Which of the following leader behaviors are used to mitigate frustrations and stress
people feel during adaptive change?
a. Maintain disciplined attention
b. Conflict management
c. Orientation
d. Providing direction
Individuals who find servant leadership a form of micromanagement
a. Are receptive to this style of leadership
b. Lack one of the important outcomes of servant leadership
c. Lack one of the three antecedent conditions of servant leadership
d. Would enjoy working with a leader who uses servant leadership
I am the lead barista at a local coffee shop managing four staff. I assign tasks each work
shift and check back regularly to see that work has been done. I do not spend much time
talking with my staff about things other than getting the job done. My behavior would
plot on the Blake & Mouton Leadership Grid at what point?
a. 8, 3
b. 1, 9
c. 9, 9
d. 3, 8
e. 9, 1
Once a group has established a plan of action toward achieving its goals, the supervisor
allows the group to carry out the plan with little to no involvement. This is an example
of
a. Directing style
b. Delegating approach
c. Supporting approach
d. Coaching approach
I am a leader who has identified an adaptive challenge. What do I need to do now?
a. Focus attention on the problem and establish collaboration between myself and my
followers
b. Provide followers with a solution that fits the problem
c. Provide followers with a solution that fits the problem and ask them for input
d. Focus attention on the solution then share it will the followers
Heifetz and Burns believe that the leader-follower relationship is central to ethical
leadership.
a. True
b. False
Followers who are quite competent to complete tasks but lack the commitment to do so
are
a. D1
b. D2
c. D3
d. D4
One benefit of integrating a clinical or psychodynamic orientation in leadership
development programs is
a. It focuses exclusively on negative leader behaviors
b. It will help leaders psychoanalyze their followers
c. It will help leaders become “organizational detectives” to uncover the undercurrents
within the organization
d. It will help leaders become more directive and less supportive with followers who
have hidden agendas
Networking and advocating are examples of external team leadership actions.
a. True
b. False
Transformational leadership
a. Tells leaders how to act
b. Tells followers how to act
c. Gives four specific actions leaders should use in multiple situations
d. Provides a general way of thinking about leadership, including follower needs
Passion is the characteristic related to the dimension compassion in George’s authentic
leadership practical model.
a. True
b. False
Problem solving is
a. A competency
b. A trait
c. An individual attribute
d. A leader outcome
The Menninger Clinic applied psychodynamic approach to work settings and training
seminars for executives to help them
a. Create worksite mental health clinics
b. Create worksite wellness programs
c. Understand why human beings act as the do
d. In response to a survey of mental health problems in industry
Servant leadership stresses the role of personal influence in the leadership process.
a. True
b. False
Heterarchy leads to positive outcomes
a. For all team members
b. For team members who want power
c. If team members find heterarchy legitimate
d. If the top leader makes the final decision
When both genders use an autocratic, directive leadership style, females are evaluated
differently than men.
a. True
b. False
Research over the past 100 years on leadership traits
a. Has clear and unambiguous findings
b. Has produced a definitive list of traits
c. Has described leader traits that are common to all situations
d. Has failed to produce a definitive list of traits
Hofstede’s five dimensions on which culture differs include all of the following except
a. Uncertainty avoidance
b. Masculinity-femininity
c. Performance orientation
d. Long-term-short-term orientation
A leader who compromises and avoids conflict around both task and relationship
interactions is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Leadership emergence can be affected by
a. Gender-biased perceptions
b. Rank in the organization
c. Fit with group prototype
d. Communication behaviors