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True / False Questions
1. Management is a subset of effective leadership.
2. Personal traits are good predictors of leadership effectiveness.
3. Intelligence and dominance are two of the personal traits that predict who
will rise to the assigned position of leader.
4. Leadership involves influencing people to attain goals not just by giving
them directives, but also by supporting the employee.
5. Great leadership is more about what one does than who one is.
6. Transformational leader behavior represents an exchange between the
leader and follower.
7. Employees who have positive relationships with their leader are referred
to as members of an elite group.
8. Building a strong LMX relationship is central to managerial effectiveness.
9. Management-by-exception implies rewarding employees when they have
done a good job.
10. Management-by-exception is generally consistent with the idea of
contingent reward.
11. Research has shown that management-by-exception consistently results
in positive consequences in both employee attitudes and employee behaviors.
12. Transactional behaviors establish fairness in the workplace.
13. Great managers follow the "hands-off" approach and let employees solve
most of the problems.
14. Transactional leader behaviors are the way to build a solid leadership
foundation.
15. "Organizational citizenship behavior" is a term used to describe the
behaviors required to perform one's job.
16. When a manager wants to increase his/her ability in articulating a vision,
hr/she should preferably avoid the use of metaphors.
17. Group goals have a self-managing feature.
18. Great managers know that if they expect a lot out of people, they are likely
to get it.
19. Leader behaviors that demonstrate high-performance expectations are
transactional.
20.
(p. 326)
The Pygmalion effect is also called a self-fulfilling prophecy.
21. Research shows that providing individualized support can actually serve as
a major buffer to employee stress and burnout.
22. Great managers know that without intellectual stimulation, employees
become cogs in the wheel.
23. 360-degree feedback can be a strong catalyst for a leader's personal
growth.
24. Those with a mentor and a network of support are more likely to build
leadership capacity early in their careers.
25. Being the experienced member of a project team is an example of a job
transition.
26. Action learning is a key feature of successful leadership development.
27. Supervising the liquidation of products is an example of a job assignment
that involves creating change.
28. Assuming additional responsibilities following a downsizing is an example
of a job assignment that involves a high level of responsibility.
29. Managing an internal project such as a company event or office renovation
is an example of a job assignment that involves managing boundaries.
30. It is your company's responsibility to develop your leadership behaviors.
Multiple Choice Questions
31. Which of the following statements best compares leadership and
management?
32. A lack of inspired leadership has probably contributed to:
33. Which of the following is a common leadership myth?
34. With respect to leadership practices, R. Seshasayee of Ashok Leyland
uses pink notes:
