Question 1

Are managerial skills transferable from one type of organization to another?

Accepted Answer

Student answers may vary. An interesting

Question 2

Considerable evidence shows that most traits are determined solely by heredity.

Accepted Answer

A) True 
 B)False

Question 3

People with a strong external control orientation ________.

Accepted Answer

A)  believe they can influence their own destiny 
B)  have a less future-oriented perspective 
C)  take more initiative in solving problems 
D)  are less likely to use coercion than persuasion 
A)  believe they can influence their own destiny 
B)  have a less future-oriented perspective 
C)  take more initiative in solving problems 
D)  are less likely to use coercion than persuasion

Question 4

The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills.

Accepted Answer

A)  low-level managers 
B)  middle-level managers 
C)  higher-level managers 
D)  top executives 
A)  low-level managers 
B)  middle-level managers 
C)  higher-level managers 
D)  top executives

Question 5

Most studies find a positive correlation between need for affiliation and managerial effectiveness.

Accepted Answer

A) True 
 B)False

Question 6

Managers who derailed were less able to handle pressure and were more prone to moodiness, angry outbursts, and inconsistent behavior.

Accepted Answer

A) True 
 B)False

Question 7

Leaders with a high need for affiliation ________.

Accepted Answer

A)  are likely to be greatly effective in their managerial roles 
B)  use rewards to gain approval, not to recognize effective performance 
C)  confront genuine differences instead of avoiding conflict 
D)  focus on accomplishing the task over interpersonal relationships 
A)  are likely to be greatly effective in their managerial roles 
B)  use rewards to gain approval, not to recognize effective performance 
C)  confront genuine differences instead of avoiding conflict 
D)  focus on accomplishing the task over interpersonal relationships

Question 8

Social needs and motives ________.

Accepted Answer

A)  do not include the need for achievement, esteem, or affiliation 
B)  are unimportant traits 
C)  guide, energize, and sustain behavior 
D)  are probably less influenced by learning than other traits 
A)  do not include the need for achievement, esteem, or affiliation 
B)  are unimportant traits 
C)  guide, energize, and sustain behavior 
D)  are probably less influenced by learning than other traits

Question 9

The trait research finds that energy level, physical stamina, and stress tolerance are associated with managerial effectiveness.

Accepted Answer

A) True 
 B)False

Question 10

Social perceptiveness and behavioral flexibility are key components of ________.

Accepted Answer

A)  interpersonal awareness 
B)  vocational intelligence 
C)  situational awareness 
D)  social intelligence 
A)  interpersonal awareness 
B)  vocational intelligence 
C)  situational awareness 
D)  social intelligence

Question 11

What is a narcissist? Can a narcissist be an effective leader?

Accepted Answer

Student answers may vary. Narcissism is

Question 12

Managers with a socialized power orientation are MOST likely to do which of the following?

Accepted Answer

A)  use a participative style of leadership 
B)  be unwilling to take advice from people with relevant experience 
C)  accumulate symbols of personal prestige 
D)  use power to aggrandize themselves 
A)  use a participative style of leadership 
B)  be unwilling to take advice from people with relevant experience 
C)  accumulate symbols of personal prestige 
D)  use power to aggrandize themselves

Question 13

Which of the following is NOT a specific trait related to leadership effectiveness?

Accepted Answer

A)  external locus of control orientation 
B)  personal integrity 
C)  socialized power motivation 
D)  moderately low need for affiliation 
A)  external locus of control orientation 
B)  personal integrity 
C)  socialized power motivation 
D)  moderately low need for affiliation

Question 14

People with a strong internal locus of control orientation believe that events are determined mostly by chance or fate and they can do little to improve their lives.

Accepted Answer

A) True 
 B)False

Question 15

Empathy, charm, tact, and diplomacy are examples of ________ skills.

Accepted Answer

A)  technical 
B)  cognitive 
C)  conceptual 
D)  interpersonal 
A)  technical 
B)  cognitive 
C)  conceptual 
D)  interpersonal

Question 16

Which are more effective, managers with a personalized power orientation or those with a socialized power orientation?

