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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 is very knowledgeable about day-to-day operations and also is
quite successful at anticipating problems and sharing ideas for improvements up the chain of
command. Applying Katz’s skills model, at what level of management is Tamika?
a. Top management
b. Middle management
c. Supervisory management
d. Impoverished management
53. Jonathan has equally high skills in managing relationships with the employees he supervises
and in helping the firm shape the vision for growth. Applying Katz’s skills model, at what level
of management is Jonathan?
a. Top management
b. Middle management
c. Supervisory management
d. Dictatorial management
54. Ashlyn focuses her energy at her car manufacturing company on assessing market
fluctuations and shaping the goals of the organization for the future. She communicates well
with her staff and enjoys the social aspect of work with the people around her. She leaves the
details and daily operations primarily to other capable staff in the organization. Applying Katz’s
skills model, at what level of management is Johanna?
a. Top management
b. Middle management
c. Supervisory management
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d. Low-level management
55. A supervisory-level manager of a 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 ideas than with people
d. Avoids getting to know the staff
56. The research by Mumford et al. was done on a sample of
a. Higher education administrators
b. High-level managers in industry
c. Managers at multiple levels of industry
d. Military leaders at multiple levels
57. The problem-solving competency in the skills model is most similar to
a. Dominance in trait approach
b. Katz’s conceptual skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
58. The knowledge competency in the skills model is most similar to
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a. Self-confidence in trait approach
b. Katz’s conceptual skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
59. Additional research completed by Mumford, Campion, and Morgeson used a four skill model
to assess cognitive, interpersonal, business, and strategic skills in managers at junior and senior
levels of an organization. The research findings in this study were most similar to
a. Katz’s hierarchical three skills model
b. Mumford’s skills model
c. Blake and Mouton’s leadership grid
d. The Ohio State studies
60. Mumford’s skills model contends that leadership outcomes are the direct result of
a. A leader’s sociability
b. A leader’s career experiences
c. A leader’s willingness to lead
d. A leader’s competencies
61. The skills approach is primarily
a. Descriptive
b. Prescriptive
c. Unscripted
d. Technical
62. Individual leader attributes can affect the leaders skills, but it is the _____ themselves that are
most important in addressing organizational problems.
a. Traits
b. Behaviors
c. Skills
d. Followers
63. Which is not a strength of the skills approach?
a. It is intuitively appealing
b. Skills can be learned
c. It has high predictive value
d. It is an expansive view of leadership
64. The structure of the skills approach is
a. Consistent with followership education programs
b. Consistent with leadership education programs
c. Is not compatible with leadership education programs
d. Is precise enough to assure good leadership outcomes
65. The breadth of the skills approach, which includes motivation, critical thinking, and
personality
a. Is a strength of this approach
b. Is a weakness of this approach
c. Adds to the precise nature of the approach
d. Adds to the approaches’ prescriptive value
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66. The skills approach is
a. High in predictive value
b. Narrow in its focus
c. Suitable for application across leadership contexts
d. Is not suitable for application across leadership contexts
67. The skills approach framework
a. Can be applied at all levels of leadership
b. Has been applied to many formal training programs
c. Has been widely used in formal training programs
d. Can be applied to followership training programs
68. Research data on Mumford et al.’s model was tested on military personnel. Which of the
following is true?
a. The model can be effectively applied to leadership skills in small organizations
b. The model can be effectively applied to leadership skills in large organizations
c. The model cannot be effectively applied to leadership skills in startup businesses
d. The model can be effectively applied to leadership skills in startup businesses
69. General cognitive ability is similar to which of the five leadership traits in this text?
a. Sociability
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b. Dominance
c. Extraversion
d. Intelligence
e. Self-confidence
70. The basic premise of the skills approach is to
a. Identify the behaviors necessary for leadership
b. Identify the behaviors of leaders
c. Identify the skills of leaders
d. Identify the individual attributes of leaders
71. Katz started the research focus on skills during a time when
a. There finally was a definitive list of leader traits described in the literature
b. There was still disagreement about leader traits in the literature
c. There was no research yet on the individual attributes of leaders
d. There was emphasis in the literature on putting followers first
Multiple Selection
72. Effective problem solving and performance can be explained by leader competencies, and
these competencies are affected by
a. The followers
b. Leader’s attributes
c. Career experiences
d. The environment
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73. Katz describes human skill as
a. Being aware of one’s own perspective on issues
b. Being competent with the process or product within a company
c. Being aware of the perspective of others on issues
d. Being able to shape the ideas of an organization
74. Mumford’s Skills Model includes which of these main components?
a. Technical skill
b. Individual attributes
c. Competencies
d. Leadership outcomes
e. Decision-making skill
75. Social judgment competencies include
a. Social intelligence
b. Emotional intelligence
c. Social performance
d. Behavioral flexibility
76. Leadership outcomes in Mumford et. al’s skills model is affected by
a. Individual attributes
b. Problem-solving ability
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c. Career experiences
d. Authority-compliance behaviors
77. Career experiences directly contribute to which of the other components of Mumford et. al’s
skills model?
a. Competencies
b. Leadership outcomes
c. Environmental influences
d. Individual attributes
78. Environmental influences directly contribute to which of the other components of Mumford
et. al’s skills model?
a. Competencies
b. Leadership outcomes
c. Career experiences
d. Individual attributes
79. The intuitive appeal of the skills approach is
a. Because it is available to everyone
b. Because skills can be learned
c. Because we can identify with the leader
d. Because skills transform followers
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True/False
80. Technical skills grow in importance as one moves up Katz’s managerial/leadership hierarchy.
a. True
b. False
81. Mumford’s Skills Model of Leadership was designed to determine the competencies needed
for effective leader performance.
a. True
b. False
82. The skills approach is not descriptive.
a. True
b. False
83. Technical skills grow in importance as one moves up the managerial hierarchy.
a. True
b. False
84. Human skills are important at all levels of management.
a. True
b. False
85. Mumford’s research studied military personnel rather than business and organizational
leaders.
a. True
b. False
86. The skills approach suggests that many individuals have the potential for leadership.
a. True
b. False
87. Social judgment is an individual attribute in the skills model.
a. True
b. False
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88. Crystallized cognitive ability refers to one’s innate intellectual ability or intelligence.
a. True
b. False
89. Career experience is a strong influence on a leader’s competencies.
a. True
b. False
90. Environmental influences are factors in situations that lie outside the leader’s competencies,
characteristics, and experiences.
a. True
b. False
91. The lack of high-speed Internet access in a company is an external environmental influence
that can affect leadership outcomes.
a. True
b. False
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92. The skills approach is relatively new and has not been widely used in training and
development.
a. True
b. False
93. Skills approach provides a structure consistent with leadership education programs.
a. True
b. False
94. The skills approach is appropriate to use in leadership education programs
a. True
b. False
95. Katz states that human skills are most important for middle- and top-management levels.
a. True
b. False
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96. Motivation and personality fall within the competencies component of Mumford’s skills
model.
a. True
b. False
Essay
97. How do career experiences affect the characteristics and competencies of leaders?
98. Defend or refute: Although personal attributes are important, it is the leader’s skills that are
most important in addressing organizational problems.
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99. There are two main models in the skills approach, Katz’s Three Skills Model and Mumford
et al.’s Skills Model. Compare these two models by describing two similarities and two
differences between these models.
100. Environmental influences are considered those things that are outside the control of the
leader’s capabilities. Describe why you think the authors of this research included this in a skills
model of leadership.