1. The _____ is a leadership network aimed at doing one’s assigned task more effectively.
a. strategic network
b. peer leadership network
c. personal network
d. operational network
2. Attempts at persuasion, including inspirational speaking and writing, begin with the:
a. use of technical jargon.
b. credibility of the message sender.
c. adaption of the message to the speaker’s interests.
d. use of vocalized pauses.
3. To persuade group members to accept their idea, it is recommended that leaders:
a. explain the benefits of their proposal.
b. move quickly into a crisis leadership mode.
c. use at least four characteristics of the power-oriented linguistic style at the same time.
d. use technical jargon extensively.
4. Anecdotes are particularly useful in persuading group members about the:
a. capabilities of the group leader.
b. company’s profit picture.
c. problems facing the company in the future.
d. importance of organizational values.
5. Front-loading communication messages involves:
a. placing key ideas at the beginning of a conversation.
b. sprinkling business talk with jargon.
c. appealing to the self-interest of people.
d. emphasizing indirect talk rather than direct talk.
6. A person’s linguistic style:
a. directly reflects the company’s culture.
b. determines that person’s reading comprehension.
c. is his or her characteristic speaking pattern.
d. is closely related to his or her leadership style.
7. Sprinkling business talk with jargon can be useful in:
a. making the speaker appear highly original.
b. adding to a person’s popularity.
c. inspiring workers to a higher purpose.
d. avoiding stereotyped thinking.
8. Which one of the following is the farthest removed from a power-oriented linguistic style?
a. Emphasizing indirect talk
b. Apologizing infrequently
c. Downplaying uncertainty
d. Setting the agenda for a conversation
9. A communication strategy that can make people appear powerful is:
a. being short in verbal presentations.
b. boldly attacking people.
c. emphasizing self-deprecation.
d. knowing exactly what they want.
10. A basic principle of persuasion is:
a. it takes one to know one.
b. first things first.
c. people like those who like them.
d. people listen to avoid punishment.
11. Which one of the following is the farthest removed from the six basic principles of persuasion?
a. People like those who like them.
b. People want what they can have most of.
c. People defer to experts.
d. People repay in kind.
12. Department head Matt wants the department members to be convinced of the merits of a new procedure. He gets a
well-liked worker to speak in favor of the new procedure. Matt is using the persuasion principle known as:
a. reciprocity.
b. consistency.
c. scarcity.
d. social proof.
13. When communicating with people from different cultures, it is important to:
a. focus on cultural stereotypes.
b. spend time interpreting their accent and personal appearance.
c. be sensitive to differences in nonverbal communication.
d. generalize the appearance of people belonging to a particular group.
14. In terms of leadership and management, listening is:
a. much less important than talking.
b. a way of weakening the leader or manager’s position.
c. a useful luxury.
d. an opportunity for dialogue and conversation.
15. A major listening problem many leaders face is that they:
a. are overloaded with responsibilities.
b. feel listening is a sign of weakness.
c. never ask questions to clarify issues.
d. are convinced that listening is for wimps.
16. Materials handling manager Mary Ann wants to make the rounds. Therefore, she:
a. casually drops by the cubicles of her direct reports to chat.
b. drops in on higher-ranking managers to discuss strategy.
c. sends an intranet survey to direct reports asking for their input on problems.
d. makes an informal inspection of other departments.
17. Team leader Steve wants to personally observe the problems and developments within his team. Which of the
following techniques is most likely to suit his purpose?
a. Using a power-oriented linguistic style
b. Management by storytelling
c. Making the rounds
d. Selective listening
18. In cross-cultural relations, an attitude of highest respect is to communicate the belief that another person’s culture is:
a. of considerable value, but still not as good as yours.
b. different from but not inferior to yours.
c. good enough to be exported to your country.
d. in the top 10 percent of world cultures.
19. Which of the following communication approaches is the most likely to be helpful in overcoming cross-cultural
communication barriers?
a. Judging others by the quality of their communication
b. Speaking slowly and clearly to people
c. Speaking English because it is a universal language
d. Sticking with the etiquette of your country
20. Which of the following suggestions is least likely to improve cross-cultural communication?
a. Do not be diverted by style, accent, grammar, or appearance.
b. Be sensitive to differences in cross-cultural communication.
c. Emphasize racial or ethnic identification to give people full credit.
d. Observe cross-cultural differences in etiquette.
21. A key barrier to cross-cultural communication is to confuse the identity of people because they:
a. have similar personality characteristics.
b. are members of the same race or ethnic group.
c. have a distinguishing feature such as eye color.
d. have similar economic values.
22. A symptom of conflict with extremely negative consequences is when an organization:
a. has departments competing for dominance behind the scenes.
b. engages in the collaborative style of conflict management.
c. focuses its energy in struggling with the competition.
d. uses mediators to help settle disputes.
23. A useful variation of the collaborative style of conflict management is to:
a. ignore criticism.
b. give the other side whatever he or she wants.
c. agree with the person criticizing you.
d. cut way back on your initial demand or offer.
24. When attempting to resolve conflict between two group members, leaders are advised to:
a. use a win-lose approach.
b. use confrontation and problem solving.
c. modify the organization’s structure.
d. work with each side alone to reach a solution.
25. The purpose of collaboration is to:
a. maximize the gain for one party at the expense of the other.
b. find a good compromise solution to the dispute.
c. combine several approaches to conflict resolution.
d. search for win-win solutions to conflicts.
26. The approaches to negotiation that emphasize collaboration focus on:
a. beginning with a plausible offer.
b. positions, rather than interests.
c. avoidance and unassertiveness.
d. win-lose power struggles.
27. The true object of negotiation is to:
a. first make a lower offer than you are willing to pay.
b. make a higher demand than you are willing to accept.
c. satisfy the underlying interests of both sides.
d. focus on positions, rather than interests.
28. A stereotype of the difference in negotiation style between Americans and negotiators from other countries is that
Americans are more likely to:
a. make major concessions to the other side.
b. be indirect and evasive about their true position.
c. slowly build relationships.
d. move quickly toward a resolution of the problem.
29. The _____ style of conflict management is halfway between domination and appeasement.
a. avoidant
b. sharing
c. collaborative
d. accommodative
30. The avoidant style is a form of negotiation in which _____.
a. the negotiator completely avoids eye contact with both parties
b. the negotiator avoids one party in favor of the other
c. the negotiator is indifferent to the concerns of either party
d. the negotiator avoids speaking as a way to facilitate communication between the parties
31. Effective communication is a major tool the leader can use to inspire organizational members to take responsibility for
creating a better future.
a. True
b. False
32. A useful contributor to inspirational communication is to sprinkle a conversation with emotion-provoking words.
a. True
b. False