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Management
Q:
The autocratic leader seeks to do what is morally right, even if it is not financially rewarding.
a. True
b. False
Q:
A potential problem with 360-degree feedback is its anonymity.
a. True
b. False
Q:
Participative decision making is one way of giving group members emotional support.
a. True
b. False
Q:
Giving workers an opportunity to satisfy lower-level needs is an effective way of inspiring them.
a. True
b. False
Q:
Relationship behaviors for inspiring people include the simple acts of being visible and available.
a. True
b. False
Q:
Alignment incorporates getting the group working together smoothly.
a. True
b. False
Q:
Promoting values and principles that contribute to the welfare of individuals and organizations can be classified as task-oriented.
a. True
b. False
Q:
Being open to worker opinions is part of the initiating structure dimension, and it is also central to autocratic leadership.
a. True
b. False
Q:
A problem noted with the leader providing too much hands-on guidance is that it can be a symptom of poor delegation.
a. True
b. False
Q:
A recommended strategy for getting the most out of workers is to focus on patching their weaknesses rather than capitalizing on their strengths.
a. True
b. False
Q:
A managers expectation of success or failure becomes a self-fulfilling prophecy because the perceptions contribute to success or failure.
a. True
b. False
Q:
It is noteworthy to recognize that it is easier to develop or modify traits than to develop behaviors.
a. True
b. False
Q:
Making connections with people is part of the leadership dimension of initiating structure.
a. True
b. False
Q:
The factors of hard work and initiating structure are considered the two most important dimensions of leadership behavior.
a. True
b. False
Q:
A leader scoring high on the dimension of consideration would typically be authoritarian and impersonal in relationships with subordinates.
a. True
b. False
Q:
Leadership effectiveness is typically measured by either objective data about results or subjective data about the perceptions of a leader.
a. True
b. False
Q:
Gilbert, a successful business leader, finds that his employees have become complacent following initial business success. This has resulted in a reduction in profits and market share. If you were Gilbert, what steps will you take to tackle complacency in employees and improve your role as a charismatic leader? Considering yourself as a charismatic leader, what do you think are the risks associated with this kind of leadership?
Q:
Enrique is the CEO of a leading information technology firm. His organization is largely successful owing to his excellent technical and strategic skills. However, despite his company having an impressive story to tell the world, the introverted Enrique is not able to narrate his business success effectively. What would you suggest to Enrique to improve his charismatic personality?
Q:
Richard, the CEO of an oil and gas exploration company, indulges in excessive risk taking behavior and adopts unconventional strategies to achieve higher profits. Though it helped him initially to acquire quick wealth and fame, it becomes unsustainable for him to latch on to the same strategy for long. If you were Richards advisor, what would you suggest to Richard if he wants to be considered a charismatic leader?
Q:
A charismatic leader goes beyond the ordinary use of public social networking sites. Which of the following messages is an example of a charismatic use of social networking sites?
a. This new breakthrough in our drug formulation could serve as a key to destroy all our competitors completely and emerge as the number one brand in the industry.
b. Our company has achieved 25 percent annual growth in the recently declared estimates of the previous financial year. I would like to thank all the employees for their contribution and hard work.
c. Dear Wilson, I would like to inform you that your contract will be terminated from the company effective June 31st, 2015, owing to the proposal by your competitor to supply products at a lower price.
d. Heading off to the beautiful island nation of Madagascar! A much needed break from this monotonous work schedule.
Q:
Chandler is the head of a pulp and fibre manufacturing company. Despite his keen interest in closing a deal with a distributor in a developing country, he is convinced of the emerging surveys that show a lack of demand for the companys products. Hence, he decides to drop the project in spite of his personal interest. This shows that Chandler is:
a. a personalized charismatic.
b. lacks confidence.
c. sensibly persistent.
d. pessimistic.
Q:
Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan:
a. has imposed self-serving goals on constituents.
b. has developed a personal brand.
c. is projected as a laissez-faire leader.
d. is experiencing leadership polarity.
