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144 Cards in this Set
- Front
- Back
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ESP Chapter 3. Since ____, for example, more than 4,000 books with the word leadership in the title have been published in English. |
Answer:
C. 1995 |
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ESP Chapter 3. ____ and ____ are those supervisors who operate “where the rubber meets the road.”
A. frontline and rear supervisors B. rear and midlevel supervisors C. frontline and midlevel supervisors D. front and rear supervisors |
Answer:
C. frontline and midlevel supervisors |
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ESP Chapter 3. It is a common belief that there are certain characteristics associated with leadership such as forcefulness, persuasiveness, and ____.
A. attitude B. charisma C. energy D. stamina |
Answer:
B. charisma |
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ESP Chapter 3. Someone who has a particular leadership role, such as a chief executive officer, is assumed to be a good ____.
A. manager B. supervisor C. leader D. spokesperson |
Answer:
C. leader |
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ESP Chapter 3. Leadership is often viewed as a ____ relationship.
A. one-way B. two-way C. three-way D. back and forth |
Answer:
A. one-way |
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ESP Chapter 3. Leaders ____, followers react.
A. lead B. follow C. motivate D. act |
Answer:
D. act |
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ESP Chapter 3. Leaders are often viewed as having all the power, followers are viewed as ____.
A. inter-dependent B. intra-dependent C. independent D. dependent |
Answer:
D. dependent |
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ESP Chapter 3. Leadership is a ____ process that requires the commitment of both parties.
A. two-way B. one-way C. three-way D. all-involved |
Answer:
A. two-way |
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ESP Chapter 3. One thing for certain is that leadership has little meaning outside the context of ____.
A. the organization B. relationships C. skills D. attitudes |
Answer:
B. relationships |
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ESP Chapter 3. True or False. leadership can occur in isolation from others.
A. True B. False |
Answer: |
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ESP Chapter 3. Leadership is both an ____ and an ____ process in which an individual gains the trust and commitment of others and without recourse to formal position or authority moves the group to the accomplishment of one or more tasks.
A. trust and activity B. trust and influence C. activity and motivational D. activity and influence |
Answer:
D. activity and influence |
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ESP Chapter 3. True or False. Formal power and authority is required to exert influence.
A. True B. False |
Answer:
B. False. Formal power and authority may not always be required. |
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ESP Chapter 3. True or False. Members of work units who have little or no formal authority often exert a great deal of positive influence.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Leadership requires the ____, through the development of trust and commitment, of those being led.
A. acceptance B. motivation C. charisma D. consent |
Answer:
D. consent |
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ESP Chapter 3. Leadership is a two–way process that requires the ____ of both parties.
A. involvement B. commitment C. trust D. engagement |
Answer:
B. commitment |
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ESP Chapter 3. ____ is important because it can remove some of the myth and mystery surrounding leadership.
A. studies B. research C. theories D. knowledge |
Answer: B . research
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ESP Chapter 3. Research can help us to understand the link between leadership ____ and its effect on others.
A. behavior B. motivation C. reaction D. forcefulness |
Answer:
A. behavior |
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ESP Chapter 3. Beginning with Ohio State University studies of leadership in the late 1940s, research has consistently identified two general qualities associated with effective leaders: ____ and ____.
A. consideration , structure B. attentiveness , order C. respect , experts D. thoughtfulness , experts |
Answer:
A. consideration , structure |
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ESP Chapter 3. The noted management thinker ____ was once asked whether leaders are born. He just responded that some are - but in far too few numbers to make much difference in the world.
A. Peter Drucker B. HW Heinrich C. Douglas McGregor D. Abraham Maslow |
Answer:
A. Peter Drucker |
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ESP Chapter 3. Noted management thinker Peter Drucker maintained that some leaders are ____, but in far too few numbers to make much difference in the world.
A. bred B. taught C. born D. made |
Answer:
C. born |
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ESP Chapter 3. What's most important, however, Leadership is a behavior that can be ____ and that the effects can be long lasting.
A. learned B. taught C. experienced D. understood |
Answer:
B. taught |
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ESP Chapter 3. People learn to ____ in the same way as they learn other things.
A. lead B. motivate C. encourage D. supervise |
Answer:
A. lead |
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ESP Chapter 3. Good leadership training starts with specific behavioral feedback and can continue to increase a leader’s ____ over the course of a career.
A. skills B. effectiveness C. talents D. motivation |
Answer:
B. effectiveness |
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ESP Chapter 3. Researchers have failed to uncover any single group of qualities that characterize all leaders or any one leadership ____.
A. skill B. trait C. characteristic D. style |
Answer:
D. style |
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ESP Chapter 3. True or False. We can all grow and develop as leaders.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. As a supervisor, you must take every opportunity to gather ____ on your leadership style and behavior.
A. input B. feedback C. intelligence D. information |
Answer:
B. feedback |
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ESP Chapter 3. Research indicates leadership potential can be ____.
A. measured B. learned C. taught D. rehearsed |
Answer:
A. measured |
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ESP Chapter 3. True or False. No one measure has emerged as the most accurate way to measure potential.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Subordinates, given ____, will give more valid and realistic descriptions of your leadership behavior.
A. time B. motivation C. anonymity D. space |
Answer:
C. anonymity |
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ESP Chapter 3. Organizational peer and direct reports focus on the “consumers” of your leadership skills and offer the most useful ____.
A. perceptions B. answers C. product D. assistance |
Answer:
A. perceptions |
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ESP Chapter 3. Behavior is a better predictor of effective leadership than ____.
A. attitude B. emotion C. background D. personal traits |
Answer:
D. personal traits |
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Focusing on ____ makes it easier to improve leadership skills.
A. background B. skills C. behavior D. talent |
Answer:
C. behavior |
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Leadership was defined as a ____ social influence.
A. positive B. negative C. active D. reactive |
Answer:
A. positive |
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ESP Chapter 3. Supervisors who want to be leaders need to learn how to exert ____.
A. positive persuasion B. positive social influence C. self motivation D. team work |
Answer:
B. positive social influence |
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ESP Chapter 3. Leadership is largely a matter of ____.
A. perception B. time C. experience D. skill |
Answer:
A. perception |
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ESP Chapter 3. The meaning given to leaders by others is based on views of the leader’s ____.
A. behavior B. past C. present D. rank |
Answer:
A. behavior |
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ESP Chapter 3. True or False. The essence of leadership and the leader’s ability to influence another person depends primarily on how that person feels about him , herself in your presence.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Your supervisory influence is directly related to how your colleagues and subordinates perceive your ____ behavior.
A. personal B. professional C. academic D. leadership |
Answer:
D. leadership |
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ESP Chapter 3. True or False. Your supervisory influence is directly related to how your leadership behavior directly affects them .
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Supervisors have three primary sources of influence on the members of their work team, ____, ____ and ____.
A. role, reputation, skill B. role, reputation, behavior C. reputation, behavior, experience D. behavior, experience, motivation |
Answer:
B. role, reputation, behavior |
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ESP Chapter 3. In most organizations, a supervisor’s role carries with it the requisite ____ and ____ to get the job done.
A. power and authority B. authority and influence C. influence and behavior D. rank and skill |
Answer:
A. power and authority |
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ESP Chapter 3. The paradox of leadership is that the more the supervisor has to rely on the power of role to influence people, the ____ real leadership may be exerted.
A. more B. less C. more often D. less often |
Answer:
B. less |
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ESP Chapter 3. When used in concert with other sources of influence, ____ can be powerful.
A. motivation B. skill C. role D. rank |
Answer:
C. role |
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ESP Chapter 3. ____ is often described as the “story” that peers, subordinates and others tell about the boss.
A. rumor B. hearsay C. insinuation D. reputation |
Answer:
D. reputation |
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ESP Chapter 3. True or False. Reputation cannot be altered.
A. True B. False |
Answer:
B. False. Reputation can be altered. |
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ESP Chapter 3. Supervisor has control over the most important aspect of the “story”, which is ____.
A. behavior B. skill C. rank D. tenure |
Answer:
A. behavior |
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ESP Chapter 3. Your direct interaction and your experience of someone’s ____ is a powerful effect on your view of that person.
A. talent B. answer C. leadership D. supervision |
Answer:
B. answer |
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ESP Chapter 3. Supervisors should seek as much behavioral ____ as possible.
A. information B. feedback C. history D. skill |
Answer:
B. feedback |
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ESP Chapter 3. Good, clear feedback can help you create specific ____ to develop leadership skills.
A. improvements B. time C. motivation D. plans |
Answer:
D. plans |
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ESP Chapter 3. The person being influenced must perceive the leader (or supervisor) as trustworthy, expert, and ____.
A. skilled B. talented C. charismatic D. attractive |
Answer:
D. attractive |
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ESP Chapter 3. Employees are likely to trust a supervisor who consistently takes their ____ into account when making decisions.
A. feelings B. motivations C. desires D. interests |
Answer:
D. interests |
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ESP Chapter 3. True or False. Trust is a key element in any relationship.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. True or False. Trustworthiness takes on special meaning between supervisors and their employees.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. True or False. Inherent power and authority is not necessarily built into the supervisory role. Inherent power and authority is built into the role
A. True B. False |
Answer:
B. False. |
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ESP Chapter 3. Supervisors’ actions are ____ in the eyes of their employees.
A. glorified B. idolized C. magnified D. immortalized |
Answer:
C. magnified |
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ESP Chapter 3. In the absence of trust, supervisors are more likely to resort to the use of ____ to get things done.
A. authority B. threats C. coercion D. promises |
Answer:
A. authority |
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ESP Chapter 3. True or False. The use of authority in place of trust often brings out the best in employees.
A. True B. False |
Answer:
B. False. It seldom brings out the best in employees |
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ESP Chapter 3. Research going back to ____ indicates that the perception of ____ is perhaps the most essential condition for influence.
A. World War I , winning B. World War II , expertise C. The American Revolution , control D. The Civil War , force |
Answer:
B. World War II , expertise |
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ESP Chapter 3. True or False. Expertise, when combined with other attributes, becomes more powerful.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. ____ is considered so important in our society that even when not combined with other attributes, people in leadership positions who are perceived as having high levels of this are often forgiven for not having other important skills, such as interpersonal skills.
A. rank B. tenure C. skill D. expertise |
Answer:
D. expertise |
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ESP Chapter 3. Attractiveness pertains to whether the people perceive the influencer as having ____ and ____ that are similar to theirs.
A. ideas and thoughts B. values and beliefs C. thoughts and perceptions D. wants and needs |
Answer:
B. values and beliefs |
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ESP Chapter 3. People are much less likely to be influenced by those whom they perceive as having different ____ and ____.
A. ideals and goals B. values and beliefs C. goals and aspirations D. morals and principals |
Answer:
B. values and beliefs |
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ESP Chapter 3. True or False. The typical career pattern often starts out with supervisory responsibilities.
A. True B. False |
Answer:
B. False |
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ESP Chapter 3. Leadership fitness can be thought of as having four dimensions:
A. Physical, Intellectual, Emotional, and Spiritual B. Physical, Loving, Emotional, and Spiritual C. Physical, Intellectual, Emotional, and Moral D. Physical, Intellectual, Loving, and Spiritual |
Answer:
A. Physical, Intellectual, Emotional, and Spiritual |
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ESP Chapter 3. The leadership role is more physically ____ than having responsibility solely for one’s own work.
A. rewarding B. relaxing C. involved D. taxing |
Answer:
D. taxing |
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ESP Chapter 3. The leadership role often involves longer ____ and more stress.
A. assignments B. hours C. leave time D. tenure |
Answer:
B. hours |
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ESP Chapter 3. Everyone has the ability to increase their physical ____.
A. motivation B. wellbeing C. condition D. stamina |
Answer:
D. stamina |
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ESP Chapter 3. Being physically fit will help you be a more ____ leader.
A. energetic B. positive C. negative D. demanding |
Answer:
A. energetic |
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ESP Chapter 3. One indicator of intellectual fitness is being ____ in chosen field
A. the top pick B. complacent C. up-to-date D. comfortable |
Answer:
C. up-to-date |
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ESP Chapter 3. One indicator of intellectual fitness is being knowledgeable about current ____ that affect your clients or services.
A. events B. workloads C. demands D. attitudes |
Answer:
A. events |
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ESP Chapter 3. One indicator of intellectual fitness is establishing a reputation as a source of ____ and ____.
A. knowledge and power B. information and talent C. power and respect D. knowledge and information |
Answer:
B. Information and talent |
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ESP Chapter 3. Emotional fitness can be ____ and ____, the same way that physical health can.
A. sought and obtained B. taught and learned C. valued and respected D. monitored and improved |
Answer:
D. monitored and improved |
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ESP Chapter 3. True or False. Ignoring emotional health will often lead to bigger problems.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. The ability to lead and supervise is directly related to your ability to maintain your emotional ____.
A. outlook B. health C. image D. superiority |
Answer:
B. health |
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ESP Chapter 3. How you seek answers to eternal questions is not important, it’s the ____ itself that is important.
A. finding B. seeking C. processing D. retention |
Answer:
B. seeking |
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ESP Chapter 3. True or False. Inner peace that comes from asking such questions can help us focus more clearly on our leadership tasks.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. The ____ is the most notable organization in America engaged in the business of leadership development.
A. Center for Leadership Advancement B. Center for Innovative Leadership C. Center for Creative Leadership D. Center for Creative Management |
Answer:
C. Center for Creative Leadership |
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ESP Chapter 3. The three aspects of leadership developed from the most notable organization in America are:
A. Self-management capabilities, Social capabilities, Work - facilitation capabilities B. Self-control capabilities, Social capabilities, Work - facilitation capabilities C. Self-management capabilities, Interpersonal Skills capabilities, Work - facilitation capabilities D. Self-management capabilities, Social capabilities, Leadership capabilities |
Answer:
A. Self-management capabilities, Social capabilities, Work - facilitation capabilities |
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ESP Chapter 3. True or False. Self-management capabilities can help one become self-aware.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Self-management capabilities can help one to balance ____ demands
A. conflicting B. competing C. ongoing D. overwhelming |
Answer:
A. conflicting |
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ESP Chapter 3. True or False. Self-management capabilities can do nothing to help one be better able to learn.
A. True B. False |
Answer:
B. False. It can help one to be able to learn. |
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ESP Chapter 3. Self-management capabilities can help one possess ____ values.
A. leadership B. management C. supervisory D. positive |
Answer:
A. leadership |
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ESP Chapter 3. Self-management capabilities allow a supervisor to manage the most important thing they have to manage, namely ____.
A. others B. the organization C. the team D. themselves |
Answer:
D. themselves |
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ESP Chapter 3. Social capabilities build and maintain ____.
A. the organization B. the team C. the customer D. relationships |
Answer:
D. relationships |
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ESP Chapter 3. Social capabilities build effective ____ groups.
A. small B. large C. cohesive D. work |
Answer:
D. work |
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ESP Chapter 3. True or False. Social capabilities can help one communicate effectively.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Social capabilities help supervisors to develop skills to in turn help others to ____.
A. work harder B. develop C. produce D. achieve |
Answer:
B. develop |
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ESP Chapter 3. One can strengthen social capabilities by applying good ____ to professional relationships.
A. motivation B. feedback C. standards D. skills |
Answer:
B. feedback |
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ESP Chapter 3. Work-facilitation capabilities produce creative ____.
A. thinkers B. teams C. individuals D. organizations |
Answer:
A. thinkers |
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ESP Chapter 3. Work-facilitation capabilities produce supervisors who think and act ____.
A. positively B. negatively C. proactively D. strategically |
Answer:
D. strategically |
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ESP Chapter 3. Work-facilitation capabilities help supervisors initiate and implement ____.
A. change B. programs C. projects D. improvements |
Answer:
A. change |
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ESP Chapter 3. Supervisors with good work-facilitation capabilities have good ____ skills.
A. management B. hierarchal C. marker D. inter-personal |
Answer:
A. management |
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ESP Chapter 3. True or False. It is nearly impossible to develop “big-picture” skills in front-line positions.
A. True B. False |
Answer:
B. False. It is possible. |
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ESP Chapter 3. Peter Senge, an organizational theorist maintained that “those in positions of authority are not the ____ of authority”.
A. means B. source C. epitome D. root |
Answer:
B. source |
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ESP Chapter 3. The real source of authority in any organization is the legitimacy of the ______ that the organization lives by.
A. management philosophy B. management mantra C. guiding principles D. rules and regulations |
Answer:
C. Guiding principles |
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ESP Chapter 3. True or False. The power of position (role) is required in order to exert influence in the organization.
A. True B. False |
Answer:
B. False. It is not required |
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ESP Chapter 3. Supervisors and other emerging leaders cannot lead effectively unless they have a deep understanding of the ____ of the organization.
A. goals B. skills C. mission D. motivation |
Answer:
C. Mission |
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ESP Chapter 3. As leadership expert ____ has observed, "People want to be a part of something that makes a difference that transcends the ordinary: they want a star to steer by".
A. Peter Drucker B. Peter Senge C. Douglas McGregor D. Frances Hesselbein |
Answer:
D. Frances Hesselbein |
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ESP Chapter 3. Leaders seek feedback early and ____.
A. quickly B. reliably C. often D. infrequently |
Answer:
C. often |
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ESP Chapter 3. Supervisors get ____ feedback as they move up the organizational ladder.
A. less B. more C. more than enough D. not nearly enough |
Answer:
A. less |
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ESP Chapter 3. Feedback is all the more important and needs to be ____ and ____.
A. trustworthy and accurate B. accurate and authentic C. authentic and valuable D. valuable and respected |
Answer:
B. accurate and authentic |
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ESP Chapter 3. Leaders find worthy ____ and ____.
A. models and mentors B. mentors and confidants C. models and confidants D. confidants and counselors |
Answer:
A. models and mentors |
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ESP Chapter 3. Most people find ____ people whom they really admire and emulate their best and most productive leadership behaviors.
A. many B. a few C. more than enough D. not enough |
Answer:
B. a few |
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ESP Chapter 3. True or False. Associating with people you can learn from and modeling your behavior after theirs, is an effective way to improve leadership skills.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. It is important to find mentors in your work life who personify _______ and to then try and understand what makes them successful leaders.
A. successful leadership B. greatness C. value D. hard work |
Answer:
A. successful leadership |
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ESP Chapter 3. As a supervisor, you should allow yourself to be ____ and approach every situation as an opportunity to learn something new.
A. mentored B. taught C. respected D. valued |
Answer:
A. mentored |
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ESP Chapter 3. Become a ____ of leadership.
A. teacher B. counselor C. student D. admirer |
Answer:
C. student |
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ESP Chapter 3. Some supervisory work requires less emphasis on leadership and more emphasis on ____ and ____.
A. time and effort B. effort and results C. supervision and administration D. administration and effort |
Answer:
C. supervision and administration |
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ESP Chapter 3. True or False. Supervisors should not feel diminished if they thrive on administrative duty rather than on leadership tasks.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. If you wish to exert positive influence in larger circles within your organization, seek challenges that will test your leadership ____ and stretch your leadership skills.
A. capacity B. skills C. experience D. value |
Answer:
A. capacity |
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ESP Chapter 3. You should develop a plan to improve your leadership. After gathering information and feedback, develop a simple but powerful plan for ____.
A. improving B. action C. results D. tomorrow |
Answer:
A. improving |
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ESP Chapter 3. True or False. A supervisor should try to change everything at once.
A. True B. False |
Answer:
B. False |
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ESP Chapter 3. Learning to lead, like all learning, is a ____ journey.
A. continuing B. predetermined C. short D. lifelong |
Answer:
D. lifelong |
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ESP Chapter 3. True or False. Although some may have been born with a predisposition toward leadership, almost everyone has some degree of leadership potential that’s just waiting to be tapped.
A. True B. False |
Answer:
A. True |
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ESP Chapter 3. Research going back to ____ indicates that the perception of expertise is perhaps the most essential condition for influence.
A. World War I B. World War II C. The American Revolution D. The Civil War |
Answer:
B. World War II |
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|
ESP Chapter 3. Supervisors who want to be effective leaders need to learn how to exert ____.
A. positive persuasion B. positive social influence C. self motivation D. team work |
Answer:
B. positive social influence |
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ESP Chapter 3. Your ____, given anonymity, will give more valid and realistic descriptions of your leadership behavior.
A. self B. boss C. subordinates D. peers |
Answer:
C. subordinates |
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ESP Chapter 3. The three aspects of leadership developed from the most notable organization in America are:
A. Self-management capabilities, Social capabilities, Work - facilitation capabilities B. Self-control capabilities, Social capabilities, Work - facilitation capabilities C. Self-management capabilities, Interpersonal Skills capabilities, Work - facilitation capabilities D. Self-management capabilities, Social capabilities, Leadership capabilities |
Answer:
A. Self-management capabilities, Social capabilities, Work - facilitation capabilities |
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ESP Chapter 3. The bottom line is that your supervisory influence is directly related to two things: 1) how your colleagues and your subordinates perceive your leadership behavior and 2) how your leadership behavior ____
A. indirectly affects them B. directly affects them C. leads them into teamwork D. develops teamwork |
Answer:
B. directly affects them |
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ESP Chapter 3. Since ____, for example, more than 4,000 books with the word leadership in the title have been published in English.
A. 1985 B. 1990 C. 1995 D. 2000 |
Answer:
C. 1995 |
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ESP Chapter 3. In its Handbook of Leadership Development, the ____, prehaps the most notable organization in America engaged in the business of leadership development, recommends that emerging leaders (and those who are helping leaders to develop) focus on three aspects of leadership.
A. Center for Creative Leadership B. Ohio State Leadership School C. Center for Developing Leadership Skills D. Duke Leadership Research. |
Answer:
A. Center for Creative Leadership |
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ESP Chapter 3. The three conditions for influence are:
A. Trustworthy, Expert, and Attractive B. Responsible, Expert, and Attractive C. Trustworthy, Expert, and Responsible D. Responsible, Trustworthy, and Honest |
Answer:
A. Trustworthy, Expert, and Attractive |
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ESP Chapter 3. It is essential to understand that formal power and ____ are not absolutely necessary to lead.
A. authority B. superiority C. masterly D. self - actualization |
Answer:
A. authority |
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ESP Chapter 3. Beginning with Ohio State University studies of leadership in the late 1940s, research has consistently identified two general qualities associated with effective leaders: ____ and ____.
A. consideration , structure B. attentiveness , order C. respect , experts D. thoughtfulness , experts |
Answer:
A. consideration , structure |
|
|
ESP Chapter 3. As leadership expert ____ has observed, "People want to be a part of something that makes a difference that transcends the ordinary: they want a star to steer by".
A. Peter Drucker B. Peter Senge C. Douglas McGregor D. Frances Hesselbein |
Answer:
D. Frances Hesselbein |
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ESP Chapter 3. Your organizational peers and your direct reports - those who are, in a sense, the "____" of your leaderships skills - tend to have the most useful perceptions of your leadership behavior.
A. customers B. patrons C. consumers D. users |
Answer:
C. consumers |
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ESP Chapter 3. ____ is a better predictor of effective leadership than personal traits.
A. Demeanor B. Attitude C. Bearing D. Behavior |
Answer:
D. Behavior |
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ESP Chapter 3. Leadership is difficult to define clearly. For example, although certain characteristics - such as forcefulness, persuasiveness, and ____ - have all been associated with leadership, many leaders do not seem to posses those particular qualities.
A. influence B. charisma C. temperament D. charm |
Answer:
B. charisma |
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ESP Chapter 3. Supervisors have three primary sources of influence on the members of their work team (and others): Which is not one?
A. their role B. their reputation C. their influence D. all are correct |
Answer:
C. their influence |
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ESP Chapter 3. ____ is thus a two-way process , a relationship that requires the commitment of both parties.
A. Management B. Supervisor C. Leadership D. Communication |
Answer:
C. Leadership |
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ESP Chapter 3. One thing we do know for certain about leadership is that it has little meaning outside the context of relationships. Thus leadership cannot really be said to occur ____.
A. with only one participant B. with only one party C. in solitude from others D. in isolation from others |
Answer:
D. in isolation from others |
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ESP Chapter 3. Leadership fitness can be thought of as having four dimensions:
A. Physical, Intellectual, Emotional, and Spiritual B. Physical, Loving, Emotional, and Spiritual C. Physical, Intellectual, Emotional, and Moral D. Physical, Intellectual, Loving, and Spiritual |
Answer:
A. Physical, Intellectual, Emotional, and Spiritual |
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ESP Chapter 3. The noted management thinker ____ was once asked whether leaders are born. He just responded that some are - but in far to few numbers to make much difference in the world.
A. Peter Drucker B. HW Heinrich C. Douglas McGregor D. Abraham Maslow |
Answer:
A. Peter Drucker |
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ESP Chapter 3. What's most important, however, leadership is a behavior that can be ____ and that the effects can be long lasting.
A. learned B. taught C. experienced D. understood |
Answer:
B. taught |
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ESP Chapter 3. An interesting paradox of leadership is that the more the supervisor has to rely on the power of the role to influence people, the ____ real leadership may be exerted.
A. more B. less C. greater D. more often |
Answer:
B. less |
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ESP Chapter 3. In sum, Leadership is the exertion of positive ____. It occurs in the context of formal and informal relationships in all types and sizes of organizations.
A. communications skills B. social influence C. communication ability D. social direction |
Answer:
B. social influence |
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ESP Chapter 3. People are much less likely to be influenced by those whom they perceive as having different ____ and ____.
A. ideals and goals B. values and beliefs C. goals and aspirations D. morals and principals |
Answer:
B. values and beliefs |
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ESP Chapter 3. ____ is essentially the "story" that peers, subordinates, and others tell about the boss.
A. Rumors B. Character C. Reputation D. Standing |
Answer:
C. Reputation |
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ESP Chapter 3. ____ is an activity - an influence process - in which an individual gains trust and commitment of others and without recourse to formal position or authority moves the group to the accomplishment of one or more tasks.
A. supervision B. management C. direction D. leadership |
Answer:
D. leadership |
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ESP Chapter 3. But as organizational theorist ____ observes, "Those in positions of authority are not the source of authority".
A. Peter Druker B. Peter Senge C. Frances Hesselbein D. Douglas McGregor |
Answer:
B. Peter Senge |
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ESP Chapter 3. Which is not one of the three primary sources of influence Supervisors have on the members of their work team?
A. behavior B. reputation C. role D. knowledge |
Answer:
D. knowledge |
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ESP Chapter 3. Leaders with __________________ are creative thinkers, think and act strategically, initiate and implement change, and have good management skills.
A. Self management capabilities B. Work facilitation capabilities C. Creative facilitation capabilities D. Cognitive facilitation capabilities |
Answer:
B. Work facilitation capabilities |
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ESP Chapter 3. For an influential relationship to develop, the person being influenced must perceive the leader as ____________.
A. Expert B. Attractive C. Expert, attractive and trustworthy D. Trustworthy |
Answer:
C. Expert, attractive and trustworthy |
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ESP Chapter 3. The first source of influence Supervisors have on the members of their work team is ____.
A. Behavior B. Role C. Reputation D. Control |
Answer:
B. Role |
