The potential stagnation of corporate vision
E) The potential creation of bureaucracy
Q:
Which one of the following is true regarding reduction of employee stress?
A) In order to reduce stress, managers should make sure that the employee's abilities match the job requirements.
B) A realistic job preview during the selection process maximizes stress by reducing ambiguity over job expectations.
C) Improved organizational communications maximizes ambiguity-induced stress.
D) Job redesigns that increase opportunities for employees to participate in decisions and to gain social support increase stress.
Q:
Which statement is true regarding charismatic leadership?
A) Charismatic leadership ideas are unpopular among contemporary managers.
B) Many studies have successfully assessed the impact of charismatic leadership.
C) Charismatic leadership is recognized as the most important approach to leadership.
D) Dependence on charismatic leadership can raise serious ethical concerns.
E) Taking over a leadership role from a charismatic leader is often easier than following a leader lacking in charisma.
Q:
Changes in eating habits are a ________ symptom of stress.
A) physical
B) psychological
C) behavioral
D) financial
Q:
Which of the following is a fundamental element of charismatic leadership?
A) Planning
B) Controlling
C) Analyzing
D) Influencing
E) Organizing
Q:
Which of the following is an example of a psychological symptom of stress?
A) changes in metabolism
B) increased heart and breathing rate
C) procrastination
D) changes in productivity
Q:
Which of following describes the activities MOST involved with transactional leadership?
A) The implementation of a corporate vision
B) The implementation of organizational transformations
C) The implementation of regimented activities
D) The implementation of employee incentives
E) The implementation of situational problem solving
Q:
Which of the following is a physical symptom of stress?
A) changes in metabolism
B) changes in productivity
C) changes in attitude
D) changes in mood
Q:
Which of the following may describe charismatic leadership?
A) A form of interpersonal attraction based on the perspectives of the leader
B) A form of interpersonal attraction that inspires support and acceptance
C) A form of interpersonal guidance based on the perspectives of the managers
D) A form of interpersonal guidance that uses highly controlled alternatives
E) A form of interpersonal attraction which utilizes group performance norms
Q:
Stress symptoms are grouped under the categories of ________.
A) physical, economic, and legal
B) physical, psychological, and behavioral
C) physical, psychological, and cultural
D) physical, political, and social
Q:
Describe how the behavioral approach to leadership could apply to the situational approach to leadership.
Q:
A ________ personality is characterized by chronic feelings of a sense of time urgency, an excessive competitive drive, and difficulty accepting and enjoying leisure time.
A) Type X
B) Type Y
C) Type A
D) Type B
Q:
The situational approach to leadership was first proposed as a continuum of leadership behavior. Explain the two extreme ranges of the continuum.
Q:
Darlene is just one of Cameron's "needy" employees who require constant feedback and reassurance. Two other employees bicker constantly. Another one challenges everything Cameron says or does. Cameron is facing ________
A) role toxicity
B) emotional turmoil
C) interpersonal demands
D) burnout
Q:
The situational approach to leadership gives equal weight to the elements of the situation and the characteristics of the leader and followers in order to ascertain the outcomes of a leader's actions.
Q:
Cameron is expected to produce 550 parts per day, but his machine is capable of only 480. He is also expected to supervise six workers and make sure they have all the materials they need to perform their duties. Cameron is likely to experience ________.
A) role conflict
B) role expansion
C) role ambiguity
D) role overload
Q:
________ creates expectations that may be hard to reconcile or satisfy.
A) Role ambiguity
B) Role conflict
C) Role overload
D) Role demand
Q:
The situational approach to leadership is concerned with the contingent outcomes and consequences of leader behavior rather than universal outcomes and consequences.
Q:
One way to lessen stress in a job is to ________.
A) reduce the task identity in the job.
B) increase the task significance of the position
C) increase the autonomy in the job
D) increase the interdependence of the position
Q:
A leader who sets levels of expectation, then gives direction and guidance and determines work schedules uses what type of leadership theory?
A) Transformational
B) Directive
C) Supportive
D) Participative
E) Achievement-oriented
Q:
________ are factors related to an employee's job and include the design of a person's job, working conditions, and the physical work layout.
A) Task demands
B) Role demands
C) Interpersonal demands
D) Psychological demands
Q:
When a leader asks for employees' suggestions and input in the decision-making process, what type of leadership style is being utilized?
A) Directive
B) Supportive
C) Participative
D) Achievement
E) Transformational
Q:
A ________ prevents an individual from doing what he desires.
