Effective teams have people in task-specialist roles exclusively.
a. True
b. False
Most adults operate at level_____of personal moral development.
a. one
b. two
c. three
d. four
Idea champions:
a. are the facilitators of brainstorming sessions held in organizations.
b. provide a safe harbor where ideas from people throughout an organization can be
developed. c. use electronic brainstorming.
d. fight to overcome natural resistance and convince others of the value of an idea.
According to the Vroom-Jago contingency model of leadership, if subordinates have a
high level of expertise in relation to a problem, .
a. the leader should not allow the group to make the decision alone.
b. the leader has to be actively involved in decision making.
c. more responsibility for the decision can be delegated to them.
d. subordinates will have low commitment to the decision.
According to Maslow’s hierarchy of needs theory, the need for fringe benefits is an
example of ______needs.
a. esteem
b. belongingness
c. self-actualization
d. safety
Management focuses on getting the most results out of people so that:
a. followers can be motivated through purpose rather than rewards or punishments.
b. goods and services are provided to customers in a timely manner.
c. the relationship with followers can be based on personal influence and trust.
d. a shared culture and set of core values that can lead to the desired future state is
developed.
The actions that make leaders go wrong include:
a. breaching agreements.
b. promoting follower development.
c. having the courage to confront unjust acts.
d. taking responsibility.
Which of the following is an assumption of Theory Y?
a. Most people prefer to be directed, wish to avoid responsibility, have relatively little
ambition, and want security above all.
b. An average human being has an inherent dislike of work and will avoid it if possible.
c. A person will exercise self-direction and self-control in the service of objectives to
which he or she is committed.
d. Most people must be threatened with punishment to get them to put adequate effort
toward the achievement of goals.
According to Fiedler’s contingency model of leadership, a task-oriented leader performs
better in situations of intermediate favorability because human relations skills are
important for high group performance.
a. True
b. False
Which of the following statements is true of individualized leadership?
a. It holds that leadership is a series of dyads or a series of two-person interactions.
b. It assumes that a leader adopts a general leadership style that is used with all group
members.
c. It is based on the notion that leaders should not develop relationships with
subordinates.
d. It is against the concept of exchange, what each party gives to and receives from the
other.
Which of the following statements is true of the Vroorn-Jago contingency model of
leadership?
a. It made the assumption that new leaders could take over as situations change.
b. It states that the leader’s responsibility is to increase subordinates’ motivation to attain
personal and organizational goals.
c. It discusses the extent to which the leader’s style is relationship-oriented or task
oriented.
d. It tells the leader precisely the correct amount of participation by subordinates to use
in making a particular decision.
________exercise power in the service of higher goals that will benefit others and the
organization as a whole.
a. Transactional leaders
b. Machiavellian-style leaders
c. Socialized leaders
d. Charismatic leaders
A(n) is often an effective follower who has experienced setbacks and obstacles, perhaps
promises broken by suspensors.
a. alienated follower
b. conformist
c. pragmatic survivor
d. active follower
Which of the following is true of extrinsic rewards?
a. They are under the control of an individual.
b. They come from solving problems to benefit others.
c. They are given by another person, typically a supervisor.
d. They appeal to the “higher” needs of individuals.
In Leadership Era 2, ofleadership worked because leaders could analyze their situation
and develop careful plans.
a. influence theories
b. behavior theories
c. trait theories
d. relational theories
Anger and frustration cannot be used for positive outcomes.
a. True
b. False
The first stage of research in the area of individualized leadership explored whether
leaders could intentionally develop partnerships with each group member.
a. True
b. False
The carrot-and-stick approach to motivation tends to focus on higher-level needs.
a. True
b. False
A derailed manager has the ability to see the big picture when promoted into a general
management position.
a. True
b. False
Some values become so deeply embedded in a culture that organizational members:
a. can see, hear, and observe them by watching other members of the organization.
b. may not take them for granted.
c. may not be consciously aware of them.
d. can see patterns of behavior, symbols, and ceremonies.
________refers to the potential ability of one person in an organization to influence
other people to bring about desired outcomes.
A arises from a natural talent that has been supported and reinforced with knowledge
and skills.
________are the enduring beliefs that have worth, merit, and importance for an
organization.
Discuss the six tactics for asserting leader influence.
are the distinguishing personal characteristics of a leader, such as intelligence, honesty,
self-confidence, and appearance.