Organization Leadership

Front 1

When a manager is frequently called upon to represent the views of the unit for which he or she is responsible, he/she is said to be fulfilling the ________ role.
a. entrepreneur
b. spokesperson
c. team player
d. negotiator

Back 1

b. spokesperson

Front 2

Leadership takes into account factors related to the leader, the persons being led, and
a. personality traits of leaders.
b. various forces in the environment.
c. personal characteristics of group members.
d. forces beyond the control of the leader.

Back 2

b. various forces in the environment

Front 3

3.Which of the following is a valid observation of the interrelationship between management and leadership?
a. Organizational management is a subset of organizational leadership.
b. All leaders are managers, but all managers are not leaders.
c. Management and leadership are mutually exclusive behaviors.
d Not all leaders are managers and not all managers are leaders.

Back 3

d. Not all leaders are managers and not all managers are leaders

Front 4

Leaders who have the "right stuff" have
a.the necessary traits and characteristics to lead effectively.
b.made the right connections to become leaders.
c.intellectual characteristics associated with effective leadership.
d.inborn charismatic behaviors.

Back 4

a.the necessary traits and characteristics to lead effectively.

Front 5

Emotional intelligence tends to
a.peak at an early career stage.
b.be closely associated with technical skill.
c.improve with experience.
d.decrease substantially during middle age.

Back 5

c.improve with experience.

Front 6

6. Gordon, the CEO of a closed-end business development company, believes strongly in the ideas that he proposes and stands by them. He displays high level of self-confidence and is an inspiration to his followers. Many consider him as a role model. Gordon can be called a ________ leader.
a. transactional
b. autocratic
c. situational
d. charismatic

Back 6

d. charismatic

Front 7

A manager motivates his subordinates to work toward achieving the organizational goals even by foregoing their personal welfare. He does this by modeling the behaviors through his actions. He has created an image of a self-sacrificing leader through his actions. This manager is a(n) ________ leader
3
a. transactional
b. autocratic
c. situational
d. transformational

Back 7

d. transformational

Front 8

We know that charismatic leadership has taken place when
a.group members feel manipulated even though the cause is important.
b.the leader feels good about his or her accomplishments.
c.extraordinary levels of devotion, identification, and emulation are aroused in group members.
d.the leader is highly accepted by group members and superiors.

Back 8

c.extraordinary levels of devotion, identification, and emulation are aroused in group members.

Front 9

One technique a leader uses to bring about transformations is to get people
a. focused on minor satisfactions.
b. not to worry that the organization's future is threatened.
c. to accept early retirement, if appropriate.
d. to look beyond self-interest.

Back 9

d. to look beyond self-interest.

Front 10

Which of the following would most likely be a vision for Avon Products?
a.Get more men to purchase our products.
b.Become the ultimate relationship marketer of products and services for women.
c.Increase sales to underdeveloped countries by 5 percent per year.
d.Develop five new products per year.

Back 10

b.Become the ultimate relationship marketer of products and services for women.

Front 11

Which of the following can be categorized as task-related behavior?
a. rewarding good performers
b. providing personal support to employees
c. setting performance standards
d. showing confidence in subordinates

Back 11

c. setting performance standards

Front 12

A manager who shows trust and confidence in subordinates is displaying ________ behavior.
a. initiating structure
b. maintaining structure
c. consideration
d. organizational task

Back 12

c. consideration

Front 13

An important way of inspiring people is to
a.satisfy their lower-level needs.
b.satisfy their higher-level needs.
c.implement tight control mechanisms.
d.implement loose control mechanisms.

Back 13

b.satisfy their higher-level needs.

Front 14

A large research study about sex differences in effectiveness between men and women leaders found that
a.men were rated high on relationship-oriented skills.
b.men were rated lower on orientation toward strategic planning and organizational vision.
c.women were rated lower on orientation toward production and obtaining results.
d.women were rated higher on relationship-oriented leadership skills.

Back 14

d.women were rated higher on relationship-oriented leadership skills.

Front 15

When asked about leadership effectiveness, an executive said in part, "The length of the leash varies with different people. . . ." The executive's comments support the ____ perspective on leadership.
a.Contingency
b.Relationship-oriented
c.Task-oriented
d.Universal theory

Back 15

a.Contingency

Front 16

The general point of Fiedler's contingency theory of leadership is that the best style of leadership is determined by
a.the leader's personality.
b.how well the leader gets along with group members.
c.a balance of task and relationship factors.
d.the situation in which a leader works.

Back 16

d.the situation in which a leader works.

Front 17

Division manager Pedro believes strongly in the path-goal theory of leadership, so he engages in behaviors that
a.have a high probability of winning.
b.set quite high goals for all subordinates.
c.complement subordinates' environment and abilities.
d.follow a logical path.

Back 17

c.complement subordinates' environment and abilities.

Front 18

Which of the following theories advocated the view that leadership effectiveness would be dependent on a combination of the type of leader and the relative degree of favorability of the situation for the leader?
a. Leader-member exchange (LMX) theory
b. Path-goal theory of leadership
c. Fiedler's contingency theory of leadership
d. situational leadership II

Back 18

c. Fiedler's contingency theory of leadership

Front 19

Which of the following is a possible disadvantage associated with charismatic leaders?

Back 19

They do not always suit the requirements of the situation

Front 20

A person can be called a charismatic leader if he or she _____.

Back 20

can influence followers based on inspirational qualities

Front 21

Charisma constitutes a set of traits that can produce an especially strong from of _____ power.

Back 21

Referent