Question 1

According to research, which of the Big Five personality traits is the most important in effective leaders?

Accepted Answer

A)  conscientiousness 
B)  openness 
C)  extraversion 
D)  agreeableness 
E)  emotional stability 
A)  conscientiousness 
B)  openness 
C)  extraversion 
D)  agreeableness 
E)  emotional stability

Question 2

Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying.

Accepted Answer

A)  manipulate 
B)  catch 
C)  influence 
D)  discourage 
E)  mimic 
A)  manipulate 
B)  catch 
C)  influence 
D)  discourage 
E)  mimic

Question 3

Behavioral studies imply that people can be trained to be leaders.

Accepted Answer

A) True 
 B)False

Question 4

In Fiedler's approach, if a respondent uses unfavorable terms to describe the coworker in question, the respondent can be said to be primarily task-oriented.

Accepted Answer

A) True 
 B)False

Question 5

Research has shown which two skills can be helpful for leaders in controlling the effects of their Dark Side traits?

Accepted Answer

A)  emotional stability and self-awareness 
B)  self-awareness and self-regulation 
C)  self-regulation and narcissism 
D)  narcissism and openness to new experiences 
E)  openness to new experiences and emotional stability 
A)  emotional stability and self-awareness 
B)  self-awareness and self-regulation 
C)  self-regulation and narcissism 
D)  narcissism and openness to new experiences 
E)  openness to new experiences and emotional stability

Question 6

While it is popular today to ascribe all successes to the concept of leadership, much of an organization's success or failure is due to factors outside the influence of leadership. Based on what you have studied, what do you see as the true value of leadership?

Accepted Answer

Responses will vary to this question and

Question 7

Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from nonleaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extraverted manager with a great deal of ambition and energy to the position of VP, Manufacturing. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against basing his decision purely on traits because ________.

Accepted Answer

A)  research has identified emotional stability as the strongest predictor of leadership effectiveness 
B)  studies have found that the Big Five traits are difficult to identify in leaders 
C)  studies have shown that traits are poor predictors of leadership effectiveness 
D)  research has found that conscientiousness is a better predictor of effectiveness than extraversion 
E)  research has shown that effective managers are often unlikely to become effective leaders 
A)  research has identified emotional stability as the strongest predictor of leadership effectiveness 
B)  studies have found that the Big Five traits are difficult to identify in leaders 
C)  studies have shown that traits are poor predictors of leadership effectiveness 
D)  research has found that conscientiousness is a better predictor of effectiveness than extraversion 
E)  research has shown that effective managers are often unlikely to become effective leaders

Question 8

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

Accepted Answer

A)  Traits were better predictors of leadership 20 years ago than they are now. 
B)  The Big Five traits are inadequate for predicting leadership. 
C)  Traits are especially useful for distinguishing between effective and ineffective leaders. 
D)  Traits do a good job of predicting the emergence of leaders. 
E)  Overall, traits are poor predictors of leadership. 
A)  Traits were better predictors of leadership 20 years ago than they are now. 
B)  The Big Five traits are inadequate for predicting leadership. 
C)  Traits are especially useful for distinguishing between effective and ineffective leaders. 
D)  Traits do a good job of predicting the emergence of leaders. 
E)  Overall, traits are poor predictors of leadership.

Question 9

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

Accepted Answer

A)  absolute leadership and contingency leadership 
B)  transformational leaders and authentic leaders 
C)  employee-oriented leaders and production-oriented leaders 
D)  initiating structure and consideration 
E)  initiation and completion 
A)  absolute leadership and contingency leadership 
B)  transformational leaders and authentic leaders 
C)  employee-oriented leaders and production-oriented leaders 
D)  initiating structure and consideration 
E)  initiation and completion

Question 10

The attribution theory of leadership says leadership is merely an attribution people make about other individuals.

Accepted Answer

A) True 
 B)False

Question 11

________ and ________ people are more likely to assert themselves in group situations.

Accepted Answer

A)  Sociable; manipulative 
B)  Sociable, dominant 
C)  Stern; manipulative 
D)  Stern; dominant 
E)  Sociable; withdrawn 
A)  Sociable; manipulative 
B)  Sociable, dominant 
C)  Stern; manipulative 
D)  Stern; dominant 
E)  Sociable; withdrawn

Question 12

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

Accepted Answer

A) True 
 B)False

Question 13

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is not a key characteristic of a charismatic leader?

Accepted Answer

A)  sensitivity to follower needs 
B)  unconventional behavior 
C)  vision and articulation 
D)  focus on maintaining status quo 
E)  willingness to take risks 
A)  sensitivity to follower needs 
B)  unconventional behavior 
C)  vision and articulation 
D)  focus on maintaining status quo 
E)  willingness to take risks

Question 15

The first comprehensive contingency model for leadership was developed by ________.

