Northouse, Leadership 8e
SAGE Publications, 2019
Test Bank
Chapter 3: Skills Approach
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
B. human skill and conceptual skill
C. technical skill and conceptual skill
D. all three skills are equally important for supervisory level management
2. The skills approach takes a ______ on leadership, like the trait approach.
A. leader–follower centered perspective
B. organizational-centered perspective
C. situational-centered perspective
D. leader-centered perspective
3. Which of the following presents a competency-based approach to leadership?
A. trait approach
B. skills approach
C. style approach
D. great person approach
4. ______ are what leaders can accomplish, whereas ______ are who leaders are.
A. Traits, outcomes
B. Behaviors, skills
C. Skills, traits
D. Outcomes, skills
Northouse, Leadership 8e
SAGE Publications, 2019
5. The research Katz completed for his article describing the skills of an effective
administrator ______.
A. was quantitative research
B. was qualitative research
C. was a meta-analysis of skills research
D. was research focused on traits of leaders
6. Leadership skills research attempts to ______.
A. identify largely fixed abilities in leaders
B. identify multiple behaviors in leaders
C. identify personality factors of leadership
D. identify competencies that can be acquired by leaders
7. The classic article “skills of an effective administrator” by Katz was published in the
______.
A. Journal of Leadership Education
B. Harvard Business Review
C. Journal of Education and Behavior
D. Forbes Business Journal
8. Who developed the three skill model of leadership?
A. Katz
B. Stogdill
C. Goleman
Northouse, Leadership 8e
SAGE Publications, 2019
D. Mumford et al.
9. Leadership skills are defined in the chapter as ______.
A. using individual attributes to communicate well with others
B. developing behaviors for effective leadership outcomes
C. technical ability to interact in the work environment
D. knowledge and competencies to accomplish goals
10. Technical skills are the ______.
A. ability to work with things
B. ability to work cooperatively with others
C. ability to work with ideas
D. ability to be behaviorally flexible
11. At the upper-management level in an organization, ______.
A. technical skills are not important
B. human skills are not important
C. technical skills are more important than conceptual skills
D. technical skills are less important than human skills
12. Human skills are about working with ______.
A. ideas
B. concepts
C. people
D. things
13. A leader using human skills will ______.
A. develop criteria for the implementation of a new product
B. use sensitivity to assess the needs and motivations of others
C. use tools and techniques to get things done
D. create the vision for restructuring the organization
14. A chief operating officer of the company who applies the level of administrative skills
to the degrees delineated in Katz’s model ______.
A. incorporates the entire staff in the process of shaping the company’s goals
B. is more “hands–on” with producing the company’s product than interacting with staff
C. has higher involvement with things than people or ideas
D. avoids getting to know the staff
15. The research Mumford et al. completed used a sample of ______.
A. college business students
B. corporate executives
C. high school principals
D. army officers
16. The main goal of Mumford et al.’s research was ______.
A. to identify effective human leadership skills
B. to understand military structure
C. to explain the elements of effective performance
D. to refute Katz’s work on administrative skills
17. Mumford et al.’s model is characterized as a capability model because ______.
A. it identifies leader traits that followers perceived as valuable
B. it identifies behaviors leaders use that are value-added in the workplace
C. it examines the relationship between knowledge and skills and leader performance
D. it implies leadership is reserved for a gifted few who are knowledgeable about the
work
18. Which of the following is a competency in Mumford’s skills model?
A. crystallized cognitive ability
B. career experiences
C. personality
D. knowledge
19. Social judgment skill is similar to ______.
A. sociability in trait approach
B. Katz’s human skill
C. Katz’s technical skill
D. knowledge in Mumford’s model
20. In Mumford’s skills model, social judgment skill is defined as ______.
A. the accumulation of information and the mental structures to organize the information
B. intellectual ability learned or acquired over time
C. the capacity to understand people and social systems
D. creative ability to solve ill-defined organizational problems
21. The environmental influences listed are all internal with the exception of ______.
A. access to technology
B. flooding of the office
C. highly competent followers
D. limited office space
22. Birds hitting a plane on takeoff causing engine failure in flight is an example of what
component of the skills model by Mumford?
A. competencies
B. individual attributes
C. career experiences
D. environmental influence
23. Which of these statements about the skills approach is false?
A. describes leadership as something that is available to everyone
B. it is applicable to leaders at all levels within the organization
C. it clearly predicts how variations in social judgment and problem-solving skills affect
performance
D. knowledge about and ability to work with people is important in this approach
24. The two leadership outcomes outlined in the skills model are ______.
A. effective problem solving and performance
B. motivation and personality
C. knowledge and social judgment skills
D. problem-solving skills and cognitive ability
25. Who developed a capability model that includes individual attributes, competencies,
and leadership outcomes?
