Leadership Research Findings Practice and Skills 8th Edition by Andrew J. DuBrin - Test Bank

True / False 1. Unless a manager gets people to move beyond mechanical compliance with directions and orders, leadership has not taken place. a.

True b.

False ANSWER: True RATIONALE: Leadership can also be defined as “the influential increment over and above mechanical compliance with directions and orders.” See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. The concept of leadership as a partnership concerns legal aspects of relationships. a.

True b.

False ANSWER: False RATIONALE: Leadership is often regarded as a partnership or collaboration between leaders and group members. It concerns with several individuals within a team serving as leaders, both by formal and informal assignment. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 3.

A major contributor to leader burnout is being responsible for an action that hurts so many people. a.

True b.

False ANSWER: True RATIONALE: A major contributor to leader burnout is being responsible for an action that hurts so many people, such as laying off workers. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 4. Effective leaders have to be good managers or be supported by effective managers. a.

True b.

False ANSWER: True RATIONALE: Effective leaders have to be good managers themselves or be supported by effective managers. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 1.1 IVES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Connect 5. A synthesis of several studies on managerial succession indicated that changes in leadership are usually associated with conditions of stability within the organization. a.

True b.

False ANSWER: False RATIONALE: An overview of research on managerial succession over a recent twenty year period provides more support for the idea that leadership has an impact on organizational performance. Using different methodologies, these studies arrived at the same conclusion that changes in leadership are followed by changes in company performance. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Comprehension

NOTES:

Digital story: Connect

6. According to the substitutes for leadership viewpoint, certain factors in the work environment make the leader's role almost superfluous. a.

True b.

False ANSWER: True RATIONALE: According to the substitutes for leadership viewpoint, factors in the work environment that provide guidance and incentives to perform, make the leader’s role almost superfluous. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 7. Part of the coach and motivator role is to provide team members with feedback concerning ineffective performance. a.

True b.

False ANSWER: True RATIONALE: An effective leader takes the time to coach and motivate team members, and sometimes to inspire large groups of people inside the organization. Providing team members with feedback concerning ineffective performance is part of the coach and motivator role of a leader. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Blooms: Knowledge NOTES: Digital story: Engage 8. Alexis is engaged in the team builder role when she performs individual contributor tasks on a regular basis. a.

True b.

False ANSWER: False RATIONALE: Performing individual contributor tasks on a regular basis, such as making sale calls or repairing machinery is part of the technical problem solver role of a leader. See “Leadership Roles.”

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 9. A major part of the strategic planning role of leaders is to help the firm deal effectively with its internal environment. a.

True b.

False ANSWER: False RATIONALE: Carrying out the strategic-planner role enables the manager to practice strategic leadership. One of the activities included under this category is helping the firm deal with the external environment. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. Being a leader often gives a person a chance to help people directly. a.

True b.

False ANSWER: True RATIONALE: A leader works directly with people, often teaching them job skills, serving as a mentor, and listening to personal problems. Part of a leader’s job is to help other people become managers and leaders. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Connect

11. Leadership limits the number of people in whom you can confide. a.

True b.

False ANSWER: True RATIONALE: The higher you rise as a leader, the lonelier you will be in a certain sense. Leadership limits the number of people in whom you can confide. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. A cited advantage of being a leader is that a person is better able to avoid being involved in organizational politics. a.

True b.

False ANSWER: False RATIONALE: People at all levels of an organization, from the office assistant to the chairperson of the board, must be aware of political factors. Yet you can avoid politics more easily as an individual contributor than you can as a leader. As a leader you have to engage in political byplay from three directions: below, sideways, and upward. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Engage 13. The formula L = f (l, gm, s) implies that being made of the right stuff is the most important factor influencing leadership effectiveness. a.

True b.

False ANSWER: False RATIONALE: The formula, L = f (l, gm, s) implies that the leadership process is a function of the leader, group members (or followers), and other situational variables. See “A Framework for Understanding Leadership.”

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Engage 14. The leadership process is a function of the leader, the group members, and other situational variables. a.

True b.

False ANSWER: True RATIONALE: According to the basic framework for understanding leadership, leadership is a function of both the leader and the led and the complexity of the context (setting and environment). See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. Leader behavior and style refers to attributes of the group members that could have a bearing on how effective the leadership attempt will be. a.

True b.

False ANSWER: False RATIONALE: Leader behavior and style refers to the activities engaged in by the leader, including characteristic approach, that relate to his or her effectiveness. See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

16. A component of the general learning model applied to leadership skills is to obtain feedback on skill utilization from others. a.

True b.

False ANSWER: True RATIONALE: A component of the general learning model applied to leadership skills is to obtain feedback on skill utilization from others. See “Skill Development in Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Skill Development in Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 17. The follower characteristic of competence refers to building skills that will make a person more marketable to other firms. a.

True b.

False ANSWER: False RATIONALE: Effective followers build their competence and focus their efforts for maximum impact. Competence centers on mastering skills that will be useful to the organization. Less effective group members rarely take the initiative to engage in training and development. See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 18. A defining aspect of leadership is that it includes the ability to a. communicate with people. b. delegate responsibility to others. c. maintain equilibrium in the organization. d. inspire people's confidence and gain their support.

ANSWER: RATIONALE:

d The common characteristic of leaders is their ability to inspire and stimulate others to achieve worthwhile goals. Therefore, leadership can be defined as the ability to inspire confidence and support among the people who are needed to achieve organizational goals. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Easy NOTES: Digital story: Engage 19. One of the definitions of leadership offered in the text deals with figuring out what is right rather than a. having other people tell you what is right. b. explaining what is right. c. doing what is right. d. duplicating what is right.

ANSWER: a RATIONALE: According to Rudy Giuliani, leadership involves first figuring out what’s right, and then explaining it to people, as opposed to first having people explain to you what’s right, and then just saying what they want to hear. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 20. Leadership can be practiced a. only in the executive suite. b. at any level in the organization. c. only by people whose job title includes "manager." d. only when employees are performing below standard.

ANSWER: b RATIONALE: Leadership is not only found among people in high-level positions. Leadership is needed at all levels in an organization and can be practiced to some extent even by a person not assigned to a formal leadership position. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 21. According to an analysis of a group of studies, in terms of having an impact on company performance the leader was about as important as the a. building in which the company headquarters is located. b. decision to list a company on the stock exchange. c. industry in which the company operated. d. price of the stock.

ANSWER: c RATIONALE: A group of researchers analyzed 200 management techniques as employed by 150 companies over ten years. The study found that the choice of a CEO leader is as important as the choice of whether to remain in the same industry or enter a different one. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 22. Substitutes for leadership refers to a. financial incentives that encourage people to work independently. b. group members who are in charge when the leader is absent. c. factors in the work setting that make leadership superfluous. d. extra compensation given to employees who are asked to supervise their own work.

ANSWER: c RATIONALE: Substitutes for leadership refers to factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 23. Intrinsically satisfying work can be a leadership substitute because such work a. is so self-motivating that the worker requires very little leadership. b. usually involves computer technology. c. is usually performed when the leader is away. d. lies outside the jurisdiction of leaders.

ANSWER: a RATIONALE: Employees who are engaged in work they find strongly self-motivating, or intrinsically satisfying, require a minimum of leadership. Part of the reason is that the task itself grabs the worker’s attention and energy. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 24. The leadership irrelevance theory suggests that factors outside the leader's control a. work at cross purposes against the leader. b. have a larger impact on business outcomes than does the leader. c. are more relevant to group members than is the leader. d. point leaders in an unethical direction.

ANSWER: b RATIONALE: Pfeffer, in his leadership irrelevance theory, argues that factors outside the leader’s control have a larger impact on business outcomes than do leadership actions. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

25. According to the leadership studies of Jim Collins, the most important factor in organizational performance is the a. personality of the organization. b. personality of the leader. c. product mix offered to the public. d. efficiency of operations.

ANSWER: a RATIONALE: According to the findings of Jim Collins’ research, corporate leaders are slaves of much larger organizational forces. It is not the leader’s personality that makes a difference; more important is the organization’s personality. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 26. A recommended approach for understanding the impact of leadership on performance is to ask a. "Under what conditions do leaders make a difference?" b. "How well liked is the leader?" c. "What is the history of the firm?" d. "What company policies regulate leadership?"

ANSWER: a RATIONALE: A useful perspective on whether leadership makes a difference is to ask the right question as framed by J. Richard Hackman and Ruth Wageman. Instead of asking if leaders make a difference, we should be asking under what conditions leaders make a difference. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 27. A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters. The president's role is best classified as that of a. figurehead. b. coach. c. team leader.

d.

spokesperson.

ANSWER: RATIONALE:

a Four specific behaviors fit the figurehead role of a leader: entertaining clients or customers as an official representative of the organization, making oneself available to outsiders as a representative of the organization, serving as an official representative of the organization at gatherings outside the organization, and escorting official visitors. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 28. An aspect of the coach and motivator role of the leader is to a. deal with outside groups. b. display loyalty to superiors. c. informally recognize team member achievements. d. bargain with superiors for funds, facilities, and equipment.

ANSWER: c RATIONALE: An effective leader takes the time to coach and motivate team members, and sometimes to inspire large groups of people inside the organization. This role includes five specific behaviors. One of them includes informally recognizing team members’ achievements. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 29. Middle manager Sara is engaged in the team builder role when she a. negotiates for a larger budget for her team. b. represents her group at a company meeting. c. holds a meeting to talk about team accomplishments. d. helps the group solve a technical problem.

ANSWER: c RATIONALE: A key aspect of a leader’s role is to build an effective team. Activities contributing to team builder role include ensuring that team members are recognized for their accomplishments, initiating activities that contribute to group morale, and holding periodic staff meetings to encourage team members to talk

about their accomplishments, problems, and concerns. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 30. Marketing vice president Derek is engaged in the strategic planner role when he a. takes a key customer to lunch. b. coaches an account executive on how to close a major sale. c. makes plan for enlarging the office. d. looks for ideas in the outside world that could help the company.

ANSWER: d RATIONALE: Top-level managers engage in strategic planning, usually assisted by input from others throughout the organization. Carrying out the strategic-planner role enables the manager to practice strategic leadership. The strategist role is concerned with shaping the future of the organization, or a unit within the larger organization. See “Leadership Roles.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. An advantage of being a leader noted in the leadership text is a. being able to avoid the long hours typically worked by team members. b. loads of overtime pay. c. the opportunity to sidestep organizational politics. d. a chance to help others grow and develop.

ANSWER: d RATIONALE: A leader works directly with people, often teaching them job skills, serving as a mentor, and listening to personal problems. Part of a leader’s job is to help other people become managers and leaders. A leader often feels as much of a people helper as does a human resource manager or a counselor. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE1.3, 1.4

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Connect NOTES: Digital story: Connect 32. A potential disadvantage of being a leader is a. losing contact with paperwork and email. b. isolation from problems involving people. c. having fewer people to confide in about work-related issues. d. being out of the loop in terms of company policies.

ANSWER: c RATIONALE: The higher you rise as a leader, the lonelier you will be in a certain sense. Leadership limits the number of people in whom you can confide. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 33. A major challenge facing leaders in the pursuit of conflicting goals is: a. controlling costs versus spending money. b. granting people the authority to act independently yet getting them aligned. c. built-in conflicts between labor and management. d. motivating versus satisfying employees.

ANSWER: b RATIONALE: A major challenge facing leaders is to navigate among conflicting goals. The central theme of these dilemmas is attempting to grant others the authority to act independently, yet still getting them aligned or pulling together for a common purpose. See “The Satisfactions and Frustrations of Being a Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Knowledge

NOTES:

Digital story: Engage

34. The interpretation of the formula L = f ( l,gm,s) presented in the basic framework for understanding leadership is that leadership is partially a function of: a. gross marketing share. b. group members. c. gross national product. d. satisfactions of the leader's boss.

ANSWER: b RATIONALE: The basic assumption underlying the leadership framework can be expressed in terms of a simple formula with a profound meaning: L = f ( l,gm,s). The formula means that the leadership process is a function of the leader, group members (or followers), and other situational variables. See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 35. Leadership effectiveness, as defined in the framework for understanding leadership, refers to the leader: a. being impressive enough to get promoted. b. attaining desirable outcomes such as productivity and satisfaction. c. creating an attractive vision. d. turning over decision-making responsibility to group members.

ANSWER: b RATIONALE: Leadership effectiveness refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation. See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. 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.

ANSWER: b RATIONALE: Leadership does not exist in the abstract but takes into account factors related to the leader, the person or persons being led, and a variety of forces in the environment. See “A Framework for Understanding Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Framework for Understanding Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 37. A component of the general learning model applied to skill development in leadership is a. memorizing lists of great business leaders. b. making cross-comparisons of leadership theories. c. reading vision statements in annual reports. d. conceptual information supported by examples of leaders in action.

ANSWER: d RATIONALE: Developing leadership skills is more complex and ambiguous than developing a structured skill. A general learning model of skill development in leadership will include conceptual information demonstrated by examples and brief descriptions of leaders in action. See “Skill Development in Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Skill Development in Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 38. The terms isolates, activists, and diehards, relate to the idea that followers differ in terms of level of a. intelligence and emotional maturity. b. engagement with the leader and the group. c. relevant job experience. d. job relevant skills.

ANSWER: b

RATIONALE:

Barbara Kellerman offers a typology that helps explain how followers differ from one another. She focuses on the defining factor of the level of engagement with the leader or group to arrive at five types of follower such as isolates, bystanders, participants, activists, and diehards. See “Followership: Being an Effective Group Member.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 39. Which one of the following is the least essential characteristic of an effective follower? a. Reliance on being managed or led by another person b. Commitment to something beyond oneself c. Building competence d. Independent and critical thinking ANSWER: a RATIONALE: As observed by Robert E. Kelley, effective followers share four essential qualities: self-management, commitment, competence, and courage. Hence, reliance on being managed by another person is the least essential characteristic of an effective follower. See “Followership: Being an Effective Group Member.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 40. An effective way for a leader to collaborate with group members is to a. make sure the group members get their yearly salary increases. b. make all the major decisions himself or herself. c. solicit input from the right group members. d. make the hierarchy as steep as possible.

ANSWER: c RATIONALE: A key role for followers is to collaborate with leaders in achieving organizational goals. When highlevel leaders do not make all of the decisions but solicit input from knowledgeable group members, leaders and followers work together more closely. See “Followership: Being an Effective Group Member.”

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. The modern organization is characterized by a. a reversal of roles between leaders and followers. b. an overthrow of authority by leaders. c. competition between leaders and followers. d. collaboration between leaders and followers.

ANSWER: d RATIONALE: An argument for leadership irrelevance is that in the modern organization effective leadership means widespread collaboration in obtaining ideas, rather than the heroic leader doing all the innovating. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. As observed by Robert E. Kelley, _____ is an essential quality of effective followers. a. transparency b. skill utilization c. commitment d. charisma ANSWER: c RATIONALE: As observed by Robert E. Kelley, effective followers share four essential qualities: self-management, commitment, competence and focus, and courage. See “Followership: Being an Effective Group Member.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Followership: Being an Effective Group Member Bloom's: Comprehension Digital story: Connect

43. Jane is part of the sales team at JudyFashions Inc. Even though she has not been given a designation as the team leader, most of the team members rely on Jane for her opinions and suggestions on various sales related queries. Judy can be classified as a(n) ______ leader. a. isolate b. diehard c. participant d. emergent ANSWER: d RATIONALE: Emergent leaders are group members who significantly influence other group members even though they have not been assigned formal authority. See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 44. According to Nick Petrie, which of the following is a feature of the old paradigm of leadership? a. Leadership is pro-active. b. Leadership resides in a single person or role. c. Leadership continually evolves. d. Leadership is a collective process.

ANSWER: b RATIONALE: According to Nick Petrie “There is a transition occurring from the old paradigm in which leadership resided in a person or role, to a new one in which leadership is a collective process that is spread throughout networks of people.” See “The Meaning of Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meaning of Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

45. An overview of research on managerial succession over a recent twenty year period shows that: a. a consistent relationship is found between who is in charge and how well an organization performed. b. incompetent leadership can be counterbalanced by certain factors in the work situation. c. workers who incorporate strong professional norms often require a minimum of supervision and leadership. d. leadership roles are a subset of the managerial roles.

ANSWER: a RATIONALE: An overview of research on managerial succession over a recent twenty year period provides more support for the idea that leadership has an impact on organizational performance. A consistent relationship was found between who is in charge and how well an organization performed as measured by a variety of indicators. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 46. Which of the following is a justification for leader irrelevance argument? a. Leaders have plenty of room to influence others despite several constraints. b. Factors within a leader’s control have a larger impact on business outcomes than do leadership actions. c. Centralized leadership is the most efficient form of running an organization. d. High-level leaders have unilateral control over only a few resources.

ANSWER: d RATIONALE: Jeffrey Pfeffer, a professor of organizational behaviour at Stanford University, theorizes that leadership is irrelevant to most organizational outcomes. He argues that factors outside the leader’s control have a larger impact on business outcomes than do leadership actions. One of the arguments is that high-level leaders have unilateral control over only a few resources. See “The Impact of Leadership on Organizational Performance.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 47. The key to being a good follower is to think for oneself and to work well without close supervision. This is referred to as ______. a. focus b. self-management

c. competence d. courage ANSWER: b RATIONALE: The key to being a good follower is to think for oneself and to work well without close supervision.

Effective group members see themselves as being as capable as their leaders. This quality is known as self-management. See “Followership: Being an Effective Group Member.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 48. Followers who are completely detached and passively support the status quo by not taking action to bring about changes are called _____. a. isolates b. participants c. activists d. diehards ANSWER: a RATIONALE: Barbara Kellerman offers a typology that helps explain how followers differ from one another.

According to this typology, isolates are completely detached and passively support the status quo by not taking action to bring about changes. See "Followership: Being an Effective Group Member."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Knowledge 49. As a category of followers, _____ have an even stronger tendency to be whistleblowers than do activists. a. participants b. diehards c. isolates d. bystanders ANSWER: b RATIONALE: Diehards can be an asset or a liability to the leader. Diehards have an even stronger tendency to be whistleblowers than do activists. See "Followership: Being an Effective Group Member."

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 50. Zach is a team member who rarely offers inputs to his team leader. He follows orders passively and does not take an interest in his company's growth. As a follower, Zach is most likely a(n) _____. a. diehard b. activist c. bystander d. isolate ANSWER: d RATIONALE: Isolates are completely detached and passively support the status quo by not taking action to bring about changes. They do not care much about their leaders and just do their job without taking an interest in the overall organization. Zach's actions are indicative of those of an isolate. See "Followership: Being an Effective Group Member."

POINTS: 1 DIFFICULTY: Challenging NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 51. At a meeting, a(n) _____ is more likely to focus on the refreshments and taking peeks at his or her personal text messages. a. participant b. bystander c. activist d. diehard ANSWER: b RATIONALE: Bystanders are free riders who are typically detached when it fits their self-interests. At a meeting, a bystander is more likely to focus on the refreshments and taking peeks at his or her personal text messages. See "Followership: Being an Effective Group Member."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 52. When Carlos, the manager of a coffee shop, speaks to customers in order to find out trends in their preferences and their changing requirements, he is performing the leadership role of a(n) _____. a. coach and motivator b. team builder c. entrepreneur d. team player ANSWER: c RATIONALE: Talking with customers or others in the organization to keep aware of changing needs and requirements, as Carlos is doing in this scenario, is one of the three entrepreneurial leadership role activities. See "Followership: Being an Effective Group Member."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Application 53. Kiev, the manager of an accounting department, helps his CFO in framing the financial policies of his company. In this scenario, Kiev is carrying out the leadership role of a(n) _____. a. strategic planner b. executor c. spokesperson d. figurehead ANSWER: a RATIONALE: The strategist role is concerned with shaping the future of the organization, or a unit within the larger organization. Specific activities involved in this role include helping develop organizational policies.