Q:
Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he has brought major changes in the company to attract new customers and ensure quality services. In addition, he has also executed major changes in employee relations and satisfaction, causing an increase in employee productivity. Which of the following best describes Davis leadership style?
a. Transformational
b. Laissez-faire
c. Polarizing
d. Transactional
Q:
Darren, the CEO of an airline company, is widely regarded as a transformational leader who experiments with new innovations and managerial styles. Which of the following would likely be an outcome of Darrens activities?
a. It results in an increase in administrative expenses in the organization.
b. It arouses employees to a higher level of thinking.
c. Employees become less responsible for their actions.
d. It leads to pessimistic thinking in employees.
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:
Tyson is a supervisor for a company in the agroprocessing industry. He commands the respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is:
a. likely to score high on emotional intelligence.
b. experiencing leadership polarity.
c. an effective storyteller.
d. a laissez-faire leader.
Q:
Stephen, the CEO of an automotive company, addressed his employees in his companys annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is acting as a:
a. personalized charismatic.
b. transactional leader.
c. laissez-faire leader.
d. visionary leader.
Q:
Collin, an executive of a telecom company, has an inclination to acquire more power to further his own interests. He spends lavishly on sports cars and branded watches to exhibit his power and stature. Which of the following best describes Collins leadership style?
a. Laissez-faire leadership
b. Socialized charismatic
c. Personalized charismatic
d. Leadership by storytelling
Q:
Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is:
a. a personalized charismatic.
b. a socialized charismatic.
c. a laissez-faire leader.
d. a transactional leader.
Q:
A major concern about charismatic leadership is that
a. there are not enough job openings for all the charismatic leaders.
b. charismatic leaders are not usually as effective as non-charismatic leaders.
c. group members sometimes follow a charismatic leader down an unethical path.
d. charismatic leaders place unreasonable expectations on group members.
Q:
A challenge to the validity of charismatic leadership is that charismatic leaders may:
a. be coached to be charismatic.
b. be charismatic on the basis of inborn characteristics.
c. be relying too heavily on an autocratic style.
d. not be necessary for leadership effectiveness.
Q:
The concept of leadership polarity suggests that group members
a. tend to intensely like or dislike leaders.
b. prefer opposite traits in the same leader.
c. prefer leaders much like themselves.
d. prefer leaders quite opposite to themselves.
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:
Which one of the following is the least typical characteristic of a transformational leader?
a. low standing on moral reasoning
b. encouraging personal development of staff
c. practicing empowerment
d. charisma
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:
Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her?
a. Get people to develop a short-term perspective.
b. Help people understand the need for change.
c. Commit people to slightly better than average performance.
d. Get people to think in terms of self-interest.
Q:
One technique a leader uses to bring about transformations is to get people:
a. focused on minor satisfactions.
b. not to worry that the organization's future is threatened.
c. to accept early retirement, if appropriate.
d. to look beyond self-interest.
Q:
A transactional leader in contrast to a transformational one is more likely to:
a. inspire group members with a compelling vision.
b. help group members reach self-fulfillment.
c. emphasize the growth of group members.
d. emphasize rewards for meeting standards.
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:
Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say,
a. "Hello Salvatore, good to see you again."
b. "Hello there. It's nice to meet somebody new."
c. "Hello, I vaguely recall us meeting before."
d. "Hello there, buddy. Could you give me your name again?"
Q:
An effective vision should
a. replace the company goal-setting system.
b. focus on day-to-day responsibilities instead of the future.
c. fulfill the dreams of the leader.
d. connect with the goals and dreams of constituents.
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:
To apply "management by storytelling," the leader should
a. tell stories about unsuccessful competitors.
b. tell fascinating stories about the company to employees.
c. reward and punish group members based on anecdotal evidence.
d. evaluate morale based on anecdotal evidence.
Q:
Which one of the following is not a particularly recommended place to obtain information when formulating a vision statement?
a. The work of futurists as it relates to your type of work
b. Your own intuition about developments in your field
c. Companies that are known for unambitious business practices
d. Internet search engine results to uncover the type of vision statements formulated by others
Q:
Charismatic leaders use visions for the important purpose of:
a. keeping team members in line.
b. conducting transactions with people.
c. celebrating accomplishments.
d. inspiring group members.
