108. Describe how attitudes are used to develop four leadership styles.
109. Compare the three levels of moral development.
110. Explain the stakeholder approach to ethics.
111. What are the Big Five dimensions of traits?
112. What is the primary use of personality profiles?
113. What are some of the traits that describe the high-energy trait?
114. Is locus of control important to leaders? Why?
115. What does intelligence have to do with leadership?
116. Does sensitivity to others mean that the leader does what the followers want to do?
117. Does McClelland believe that power is good or bad? Why?
118. Should a leader have a dominant need for achievement to be successful? Why or why not?
119. How do attitudes develop leadership styles?
120. Which personality traits are more closely related to ethical and unethical behavior?
121. Do people change their level of moral development based on the situation?
122. Why do people justify their unethical behavior?
p. 54
MGMT.LUSS.16.R.2.12 – Review Question 2–12
United States – BUSPROG: Ethics
organizations and society
Conceptual
BLOOMS: Comprehension
123. Describe the components of emotional intelligence.
Moderate
p. 37
MGMT.LUSS.16.02-02 – LO: 02–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
Conceptual
BLOOMS: Comprehension
124. A follower is yelling about a problem, the leader is calmly explaining how to solve it. The leader’s behavior is
characteristic of which of the Big Five personality dimensions?
Support your answer.
a.
surgency
b.
agreeableness
c.
adjustment
d.
conscientiousness
e.
openness to experience
BLOOMS: Comprehension
125. A leader is letting a follower do the job his or her own way to avoid a conflict. The leader’s behavior is characteristic
of which of the Big Five personality dimensions?
Support your answer.
a.
surgency
b.
agreeableness
c.
adjustment
d.
conscientiousness
e.
openness to experience
Moderate
p. 37
MGMT.LUSS.16.CA.2.1 – Concept Application 2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Application
BLOOMS: Application
126. A leader is brainstorming ideas with followers on new products. The leader’s behavior is characteristic of which of
the Big Five personality dimensions?
Support your answer.
a.
surgency
b.
agreeableness
c.
adjustment
d.
conscientiousness
e.
openness to experience
Moderate
p. 38 – 39
MGMT.LUSS.16.CA.2.1 – Concept Application 2-1
Moderate
p. 37 – 38
MGMT.LUSS.16.CA.2.1 – Concept Application 2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Communication – Communication Abilities
Application
BLOOMS: Application
127. A leader is giving excuses as to why performance is low and that nothing can be done to improve. This behavior is
characteristic of which personality trait?
Support your answer.
a.
dominance
d.
internal locus of control
g.
b.
high energy
e.
stability
h.
c.
self-confidence
f.
integrity
i.
Moderate
p. 39
MGMT.LUSS.16.CA.2.2 – Concept Application 2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
Application
BLOOMS: Application
128. A leader is acting very nervous while giving a follower a new task. This behavior is characteristic of which
personality trait?
Support your answer.
a.
dominance
d.
internal locus of control
g.
b.
high energy
e.
stability
h.
c.
self-confidence
f.
integrity
i.
Moderate
p. 38
MGMT.LUSS.16.CA.2.2 – Concept Application 2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Communication – Communication Abilities
Application
BLOOMS: Application
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
Application
BLOOMS: Application
129. A leader is fixing a broken machine. This behavior is characteristic of which personality trait?
Support your answer.
a.
dominance
d.
internal locus of control
g.
b.
high energy
e.
stability
h.
c.
self-confidence
f.
integrity
i.
130. A leader is telling his boss that he is right on schedule to finish the job, planning to catch up before the boss finds
out. This behavior is characteristic of which personality trait?
Support your answer.
a.
dominance
d.
internal locus of control
g.
b.
high energy
e.
stability
h.
c.
self-confidence
f.
integrity
i.
Moderate
p. 38
MGMT.LUSS.16.CA.2.2 – Concept Application 2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Communication – Communication Abilities
Application
BLOOMS: Application
131. A management major is studying hard for many hours to maintain their A average.
Identify the behavior by it’s need and indicate if it is a strong or weak need. Also state how the behavior meets the need
and predict the performance.
a.
achievement
b.
power
c.
affiliation
a, achievement
Moderate
p. 39 – 40
MGMT.LUSS.16.CA.2.2 – Concept Application 2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Application
BLOOMS: Application
132. A person is refusing to be the chair of a committee.
Identify the behavior by it’s need and indicate if it is a strong or weak need. Also state how the behavior meets the need
and predict the performance.
a.
achievement
b.
power
c.
affiliation
Moderate
p. 41
Application
133. A person is going to talk to a coworker they have a conflict with.
Identify the behavior by it’s need and indicate if it is a strong or weak need. Also state how the behavior meets the need
and predict the performance.
a.
achievement
b.
power
c.
affiliation
Moderate
p. 41
Application
134. Select a present or past manager, and describe his or her personality profile using each of the Big Five dimensions.
After rating each dimension as strong, moderate, or weak, give an example of traits and typical behavior of the manager
for each dimension. Which dimensions are strongest and weakest?
135. Select a present or past manager, and state whether he or she has any of the six traits of derailment. Give specific
examples of weaknesses.
136. Select a present or past manager. For that person, decide which of the following traits is or was strongest and
weakest: dominance, high energy, self-confidence, internal locus of control, and stability. Explain your answers.
137. Select a present or past manager. For that person, decide which of the following traits is or was strongest and
weakest: integrity, intelligence, flexibility, and sensitivity to others. Explain your answers.
138. Explain how your need for achievement, power, and/or affiliation has affected your behavior and performance, or
that of someone you work with or have worked with. Give an example of the behavior and performance, and list your
predicted motive need.
139. Make an intelligent guess about your present or past manager’s motive profile. Is it an LMP? Explain.
140. Give an example of when a person (parent, friend, teacher, coach, manager) really expected you either to perform
well or to fail, and treated you like you would, which resulted in your success or failure.
141. Recall a present or past manager. Using Exhibit 2.4, which combinations of attitudes best describe your manager’s
leadership style? Give examples of the manager’s behavior that illustrates his or her attitudes.
142. Give an organizational example of behavior at each of the three levels of moral development.
143. Give at least two organizational examples of unethical behavior and the process of justification.
144. Would you predict that a person with a strong agreeableness personality dimension would be a successful computer
programmer? Why or why not?
145. McGregor published Theory X and Theory Y over 30 years ago. Do we still have Theory X managers? Why?
146. In text examples related to the Pygmalion effect, Lou Holtz calls for setting a higher standard. Have the standards in
school, society, and work increased or decreased over the last five years?
p. 47– 49
147. Do you believe that if you use ethical behavior it will pay off in the long run?
p. 51 – 52
148. Can ethics be taught and learned?
p. 50 – 57
149. Which justification do you think is used most often?
150. As related to the simple guide to ethical behavior, how do you want to be led?
Students’ answers will vary.
MGMT.LUSS.16.CT.2.7 – Critical-Thinking Question 2-7
United States – BUSPROG: Ethics
BLOOMS: Evaluation
151. While in college, a student regularly cheats on exams and homework and often turns in papers as their own work
which were actually completed by someone else. Who is harmed and who benefits from these unethical behaviors?
Answers will vary.
MGMT.LUSS.16.DLS.2.3 – Developing Your Leadership Skills 2-3
United States – BUSPROG: Ethics
Skill Development
BLOOMS: Synthesis
152. A coworker often lies to others to get what they want or stay out of trouble. The same coworker sometimes calls in
sick to get a day off, even when they are not sick. This same employee is often socializing or doing personal business
during work hours and gets paid for it. Who is harmed and who benefits by these unethical behaviors?
Students’ answers will vary.
MGMT.LUSS.16.CT.2.6 – Critical-Thinking Question 2-6
United States – BUSPROG: Ethics
BLOOMS: Evaluation
153. You have observed unethical behavior happening in your place of employment. What would be your reasons for not
reporting the behavior? If you do ‘blow the whistle’, why did you choose to report the behavior? What do you think the
outcome will be if you report the behavior?
154. As a manager, it is your responsibility to uphold ethical behavior. If you know employees are using unethical
behaviors, will you take action to enforce compliance with ethical standards? What could happen if you choose not to
take action?