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Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. _______________ argued that the major activities of management and leadership are played out differently; but both are essential to an organization a. Jago b. Zaleznik c. […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 48. Your parents and older siblings are all successful elected officials. After graduation, it is suggested by many that you should seek office and, in turn, offer you their […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 55. The concept that servant leaders care about the personal well-being of their followers is best expressed by which characteristic of servant leadership? a. Healing b. Stewardship c. Persuasion […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 54. There is just one person in our group, Silvia, who seems to have radically different ideas about how to complete our project. She seems to purposely disagree with […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Adaptive leaders a. Prepare people to deal with change b. Adapt their style based on follower competence c. Adapt their style based on follower commitment d. […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 55. It is hard to figure out what is happening in our team. It seems that madness has taken over not only our boss but most of the team! […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. The underlying premise of the psychodynamic approach chapter is a. There are rational behaviors that describe leadership action b. There are irrational forces that underlie seemingly […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Kirkpatrick and Locke’s research postulated that a. Individuals are only born with traits b. Traits can be learned c. Traits cannot be learned d. Traits are […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource c. Confidence d. Motivation 50. Goleman suggests that emotional intelligence a. Is not as important to leadership as IQ b. Is less important for meeting life’s challenges than traits […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource c. Supervisory management d. CEO management 52. Tamika uses her ability to sense and perceive her staff’s emotions every day to help them feel comfortable in the workplace. She […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. According to Katz’s skills model, which two skills are most important for supervisory– (low-) level managers to be successful leaders? a. Technical skill and human skill […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 51. Which of the components on Blake & Mouton’s Leadership Grid has high concern for both interpersonal relationships and task accomplishment? a. Authority compliance b. Country club c. Impoverished […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Which of the components on Blake & Mouton’s Leadership Grid has low concern for interpersonal relationships and high concern for task accomplishment? a. Authority compliance b. […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 53. A highly committed follower who does his job consistently well needs which type of leader? a. Supportive b. Directive c. Coaching d. Delegating Ans: D Cognitive Domain: Comprehension […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. It is accurate to say that Situational Leadership®® II (SLII®®) is primarily a. Descriptive b. Prescriptive c. Well supported by research d. Trait related 2. Which […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Path–goal theory could be best described as a a. Great person theory b. Transformational theory c. Motivational theory d. Behavioral theory 2. Using the path-goal approach, […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Which leadership approach is not leader centered? a. Trait b. LMX c. Skills d. Behavioral 2. Which leadership theory centered on the interaction between leaders and […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource 54. The intrapersonal definition of authentic leadership states that leadership a. Is not a trait but a skill that can be learned. b. Is a transactional process between leaders […]

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Multiple Choice 1. Studying authentic leadership is timely and worthwhile when a. People prefer transactional leadership b. People are apprehensive and want trustworthy leadership c. People are energized and […]

“emerged” as a leader. Explain how your communication might have facilitated your emergence as leader. personal power. Next, define coercion as a specific type of power. Give examples of a leader or leaders you have observed using each of these […]

4. Explain how the trait approach and the process approach differ. 6. Explain the six types of power identified by French and Raven. 8. Describe the similarities and differences between leadership and management. Northouse, Leadership: Theory and Practice, Seventh Edition: […]

has delivered homework to students’ homes, donated large sums of money to student causes, and been very helpful with course planning. Sharon dresses modestly but does not judge those who dress or act differently. She is kind-hearted, giving, and beloved […]

8. How can organizations, and not just individual leaders, become models of servanthood? Is it possible to practice servant leadership in a competitive corporate climate? 12. Why is it important to develop a theoretical basis for servant leadership? Northouse, Leadership: […]

10. Explain how servant leader behaviors can create a ripple effect in followers. 13. What are the strengths and criticisms of the servant leadership approach? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 10 – Servant Leadership Questions […]

attitude and train for skill. Company co-founder Herb Kelleher is largely responsible for this attitude. He believed in equality, collaboration, and employee satisfaction. He felt that an airline would succeed if it took care of employees first. Herb did just […]

University. After completing his medical degree, he became a fellow with Brigham and Women’s Hospital in Boston but remained in Haiti during most of his fellowship. Eventually, he helped spearhead programs to assist with tuberculosis; AIDS; and other diseases in […]

10. Be able to explain and give examples of these five behaviors: providing direction, protection, orientation, conflict management, and productive norms. 13. What are the criticisms of the Adaptive Leadership approach? 5. What are the key insights of Complexity Leadership […]

3. Think of examples of each of the following leader activities: mobilize, motivate, organize, orient, and focus the attention of others. How are each of these expressed across the contexts of self, organizations, community, and society? Northouse, Leadership: Theory and […]

Kyle and Harrison were trying to change the culture of the team from one that partied to one that was committed to competition and excellence. The team members did not initially value competition or skill. Kyle and Harrison hoped to […]

• Students should be able to analyze whether a leader’s behavior comports with effective adaptive leadership behavior. • Students should be able to understand what a holding environment is and see how the wrong holding environment diminishes potential for adaptive […]

The people in Gooding were clinging to their past and wanted to avoid changing an athletic program that brought students and the community together. They felt deeply connected to the Redskins name because they played as Redskins or cheered their […]

3. Explain the four basic premises of the Clinical Paradigm. 10. Explain the concept of the inner theater and how it relates to leadership. 15. Describe Freud’s definition of narcissism and how it affects leadership. Northouse, Leadership: Theory and Practice, […]

360-degree feedback can be done so that John can become aware of his behaviors. As well, a coach or psychotherapist can help bring to light how his behaviors impact others. appear illogical, and prone to unrealistic and grandiose plans. His […]

2) Students will begin to recognize the difficulty of helping a follower work through psychological issues that affect his or her performance and motivation. excuses for poor work productivity. Lucas confuses Robert by consistently asserting negative feelings and aggressive behaviors […]

Interestingly, Tim’s father repeatedly failed in his business endeavors, and he took this failure out on Tim, constantly telling him he did not have what it took to be a success. As years went by, Tim internalized these comments, which […]

7. Explain how the inner theater works. 12. Complete Case Studies 13.1 & 13.2. Answer all questions related to these case studies. accuracy of your scores and explain how knowing your own archetype, and those of others, might assist you […]

PEO realized that the price far exceeded any reasonable service offering. The contract was, indeed, unfair and not comparable to other contracts with similar businesses. The PEO worried about changing the contract. Doing so would affect the commission and morale […]

PPI does have an identifiable philosophy of moral values. They value order, safety, and cleanliness over profit. They continue to conduct voluntary audits because they seek to consistently enhance safety, even when doing so puts them at greater risk of […]

3. Distinguish between Kohlberg’s six stages of moral development. 8. Describe Aristotle’s ideas on the virtues of an ethical person. 11. Explain Heifetz’s perspective on helping followers confront and effect change from conflict. 13. Explain Greenleaf’s perspective on ethical leadership […]

Relate this idea to your reading on the Psychodynamic Approach. assessment. 11. Complete Case study 13.1 and 13.2 and answer the questions that follow the case studies. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 13 – Leadership […]

and works outside of school. He could use the income, but Angi seems unsure about his flexibility due to other demands on his time. Finally, other faculty at the college are encouraging Angi to select Analisa, a minority student whofeels […]

setting that provided to meet team members’ needs. components (Hackman, 2012) and the characteristics (Larson & LaFasto, 1989) provided to support group effectiveness. Give personal examples of three to four of these components/characteristics in groups/teams you worked with. 11. Complete […]

10. Explain the six enabling conditions for team effectiveness identified by Hackman (2012) and compare these to the eight characteristics identified by Larson and LaFasto (1989). 12. Explain the factors needed for a collaborative climate and for effective group norms. […]

children with cancer. The doctors believe their medical background gives them greater knowledge and skill in treating cancer and often discount ideas from other members of the team when making decisions. Cathy, Nancy, Janet, and Sharon resent this behavior because […]

Several faculty members served on this committee and seemed excited about the task and honored to be selected. The members regularly met and shared research related to their task. With time, however, the members began to disagree about the mission […]

However, they have had some difficulty getting off the ground and are overworked and overwhelmed. Most team members travel extensively and find the travel only sets them further behind at work. Jim is under great pressure to prove that the […]

4. Explain the results of meta-analyses on gender and leadership style. 6. Explain research results on gender and leadership effectiveness. 11. What are criticisms of research on gender dynamics in leadership? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource […]

7. Evaluate the arguments for men’s advantages in leadership. or observations that you feel apply to information/examples given in this section. 12. Complete Case Studies 14.1 & 14.2. Answer each of the questions in both case studies and give personal […]

about the path to partnership. He asked her what would happen if she made a “huge mistake” as partner and stated “There’s never been a female partner in the 103 years of the firm.” Lisa’s boss clearly has prejudice and […]

They should have acknowledged her and asked if she saw the game. Len should have treated Lori as he treated Ian and Ted. He should have acknowledged and commented on her suggestion when it was made, rather than ignore her. […]

He should have congratulated her, listened to her plans for distribution of work, assured her that everything would be all right, and guaranteed her work when she returned. Marina does share the information with Roy, he seems very frustrated and […]

Students may answer this question any number of ways. Banks may have been slow to offer financing expressly for Muslims because 1) they may not have studied and recognized the differing needs of this group; 2) they may not want […]

3. Explain the five cross-cultural competencies for leaders. 5. Describe House’s research on the relationship between culture and leadership. 12. Review how leadership behavior varies within the different culture clusters. 14. What are the criticisms of this approach to culture? […]

The North American working style at the company is performance oriented, while the Japanese style appears a bit more team oriented. Those in Japan are collaborative and participative and seek feedback from others on the team even if it results […]

With only $100,000 left to raise, Mary and José proposed a new series of fundraising initiatives aimed at the Hispanic community that would focus on smaller donations and an event that would cost $75 per ticket. At this suggestion, other […]

3. Define and describe ethnocentrism and prejudice. Give personal examples to support your descriptions. 8. Review the clusters of world cultures using GLOBE research on cultural dimensions. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 16 – Culture […]

life. do you perceive as your greatest weakness? Give an example of how your behavior in one situation illustrated this weakness. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 2 – Trait Approach Discussion Questions and Exercises 1. […]

Absolutely! Retention could be related to recruitment. It could also be related to poor leadership, inadequate training and development, a poor working environment, and so on. This question could provide a great opportunity for students to analyze other potential reasons […]

Carol is resilient, persistent, intelligent, sociable, and determined. She seems well liked, compassionate and considerate, and appears to have high levels of emotional intelligence. She is an extraverted, open, and conscientious leader who is somewhat agreeable with low levels of […]

about necessary leadership traits. In addition, without knowing more about the director of research position, it is difficult to determine the best traits for the job. For that reason, the case offers an opportunity to not only apply trait theory, […]

13. How does the trait approach fit with the four components of leadership? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 2 – Trait Approach Questions for Study 1. What noted researchers are associated with leadership traits? 2. […]

This case study portrays a leader with significant task skill. It is clear the leader lacks problem- solving, human, and conceptual skills. Thus, the case provides a nice format to discuss the reality of leadership: Many leaders indeed rise to […]

competencies, define and describe each. personal example to support this. How might you expect your results to change 5 years from now? 4. Within the Mumford Skills Model are Individual Attributes and Leadership Outcomes. Describe and define them and their […]

tasked with overseeing much of this transition, including relocations, staff reductions, and voluntary retirement. While Adams has many individual attributes that contribute to successful leadership, his lack of career experience in human resources contributed to diminished skill competency. He lacked […]

11. How does the skills approach fit with the four components of leadership? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 3 – Skills Approach Questions for Study 1. Who began the discussion that led to the skills […]

kitchen but is committed, honest, and passionate about her work in the kitchen. Danielle works in the front and has strong people skills that help with customer service. Patrick works out front and sometimes in the kitchen. He is great […]

Betsy is task driven and feels that she is not able to execute her plans or build a cohesive team because of Marianne’s relationships. Marianne is relationship focused and does not seem to notice how her meetings with Betsy’s subordinates […]

9. Complete Case 4.1 (or 4.2. or 4.3) and answer all questions. your dominant leadership style. c. Is a paternalistic/maternalistic leader aware of his or her style? d. How would a paternalistic/maternalistic leader score on the Style Questionnaire at the […]

9. How might the behavioral approach be used for personal awareness and development? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 4 – Behavioral Approach Questions for Study 1. Where and by whom were the most important studies […]

It seems that Mark is now both task and relationship oriented. Mark began as a task-oriented leader, focused on creating efficient systems to paint the hospital. In time, he relaxed a bit and began to be more focused on relationships. […]

The students are not following FCC rules, and those rules are extremely important for a radio station. Ann hands out the rules on paper but does not stress the importance of those rules or provide clear direction about them. Students […]

10. How do demographic characteristics affect employees’ preferences for a particular leadership style? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 5 – Situational Approach Questions for Study 1. What researchers are associated with the most important Situational […]

Jim appears to be using a delegating style in terms of how to run the seminars. He gave participants freedom and did not put many restrictions on attendance and participations. attendance or participation. He actively solicited involvement from them in […]

