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Stewardship leaders guide the organization without dominating it and facilitate
followers without controlling them.
a. True
b. False
The key elements of the communication process include encoding, transmitting the
message through a channel, and decoding.
a. True
b. False
________ is the generation of ideas that are both novel and useful for improving
efficiency or effectiveness of an organization.
a. Investigation
b. Analysis
c. Experimentation
d. Creativity
Which of the following is an example of activities that have a low strategic impact but
which are relatively easy to
execute?
a. Mergers and acquisitions of business
b. Difficult changes with little or no potential for payoff
c. Major changes with potential for payoff
d. Incremental improvements in products
One of the characteristics of leaders who can accomplish successful change projects is
that:
a. they recognize and learn from their own mistakes.
b. they engage themselves in philanthropic activities.
c. they maintain the status quo.
d. they advocate workplace spirituality programs.
The first stage of team development is called norming.
a. True
b. False
Women leaders tend to be competitive and prefer vertical hierarchies.
a. True
b. False
Job enrichment is a program that links at least a portion of employees' pay on the
amount of skills they possess.
a. True
b. False
There is an increased potential for conflict among members of virtual teams because of
the greater chances for miscommunication and misunderstandings.
a. True
b. False
An organization concerned with serving specific customers in the external envirornnent
along with the need for flexibility and rapid change is suited to the achievement
corporate culture.
a. True
b. False
Immediate praise for an employee who arrives on time increases the likelihood of
punctuality. This is an example of:
a. extinction.
b. punishment.
c. positive reinforcement.
d. expectancy.
Scott Thompson resigned as the CEO of Yahoo after only four months on the job
because reports revealed he had inaccurately claimed on his resume that he had a
degree in computer science. This is an example of:
a. arrogance.
b. unethical behavior.
c. servant leadership.
d. stewardship.
Attributions are important because they help people decide how to handle a situation.
a. True
b. False
Research indicates that most people feel a sense of obligation to give something back in
return for favors others do for them. In the context of the principles for asserting leader
influence, which of the following principles should a leader employ to exploit the given
research fmding?
a. Asking for what you want
b. Relying on the rule of reciprocity
c. Asserting formal authority
d. Developing allies
An effective leader lets his or her vision of a better future pull reality toward it by:
a. lowering the vision.
b. opening the gap between the vision and the reality.
c. reorganizing current activities to work toward the vision.
d. accepting standard ways of doing things.
Leaders are responsible for communicating facts, statistics, and decisions.
a. True
b. False
A__________is a rigid, exaggerated, irrational, and typically negative belief or image
associated with a particular group of people.
_________occurs when organizational parts interact to produce a joint effect that is
greater than the sum of the parts acting alone.
A(n)_____ leader possesses humility, maintains concern for the greater good, fulfills
commitments, strives for fairness, serves others, and shows courage to stand up for
what is right.
is the tendency to assign an individual to a group or broad category and then to attribute
widely held generalizations about the group to the individual.
List the necessary skills that can be developed by leaders for thinking strategically and
navigating uncertainty.
______is a belief that leaders are deeply accountable to others as well as to the
organization, without trying to control others, defame meaning and purpose for others,
or take care of others.
Explain positive reinforcement with a suitable example.
The_________is a corporate culture characterized by strategic leaders encouraging
values that support an organization's ability to interpret and translate signals from the
environment into new behavior responses.