Accepted Answer

A)  Hersey and Blanchard 
B)  Blake and Mouton 
C)  Fred Fiedler 
D)  John Kotter 
E)  Douglas Surber 
A)  Hersey and Blanchard 
B)  Blake and Mouton 
C)  Fred Fiedler 
D)  John Kotter 
E)  Douglas Surber

Question 16

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Accepted Answer

A) True 
 B)False

Question 17

Which of the following is true about the effectiveness of charismatic leadership?

Accepted Answer

A)  Research shows scant correlations between charismatic leadership and high performance. 
B)  Charisma may not always be generalizable. 
C)  Charisma appears most successful when the environment is stress-free. 
D)  Charismatic leaders usually surface when the organization is stable and successful. 
E)  Charismatic leadership qualities are best utilized in lower-level management jobs. 
A)  Research shows scant correlations between charismatic leadership and high performance. 
B)  Charisma may not always be generalizable. 
C)  Charisma appears most successful when the environment is stress-free. 
D)  Charismatic leaders usually surface when the organization is stable and successful. 
E)  Charismatic leadership qualities are best utilized in lower-level management jobs.

Question 18

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Accepted Answer

A) True 
 B)False

Question 19

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Accepted Answer

A)  transformational leadership theory 
B)  authentic leadership theory 
C)  transactional leadership theory 
D)  attributional leadership theory 
E)  charismatic leadership theory 
A)  transformational leadership theory 
B)  authentic leadership theory 
C)  transactional leadership theory 
D)  attributional leadership theory 
E)  charismatic leadership theory

Question 20

Which of the following is true regarding whether charismatic leaders are born or made?

Accepted Answer

A)  Charismatic individuals are not born with traits that make them charismatic. 
B)  Charismatic leaders are usually not achievement oriented. 
C)  Charisma cannot be learned. 
D)  Most experts believe individuals can be trained to exhibit charismatic behaviors. 
E)  Personality has shown no link to charismatic leadership. 
A)  Charismatic individuals are not born with traits that make them charismatic. 
B)  Charismatic leaders are usually not achievement oriented. 
C)  Charisma cannot be learned. 
D)  Most experts believe individuals can be trained to exhibit charismatic behaviors. 
E)  Personality has shown no link to charismatic leadership.

According to research, which of the Big Five personality traits is the most important in effective leaders?

Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying.

Behavioral studies imply that people can be trained to be leaders.

In Fiedler's approach, if a respondent uses unfavorable terms to describe the coworker in question, the respondent can be said to be primarily task-oriented.

Research has shown which two skills can be helpful for leaders in controlling the effects of their Dark Side traits?

While it is popular today to ascribe all successes to the concept of leadership, much of an organization's success or failure is due to factors outside the influence of leadership. Based on what you have studied, what do you see as the true value of leadership?

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

The attribution theory of leadership says leadership is merely an attribution people make about other individuals.

and people are more likely to assert themselves in group situations.

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Which of the following is not a key characteristic of a charismatic leader?

The first comprehensive contingency model for leadership was developed by ________.

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Which of the following is true about the effectiveness of charismatic leadership?

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Which of the following is true regarding whether charismatic leaders are born or made?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Organizational Change and Stress Management

Filters

Exam 12: Leadership

According to research, which of the Big Five personality traits is the most important in effective leaders?

Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying.

Behavioral studies imply that people can be trained to be leaders.

In Fiedler's approach, if a respondent uses unfavorable terms to describe the coworker in question, the respondent can be said to be primarily task-oriented.

Research has shown which two skills can be helpful for leaders in controlling the effects of their Dark Side traits?

While it is popular today to ascribe all successes to the concept of leadership, much of an organization's success or failure is due to factors outside the influence of leadership. Based on what you have studied, what do you see as the true value of leadership?

Which of the following statements accurately reflects the conclusions about the trait theories of leadership?

The two dimensions of leadership behavior identified in the University of Michigan studies are ________.

The attribution theory of leadership says leadership is merely an attribution people make about other individuals.

________ and ________ people are more likely to assert themselves in group situations.

Attribution theory suggests what's important is projecting the appearance of being a leader rather than focusing on actual accomplishments.

According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control.

Which of the following is not a key characteristic of a charismatic leader?

The first comprehensive contingency model for leadership was developed by ________.

Most experts believe that individuals may be trained to exhibit charismatic behavior.

Which of the following is true about the effectiveness of charismatic leadership?

According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job.

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors?

Which of the following is true regarding whether charismatic leaders are born or made?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Organizational Change and Stress Management

Filters

and people are more likely to assert themselves in group situations.