A. Katz
B. Stogdill
C. Goleman
D. Mumford et al.
26. Which of the following is not a competency in the skills model?
A. problem-solving skills
B. cognitive ability
C. social judgment skills
D. knowledge
27. Bill is in charge of hiring a new manager for the first shift on the production line.
according to Katz’s model, bill should be looking for a person with ______.
A. problem-solving skills
B. cognitive ability
C. social judgment skills
D. technical skills
28. Jim is a district manager of Wendy’s in west Michigan. when he hires people, the
most important thing he looks for is whether people are good problem solvers.
A. Jim is using the trait approach
B. Jim is using Katz’s skills approach
C. Jim is using the Mumford skills model
D. Jim is using the style approach
29. Pat Smith is human resources director for a large bank. Her major goal is to find a
person who has developed their ability to effectively work with others in solving
organizational problems. Pat is basing her selections on ______.
A. the great person approach
B. the trait approach
C. the skills approach
D. leader emergence theory
30. In the skills model, crystallized cognitive ability refers to ______.
A. intelligence quotient
B. intellectual ability acquired over time
C. motivation
D. effectiveness
31. In the skills model, which of these is a general cognitive ability?
A. knowledge
B. information processing
C. motivation
D. intellectual ability acquired over time
32. The individual attributes factor in the skills model suggests ______.
A. that complex problem-solving is not difficult
B. that traits are not important to leadership
C. that the skills model is not just a competency-based model
D. motivation plays little to no role within the model
33. Which of the following attributes begins to decline in later adulthood?
A. personality
B. motivation
C. crystallized cognitive ability
D. general cognitive ability
34. Which of the following is not an example of an internal environmental influence that
can affect leadership outcomes?
A. skill level of employees
B. gender ratio of employees
C. up-to-date technology
D. an economic recession
35. The abilities that help a leader to work effectively with subordinates, peers, and
superiors to accomplish the organizational goal.
A. technical skills
B. conceptual skills
C. human skills
D. problem-solving skills
36. The environmental influences listed are all external, with the exception of ______.
A. hurricane damage
B. closure of major supplier
C. highly competent employees
D. federal government policy change
37. By including such a large number of components, the skills approach and its models
are criticized for ______.
A. being too similar to previously detailed approaches to leadership
B. stressing the value of developing specific skills
C. the range of skills extending beyond the boundaries of leadership
D. not making leadership readily available to all
38. All of the following environmental influences are external except ______.
A. slow Internet
B. traffic
C. computer network crash
D. inexperienced followers
39. According to Katz, the most important leadership skills for lower-levels of
management are ______.
A. technical skills
B. problem-solving skills
C. technical, human, and conceptual skills
D. technical and human skills
40. Within an organization, the employees in the information technology department are
crucial for the success of the organization due to their ______.
A. social judgment skills
B. problem-solving skills
C. conceptual skills
D. technical skills
41. You recently received a promotion to a higher level of management within your
organization. this is your third promotion with your department. using Mumford’s skills
model, what best represents this type of promotion and its outcomes?
A. personality
B. motivation
C. environmental influences
D. career experiences
42. What best explains the comparison of the skills approach to sports such as golf and
tennis?
A. Specific techniques are required to succeed.
B. Input from both sides takes place constantly.
C. Competition takes a high level of motivation.
D. People can improve their skills through practice and instruction.
43. Skills approach helps us best identify our ______.
A. place within an organization
B. strengths and weaknesses
C. performance as a leader
D. outcomes of leadership
44. The ideas and mental abilities that people learn through experiences can best be
described as ______.
A. crystallized cognitive ability
B. motivation
C. career experiences
Northouse, Leadership 8e
SAGE Publications, 2019
D. general cognitive ability
45. Which is not a social judgment skill?
A. perspective taking
B. behavioral flexibility
C. social performance
D. knowledge acquisition
46. Skill in persuasion and communicating change describes which social judgment
competency?
A. behavioral flexibility
B. social perceptiveness
C. social performance
D. social intelligence
47. Which skills model competency consists of creating a schema for learning and
organizing data?
A. personality
B. knowledge
C. perspective taking
D. career experiences
48. The problem-solving component of the skills model ______.
A. assesses leader performance
B. demonstrates ability to construct organizational solutions
C. demonstrates leader personality
Northouse, Leadership 8e
SAGE Publications, 2019
D. assesses social perceptions and behavioral flexibility
49. Problem solving is ______.
A. a competency
B. a trait
C. an individual attribute
D. a leader outcome
50. Which part of the skills model supports people as they apply their leadership
competencies?
A. individual attributes
B. technical skills
C. knowledge
D. leadership outcomes
51. Johanna is excellent at applying tax law and other accounting principles in her job
as a manager in her accounting firm. She has equally high skills in working with the
employees she supervises but does not have as much skill in helping the firm shape the
vision for growth. Applying Katz’s skills model, at what level of management is
Johanna?
A. top management
B. middle management
C. supervisory management
D. CEO management