A) constraint
B) demand
C) lien
D) necessity
Q:
Which method of leadership encourages supervisors to establish a small number of trusted subordinates and give them special duties and privileges?
A) Transformational
B) Charismatic
C) Leader-member exchange
D) Decision tree
E) Path-glory
Q:
Which approach to leadership focuses only on subordinate participation in decision making, yet does not address other aspects of leadership?
A) Decision tree
B) Leader-member exchange
C) Transformational
D) Path-glory
E) Directive leader
Q:
________ is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.
A) Euphoria
B) Stress
C) Degeneration
D) Disease
Q:
Under the path-goal theory of leadership, what type of leader behavior includes setting challenging goals for the employee with the expectation that those goals will be achieved?
A) Directive
B) Supportive
C) Participative
D) Achievement-oriented
E) Decision tree
Q:
Which one of the following is a strategy for managing cultural change?
A) Support employees who remain devoted to the old values.
B) Redesign socialization processes to align with the new values.
C) Keep the same stories and rituals.
D) Allow subcultures to flourish.
Q:
Which of the following models of leadership is based on the expectancy theory of motivation and suggests that the function of a leader is to make rewards available to the workplace?
A) Supportive
B) Path-goal
C) Decision tree
D) Employee-focused
E) Leader-member exchange
Q:
Cultural change is most likely to take place when ________.
A) the organization is old
B) the organization is large
C) the culture is strong
D) there is a leadership change
Q:
According to the situational approach to leadership, the extent to which a leader or subordinate is involved in decision making depends on characteristics of which aspects of an organization?
A) The leader, the followers, and the situation
B) The leader, the structure of the organization, and the situation
C) The leader, the resources at hand, and the situation
D) The followers, the resources at hand, and the situation
E) The resources, the structure of the organization, and the situation
Q:
Which one of the following statements is most related to making successful change happen?
A) Managers know best; they have all the answers.
B) People will support what they help create.
C) The only constant is change.
D) The more things change, the more they are the same.
Q:
Which approach to leadership is based on the assumption that appropriate behavior varies from one experience to another?
A) Situational leadership
B) Trait-based leadership
C) Transformational leadership
D) Transactional leadership
E) Charismatic leadership
Q:
Which of the following is a characteristic of a change-capable organization?
A) separates the present and the future
B) makes controlling a way of life
C) encourages group-think
D) shelters breakthroughs
Q:
What is the difference between employee-focused leadership and task-focused leadership?
Q:
How can managers increase the likelihood of making change happen successfully?
A) They should realize that they are just change agents, not change leaders.
B) They should discourage entrepreneurial mindsets.
C) They should give individual employees a role in the change process.
D) They should adapt the changes made by their competitors.
Q:
A change capable organization ________.
A) links the present and the future
B) seeks incremental changes
C) encourages group-think
D) follows its competitor's footsteps
Q:
The behavioral approach to the study of leadership emphasized the actions taken by an effective leader rather than any specific traits.
Q:
The behavioral approach to leadership assumes that appropriate leader behavior varies from one situation to another.
Q:
List and explain the techniques for reducing resistance to change.
Q:
The behavioral approach to the study of leadership identified two main areas of effective leadership behavior: trait-focused behavior and goal-focused behavior.
Q:
Why do people resist change?
Q:
Which of the following are characteristics identified in current approaches to trait leadership?
A) Emotional and mental intelligence, drive, and integrity
B) Long-term vision, profitability, and competitiveness
C) Task, goals, and performance standards
D) Performance standards, profitability, and competitiveness
E) Drive, height, and mental capacity
Q:
A disadvantage of coercion is that it may be illegal and may undermine the change agent's credibility.
Q:
What type of leader behavior is focused on the motivation and well-being of those who work in the organization?
A) Behavior
B) Task
C) Employee
D) Situational
E) Path-glory
Q:
Coercion involves the use of covert attempts to influence others.
Q:
Which of the following statements BEST describes the assumptions made by researchers of the behavioral approach to leadership?
A) Behaviors of effective leaders differ in various situations.
B) Behaviors of effective leaders are the same in all situations.
C) Behaviors of effective leaders reflect the proper traits for effective leadership.
D) Behaviors of effective leaders differ as reflected by different traits for effective leadership.
E) Behaviors of effective leaders reflect the proper disposition for effective leadership.
Q:
Manipulation involves the use of direct threats against the resisters.