CHAPTER 10—LEADERSHIP
MULTIPLE CHOICE
1. In organizations, leadership can be exerted
a.
by many people, as well as managers.
b.
only by the top two levels of management.
c.
only on permanent assignments.
d.
by people with or without leadership capability.
2. Management focuses on
a.
continuous improvement of the status quo.
b.
change that compels a group to innovate.
c.
eliciting cooperation and teamwork.
d.
having a vision
3. Team members must identify with the leader in order for the leader to exercise ____ power.
a.
reward
b.
coercive
c.
legitimate
d.
referent
4. A key aspect of leading by example is for the leader to
a.
set high goals for group members.
b.
be assertive with group members.
c.
appeal to the rationality of group members
d.
show a consistency between actions and words.
5. Leading by values is similar to influencing people through
a.
giving them rewards for good deeds.
b.
the organization culture.
c.
being assertive.
d.
exchange of favors.
6. When a leader empowers employees, the leader accepts them as
a.
part of his or her zone of indifference.
b.
workers with higher rank than himself or herself.
c.
partners in decision making.
d.
leaders by example.
7. Mitch exercises self-leadership when he
a.
leads himself to accomplish a difficult but important task.
b.
asks for a raise outside of a performance evaluation meeting.
c.
gets coworkers to recommend him for a promotion.
d.
encourages coworkers to perform well.
8. Empowerment as a leadership technique
a.
works better in some cultures than in others.
b.
works in all cultures.
c.
works to the extent that cultural values support power sharing.
d.
both a & c
9. A major characteristic of high achieving leaders is that they are
a.
somewhat indifferent about the technology around them.
b.
passionate about their work.
c.
low on achievement motivation.
d.
medium with respect to emotional intelligence.
10. For best results, the leader should combine self-confidence with
a.
humility.
b.
arrogance.
c.
dishonesty.
d.
a little sarcasm.
11. Under a policy of open-book management, workers are
a.
expected to be totally honest with management.
b.
exposed to financial details of the firm.
c.
empowered to set their own wage rates.
d.
expected to manage the financial aspects of their organizational units.
12. Feedback is considered very important as a way of
a.
influencing behavior.
b.
developing charisma.
c.
manipulating team members.
d.
exerting coercive power.
13. Which one of the following is the least likely to be an effective leadership behavior?
a.
giving and receiving frequent feedback
b.
setting high performance standards for group members
c.
being the opposite of a servant leader
d.
quick recovery from setbacks
14. A major part of effective crisis leadership is for the leader to
a.
present a plan for working out of the crisis.
b.
point blame for the crisis in the right direction.
c.
be excitable and angry.
d.
delay decision making until a study of the crisis is completed.
15. A major aspect of being a consensus leader is to
a.
retain considerable decision-making authority.
b.
hold group discussions before making a decision.
c.
confer with group members individually.
d.
take a vote before making a final decision.
16. Soliciting suggestions for business improvement from front-line employees is an example of ____
leadership.
a.
participative
b.
rational
c.
authoritarian
d.
charismatic
17. According to the Leadership Grid, which style of leadership leads to trust and respect?
a.
authoritarian management.
b.
sound management.
c.
extraverted management.
d.
crisis management
18. In Situational Leadership II, leaders adapt their behavior to the level of ____ and ____ of a particular
subordinate on a given task.
a.
intelligence, personality
b.
competence, commitment
c.
goals, motives
d.
knowledge, experience
19. Situational Leadership II explains that effective leadership depends on two
independent behaviors:
a.
delegating and empowering
b.
trusting and believing
c.
supporting and directing.
d.
directing and coaching
20. A notable characteristic of an entrepreneurial leader is a(n)
a.
patient, plodding approach to problems.
b.
passion for hierarchy and bureaucracy.
c.
exceptional degree of enthusiasm.
d.
exceptional degree of pessimism.
21. Transformations take place when the transformational leader
a.
raises awareness of the importance of certain rewards.
b.
helps people go beyond a focus on minor satisfactions.
c.
gets people to look beyond self-interest.
d.
all of the choices.
22. Charismatic leaders are able to
a.
inspire others.
b.
intimidate group members.
c.
get coworkers to support each other.
d.
get group members to compete against one another.
23. To developing charisma,
a.
be laid back and aloof.
b.
have low self-efficacy.
c.
keep emotions under tight control.
d.
make everybody feel important.
24. Shadowing as a mentoring technique involves
a.
the mentor providing frequent feedback to the person mentored.
b.
having a series of mentors.
c.
observing the mentor by following him or her around.
d.
showing considerable respect for the mentor in meetings.
25. An example of a leadership skill would be
a.
extraversion.
b.
motivating others.
c.
emotional stability.
d.
conscientiousness.
TRUE/FALSE
1. Leadership is considered to be more scientific than management.
2. Authority is the formal right to get people to do things or the formal right to control
resources.
3. Rationality (or rational persuasion) is a particularly important influence tactic when you lack formal
authority over others in the organization.
4. An important influence tactic for leaders is to guide group members through expressing and
demonstrating values that guide behavior.
5. Empowerment is an approach to power sharing that often motivates group members.
6. The person exercising self-leadership attempts to maximize personal gain at the expense of group
members.
7. Research results associated with empowerment varied with the country and culture.
8. A cross-cultural study of empowerment suggested that Indian employees in India did not rate
supervisors highly who emphasized empowerment.
9. Good leaders show good intellectual ability, knowledge, and technical competence.
10. An effective sense of humor is an important part of a leader’s job.
11. Leaders establishes a direction for and demands high standards of performance
from group members.
12. An important aspect of emotional intelligence for leaders is to create good feelings in those they lead.
13. Effective leaders do not have to provide emotional support to group members.
14. It is difficult to influence the behavior of group members without providing them with feedback on
performance.
15. A consultative leader is likely to take a vote before making a decision, and then make his or her
decision conform to the group preference.
16. According to the Leadership Grid, the sound manager makes good use of knowledge of human
behavior to obtain results through people.
17. According to the Situational Leadership II, a Self-Reliant Achiever has low competence and high
commitment.
18. According to Situational Leadership II, effective leadership depends on two independent behaviors:
supporting and directing.
19. Entrepreneurial leaders tend to have a visionary perspective of good opportunities that others fail to
observe.
20. Leaders who achieve the best results stick with one leadership style.
21. A study of transformational leadership with research and development project teams found that such
leadership was related to the profitability of the projects produced, as well as the speed of the projects
in getting to market.
22. Charismatic leadership is particularly important in a competitive business world because people need
to be energized more than ever.
23. A key part of a mentor’s role is to solve the difficult problems faced by their protégés.
24. A problem noted with mentoring others is that it tends to have a negative effect on the manager’s own
leadership effectiveness.
25. Leadership involves skills as well as personal qualities and behaviors.
ESSAY
1. Describe the methods leaders use to influence group members.
2. While other firms were hunkering down and trying to survive, networking giant
Cisco Systems continued to strive forward. “Even in this downturn,” said chairman and CEO John
Chambers. “We intend to be the most aggressive we’ve ever been.” Cisco had no major layoffs
during the economic downturn and made no salary cuts. John Chambers is a severe dyslexic,
although that didn’t keep him from earning a law degree from West Virginia University and an MBA
from Indiana University.
1. What does this story illustrate about leadership?
2. What does this story illustrate about leadership skills.
3. Describe what a manager must do to become a transformational and charismatic leader.
4. Explain how skills contribute to leadership, and identify a leadership skill that you already possess (or
think you would like to develop).
