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Management
Q:
Thomas heads the sales team of a computer software firm. As a leader, his inclination is more toward accumulating wealth and acquiring status through his position. In the second year of his tenure, the sales department generates substantially lower revenue than in the previous years. If you were the advisor to Thomas, what advice would you give him to improve the companys prospects?
Q:
Derek, who was earlier a manager at a multinational firm, has been recently appointed the head of the marketing department in the same company. Despite several other contenders for the post of marketing head possessing the same technical skills, Derek clearly had an edge over the others in terms of emotional intelligence. Parker, one of the other contenders, approaches the regional head to seek his advice on improving his leadership skills. If you were the regional head, what advice would you give to Parker?
Q:
William heads the marketing department of an apparel company. He is an enthusiastic leader who puts in extra work hours to increase the productivity of his team. He is so engaged and passionate about his work that he willingly contributes to his team even during his vacation. Which of the following could possibly be a consequence of Williams behavior?
a. High attrition rates
b. Distrust among team members
c. Work addiction
d. Less transparency
Q:
Grace, the CEO of an oil and gas exploration company, decides to buy an oil block, even though experts have warned her of security risks and uncertainty with regard to oil presence. Grace completes the oil deal, and exploration in the block confirms oil presence. Which of the following traits best describes Graces actions?
a. Resonance
b. Gutsy
c. Humility
d. Extraversion
Q:
Walker is a supervisor at an exporting unit. He has a cheerful disposition, and encourages and appreciates his team members who suggest ideas or accomplish tasks. Which of the following traits best describes Walkers behavior?
a. Extraversion
b. Courage
c. Tenacity
d. Personalized power motive
Q:
Clarke, the CEO of Abbott Corp., owns several businesses. He enjoys dominating others and prefers subordinates who are submissive and passive. Which of the following power motives explains Clarkes behavior?
a. Socialized
b. Personalized
c. Achievement
d. Cognitive
Q:
Which of the following is true of a leader with socialized power motives?
a. They are more likely to manipulate others through the use of power.
b. They tend to be less emotionally mature than leaders with personalized power motives.
c. They exercise power more for the benefit of the entire organization.
d. They crave the trappings of power, such as status symbols, luxury, and money.
Q:
Clara is the CEO of an online retail store. Her business saw a 40 percent increase in profits in the current year owing to her instant adaptation to current and upcoming trends. This shows that:
a. Clara is driven by personalized power motive.
b. Clara is over-confident.
c. Clara lacks in practical intelligence.
d. Clara is a flexible leader.
Q:
Clark is an enthusiastic leader who has the ability to clearly communicate his team plans and goals. He is also known for his ability to resolve disputes quickly, taking into consideration the interests of all the parties involved. Clark is likely to score high on:
a. relationship management.
b. personalized power motive.
c. creativity.
d. tenacity.
Q:
Lewis is a team leader at a multinational corporation. Before assigning tasks to his team members, he asks for their preferences and suggestions, to not only enhance project delivery efficiency, but also increase team members satisfaction. Which of the following traits best describes Lewis approach?
a. Self-assertive
b. Aggressively courageous
c. Effective self-management
d. Socially aware
Q:
Edwards is the head of the procurement department at FreshDelights, a frozen yogurt chain. Anticipating a reduction in the demand for frozen yogurt in the upcoming winter season, Edwards decides to reduce the dairy procurement. Edwards is:
a. a humble leader.
b. a conceptual thinker.
c. driven by personalized power motive.
d. a leader with a pessimistic outlook.
Q:
Lindsey, a market research analyst, is known for her almost always accurate predictions regarding the market trends in the medium to long term. This depicts that Lindsey:
a. has an insightful mind.
b. is a resilient leader.
c. is likely to score low on locus of control.
d. has an impressive creation-of-the-enterprise story.
Q:
Simon, the CEO of a consumer electronics firm, receives a huge positive response from the industry experts and consumers for introducing breakthrough technologies in the companys products. Simon is a _____ leader.
a. humble
b. extraverted
c. born
d. creative
Q:
Torres was recently appointed the marketing head of a cosmetics company. He has a keen interest in the cosmetics industry and has extensively studied the companys past growth and marketing strategies. This reveals that Torres:
a. is an extraverted leader.
b. exudes a strong sense of warmth and courage.
c. has knowledge of the key task the group is performing.
d. is influenced by personalized power motive.
Q:
Mike is the head of a research team at a technology firm. In spite of constant rejection of Mikes ideas by the senior officials, he consistently pursues his ideas without losing confidence. This shows that Mike is a(n) _____ leader.
a. socially conscious
b. resilient
c. submissive
d. aggressive
Q:
An important strength of the trait approach to leadership is that it:
a. can help with leadership selection and development.
b. specifies how much of a given trait is important for leadership.
c. specifies which traits are needed for leadership in a given situation.
d. helps in analyzing the situational demands.
Q:
Emotional intelligence tends to:
a. peak at an early career stage.
b. be closely associated with technical skill.
c. improve with experience.
d. decrease substantially during middle age.
