True / False
1. Understanding people’s personalities is important because personality affects behavior as well as perceptions and
attitudes.
a.
True
b.
False
2. Personality is developed solely based on genetics.
a.
True
b.
False
False
Personality is developed based on genetics and environmental factors.
Easy
MGMT.LUSS.16.02-01 – LO: 02–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptutal
BLOOMS: Knowledge
3. Research has confirmed that there is a limited number of confirmed and agreed upon traits this leaders have.
a.
True
b.
False
False
There is no agreed-upon list of traits leaders need to be successful.
Easy
p. 35
MGMT.LUSS.16.02-01 – LO: 02–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
Conceptual
BLOOMS: Knowledge
True
Easy
p. 34
MGMT.LUSS.16.02-01 – LO: 02–01
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
4. Researchers agree on the personality traits that effective leaders should have.
a.
True
b.
False
5. In a study of two groups of executives, one successful and one whose careers were derailed, the reason for the latter’s
failure was poor human relations.
a.
True
b.
False
True
Easy
p. 35
MGMT.LUSS.16.02-01 – LO: 02–01
Conceptual
6. The Big Five Model of Personality categorizes traits into the dimensions of insurgency, adjustment, disagreeableness,
conscientiousness, and openness to experience.
a.
True
b.
False
False
Easy
p. 36
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
False
p. 36
MGMT.LUSS.16.02-01 – LO: 02–01
Conceptual
7. The Big Five Model of Personality is the most widely accepted way to classify personalities.
a.
True
b.
False
8. The adjustment personality dimension includes traits related to emotional stability.
a.
True
b.
False
True
Easy
p. 37
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
9. Personality profiles are used to categorize people as a means of predicting job success.
a.
True
b.
False
True
Easy
p. 34
MGMT.LUSS.16.02-01 – LO: 02–01
Conceptual
10. Effective leaders are high on all of the factors in the Big Five Model of Personality.
a.
True
True
Moderate
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
b.
False
11. High energy is best categorized as the conscientiousness dimension of the Big Five.
a.
True
b.
False
False
Moderate
p. 36
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
12. Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
a.
True
b.
False
True
Easy
p. 38
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
13. Intelligence is the best predictor of job performance.
False
Moderate
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
a.
True
b.
False
14. The Dominance trait affects all other traits related to effective leaders.
a.
True
b.
False
True
Easy
p. 36
MGMT.LUSS.16.02-03 – LO: 02–03
Conceptual
15. The majority of CEOs, but not all CEOs are extroverts.
a.
True
b.
False
True
Easy
p. 33
MGMT.LUSS.16.02-01 – LO: 02–01
Conceptual
16. Emotional intelligence is a personality dimension related to surgency.
a.
True
b.
False
False
True
Moderate
p. 38–39
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
17. The four components of emotional intelligence are self-awareness, self-efficacy, social awareness, and self-
management.
a.
True
b.
False
False
Easy
p. 37
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
18. Self-awareness relates to being conscious of your emotions and how they affect your personal and professional life.
a.
True
b.
False
True
Easy
p. 37
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
19. If a person does not want to be a leader, chances are that he or she will not be an effective manager.
a.
True
b.
False
Easy
p. 37
MGMT.LUSS.16.02-02 – LO: 02–02
Conceptual
20. Dominance is one of the three major traits of the surgency Big Five.
a.
True
b.
False
True
Easy
p. 36
MGMT.LUSS.16.02-03 – LO: 02–03
Conceptual
21. Achievement Motivation Theory attempts to explain and predict behavior and performance based on one’s need for
power, affiliation, and recognition.
a.
True
b.
False
False
Easy
p. 41
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
22. David McClelland said that needs are based on personality and are developed as we interact with the environment.
a.
True
b.
False
True
Easy
p. 34
MGMT.LUSS.16.02-03 – LO: 02–03
Conceptual
23. People with strong n Ach want to take responsibility for solving problems and are high risk-takers.
a.
True
b.
False
False
Moderate
p. 41
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
24. People with strong n Pow tend to seek entrepreneurial type positions and are attuned to power and politics.
a.
True
b.
False
False
Moderate
p. 41
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
25. People with a high n Aff also tend to have a high n Pow.
True
Moderate
p. 41
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
a.
True
b.
False
26. The Leader Motive Profile (LMP) includes a high need for achievement, a moderate need for affiliation, and a
moderate need for power, which is socialized.
a.
True
b.
False
False
Moderate
p. 43
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
27. Leaders need a high n Pow to influence followers, peers, and higher level managers.
a.
True
b.
False
True
Moderate
p. 43
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
False
Moderate
p. 41
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
28. Without power, there is no leadership.
a.
True
b.
False
29. McClelland identified power as either good or bad.
a.
True
b.
False
False
Moderate
p. 43
Conceptual
30. Effective leaders use personalized power.
a.
True
b.
False
False
Moderate
p. 43
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
True
Easy
p. 43
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
31. Effective leaders have a higher need for affiliation than power.
a.
True
b.
False
False
Moderate
p. 43
MGMT.LUSS.16.02-04 – LO: 02–04
Conceptual
32. People with Theory X attitudes hold that employees like to work and do not need to be closely supervised in order to
do their work.
a.
True
b.
False
False
Moderate
p. 47
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
33. Managers with Theory X attitudes tend to display more coercive, autocratic leadership styles using internal motivation
and rewards.
a.