The first group of runners is largely new to marathon training and concerned about how to train for and complete the race. They ask basic questions and seem unclear about the task of training. They are at level D1 because […]

5. Complete Case 5.2. (or 5. 1. or 5.3). Answer all questions. 9. What would follower competence and commitment look like in your line of work (i.e., how are these qualities conceptualized)? leading, how might this affect the performance and […]

likeable supportive leader, while Art is directive. The third shift is supervised by Carol, who shifts her leadership behavior to fit the circumstances. She is sometimes participative, sometimes directive, and often supportive. People enjoy working for Carol and feel she […]

motivated, and assured. Daniel is a resource person for these employees, giving them space to conduct their work while being available for support and assistance when needed. This case study allows students to see supportive and achievement-oriented leadership in action. […]

leadership style. 12. How can a leader find out what is rewarding to followers about their work? 5. Complete Case 6.1 (or 6.2 or 6.3). Answer all associated questions. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 6 […]

6. Identify the task characteristics that influence how workers interpret a leader’s behavior. 10. What are criticisms of path-goal theory? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 6 – Path-Goal Theory Questions for Study 1. What researchers […]

particularly because players generally have higher level skills and want to play in the spring concert. The high-school orchestra is quite small, and Martina regularly teaches these students advanced-level techniques and skills and provides them with challenging music. Despite individual […]

Jenny’s leadership is more of a mature partnership. She has high-quality exchanges with her subordinates and is interested in maintaining a strong and cohesive team. She does not appear overly self-interested. Rather, it seems as though she is tied together […]

specific examples to support your observations. 8. Explain the concept of leadership making and characterize its three phases. 12. Paraphrase the first criticism of LMX theory. from your own experience that supports the results of this questionnaire. Northouse, Leadership: Theory […]

Some students may argue that Jim has six key employees who make up the in-group. These employees get better assignments and recognition, to the exclusion of others. On the other hand, some students may argue that Jim’s actions are reasonable. […]

8. Explain how leader-member exchange theory works, both descriptively and prescriptively. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 7 – Leader-Member Exchange Theory Questions for Study 1. What researchers are most associated with leader-member exchange theory? 3. […]

Carly has an in-group: Jack’s group. Terri’s, Julie’s and Sarah’s teams are in the out-group. The favoritism may help Jack’s group continue to flourish. Overall though, the relationships are counterproductive to the goals of the agency. her team’s work more. […]

4. Define and describe pseudotransformational leadership from Bass’s (1998, 2006) perspective. 7. Explain the personality characteristics and types of behaviors often associated with charismatic leaders. 9. Explain the seven factors incorporated in the Bass Model of Transformational and Transactional Leadership. […]

Distinguish between transactional and transformational leadership. 3. Distinguish between transformational leadership and charismatic leadership. leadership style. Explain the difference between personalized leadership and socialized leadership. 7. Explain House’s concept of charisma and identify five types of behaviors exhibited by charismatic […]

company that was displayed on the walls and designed several restructurings within the organization. The changes produce instability among the employees, who felt that they did not have input in decisions and did not agree with Harold’s leadership. Morale and […]

be able to apply its main concepts (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) to a leader. Rachel is a progressive, collaborative leader. She is open to new ideas and approaches and is a clear role model to […]

be able to apply its main concepts (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) to a leader. the goal. Dr. Cook seems to stress two points: (a) that the students shared the responsibility for the successful outcome of […]

and education, especially for girls, promotes peace through education, and conveys the importance of these activities globally.” The CAI built over 170 schools and helped educate more than 160,000 students. Unfortunately, Greg’s story was challenged publicly for including fabrications. As […]

14. What is an authentic leader responsible for? 3. Balanced processing is a self-regulatory behavior. How would a leader know if she were doing balanced processing? How does balanced processing fit with passion and vision? Northouse, Leadership: Theory and Practice, […]

9. How does authentic leadership fit with the following components of leadership: process, influence, group context, and goal attainment? Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource Chapter 9 – Authentic Leadership Questions for Study 1. Be able to […]

Sally is neither a professor nor a social scientist with a body of theoretical data that supports her writing. She sees herself as an author, not an expert, and presents herself for who she is: a skilled observer of current […]

for equal rights for women and spoke out in support of abortion rights. After leaving the White House, Betty shared her personal struggle with addiction publicly and built the Betty Ford Center to help treat others suffering from addiction. She […]