When Kiev helps frame the financial policies, he is involved in the role of a strategic planner. See "Leadership Roles."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles KEYWORDS: Bloom's: Application

NOTES:

Digital Story: Perform

54. When the workers in a workshop encounter operating difficulties or breakdowns while handling their machinery, they seek the help of Drew, their floor manager, to fix or repair the machinery. In this scenario, Drew is carrying out the leadership role of a(n) _____. a. executor b. figurehead c. team builder d. technical problem solver ANSWER: d RATIONALE: As a technical problem solver, supervisors and middle managers perform individual contributor tasks on a regular basis, such as making sale calls or repairing machinery. See "Leadership Roles."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles NOTES: Digital Story: Perform 55. An article argues that Edmonton Bank is unlikely to change its policies even though it recently appointed a new CEO. It notes that all the CEOs of Edmonton Bank are Caucasian males in their late forties, who went to Ivy League schools.

This article's argument about leadership irrelevance is based on the idea that: a. the new CEO will act in a way similar to the previous CEOs. b. the new CEO has unilateral control over only a few resources. c. Edmonton Bank uses information technology for many of its supervisory functions. d. the new CEO is limited by obligations to Edmonton Bank's shareholders.

ANSWER: a RATIONALE: One aspect of leader irrelevance is that firms tend to choose new organizational leaders whose values are compatible with those of the firm. The leaders therefore act in ways similar to previous leaders. See "The Impact of Leadership on Organizational Performance."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 56. Elaine, a project manager, often seeks feedback from her team members as well as her supervisors on how she is doing. Which of the following methods of skill development in leadership does Elaine use in this scenario?

a. Practice in natural settings b. Feedback on skill utilization, or performance, from others c. Conceptual information demonstrated by examples and brief descriptions of leaders in action d. Experiential exercises ANSWER: b RATIONALE: Feedback on skill utilization, or performance, from others is one of the many ways in which leadership skills can be developed or improved. See "Skill Development in Leadership."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.6 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Skill Development in Leadership KEYWORDS: Bloom's: Analysis NOTES: Digital Story: Perform 57. During a team meeting, the team manager expresses disappointment in his team's productivity rate. Svetalana, a team member, speaks up and says that their current project is particularly taxing on the team members and they have not compromised on the quality of their work. Which of the following qualities of a good follower is Svetlana displaying in this scenario? a.

Courage b.

Competence c.

Committment d.

Self-management ANSWER: a RATIONALE: Courage is an essential quality of effective followers. Effective followers establish themselves as independent, critical thinkers and fight for what they believe is right. When Svetlana speaks up about the reasons that affect productivity, she is demonstrating courage. See "Followership: Being an Effective Group Member."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.8 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform Essay 58. Samuel believes that his manager, Sally, does not play a significant role in his organization's performance. He feels that is his own skills and interest in his job that affect his performance. Explain Samuel's argument against the importance of leadership and what Sally should do to demonstrate the various roles a leader carries out.

ANSWER: The anti-leadership argument holds that the impact of the leader on organizational outcomes is smaller than the impact of forces within the situation.

At times, as Samuel feel, competent leadership is not necessary, and incompetent leadership can be counterbalanced by certain factors in the work situation. Under these circumstances, leadership itself is of little consequence to the performance and satisfaction of team members. According to this viewpoint, many organizations have substitutes for leadership. Such substitutes are factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous.

1. Closely knit teams of highly trained individuals: When members of a cohesive, highly trained group are focused on a goal, they may require almost no leadership to accomplish their task.

2. Intrinsic satisfaction: Employees who are engaged in work they find strongly self-motivating, or intrinsically satisfying, require a minimum of leadership. Part of the reason is that the task itself grabs the worker’s attention and energy. The worker may require little leadership as long as the task is proceeding smoothly.

3. Professional norms: Workers who incorporate strong professional norms often require a minimum of supervision and leadership. A group of certified professional accountants may not need visionary leadership to inspire them to do an honest job of auditing the books of a client or advising against tax fraud.

As a manager and a leader, Sally carries out many roles. Mintzberg and other researchers identified ten roles that can be classified as part of the leadership function of management.

1. Figurehead 2. Spokesperson 3. Negotiator 4. Coach and motivator 5. Team builder 6. Team player 7. Technical problem solver 8. Entrepreneur 9. Strategic planner 10. Executor Even as the manager of highly skilled and motivated workers like Samuel, Sally demonstrates leadership in her roles as a negotiator, strategic planner, problem solver, executor, figurehead, and a spokesperson. She can choose any of these roles to demonstrate the relevance of leadership in organizational performance.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.2, 1.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Impact of Leadership on Organizational Performance; Leadership Roles KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 59. Brent was recently promoted as a team leader. Since his promotion, Brent feels overworked and stressed. He feels he is responsible for solving problems he has no control over. Brent speaks to his supervisor about his frustrations and seeks advice regarding the roles of a team leader and how to derive satisfaction from them. What is Brent experiencing? If you were Brent's supervisor, what advice would you give him?

ANSWER: Brent appears to be experiencing the frustrations of being a leader. These include too much uncompensated overtime, facing a perform-or-perish mentality, and not having enough authority to

carry out responsibility.

Brent's supervisor should talk to him about the satisfactions of being a leader, such as respect from group members and increased status, increased opportunities for advancement, and a chance to help others grow and develop. Other satisfactions include a feeling of power and prestige, higher incomes, receiving more inside information, and an opportunity to control money and other resources.

Brent's supervisor should also talk to him about the various roles he can play as a team leader. These include being a spokesperson and negotiator on behalf of the team as well as upper management, being a coach and motivator to his team members, and helping his team solve technical problems.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.3, 1.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Roles, The Satisfactions and Frustrations of Being a Leader KEYWORDS: Bloom's: Analyze NOTES: Digital story: Lead 60. Adam, a manager, implements a process for tracking productivity and rewards productive team members with additional perks. While some team members enthusiastically responded to these measures, offering additional inputs on how productivity can be improved. Others just played along, with some of them expressing their support as long as they were rewarded for their work. If you were in Adam's position, how would you classify the team members based on their reception of the new initiatives? What approaches would you take with each category of followers?

ANSWER: Barbara Kellerman offers a typology that helps explain how followers differ from one another. She focuses on the defining factor of the level of engagement with the leader or group to arrive at five types of followers. Three types of followers are described in the scenario: 1. Isolates are completely detached and passively support the status quo by not taking action to bring about changes. In this case, the people who played along with the new plans are most likely classified as isolates. They do not care much about their leaders and just do their job without taking an interest in the overall organization. If Adam wants these team members to be more involved, he must carefully coach them. However, sometimes, firing isolates is the only option.

2. Bystanders are free riders who are typically detached when it fits their self-interests. In this case, those who support Adam's measures as long as they receive rewards can be classified as bystanders.

Bystanders have low internal motivation, so Adam has to work hard to find the right motivators to spark them into action.

3. Participants show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group. Those team members who offered new ideas to improve productivity are likely to be considered participants.

Participants are sometimes for, and sometimes against, the leader and the company. The leader has to review their work and attitudes carefully to determine whether or not the participant is being constructive. Participants have also been regarded as active followers, or those who make a major contribution to the mission of the group.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 1.7 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Followership: Being an Effective Group Member KEYWORDS: Bloom's: Analyze NOTES: Digital story: Lead

True / False 1. The trait approach to leadership is based on the idea that effective leaders are made of the "right stuff." a.

True b.

False ANSWER: True RATIONALE: According to the trait approach to leadership, “Leaders do not have to be great men or women by being intellectual geniuses or omniscient prophets to succeed. But they do need to have the ‘right stuff’ and this stuff is not equally present in all people.” See “The Strengths and Limitations of The Trait Approach.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Strengths and Limitations of The Trait Approach KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. According to one authority cited in the leadership text, humility adds value to leadership. a.

True b.

False ANSWER: True RATIONALE: Great leadership is manifested or articulated by people who know how to understate it. There is leadership value in humility, the leadership that comes from putting people in the limelight, not yourself. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. Telling the truth consistently is considered an important trust builder for leaders. a.

True b.

False ANSWER: True RATIONALE: Telling the truth consistently is considered an important trust builder for leaders. See “Personality Traits of Effective Leaders.”

POINTS: 1

DIFFICULTY: Easy LEARNING OBJECTI 2.2 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Personality Traits of Effective Leaders Bloom's: Knowledge Digital story: Engage

4. A synthesis of research studies suggests that when workers trust their supervisor, work satisfaction tends to be higher. a.

True b.

False ANSWER: True RATIONALE: A synthesis of research studies suggests that when workers trust their supervisor, work satisfaction tends to be higher. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. An assertive leader finds the right balance between being pushy and being passive. a.

True b.

False ANSWER: True RATIONALE: An assertive person is reasonably tactful rather than being aggressive and obnoxious. A leader with good sensitivity, or emotional intelligence, knows when assertiveness crosses the line into aggressiveness, such as insulting subordinates or making unreasonable demands. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

6. A key part of being an authentic leader is to be passionate about your purpose. a.

True b.

False ANSWER: True RATIONALE: A key part of being an authentic leader is to be passionate about your purpose. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 2.2 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 7. An effective form of humor by the leader is to poke fun at the problems and limitations of group members. a.

True b.

False ANSWER: False RATIONALE: Aggressive humor can be used to victimize, belittle, and cause others some type of disparagement— and will lead to negative outcomes such as stress and counter-hostility among group members. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 8. Leaders are likely to acquire more power if they use humor to build themselves up. a.

True b.

False ANSWER: True RATIONALE: Leaders are likely to acquire more power if they use humor to build themselves up. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 2.2 IVES:

NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Personality Traits of Effective Leaders Bloom's: Knowledge Digital story: Engage

9. A recommended way of building passion into a business is for the leader to tell a story about its creation. a.

True b.

False ANSWER: True RATIONALE: One of the ways for an entrepreneur to inject passion into a business is to tell a creation-of-theenterprise story. The story should inspire people to understand how your product or cause will make the world a better place. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. According to the theory of emotional intelligence, a person with a high degree of self-management would be well organized and helpful in making plans for others. a.

True b.

False ANSWER: False RATIONALE: According to the theory of emotional intelligence, self-management refers to the ability to control one’s emotions and act with honesty and integrity in a consistent and adaptable manner. The right degree of self-management helps prevent a person from throwing temper tantrums when activities do not go as planned. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

11. A resonant leader is one who scores low on emotional intelligence. a.

True b.

False ANSWER: False RATIONALE: The leader who scores high in emotional intelligence is described as resonant. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 2.2 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. Part of relationship management in emotional intelligence is building bonds with other people. a.

True b.

False ANSWER: True RATIONALE: Relationship management includes the interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Connect 13. The trait of flexibility is especially important for leadership because it facilitates a leader's ability to adapt to various leadership situations. a.

True b.

False ANSWER: True RATIONALE: The trait of flexibility is especially important for leadership because it facilitates a leader's ability to adapt to various leadership situations. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 14. A leader with a strong internal locus of control readily looks toward environmental forces as the cause of his or her successes and failures. a.

True b.

False ANSWER: False RATIONALE: Locus of control refers to whether a person feels personally responsible for events happening to him or her, helping the leader deliver a take-charge attitude. Hence, a leader with a strong internal locus of control feels personally responsible for events happening to him or her as the cause of his or her successes and failures. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. Group members tend to prefer a leader with an internal locus of control rather than an external one. a.

True b.

False ANSWER: True RATIONALE: Group members tend to prefer a leader with an internal locus of control rather than an external one.

See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 2.2 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. Leaders with a socialized power motive use power primarily to achieve organizational goals or vision. a.

True

b.

False

ANSWER: RATIONALE:

True Leaders with a socialized power motive use power primarily to achieve organizational goals or vision. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 2.2, 2.3 IVES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS:United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Leadership Motives Bloom's: Knowledge Digital story: Engage

17. A strong achievement drive is an important contributor to innovative thinking in the workplace. a.

True b.

False ANSWER: True RATIONALE: A strong achievement drive is an important contributor to innovative thinking in the workplace.

See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 2.2, 2.3 VES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Leadership Motives KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 18. Knowledge of the business has become less important as a leadership characteristic because so many competent staff specialists are found in organizations. a.

True b.

False ANSWER: False RATIONALE: Knowledge of the business has become less important as a leadership characteristic because so many competent staff specialists are found in organizations. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Cognitive Factors and Leadership Bloom's: Knowledge Digital story: Engage

19. Research about emotional intelligence suggests that leadership is much more controlled by heredity than by environment. a.

True b.

False ANSWER: False RATIONALE: Research about emotional intelligence reinforces the idea that leadership is a combination of inherited and learned factors. See “The Influence of Heredity and Environment on Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Influence of Heredity and Environment on Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 20. 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.

ANSWER: a RATIONALE: Leaders who have the “right stuff” have the necessary traits and characteristics to lead effectively.

Observations by managers and human resource specialists, as well as dozens of research studies, indicate that leaders have certain personality traits. These characteristics contribute to leadership effectiveness in many situations. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 21. Self-confidence is an important leadership characteristic found:

a. primarily among executives. b. primarily among supervisors. c. in almost every leadership setting. d. in male leaders more than in female leaders.

ANSWER: c RATIONALE: Self-confidence is not only a personality trait. It also refers to a behaviour and an interpersonal skill that a person exhibits in a number of situations. Hence, it is required in almost every leadership setting.

See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 22. A key part of a leader having humility is to: a. insult the group performance, including that of your own. b. put group members in the limelight, rather than oneself. c. make forecasts about the group not making standards. d. ask the group to lead itself so he or she can do analytical work.

ANSWER: b RATIONALE: According to Stephen G. Harrison, “Great leadership is manifested or articulated by people who know how to understate it. There is leadership value in humility, the leadership that comes from putting people in the limelight, not yourself.” See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Engage 23. Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of: a. humility. b. trustworthiness. c. extraversion. d. sense of humor.

ANSWER: b RATIONALE: An effective leader or manager is supposed to walk the talk, thereby showing a consistency between

deeds (walking) and words (talk). In this context, trust is defined as a person’s confidence in another individual’s intentions and motives and in the sincerity of that individual’s word. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness? a. Being highly diplomatic so as not to offend anyone b. Doing what she or he thinks is right in spite of the political consequences c. Behaving in a manner differently than he or she expects others to behave d. Making his or her behavior inconsistent with his or her intentions ANSWER: b RATIONALE: Maintaining a high level of integrity and building a reputation for doing what you think is morally right in spite of the political consequences are good trust builders. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 25. An authentic leader would most likely: a. imitate the behavior of the company CEO. b. engage in excessive organizational politics. c. expect more of workers than himself or herself. d. practice his or her values consistently.

ANSWER: d RATIONALE: Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term meaningful relationships and have the self-discipline to get results. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 26. An important part of being assertive is to: a. not tolerate differences of opinion. b. express feelings and opinions forthrightly. c. behave aggressively toward people when necessary. d. be obnoxious when necessary.

ANSWER: b RATIONALE: Assertiveness refers to being forthright in expressing demands, opinions, feelings, and attitudes. Being assertive helps leaders perform many tasks and achieve goals. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 27. Kent is an enthusiastic leader, so his enthusiasm is likely to: a. be perceived as an annoyance by group members. b. help him build relationships with the group. c. be perceived as somewhat of a phony by group members. d. make it difficult for him to advance further.

ANSWER: b RATIONALE: In almost all leadership situations, it is desirable for the leader to be enthusiastic. Group members tend to respond positively to enthusiasm, partly because enthusiasm may be perceived as a reward for constructive behavior. Enthusiasm is also a desirable leadership trait because it helps build good relationships with team members. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Personality Traits of Effective Leaders Bloom's: Comprehension Digital story: Connect

28. The most effective type of humor for an organizational leader to use is directed at: a. the competition. b. group members. c. other departments. d. himself or herself.

ANSWER: d RATIONALE: Laughter and humor serve such functions in the workplace as relieving tension and boredom and defusing hostility. Executives and other managers who use self-deprecating humor appear more approachable and likeable to subordinates. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 29. Passion for the work on the part of a leader often expresses itself as a(n): a. obsession for achieving company goals. b. distrust of employees who are calm and relaxed. c. obsession for surfing the Internet during working hours. d. tendency to engage in ruthless cost cutting.

ANSWER: a RATIONALE: A dominant characteristic of effective leaders is their passion for their work and to some extent for the people who help them accomplish the work. The passion goes beyond enthusiasm and often expresses itself as an obsession for achieving company goals. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 30. A person with high emotional intelligence is likely to:

a. become overly enthusiastic during a meeting. b. build strong personal bonds with people. c. be particularly well suited for performing analytical work. d. avoid stressful situations involving people.

ANSWER: b RATIONALE: Relationship management, one of the four factors in emotional intelligence, includes the interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. Research about emotional intelligence and leadership concludes that: a. emotional intelligence alone leads to career success. b. emotional intelligence combined with ambition accounts for 90 percent of career success. c. general intelligence and technical skills are the most important for top-level leaders. d. a leader's mood and associated behaviors affect bottom-line performance.

ANSWER: d RATIONALE: Research on emotional intelligence and leadership has also focused on the importance of the leader’s mood in influencing performance. Daniel Goleman, Richard Boyatzis, and Annie McKee believe that the leader’s mood and his or her associated behaviors greatly influence bottom-line performance. One reason is that moods are contagious. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 32. A leader with an internal locus of control: a. is often low in self-confidence. b. is often interpreted by group members as being weak. c. sees environmental factors as causing most events. d. takes responsibility for events happening.

ANSWER: d

RATIONALE:

Locus of control refers to whether a person feels personally responsible for events happening to him or her, helping the leader deliver a take-charge attitude. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 33. Donald Trump is seen as a leader with a: a. high standing on humility. b. personalized power motive. c. socialized power motive. d. low achievement drive.

ANSWER: b RATIONALE: Leaders with a personalized power motive seek power mostly to further their own interests. They crave the trappings of power, such as status symbols, luxury, and money. Their need for dominance can lead to submissive subordinates who are frequently sycophants and yes-persons. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2, 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 34. The achievement motive refers to: a. a desire to surpass productivity quotas. b. finding joy in accomplishment for its own sake. c. putting high energy into achieving work goals. d. sustaining a high level of energy for work.

ANSWER: b RATIONALE: Drive refers to a propensity to put forth high energy into achieving objectives and to persistence in applying that energy. Drive also includes achievement motivation—finding joy in accomplishment for its own sake. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2, 2.3 CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 35. Tenacity is considered to be an important leadership characteristic because: a. leaders have such limited power over group members. b. it requires tenacity to keep a job during an era of downsizing. c. it often takes a long time to implement a new program. d. leaders are so often under attack from group members.

ANSWER: c RATIONALE: Tenacity multiplies in importance for organizational leaders because it takes a long time to implement a new program or to consummate a business deal, such as acquiring another company. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.2, 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. "Knowledge of the business" as a leadership characteristic is closely related to the leadership trait of: a. tenacity. b. creativity. c. cognitive ability. d. drive and motivation.

ANSWER: c RATIONALE: Intellectual ability is closely related to having knowledge of the business or the key task the group is performing. It is closely related to the leadership trait of cognitive ability. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Knowledge

NOTES:

Digital story: Engage

37. A hands on and deeply engaged leader is most likely to be strong on which one of the following traits or characteristics? a. knowledge of the business b. emotionally supportiveness c. humility d. sense of humor ANSWER: a RATIONALE: The importance of knowledge of the business is strongly recognized as an attribute of executive leadership. Knowledge of the business or the group task is particularly important when developing strategy, formulating mission statements, and sizing up the external environment. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 38. Leadership effectiveness tends to be higher when the leader's intelligence is: a. about the same as that of the average group member. b. a little higher than that of the average group member. c. considerably higher than that of the average group member. d. considerably lower than that of the average group member.

ANSWER: b RATIONALE: A meta-analysis of 151 studies found a positive relationship between intelligence and job performance of leaders in many different settings. The researchers also found support for the old idea that intelligence contributes the most to leadership effectiveness when the leader is not vastly smarter than most group members. Again, group members prefer that their leaders be smarter than the average group member even if the difference is not huge. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

39. Creativity among leaders tends to be distributed: a. along a continuum from low to high. b. into being creative versus not creative. c. between old and young leaders. d. between planners versus implementers.

ANSWER: a RATIONALE: Many effective leaders are creative in the sense that they arrive at imaginative and original solutions to complex problems. Creative ability lies on a continuum, with some leaders being more creative than others. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 40. An important application of farsightedness for executive leaders is to: a. study technological developments. b. avoid being frustrated by the demands of group members and customers. c. predict the direction of environmental forces. d. memorize product information.

ANSWER: c RATIONALE: Conceptual thinking refers to the ability to see the overall perspective, and it makes farsightedness possible. A farsighted leader understands how the external environment influences the organization and how different parts of the organization influence each other. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. A systems thinker would be especially good at: a. exploiting short-range benefits. b. understanding how the external environment influences the organization. c. sizing up people. d. managing his or her emotions to advantage.

ANSWER: b

RATIONALE:

Conceptual thinking refers to the ability to see the overall perspective, and it makes farsightedness possible. A conceptual thinker is also a systems thinker, because he or she understands how the external environment influences the organization and how different parts of the organization influence each other. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. Jane is a farsighted leader, so she: a. tends to delay taking action. b. avoids planning her unit's activities. c. sees the long-range implications of her actions. d. focuses on the short-range implications of her actions.

ANSWER: c RATIONALE: To develop visions and corporate strategy, a leader needs farsightedness, the ability to understand the long-range implications of actions and policies. The farsighted leader/manager is not oblivious to shortrange needs but will devise an intermediate solution. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 43. With respect to heredity and environment, leadership effectiveness appears to be: a. mostly due to heredity. b. the combined influence of heredity and environment. c. mostly due to the environment. d. four-fifths heredity and one-fifth environment.

ANSWER: b RATIONALE: The traits, motives, and characteristics required for leadership effectiveness are caused by a combination of heredity and environment. Leaders are both born and made. See “The Influence of Heredity and Environment on Leadership.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 2.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Influence of Heredity and Environment on Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 44. The balance of opinion suggests that the contributors to leadership effectiveness are: a. virtually unknown. b. about 90 percent nature and 10 percent nurture. c. about 90 percent nurture and 10 percent nature. d. a combination of nature and nurture.

ANSWER: d RATIONALE: A person’s genes influence the emotional intelligence necessary for leadership. However, experience is important for emotional intelligence because it increases with age, and a person usually becomes better at managing relationships with practice. See “The Influence of Heredity and Environment on Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Influence of Heredity and Environment on Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 45. 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.

ANSWER: c RATIONALE: Experience is important for emotional intelligence because it increases with age, and a person usually becomes better at managing relationships with practice. See “The Influence of Heredity and Environment on Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Influence of Heredity and Environment on Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 46. An important strength of the trait approach to leadership is that it: a. can help with leadership selection and development. b. specifies how much of a given trait is important for leadership. c. specifies which traits are needed for leadership in a given situation. d. helps in analyzing the situational demands.

ANSWER: a RATIONALE: The current emphasis on emotional intelligence, charisma, innovative thinking, and ethical conduct, which are really traits, attitudes, and behaviors, reinforces the importance of the trait approach.

Understanding the traits of effective leaders serves as an important guide to leadership selection. See “The Strengths and Limitations of The Trait Approach.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 2.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Strengths and Limitations of The Trait Approach KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 47. Mike is the head of a research team at a technology firm. In spite of constant rejection of Mike’s ideas by the senior officials, he consistently pursued his ideas without losing confidence. This shows that Mike is a(n) _____ leader. a. socially conscious b. resilient c. submissive d. aggressive ANSWER: b RATIONALE: One of the motivational characteristics of organizational leaders is that they are tenacious. Tenacity multiplies in importance for organizational leaders because it takes a long time to implement a new program or to consummate a business deal. Resilience is part of tenacity because the tenacious person will bounce back from a setback through continuous effort. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2, 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives

KEYWORDS: NOTES:

Bloom's: Application Digital story: Perform

48. Torres was recently appointed the marketing head of a cosmetics company. He has a keen interest in the cosmetics industry and has extensively studied the company’s past growth and marketing strategies. This reveals that Torres: a. is an extraverted leader. b. exudes a strong sense of warmth and courage. c. has knowledge of the key task the group is performing. d. is influenced by personalized power motive.

ANSWER: c RATIONALE: Intellectual ability is closely related to having knowledge of the business or the key task the group is performing. An effective leader has to be technically competent in some discipline, particularly when leading a group of specialists. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 49. Simon, the CEO of a consumer electronics firm, received a huge positive response from the industry experts and consumers for introducing breakthrough technologies in the company’s products. Simon is a _____ leader. a. humble b. extraverted c. born d. creative ANSWER: d RATIONALE: Many effective leaders are creative in the sense that they arrive at imaginative and original solutions to complex problems. Creative ability lies on a continuum, with some leaders being more creative than others. At one end of the creative continuum are business leaders who think of innovative products and services. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

50. Lindsey, a market research analyst, is known for her almost accurate predictions regarding the market trends in the medium to long term. This depicts that Lindsey: a. has an insightful mind. b. is a resilient leader. c. is likely to score low on locus of control. d. has an impressive creation-of-the-enterprise story.

ANSWER: a RATIONALE: An important cognitive trait of leaders is insight, a depth of understanding that requires considerable intuition and common sense. Intuition is often the mental process used to provide the understanding of a problem. Insight helps speed decision making. You can gauge your insight by charting the accuracy of your hunches and predictions about people and business situations. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 51. Edwards is the head of the procurement department at FreshDelights, a frozen yoghurt chain. Anticipating a reduction in the demand for frozen yoghurt in the upcoming winter season, Edwards decides to reduce the dairy procurement.

Edwards is: a. a humble leader. b. a conceptual thinker. c. driven by personalized power motive. d. a leader with a pessimistic outlook.

ANSWER: b RATIONALE: To develop visions and corporate strategy, a leader needs farsightedness, the ability to understand the long-range implications of actions and policies. Conceptual thinking refers to the ability to see the overall perspective, and it makes farsightedness possible. A conceptual thinker understands how the external environment influences the organization. See “Cognitive Factors and Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cognitive Factors and Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Lewis is a team leader at a multinational corporation. Before assigning tasks to his team members, he asks for their

preferences and suggestions, to not only enhance project delivery efficiency, but also increase team members’ satisfaction.

Which of the following traits best describes Lewis’ approach? a.

Self-assertive b.

Aggressively courageous c.

Effective self-management d.

Socially aware ANSWER: d RATIONALE: Social awareness includes having empathy for others and intuition about organizational problems.

Socially aware leaders go beyond sensing the emotions of others by showing they care. In addition, they accurately size up political forces in the office. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 53. Clark is an enthusiastic leader who has the ability to clearly communicate his team plans and goals. He is also known for his ability to resolve disputes quickly, taking into consideration the interests of all the parties involved. Clark is likely to score high on: a. relationship management. b. personalized power motive. c. creativity. d. tenacity.

ANSWER: a RATIONALE: Relationship management includes the interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. Resonant leaders use relationship management skills to spread their enthusiasm and solve disagreements, often with kindness and humor.

See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. Clara is the CEO of an online retail store. Her business saw a 40 per cent increase in profits in the current year owing to her instant adaptation to the current and upcoming trends. This shows that: a. Clara is driven by personalized power motive.

b. Clara is over confident. c. Clara lacks in practical intelligence. d. Clara is a flexible leader.

ANSWER: d RATIONALE: A leader is someone who facilitates change. It therefore follows that a leader must be flexible enough to cope with such changes as technological advances, downsizings, global outsourcing, a shifting customer base, and a changing work force. Flexibility, or the ability to adjust to different situations, has long been recognized as an important leadership characteristic. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 55. Which of the following is true of a leader with socialized power motives? a. They are more likely to manipulate others through the use of power. b. They tend to be less emotionally mature than leaders with personalized power motives. c. They exercise power more for the benefit of the entire organization. d. They crave the trappings of power, such as status symbols, luxury, and money.

ANSWER: c RATIONALE: Leaders with a socialized power motive use power primarily to achieve organizational goals or a vision. Leaders with socialized power motives tend to be more emotionally mature than leaders with personalized power motives. They exercise power more for the benefit of the entire organization and are less likely to manipulate others through the use of power. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 2.2, 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 56. Clarke, the CEO of Abbott Corp., owns several businesses. He enjoys dominating others and prefers subordinates who are submissive and passive. Which of the following power motives explains Clarke’s behavior? a.

Socialized b.

Personalized c.

Achievement

d.

Cognitive

ANSWER: RATIONALE:

b Some leaders with strong personalized power motives typically enjoy dominating others. Their need for dominance can lead to submissive subordinates who are frequently sycophants and yes-persons. See “Leadership Motives.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Motives KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 57. Walker is a supervisor at an exporting unit. He has a cheerful disposition, and encourages and appreciates his team members who suggest ideas or accomplish tasks. Which of the following traits best describes Walker’s behavior? a.

Extraversion b.

Courage c.

Tenacity d.

Personalized power motive ANSWER: a RATIONALE: Extraversion has been recognized for its contribution to leadership effectiveness because it is helpful for leaders to be gregarious, outgoing, and upbeat in most situations. Also, extraverts are more likely to want to assume a leadership role and participate in group activities. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 58. Grace, the CEO of an oil and gas exploration company, decides to buy an oil block, even though experts have warned her of security risks and uncertainty with regard to oil presence. Grace completes the oil deal, and exploration in the block confirms oil presence. Which of the following traits best describes Grace’s actions? a.

Resonance b.

Gutsy c.

Humility d.

Extraversion ANSWER: b

RATIONALE:

Leaders need courage to face the challenges of taking prudent risks and taking initiative in general.

Courage comes from the heart. It takes courage for a leader to suggest a new undertaking, because if the undertaking fails, the leader is often seen as having failed. Courageous leadership has also been described as gutsy.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 59. William heads the marketing department of an apparel company. He is an enthusiastic leader who puts in extra work hours to increase the productivity of his team. He is so engaged and passionate about his work that he willingly contributes to his team even during his vacation. Which of the following could possibly be a consequence of William’s behaviour? a.

High attrition rates b.

Distrust among team members c.

Work addiction d.

Less transparency ANSWER: c RATIONALE: A dominant characteristic of effective leaders is their passion for their work and to some extent for the people who help them accomplish the work. The passion goes beyond enthusiasm and often expresses itself as an obsession for achieving company goals. The downside to extreme passion for work is that it can lead to work addiction, thereby interfering with other joys in life. See “Personality Traits of Effective Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform Essay 60. Derek, who was earlier a manager at a multinational firm, has been recently appointed the head of the marketing department in the same company. Despite several other contenders for the post of marketing head possessing the same technical skills, Derek clearly had an edge over the others in terms of emotional intelligence. Parker, one of the contenders, approaches the regional head to seek his advice on improving his leadership skills. If you were the regional head, what advice would you give to Parker?

ANSWER: Emotional intelligence refers to the ability to do such things as understanding one’s feelings, have empathy for others, and regulate one’s emotions to enhance one’s quality of life. This type of intelligence generally has to do with the ability to connect with people and understand their emotions.

In addition to being an ability, emotional intelligence is also a trait, or part of the leader’s personality.

The leader who scores high in emotional intelligence is described as resonant. Hence, from the scenario given in the question, it can be concluded that Derek is a resonant leader.

In order for Parker to enhance his leadership skills, he needs to improve on the four key factors in emotional intelligence as described here.

1. Self-awareness. The ability to understand your own emotions is the most essential of the four emotional intelligence competencies. Having high self-awareness allows people to know their strengths and limitations and have high self-esteem. Resonant leaders use self-awareness to accurately measure their own moods, and they intuitively understand how their moods affect others.

2. Self-management. This is the ability to control one’s emotions and act with honesty and integrity in a consistent and adaptable manner. The right degree of self-management helps prevent a person from throwing temper tantrums when activities do not go as planned. Resonant leaders do not let their occasional bad moods ruin their day. If they cannot overcome the bad mood, they let work associates know of the problem and how long it might last.

3. Social awareness. This includes having empathy for others and intuition about organizational problems. Socially aware leaders go beyond sensing the emotions of others by showing they care. In addition, they accurately size up political forces in the office.

4. Relationship management. This includes the interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. Resonant leaders use relationship management skills to spread their enthusiasm and solve disagreements, often with kindness and humor.

Emotional intelligence contributes to the understanding of leadership because it highlights the importance of leaders making effective use of emotions. Information about emotional intelligence also leads to a better understanding of how leadership emerges, leadership behaviors, and leadership effectiveness.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 61. Thomas heads the sales team of a computer software firm. As a leader, his inclination was more toward accumulating wealth and acquiring status through his position. In the second year of his tenure, the sales department generated a substantially lower revenue than in the previous years. If you were the advisor to Thomas, what advice would you give him to improve the company’s prospects?

ANSWER: At the outset, it appears that Thomas has a strong personalized power motive. Leaders with a personalized power motive seek power mostly to further their own interests. They crave the trappings of power, such as status symbols, luxury, and money. The wealthiest of CEOs purchase luxury condominium apartments in major cities, even when they have another home. Some leaders with strong personalized power motives typically enjoy dominating others. Their need for dominance can lead to submissive subordinates who are frequently sycophants and yes-persons. Another characteristic of leaders with a personalized power motive is that they do not worry about everybody liking them. They recognize that as you acquire power, you also acquire enemies.

In order to improve the prospects of the company, Thomas should develop socialized power motives.

Leaders with a socialized power motive use power primarily to achieve organizational goals or a vision. In this context, the term socialized means that the leader uses power primarily to help others. As a result, he or she is likely to provide more effective leadership. Leaders with socialized power motives tend to be more emotionally mature than leaders with personalized power motives. They exercise power more for the benefit of the entire organization and are less likely to manipulate others through the use of power. Leaders with socialized power motives are also less defensive and more willing to accept expert advice. Finally, they have longer-range perspectives.

It is important not to draw a rigid line between leaders with personalized power motives and those with socialized power motives. The distinction between doing good for others and doing good for oneself is often made on the basis of very subjective criteria.

Further, Thomas needs to improve his emotional intelligence quotient to enhance his ability to connect with people and understand their emotions. He should focus on augmenting his strengths in the four components of emotional intelligence: self-awareness, self-management, social awareness, and relationship management.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 2.2, 2.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Personality Traits of Effective Leaders, Leadership Motives KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 62. Tamara is the CEO of an energy firm. She is known for her natural abilities to manage crisis and guide her team through effectively. Kevin, one of the managers at Tamara’s organization was of the opinion that it was the “heredity” factor that plays a major role in Tamara’s leadership abilities. However, Kevin’s fellow worker, Allen, feels that hereditary factor alone is not sufficient to become a complete leader. If you were Allen, how would you justify his stance?

ANSWER: The traits, motives, and characteristics required for leadership effectiveness are caused by a combination of heredity and environment. Leaders are both born and made. Personality traits and mental ability traits are based on certain inherited predispositions and aptitudes that require the right opportunity to develop. Cognitive intelligence is a good example. We inherit a basic capacity that sets an outer limit to how much mental horsepower we will have. Yet people need the right opportunity to develop their cognitive intelligence so that they can behave brightly enough to be chosen for a leadership position.

Evelyn Williams, who directs the leadership development program at Stanford University, makes the following metaphor: “I think leadership is a combination of nature and nurture. Just as some musicians have a special talent for playing instruments, some people seem to be born with leadership abilities. But whatever their natural talent, people can certainly learn to be better musicians—and better leaders.”

The physical factor of energy also sheds light on the nature-versus- nurture issue. Some people are born with a biological propensity for being more energetic than others. Yet unless that energy is properly channeled, it will not help a person to become an effective leader.

Advances in neuroscience provide additional evidence that there is most likely a genetic and biological component to leadership. David Rock, founder of the NeuroLeadership Institute in Australia, points out that an effective leader is adaptive, such as knowing when to be dogmatic versus collaborative, or when to focus on details versus the big picture. To be adaptive, a person needs an integrated brain. Such integration requires strong connections across all regions of the brain. These connections are mostly genetic although they can be enhanced though mental activities such as creativity training. When the brain is well integrated, the leader can switch between different approaches with ease, such as being tough and unforgiving in one situation and displaying empathy in another. Research about emotional intelligence reinforces the statements made so far about leadership being a combination of inherited

and learned factors.

A person’s genes, therefore, influence the emotional intelligence necessary for leadership. However, experience is important for emotional intelligence because it increases with age, and a person usually becomes better at managing relationships with practice.

POINTS: 0 DIFFICULTY: Challenging LEARNING OBJE 2.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Influence of Heredity and Environment on Leadership KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead

True / False 1. Charismatic leaders are easy-going, natural people who tend to minimize impression management. a.

True b.

False ANSWER: False RATIONALE: Charismatic leaders use impression management to deliberately cultivate a certain relationship with group members. In other words, they take steps to create a favorable, successful impression, recognizing that the perceptions of constituents determine whether they function as charismatic leaders.

See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. One of the effects of charismatic leadership is the creation of a wide gap between the beliefs of the leader and those of group members. a.

True b.

False ANSWER: False RATIONALE: Charismatic leadership is possible under certain conditions. The constituents must share the leader’s beliefs and must have unquestioning acceptance of and affection for the leader. See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. Being perceived as charismatic can often be important for a top-level leader to hold on to his or her position. a.

True b.

False ANSWER: True RATIONALE: Not being charismatic enough can sometimes make it difficult to hold on to a high-level leadership position. See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 3.1 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 4. A socialized charismatic leader is concerned primarily with using power for the good of other people. a.

True b.

False ANSWER: True RATIONALE: A socialized charismatic leader is concerned primarily with using power for the good of other people.

See “Three Types of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC3.1 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARDUnited States - OHIO - DISC: Leadership Principles S: TOPICS: Three Types of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future. a.

True b.

False ANSWER: True RATIONALE: An essential part of being a charismatic and transformational leader is to offer constituents a vision of the future. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

6. Charismatic leaders are much more conservative than average with respect to risk taking. a.

True b.

False ANSWER: False RATIONALE: As great opportunists, charismatic people yearn to accomplish activities others have never done before.

Risk taking adds to a person’s charisma because others admire such courage. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 7. To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values. a.

True b.

False ANSWER: True RATIONALE: To be truly effective for the purpose of charismatic leadership, a metaphor should appeal to the intellect, imagination, and values. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 8. Management by storytelling is a method used by charismatic and transformational leaders to discipline employees and involves telling them stories about what happened to other employees who stepped out of line. a.

True b.

False ANSWER: False RATIONALE: Leadership by storytelling is the technique of inspiring and instructing team members by telling fascinating stories. The technique is a major contributor to building a strong company culture.See “The Communication Style of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 3.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Communication Style of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 9. Brain research suggests that people who are perceived to be visionaries have much higher levels of activity in certain areas of the brain than do non-visionaries. a.

True b.

False ANSWER: True RATIONALE: Brain research suggests that people who are perceived to be visionaries have much higher levels of activity in certain areas of the brain than do non-visionaries. See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. An effective vision is aligned with the goals and dreams of group members. a.

True b.

False ANSWER: True RATIONALE: An effective vision is aligned with the goals and dreams of group members. See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 3.2 IVES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

11. To develop your personal brand, it is recommended that you focus on patching up your weaknesses. a.

True b.

False ANSWER: False RATIONALE: A current trend in career advancement is to build a personal brand. Understanding your basket of strengths forms the basis for developing your personal brand. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. Displaying an in-your-face attitude can contribute to a person's charisma. a.

True b.

False ANSWER: True RATIONALE: Displaying an in-your-face attitude can contribute to a person's charisma. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 3.4 ES: NATIONAL STANDARD United States - BUSPROG - Analytic S: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Development of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 13. To highly motivate organizational members, the transformational leader attempts to get constituents to focus on their self-interest. a.

True b.

False ANSWER: False RATIONALE: Transformational leaders help bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 14. The effective transformational leader deliberately creates distrust throughout the organization so he or she will be needed to decrease the confusion. a.

True b.

False ANSWER: False RATIONALE: A useful process for transforming a firm is to build trust between leaders and group members, particularly because distrust and suspicion are rampant during a company revival. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and with the biggest possible payoff. a.

True b.

False ANSWER: True RATIONALE: An effective strategy for a transformational leader is to concentrate resources on the areas most in need of change and with the biggest possible payoff. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. Despite the urgency of turning around an organization, the transformational leader is likely to encourage the personal development of staff members.

a. b.

True False

ANSWER: RATIONALE:

True Although transformational leaders are often greatly concerned with organizational survival, they also take the time to encourage the personal development of their staff. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 17. Transformational leaders who are also charismatic will typically establish a vision for constituents to follow. a.

True b.

False ANSWER: True RATIONALE: Transformational leaders who are also charismatic will typically establish a vision for constituents to follow. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 18. A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the organization than will transformational leadership. a.

True b.

False ANSWER: False RATIONALE: A synthesis of studies showed that transformational leadership is more likely to produce positive results for than the organization than will laissez-faire leadership. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 19. A study indicated that transformational leadership of teams is likely to help the team feel more capable, and also perform better. a.

True b.

False ANSWER: True RATIONALE: A study indicated that transformational leadership of teams is likely to help the team feel more capable, and also perform better. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 20. A recommended way of enhancing your charisma is to make others feel unimportant so you will appear strong in contrast. a.

True b.

False ANSWER: False RATIONALE: Transformational leaders, like most effective leaders and managers, practice empowerment by involving team members in decision making. Empowerment is a key component of developing group members. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 21. A study showed that attributions of charisma are heavily influenced by:

a. b. c. d.

the network to which the leader belonged. a person's mood at the time. the leader's sex, ethnicity, and race. members of a person's network.

ANSWER: d RATIONALE: A study of attributions and charisma found that the network a person belongs to influences the attributions he or she makes. See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge 22. A key point about charisma is that it is a(n): a. relationship between the leader and the group members. b. substitute for leadership skill. c. exploitation of group members. d. characteristic of democratic leaders.

ANSWER: a RATIONALE: A key dimension of charismatic leadership is that, like all leadership, it involves a relationship or interaction between the leader and the people being led. See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 23. Charismatic leaders are likely to cultivate relationships with group members by means of a. threats of punishment for noncompliance. b. deliberately appearing manipulative and unforgiving. c. revealing their true selves to others. d. impression management.

ANSWER: d RATIONALE: The relationship between group members and the leader is important because of these attributions.

Charismatic leaders frequently manage their impressions to cultivate relationships with group members. See “The Meanings of Charisma.”

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. 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.

ANSWER: c RATIONALE: Charisma applies to leader–constituent relationships in which the leader has an exceptional gift for inspiration and non-rational communication. At the same time, the constituents’ response is characterized by awe, reverence, devotion, or emotional dependence. See “The Meanings of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 25. The personalized charismatic leader uses power to: a. further his or her own interests. b. benefit others. c. heal organizational wounds. d. divinely inspire others.

ANSWER: a RATIONALE: Personalized charismatic individuals serve primarily their own interests and so exercise few restraints on their use of power. See “Three Types of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS:

The Meanings of Charisma Bloom's: Knowledge

26. A transformational leader is one who: a. transforms his or her style to fit the situation. b. makes major changes in the organization. c. changes his or her personality characteristics to meet the needs of group members. d. moves up the corporate ladder rapidly.

ANSWER: b RATIONALE: A transformational leader is one who brings about positive, major changes in an organization. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 3.1 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: The Meanings of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 27. A vitally important part of being a charismatic leader is: a. asking group members perceptive questions. b. being emotionally expressive and warm. c. being laid back and emotionally supportive. d. having a large network of contacts.

ANSWER: b RATIONALE: A vitally important part of being a charismatic leader is being emotionally expressive and warm. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 3.1 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 28. Charismatic leaders are characterized as: a. having considerable internal conflict. b. creating distrust among constituents.

c. minimizing risks. d. being willing to use unconventional strategies.

ANSWER: d RATIONALE: Risk taking adds to a person’s charisma because others admire such courage. In addition to treasuring risk, charismatic leaders use unconventional strategies to achieve success. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 29. A charismatic leader will often: a. be low key about his or her accomplishments. b. be a low risk taker. c. procrastinate about major decisions. d. challenge, prod, and poke other people.

ANSWER: d RATIONALE: A characteristic observed in many charismatic leaders is that they challenge, prod, and poke. They test your courage and self-confidence. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 30. A vision deals mostly with: a. a forecast of future business conditions. b. seeing clearly what needs to be done to fix organizational problems. c. the ability to imagine different and better conditions and the ways to achieve them. d. finding creative ways to reward organizational members.

ANSWER: c RATIONALE: A major buzzword in leadership and management is vision, the ability to imagine different and better future conditions and ways to achieve them. A vision is a lofty, long-term goal. See “The Vision Component of Charismatic Leadership.”

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 3.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 31. Brain research about visions suggests that visionaries in contrast to non-visionaries: a. have different levels of brain activity. b. are less intelligent. c. have less capacity for visual processing. d. show less brain activity.

ANSWER: a RATIONALE: Brain research about visions suggests that visionaries in contrast to non-visionaries, have different levels of brain activity. See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 32. 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.

ANSWER: b RATIONALE: According to organizational change specialist Peter M. Senge, a mission is a purpose, and reason for being, whereas a vision is a picture or image of the future we seek to create. See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 3.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

The Vision Component of Charismatic Leadership Bloom's: Comprehension Digital story: Connect

33. Charismatic leaders use visions for the important purpose of: a. keeping team members in line. b. conducting transactions with people. c. celebrating accomplishments. d. inspiring group members.

ANSWER: d RATIONALE: Charismatic leaders use visions for the important purpose of inspiring group members. See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 3.2 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: The Vision Component of Charismatic Leadershi KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 34. Which one of the following is not particularly recommended as a method of formulating a vision? a. Searching out vision statements formulated by others b. Gathering input on what might delight group members c. Studying historical precedents d. Using your intuition about developments in your field ANSWER: c RATIONALE: Studying historical precedents is not particularly recommended as a method of formulating a vision.

See “The Vision Component of Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 35. To apply "management by storytelling," the leader should a. tell stories about unsuccessful competitors. b. tell fascinating stories about the company to employees.

c. reward and punish group members based on anecdotal evidence. d. evaluate morale based on anecdotal evidence.

ANSWER: b RATIONALE: Leadership by storytelling is the technique of inspiring and instructing team members by telling fascinating stories. The technique is a major contributor to building a strong company culture. See “The Communication Style of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Communication Style of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. Charismatic leaders use metaphors and analogies primarily to: a. convince group members that they are confident. b. inspire team members. c. craft an articulate and highly emotional message. d. gear language to different audiences.

ANSWER: b RATIONALE: A well-chosen analogy or metaphor appeals to the intellect, to the imagination, and to values.

Charismatic leaders use visions for the important purpose of inspiring group members. See “The Communication Style of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Communication Style of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 37. A leader who is personally charismatic is likely to: a. attract people to him or her. b. push away other people based on annoying personal characteristics. c. rule with an iron hand. d. rely on cognitive skills to impress people.

ANSWER: a RATIONALE: A leader who is personally charismatic is likely to attract people to him or her. See “Three Types of Charismatic Leaders.”

POINTS: 1

DIFFICULTY: Easy LEARNING OBJECTI 3.1 VES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Three Types of Charismatic Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 38. An effective vision should a. replace the company goal-setting system. b. focus on day-to-day responsibilities instead of the future. c. fulfill the dreams of the leader. d. connect with the goals and dreams of constituents.

ANSWER: d RATIONALE: A characteristic of an effective vision formulated by a leader is that it connects with the goals and dreams of constituents. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 39. Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say, a. "Hello Salvatore, good to see you again." b. "Hello there. It's nice to meet somebody new." c. "Hello, I vaguely recall us meeting before." d. "Hello there buddy. Could you give me your name again?"

ANSWER: a RATIONALE: Charismatic leaders, as well as other successful people, can usually remember the names of people they have seen only a few times. This ability is partly due to the strong personal interest charismatic leaders take in other people. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

The Development of Charisma Bloom's: Application Digital story: Perform

40. Max wants to develop a personal brand, so he a. develops a second identity on the Internet. b. attempts to wear as much clothing of the same brand as feasible. c. give himself a nick name such as "Corporate Warrior Max." d. studies his basket of personal strengths.

ANSWER: d RATIONALE: A current trend in career advancement is to build a personal brand. Understanding your basket of strengths forms the basis for developing your personal brand. Your identity as shown on the Internet, including social networking sites such as Facebook, is also part of your personal brand. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. A transactional leader in contrast to a transformational one is more likely to: a. inspire group members with a compelling vision. b. help group members reach self-fulfillment. c. emphasize the growth of group members. d. emphasize rewards for good performance.

ANSWER: d RATIONALE: A transactional leader in contrast to a transformational one is more likely to emphasize rewards for good performance. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. 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.

ANSWER: d RATIONALE: A transformational leader helps bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society. The essence of transformational leadership is developing and transforming people. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 43. Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her? a. Get people to develop a short-term perspective. b. Help people understand the need for change. c. Commit people to slightly better than average performance. d. Get people to think in terms of self-interest.

ANSWER: b RATIONALE: The transformational leader must help group members understand the need for change both emotionally and intellectually. The problem is that change involves dislocation and discomfort. An effective transformational leader recognizes this emotional component to resisting change and deals with it openly. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 44. A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where a. good results will bring him or her the most publicity. b. change is needed the most and the potential payoff is big. c. subordinates will be surprised. d. promises have been broken in the past.

ANSWER: RATIONALE:

b A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where change is needed the most and the potential payoff is big. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 45. Which one of the following is the least typical characteristic of a transformational leader? a. low standing on moral reasoning b. encouraging personal development of staff c. practicing empowerment d. charisma ANSWER: a POINTS: 1 REFERENCES: p. 94 46. A synthesis of studies about transformational leadership and performance found that this type of leadership a. was positively associated with a group of criteria. b. was negatively associated with a group of criteria. c. was less effective than laissez-fire leadership. d. was good for performance but not satisfaction.

ANSWER: a RATIONALE: A synthesis of studies about transformational leadership and performance found that this type of leadership was positively associated with a group of criteria. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.6 - 3. 6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 47. A study of team leadership found that transformational leadership helped the group a. members work more independently.

b. question whether their team had the "right stuff." c. feel more potent, leading to better performance. d. feel less potent, leading to poorer performance.

ANSWER: c RATIONALE: A study of team leadership found that transformational leadership helped the group feel more potent, leading to better performance. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 3.6 - 3. 6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 48. The concept of leadership polarity suggests that group members a. tend to intensely like or dislike leaders. b. prefer opposite traits in the same leader. c. prefer leaders much like themselves. d. prefer leaders quite opposite to themselves.

ANSWER: a RATIONALE: The concept of leadership polarity suggests that group members tend to intensely like or dislike leaders. See “Concerns about Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 3.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Concerns about Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 49. A challenge to the validity of charismatic leadership is that leaders might be a. coached to be charismatic. b. charismatic on the basis of inborn characteristics. c. relying too heavily on an autocratic style. d. perceived as charismatic because of their accomplishments.

ANSWER: d RATIONALE: A challenge to the validity of charismatic leadership is that leaders might be perceived as charismatic because of their accomplishments. See “Concerns about Charismatic Leadership.”

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 3.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Concerns about Charismatic Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 50. A major concern about charismatic leadership is that a. there are not enough job openings for all the charismatic leaders. b. charismatic leaders are not really so effective. c. group members sometimes follow a charismatic leader down an unethical path. d. charismatic leaders place unreasonable expectations on group members.

ANSWER: c RATIONALE: A major concern about charismatic leadership is that group members sometimes follow a charismatic leader down an unethical path. See “Concerns about Charismatic Leadership.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 3.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Concerns about Charismatic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 51. Sawyer, a manager at an IT security firm, firmly believed in using his professional power for the welfare of the organization. His group members were empowered to suggest ideas and were made accountable and responsible for their actions. This shows that Sawyer is: a. a personalized charismatic. b. a socialized charismatic. c. a laissez-faire leader. d. a transactional leader.

ANSWER: b RATIONALE: A socialized charismatic is a leader who restrains the use of power in order to benefit others. This type of leader also attempts to bring group members’ values in line with his or her values. The socialized charismatic formulates and pursues goals that fulfill the needs of group members and provide intellectual stimulation to them. Followers of socialized charismatics are autonomous, empowered, and responsible. See "Three Types of Charismatic Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.1 CTIVES:

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Three Types of Charismatic Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Collin, an executive of a telecom company, has an inclination to acquire more power to further his own interests. He spends lavishly on sports cars and branded watches to exhibit his power and stature. Which of the following best describes Collin’s leadership style? a.

Laissez-faire leadership b.

Socialized charismatic c.

Personalized charismatic d.

Leadership by storytelling ANSWER: c RATIONALE: Personalized charismatic are individuals who serve primarily their own interests and exercise few restraints on their use of power. Personalized charismatics impose self-serving goals on constituents, and they offer consideration and support to group members only when it facilitates their own goals.

Followers of personalized charismatics are typically obedient, submissive, and dependent. See "Three Types of Charismatic Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Three Types of Charismatic Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 53. Stephen, the CEO of an automotive company, addressed his employees in his company’s annual meeting. He remarked that the company should acquire 60 per cent of the global market share in the next 10 years, and continue to provide quality products and services to all its consumers. Stephen is a: a. personalized charismatic. b. transactional leader. c. laissez-faire leader. d. visionary leader.

ANSWER: d RATIONALE: Charismatic leaders are visionary because they offer an exciting image of where the organization is headed and how to get there. A vision is more than a forecast; it describes an ideal version of the future of an entire organization or an organizational unit. See “Characteristics of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. Tyson is a supervisor at an agro processing industry. He commands respect, confidence, and loyalty of group members by virtue of his honest and transparent policies. Tyson is: a. likely to score high on emotional intelligence. b. experiencing leadership polarity. c. an effective storyteller. d. a laissez-faire leader.

ANSWER: a RATIONALE: Transformational leaders have the respect, confidence, and loyalty of group members. One reason is that managers who use the transformational leadership style tend to score higher on emotional intelligence. A specific attribute here is that transformational leaders read emotions well. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 55. Courtney is the finance head of a tourism company. Recognizing that the company is hard-pressed financially, she decides to cancel the projects that are riskier in nature, and concentrated more on developing its reliable projects. Which of the following strategies has been adopted by Courtney? a. Romanticizing risk b. Creating a vision for the organization c. Developing a personal brand and building trust d. Concentrating resources on areas that need the most change ANSWER: d RATIONALE: The turnaround artist or transformational leader cannot take care of all problems at once in a troubled organization. A practical strategy is to get around limitations on funds, staff, or equipment by concentrating resources on problem areas that are most in need of change and have the biggest potential payoff. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Transformational Leadership Bloom's: Application Digital story: Perform

56. Darren, the CEO an airlines company, is widely regarded as a transformational leader who experiments with new innovations and managerial styles. Which of the following would be an outcome of Darren’s activities? a. It results in an increase in administrative expenses in the organization. b. It can arouse employees to a higher level of thinking. c. Employees become less responsible for their actions d. It leads to pessimistic thinking in employees.

ANSWER: b RATIONALE: The general picture of the impact of transformational leadership is that it can arouse followers to a higher level of thinking. Transformational leaders appeal to the ideals and values of their constituents, thereby enhancing commitment to a carefully crafted vision. See “Transformational Leadership.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 57. Davis is the CEO of a group of luxury hotels. As a committed and authentic leader, he brought major changes in the company to attract new customers and ensure quality services. In addition, he also executed major changes in employee relations and satisfaction causing an increase in employee productivity. Which of the following best describes Davis’ leadership style? a.

Transformational b.

Laissez-faire c.

Polarizing d.

Transactional ANSWER: a RATIONALE: Transformational leadership focuses on what the leader accomplishes, yet it still pays attention to the leader’s personal characteristics and his or her relationship with group members. The transformational leader helps bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society. See “Transformational Leadership.”

POINTS: 1 LEARNING OBJE 3.5 - 3. 5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

58. Jonathan, the head of a technology firm, is known for his authentic leadership practices. He created a unique identity for himself in the world of successful business leaders. In this scenario, Jonathan: a. has imposed self-serving goals on constituents. b. has developed a personal brand. c. is projected as a laissez-faire leader. d. is experiencing leadership polarity.

ANSWER: b RATIONALE: A current trend in career advancement is to build a personal brand. Understanding your basket of strengths forms the basis for developing your personal brand. Your personal brand makes you unique, thereby distinguishing you from the competition. Your personal brand also helps you attract people to accept your leadership. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 59. Chandler is the head of a pulp and fibre manufacturing company. Despite his keen interest in closing a deal with a distributor in a developing country, he was convinced of the emerging surveys that show a lack of demand for the company’s products. Hence, he decides to drop the project in spite of his personal interest. This shows that Chandler is: a. a personalized charismatic. b. lacks confidence. c. sensibly persistent. d. pessimistic.

ANSWER: c RATIONALE: Closely related to the high energy level of charismatics is their almost-never-accept-no attitude or being sensibly persistent. Outstanding leaders and individual contributors also know when to cut their losses.

If an idea or a product will not work, the sensible charismatic absorbs the loss and moves in another, more profitable direction. See “The Development of Charisma.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Development of Charisma KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

60. A charismatic leader goes beyond the ordinary use of public social networking sites. Which of the following messages is an example of a charismatic use of social networking sites? a. “This new breakthrough in our drug formulation could serve as a key to destroy all our competitors completely and emerge as the number one brand in the industry.” b. “Our company has achieved a 25 per cent annual growth in the recently declared estimates of the previous financial year. I would like to thank all the employees for their contribution and hard work.” c. “Dear Wilson, I would like to inform you that your contract will be terminated from the company effective st June 31 , 2015, owing to the proposal by your competitor to supply products at a lower price.” d. “Heading off to the beautiful island nation of Madagascar! A much needed break from this monotonous work schedule” ANSWER: b RATIONALE: A more charismatic use of social networking sites would be to post messages designed to inspire, motivate, and make group members feel good about themselves and the organization. Despite the positive use of social networking sites to project charisma, the leader has to guard against posting sensitive information, such as an idea fora new product or service, or legal problems the company might be facing. See “The Communication Style of Charismatic Leaders.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Communication Style of Charismatic Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform Essay 61. Richard, the CEO of an oil and gas exploration company, indulges in excessive risk taking behaviour and adopts unconventional strategies to achieve higher profits. Though it helped him initially to acquire quick wealth and fame, it became unsustainable to latch on to the same strategy for long. If you were Richard’s advisor, what would you suggest Richard for him to be considered a charismatic leader?

ANSWER: As a leader, Richard seems to have embraced too much of risk taking qualities. He needs to bring this quality under control, despite the fact that charismatic leaders romanticize risk. They enjoy risk so much that they feel empty in its absence. Jim Barksdale, now a venture capitalist for online startup companies and former CEO of Netscape, says that the fear of failure is what increases your heart rate. As great opportunists, charismatic people yearn to accomplish activities others have never done before. Risk taking adds to a person’s charisma because others admire such courage. In addition to treasuring risk, charismatic leaders use unconventional strategies to achieve success.

Richard, to be perceived as a charismatic leader, should channelize his efforts in developing vision for his organization. A major buzzword in leadership and management is vision, the ability to imagine different and better future conditions and ways to achieve them. A vision is a lofty, long-term goal. An effective leader is supposed to have a vision, whereas an ineffective leader either lacks a vision or has an unclear one. Being a visionary is far from an ordinary task, and recent research in neuroscience suggests that visionary leaders use their brain differently than others.

Creating a vision is one of the major tasks of top management, yet quite often vision statements fail to inspire constituents. According to Jim Collins, a vision statement is likely to be more inspirational when it combines three elements: 1. A reason for being beyond making money 2. Timeless, unchanging core values 3. Ambitious but achievable goals Mechanisms should then be established that set the values into action. After vision statements have been formulated, a wide range of employees must be involved in implementing the vision.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.1, 3.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Charismatic Leaders, The Vision Component of Charismatic Leadership KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 62. Enrique is the CEO of a leading information technology firm. His organization was largely successful owing to his excellent technical and strategic skills. Despite his company having an impressive story to tell the world, an introverted Enrique was not able to narrate his business success effectively. What would you suggest Enrique to improve his charismatic personality?

ANSWER: A significant aspect of the communication style of charismatic and transformational leaders is that they make extensive use of memorable stories to get messages across. Enrique should develop his storytelling abilities. Leadership by storytelling is the technique of inspiring and instructing team members by telling fascinating stories. The technique is a major contributor to building a strong company culture. Storytelling also helps bring out the need for organizational change.

Also, Enrique should deliberately act in order to overcome his introverted nature. A major behavior pattern of charismatic people is their combination of enthusiasm, optimism, and high energy. Without a great amount of all three characteristics, a person is unlikely to be perceived as charismatic by many people. A remarkable quality of charismatic people is that they maintain high enthusiasm, optimism, and energy throughout their entire workday and beyond. Elevating energy level takes considerable work, but here are a few feasible suggestions: 1. Get ample rest at night, and sneak in a fifteen-minute nap during the day when possible. If you have a dinner meeting where you want to shine, take a shower and nap before the meeting.

2. Exercise every day for at least ten minutes, including walking. No excuses are allowed, such as being too busy or too tired or the weather being a handicap.

3. Switch to a healthy, energy-enhancing diet.

4. Keep chopping away at your To Do list, so you do not have unfinished tasks on your mind—they will drain your energy.

An action orientation helps you be enthusiastic, optimistic, and energetic. “Let’s do it” is the battle cry of the charismatic person. An action orientation also means that the charismatic person prefers not to agonize over dozens of facts and nuances before making a decision.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.3, 3.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Communication Style of Charismatic Leaders, The Development of Charisma KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 63. Gilbert, a successful business leader, finds that his employees have become complacent following initial business success. This has resulted in a reduction in profits and market share. If you were Gilbert, what steps will you take to tackle complacency in employees and improve your role as a charismatic leader? Considering yourself as a charismatic leader, what do you think are the risks associated with this kind of leadership?

ANSWER: Peter Koestenbaum argues that business can be an opportunity for individual and organizational greatness. By adopting this greatness attitude, leaders can ennoble human nature and strengthen societies. Greatness encompasses striving for business effectiveness such as profits and high stock value, as well as impeccable ethics. An emphasis on ethical leadership instills a desire for customer service and quality and fosters feelings of proprietorship and involvement. A commitment to greatness is, of course, important for all leaders, not just those who are transformational.

Another way in which transformational leaders bring about transformations is to facilitate proactive behavior on the part of subordinates. By being proactive, subordinates take the initiative to bring about positive change. Proactive behavior is facilitated by giving group members more autonomy, or the opportunity to make decisions independently. In addition to being granted autonomy, workers are more likely to be proactive if they have self-perceived ability to perform proactive tasks successfully (role breadth self-efficacy).

Some people believe that charismatic leadership can be exercised for evil purposes. Some charismatic leaders are unethical and lead their organizations and outsiders toward illegal and immoral ends. People are willing to follow the charismatic leader down a quasi-legal path because of his or her personal

magnetism.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 3.5, 3.7 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Transformational Leadership, Concerns about Charismatic Leadership KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead

True / False 1. Leadership effectiveness is typically measured by either objective data about results or subjective data about the perceptions of a leader. a.

True b.

False ANSWER: True RATIONALE: Leadership effectiveness is typically measured by two key criteria. The first criterion relates to objective data, such as those dealing with sales, production, safety, number of patents produced by the group, cost cutting, or staying within budget.The second criterion focuses on judgments by others about the leader’s effectiveness, such as a plant manager rating a supervisor or the board rating a CEO. POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.01 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 2. A leader scoring high on the dimension of consideration would typically be authoritarian and impersonal in relationships with subordinates. a.

True b.

False ANSWER: False RATIONALE: Leaders who score high on the consideration factor typically are friendly and trustful, earn respect, and have a warm relationship with team members. Leaders with low scores on the consideration factor typically are authoritarian and impersonal in their relationships with group members.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.01 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 3. The factors of consideration and initiating structure are derived from a larger group of dimensions used to describe leadership behavior. a.

True b.

False ANSWER: True

RATIONALE:

Leaders were asked to rate themselves on leadership dimensions. Two leadership dimensions accounted for 85 percent of the descriptions of leadership behavior: consideration and initiating structure.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.01 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 4. Making connections with people is part of the leadership dimension of initiating structure. a.

True b.

False ANSWER: False RATIONALE: A key example of consideration is making connections with people.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 04.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 5. It is noteworthy to recognize that it is easier to develop or modify traits than to develop behaviors. a.

True b.

False ANSWER: True RATIONALE: It is noteworthy to recognize that it is easy to develop behaviors than to develop or modify traits.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 6. A manager’s expectation of success or failure becomes a self-fulfilling prophecy because the perceptions contribute to success or failure. a.

True

b.

False

ANSWER: RATIONALE:

True A manager’s expectation of success or failure becomes a self-fulfilling prophecy because the perceptions contribute to success or failure.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 04.02 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 7. A recommended strategy for getting the most out of workers is to focus on patching their weaknesses rather than capitalizing on their strengths. a.

True b.

False ANSWER: False RATIONALE: An axiom of effective leadership and management is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 8. A problem noted with the leader providing too much hands-on guidance is that it can lead to poor delegation. a.

True b.

False ANSWER: True RATIONALE: The leader who provides hands-on guidance helps the group accomplish important tasks; at the same time, group members learn important skills. Too much guidance of this nature, however, can be a symptom of poor delegation and micromanagement POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 9. Being open to worker opinions is part of the initiating structure dimension, and it is also central to autocratic leadership. a.

True b.

False ANSWER: False RATIONALE: Being open to worker opinions is part of the consideration dimension, and it is also central to participative leadership.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 04.03 ES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 10. Promoting values and principles that contribute to the welfare of individuals and organizations can be classified as task-oriented. a.

True b.

False ANSWER: True RATIONALE: A major part of a top leader’s role is to help promote values and principles that contribute to the welfare of individuals and organizations. This promotion can be classified as relationship-oriented because it deals directly with the emotions and attitudes of people, and indirectly with the task.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 11. Alignment incorporates getting the group working together smoothly. a.

True b.

False ANSWER: True RATIONALE: Alignment incorporates getting the group working together smoothly.

POINTS: DIFFICULTY: LEARNING OBJECTIVES: NATIONAL STANDARDS: STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

1 Easy 04.03 United States - BUSPROG: Analytic United States - OHIO - DISC: Leadership Principles Relationship-Oriented Attitudes and Behaviors Bloom’s: Knowledge Digital Story: Engage

12. Relationship behaviors for inspiring people include the simple acts of being visible and available. a.

True b.

False ANSWER: True RATIONALE: Because human contact and connections reinforce inspiration, another part of being inspirational is being visible and available.

POINTS: 1 DIFFICULTY: Easy NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Relationship-Oriented Attitudes and Behaviors Bloom’s: Knowledge Digital Story: Engage

13. Giving workers an opportunity to satisfy lower-level needs is an effective way of inspiring them. a.

True b.

False ANSWER: False RATIONALE: To inspire people, effective leaders motivate them by satisfying higher-level needs, such as needs for achievement, personal growth, a sense of belonging, recognition, self-esteem, and a feeling of control over one’s life.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 14. Participative decision making is one way of giving group members emotional support. a.

True b.

False

ANSWER: RATIONALE:

True One of the many work-related ways of encouraging people is to ask for their input about important decisions.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 04.03 S: NATIONAL STANDARD United States - BUSPROG: Analytic S: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 15. A potential problem with 360-degree feedback is its anonymity. a.

True b.

False ANSWER: True RATIONALE: A potential problem with 360-degree feedback is its anonymity.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: 360-Degree Feedback for Fine-Tuning a Leadership Approach KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 16. The servant leader seeks to do what is morally right, even if it is not financially rewarding. a.

True b.

False ANSWER: False RATIONALE: The servant leader seeks to do what is morally right, even if it is not financially rewarding.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 17. An advantage of the participative leadership styles is that they substantially reduce the amount of time spent in committee meetings. a.

True b.

False

ANSWER: RATIONALE:

False Participative leadership does have some problems. It often results in extensive and time-consuming team meetings and committee work.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 04.05 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 18. The teamwork approach is built into the participative leadership style. a.

True b.

False ANSWER: True RATIONALE: The participative style encompasses the teamwork approach. Predominant behaviors of participative leaders include coaching team members, negotiating their demands, and collaborating with others.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 19. When an employee falls short of expectations, women are more likely to buffer criticism by finding something praiseworthy. a.

True b.

False ANSWER: True RATIONALE: When an employee falls short of expectations, women are more likely to buffer criticism by finding something praiseworthy.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 04.06 VES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Leadership Styles

KEYWORDS: NOTES:

Bloom’s: Knowledge Digital Story: Engage

20. A perform-or-perish culture calls for more of a consensus style of leadership. a.

True b.

False ANSWER: True RATIONALE: A friendly, collaborative culture calls for more of a consensus style of leadership. In contrast, in a perform-or-perish culture, a more directive or autocratic leadership style will be effective.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.07 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage Multiple Choice 21. The consideration dimension of leadership behavior includes how well the leader creates an environment of _____. a. increased concern for financial controls b. carefully controlled work procedures c. emotional support, friendliness, and trust d. careful concern for organizational productivity ANSWER: c RATIONALE: Consideration is the degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 04.01 VES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 22. A leader who scored high on initiating structure would _____ a. emphasize work scheduling and assigning tasks b. disregard the feelings of team members c. emphasize listening and personal warmth d. strive to keep the group informed

ANSWER: RATIONALE:

a Initiating structure means organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.01 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 23. In the Pygmalion effect, group members _____ a. rebel against high expectations b. respond only to verbal signals c. live up to expectations set for them d. become uncomfortable when placed under heavy pressure ANSWER: c RATIONALE: When performance is measured against high standards, productivity is likely to increase, since people tend to live up to the expectations of their superiors. This is called the Pygmalion effect POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital story: Engage 24. Division manager Cassandra wants to get the most out of her direct reports. A good strategy would be for her to _____. a. establish penalties for her direct reports who display weaknesses b. teach her direct reports new strengths c. focus on patching up the weaknesses of her direct reports d. concentrate on the strengths of her direct reports ANSWER: d RATIONALE: An axiom of effective leadership and management is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement.

POINTS: 1 DIFFICULTY: Challenging

LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 25. Providing group members with too little hands-on guidance about how to accomplish important work can be a symptom of _____. a. micromanagement b. macromanagement c. poor delegation d. management openness ANSWER: a RATIONALE: The leader who provides such guidance helps the group accomplish important tasks; at the same time, group members learn important skills. Too much guidance of this nature, however, can be a symptom of poor delegation and micromanagement (managing too closely). Too little guidance, and macromanagement is the result, in which the manager gives too little or no direction to group members.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 26. If hands-on guidance is carried to the extreme, it can result in _____. a. team-management b. rapid skill-development of the group member c. micromanagement d. alignment of people ANSWER: c RATIONALE: The leader who provides such guidance helps the group accomplish important tasks; at the same time, group members learn important skills. Too much guidance of this nature, however, can be a symptom of poor delegation and micromanagement.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 27. Without appropriate ____, the leader can rarely influence the actions of group members. a. performance feedback b. vision formulation c. customer focus d. risk taking and a bias for action ANSWER: a RATIONALE: Closely related to guidance is giving frequent feedback on performance. The leader can rarely influence the actions of group members without appropriate performance feedback.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 28. The purpose of a tough question by a leader is to help the person or group _____. a. stop and think about why they are doing or not doing something b. understand that they deserve to be punished c. overcome a loss in self-confidence d. realize how much they have to learn ANSWER: a RATIONALE: A tough question is one that makes a person or group stop and think about why they are doing or not doing something.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV04.02 ES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital story: Engage 29. When workers are aligned, they tend to _____ a. oppose many management policies

b. c. d.

work at cross-purposes with each other follow directions without question pull together for a higher purpose ANSWER: d RATIONALE: After being aligned, organizational members can pull together toward a higher purpose. Alignment also incorporates getting the group working together smoothly.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 30. A leader engages in management openness when he _____. a. encourages subordinates to voice their opinion b. informs subordinates of his career plans c. publishes salary data on the intranet d. freely criticizes subordinates when they make a mistake ANSWER: a RATIONALE: A major part of relationship-oriented leadership is to engage in management openness, or a set of leader behaviors particularly relevant to subordinates’ motivation to voice their opinion.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 31. 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. place self-interest before service ANSWER: b RATIONALE: To inspire people, effective leaders motivate them by satisfying higher-level needs, such as needs for achievement, personal growth, a sense of belonging, recognition, self-esteem, and a feeling of control over one’s life.

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Comprehension NOTES: Digital story: Connect 32. A direct way of being a supportive leader is to _____. a. provide considerable structure to group members b. give frequent encouragement and praise c. engage heavily in goal setting d. establish the right values and principles ANSWER: b RATIONALE: A supportive leader gives frequent encouragement and praise and also displays caring and kindness even about nonwork-related matters such as the health of a worker’s ill family member.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Knowledge NOTES: Digital story: Engage 33. A top leader is supposed to help promote values and principles that _____. a. encourage employees to compete against one another b. line up squarely with company advertising c. create a public image of harmony d. contribute to the welfare of individuals and the organization ANSWER: d RATIONALE: A major part of a top leader’s role is to help promote values and principles that contribute to the welfare of individuals and organizations.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJEC 04.03 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Relationship-Oriented Attitudes and Behaviors

KEYWORDS: NOTES:

Bloom's: Comprehension Digital Story: Connect

34. The major thrust of the servant leader is to _____. a. work on the behalf of group members to help them achieve their goals b. act humble yet search for individual glory c. think first in terms of the stockholder d. place self-interest before service ANSWER: a RATIONALE: A servant leader serves constituents by working on their behalf to help them achieve their goals, not the leader’s own goals.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTI 04.03 VES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 35. A(n) ____ type of leader is most likely to play the role of the Good Samaritan. a. autocratic b. servant c. consensus d. team ANSWER: b RATIONALE: A servant leader looks for opportunities to play the Good Samaritan.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 36. A key part of 360-degree feedback is for leaders to _____. a. receive feedback from those who work with and for them. b. use a circular form for evaluating others. c. receive both positive and negative feedback almost daily. d. receive a little feedback almost every workday.

ANSWER: a RATIONALE: In particular, 360-degree feedback is a formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.04 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: 360-Degree Feedback for Fine-Tuning a Leadership Approach KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 37. Suggestions for making better use of 360-degree surveys include _____. a. customizing the assessment dimensions based on the leadership competencies that are associated with success b. ensuring that managers perceive the feedback as being geared toward administrative control rather than personal development c. identifying the lower-order needs of the workers that are to be fulfilled d. encouraging workers to give and receive feedback as per their choice ANSWER: a RATIONALE: Customize the assessment dimensions based on the leadership competencies that are associated with success in your organization.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECT 04.04 IVES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: 360-Degree Feedback for Fine-Tuning a Leadership Approach KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 38. The generally accepted leadership style in the modern organization is the _____. a. micromanagement style b. participative style in general c. democratic form of participative style d. autocratic style ANSWER: b RATIONALE: Sharing decision making with group members and working with them side by side has become the generally accepted leadership approach in the modern organization.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 39. A consultative leader _____. a. confers with the group before making a decision b. consults reference sources before making a decision c. turns over decision-making authority to the group d. takes a vote before reaching a decision ANSWER: a RATIONALE: Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 04.05 IVES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 40. Participative management is likely to work the best with a. employees in a large bureaucracy. b. competent and intelligent people. c. shy and nonassertive employees. d. employees in small, entrepreneurial firms.

ANSWER: b RATIONALE: The participative style is well suited to managing competent people who are eager to assume responsibility. Such people want to get involved in making decisions and giving feedback to management.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 41. A study with Norwegian workers found that when employees reported to a manager with a laissez-faire leadership

style, they _____ a. experienced role ambiguity b. believed the manager did not grant them enough freedom c. enjoyed the structure and close guidance d. worked quite hard to avoid being disciplined ANSWER: a RATIONALE: A study conducted with 4,500 Norwegian employees found that employees managed by a laissez-faire (the French term for “let do”) leader experienced role ambiguity.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 42. As a leader, department manager Anna is highly concerned about results, and has little concern for people. Her Managerial Grid style is labeled _____. a.

1, 9 Accommodating b.

9, 1 Controlling c.

1, 1 Indifferent d.

9, 9 Sound ANSWER: b RATIONALE: A 9,1 Controlling type of leader expects results and takes control by clearly stating a course of action.

He or she enforce rules that sustain high results and do not permit deviation.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 43. According to the Leadership Grid system, the most effective leadership style is _____. a. balance and compromise b. contribute and commit c. prescribe and guide d. status quo ANSWER: b

RATIONALE:

The creators of the Grid argue strongly for the value of 9, 9 Sound (contribute and commit). According to their research, the sound management approach pays off. It results in improved performance, low absenteeism and turnover, and high morale. Sound (9, 9) management relies on trust and respect, which combine to bring about good results.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 44. A pronounced characteristic of an entrepreneurial leader is _____. a. a reliance on others to take the big risks b. a preference for taking huge risks c. a cautious attitude toward taking risks d. a sensible risk taking approach ANSWER: d RATIONALE: Entrepreneurs are known for their sensible risk taking approach. Because entrepreneurs take sensible risks, many do not perceive themselves as being risk takers—just as many tightrope walkers believe they are not taking risks because they perceive themselves to be in control.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 45. An entrepreneurial leader is most likely to _____. a. have high enthusiasm and creativity b. have a moderate achievement drive c. be calm and deliberate when an opportunity arises d. work smoothly within a bureaucracy ANSWER: a RATIONALE: Entrepreneurs are highly enthusiastic, partially because they are so excited about their achievements.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES 04.06

: NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

United States - OHIO - DISC: Leadership Principles Leadership Styles Bloom’s: Knowledge Digital Story: Engage

46. An entrepreneurial leader is least likely to _____. a. have a strong achievement drive and sensible risk taking b. thrive on hierarchy and routine c. act quickly when opportunity arises d. have a visionary perspective combined with tenacity ANSWER: b RATIONALE: Entrepreneurs are not ideally suited by temperament to working within the mainstream of a bureaucracy. Many successful entrepreneurs are people who were frustrated by the constraints of a bureaucratic system.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage 47. Judy Rosener contended that male leaders, in contrast to female leaders, are more inclined to _____. a. manage by rewards b. rely on interpersonal skills c. practice participative leadership d. use a command-and-control style ANSWER: d RATIONALE: Judy Rosener, a specialist in workplace gender issues, concluded that men and women do tend toward opposite styles. Based on self-reports, she found that men tended toward a command-and-control style.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Knowledge NOTES: Digital Story: Engage

48. Male leaders are most likely to be _____. a. more relationship oriented in their leadership b. more concerned with building cordial relations c. disseminating information and demonstrating competence d. relying heavily on interpersonal skills and tended toward a transformational style ANSWER: c RATIONALE: Men focus more on disseminating information and demonstrating competence. Women are therefore more likely to choose a relationship-oriented leadership style.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 49. Which of the following statements is true about the gender differences in effectiveness between men and women leaders? a. Men were rated higher on relationship-oriented leadership 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.

ANSWER: d RATIONALE: Men focus more on disseminating information and demonstrating competence. Women are therefore more likely to choose a relationship-oriented leadership style.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 50. Leaders who obtain the best results typically use _____. a. several different styles in one week b. the style recommended by the board c. the style recommended by the group members d. whatever style matches the latest management fad

ANSWER: RATIONALE:

a A study of 3,000 executives revealed that leaders who get the best results do not rely on one style.

Instead, they use several different styles in one week, such as being autocratic in some situations and democratic in others.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Comprehension NOTES: Digital Story: Connect 51. John, the chief marketing officer of Neptune. Inc., is working closely with his team to develop a series of marketing campaigns for the newly launched product of his company. John is considered to be a leader who is high on consideration by his employees. The employees’ impression of John could stem from the fact that John _____. a. emphasizes on completing the marketing campaigns within the stipulated deadlines b. ensures that people in the work group are being utilized to the best of their capacity c. experiments with his innovative marketing strategies in the work group d. ensures that the members of his team have a separate floor to themselves in the office ANSWER: d RATIONALE: A questionnaire items measuring the consideration factor includes doing little things to make it pleasant to be a member of the staff.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECT 04.01 IVES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS United States - Ohio - Leadership Principles : TOPICS: The Classic Dimensions of Consideration and Initiating Structure KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 52. Stephen, chief financial officer of Pluto Inc., is considered to be a very organized and disciplined master by his employees thus scoring high on the dimension of initiating structure. This impression of Stephen could stem from the fact that he _____. a. provides some monetary assistance to help an employee educate his children b. is never biased or favors an employee over the other c. arranges to set up a gymnasium for the members of his team d. emphasizes on completing work on time without any unreasonable delays ANSWER: c RATIONALE: A self-assessment item to measure initiating structure is to emphasize meeting deadlines.

POINTS: 1

DIFFICULTY: LEARNING OBJECTIVES: NATIONAL STANDARDS: STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

Challenging 04.01 United States - BUSPROG: Analytic United States - Ohio - Leadership Principles The Classic Dimensions of Consideration and Initiating Structure Bloom’s: Application Digital Story: Perform

53. Peter, the team leader of IntraCall Inc, is not satisfied with the performance of his team due to the negative feedback and innumerous complaints received by dissatisfied callers. Which of the following measures can Peter adopt to build the reputation of his team and be considered an effective leader? a. He should identify and sack erring employees and reshuffle the entire team. b. He should concentrate on honing the strengths of his employees and putting them to best practice c. He should concentrate on the weaknesses of his employees and focus on patching up such areas of improvement. d. He should focus on providing solutions to problems rather than asking tough questions.

ANSWER: b RATIONALE: An axiom of effective leadership and management is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.02 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 54. Keith, the chief financial officer of MoneyPro Inc., a stock brokerage firm, is unhappy with the performance of his firm in the last quarter. He blames the lackadaisical attitude of his group members for the firm’s poor performance. Which of the following measures should Keith adopt to protect the investors of his firm and increase his effectiveness as a leader? a. He should concentrate on the weaknesses of his group members and focus on patching up such areas of improvement. b. He should provide his group members with excessive feedback on good investment options. c. He should focus on micromanaging his group members in order to reduce any possible chances of inefficiency. d. He should further raise funds from the market and be willing to invest them in riskier options to ensure maximum yield.

ANSWER: d RATIONALE: To bring about constructive change, the leader must take risks and be willing to implement those risky decisions.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECTIV 04.02 ES:

NATIONAL STANDARDUnited States - BUSPROG: Analytic S: STATE STANDARDS: United States - Ohio - Leadership Principles TOPICS: Task-Related Attitudes and Behaviors KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 55. Martha, the chief designer of StyleSmartz, is considered a role model by her design team members for her role as an effective leader. Martha is considered an effective leader by the team due to her tendency to _____. a. motivate employees by satisfying their basic necessities or low-level needs b. adopt a zero-tolerance stand on erring and unproductive employees c. discourage employees from letting their emotions affect their work d. engage in management openness by encouraging members to voice their opinion ANSWER: d RATIONALE: A major part of relationship-oriented leadership is to engage in management openness, or a set of leader behaviors particularly relevant to subordinates’ motivation to voice their opinion.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 56. Which of the following leaders reflect the key aspects of servant leadership? a. James is driven by the desire to satisfy his needs of acquiring power and prestige. b. Roger attempts to impose his solutions to problems faced by his team members. c. Julia conveys to her group members to keep their emotions at bay at their workplace. d. Angelina focuses on what is feasible to accomplish despite being very idealistic in nature.

ANSWER: d RATIONALE: Even though the servant leader is idealistic, he or she recognizes that one individual cannot accomplish everything. Therefore, the leader listens carefully to the array of problems facing group members and then concentrates on a few.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform

57. Emily, the product development manager of JuzTel, seeks suggestions from her team members for improvising on the company’s existing range of cell phones. The team members pour in their suggestions and Emily takes the final call on the inputs received by them. In this scenario, Emily is portrayed as a(n) _____. a. democratic leader b. autocratic leader c. consultative leader d. consensus leader ANSWER: c RATIONALE: Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECT 04.05 IVES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS United States - Ohio - Leadership Principles : TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 58. Katie, the marketing head of MeDiASure, a digital marketing agency, entrusts her team with the task of conceptualizing innovative marketing strategies for a client. Katie collects the group’s opinion and lets the team take the final call on the most suitable strategies. In this scenario, Katie is assuming the role of a(n) _____. a. consensus leader b. consultative leader c. autocratic leader d. democratic leader ANSWER: d RATIONALE: Democratic leaders confer final authority on the group. They function as collectors of group opinion and take a vote before making a decision.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJEC 04.05 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - Ohio - Leadership Principles S: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 59. Jessica, the chief fashion designer at ApparelDezire, consults her team for designs to be showcased in the upcoming fashion week. Jessica decides on a couple of designs based on the suggestion of group members and the ones she feels the group would agree upon. Jessica’s decisions is attributed to the _____ style of leadership.

a. b. c. d.

autocratic consensus democratic consultative

ANSWER: RATIONALE:

b Consensus leaders strive for consensus. They encourage group discussion about an issue and then make a decision that reflects general agreement and that group members will support.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 60. David, the chief security officer of SimplyBuy.com, an e-commerce initiative, takes decisions regarding the enhancement of data security of the company’s clients on his own assuming that other members would comply with it.

David’s decision-making strategy is attributed to the _____ style of leadership. a. autocratic b. consultative c. democratic d. consensus ANSWER: a RATIONALE: In contrast to participative leaders are autocratic leaders, who retain most of the authority. They make decisions confidently, assume that group members will comply, and are not overly concerned with group members’ attitudes toward a decision.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform Essay 61. Joseph has been appointed as the Chief Marketing officer of an automobile manufacturer. Joseph feels he was appointed due to his belief that true leadership emerges from a deep desire to help others. What is the primary motivation for Joseph’s belief? What are the ways in which Joseph can fulfill the purpose of his appointment and his desire to serve others?

ANSWER:

A servant leader serves constituents by working on their behalf to help them achieve their goals, not the leader’s own goals. Serving others, including employees, customers, and community, is the primary motivation for the servant leader.

A servant leader is therefore a moral leader. Servant leadership has been accomplished when group members become wiser, healthier, and more autonomous. The following are key aspects of servant leadership and should be incorporated by Joseph in order to fulfill his desire to serve others:Place service before self-interest. A servant leader is more concerned with helping others than with acquiring power, prestige, financial reward, and status. The servant leader seeks to do what is morally right, even if it is not financially rewarding. He or she is conscious of the needs of others and is driven by a desire to satisfy them.

Listen first to express confidence in others. The servant leader makes a deep commitment to listening in order to get to know the concerns, requirements, and problems of group members. Instead of attempting to impose his or her will on others, the servant leader listens carefully to understand what course of action will help others accomplish their goals. After understanding others, the best course of action can be chosen.

Inspire trust by being trustworthy. Being trustworthy is a foundation behavior of the servant leader. He or she is scrupulously honest with others, gives up control, and focuses on the well-being of others.

Focus on what is feasible to accomplish. Even though the servant leader is idealistic, he or she recognizes that one individual cannot accomplish everything. Therefore, the leader listens carefully to the array of problems facing group members and then concentrates on a few.

Lend a hand. A servant leader looks for opportunities to play the Good Samaritan.

Provide emotional healing. A servant leader shows sensitivity to the personal concerns of group members, such as a worker being worried about taking care of a disabled parent.

Act as a role model for other organizational members to emphasize service. As a result of the behaviors just described, servant leaders often ignite a cycle of service by acting as a role model servant behavior.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.03 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Relationship-Oriented Attitudes and Behaviors KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 62. Erin, the marketing head of a luxury hotel, always considers the inputs of her marketing team in all decisions regarding the new marketing strategies and branding exercises to be carried out. What are the various behaviors that can be adopted by Erin to be considered an effective participative leader? What are the problems that Erin might encounter while adopting a participative style of leadership?

ANSWER: Participative leaders share decision making with group members. The terms shared leadership, collaborative leadership, and team leadership all refer to the same idea as participative leadership. Participative leadership encompasses so many behaviors that it can be divided into three subtypes: consultative, consensus, and democratic.

Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions. Consensus leaders strive for consensus. They encourage group discussion about an issue and then make a decision that reflects general agreement and that group members will support. All workers who will be involved in the consequences of a decision have an opportunity to provide input. A decision is not considered final until it appears that all parties involved will at least support the decision. Democratic leaders confer final authority on the group. They function as collectors of group opinion and take a vote before making a decision.

Participative leadership does have some problems. It often results in extensive and time-consuming team meetings and committee work. Also, consensus and democratic leaders are sometimes accused of providing too little direction, or being macromanagers. Sometimes, participative leadership is carried to extremes. Team members are consulted about trivial things that management could easily handle independently. Another problem is that many managers still believe that sharing decision making with members reduces their power.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.05 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform 63. Jack, an investment banker, wishes to quit his company and start one on his own. He dreams of getting his company listed on the Fortune 500 within a year of its incorporation and is willing to undertake all possible risks to make his dream a reality. What are the various traits/characteristics that can be attributed to Jack’s entrepreneurial style of leadership?

ANSWER: Strong achievement drive and sensible risk taking. Entrepreneurs have stronger achievement motives than most leaders Building a business is an excellent vehicle for accomplishment and risk taking.

High degree of enthusiasm and creativity. Entrepreneurs are highly enthusiastic, partially because they are so excited about their achievements.

Typical pattern of being proactive. Leon C. Prieto argues that the proactive personality has potential for providing additional insight into how personality traits are related to entrepreneurship.

Tendency to act quickly when opportunity arises. Entrepreneurs are noted for seizing upon opportunity, as part of their proactivity. When a deal is on the horizon, they push themselves and those around them extra hard. Entrepreneurs are always in a hurry.

Visionary perspective combined with tenacity. Entrepreneurs, at their best, are visionaries. As with other types of effective leaders, they see opportunities others fail to observe.

Dislike of hierarchy and bureaucracy. Entrepreneurs are not ideally suited by temperament to working within the mainstream of a bureaucracy.

Preference for dealing with external customers. One reason that entrepreneurs have difficulty with bureaucracy is that they focus their energies on products, services, and customers, rather than on employees.

Eye on the future. Entrepreneurs have the pronounced characteristic of thinking about future deals and business opportunities even before a current business is running smoothly.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 04.06 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - Ohio - Leadership Principles DS: TOPICS: Leadership Styles KEYWORDS: Bloom’s: Application NOTES: Digital Story: Perform

True / False 1. Contingency theories of leadership specify the personal characteristics of the leader that will contribute to effectiveness in a wide variety of situations. a.

True b.

False ANSWER: False RATIONALE: Contingency theorists believe that forces in the situation are three times as strong as the leader’s personal characteristics in shaping his or her behavior.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. An example of a situational force in leadership is group member characteristics. a.

True b.

False ANSWER: True RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. According to Fiedler's theory, task-motivated leaders perform the best in situations of high control and low control. a.

True b.

False ANSWER: True RATIONALE: According to Fiedler's theory, task-motivated leaders perform best when they have the most control and the least control. See "Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 4. According to Fiedler's theory, relationship-motivated leaders perform the best in situations of low control. a.

True b.

False ANSWER: False RATIONALE: According to Fiedler's theory, relationship motivated leaders perform best when they have moderate control. See "Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. A major proposition of the path-goal theory is that the leader should engage in behaviors that run counter to the subordinates' environment and abilities. a.

True b.

False ANSWER: False RATIONALE: The major proposition of path-goal theory is that the manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task.See "The PathGoal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

6. If a leader wants to practice the path-goal theory of leadership, he should be prepared to compensate for the deficiencies of subordinates. a.

True b.

False ANSWER: True RATIONALE: Leaders should engage in these behaviors in a manner that compensates for deficiencies and that enhances subordinate satisfactions as well as individual and work unit performance. See "The PathGoal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 7. According to the path-goal theory, the participative style is recommended when group members are performing repetitive tasks. a.

True b.

False ANSWER: False RATIONALE: The participative leader is best suited for improving the morale of well-motivated employees who perform nonrepetitive tasks.See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 8. The achievement-oriented leadership style works well with group members working on ambiguous and nonrepetitive tasks. a.

True b.

False ANSWER: True RATIONALE: This leadership style works well with achievement oriented team members and with those working on ambiguous and nonrepetitive tasks.See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 9. In the situational leadership model II, the key contingency factor is the development level of group members as determined by commitment and competence. a.

True b.

False ANSWER: True RATIONALE: The combination of the subordinate’s commitment and competence determines his or her developmental level. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. In the situational leadership model II, the supporting style leader emphasizes low directing, low supporting behaviors. a.

True b.

False ANSWER: False RATIONALE: A supporting leadership style refers to low directive and high supportive behavior. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 5.3 VES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 11. In the situational leadership model II, when group members have the highest level of competence and commitment,

the directing style is recommended. a.

True b.

False ANSWER: False RATIONALE: According to situational leadership II, effective leaders adapt their behavior to the level of commitment and competence of a particular subordinate to complete a given task.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. In the normative decision model, the leader examines certain factors within the situation to determine which decisionmaking style will be the most effective. a.

True b.

False ANSWER: True RATIONALE: The normative decision model views leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 13. In the normative decision model, decision significance is defined as the significance of the decision to the success of the project or organization. a.

True b.

False ANSWER: True RATIONALE: According to the normative decision model,decision significance is the significance of the decision to the success of the project or organization. See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE5.4

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge NOTES: Engage 14. An important situational factor in the normative model is the importance of commitment. a.

True b.

False ANSWER: True RATIONALE: An key situational factor, in the context of the normative decision making model is the importance of commitment. See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Engage LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. An ineffective way to lead an organization through a crisis is to strongly defend yourself against your critics or deny wrongdoing. a.

True b.

False ANSWER: True RATIONALE: One of the worst ways to lead a group through a crisis is to strongly defend yourself against your critics or deny wrongdoing.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. Branch manager Marissa uses evidence-based leadership when she will accuse subordinates of wrongdoing only when she can heavily document her accusations.

a. b.

True False

ANSWER: RATIONALE:

False Evidence-based leadership or management is an approach whereby managers translate principles based on best evidence into organizational practices.See "Evidence-Based Leadership for the Contingency and Situational Approach."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Evidence-Based Leadership for the Contingency and Situational Approach KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 17. A success factor for the leader of an organization or a key organizational unit is to think strategically, including visualizing the big picture. a.

True b.

False ANSWER: True RATIONALE: A success factor for the leader of an organization or a key organizational unit is to think strategically, including seeing the big picture.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 18. 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 ANSWER: a RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.See "Situational

Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 19. The contingency approach to leadership explains that leaders are most effective when they: a. plan for emergencies before they occur. b. make their behavior tuned to situational forces. c. follow universal managerial principles when faced with contingencies. d. create backup plans to deal with human resources problems.

ANSWER: b RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 20. Baxter, a chief operating officer, practices contingency leadership when he: a. warns workers in advance about potential punishments. b. maintains an optimistic, positive attitude. c. challenges the use of new technologies. d. discards old ideas that no longer fit the situational forces.

ANSWER: d RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 21. Contingency leadership theorists believe that in terms of shaping the leader's behavior,_____. a. forces in the situation are more important that the leader's personal characteristics. b. the internal environment is more critical than the external environment. c. the leadership situation has a negligible influence. d. the leader's personal characteristics have a negligible influence.

ANSWER: a RATIONALE: Contingency theorists believe that forces in the situation are three times as strong as the leader’s personal characteristics in shaping his or her behavior. See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 22. A _____ perspective is that the leader's behavior is profoundly influenced by the situation. a. path goal leadership b. contingency leadership c. normative decision model d. middle of the road management ANSWER: b RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

23. In Fiedler's contingency theory, an important dimension for rating the situation is : a. position power. b. leader-member relations. c. personal power. d. task structure.

ANSWER: b RATIONALE: An important dimension to rate a situation, according to Fiedler's contingency model is leader-member relations.See "Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 24. 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.

ANSWER: d RATIONALE: Fred E. Fiedler developed a widely researched and quoted contingency model more than forty years ago that holds that the best style of leadership is determined by the situation in which the leader is working.See "Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 25. Following Fiedler's contingency model, a leader can increase situational control by: a. decreasing the task structure for group members. b. creating conflict between himself or herself and group members. c. increasing his or her position power. d. increasing the demands on group members.

ANSWER: RATIONALE:

c Exercising more position power by requesting more formal authority from higher management is a tactic to make the situation favorable to the leader. See " Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 26. 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 subordinate characteristics and task demands. d. follow a logical path.

ANSWER: c RATIONALE: The major proposition of path-goal theory is that the manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task.See "The PathGoal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 27. The general thrust of path-goal theory is to specify what the leader must do to: a. make a directive style of leadership acceptable. b. achieve high productivity and morale in a given situation. c. improve the work attitudes of group members. d. make the situation more favorable.

ANSWER: b RATIONALE: The path-goal theory of leadership effectiveness, as developed by Robert House, specifies what a leader must do to achieve high productivity and morale in a given situation.See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Comprehension NOTES: Digital story: Connect 28. In path-goal theory, the directive leader improves morale when: a. group members perform repetitive tasks. b. group members are highly motivated. c. there is ample time for task completion. d. the task is unclear and vague.

ANSWER: d RATIONALE: In the path-goal theory, when the task is unclear, the directive style improves morale.See "The PathGoal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJEC 5.2 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 29. In path-goal theory, the participative leader is best suited for improving the morale of: a. well-motivated employees who perform repetitive tasks. b. well-motivated employees who perform nonrepetitive tasks. c. poorly-motivated employees who perform repetitive tasks. d. poorly-motivated employees who perform nonrepetitive tasks.

ANSWER: b RATIONALE: The participative leader is best suited for improving the morale of well-motivated employees who perform nonrepetitive tasks.See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

30. A suggestion to the leader based on path-goal theory is for the leader to: a. give people careful instructions, even when they can perform the task well. b. encourage group members to provide their own structure. c. purposely make ambiguous the path between goal attainment and receiving a reward. d. reduce frustrating barriers to reaching goals.

ANSWER: d RATIONALE: Reducing frustrating barriers to reaching goals is one step a leader can take to influence performance and satisfaction. See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. The situational leadership model II emphasizes contingency factors relating to: a. characteristics of group members. b. characteristics of the organizational climate. c. the attitudes of the leader. d. the skills of the leader.

ANSWER: a RATIONALE: Situational Leadership II explains how to match leadership style to the capabilities of group members on a given task.See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 32. _____ is designed to increase the frequency and quality of conversations about performance and professional development between managers and group members so that competence is developed, commitment takes place, and turnover among talented workers is reduced. a.

The charismatic leadership theory b.

The Path goal model c.

Situational leadership II d.

The normative decision model ANSWER: c

RATIONALE:

Situational leadership II is designed to increase the frequency and quality of conversations about performance and professional development between managers and group members so that competence is developed, commitment takes place, and turnover among talented workers is reduced.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: | Bloom's: Knowledge NOTES: Digital story: Engage 33. The coaching style of leadership in the situational leadership model II is described as: a. high on directing and high on supporting behaviors. b. high on directing and low on supporting behaviors. c. low on directing and low on supporting behaviors. d. low on directing and high on supporting behaviors.