Q:
The balance of opinion suggests that the contributors to leadership effectiveness are:
a. virtually unknown.
b. about 90 percent nature and 10 percent nurture.
c. about 90 percent nurture and 10 percent nature.
d. a combination of nature and nurture.
Q:
With respect to heredity and environment, leadership effectiveness appears to be:
a. mostly due to heredity.
b. the combined influence of heredity and environment.
c. mostly due to the environment.
d. four-fifths heredity and one-fifth environment.
Q:
Jane is a farsighted leader, so she:
a. tends to delay taking action.
b. avoids planning her unit's activities.
c. sees the long-range implications of her actions.
d. focuses on the short-range implications of her actions.
Q:
A systems thinker would be especially good at:
a. exploiting short-range benefits.
b. understanding how the external environment influences the organization.
c. sizing up people.
d. managing his or her emotions to advantage.
Q:
An important application of farsightedness for executive leaders is to:
a. study technological developments.
b. avoid being frustrated by the demands of group members and customers.
c. predict the direction of environmental forces.
d. memorize product information.
Q:
Creativity among leaders tends to be distributed:
a. along a continuum from low to high.
b. into being creative versus not creative.
c. between old and young leaders.
d. between planners versus implementers.
Q:
Leadership effectiveness tends to be higher when the leader's intelligence is:
a. about the same as that of the average group member.
b. a little higher than that of the average group member.
c. considerably higher than that of the average group member.
d. considerably lower than that of the average group member.
Q:
A hands-on and deeply engaged leader who is talented at developing innovating business strategies is most likely to be strong on which of the following traits or characteristics?
a. knowledge of the business
b. emotionally supportiveness
c. humility
d. sense of humor
Q:
"Knowledge of the business" as a leadership characteristic is closely related to the leadership trait of:
a. tenacity.
b. creativity.
c. cognitive ability.
d. drive and motivation.
Q:
Tenacity is considered to be an important leadership characteristic because:
a. leaders have such limited power over group members.
b. it requires tenacity to keep a job during an era of downsizing.
c. it often takes a long time to implement a new program.
d. leaders are so often under attack from group members.
Q:
The achievement motive refers to:
a. a desire to surpass productivity quotas.
b. finding joy in accomplishment for its own sake.
c. putting high energy into achieving work goals.
d. sustaining a high level of energy for work.
Q:
Donald Trump is seen as a leader with a:
a. high standing on humility.
b. personalized power motive.
c. socialized power motive.
d. low achievement drive.
Q:
A leader with an internal locus of control:
a. is often low in self-confidence.
b. is often interpreted by group members as being weak.
c. sees environmental factors as causing most events.
d. takes responsibility for events happening.
Q:
Research about emotional intelligence and leadership concludes that:
a. emotional intelligence alone leads to career success.
b. emotional intelligence combined with ambition accounts for 90 percent of career success.
c. general intelligence and technical skills are the most important for top-level leaders.
d. a leader's mood and associated behaviors affect bottom-line performance.
Q:
A person with high emotional intelligence is likely to:
a. become overly enthusiastic during a meeting.
b. build strong personal bonds with people.
c. be particularly well suited for performing analytical work.
d. avoid stressful situations involving people.
Q:
Passion for the work on the part of a leader often expresses itself as a(n):
a. obsession for achieving company goals.
b. distrust of employees who are calm and relaxed.
c. obsession for surfing the Internet during working hours.
d. tendency to engage in ruthless cost cutting.
Q:
The most effective type of humor for an organizational leader to use is directed at:
a. the competition.
b. group members.
c. other departments.
d. himself or herself.
Q:
Kent is an enthusiastic leader, so his enthusiasm is likely to:
a. be perceived as an annoyance by group members.
b. help him build relationships with the group.
c. be perceived as somewhat of a phony by group members.
d. make it difficult for him to advance further.
Q:
An important part of being assertive is to:
a. not tolerate differences of opinion.
b. express feelings and opinions forthrightly.
c. behave aggressively toward people when necessary.
d. be obnoxious when necessary.
Q:
An authentic leader would most likely:
a. imitate the behavior of the company CEO.
b. engage in excessive organizational politics.
c. expect more of workers than of himself or herself.
d. practice his or her values consistently.
Q:
Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness?
a. Being highly diplomatic so as not to offend anyone
b. Doing what she or he thinks is right in spite of the political consequences
c. Behaving in a manner differently than he or she expects others to behave
d. Making his or her behavior inconsistent with his or her intentions
Q:
Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of:
a. humility.
b. trustworthiness.
c. extraversion.
d. sense of humor.
Q:
A key part of a leader having humility is to:
a. insult the group performance, including that of your own.
b. put group members in the limelight, rather than oneself.
c. make forecasts about the group not making standards.
d. ask the group to lead itself so he or she can do analytical work.
Q:
Self-confidence is an important leadership characteristic found:
a. primarily among executives.
b. primarily among supervisors.
c. in almost every leadership setting.
d. in male leaders more than in female leaders.
Q:
Leaders who have the "right stuff" have:
a. the necessary traits and characteristics to lead effectively.
b. made the right connections to become leaders.
c. the intellectual characteristics associated with effective leadership.
d. inborn charismatic behaviors.
Q:
Research about emotional intelligence suggests that leadership is much more controlled by heredity than by environment.
a. True
b. False
Q:
Knowledge of the business has become less important as a leadership characteristic because so many competent staff specialists are found in organizations.
a. True
b. False
Q:
A strong achievement drive is an important contributor to innovative thinking in the workplace.
a. True
b. False
Q:
Leaders with a socialized power motive use power primarily to achieve organizational goals or vision.
a. True
b. False
Q:
Group members tend to prefer a leader with an internal locus of control rather than an external one.
a. True
b. False
Q:
A leader with a strong internal locus of control readily looks toward environmental forces as the cause of his or her successes and failures.
a. True
b. False
Q:
The trait of flexibility is especially important for leadership because it facilitates a leader's ability to adapt to various leadership situations.
a. True
b. False
Q:
Part of relationship management in emotional intelligence is building bonds with other people.
a. True
b. False
Q:
A resonant leader is one who scores low on emotional intelligence.
a. True
b. False
Q:
According to the theory of emotional intelligence, a person with a high degree of self-management is adaptable and exerts emotional self-control.
a. True
b. False
Q:
A recommended way of building passion into a business is for the leader to tell a story about its creation.
a. True
b. False
Q:
Leaders are likely to acquire more power if they use humor to build themselves up.
a. True
b. False
Q:
An effective form of humor by the leader is to poke fun at the problems and limitations of group members.
a. True
b. False
Q:
A key part of being an authentic leader is to be passionate about your purpose.
a. True
b. False
Q:
An assertive leader finds the right balance between being pushy and being passive.
a. True
b. False
Q:
A synthesis of research studies suggests that when workers trust their supervisor, work satisfaction tends to be higher.
a. True
b. False
Q:
Telling the truth consistently is considered an important trust builder for leaders.
a. True
b. False
Q:
According to one authority cited in the leadership text, humility adds value to leadership.
a. True
b. False
Q:
The trait approach to leadership is based on the idea that effective leaders are made of the "right stuff."
a. True
b. False
Q:
Substitutes for leadership refers to
a. financial incentives that encourage people to work independently.
b. group members who are in charge when the leader is absent.
c. factors in the work setting that may make leadership superfluous.
d. extra compensation given to employees who are asked to supervise their own work.
Q:
According to an analysis of a group of studies, in terms of having an impact on company performance the leader was about as important as the
a. building in which the company headquarters is located.
b. decision to list a company on the stock exchange.
c. industry in which the company operated.
d. price of the stock.
Q:
Leadership can be practiced
a. only in the executive suite.
b. at any level in the organization.
c. only by people whose job title includes "manager."
d. only when employees are performing below standard.
Q:
Gail T. Fairhurst and Mary Uhl-Bien explain that leadership is not a trait or behavior of an individual, but rather
a. a phenomenon generated in the interactions among people acting in a given setting.
b. the result of how well followers adhere to their assigned roles.
c. an emergent property of the different strata within an organization.
d. a learned skill that can be easily performed with a little practice.
Q:
The defining aspect of leadership is that it includes the ability to
a. communicate with people.
b. delegate responsibility to others.
c. maintain equilibrium in the organization.
d. inspire people's confidence and gain their support.
Q:
The follower characteristic of competence refers to building skills that will make a person more marketable to other firms.
a. True
b. False
Q:
A component of the general learning model applied to leadership skills is to obtain feedback on skill utilization from others.
a. True
b. False
Q:
Leader behavior and style refers to attributes of the group members that could have a bearing on how effective the leadership attempt will be.
a. True
b. False
Q:
The leadership process is a function of the leader, the group members, and other situational variables.
a. True
b. False
Q:
The basic framework for determining leadership effectiveness places greatest importance on intrapersonal mechanisms, such as the leaders intelligence.
a. True
b. False
Q:
A cited advantage of being a leader is that a person is better able to avoid being involved in organizational politics.
a. True
b. False
Q:
Leadership limits the number of people in whom you can confide.
a. True
b. False
Q:
Being a leader often gives a person a chance to help people directly.
a. True
b. False
Q:
A major part of the strategy developer role of leaders is to help the firm deal effectively with its internal environment.
a. True
b. False
Q:
Alexis is engaged in the team builder role when she performs individual contributor tasks on a regular basis.
a. True
b. False
Q:
Part of the coach and motivator role is to provide team members with feedback concerning ineffective performance.
a. True
b. False
Q:
According to the substitutes for leadership viewpoint, certain factors in the work environment make the leader's role almost superfluous.
a. True
b. False
Q:
A synthesis of several studies on managerial succession indicated that changes in leadership are usually associated with conditions of stability within the organization.
a. True
b. False
Q:
Effective leaders have to be good managers or be supported by effective managers.
a. True
b. False