BAM 550 – Leadership Set-2 Exam

Multiple Choice Questions (Enter your answers on the enclosed answer sheet) Which of the following pertains to the amount of time people take to prepare for an interview and their overall job performance and satisfaction? Openness to experience Agreeableness Surgency Dependability “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? Bold Excitable Skeptical Cautious 3. Dutiful leaders Tend to blame others for their mistakes Frustrate and disempower their staffs through micro-management Deal with stress by sucking up to superiors Are unconcerned about the welfare of their staff Which dark-side personality trait is often associated with extremely high dependability scores? Excitable Diligent Skeptical Colorful These managerial types have gained insight into their dark-side traits and have found ways to negate their debilitating effects on followers. Competent Managers Results Only Managers Cheerleaders In Name Only Managers

A person’s all-around effectiveness in activities directed by thought is called Motivation Intelligence Perception Cognition 7. Intelligence Affects behavior equally across all situations Is relatively easy to change Can be inferred in different ways Can be modified through education and experience ‘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? Team management Country Club management Impoverished management Middle-of-the-road management These skills and behaviors do not involve interacting with others and are among the most difficult to change. Intrapersonal Interpersonal Leadership Business Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the Intrapersonal skills category Leadership skills category Interpersonal skills category Business skills category

11. Community leaders Have positional power Can get tasks accomplished Tend to have fewer resources Can discipline followers who do not adhere to organizational norms The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is Framing Building social capital Mobilization Interaction facilitation Leaders can motivate followers with strong __ values by giving them opportunities to improve society and help others who are less fortunate. Affiliation Hedonism Altruism Security 14. What is the motivational strategy of followers with strong scientific values? They enjoy analyzing data to get at the truth The more they are paid, the more they are motivated to work They are motivated when they work in organizations that have strong customs They believe fame, visibility and publicity are important Leaders who suffer from extrinsic motivational bias falsely believe followers are more motivated by Job security Money Recognition Helping others Some people are motivated to persist in certain behaviors for the simple reason that they like to do them. This is called Extrinsic motivation Overjustification effect Intrinsic motivation Observer effect

Which of the following statements concerning the overjustification effect is true? The overjustification effect occurs in a number of situations Rewards seen as providing “informational”value typically result in a decrease in intrinsic motivation for the task Overjustification effect is more a reality than a myth External rewards may backfire if they are given to people already intrinsically motivated to perform the tasks What are the most powerful determinants of task behaviors, according to Locke and Latham? Values Goals Abilities Needs Receiving conflicting information from two or more people about their expectations for your work behavior reflects Intersender role conflict Intrasender role conflict Interrole conflict Person-role conflict 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. Interrole conflict Intrasender role conflict Intersender role conflict Person-role conflict A person is experiencing __ if he/she wonders, “Just what am I supposed to be doing?” Role ambiguity Role conflict Role overload Role insufficiency

These are the informal rules that groups adopt to regulate and regularize group members’ behaviors. Values Norms Meanings Groupthink 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 Group polarization Social facilitation Group cohesion Punctuated equilibrium 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 Groupthink Punctuated equilibrium Overbounding Ollieism A highly cohesive group with members who overstep their boundaries or even violate laws to please the leader illustrates Groupthink Ollieism Overbounding Teamwork

Multiple Choice Questions (Enter your answers on the enclosed answer sheet) 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 Autonomy Task interdependence Task structure Skill variety 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) Task identity Structured task Task significance Unstructured task 3. Which of the following statements about unstructured tasks is false? Unstructured tasks are by nature somewhat ill defined Reducing the degree of ambiguity inherent in an unstructured situation is a leadership behavior appreciated by followers While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do Subordinates need help when a task is unstructured 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 Task interdependence Autonomy Task structure Skill variety If we consider the example of ironing a shirt, which of the following task dimensions would be high? Skill variety Task Significance Task structure Task interdependence 

6. The organizational structure is A tangible reality An end in itself Sacrosanct and permanent A tool for getting things done in organizations 7. Typically, greater horizontal complexity is associated with The number of hierarchical levels appearing on an organization chart The increased likelihood for communication breakdowns between subunits The degree of standardization in an organization The diffusion of decision making throughout an organization This refers to the number of hierarchical levels appearing on an organization chart. Centralization Formalization Horizontal complexity Vertical complexity 9. The only situational consideration in situational leadership is Decision making Readiness Knowledge of the task Goal setting In terms of the four leadership styles of situational leadership, a high task/ low relationship behavior is referred to as Delegating Selling Participating Telling 11. The delegating leadership style has High task/low relationship behavior Low task/low relationship behavior An assessment of an individual’s personality Links to customers and suppliers

12. Which of the following statements about leadership is true? Situational leadership theory maintains that leaders are very consistent in their behavior Situational leadership theory maintains that leaders’ effectiveness is primarily determined by changing the situation to fit the particular leader’s style The contingency model emphasizes flexibility in leader behaviors The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation Situational leadership theory suggests that the leader should base his behavior upon Valued rewards Follower maturity Task structure Leader-member relations Fiedler’s contingency theory uses which of the following instruments to determine the relevant characteristic of the leader? The Myers-Briggs Type Indicator The California Personality Inventory The Least Preferred Coworker Scale The Five Factor Personality Inventory 15. Which of the following statements about high-LPC leaders is true? 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 They are primarily motivated by the task, which means that they primarily gain satisfaction from task accomplishment They are primarily motivated by relationships, which mean that they are primarily satisfied by establishing and maintaining close interpersonal relationships They will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished

Which of the following is the most powerful supplement in determining overall situation favorability? Leader-member relations Task structures Position powers Subordinate acceptance What is the underlying cause for a huge percentage of failures of change initiatives? The leader’s inability or unwillingness to address culture and capabilities issues Leaders act to optimize their part of the organization at the expense of sub-optimizing the organization’s overall effectiveness The leader does not have a compelling vision or fails to motivate others to do something different Top leaders may fail to demonstrate empathy and listening skills 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. Amount of change Dissatisfaction Resistance Process 19. Which of following is not a common form of resistance to change? Loss of power Loss of competence Loss of charisma Loss of rewards When followers are afraid of losing power, a leader’s response to this fear would be To coach, mentor, train, peer coach, use job aids and so forth To demonstrate empathy and have good listening skills To help employees build new relationships before change occurs or soon thereafter To design and implement a new reward system to support change initiative

21. The “S” in SARA refers to Stress Shock Situational Systems 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. Acceptance Rejection Anger Shock Usually the first people to realize that a change initiative needs to be implemented are the organization’s First-line supervisors Middle managers Top leaders Individual contributors 24. Management skills are important for Coaching followers on how to do things differently Determining a new vision for the organization Increasing dissatisfaction Reviewing progress on change plans 25. Persons derive authority because of their exemplary characteristics in the Charismatic authority system Traditional authority system Legal-rational authority system Legal authority system