True / False
1. Leadership is the influencing process between leaders and followers to achieve organizational objectives through
change.
a.
True
b.
False
2. If you are a manager, then you are an effective leader.
a.
True
b.
False
False
There are managers who are not effective leaders.
Easy
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
3. If a person is not interested and not willing to be in charge, he or she may still be well-suited as a follower.
a.
True
b.
False
True
Easy
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
Conceptual
BLOOMS: Knowledge
True
Easy
p. 5
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
4. Knowing how to lead and developing leadership skills will make you a better leader and a better follower.
a.
True
b.
False
5. The qualities needed for effective leadership are the same as those needed to be an effective follower.
a.
True
b.
False
True
Easy
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
6. Leadership is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to
support and implement the ideas through change.
a.
True
b.
False
False
Moderate
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
7. Effective leaders influence followers to accomplish shared objectives.
a.
True
True
Easy
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
b.
False
8. Taking advantage of followers for personal gain is a part of leadership.
a.
True
b.
False
False
Easy
p. 7
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
9. Research indicates that leadership success is associated with being a hard-nosed, tough manager.
a.
True
b.
False
False
Easy
p. 7
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
10. Leaders tend to be born with some leadership ability and develop that ability over time.
a.
True
True
Easy
p. 7
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
b.
False
11. Successful middle-level managers have a more balanced need for all three managerial leadership skills than either top-
level or first-level managers.
a.
True
b.
False
True
Easy
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
12. Of the three managerial leadership skills, successful top-level managers have a greater need for interpersonal and
technical skills than either middle-level or first-level managers.
a.
True
b.
False
False
Easy
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
13. The interpersonal leadership roles include figurehead, leader, and monitor.
True
Easy
p. 8
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
a.
True
b.
False
14. Figurehead is an interpersonal role.
a.
True
b.
False
True
Easy
p. 11, including Exhibit 1.3
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
15. Serving on committees with members from outside the organizational unit is an example of a figurehead role.
a.
True
b.
False
False
Moderate
p. 12
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
False
Easy
p. 11, including Exhibit 1.3
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
16. Monitor, disseminator, and spokesperson are the three informational leadership roles.
a.
True
b.
False
17. Spokesperson is a decisional role.
a.
True
b.
False
False
Easy
p. 12, also Exhibit 1.3 on p. 11
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
18. Leaders perform the disseminator role when they send information to others in the organizational unit.
a.
True
b.
False
True
Easy
p. 12
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
True
Easy
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
19. Time management priorities are the responsibility of a monitor.
a.
True
b.
False
20. The three levels of analysis of leadership theory are individual, group, and organizational.
a.
True
b.
False
True
Easy
p. 14
MGMT.LUSS.16.01-04 – LO: 01–04
Conceptual
21. The group level of analysis of leadership theory can also be called the dyadic process.
a.
True
b.
False
False
Easy
p. 14
MGMT.LUSS.16.01-04 – LO: 01–04
Conceptual
False
p. 12
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
22. Organizational performance, in the long run, depends on maintaining the status quo regardless of what changes occur
in the external environment.
a.
True
b.
False
23. Individual and group performance are based on organizational performance.
a.
True
b.
False
False
Moderate
p. 15–16 and Exhibit 1.4
MGMT.LUSS.16.01-04 – LO: 01–04
Conceptual
24. A leadership theory is a shared mindset that represents a fundamental way of thinking about, perceiving, studying,
researching, and understanding leadership.
a.
True
b.
False
False
Moderate
p. 14
MGMT.LUSS.16.01-05 – LO: 01–05
False
Moderate
p. 14
MGMT.LUSS.16.01-04 – LO: 01–04
Conceptual
25. Early leadership theories were based on the assumption that leaders are made, not born.
a.
True
b.
False
False
Easy
p. 16
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
26. By the 1950s, most of the leadership research had changed its paradigm, going from trait theory to focusing on what
the leader actually did on the job.
a.
True
b.
False
True
Easy
p. 16
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
27. Behavioral leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and
situation.
a.
True
b.
False
False
p. 17
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
28. Mintzberg’s ten managerial roles are an example of contingency leadership theory.
a.
True
b.
False
False
Easy
p. 16–17
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
29. Contingency leadership theory attempts to combine the trait and behavioral theories to explain successful, influencing
leader–follower relationships.
a.
True
b.
False
False
Moderate
p. 17
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
30. The contingency theory paradigm emphasizes the importance of situational factors.
a.
True
b.
False
Easy
p. 17
Conceptual
31. Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful,
influencing leader–follower relationships.
a.
True
b.
False
True
Easy
p. 17
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
32. The overarching paradigm has shifted from management to leadership.
a.
True
b.
False
True
Easy
p. 17
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
33. Successful managers typically use an autocratic form of leadership.
a.
True
b.
False
Easy
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
34. Based on the definition of leadership, leaders only influence followers because followers cannot influence leaders.
a.
True
b.
False
False
Easy
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
35. The first step to leadership development is self-awareness of leadership competencies.
a.
