Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
1. The contingency approach to leadership sought to identify the traits leaders possessed that distinguished
them
from people who
were
not
leaders.
a.
True
b.
False
2. A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity,
and
drive.
a.
True
b.
False
3. Leaders at all levels need some degree of optimism to see possibilities and rally people around a vision for a
better
tomorrow.
a.
True
b.
False
4. Self-confidence doesn't mean being arrogant and prideful but rather knowing and trusting in
oneself.
a.
True
b.
False
5. The myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage
to
the organization.
a.
True
b.
False
6. Talent arises from a strength that has been supported and reinforced with knowledge and
skills.
a.
True
b.
False
7. People excel in life by fixing their weaknesses, not by maximizing their
strengths.
a.
True
b.
False
8. In the operational leadership role, an executive does not have direct control over people and resources to
accomplish
results.
a.
True
b.
False
9. With respect to the three types
ofleadership
roles, leaders in collaborative roles typically don't have the
strong
position power of the operational
role.
a.
True
b.
False
10. Leaders in an advisory role are responsible for developing broad organizational capabilities rather than
accomplishing
specific business
results.
a.
True
b.
False
11. A democratic leader is one who tends to centralize authority and derive power from
position.
a.
True
b.
False
12. Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings,
and
establishes mutual trust.
a.
True
b.
False
13. Task-oriented leadership behaviors include giving time
and
encouragement.
a.
True
b.
False
14. The first stage of research in the area of individualized leadership explored whether leaders
could
intentionally
develo
p
partnerships
wit
h
eac
h
group
member.
a.
True
b.
False
15. Entrepreneurial leaders are more concerned with maintaining the status quo than with innovation and
creativity.
a.
True
b.
False
16. In the context of the trait approach to leadership, the diversity of traits that effective leaders possess indicates
that:
a. leadership includes grasping diverse points of view and leaving everybody
satisfied.
b. leadership ability is not a genetic
endowment.
c. leadership ability cannot be acquired without a complete set of
skills.
d. leadership includes being prideful and
arrogant.
17. According to the trait approach to leadership, which of the following is categorized as a social characteristic
of
leaders?
a. Optimism
b.
Knowledge
c.
Cooperativeness
d. Humility
18. refers to a tendency to see the positive side of things and expect that things will tum
out
well.
a. Integrity
b.
Honesty
c.
Drive
d. Optimism
19. Which of the following statements is true of
self-confidence?
a.
It
includes being arrogant and
prideful.
b.
It
causes one to become jaded and
pessimistic.
c.
It
involves managing competing points of
view.
d.
It
includes knowing and trusting in
oneself.
20. People in organizations rise to the top because
they:
a. refrain from creating hopes that things will tum out
well.
b. have the ability to identity problems.
c. can instill in others a sense of hope for the
future.
d. are always cautious when interpreting
situations.
21. Which of the following is an important aspect that should be kept in mind by active
leaders?
a. Uniform thinking should be encouraged among
employees.
b. Decision making should be avoided if adequate information is not available.
c. Setbacks have to be managed with a pessimistic
mindset.
d. Competing points of view have to be managed, with some people left
unsatisfied.
22. Which of the following statements is true of
drive?
a. Leaders with drive tend to be less
ambitious.
b. Leaders with drive seek achievement and have
energy.
c. Drive refers to truthfulness and
nondeception.
d. Drive is the foundation of trust between leaders and
followers.
23. Which of the following statements is true of
honesty?
a.
It
refers to high motivation that creates a high effort level by a
leader.
b.
It
implies an openness that followers
welcome.
c.
It
helps leaders interpret situations in more conservative
ways.
d.
It
includes a complete set of skills and characteristics to handle any
problem.
24. Which of the following statements is true of
talents?
a. Talents include having a complete set of skills and abilities to handle any problem.
b. Talents can be turned into strengths by consciously enhancing
them.
c. Talents are not mere aspects of one's
potential.
d. Talents arise from natural
strengths.
25. Which of the following is a characteristic of operational
leaders?
a. They don't have the strong position power of the collaborative
role.
b. They provide gnidance and support to other people and departments in the
organization.
c. They need high self-confidence and tend to be
assertive.
d. They are responsible for developing broad organizational capabilities.
26. Which of the following is a characteristic of advisory
leaders?
a. They possess the ability to influence others through communication, knowledge, and personal
persuasion.
b. They are responsible for accomplishing specific business results rather than developing broad
organizational
capabilities.
c. They lack exceptionally high level of integrity and honesty.
d. They typically do not have the strong position power of the collaborative role.
27. Which of the following is an example of consideration behavior of
leaders?
a. Directing tasks and
planning
b. Providing explicit schedules for work activities
c. Seeking input from subordinates regarding important decisions
d. Getting people to work hard and ruling with an iron
hand
28. Which of the following is an example of initiating structure behavior
ofleaders?
a. Showing appreciation
b. Directing
tasks
c. Seeking input from subordinates
d. Listening carefully to problems
29. Leader support and are the two underlying dimensions of
employee-centered
leadership
behavior.
a.
goal emphasis
b. efficiency
achievement
c. interaction facilitation
d. work facilitation
30. Which of the following is an underlying dimension of job-centered leadership behavior?
a. Leader
support
b. Interaction
facilitation
c.
Conflict
minimization
d. Goal emphasis
31. According to the Leadership Grid, occurs when primary emphasis is given to people rather than
towak
ou1puts.
a. team
management
b. authority-compliance
management
c. middle-of-the-road
management
d. country club
management
32. Which of the following is an example of people-oriented leader
behavior?
a. Planning use of
resources
b. Setting performance
expectations
c. Evaluating
performance
d. Displaying trust
