33. Viewing the leader realistically includes:
a. asking questions about the leader’s
experiences.
b. using mindful initiatives.
c. giving up idealized expectations.
d. plying the leader for company
stories.
34. If a leader’s actions and decisions contradict the best interests of an organization, effective
followers:
a. take a
stand.
b. follow the
leader.
c. sacrifice their personal
integrity.
d. follow passively.
35. A
follower
can provide strength to the leader
by:
a.
sacrificing
their personal integrity to maintain
harmony.
b.
accepting
the leader’s ideas
without assessing
or
evaluating them.
c.
contributing
to areas that
complement
the leader’s
position.
d.
submissively
following
orders.
36.
Followers
want their leaders to
be:
a.
manipulative
b.
authoritative
c. pass1ve
d.
competent
37. A leader can be a better leader
when:
a. they take entire credit for
accomplishments.
b. followers are submissive and
passive.
c. followers compliment the leader and thank him or her for
behavior.
d. followers idealize
them.
38. Leadership coaching involves:
a. judging followers’
performance
b. directing and controlling behavior.
c. telling followers what to
do.
d. empowering followers to
explore.
39. Which of the following is a traditional management role?
a. Helping followers understand and
learn
b. Removing obstacles to
growth
c. Telling followers what to
do
d. Empowering followers to
explore
40. Which of the following is a way that leaders can provide feedback that benefits
followers?
a. Making feedback
timely
b. Using elements of organizational objectives
c. Focusing on the person, not
performance
d. Making feedback
general
41. Effective feedback
describes:
a. past results and
performance.
b. the nature of the leader-follower
relationship.
c. the precise behavior and its
consequences.
d. the skills required for a specific
task.
42. Effective
feedback:
a. is general in
nature.
b. looks toward the
future.
c. describes the mistakes of the
past.
d. focuses on
fault-fmding.
43. Sometimes organizational or personal changes create a situation in which a follower must withdraw from a
particular
leader-follower relationship. This requires the follower to
have:
a. the courage to
leave.
b. the will to participate in
transformation.
c. the ability to face the
challenge.
d. the willingness to assume responsibility.
44. Clarity of direction involves:
a. telling followers what to do, directing and controlling their behavior, and judging their
performance.
b. distinctly communicating where the group or organization is going and
why.
c. directing or facilitating a follower with the aim of improving specific
skills.
d. evaluating and communicating a followers
performance.
45. The benefits
followers
receive from
leadership coaching include:
a. gaining a new
perspective.
b. doing only what is
told.
c. avoiding
conflict.
d. utilizing uncritical thinking skills.
46. refers to failing to consider
possibilities
beyond what one is told and
accepting
a leader’s
ideas
without
thinking.
47. In the context of the four
followership
styles, a
participates
willingly but without
considering the
consequences
of what he or she is being asked to
do-even
at the risk of
contributing
to a
harmful endeavor.
48. A(n)
individual participates
fully in an
organization,
engages in behavior that is beyond the limits of
the
job,
demonstrates
a sense of
ownership,
and initiates problem solving and decision
making.
49. In the context of styles
offollowership,
a(n) is both a critical, independent
thinker
and active in an
organizat
50. One way to influence your leader is to .
51. Being a resource for the leader, building a relationship, helping the leader to be a good leader, and viewing the
leader
realistically are .
52. A subordinate with useful , a personal source of upward influence, is of real benefit to a leader, and his or
her
departure would be a
loss.
53. , a way to influence up, refers to the direct appeal to
leaders
for desired
outcomes.
54. involves using evaluation and communication to help individuals and the organization learn
and improve.
55. should not be used simply to criticize a person or to point out faults. The focus should always be on how
the
follower can improve.
56. Describe critical thinking and uncritical thinking according to Kelley’s theory
offollowership.
57. Briefly describe an alienated
follower.
58. Why is it
important
for a
follower
to view the leader
realistically?
59. Briefly discuss the demands on effective
followers.
60. What is leadership
coaching?
61. Describe the qualities and behaviors that contribute to productive and rewarding leader-follower
relationships.
62. Describe the principles of effective
followership.
63. How can leaders optimize the use of feedback and minimize the conflict and fear that often
accompanies
it?