ANSWER: a RATIONALE: In the context of situational leadership II, the coaching style of leadership is one which is high on directing and high on supporting behavior.See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 34. According to the situational leadership model II, the directing style is the most effective when team members are: a. low in competence but high on commitment. b. at the highest level of commitment and competence. c. growing in competence but with variable commitment. d. having some competence but are low in commitment.

ANSWER: d RATIONALE: In the context of situational leadership II, a directive style of leadership is preferred when the team members are low in competence, but high in commitment. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 35. According to the normative decision model, leaders must choose a style that brings about the correct degree of _____ when making decisions. a. group participation b. group motivation c. goal setting d. job satisfaction ANSWER: a RATIONALE: Another contingency viewpoint is that leaders must choose a style that elicits the correct degree of group participation when making decisions. Since many of a leader’s interactions with group members involve decision making, this perspective is sensible.See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. The contingency factors in the normative decision model are known as: a. commitment requirements. b. decision-making styles. c. characteristics of the leader. d. problem attributes.

ANSWER: d RATIONALE: The situational factors, or problem variables, make the model a contingency approach.See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 5.4 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

The Normative Decision Model Bloom's: Knowledge Digital story: Engage

37. Which one of the following is the most recommended approach to leadership during a crisis? a. Lead with compassion. b. Rely heavily on consensus leadership. c. Move group members away from their usual work routine. d. Choose a circle-the-wagons mentality.

ANSWER: a RATIONALE: In the context of the normative decision model, group support refers to the degree to which the team supports the organization's objectives at stake in the problem. See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge 38. According to the normative decision model, group support refers to: a. the likelyhood that the team might commit to a decision that it might take on its own. b. team members' knowledge or expertise in relation to the problem. c. the degree to which the team supports the organization’s objectives at stake in the problem. d. the ability of team members to work together in solving problems.

ANSWER: c RATIONALE: In the context of the normative decision model,group support refers to the degree to which the team supports the organization’s objectives at stake in the problem.See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 39. Which one of the following is a recommended approach to leadership during a crisis? a.

Think tactically b.

Lead with compassion c.

Be a transactional leader d.

Be indecisive ANSWER: b

RATIONALE:

Displaying compassion with the concerns, anxieties, and frustrations of group members is a key interpersonal skill for crisis leadership.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 40. The general purpose of disaster planning is to: a. deal effectively with a crisis. b. practice transformational leadership skills. c. minimize leadership liability for a crisis. d. prevent a crisis.

ANSWER: d RATIONALE: The ideal form of crisis leadership is to prevent a crisis through disaster planning.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIV 5.5 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 41. A key part of evidence-based leadership or management is to: a. keep a log of the mistakes of subordinates. b. justify asking for an increased budget. c. prove that your decision was the right one. d. translate principles into practice.

ANSWER: d RATIONALE: Evidence-based leadership or management is an approach whereby managers translate principles based on best evidence into organizational practices.See "Evidence-Based Leadership for the Contingency and Situational Approach."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 5.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. Plant manager Kristina practices evidence-based leadership when she: a. uses leadership practices proven to be effective. b. carefully documents poor performance. c. asks group members to justify their claims. d. maintains a log of her interactions with group members.

ANSWER: a RATIONALE: Evidence-based leadership or management is an approach whereby managers translate principles based on best evidence into organizational practices.See "Evidence-Based Leadership for the Contingency and Situational Approach."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.6 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Evidence-Based Leadership for the Contingency and Situational Approach KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 43. Adapting to changing times is the most important for which approach to leadership? a.

Leadership Grid b.

Charismatic c.

Trait approach d.

Contingency approach ANSWER: d RATIONALE: In the context of the contingency approach,the effective leader adapts to changing circumstances.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 44. Ayan, the newly appointed team manager of the sales team, practices autocratic leadership in his team. However, his team members who are quite experienced and equipped in their fields are not satisfied with the style of leadership

practised by Ayan, which negatively affects the team productivity. This scenario depicts the violation of _____. a. a contingency approach to leadership b. a strict authoritarian approach to leadership c. a liberal authoritarian approach to leadership d. a middle of the road approach to leadership ANSWER: a RATIONALE: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.A manager who supervises competent employees might be able to practice consensus leadership readily.See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 45. Alan used to follow a libertarian leadership style. He recently decided to become stricter toward productivity targets as a result of the fluctuations in the market. He does this in order to make his team more task oriented. This is an example of _____. a. leaders using debasement techniques b. situations shaping how leaders behave c. leaders using techniques of ingratiation d. dividing the group into in-group and out-group ANSWER: b RATIONALE: This is an example of situations affecting leader behavior.Contingency theorists believe that forces in the situation are three times as strong as the leader’s personal characteristics in shaping his or her behavior. See "Situational Influences on Effective Leadership Behavior."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 46. George and Jonathan are the production and marketing managers of a firm. While George is optimistic to work out the issues of his least preferred coworker, Jonathan is adamant that the least preferred coworker in his team has to be replaced. In this case, which of the following statements is true?

a. Both George and Jonathan are task motivated leaders. b. George is relationship motivated , while Jonathan is task motivated. c. Jonathan is relationship motivated, while George is task motivated. d. Both George and Jonathan are relationship motivated.

ANSWER: b RATIONALE: A leader who describes the least preferred coworker in relatively favorable terms tends to be relationship motivated. In contrast, a person who describes this coworker in an unfavorable manner tends to be task motivated.See "Fiedler’s Contingency Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Fiedler’s Contingency Theory of Leadership Effectiveness KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 47. Alfred intends to follow a directive style of leadership among his team members. In the context of the path-goal theory of leadership effectiveness, which of the following situations would have made Alfred stick to a directive leadership style? a. The exact sales revenue that his team should bring in is unclear, however the team is given orders to improve its performance. b. A few of the group members have gone through an emotionally disturbing phase and they need emotional support from the leader. c. Each group member has a thorough knowledge of their individual contributions to the team, making the task of the leader easier. d. The team has been performing exceptionally well, and therefore further focus will be on building relationships with members of the team.

ANSWER: a RATIONALE: The leader who is directive emphasizes formal activities such as planning, organizing, and controlling.When the task is unclear, the directive style improves morale.See "The Path-Goal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 48. Annette's team has been able to meet the production target of 20,000 units per year. In the next financial year, Annette sets a target of 25,000 units for the team. Accordingly, the individual targets are set to increase. In the context of the path-

goal theory of leadership effectiveness, Annette follows the _____ of leadership. a. directive and controlling style b. supportive style c. participative style d. achievement oriented style ANSWER: d RATIONALE: A leader who is achievement oriented sets challenging goals, pushes for work improvement, and sets high expectations for team members, who are also expected to assume responsibility.See "The PathGoal Theory of Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 49. In the context of Situational Leadership II, who among the following is identified as an enthusiastic beginner? a. Adrian, a highly skilled employee who exceeds his targets b. Milan, who is capable of achieving her targets but is not dependable c. Tina, who needs help with her technical skills but is a motivated learner d. Alfina, a high performing employee, who occasionally takes long vacations ANSWER: c RATIONALE: An enthusiastic beginner is one who has low competence, but high commitment. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECTI 5.3 VES: NATIONAL STANDAR United States - BUSPROG: Reflective Thinking DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 50. Who among the following is a coaching leader? a. Milan, who neither gives clear task directions to her teammates, nor encourages and listens to them b. Ryan, who gives clear task directions to his teammates and encourages and listens to them c. Aftab, who gives clear directions to his teammates , but does not encourage or listen to his teammates d. Linda, who does not give clear directions to her teammates, but encourages and listens to them ANSWER: b RATIONALE: In the context of Situational Leadership II,A coaching leader is one with a high directive and a supportive behavior. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 51. Who among the following is a delegating leader? a. Ryan, who neither sets clear goals for his teammates, nor encourages them b. Brian, who sets clear goals for his teammates and encourages them c. Rahul, who sets clear goals for his teammates, but does not encourage them d. Milan, who encourages her teammates, but does not set clear goals for them ANSWER: a RATIONALE: In the context of Situational Leadership® II, a delegating leader is one who has a low directive behavior, and a low supportive behavior. See "Situational Leadership® II (SLII)."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Leadership® II (SLII) KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Kevin announces that starting next financial year, 25% of his team members' salaries will depend on their performance. His team members had no say in this process. In the context of the Normative Decision Model, Kevin demonstrates _____. a. facilitating b. deciding c. delegating d. consulting ANSWER: b RATIONALE: In the context of the normative decision model, deciding is a decision making style in which the leader either announces the decision or sells it to the group, after making the decision by himself. See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 53. Craig, a sales manager, has been asked to explain the under performance of his team in the previous financial year.

Instead of understanding and working on resolving the team's issues, Craig comes up with a number of defensive statements and deny wrong doing from his team's part. This is known as _____ the problem. a. stonewalling b. debasing c. ingratiating d. reinforcing ANSWER: a RATIONALE: One of the worst ways to lead a group through a crisis is to strongly defend against one's critics or deny wrongdoing. The same denial approach is referred to as maintaining a bunker mentality or stonewalling the problem.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. Which of the following serves as an example for evidence based leadership? a. The management decides to refer to management practices in the past to find out a solution to the isuue in hand. b. The management decides to collect feedback from the employees about the existing compensation policy. c. The management decides to carry out job appraisal of individual employees. d. The management decides to keep a check on politics in the firm.

ANSWER: a RATIONALE: Evidence-based leadership or management is an approach whereby managers translate principles based on best evidence into organizational practices.See "Evidence-Based Leadership for the Contingency and Situational Approach."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.6 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Evidence-Based Leadership for the Contingency and Situational Approach Bloom's: Application Digital story: Perform

55. Which of the following is true of leadership during a crisis? a. It is important to prevent potential crisis through disaster planning. b. It is important to think tactically and have short term goals, to avoid any crisis. c. It is important that the work is flexible and non-routinistic, to prevent crisis. d. It is important to be a transactional, and not a transformational leader, to minimize crisis.

ANSWER: a RATIONALE: The ideal form of crisis leadership is to prevent a crisis through disaster planning.See "Leadership During a Crisis."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIV 5.5 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Leadership During a Crisis KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Perform 56. A consultative or collaborative decision-making style is likely to bring about the best results when: a. the problem is clearly defined. b. the leader needs information from the teammembers to solve a problem in hand. c. team members' acceptance of the decision is trivial. d. there is urgency in decision making.

ANSWER: b RATIONALE: A consultative or collaborative decision-making style is likely to bring about the best results when the leader requires information from others to solve the problem.See "The Normative Decision Model."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 57. Which of the following is true of a delegating decision making style? a. The leader works behind the screen. b. The leader makes decisions for the group. c. The leader directly intervenes in group deliberations.

d. The leader sells his decisions.

ANSWER: a RATIONALE: In a delegating leadership style, the leader works behind the scene by encouraging the group members.The leader also permits the group to make decisions within the prescribed limits.See " The Normative Decision Model."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect Essay 58. Rohan is asked by his supervisors to study the contingency approach to leadership and the path goal model to implement the essential tactics drawn from both these theories in his team. Provide a database that will help Rohan make a decision in this regard.

ANSWER: The essence of a contingency approach to leadership is that leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics. Both the internal and the external environment have a significant impact on leader effectiveness. For example, the quality of the workforce and the competitiveness of the environment can influence which behaviors the leader emphasizes. A manager who supervises competent employees might be able to practice consensus leadership readily.

And a manager who faces a competitive environment might find it easier to align people to pursue a new vision.

The path-goal theory of leadership effectiveness, as developed by Robert House, specifies what a leader must do to achieve high productivity and morale in a given situation. In general, a leader attempts to clarify the path to a goal for a group member so that the group member receives personal payoffs. At the same time, this group member’s job satisfaction and performance increase.Similar to the expectancy theory of motivation on which it is based, path-goal theory is multifaceted and has several versions.The major proposition of path-goal theory is that the manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task. Furthermore, initiating structure will be effective in situations with a low degree of subordinate task structure, but ineffective in highly structured task situations. The rationale is that in the first situation, subordinates welcome initiating structure because it helps to provide structure to their somewhat ambiguous tasks.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.1,5.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Situational Influences on Effective Leadership Behavior, The Path-Goal Theory of Leadership Effectivenes, The Path-Goal Theory of Leadership Effectiveness

KEYWORDS: NOTES:

Bloom's: Analysis Digital story: Lead

59. Jonathan has to make use of the path-goal theory to adopt a specific style of leadership in his team. He consults his superior to get a clear idea on this. In this case, give a picture of what Jonathan's superior would suggest .

ANSWER: The path-goal theory of leadership effectiveness, as developed by Robert House, specifies what a leader must do to achieve high productivity and morale in a given situation.The major proposition of path-goal theory is that the manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task. Furthermore, initiating structure will be effective in situations with a low degree of subordinate task structure, but ineffective in highly structured task situations.

To use path-goal theory, the leader must first assess the relevant variables in the environment. Then he or she selects the one of the four styles listed next that fits those contingency factors best: 1. Directive style. The leader who is directive (similar to task motivated) emphasizes formal activities such as planning, organizing, and controlling. When the task is unclear, the directive style improves morale.

2. Supportive style. The leader who is supportive (similar to relationship motivated) displays concern for group members’ well-being and creates an emotionally supportive climate. The supportive leader enhances morale when group members work on dissatisfying, stressful, or frustrating tasks. Group members who are unsure of themselves prefer the supportive leadership style.

3. Participative style. The leader who is participative consults with group members to gather their suggestions, and then considers these suggestions seriously when making a decision. The participative leader is best suited for improving the morale of well-motivated employees who perform nonrepetitive tasks.

4. Achievement-oriented style. The leader who is achievement oriented sets challenging goals, pushes for work improvement, and sets high expectations for team members, who are also expected to assume responsibility. This leadership style works well with achievemen t oriented team members and with those working on ambiguous and nonrepetitive tasks.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Path-Goal Theory of Leadership Effectiveness KEYWORDS: Bloom's: Analysis NOTES: Digital story: Lead 60. Vroom, the sales manager of a firm, has tried implementing the path-goal theory among his teammates. However, on further analysis, he tries to study the details of the normative decision model , and apply the key concepts of the model in his team. What would be the key decision making styles from which Vroom can choose a strategy for his team?

ANSWER: The normative decision model views leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective.The normative model (formerly known as the leader–participation model) identifies five decision-making styles, each reflecting a different degree of participation by group members: 1. Decide: The leader makes the decision alone and either announces or sells it to the group. The leader might use expertise in collecting information from the group or from others who appear to have information relevant to the problem.

2. Consult (Individually):The leader presents the problem to the group members individually, gathers

their suggestions, and then makes the decision.

3. Consult (Group):The leader presents the problem to group members in a meeting, gathers their suggestions, and then makes the decision.

4. Facilitate:The leader presents the problem and then acts as a facilitator, defining the problem to be solved and the boundaries in which the decision must be made. The leader wants concurrence and avoids having his or her ideas receive more weight based on position power.

5. Delegate:The leader permits the group to make the decision within prescribed limits. Although the leader does not directly intervene in the group’s deliberations unless explicitly asked, he or she works behind the scenes, providing resources and encouragement.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 5.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Normative Decision Model KEYWORDS: Bloom's: Analysis NOTES: Digital story: Lead

True / False 1. Ethics deals mostly with compliance to rules and regulations. a.

True b.

False ANSWER: False RATIONALE: Ethics is the study of moral obligations, or of separating right from wrong. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 6.1 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 2. An important goal of a rational leader is to merge the interests of all parties so that everyone benefits and the organization becomes prosperous. a.

True b.

False ANSWER: True RATIONALE: Edwin H. Locke, the goal theorist, argues that ethics is at the center of leadership because the goal of a rational leader is to merge the interests of all parties so that everyone benefits and the organization prospers. The ethics link is that if everyone benefits, all people are being treated ethically. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 3. Sylvie , a manager, regularly tells her team members about the importance of treating people fairly, and she also treats her employees in a fair manner. Hence, Sylvie is said to possess integrity. a.

True b.

False ANSWER: True RATIONALE: Integrity refers to loyalty to rational principles; it means practicing what one preaches regardless of emotional or social pressure. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 4. A leader who focuses on maximizing shareholder wealth will automatically behave ethically from the standpoint of the principle "pay attention to all stakeholders." a.

True b.

False ANSWER: False RATIONALE: The widely held belief that a CEO’s primary responsibility is to maximize shareholder wealth conflicts with the principle of paying attention to all stakeholders. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 5. Rationalization can lead to unethical behavior because people will focus on the intention of the act rather than the act itself. a.

True b.

False ANSWER: True RATIONALE: One reason for good people choosing the wrong path is rationalization, which leads people to focus on the intent of the action rather than on the action itself. For example, people might say that they are doing something wrong in order to help a client or that they are boosting the stock price to help investors. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Principles and Practices of Ethical and Moral Leadership Bloom's: Knowledge Digital Story: Engage

6. Bertha, a finance manager, engages in rationalization when she creates a few false invoices and then says, "I was only trying to lower the company's tax burden." a.

True b.

False ANSWER: True RATIONALE: Timothy P. Flynn, chairman of the global accounting firm KPGM, has identified reasons why good people choose the wrong path. One reason is rationalization, which leads people to focus on the intent of the action rather than on the action itself. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 7. Several psychiatrists and corporate governance experts claim that some executives are unethical because they feel they are entitled to whatever they can get away with or steal. a.

True b.

False ANSWER: True RATIONALE: The moral excesses of business leaders can occur because many of them have developed a sense of entitlement. In the opinion of several psychiatrists and corporate governance experts, some CEOs lose their sense of reality and feel entitled to whatever they can get away with or steal. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 8. Information technology manager George displays an ethical mind as a leader when he makes up a list of company workers who do not deserve to be protected against computer viruses. a.

True

b.

False

ANSWER: RATIONALE:

False Cognitive and educational psychologist Howard Gardner believes that for a leader to stay ethical, he or she must develop an ethical mind, or a point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 9. One of the questions included in an ethical screen is, "How does it [the decision in question] smell?" a.

True b.

False ANSWER: True RATIONALE: How does it smell? This question is based on a person’s intuition and common sense. See "Guidelines for Evaluating the Ethics of a Decision."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 6.2 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 10. Corporate social responsibility deals with a firm's impact on society more than its impact on company employees. a.

True b.

False ANSWER: True RATIONALE: The idea of corporate social responsibility continues to evolve. One new framework is that such responsibility is part of external engagement, or the efforts a company makes to manage its relationship with the external world. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES:

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 11. A key part of a company's designation as the "best company to work for" is an evaluation of the company's organizational culture. a.

True b.

False ANSWER: True RATIONALE: Employers nominate themselves,and two-thirds of the score is based on how randomly selected employees respond to the Great Place to Work Trust Index,® a survey measuring organizational culture. An evaluation of the Culture Audit by staff members at the Great Place to Work Institute determines the rest of the score. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 12. Strategic leadership and social responsibility include the idea that senior managers set the tone for ethics and social responsibility throughout an organization. a.

True b.

False ANSWER: True RATIONALE: The most effective route to an ethical and socially responsible organization is for senior management to provide strategic leadership in that direction. In this way, senior managers become ethics leaders. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

13. A recommended way of creating a socially responsible organizational culture is for managers to lead by example. a.

True b.

False ANSWER: True RATIONALE: Strategic leadership of ethics and social responsibility includes leading by example. If workers throughout the firm believe that behaving ethically is in and behaving unethically is out, ethical behavior will prevail. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 14. To maintain an ethical climate, many companies today create the position of whistleblower, and the person holding this job investigates potential ethical violations full time. a.

True b.

False ANSWER: False RATIONALE: A whistleblower is an employee who discloses organizational wrongdoing to parties who can take action. Whistleblowers often go directly to a federal government bureau to report what they consider to be fraud and poor ethics by their employer. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 15. Louise, the managing director of a company, should put personal interests ahead of the company's interests to create a socially and ethically responsible company. a.

True b.

