Question 1

Rather than just understanding their traits,the best leaders recognize and hone their strengths.

Accepted Answer

A) True 
 B)False

Question 2

Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory.

Accepted Answer

A) True 
 B)False

Question 3

All of the following are interpersonal influence tactics EXCEPT:

Accepted Answer

A)  reward the behaviors you want. 
B)  develop allies. 
C)  rely on the rule of demand. 
D)  make use of higher authority. 
E)  ask for what you want. 
A)  reward the behaviors you want. 
B)  develop allies. 
C)  rely on the rule of demand. 
D)  make use of higher authority. 
E)  ask for what you want.

Question 4

The less effective leaders,in the University of Michigan studies,were called

Accepted Answer

A)  job-centered leaders. 
B)  employee-centered leaders. 
C)  initiating structure. 
D)  consideration. 
E)  impoverished management. 
A)  job-centered leaders. 
B)  employee-centered leaders. 
C)  initiating structure. 
D)  consideration. 
E)  impoverished management.

Question 5

____________________,according to the Leadership Grid,occurs when efficiency in operations is the dominant orientation.

Accepted Answer

Authority-

Question 6

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their

Accepted Answer

A)  readiness level. 
B)  satisfaction level. 
C)  level of commitment. 
D)  level of security. 
E)  all of these. 
A)  readiness level. 
B)  satisfaction level. 
C)  level of commitment. 
D)  level of security. 
E)  all of these.

Question 7

Situational theory model focuses a great deal on the characteristics of followers,not those of the situation.

Accepted Answer

A) True 
 B)False

Question 8

A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following refers to the highest level in a hierarchy of manager capabilities?

Accepted Answer

A)  Interactive leadership 
B)  Creative leadership 
C)  Level 5 leadership 
D)  Postheroic leadership 
E)  People-oriented leadership 
A)  Interactive leadership 
B)  Creative leadership 
C)  Level 5 leadership 
D)  Postheroic leadership 
E)  People-oriented leadership

Question 10

A(n)____________________ leader is distinguished by a special ability to bring about innovation and change.

Accepted Answer

The answer of A(n)____________________ leader is distinguished by a special...

Question 11

"A fire that ignites followers" is used to describe which leadership characteristic?

Accepted Answer

A)  Vision 
B)  Charisma 
C)  Service 
D)  Tenacity 
E)  Authority 
A)  Vision 
B)  Charisma 
C)  Service 
D)  Tenacity 
E)  Authority

Question 12

A mission is an attractive,ideal future that is credible yet not readily attainable.

Accepted Answer

A) True 
 B)False

Question 13

Marion is a great manager and he has a number of special skills.In particular,Marion has the ability to get his subordinates to do more than would be normally expected.Which of the following terms best describes Marion?

Accepted Answer

A)  Transactional leader 
B)  Supportive leader 
C)  Charismatic leader 
D)  People-oriented leader 
E)  Production-oriented leader 
A)  Transactional leader 
B)  Supportive leader 
C)  Charismatic leader 
D)  People-oriented leader 
E)  Production-oriented leader

Question 14

Which of the following is the power coming from a formal management position in the organization?

Accepted Answer

A)  Referent power 
B)  Coercive power 
C)  Reward power 
D)  Legitimate power 
E)  Expert power 
A)  Referent power 
B)  Coercive power 
C)  Reward power 
D)  Legitimate power 
E)  Expert power

Question 15

The charismatic leader has the ability to motivate subordinates to transcend their expected performance.

Accepted Answer

A) True 
 B)False

Question 16

Scenario - Barry Bailey
The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.
-Barry recognizes that her power can come from five sources,including all of the following EXCEPT

Accepted Answer

A)  referent power. 
B)  reward power. 
C)  coercive power. 
D)  mechanistic power. 
E)  All of the sources of power. 
A)  referent power. 
B)  reward power. 
C)  coercive power. 
D)  mechanistic power. 
E)  All of the sources of power.

Question 17

The country club management style (1,9)stresses high service and concern for guests or customers,sometimes to the detriment of employees of the firm.

Accepted Answer

A) True 
 B)False

Question 18

____ power comes from organizational structure and promotes stability,order,and problem solving within the structure.

Accepted Answer

A)  Motivation 
B)  Position 
C)  Leadership 
D)  Control 
E)  Referent 
A)  Motivation 
B)  Position 
C)  Leadership 
D)  Control 
E)  Referent

Question 19

Personal power,innovation,and nurturing are consistently viewed as manager qualities rather than leader qualities.

Accepted Answer

A) True 
 B)False

Question 20

Scenario - Barry Bailey
The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.
-Barry learns of a recent study on gender differences in leadership behaviors. In which area of leadership do women score more highly than men?

Accepted Answer

A)  Motivating others 
B)  Fostering communication 
C)  Producing high-quality work 
D)  Listening to others 
E)  All of the above 
A)  Motivating others 
B)  Fostering communication 
C)  Producing high-quality work 
D)  Listening to others 
E)  All of the above

Rather than just understanding their traits,the best leaders recognize and hone their strengths.

Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory.

All of the following are interpersonal influence tactics EXCEPT:

The less effective leaders,in the University of Michigan studies,were called

____________________,according to the Leadership Grid,occurs when efficiency in operations is the dominant orientation.

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their

Situational theory model focuses a great deal on the characteristics of followers,not those of the situation.

A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority.

Which of the following refers to the highest level in a hierarchy of manager capabilities?

A(n)____________________ leader is distinguished by a special ability to bring about innovation and change.

"A fire that ignites followers" is used to describe which leadership characteristic?

A mission is an attractive,ideal future that is credible yet not readily attainable.

Marion is a great manager and he has a number of special skills.In particular,Marion has the ability to get his subordinates to do more than would be normally expected.Which of the following terms best describes Marion?

Which of the following is the power coming from a formal management position in the organization?

The charismatic leader has the ability to motivate subordinates to transcend their expected performance.

The country club management style (1,9)stresses high service and concern for guests or customers,sometimes to the detriment of employees of the firm.

____ power comes from organizational structure and promotes stability,order,and problem solving within the structure.

Personal power,innovation,and nurturing are consistently viewed as manager qualities rather than leader qualities.

Innovative Management for a Changing World

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources and Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Appendix-Managing Human Resources and Diversity

Filters

Exam 11: Leadership

Rather than just understanding their traits,the best leaders recognize and hone their strengths.

Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory.

All of the following are interpersonal influence tactics EXCEPT:

The less effective leaders,in the University of Michigan studies,were called

____________________,according to the Leadership Grid,occurs when efficiency in operations is the dominant orientation.

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their

Situational theory model focuses a great deal on the characteristics of followers,not those of the situation.

A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority.

Which of the following refers to the highest level in a hierarchy of manager capabilities?

A(n)____________________ leader is distinguished by a special ability to bring about innovation and change.

"A fire that ignites followers" is used to describe which leadership characteristic?

A mission is an attractive,ideal future that is credible yet not readily attainable.

Marion is a great manager and he has a number of special skills.In particular,Marion has the ability to get his subordinates to do more than would be normally expected.Which of the following terms best describes Marion?

Which of the following is the power coming from a formal management position in the organization?

The charismatic leader has the ability to motivate subordinates to transcend their expected performance.

The country club management style (1,9)stresses high service and concern for guests or customers,sometimes to the detriment of employees of the firm.

____ power comes from organizational structure and promotes stability,order,and problem solving within the structure.

Personal power,innovation,and nurturing are consistently viewed as manager qualities rather than leader qualities.

Innovative Management for a Changing World

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources and Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Appendix-Managing Human Resources and Diversity

Filters