Q:
Narcissistic CEOs tend to make:
a. non-risky decisions so that their reputation is not tarnished.
b. riskier decisions, often to attain dramatic results that enhance their image.
c. humble admissions before their employees and the press about their shortcomings as a leader.
d. a habit out of applauding subordinates over their own accomplishments.
Q:
Brain research about being a visionary suggests that visionaries in contrast to non-visionaries:
a. use their brains differently.
b. are less intelligent.
c. have less capacity for visual processing.
d. show less brain activity.
Q:
A vision deals mostly with:
a. a forecast of future business conditions.
b. seeing clearly what needs to be done to fix organizational problems.
c. the ability to imagine different and better conditions and the ways to achieve them.
d. finding creative ways to reward organizational members.
Q:
A charismatic leader will often:
a. be low key about his or her accomplishments.
b. be a low risk taker.
c. procrastinate about major decisions.
d. challenge, prod, and poke other people.
Q:
Charismatic leaders are often characterized as:
a. having considerable internal conflict.
b. creating distrust among constituents.
c. minimizing risks.
d. being willing to use unconventional strategies.
Q:
A vitally important part of being a charismatic leader is:
a. asking group members perceptive questions.
b. the ability to express feelings openly.
c. being laid back and emotionally supportive.
d. having a large network of contacts.
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:
The personalized charismatic leader uses power to:
a. further his or her own interests.
b. benefit others.
c. heal organizational wounds.
d. divinely inspire others.
Q:
A study of firefighters and the emotional component of their leaders charisma showed that:
a. the positive affect of officers increased the negative affect of the firefighters.
b. a leaders lack of charisma can have a negative impact on safety.
c. those under the command of a charismatic leader were happier that those who were not.
d. charismatic leaders were less happy than their subordinates.
Q:
Charismatic leaders are likely to cultivate relationships with group members by means of
a. threats of punishment for noncompliance.
b. deliberately appearing manipulative and unforgiving.
c. revealing their true selves to others.
d. impression management.
Q:
A key point about charisma is that it is a(n):
a. relationship between the leader and the group members.
b. substitute for leadership skill.
c. exploitation of group members.
d. characteristic of democratic leaders.
Q:
A study showed that attributions of charisma are heavily influenced by:
a. the network to which the leader belonged.
b. a person's mood at the time.
c. the leader's gender, ethnicity, and race.
d. members of a person's network.
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:
A study indicated that transformational leadership of teams influenced work group effectiveness.
a. True
b. False
Q:
A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for the organization than is transformational leadership.
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:
Despite the urgency of turning around an organization, the transformational leader is likely to encourage the personal development of staff members.
a. True
b. False
Q:
An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and with the biggest possible payoff.
a. True
b. False
Q:
The effective transformational leader deliberately creates distrust throughout the organization so he or she will be needed to decrease the confusion.
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:
Displaying an in-your-face attitude can contribute to a person's charisma.
a. True
b. False
Q:
To develop your personal brand, it is recommended that you focus on patching up your weaknesses.
a. True
b. False
Q:
An effective vision is aligned with the goals and dreams of group members.
a. True
b. False
Q:
Brain research suggests that people who are perceived to be visionaries use their brains differently than do non-visionaries.
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:
To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values.
a. True
b. False
Q:
Charismatic leaders are much more conservative than average with respect to risk taking.
a. True
b. False
Q:
An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future.
a. True
b. False
Q:
A socialized charismatic leader is concerned primarily with using power for the good of other people.
a. True
b. False
Q:
The charisma of a leader can be felt outside of the organization and can directly affect market performance.
a. True
b. False
Q:
Attributions (by group members or subordinates) of a leaders charisma are important because they lead to other behavioral outcomes, such as commitment to leaders, self-sacrifice, and high performance.
a. True
b. False
Q:
Charismatic leaders are easy-going, natural people who tend to minimize impression management.
a. True
b. False
Q:
Tamara is the CEO of an energy firm. She is known for her natural abilities to manage crisis and guide her team effectively. Kevin, one of the managers at Tamaras organization, is of the opinion that the heredity factor plays the main role in Tamaras leadership abilities. However, Kevins fellow worker, Allen, feels that the hereditary factor alone is not sufficient to become a complete leader. If you were Allen, how would you justify his stance?