True
b.
False
True
Easy
p. 3
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
36. There is no universal definition of leadership.
a.
True
b.
False
True
p. 17
MGMT.LUSS.16.01-05 – LO: 01–05
37. Effective leaders keep their systems and strategies the same year after year.
a.
True
b.
False
False
Easy
p. 7
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
38. Interpersonal skills involve critical thinking, using a rational process, analyzing alternatives, and attempting to
maximize positive outcomes for the organization.
a.
True
b.
False
False
Easy
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
39. Relationships are critical to leadership success, and they are built on interpersonal skills.
a.
True
b.
False
Easy
p. 5
MGMT.LUSS.16.01-01 – LO: 01–01
Conceptual
40. Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve problems
and take advantage of opportunities.
a.
True
b.
False
True
Easy
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
41. You only need one skill to an effective decision-maker, decisiveness.
a.
True
b.
False
False
Easy
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
42. There is an overlap between skills and roles because leaders need the competencies (knowledge, skills, and ability –
KSAs) to enact the managerial roles.
a.
True
True
Moderate
p. 10
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
b.
False
43. Out of Henry Mintzberg’s ten managerial roles, the leader role is the most important.
a.
True
b.
False
False
Moderate
p. 13
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
44. Group process theories focus on how a leader contributes to group effectiveness.
a.
True
b.
False
True
Easy
p. 14
MGMT.LUSS.16.01-04 – LO: 01–04
45. Leadership theories have practical value because they are used to identify unsuitable leaders.
True
Moderate
p. 11
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
a.
True
b.
False
46. Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness.
a.
True
b.
False
True
Easy
p. 16
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
47. The key elements in the definition of leadership include all of the following EXCEPT:
a.
b.
c.
d.
Easy
p. 5
MGMT.LUSS.16.01-01 – LO: 01–01
False
p. 16
MGMT.LUSS.16.01-05 – LO: 01–05
Conceptual
48. The leader–follower relationship represents the influence:
a.
of the leader on the follower.
b.
of the follower on the leader.
c.
of the leader on the group.
d.
between the leader and the follower.
Moderate
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Group Dynamics – Group dynamics in organizations
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
49. Which of the following statements regarding leaders and managers is NOT true?
a.
A manager always has the ability to influence others; a leader may not.
b.
A manager has a formal title and authority.
c.
A leader may either be a manager or a nonmanager.
d.
All managers perform four major functions: planning, organizing, leading, and controlling.
a
Moderate
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
BLOOMS: Knowledge
50. ____ is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support
and implement the ideas through change.
a.
Leadership
b.
Influencing
c.
Management
d.
Guidance
Easy
p. 6
MGMT.LUSS.16.01-01 – LO: 01–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
51. Successful leaders need these three managerial leadership skills:
a.
technical, intrapersonal, and decision-making.
b.
planning, decision-making, and organizing.
c.
decision-making, interpersonal, and technical.
d.
leading, planning, and decision-making.
c
Moderate
p. 9-10 and Exhibit 1.2
MGMT.LUSS.16.01-02 – LO: 01–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
52. To be a successful leader, you need three managerial leadership skills, one of which is ____ skill, which involves the
ability to use methods and techniques to perform a task.
a.
interpersonal
b.
team-building
c.
decision-making
d.
technical
Moderate
p. 9
MGMT.LUSS.16.01-02 – LO: 01–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
53. Most employees are promoted to their first management position primarily because of their ____ skills.
a.
interpersonal
b.
team-building
c.
decision-making
d.
technical
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
54. Which of the following is a managerial role category?
a.
Interpersonal
b.
Intrapersonal
c.
Institutional
d.
Integrative
a
Moderate
p. 11 – 12 and Exhibit 1.3 on p. 11
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
55. According to Mintzberg’s managerial roles, signing official documents is the activity of a person who is in what role?
a.
Leader
b.
Liaison
c.
Negotiator
d.
Figurehead
Easy
p. 11
MGMT.LUSS.16.01-03 – LO: 01–03
Conceptual
Moderate
p. 9
MGMT.LUSS.16.01-02 – LO: 01–02
Conceptual
56. Which of the following is NOT one of Mintzberg’s interpersonal leadership roles?
a.
Figurehead
b.
Entrepreneur
c.
Leader
d.
Liaison
57. Leaders perform the ____ role when they represent the organization or department in legal, social, ceremonial, and
symbolic activities.
a.
figurehead
b.
leader
c.
liaison
d.
negotiator
a
Easy
p. 11–12
MGMT.LUSS.16.01-03 – LO: 01–03
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
58. Which of the following is an example of a figurehead role?
a.
Serving on committees with members from outside the organizational unit.
b.
Answering letters.
c.
Signing official documents.
d.
Scheduling when employees will use material and equipment.
c
p. 11–12
MGMT.LUSS.16.01-03 – LO: 01–03
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Moderate
p. 11–12 and Exhibit 1.3 p. 11
MGMT.LUSS.16.01-03 – LO: 01–03
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge