1. Statements such as "Managers control; leaders inspire" represent a view that leaders and managers are fundamentally different kinds of people. ?TRUE/FALSE
2. Leadership ?
a. Is an interpersonal relation in which others comply because they want to
b. ?Is the study of leaders independent of the people they interact with?
c. Postulates that leaders administer rather than innovate
d. ?Requires that leaders accept the status quo
3. This is a conventional distinction made between managers and leaders. ?
a. Managers maintain while leaders develop?
b. Managers innovate while leaders administer?
c. Managers inspire while leaders control?
d. Managers originate while leaders imitate
4. A classic study of sex roles demonstrated that there was no or limited bias in sex role stereotypes therefore women do not face problems in moving up through managerial roles. ?TRUE/FALSE
5. The interactional framework of leadership interaction includes ?
a. Followers, leaders and situations?
b. Individuals, groups and organizations?
c. Individual followers, groups and leaders?
d. First-level supervisors, mid-level managers and top-level leaders
6. Leaders who are appointed by superiors ?
a. Need to be sensitive to their constituencies
b. ?Always have credibility with subordinates?
c. Are better able to influence a group toward goal achievement?
d. Have the loyalty of the organization's subordinates
7. Typically, leaders are selected for leadership roles on the basis of their proficiency in their primary role requirements. ?TRUE/FALSE
8. The best way to guarantee that a leadership program will be useful to an organization is to adopt a systematic approach to leadership training. ?TRUE/FALSE
9. People who become leaders in any field tend to first stand out by virtue of their ?
a. Interpersonal skills?
b. Technical proficiency
c. ?Emotional intelligence
d. ?Intercultural competence
10. In an organization, one can gain valuable perspectives and insights through close association with an experienced person willing to take one under his/her wing. Such an individual is often called a ?
c. ?Role model?
11. According to research, between 50–90 percent of all new businesses fail within five years due to
a. ?Insufficient capital
b. ?Managerial incompetence
d. ?Lack of planning
12. These persons in positions of authority do not want attention and have difficulties with both building teams and getting results. ?
a. Results only managers
b. ?Competent managers
c. ?In name only managers
13. The key to success for organizations is to make sure that ?
a. They have higher percentages of in name only managers who occupy critical positions?
b. They have a higher percentage of competent managers than their competitors?
c. They have a high percentage of cheerleaders?
d. They have results-only-managers in pivotal leadership roles
14. Which of the following refers to one person's actual behaviors designed to change another person's attitudes, beliefs, values or behaviors? ?
d. ?Influence tactics
15. Which of the following statements is true? ?
a. The head of an organization is always a true leader?
b. Legitimate authority and leadership are similar
c. ?Holding a position and being a leader are synonymous?
d. Effective leaders intuitively realize they need more than legitimate power to be successful
16. The ability to control others through the fear of punishment or the loss of valued outcomes is
a. ?Expert power
b. ?Reward power?
c. Legitimate power
d. ?Coercive power
17. A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over your head" if he breaks the law again is using ?
a. Legitimizing tactics?
b. Coalition tactics?
c. Pressure tactics
d. ?Rational persuasion
18. A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over your head" if he breaks the law again is using ?
a. Legitimizing tactics
b. ?Coalition tactics?
c. Pressure tactics?
d. Rational persuasion
19. Theory Y reflects a view that most people ?
a. Need to be coaxed to work productively?
b. Are not naturally motivated to work
c. ?Need to be coerced to work productively?
d. Are intrinsically motivated by their work
20. Leaders with strong _____ values enjoy competition, being seen as influential and drive hard to make an impact.
21. Terrorists may call themselves "freedom fighters," and firing someone may be referred to as "letting him go." This is an example of ?
a. Moral justification
b. ?Diffusion of responsibility
c. ?Euphemistic labeling
d. ?Advantageous comparison
22. Behaviors concerned with motivating subordinates to accomplish the task at hand are called ?
a. Interaction facilitation behaviors
b. ?Work facilitation behaviors
c. ?Goal emphasis behaviors
d. ? Leader support behaviors
23. Which of the following is not a source for 360-degree feedback?
d. ?Direct reports
24. ) What is cited as the most common reason for CEO failure? ?
a. Making poor decisions concerning which markets to pursue
b. ?Problems developing a vision or strategy for the company
c. ?The inability to meet earnings projections
d. ?Failure to keep promises, commitments or deadlines
25. Japanese managers are likely to reward team effort over individual achievement. This is because:
a. the Japanese culture values community
b. individuals tend to perform less well in Japan
c. the Japanese are less competitive
d. individual achievement is only rewarded in special cases
26. Examples of people, such as movie producer Scott Rudin, show that _________ may be more important than __________.
a. ability to relate to others; intelligence
b. consideration for people; focus on the task
c. cognitive ability; social skills
d. cultural knowledge; task skills
27. Which one of the following is one of the characteristics of creative people?
a. high risk-taking
b. leadership skills
c. tolerance for ambiguity
d. being able to give up quickly
28. Nicolo gets his employees to go along with him by threatening to fire or demote them. Nicolo is using which of the sources of individual power?
29. Expert___________ sources of power are particularly important to teams.
30. A new executive who brings in his own team and puts people he trusts in key positions is using which source of executive power?
a. distribution of resources
b. control of decision criteria