Accepted Answer

Student answers may vary. Managers with

Question 17

People who have an external locus of control are more likely to be effective managers.

Accepted Answer

A) True 
 B)False

Question 18

More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change.

Accepted Answer

A)  technical 
B)  interpersonal 
C)  conceptual 
D)  social 
A)  technical 
B)  interpersonal 
C)  conceptual 
D)  social

Question 19

Narcissists in leadership positions ________.

Accepted Answer

A)  surround themselves with subordinates who are loyal and uncritical 
B)  make decisions after gathering adequate information about the environment 
C)  seek objective advice from subordinates and peers 
D)  accept responsibility for project failures 
A)  surround themselves with subordinates who are loyal and uncritical 
B)  make decisions after gathering adequate information about the environment 
C)  seek objective advice from subordinates and peers 
D)  accept responsibility for project failures

Question 20

In comparison to low-level supervisors, top executives usually need more ________ skills.

Accepted Answer

A)  conceptual 
B)  technical 
C)  interpersonal 
D)  processing 
A)  conceptual 
B)  technical 
C)  interpersonal 
D)  processing

Are managerial skills transferable from one type of organization to another?

Considerable evidence shows that most traits are determined solely by heredity.

People with a strong external control orientation ________.

The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills.

Most studies find a positive correlation between need for affiliation and managerial effectiveness.

Managers who derailed were less able to handle pressure and were more prone to moodiness, angry outbursts, and inconsistent behavior.

Leaders with a high need for affiliation ________.

Social needs and motives ________.

The trait research finds that energy level, physical stamina, and stress tolerance are associated with managerial effectiveness.

Social perceptiveness and behavioral flexibility are key components of ________.

What is a narcissist? Can a narcissist be an effective leader?

Managers with a socialized power orientation are MOST likely to do which of the following?

Which of the following is NOT a specific trait related to leadership effectiveness?

People with a strong internal locus of control orientation believe that events are determined mostly by chance or fate and they can do little to improve their lives.

Empathy, charm, tact, and diplomacy are examples of ________ skills.

Which are more effective, managers with a personalized power orientation or those with a socialized power orientation?

People who have an external locus of control are more likely to be effective managers.

More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change.

Narcissists in leadership positions ________.

In comparison to low-level supervisors, top executives usually need more ________ skills.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters

Exam 7: Leader Traits and Skills

Are managerial skills transferable from one type of organization to another?

Considerable evidence shows that most traits are determined solely by heredity.

People with a strong external control orientation ________.

The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills.

Most studies find a positive correlation between need for affiliation and managerial effectiveness.

Managers who derailed were less able to handle pressure and were more prone to moodiness, angry outbursts, and inconsistent behavior.

Leaders with a high need for affiliation ________.

Social needs and motives ________.

The trait research finds that energy level, physical stamina, and stress tolerance are associated with managerial effectiveness.

Social perceptiveness and behavioral flexibility are key components of ________.

What is a narcissist? Can a narcissist be an effective leader?

Managers with a socialized power orientation are MOST likely to do which of the following?

Which of the following is NOT a specific trait related to leadership effectiveness?

People with a strong internal locus of control orientation believe that events are determined mostly by chance or fate and they can do little to improve their lives.

Empathy, charm, tact, and diplomacy are examples of ________ skills.

Which are more effective, managers with a personalized power orientation or those with a socialized power orientation?

People who have an external locus of control are more likely to be effective managers.

More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change.

Narcissists in leadership positions ________.

In comparison to low-level supervisors, top executives usually need more ________ skills.

The Nature of Leadership

Leadership Behavior

Leadership Situation

Decision Making and Empowerment by Leaders

Leading Change and Innovation

Power and Influence Tactics

Charismatic and Transformational Leadership

Value-Based and Ethical Leadership

Dyadic Relations and Followers

Leadership in Teams and Decision Groups

Strategic Leadership

Cross-Cultural Leadership and Diversity

Developing Leadership Skills

Overview and Integration

Filters