The__________-of handling conflict in a team reflects both a high degree of
assertiveness and cooperativeness.
a. collaborating style
b. avoiding style
c. accommodating style
d. competing style
A person’s values cannot change throughout life as they are fairly well established by
early adulthood.
a. True
b. False
The _________, a leader frame of reference, views organizations as arenas of ongoing
conflict or tension over the allocation of scarce resources.
a. political frame
b. human resource frame
c. structural frame
d. symbolic frame
Leadership coaching involves:
a. judging followers’ performance
b. directing and controlling behavior.
c. telling followers what to do.
d. empowering followers to explore.
Spiritual leadership behaviors enable employees to have________that provides deeper
life meaning through work.
a. a high level of agreeableness
b. a competitive spirit
c. a sense of calling
d. social responsibility
Messages transmitted through actions, behavior, facial expressions, and tone of voice
are referred to as:
a. nonverbal communication.
b. leader-centered communication.
c. follower-centered communication.
d. redundant communication.
Which of the following is a difference between Fiedler’s contingency theory of
leadership and the path-goal theory of leadership?
a. The Fiedler theory discusses leader style, followers and situation, and the rewards to
meet followers’ needs, whereas the path-goal theory discusses leadership style and
group task performance.
b. The Fiedler theory made the assumption that new leaders could take over as
situations change, whereas in the path-goal theory, leaders change their behaviors to
match the situation.
c. The Fiedler theory enables leaders to diagnose both leadership style and
organizational situation, whereas the path-goal theory focuses on the characteristics of
followers as the most important element of the situation.
d. The Fiedler theory states that a leader can adopt the four leader styles of directing,
coaching, supporting, and entrusting, whereas the path-goal theory measures leadership
style with the least preferred coworker scale.
Which of the following is a difference between leader behavior toward out-group
members and in-group members?
a. Leaders assign interesting assigrunents to out-group subordinates, whereas leaders
assign primarily routine jobs to in-group subordinates and monitor their work closely.
b. Leaders usually impose their views on out-group subordinates, whereas leaders
sometimes defer to in-group subordinates’ opinions.
c. Leaders give specific directives for how to accomplish tasks and attain goals to
in-group subordinates whereas leaders trust out-group subordinates to use their own
approaches in solving problems.
d. Leaders listen to suggestions and ideas given by in-group subordinates, whereas little
interest is shown in comments and suggestions given by out-group subordinates.
Diane heads an event management company called Venus Inc. The company
encourages an innovative and creative approach to work. Diane plans to cocreate a
vision. Which of the following steps should she apply to implement her plan?
a. Diane should make a vision that can be the property of the leader.
b. Diane should create the final vision statement without several drafts.
c. Diane should target a vision for a desired future.
d. Diane should communicate the vision using a single channel.
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.
Erica, a team manager, was known for heading projects with diligence and
conscientiousness. However, she was insensitive and excessively ambitious. She did not
take feedback in a constructive manner. As a result, this prevented her from moving
forward in terms of her career since she had problems communicating with her team
members and motivating them. In the context of the given scenario, which of the
following phenomenon does Erica experience?
a. Communication apprehension
b. Fear-based motivation
c. Paradigm change
d. Deraihnent
The_________is a corporate culture characterized by a clear vision of an organization’s
goals and leaders focus on the achievement of specific targets such as sales growth,
profitability, or market share.
________,the second dimension of Herzberg’s two-factor theory, involves job
satisfaction and meeting higher-level needs.
___________is a technique for leading change that engages individuals, teams, or an
entire organization by reinforcing positive messages and focusing on learning from
success.
Values and practices considered as_________include integrity, humility, respect,
appreciation for the contributions of others, fair treatment, and personal reflection.
Leadership Era 4 is the era of the who has made the leap to giving up control in the
traditional sense.
integrates knowledge of the environment, vision, and mission with the company’s core
competence in such a way as to attain synergy and create value for customers.
One way to influence your leader is to _________.
Briefly describe how vision works in a number of important ways.
Adam, a project manager, is enthusiastic about utilizing every available opportunity at
his workplace. He ensures that his team’s projects adhere to the company’s high
standards. He remains cahn when things go wrong and provides resourceful solutions.
Which of the following qualities ofleaders does Adam display?
a. Social capital
b. Self-management
c. Self-awareness
d. Systems thinking