Question 1

Which of the following is NOT a characteristic of authentic leaders?

Accepted Answer

A) They act consistent with their values. 
B) They demonstrate self-discipline. 
C) They are self-aware and selfish. 
D) They have an internal locus of control. 
E) They possess high self-esteem. 
A) They act consistent with their values. 
B) They demonstrate self-discipline. 
C) They are self-aware and selfish. 
D) They have an internal locus of control. 
E) They possess high self-esteem.

Question 2

Which leadership style in path-goal theory is most closely associated with goal-setting and positive self-fulfilling prophecy?

Accepted Answer

A) Directive 
B) Supportive 
C) Participative 
D) Achievement-oriented 
E) None of these relate in any way to goal-setting and positive self-fulfilling prophecy. 
A) Directive 
B) Supportive 
C) Participative 
D) Achievement-oriented 
E) None of these relate in any way to goal-setting and positive self-fulfilling prophecy.

Question 3

"Walking the talk" refers to which of the following?

Accepted Answer

A) The leader using metaphors to symbolize the vision. 
B) The leader framing the vision around a grand purpose. 
C) The leader providing specific instructions to help employees understand the task requirements. 
D) The leader behaving in ways that symbolize the vision. 
E) None of these refer to "walking the talk". 
A) The leader using metaphors to symbolize the vision. 
B) The leader framing the vision around a grand purpose. 
C) The leader providing specific instructions to help employees understand the task requirements. 
D) The leader behaving in ways that symbolize the vision. 
E) None of these refer to "walking the talk".

Question 4

The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events.

Accepted Answer

A) True 
 B)False

Question 5

Effective leaders:

Accepted Answer

A) help groups of people define their goals. 
B) use persuasion and other influence tactics to ensure that followers have the motivation and role clarity to achieve specified goals. 
C) arrange the work environment so that employees can achieve corporate objectives more easily. 
D) do all of these. 
E) do none of thesE. 
A) help groups of people define their goals. 
B) use persuasion and other influence tactics to ensure that followers have the motivation and role clarity to achieve specified goals. 
C) arrange the work environment so that employees can achieve corporate objectives more easily. 
D) do all of these. 
E) do none of thesE.

Question 6

Which of the following would NOT be considered transformational leadership?

Accepted Answer

A) Do things that are consistent with the new corporate vision. 
B) Show employees how to perform the job more efficiently. 
C) Use metaphors and unique language to symbolize the new vision. 
D) Create a new setting or arrangement to mark a change in direction for the organization. 
E) Work with employees to develop a common mental model of the organization's desired futurE. 
A) Do things that are consistent with the new corporate vision. 
B) Show employees how to perform the job more efficiently. 
C) Use metaphors and unique language to symbolize the new vision. 
D) Create a new setting or arrangement to mark a change in direction for the organization. 
E) Work with employees to develop a common mental model of the organization's desired futurE.

Question 7

Implicit leadership theory explains differences in leadership practices across cultures.

Accepted Answer

A) True 
 B)False

Question 8

Transformational leadership views leaders as change agents.

Accepted Answer

A) True 
 B)False

Question 9

Which of these is NOT explicitly identified in the textbook as a leadership perspective?

Accepted Answer

A) Attitudinal 
B) Contingency 
C) Transformational 
D) Implicit 
E) Personal attributes 
A) Attitudinal 
B) Contingency 
C) Transformational 
D) Implicit 
E) Personal attributes

Question 10

One implication of the personal attributes perspective of leadership is that leadership is found among senior executives rather than people in lower-level positions.

Accepted Answer

A) True 
 B)False

Question 11

One problem with the personal attributes perspective of leadership is that:

Accepted Answer

A) research doesn't find any evidence that effective leaders have specific competencies. 
B) competencies reflect the leader's performance rather than potential. 
C) most leadership competencies are too specific,leaving no opportunity to interpret their meaning broadly. 
D) it implies a universal rather than contingency approach to leadership. 
E) researchers haven't yet considered physical appearance in the list of possible leadership traits. 
A) research doesn't find any evidence that effective leaders have specific competencies. 
B) competencies reflect the leader's performance rather than potential. 
C) most leadership competencies are too specific,leaving no opportunity to interpret their meaning broadly. 
D) it implies a universal rather than contingency approach to leadership. 
E) researchers haven't yet considered physical appearance in the list of possible leadership traits.