True
b.
False
False
Moderate
p. 47
MGMT.LUSS.16.02-05 – LO: 02–05
34. The Pygmalion effect proposes that leaders’ attitudes and expectations of followers, and their treatment of them,
explain and predict followers’ behavior and performance.
a.
True
b.
False
True
Easy
p. 47
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
35. Self-efficacy is the belief in your own capability to perform in a specific situation.
a.
True
b.
False
True
Easy
p. 48
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
36. You can be an effective leader, or follower, even if you don’t have a positive self-concept.
a.
True
b.
False
False
Moderate
p. 48
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
37. A good way to develop a positive self-concept is by observing and copying others’ attitudes.
a.
True
b.
False
False
Moderate
p. 48–49
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
38. An effective leader tends to have Theory X attitudes with a positive self-concept.
a.
True
b.
False
Moderate
p. 49
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
39. A leader with a negative self-concept and a theory Y attitude tends to blame others when things go wrong.
a.
True
b.
False
False
Moderate
p. 49
Conceptual
40. Ethics are the standards of right and wrong that influence behavior.
a.
True
b.
False
True
Easy
p. 51
MGMT.LUSS.16.02-06 – LO: 02–06
Conceptual
41. The Sarbanes-Oxley Act of 2002 ensures that those who act unethically will be prosecuted.
a.
True
b.
False
False
prosecution.
Moderate
p. 51
MGMT.LUSS.16.02-06 – LO: 02–06
Conceptual
42. Our ethical behavior is related to our individual needs and personality traits.
a.
True
b.
False
True
Moderate
MGMT.LUSS.16.02-05 – LO: 02–05
Conceptual
43. Personality alone is a good predictor of unethical behavior.
a.
True
b.
False
False
Moderate
p. 52
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
44. People with an external locus of control, rather than an internal locus of control, are more likely to use unethical
behavior.
a.
True
b.
False
True
Moderate
p. 52
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
45. Moral development refers to refers to one’s level of moral development which consist of three levels –
preconventional, coventional and postconventional..
a.
True
b.
False
True
p. 52
MGMT.LUSS.16.02-07 – LO: 02–07
46. At the preconventional level of moral development, living up to expectations of acceptable behavior defined by others
motivates behavior to fulfill duties and obligations.
a.
True
b.
False
False
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
47. The common leadership style at the preconventional level of moral development is autocratic toward others.
a.
True
b.
False
True
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
48. At the conventional level of moral development, self-interest motivates behavior.
a.
True
b.
False
False
Easy
p. 52
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
49. The common leadership style at the conventional level of moral development tends to be visionary.
a.
True
b.
False
False
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
50. At the postconventional level of moral development, it is common for lower-level managers to use a leadership style
similar to those of higher-level managers.
a.
True
b.
False
False
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
51. When people use unethical behavior, it is often due to some type of character flaw.
a.
True
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
b.
False
52. “I was only following orders; my boss told me to inflate the figures” is an example of displacement of responsibility.
a.
True
b.
False
True
Easy
p. 55
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
53. Distortion of consequences is the process of using “cosmetic” words to make the behavior sound acceptable.
a.
True
b.
False
False
Moderate
p. 53
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
54. Under the stakeholder approach to ethics, one creates a win-win situation for relevant parties affected by the decision.
False
Moderate
MGMT.LUSS.16.02-07 – LO: 02–07
Conceptual
a.
True
b.
False
55. To determine if your decision is ethical, you can ask yourself, “Are all stakeholders happy?”
a.
True
b.
False
False
The question to ask is: “Am I proud to tell relevant stakeholders my decision?”
Easy
p. 57
MGMT.LUSS.16.02-08 – LO: 02–08
United States – BUSPROG: Ethics
AACSB: Ethics – Ethical and Legal understanding and resoning abilities
Conceptual
BLOOMS: Knowledge
Multiple Choice
56. Which of the following statements regarding personality is NOT true?
a.
Personality is developed based on genetics and environmental factors.
b.
Personality involves distinguishing personal characteristics.
c.
Personality affects behavior as well as perceptions and attitudes.
d.
Personality predicts behavior and job performance.
Moderate
p. 34
MGMT.LUSS.16.02-01 – LO: 02–01
United States – IL – DISC: Individual Dynamics – Individual dynamics in organizations
AACSB: Analytic – Analytic skills
Conceptual
True
Easy
p. 57
MGMT.LUSS.16.02-08 – LO: 02–08
United States – BUSPROG: Ethics
AACSB: Ethics – Ethical and Legal understanding and resoning abilities
Conceptual
BLOOMS: Knowledge
57. Which of the following is NOT a major reason for executive derailment?
a.
b.
c.
d.
Moderate
p. 35
MGMT.LUSS.16.02-01 – LO: 02–01
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: Comprehension
58. Which of the following is NOT a Big Five personality dimension?
a.
Surgency.
b.
Agreeableness.
c.
Adjustment.
d.
Attractiveness.
Easy
p. 36
MGMT.LUSS.16.02-02 – LO: 02–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
59. One of your employees, Quanita, is loyal, highly commited and tends to get the job done. She is likely high on the
____ trait of the conscientiousness dimension?
a.
extraversion
b.
dependability
c.
flexibility
d.
emotional stability
Moderate
p. 38
MGMT.LUSS.16.02-02 – LO: 02–02
BLOOMS: Knowledge