Mission statements tend to grow and change in the face of changing technologies,
economic conditions, or other environmental shifts.
a. True
b. False
Which of the following is an example of stereotyping?
a. Fiona assumes that a subordinate is a proficient employee as he or she has good
people skills.
b. Fiona assumes that an elderly employee will not be able to adapt to modern
technology.
c. Fiona believes that her subordinates can work on weekends as she generally works on
weekends.
d. Fiona judges that her subordinate performed poorly due to lack of concentration and
incompetence.
The result of a dialogue is marked by:
a. opposition by individuals who advocate their positions and convince others.
b. group unity, share meaning, and transform mindsets.
c. talking more than listening.
d. “beating down” opponents.
Effective followers:
a. are passive and uncritical by nature.
b. presume that a leader will provide them with security, permission to act, or personal
growth.
c. initiate opportunities through which they can achieve personal fulfillment.
d. try to avoid risk or conflict.
Routine messages typically concern issues:
a. of change, conflict, or complexity.
b. 1hat are characterized by time pressure and surprise.
c. that people already understand and agree on.
d. that have great potential for misunderstanding.
The final stage of appreciative inquiry is creating a design by translating the ideas
identified in the previous stages into concrete action steps.
a. True
b. False
Axis Inc.’s mission statement is “Excellence through people.” This is an example of a
symbol.
a. True
b. False
People are constantly valuing things, people, or ideas as good or bad, pleasant or
unpleasant, ethical or unethical, and so forth, whether they recognize it or not.
a. True
b. False
Many people have never tried to be a leader because:
a. they do not have leadership skills.
b. they lack the personality traits necessary for leadership.
c. they have no understanding of what leaders actually do.
d. leadership requires executive coaching.
_________refers to the effect a person’s actions have on the attitudes, values, beliefs, or
actions of others.
a. Commitment
b. Influence
c. Compliance
d. Resistance
Stage two in the development of the individualized leadership theory explored the in
more detail.
a. vertical dyad linkage model
b. partnership building
c. leader-member exchange
d. entrepreneurship model
Elec1mnicmelhods communicator
a. can increase the potential for communication errors.
b. support the emotional well-being of employees.
c. have slowed down the communication process.
d. have increased instances of’ human moments.
Helen, the operations head of an organization, received a complaint stating that one of
the managers was regularly harassing his subordinates. Instead of taking action, she
neglected the issue as she had high regard for the manager. She was sure that the
allegations against the manager were not true. In the given scenario, the assumption
made by Helen is an example of .
a. projection
b. the halo effect
c. perceptual defense
d. stereotyping
According to the acquired needs theory, the need for power refers to the desire to:
a. accomplish something difficult and attain a high standard for success.
b. form close personal relationships and avoid conflict.
c. influence or control others and have authority over others.
d. master complex tasks and surpass others.
According to the eight-stage model of planned organizational change, .
a. a single leader can implement a major change alone
b. a leader can communicate the urgency for change by providing people with required
facts and figures
c. short-term accomplishments hold trivial importance while considering a major
change project
d. unless people see positive results of their efforts, motivation can wane during a major
change project
According to the model of spiritual leadership, spiritual leaders start by:
a. creating a vision through which participants experience a sense of calling.
b. establishing a corporate culture based on altruistic love to experience a sense of
membership.
c. engaging hope and faith to achieve desired organizational outcomes.
d. improving organizational commitment and productivity.
_________is the belief that one’s own culture and subculture are inherently superior to
other cultures.
The , a type ofleadership role, is the closest to a traditional, vertically oriented
management role, where an executive has direct control over people and resources to
accomplish results.
Briefly describe culture strength.
In the__________stage of team development, orientation and getting acquainted takes
place.
Briefly explain the concept of servant leadership as described by Robert Greenleaf.
Describe the Pike Syndrome. How does this pertain to leadership?
is a state of paying attention to new information and a readiness to create new mental
categories in the face of evolving information and shifting circumstances.
_______ 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.
According to Fiedler’s contingency model of leadership, is the extent to which the
leader has formal authority over subordinates.
refers to how a person perceives, processes, interprets, and uses information.