Question 12

Fiedler's contingency model remains a relatively robust theory with strong support based on research.

Accepted Answer

A) True 
 B)False

Question 13

In order to be a leader in an organization one must possess coercive authority.

Accepted Answer

A) True 
 B)False

Question 14

The situational leadership theory states that a person's leadership style does not change,so we must put leaders in situations that match their natural style.

Accepted Answer

A) True 
 B)False

Question 15

Leadership research can be roughly organized into four perspectives.

Accepted Answer

A) True 
 B)False

Question 16

The managerial leadership perspective states that effective leaders help employees improve their performance and well-being towards current objectives and practices.

Accepted Answer

A) True 
 B)False

Question 17

Transformational leaders "frame" their vision by:

Accepted Answer

A) encouraging employees to participate in the search for a new corporate strategy. 
B) describing the strategic vision in the form of a quantitative formula. 
C) behaving in ways large and small that symbolize the values that he or she is articulating. 
D) acting persistently and consistently towards the strategic vision. 
E) None of these things refer to how transformational leaders "frame" their vision. 
A) encouraging employees to participate in the search for a new corporate strategy. 
B) describing the strategic vision in the form of a quantitative formula. 
C) behaving in ways large and small that symbolize the values that he or she is articulating. 
D) acting persistently and consistently towards the strategic vision. 
E) None of these things refer to how transformational leaders "frame" their vision.

Question 18

The implicit leadership perspective encourages potential leaders to act differently than what employees expect.

Accepted Answer

A) True 
 B)False

Question 19

________ represents the heart of transformational leadership.

Accepted Answer

A) Charisma 
B) Communication 
C) Strategic vision 
D) Acting visionary 
E) Visionary hindsight 
A) Charisma 
B) Communication 
C) Strategic vision 
D) Acting visionary 
E) Visionary hindsight

Question 20

Research indicates university students value task-oriented instructors.

Accepted Answer

A) True 
 B)False

Which of the following is NOT a characteristic of authentic leaders?

Which leadership style in path-goal theory is most closely associated with goal-setting and positive self-fulfilling prophecy?

"Walking the talk" refers to which of the following?

The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events.

Effective leaders:

Which of the following would NOT be considered transformational leadership?

Implicit leadership theory explains differences in leadership practices across cultures.

Transformational leadership views leaders as change agents.

Which of these is NOT explicitly identified in the textbook as a leadership perspective?

One implication of the personal attributes perspective of leadership is that leadership is found among senior executives rather than people in lower-level positions.

One problem with the personal attributes perspective of leadership is that:

Fiedler's contingency model remains a relatively robust theory with strong support based on research.

In order to be a leader in an organization one must possess coercive authority.

The situational leadership theory states that a person's leadership style does not change,so we must put leaders in situations that match their natural style.

Leadership research can be roughly organized into four perspectives.

The managerial leadership perspective states that effective leaders help employees improve their performance and well-being towards current objectives and practices.

Transformational leaders "frame" their vision by:

The implicit leadership perspective encourages potential leaders to act differently than what employees expect.

________ represents the heart of transformational leadership.

Research indicates university students value task-oriented instructors.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 12: Leadership in Organizational Settings

Which of the following is NOT a characteristic of authentic leaders?

Which leadership style in path-goal theory is most closely associated with goal-setting and positive self-fulfilling prophecy?

"Walking the talk" refers to which of the following?

The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events.

Effective leaders:

Which of the following would NOT be considered transformational leadership?

Implicit leadership theory explains differences in leadership practices across cultures.

Transformational leadership views leaders as change agents.

Which of these is NOT explicitly identified in the textbook as a leadership perspective?

One implication of the personal attributes perspective of leadership is that leadership is found among senior executives rather than people in lower-level positions.

One problem with the personal attributes perspective of leadership is that:

Fiedler's contingency model remains a relatively robust theory with strong support based on research.

In order to be a leader in an organization one must possess coercive authority.

The situational leadership theory states that a person's leadership style does not change,so we must put leaders in situations that match their natural style.

Leadership research can be roughly organized into four perspectives.

The managerial leadership perspective states that effective leaders help employees improve their performance and well-being towards current objectives and practices.

Transformational leaders "frame" their vision by:

The implicit leadership perspective encourages potential leaders to act differently than what employees expect.

________ represents the heart of transformational leadership.

Research indicates university students value task-oriented instructors.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters