BAM 550 ( Leadership )

Publisher:

McGraw-Hili/Irwin, New York, NY, 10020.

BAM 550

Leadership

Text: Leadership: Enhancing The Lessons of Experience

Authors:

Sixth Edition, 2008
ISBN: 978-0-07-340504-9
Richard Hughes, Robert Ginnett, and Gordon Curphy
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Leadership
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Which of the following statements concerning the rational and emotional
aspects of leadership is false?
A. Leaders can use rational techniques and/or emotional appeals in order
to influence followers
B. Leadership includes actions and influences based only on reason and
logic
C. Aroused feelings can be used either positively or negatively
D. Good leadership involves touching others’feelings
2. To many, the word management suggests
A. Dynamism
B. Risk-taking
C. Efficiency
D. Creativity
3. According to the text, leadership is often more associated with
A. Consistency
B. Planning
C. Paperwork
D. Change
4. 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
5. Which of the following statements about leaders versus managers is false?
A. Leadership is a value-laden, activity, management is not
B. Leaders focus on risk taking; managers perform functions such as
planning and controlling
C. Leaders are thought to do things right, managers do the right things
D. Leaders develop, managers maintain
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6. According to the text, which of the following statements is true?
A. Leadership and management have some unique functions with an area
of overlap
B. A good leader can be a good manager, but the reverse is never true
C. Leadership and management are not related
D. Leadership and management are effectively the same for all practical
purposes
7. What best describes the leader-follower relationship?
A. The relationship is a one-way street
B. Leadership and followership are the same thing
C. Leadership and followership merge and are linked concepts
D. It is based on the idea of’one-man leadership’
8. Ideal leaders according to a survey were commonly characterized as all of
the following except
A. Honest
B. Competent
C. Forward-looking
D. Cooperative
9. According to a survey research by Judith Rosener, in terms of their
leadership experiences,
A. Women tended to describe themselves in transactional terms
B. Men tended to describe themselves in somewhat transformational
terms
C. Men influenced others primarily in terms of personal characteristics
D. Women helped subordinates develop commitment for broader goals
than their own self-interest
10. What term did Rosener coin to describe how some women leaders
encouraged participation and shared power and information, but went far
beyond what is commonly thought of as participative management?
A. Autocratic leadership
B. Laissez faire leadership
C. Interactive leadership
D. Transactional leadership
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11. Women leaders’ interactive leadership style developed
A. Due to their socialization experiences and career paths
B. Because of exchanges with subordinates for services rendered
C. By influencing others primarily through their organizational position
and authority
D. Because of their organizational position
12. According to female executives, what is the major factor that prevents
senior female executives from advancing to corporate leadership?
A. Lack of significant general management
B. Male stereotyping and preconceptions
C. Inhospitable corporate culture
D. Exclusion from informal networks
13. According to female executives. which of the following factors least
prevents women from advancing to corporate leadership?
A. Women not being in the pipeline long enough
B. Exclusion from informal networks
C. Inhospitable corporate culture
D. Lack of significant line experience
14. Most male CEOs attribute the paucity of women in corporate leadership
roles to which of the following?
A. Exclusion from informal networks
B. Women not in pipeline long enough
C. Male stereotyping and preconceptions
D. Inadequacies in the quality of experience for the top spots
15. According to a recent study, one of the general factors that explains the
shift toward more women leaders is that women themselves have changed.
It is evident in all except:
A. A trend toward less stereotypically masculine characterizations of
leadership
B. Women’s aspirations and attitudes have become less similar to those
of men over time
C. A legislation prohibiting gender-based discrimination at work
D. Changes in organizational norms that put a higher priority on results
than an “old boy” network
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16. The symbolic message often intended by appointment of women to
important leadership positions is evidence of the fact that
A. Culture has changed
B. Women themselves have changed
C. Leadership roles have changed
D. Organizational practices have changed
17. Which of the following statements concerning the reflection component of
the AOR model is false?
A. Leaders are always aware of the value of reflection in leadership
development
B. It is the most neglected component of the AOR model
C. It can provide leaders with a variety of insights into how to frame
problems differently
D. A reason for the reflection component to be neglected often may be
due to time pressure at work
18. What describes a kind of learning between the individual and the
environment in which learners seek relatively little feedback that may
significantly confront their fundamental ideas or actions?
A. Deutero-Iearning
B. Double loop learning
C. Triple-loop learning
D. Single-loop learning
19. Confronting one’s beliefs, inviting others to challenge you and working on
personal blind spots are aspects of the process of
A. Attribution
B. Double-loop learning
C. Self-fulfilling prophecy
D. Single-loop learning
20. Mastering __ can be thought of as learning how to learn.
A. Double-loop learning
B. Single-loop learning
C. Deutero-Iearning
D. Triple-loop learning
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Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Why is it extremely important to develop good competency models for criti-
calleadership positions?
A. Because they become the framework around which all human resource
systems are aligned
B. To ensure an organization’s selection process is hiring candidates with
the right skills
C. Because they can develop well-researched processes for promoting
leadership talent
D. To clarify an organization’s strategy for the next 5-10 years
2. Adopting valid and well-researched processes for hiring, developing or
promoting leadership talent is necessary for developing
A. A good competency model
B. A good leadership talent management system
C. A critical leadership position
D. A performance appraisal system
3. What are the leading causes of managerial incompetence?
A. Poor relationships with subordinates
B. Poor performance
C. Poor promotion decisions
D. Poor talent management practices
4. Which of the following assessment techniques is a very poor predictor of
leadership effectiveness?
A. Job simulation
B. Personality test
C. Job knowledge test
D. Application blank
5. This is the best and most valid assessment technique for making leader-
ship hiring decisions.
A. Reference check
B. Work sample/skill test
C. Application blank
D. Unstructured interview
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6. In —-1 applicants are put through a series of leadership potential as-
sessment techniques and only the applicants who “pass” one assessment
are allowed to move on to the next.
A. Compensatory approach
B. Qualitative approach
C. Multiple hurdles approach
D. Quantitative approach
7. The interviewers asks the leaders a predetermined set of questions in
A. Panel interviews
B. Structured interviews
C. Semi-structured interviews
D. Unstructured interviews
8. In structured interviews
A. It is difficult to compare the results of interviews from different lead-
ers
B. The interviewer has the latitude to allow the interview to proceed in
whatever direction seems appropriate
C. The common set of questions make it much easier to compare differ-
ent leaders’ skills
D. The interviewer does not follow a predetermined set of questions
9. 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
10. Policemen giving tickets for speeding is an example of
A. Legitimate power
B. Reward power
C. Coercive power
D. Expert power
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11. Followers are more likely to use __ power to change their leader’s be-
havior if they have a relatively high amount of referent power with their fel-
low co-workers.
A. Reward
B. Coercive
C. Legitimate
D. Expert
12. Research findings by French and Raven generally indicates that leaders
who relied primarily on __ and __ power had subordinates who were
more motivated and satisfied, were absent less and performed better.
A. Referent; expert
B. Coercive; referent
C. Expert; reward
D. Reward; legitimate
13. Which of the following statements concerning power and influence is
incorrect?
A. Effective leaders typically take advantage of all their sources of power
B. Leaders in well-functioning firms are not influenced by their subordi-
nates
C. Leaders vary in the extent to which they share power with subordinates
D. Effective leaders generally work to increase their various power bases
14. __ is exercised in the service of higher goals to others or organizations
and often involves self-sacrifice toward those ends.
A. Influence
B. Personalized power
C. Socialized power
D. Influence tactics
15. The Thematic Apperception Test is a(n)
A. Neuropsychological test
B. Personality inventory
C. Intelligence test
D. Projective personality test
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16. The need for power has been found to be positively related to all the fol-
lowing leadership effectiveness criteria, except
A. Success of nontechnical managers
B. Success of technical managers
C. Managers’ performance ratings
D. Managers’ promotion rates
17. As a group, this generation of workers tends to be technologically savvy,
independent and skeptical of institutions and hierarchy.
A. The Nexters
B. The Veterans
C. The Baby Boomers
D. The Gen Xers
18. The generation of workers born after 1980 are called the
A. Gen Xers
B. Nexters
C. Baby Boomers
D. Veterans
19. Gen Xers define leadership as
A. Giving employees what they need to work well and comfortably
B. Sitting in meetings and making profound vision statements
C. Creating a level playing field for all
D. Being critical and patronizing of employees
20. Prophet generations
A. Are born during a great war
B. Were born during a cultural renewal
C. Are born after a spiritual awakening
D. Were born after a great war
21. These generational archetypes are born when social idealism and spiritual
agendas among the young foster a revolt against the established institu
tiona I order.
A. Prophet generations
B. Nomad generations
C. Hero generations
D. Artist generations
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22. These generational archetypes are born after a spiritual awakening, leading
to a time of individual pragmatism and national chauvinism.
A. Prophet generations
B. Nomad generations
C. Hero generations
D. Artist generations
23. Artist generations
A. Are born after a spiritual awakening
B. Were born after a great crisis
C. Were born during a cultural renewal
D. Are born during a great crisis
24. Boomers in middle age are
A. A prophet generation
B. A hero generation
C. A nomad generation
D. An artist generation
25. Nexters are
A. An artist generation
B. A hero generation
C. A nomad generation
D. A prophet generation
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Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Which of the following pertains to the amount of time people take to
prepare for an interview and their overall job performance and satisfaction?
A. Openness to experience
B. Agreeableness
C. Surgency
D. Dependability
2. “Because of their narcissistic tendencies, these leaders often get quite a
bit done. But their feelings of entitlement and inability to learn from
experience often results in trails of bruised followers.Whtch dark-side
personality trait is defined by this statement?
A. Bold
B. Excitable
C. Skeptical
D. Cautious
3. Dutiful leaders
A. Tend to blame others for their mistakes
B. Frustrate and disempower their staffs through micro-management
C. Deal with stress by sucking up to superiors
D. Are unconcerned about the welfare of their staff
4. Which dark-side personality trait is often associated with extremely high
dependability scores?
A. Excitable
B. Diligent
C. Skeptical
D. Colorful
5. These managerial types have gained insight into their dark-side traits and
have found ways to negate their debilitating effects on followers.
A. Competent Managers
B. Results Only Managers
C. Cheerleaders
D. In Name Only Managers
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6. A person’s all-around effectiveness in activities directed by thought is
called
A. Motivation
B. Intelligence
C. Perception
D. Cognition
7. Intelligence
A. Affects behavior equally across all situations
B. Is relatively easy to change
C. Can be inferred in different ways
D. Can be modified through education and experience
8. ‘Adequate organization performance is possible through balancing the
necessity to get work out while maintaining morale of people at a
satisfactory level: In terms of the Leadership Grid, what leadership
orientation does this signify?
A. Team management
B. Country Club management
C. Impoverished management
D. Middle-of-the-road management
9. These skills and behaviors do not involve interacting with others and are
among the most difficult to change.
A. Intrapersonal
B. Interpersonal
C. Leadership
D. Business
10. Competencies concerned with analyzing issues, making decisions, financial
savvy and strategic thinking constitute the
A. Intrapersonal skills category
B. Leadership skills category
C. Interpersonal skills category
D. Business skills category
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11. Community leaders
A. Have positional power
B. Can get tasks accomplished
C. Tend to have fewer resources
D. Can discipline followers who do not adhere to organizational norms
12. The leadership competency of helping a group or community recognize and
define its opportunities and issues in ways that result in effective action is
A. Framing
B. Building social capital
C. Mobilization
D. Interaction facilitation
13. Leaders can motivate followers with strong __ values by giving them
opportunities to improve society and help others who are less fortunate.
A. Affiliation
B. Hedonism
C. Altruism
D. Security
14. What is the motivational strategy of followers with strong scientific values?
A. They enjoy analyzing data to get at the truth
B. The more they are paid, the more they are motivated to work
C. They are motivated when they work in organizations that have strong
customs
D. They believe fame, visibility and publicity are important
15. Leaders who suffer from extrinsic motivational bias falsely believe followers
are more motivated by
A. Job security
B. Money
C. Recognition
D. Helping others
16. Some people are motivated to persist in certain behaviors for the simple
reason that they like to do them. This is called
A. Extrinsic motivation
B. Overjustification effect
C. Intrinsic motivation
D. Observer effect
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17. Which of the following statements concerning the overjustification effect is
true?
A. The overjustification effect occurs in a number of situations
B. Rewards seen as providing “informational”value typically result in a
decrease in intrinsic motivation for the task
C. Overjustification effect is more a reality than a myth
D. External rewards may backfire if they are given to people already
intrinsically motivated to perform the tasks
18. What are the most powerful determinants of task behaviors, according to
Locke and Latham?
A. Values
B. Goals
C. Abilities
D. Needs
19. Receiving conflicting information from two or more people about their
expectations for your work behavior reflects
A. Intersender role conflict
B. Intrasender role conflict
C. Interrole conflict
D. Person-role conflict
20. This role conflict occurs when a store manager encourages a salesperson to
mislead customers about the quality of the store’s products when this
behavior is inconsistent with the salesperson’s values and beliefs.
A. Interrole conflict
B. Intrasender role conflict
C. Intersender role conflict
D. Person-role conflict
21. A person is experiencing __ if he/she wonders, “Just what am I
supposed to be doing?”
A. Role ambiguity
B. Role conflict
C. Role overload
D. Role insufficiency
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22. These are the informal rules that groups adopt to regulate and regularize
group members’ behaviors.
A. Values
B. Norms
C. Meanings
D. Groupthink
23. The sum of forces that attract members to a group, provide resistance to
leaving it and motivate them to be active in it is called
A. Group polarization
B. Social facilitation
C. Group cohesion
D. Punctuated equilibrium
24. One of the disadvantages of highly cohesive group is finding that, people
in such groups often become more concerned with striving for
unanimity than in objectively appraising different courses of action. This
phenomenon is called
A. Groupthink
B. Punctuated equilibrium
C. Overbounding
D. Ollieism
25. A highly cohesive group with members who overstep their boundaries or
even violate laws to please the leader illustrates
A. Groupthink
B. Ollieism
C. Overbounding
D. Teamwork
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Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Jeff works as a self-employed consultant. He decides when, where and
how he works based on market demand and personal preference. Jeff’s job
has a high degree of
A. Autonomy
B. Task interdependence
C. Task structure
D. Skill variety
2. When there is a known procedure for accomplishing a task, rules
governing how one goes about it and if these rules are followed, there is
one result. These features characterize a(n)
A. Task identity
B. Structured task
C. Task significance
D. Unstructured task
3. Which of the following statements about unstructured tasks is false?
A. Unstructured tasks are by nature somewhat ill defined
B. Reducing the degree of ambiguity inherent in an unstructured
situation is a leadership behavior appreciated by followers
C. While it is easier for a leader to give instruction in unstructured tasks,
it is not necessarily the most helpful thing to do
D. Subordinates need help when a task is unstructured
4. Workers may be able to accomplish their tasks in an autonomous fashion,
but the products of their efforts must be coordinated in order for the group
to be successful. This refers to
A. Task interdependence
B. Autonomy
C. Task structure
D. Skill variety
5. If we consider the example of ironing a shirt, which of the following task
dimensions would be high?
A. Skill variety
B. Task Significance
C. Task structure
D. Task interdependence
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6. The organizational structure is
A. A tangible reality
B. An end in itself
C. Sacrosanct and permanent
D. A tool for getting things done in organizations
7. Typically, greater horizontal complexity is associated with
A. The number of hierarchical levels appearing on an organization chart
B. The increased likelihood for communication breakdowns between
subunits
C. The degree of standardization in an organization
D. The diffusion of decision making throughout an organization
8. This refers to the number of hierarchical levels appearing on an
organization chart.
A. Centralization
B. Formalization
C. Horizontal complexity
D. Vertical complexity
9. The only situational consideration in situational leadership is
A. Decision making
B. Readiness
C. Knowledge of the task
D. Goal setting
10. In terms of the four leadership styles of situational leadership, a high task/
low relationship behavior is referred to as
A. Delegating
B. Selling
C. Participating
D. Telling
11. The delegating leadership style has
A. High task/low relationship behavior
B. Low task/low relationship behavior
C. An assessment of an individual’s personality
D. Links to customers and suppliers
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12. Which of the following statements about leadership is true?
A. Situational leadership theory maintains that leaders are very
consistent in their behavior
B. Situational leadership theory maintains that leaders’ effectiveness is
primarily determined by changing the situation to fit the particular
leader’s style
C. The contingency model emphasizes flexibility in leader behaviors
D. The contingency model suggests that leader effectiveness is primarily
determined by selecting the right kind of leader for a certain situation
13. Situational leadership theory suggests that the leader should base his
behavior upon
A. Valued rewards
B. Follower maturity
C. Task structure
D. Leader-member relations
14. Fiedler’s contingency theory uses which of the following instruments to
determine the relevant characteristic of the leader?
A. The Myers-Briggs Type Indicator
B. The California Personality Inventory
C. The Least Preferred Coworker Scale
D. The Five Factor Personality Inventory
15. Which of the following statements about high-LPC leaders is true?
A. If tasks are being accomplished in an acceptable manner, they will
move to their secondary level of motivation, which is forming and
maintaining relationships with followers
B. They are primarily motivated by the task, which means that they
primarily gain satisfaction from task accomplishment
C. They are primarily motivated by relationships, which mean that they
are primarily satisfied by establishing and maintaining close interper-
sonal relationships
D. They will focus on improving their relationships with followers after
they are assured that assigned tasks are being satisfactorily accom
plished
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16. Which of the following is the most powerful supplement in determining
overall situation favorability?
A. Leader-member relations
B. Task structures
C. Position powers
D. Subordinate acceptance
17. What is the underlying cause for a huge percentage of failures of change
initiatives?
A. The leader’s inability or unwillingness to address culture and
capabilities issues
B. Leaders act to optimize their part of the organization at the expense
of sub-optimizing the organization’s overall effectiveness
C. The leader does not have a compelling vision or fails to motivate
others to do something different
D. Top leaders may fail to demonstrate empathy and listening skills
18. This component of the change model is where the change initiative
becomes tangible and actionable because it consists of the development
and execution of the change plan.
A. Amount of change
B. Dissatisfaction
C. Resistance
D. Process
19. Which of following is not a common form of resistance to change?
A. Loss of power
B. Loss of competence
C. Loss of charisma
D. Loss of rewards
20. When followers are afraid of losing power, a leader’s response to this fear
would be
A. To coach, mentor, train, peer coach, use job aids and so forth
B. To demonstrate empathy and have good listening skills
C. To help employees build new relationships before change occurs or
soon thereafter
D. To design and implement a new reward system to support change
initiative
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21. The “S” in SARA refers to
A. Stress
B. Shock
C. Situational
D. Systems
22. In this stage of coping with change, you start to question whether the
company really knew what it was doing by letting you go and perhaps
rationalize that they will probably be calling you back.
A. Acceptance
B. Rejection
C. Anger
D. Shock
23. Usually the first people to realize that a change initiative needs to be
implemented are the organization’s
A. First-line supervisors
B. Middle managers
C. Top leaders
D. Individual contributors
24. Management skills are important for
A. Coaching followers on how to do things differently
B. Determining a new vision for the organization
C. Increasing dissatisfaction
D. Reviewing progress on change plans
25. Persons derive authority because of their exemplary characteristics in the
A. Charismatic authority system
B. Traditional authority system
C. Legal-rational authority system
D. Legal authority system
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