Supportive leadership is most likely to result in what outcome for subordinates?
a. stronger organizational commitment
b. stronger satisfaction with the leader
c. better coordination among subordinates
d. better performance by subordinates
After a manager makes an external attribution for weak performance by a subordinate,
what is the least likely response by the manager?
a. provide more resources
b. increase incentives
c. remove obstacles
d. simplify the task
Which of the following is a suggested guideline for followers?
a. point out when a leader is being defensive about suggestions
b. get approval from the boss before taking action to resolve problems
c. verify the accuracy of information you provide to the leader
d. follow rules and standard procedures to avoid any blame for problems
Which of the following is not likely to be a negative consequence for a charismatic
leader?
a. overconfidence and risky decisions result in poor outcomes
b. excessive empowerment of followers creates confusion
c. power is misused by the leader to gain personal benefits
d. polarization and conflict occurs among organization members
Which of the following was not a suggested guideline for effective training?
a. use concrete examples, diagrams, and mnemonics in explanations
b. relate training objectives to the person’s interests and career ambitions
c. begin with complex material that requires trainees to stay focused
d. allow ample opportunity for active practice with relevant feedback
What is the most useful role for the external leader of a self-managed team?
a. select new members of the group when they are needed
b. mediate internal conflicts and encourage cooperation
c. monitor the group to ensure it does not become a social club
d. serve as a coach, facilitator, and advocate for the group
Which of the following was not recommended as a guideline for managers?
a. use more planning to prepare for a long, complex task
b. provide more direction to people with independent work roles
c. be more supportive to people who have a stressful task
d. provide more direction and briefings when there is a crisis
When there is a high LMX relationship, the leader is more likely to:
a. give the subordinate easy assignments to do
b. monitor the subordinate’s performance frequently
c. understand the subordinate’s problems and needs
d. provide detailed instructions to the subordinate
Which leader action is most likely to improve a group decision?
a. ask judgmental questions to stimulate more creative solutions
b. separate solution generation from solution evaluation
c. identify someone who is responsible for causing the problem
d. insist that the person who suggests a solution must defend it
According to Path-Goal Theory, directive leadership is most effective when:
a. the task is simple and repetitive
b. work roles are ambiguous
c. the task is tedious and stressful
d. work roles are independent
According to Burns, transforming leaders are most likely to appeal to:
a. fairness and reciprocity
b. economic self interest
c. respect for rules and tradition
d. ideals and moral values
Which of the following is most useful approach for developing a learning organization?
a. encourage employees to become specialists in functional areas
b. encourage systems thinking by all managers in the organization
c. create a reward system that fosters competition among employees
d. use imitation of competitors as the primary basis for innovation
What is the least important reason for delegating to subordinates?
a. develop subordinate skills and confidence
b. make subordinate jobs more interesting
c. ensure subordinates have enough work to do
d. increase subordinate commitment to a task
In most behavior feedback workshops for management development, the primary
source of information about a manager’s behavior is:
a. other managers in the workshop who fill out a checklist
b. observers who record the person’s behavior during a simulation
c. observation of a videotape taken of the manager doing regular work.
d. questionnaires filled out by people with whom the manager works
Decisions about what to delegate to a subordinate are most likely to be influenced by:
a. how much the subordinate wants the assignment
b. how much the manager is overloaded with extra work
c. how competent and trustworthy the subordinate is
d. how long the subordinate has worked for the manager
The research on consequences of mentoring indicates that:
a. benefits occur only for the person receiving mentoring
b. benefits occur only for the person providing mentoring
c. both the mentor and the person receiving mentoring get benefits from it
d. neither the mentor or the person receiving mentoring get much benefit from it