According to Herzberg’s two-factor theory, hygiene factors include:
a. recognition.
b. interpersonal relationships.
c. the work itself.
d. personal growth
Which of the following characteristics was explored by the studies evaluating the
characteristics of the leader member exchange relationship?
a. Income
b. Educational qualification
c. Value agreement
d. Recruitment process
The inclusive model of diversity includes all of the ways in which people differ
including_____.
a. disability
b. job expertise
c. technical skills
d. military experience
According to the relational theories of leadership, interpersonal relationships are seen as
the most important facet of leadership effectiveness.
a. True
b. False
A manager with a global mindset sees everything from one’s own limited personal or
cultural perspective.
a. True
b. False
Bonuses and praise are examples of the______approach to motivate people.
a. intrinsic negative
b. intrinsic positive
c. extrinsic negative
d. extrinsic positive
Crescent Corp., a company manufacturing electronic appliances, sends teams of six
people to live together for eight weeks and use the company’s products for household
chores such as cooking, washing, laundry, and cleaning. This enables the team members
to test their products in realistic settings and generate ideas on how to improve them.
This is an example of:
a. downsizing.
b. appreciative inquiry.
c. brainstorming.
d. referent power.
When leaders communicate with candor, they encourage others to do the same.
a. True
b. False
_______means the company’s purpose is based on being strong, aggressive, and
effective.
a. Altruism
b. Heroism
c. Excellence
d. Discovery
_________questioning helps leaders tap into the expertise and ideas of followers.
a. Follower-centered
b. Leader-centered
c. Customer-centered
d. Employee-centered
Participative management encourages managers to direct and control employees.
a. True
b. False
One shortcoming of appreciative inquiry is that it does not engage people from outside
an organization, such as customers or clients, partners, and other stakeholders, in a
change process.
a. True
b. False
To help someone change means first denying emotions associated with endings and
losses and trying to talk people out of feeling them.
a. True
b. False
Good leadership is about:
a. following the rules set by others.
b. interpreting data based on pre-established routines.
c. blindly accepting rules and labels created by others.
d. standing up for what one believes is the best for the organization.
According to the situational model of leadership, a coaching leadership style works well
when followers lack confidence, ability, and willingness to learn but possess the skills
or experience for the job.
a. True
b. False
During the___________stage of team development, the major emphasis is on
accomplishing the team’s goals.
a. forming
b. norming
c. adjourning
d. performing
During the forming stage of team development, the leader’s challenge is to facilitate
interaction among team members.
a. True
b. False
One of the features of______is that their source of influence comes from personal
characteristics rather than a formal position of authority.
Describe organizational values. Mention two specific dimensions along which
organizational cultures can be assessed.
_________is a theory that suggests that motivation depends on individuals’ mental
anticipation about their ability to perform tasks and receive desired rewards.
Briefly describe how responsive cultures are different from resistant cultures.
According to the situational theory of leadership, a leader following the encourages
participation, consults with followers, and facilitates decision making.
In the context of Hofstede’s social value systems,__________refers to the degree to
which members of a society feel uncomfortable with ambiguity.
Leadership involves influence that is multidirectional and
A(n) for leadership, which is a situational variable, makes the leadership style
unnecessary or redundant.
refers to a person’s strong belief that he or she can successfully accomplish a specific
task or outcome.
Transformational leadership is a significant theory of leadership.