The right hemisphere of the brain is associated with:
a. analytical thinking.
b. a linear approach to problem solving.
c. intuitive thought processes.
d. routine processes.
People who play a task-specialist role often:
a. praise and encourage others to draw forth their contributions.
b. reconcile group conflicts.
c. stimulate the team into action when interest drops.
d. shift own opinions to maintain team harmony.
Which of the following is one of the political tactics for asserting leader influence?
a. Narrowing networks
b. Not asking for what you want
c. Seeking arbitration
d. Using rational persuasion
According to Fiedler’s contingency model of leadership, which of the following
indicates a high degree of task structure?
a. Ill-defmed tasks
b. Routine tasks
c. Creative tasks
d. Research tasks
A follower can be a resource for the leader by:
a. informing the leader about their own ideas.
b. staying aloof from the vision of their organization.
c. refusing to acknowledging the leader for his or her contributions.
d. maintaining a distance from the leader.
In the context of mechanisms used by leaders to enact cultural values, a story is an
object, act, or event that conveys meaning to others.
a. True
b. False
The third phase of research in the development of the individualized leadership theory:
a. evaluated characteristics of the leader-member exchange relationship by exploring
communication frequency and value agreement.
b. focused on whether leaders could develop positive relationships with a large number
of followers.
c. argues for the importance of the dyad formed by a leader with each member of the
group.
d. included the awareness of a relationship between a leader and each individual rather
than between a leader and a group of followers.
To implement a strategy, leaders make sure they provide followers with line of sight to
the organization’s strategic objectives.
a. True
b. False
A_______________is a team member who attains benefits from team membership but
does not actively participate in and contribute to the team’s work.
a. free rider
b. team leader
c. team player
d. group member
According to Hemnann’s whole brain concept, people who rely heavily on quadrant-B
thinking:
a. are curious and enjoy experimentation and playfulness.
b. are typically emotional and expressive, outgoing, and supportive of others.
c. like to establish plans and procedures and get things done on time.
d. focus on tasks and activities and like to deal with concrete facts.
In terms of the common dysfunctions of team, inattention to results leads members to:
a. hide conflicting opinions.
b. put personal ambition ahead of collective results.
c. engage in finger-pointing when things go wrong.
d. hide mistakes, share concerns, or express ideas.
Members on small teams have more disagreements and tend to form subgroups.
a. True
b. False
If widespread consensus exists among employees of an organization about the
importance of specific values and ways of doing things, the culture is said to be:
a. autocratic.
b. prejudiced.
c. fragmented.
d. strong.
Which of the following statements is a criticism of Fiedler’s contingency theory?
a. The use of the least preferred coworker score as a measure of relationship- or
task-oriented behavior is complicated.
b. The empirical support for the model is weak because it is based on
correlationalresults that fail to achieve statistical significance in the majority of cases.
c. It does not go beyond the notion of leadership styles to try to show how styles fit a
situation.
d. It fails to consider high least preferred coworker score leaders, who some studies
indicate are more effective than medium least preferred coworker score leaders in all
situations.
A change that both produces a high strategic impact and is easy to execute would be:
a. a particular choice that has a slow strategic impact in the initial stage.
b. an actual behavior within the organization that reflects the desired direction.
c. an execution of a strategy which is the easiest part of strategic management.
d. a leader’s first choice for putting strategy into action.
In the political frame of leader reference, leaders perceive an organization as a system
of shared meaning and values.
a. True
b. False