False ANSWER: False RATIONALE: Many ethical violations, such as senior managers’ voting themselves outrageous compensation, stem from managers’ placing their personal interests over the welfare of the company and other employees.

See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 16. According to the virtuous circle, corporate profits→good social performance→more profits→more good social performance. a.

True b.

False ANSWER: True RATIONALE: More profitable firms can better afford to invest in social responsibility initiatives, and these initiatives can lead to more profits. The relationship between social and financial performance may be a virtuous circle, meaning that corporate social performance and corporate financial performance feed and reinforce each other. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage Multiple Choice 17. Ethics deals mostly with: a. being socially responsible. b. separating right from wrong. c. legal versus illegal behavior. d. an action rather than its intent.

ANSWER: b RATIONALE: Ethics is the study of moral obligations, or of separating right from wrong. Ethics can also be a plural noun meaning the accepted guidelines of behavior for groups or institutions. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 18. Ethics can be considered the: a. vehicle for putting values into action. b. opposing force to values. c. equivalent of organizational culture. d. opposite of moral leadership.

ANSWER: a RATIONALE: Values are tied closely to ethics because ethics become the vehicle for converting values into action.

See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 19. An authority cited in the leadership text argues that ethics is at the center of leadership because a rational leader: a. wants to create a positive public appearance. b. promote conflicts of interest. c. attempts to keep profits at a bare minimum. d. wants everybody to benefit.

ANSWER: d RATIONALE: Edwin H. Locke, the goal theorist, argues that ethics is at the center of leadership because the goal of a rational leader is to merge the interests of all parties so that everyone benefits and the organization prospers. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership

KEYWORDS: NOTES:

Bloom's: Knowledge Digital Story: Engage

20. Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will: a. have high morals in every facet of her life. b. be kind to employees even if she does not like them. c. steal only to benefit poor people. d. stick to the principles she thinks are right.

ANSWER: d RATIONALE: Integrity refers to loyalty to rational principles; it means practicing what one preaches regardless of emotional or social pressure. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 21. A principle of ethical and moral leadership is to: a. regularly publicize moral victories. b. maximize personal returns in business transactions. c. pay attention to all stakeholders. d. maximize shareholder wealth.

ANSWER: c RATIONALE: Ethical and moral leaders strive to treat fairly all interested parties affected by their decisions. To do otherwise creates winners and losers after many decisions are made. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 22. A major source of individual differences in ethics and morality among leaders is: a. the products and services offered by the firm. b. government regulations about ethics.

c. their tendency to focus on all stakeholders. d. their level of greed, gluttony, and avarice.

ANSWER: d RATIONALE: Many people seek to maximize personal returns, even at the expense of others. Former Federal Reserve chairman Alan Greenspan commented publicly on the problem of executive greed. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 23. A leader at the post-conventional level of moral development is likely to: a. attempt to do the most good for the most people. b. maximize personal gain in most business transactions. c. falsify earnings statements to be eligible for a big bonus. d. be moral just enough to look good.

ANSWER: a RATIONALE: At the post-conventional level, people are guided by an internalized set of universal principles that may even transcend the laws of a particular society. A leader at the post-conventional level of moral behavior would be concerned with doing the most good for the most people, without regard for whether such behavior brought him or her recognition and fortune. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 24. Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by: a. showing concern for stakeholders. b. rationalizing. c. empathizing. d. exercising his rights as a senior executive.

ANSWER: RATIONALE:

b Timothy P. Flynn, chairman of the global accounting firm KPGM, has identified reasons why good people choose the wrong path. One reason is rationalization, which leads people to focus on the intent of the action rather than on the action itself. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Application NOTES: Digital Story:Perform 25. According to the idea of entitlement, some corporate executives behave unethically because they feel they are: a. entitled to make up for a poor childhood. b. entitled to whatever they can get away with or steal. c. servants of an unfair system. d. underpaid in comparison to top professional athletes and entertainers.

ANSWER: b RATIONALE: The moral excesses of business leaders can occur because many of them have developed a sense of entitlement. In the opinion of several psychiatrists and corporate governance experts, some CEOs lose their sense of reality and feel entitled to whatever they can get away with or steal. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 26. Chief operations officer Joan has an ethical mind, so she has a point of view that helps workers: a. feel entitled to whatever they can get away with or steal. b. lose their sense of reality. c. aspire to do good work that matters to many people. d. focus on maximizing personal gains.

ANSWER: c RATIONALE: Cognitive and educational psychologist Howard Gardner believes that for a leader to stay ethical, he or she must develop an ethical mind, or a point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 27. An ethical screen is used primarily when facing a situation that: a. is in opposition to the organizational culture. b. affects the majority of employees within a firm. c. involves deciding if an act is ethical or unethical. d. is widely recognized as criminal behavior.

ANSWER: c RATIONALE: Several guidelines, or ethical screens, have been developed to help leaders or other influence agents decide whether a given act is ethical or unethical. See "Guidelines for Evaluating the Ethics of a Decision."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 28. Which one of the following questions in an ethical screen deals with the principle of reversibility? a.

How does it smell? b.

What would you tell your child to do? c.

Who gets hurt? d.

Is it fair?

ANSWER: b RATIONALE: What would you tell your child, sibling, or young relative to do? This question is based on the deontological principle of reversibility, which evaluates the ethics of a decision by reversing the decision maker. See "Guidelines for Evaluating the Ethics of a Decision."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 29. Most unethical behaviors have: a. resulted in a consistency between word and deed. b. helped many young people start a business career. c. resulted in mere accusations and allegations. d. led to the layoffs of thousands of workers.

ANSWER: d RATIONALE: Unethical behavior has thrown companies into bankruptcy, led to the layoffs of thousands of workers, diminished trust in stock investments, and discouraged many talented young people from embarking on a business career. See "A Sampling of Unethical Leadership Behaviors."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.3 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Unethical Leadership Behaviors KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 30. Corporate social responsibility centers on a firm's: a. contributions to charity. b. positive contribution to society. c. adherence to laws. d. focus on maximizing profit.

ANSWER: b RATIONALE: Being socially responsible fits into the Thou Shalt approach, or finding out better ways for leaders to make a positive contribution to society. When corporate social responsibility generates value for shareholders and stakeholders, it is regarded as good business strategy. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

31. Which of the following is the clearest example of socially responsible behavior on the part of a business firm? a.

Ensuring that all workers get paid b. Focusing on profit maximization at all costs c.

Creating a pleasant workplace d. Avoiding involvement in political causes ANSWER: c RATIONALE: Creating a comfortable, pleasant, and intellectually stimulating work environment is a social responsibility initiative that directly affects employees’ well-being. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 32. An example of an executive leader helping sustain the environment would be to: a. use as much renewable energy as possible at the company. b. create attractive designs on packages. c. construct new buildings rather than preserve old ones. d. charge customers for shipping and delivery.

ANSWER: a RATIONALE: Helping build a sustainable environment can involve hundreds of different actions such as making packaging smaller; making more extensive use of fluorescent lighting; and, when feasible, using energy from solar panels and wind turbines to replace burning of fossil fuels. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 33. A recent development in corporate philanthropy is for corporate leaders to demand: a. a good return on investment, in terms of social impact. b. that the institutions receiving the money become good customers. c. that all recipients of their generosity believe in capitalism.

d. respect and recognition from all recipients.

ANSWER: a RATIONALE: The new breed of philanthropist studies each charitable cause as he or she would a potential business investment, seeking maximum return in terms of social impact. This philanthropist might also seek follow-up data, for example, on how many children were taught to read or by what percentage new cases of AIDS declined. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 34. Which of the following is a recommended initiative for achieving an ethical and socially responsible organization? a. Establish severe penalties for whistleblowers. b. Encourage employees to learn ethics by trial and error. c. Provide strategic leadership directed toward the goal. d. Develop informal mechanisms for dealing with ethical problems.

ANSWER: c RATIONALE: The most effective route to an ethical and socially responsible organization is for senior management to provide strategic leadership in that direction.In this way, senior managers become ethics leaders. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 35. An opportunity for an organization to practice social responsibility involves: a. developing a sense of entitlement. b. place personal interests above company interests. c. imposing harsh penalties on whistleblowers. d. working with its supplier to improve working conditions.

ANSWER: d RATIONALE: An opportunity for practicing social responsibility is for company leaders to work with suppliers to improve physical and mental working conditions. Instead of refusing to deal with a supplier who

operates a sweatshop, management might work with the supplier to improve plant working conditions.

See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 36. The approach that focuses on social responsibility by finding out better ways for leaders to make a positive contribution to society is the _____ approach . a. whistleblowing b.

Thou Shalt c.

Thou Shalt Not d. entitlement ANSWER: b RATIONALE: Being socially responsible fits into the Thou Shalt approach, or finding out better ways for leaders to make a positive contribution to society. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 37. When senior management provides strategic leadership for ethics, a. senior managers emphasize being whistle blowers. b. marketing strategy is converted into ethical strategy. c. senior managers become ethics leaders. d. the roles of stockholders and shareholders become reversed.

ANSWER: c RATIONALE: The most effective route to an ethical and socially responsible organization is for senior management to provide strategic leadership in that direction. In this way, senior managers become ethics leaders: Their policies and actions set the ethical and social responsibility tone for the organization. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 38. Chief financial officer Barry submits travel and expense reports that are completely genuine and encourages employees in his division toalways give accurate and correct information. Barry is using the ethical initiative called: a. leading by example. b. open-book management. c. accepting whistleblowers. d. developing formal mechanisms for dealing with ethical problems.

ANSWER: a RATIONALE: Strategic leadership of ethics and social responsibility includes leading by example. If workers throughout the firm believe that behaving ethically is in and behaving unethically is out, ethical behavior will prevail. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Application NOTES: Digital Story: Lead 39. A recommended approach for promoting ethical behavior throughout an organization is to: a. reward employees based on their seniority. b. impose severe penalties on whistleblowers." c. hire only those candidates who have taken a course in ethics. d. reward people who have performed well and behaved ethically.

ANSWER: d RATIONALE: If workers throughout the firm believe that behaving ethically is in and behaving unethically is out, ethical behavior will prevail. Ethical behavior that is rewarded is likely to endure. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 40. An example of a formal mechanism for dealing with ethical problems is: a. leading by example. b. having an ethics committee for reviewing complaints about ethical problems. c. conducting training programs in ethics for organizational employees . d. accepting whistleblowers without penalizing them .

ANSWER: b RATIONALE: Large organizations frequently establish ethics committees to help ensure ethical and socially responsible behavior. Top-level leadership participation in these formal mechanisms gives them more clout. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 41. An example of a whistleblower (in relation to ethics) would be a(n): a. security guard who sent notices to employees who drove too fast in the company parking lot. b. executive who imposed fines on employees who behaved unethically. c. company specialist conducting training programs about ethics. d. bookkeeper who told a journalist about fraudulent accounting in the company.

ANSWER: d RATIONALE: A whistleblower is an employee who discloses organizational wrongdoing to parties who can take action. Whistleblowers often go directly to a federal government bureau to report what they consider to be fraud and poor ethics by their employer. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect

42. A practical suggestion for business leaders to behave ethically is to: a. reward employees based on their seniority. b. practice rationalization. c. impose severe penalties for whistleblowers. d. place company interests over personal interests.

ANSWER: d RATIONALE: Many ethical violations, such as senior managers’ voting themselves outrageous compensation, stem from managers’ placing their personal interests over the welfare of the company and other employees.

According to the research and theorizing of management professors Craig L. Pearce, Charles C. Manz, and Henry P. Sims Jr., executives are more likely to be less corrupt when leadership is shared. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 43. The virtuous cycle in relation to social responsibility suggests that a. recycling pays off in increased profits. b. ethical executives attract ethical employees. c. corporate social performance and corporate financial performance feed and reinforce each other. d. employees disclosing organizational wrongdoing to authorities should be severely penalized.

ANSWER: c RATIONALE: The relationship between social and financial performance may be a virtuous circle, meaning that corporate social performance and corporate financial performance feed and reinforce each other. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 44. Studies have shown that employees working in an ethical environment tend to: a. deliver superior peformance. b. have low levels of motivation.

c. d.

overlook their ethical flaws. focus solely on personal gains.

ANSWER: RATIONALE:

a According to a study conducted by the Ethics Resource Center, employees who work in an ethical environment tend to be better motivated. The study concluded that the chance to contribute to something larger than themselves and be recognized for it is a strong incentive to employees for delivering superior performance. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 45. Arnold, a team manager, believes in treating all his team members equally. He adheres to his beliefs irrespective of the circumstances. Which ethical leadership behavior is Arnold demonstrating? a.

Entitlement b.

Integrity c.

Whistleblowing d.

Rationalization ANSWER: b RATIONALE: Integrity refers to loyalty to rational principles; it means practicing what one preaches regardless of emotional or social pressure. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 46. Martin, a senior manager in a company, bribes a government officer to secure a government contract. He justifies his actions stating that he acted in the best interests of the company and nobody stopped him. In the given scenario, Martin is justifying his actions by resorting to _____. a. rationalization b. whistleblowing c. entitlement d. power sharing

ANSWER: RATIONALE:

a Timothy P. Flynn, chairman of the global accounting firm KPGM, has identified reasons why good people choose the wrong path. One reason is rationalization, which leads people to focus on the intent of the action rather than on the action itself. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 47. Amanda, a business analyst, presents false research findings to her manager to prove that the desired results have been achieved and to get appreciation for her work. Which level of moral development is illustrated in the given scenario? a. conventional level b. post-conventional level c. preconventional level d. non-conventional level ANSWER: c RATIONALE: At the preconventional level of moral development, a person is concerned primarily with receiving external rewards and avoiding punishment. A leader at this level of development might falsify earnings statements for the primary purpose of gaining a large bonus. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 48. Evan, a manager, strongly believes in the concept of power sharing. Therefore, Evan is most likely to _____. a. show a consistency between word and deeds and keep promises b. allow for group member input into decisions and listen to their suggestions c. care about the environment in such ways as being a champion of recycling d. be moral enough just to look good ANSWER: b RATIONALE: The leader who shares power allows for group member input into decisions and listens to their suggestions, ideas,and concerns. See "Principles and Practices of Ethical and Moral Leadership."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 49. The employees of a company feel that management does not make fair decisions when increasing salaries or promoting people. Which ethical screen is used by the employees to question the decisions of the management in the given example? a.

Justice b.

Reversibility c.

Intuition d.

Utilitarianism ANSWER: a RATIONALE: Is it fair? This question is based on the deontological theory of justice that certain actions are inherently just or unjust. For example, it is unjust to fire a high-performing employee to make room for a less competent person who is a relative by marriage. See "Guidelines for Evaluating the Ethics of a Decision."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.2 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 50. A journalist questions the director of a chemical manufacturing company about the possible hazards of a recently introduced chemical for use in water purification systems. The journalist's question is based on the _____. a. deontological theory of justice b. universalist principle of disclosure c. utilitarian notion of doing the greatest good for the greatest number of people d. deontological principle of reversibility that evaluates ethics by reversing the decision maker ANSWER: c RATIONALE: Who gets hurt? This question is based on the utilitarian notion of attempting to do the greatest good for the greatest number of people. See "Guidelines for Evaluating the Ethics of a Decision."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE6.2

CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 51. Which of the following examples illustrates a method for creating a socially responsible and ethical organization? a. ABC Inc., a large industrial group, encourages its senior managers to set examples for other employees by being fair and just in their actions. b. A company immediately terminates employees who report wrongdoings of the company to government authorities and ensures they are not employed elsewhere. c. Shine Inc., a chemcial supplier, adjusts its balance sheets to show profit despite a reduction in sales in order to reinforce the confidence of its shareholders. d. A company focuses on achieving its annual targets in terms of revenue irrespective of the impact on its employees and the environment.

ANSWER: a RATIONALE: The most effective route to an ethical and socially responsible organization is for senior management to provide strategic leadership in that direction.In this way, senior managers become ethics leaders. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 52. Which of the following examples illustrates an effort toward building a socially responsible and ethical organization? a. Rodger, a senior executive in a company, uses the company car allotted to him for personal purposes claiming the he is eligible to do so because of his position. b. Drive Inc., a tire manufacturing company, uses solar panels to generate electricity for running the equipment in its inspection and packaging division. c. White Inc., a large pharmaceutical company, fires those employees who protest against unethical actions and report wrongdoings to government authorities. d. Dave, a team manager, often justifies his unethical actions by stating that he did so for the benefit of the team and nobody stopped or questioned him.

ANSWER: b RATIONALE: Helping build a sustainable environment can involve hundreds of different actions such as making packaging smaller; making more extensive use of fluorescent lighting; and, when feasible, using energy from solar panels and wind turbines to replace burning of fossil fuels. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1

DIFFICULTY: Challenging LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 53. Blue Inc., a highly profitable consumer goods manufacturing company, invests in a number of social responsibility initiatives that in turn generate profit for the company. Which feature of corporate and social performance is illustrated in the given scenario? a.

Entitlement b.

Deontological theory c.

Virtuous circle d.

Whistleblowing ANSWER: c RATIONALE: More profitable firms can better afford to invest in social responsibility initiatives, and these initiatives can lead to more profits. The relationship between social and financial performance may be a virtuous circle, meaning that corporate social performance and corporate financial performance feed and reinforce each other. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 54. Edwin, an engineer in a construction material manufacturing company, always strives to give his best because he is aware that he is contributing to something larger and would be recognized for it. It can be inferred from the given scenario that _____. a. employees who work in an ethical environment tend to be better motivated b. putting personal interests before the company's interest builds socially responsible organizations c. individuals tend to focus on the intent of an action rather than on the action itself d. people are primarily concerned with receiving external rewards and avoiding punishment ANSWER: a RATIONALE: According to a study conducted by the Ethics Resource Center, employees who work in an ethical environment tend to be better motivated. The study concluded that the chance to contribute to something larger than themselves and be recognized for it is a strong incentive to employees for delivering superior performance. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 55. One of the approaches for achieving a socially responsible and ethical organization is to _____. a. develop a sense of entitlement b. engage in philanthrophy c. dismiss whistleblowers d. encourage rationalization ANSWER: b RATIONALE: A standard organizational leadership approach to social responsibility is to donate money to charity and various other causes. Most charities are heavily dependent on corporate support. Colleges, universities, and career schools also benefit from corporate donations. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 56. The Sarbanes–Oxley Act requires public companies to _____. a. disclose whether they have adopted a code of ethics for senior financial officers b. provide a list of possible penalties to be imposed on whistleblowers at all levels c. use renewable sources of energy wherever possible d. donate part of their profit to charitable organizations ANSWER: a RATIONALE: The Sarbanes–Oxley Act, triggered by the financial scandals around the year 2000, requires public companies to disclose whether they have adopted a code of ethics for senior financial officers. In some firms, workers at all levels are required to sign the code of conduct. See "Leadership, Social Responsibility, and Creating an Ethical Organizational Culture."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 6.4 CTIVES:

NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 57. A model of the relationship between corporate social performance and profits emphasizes _____. a. rationalizing of unethical actions b. developing a sense of entitlement c. the role of supply and demand d. the maximization of profits ANSWER: c RATIONALE: A model of the relationship between corporate social performance and profits emphasizes the role of supply and demand. The model states that when demand for investments in social responsibility increases, value-maximizing managers will find it in their self-interest to make these investments even if cash flow is reduced. See "Ethical and Socially Responsible Behavior and Organizational Performance."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.5 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Ethical and Socially Responsible Behavior and Organizational Performance KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect Essay 58. Gordon is a team leader who always aspires to do good work that matters to his team mates, other colleagues, and society in general. He always tries to make decisions by keeping in focus the best interests of his team. When faced with a situation that involves making critical decisions that can impact many people in his team, what are the factors that Gordon should consider for examining if his decisions are ethical?

ANSWER: Gordon is a leader with an ethical mind, or a point of view that helps the individual aspire to good work that matters to their colleagues, companies, and society in general. Developing an ethical mind begins with the belief that retaining an ethical compass is essential to the health of the organization.

Several guidelines, or ethical screens, have been developed to help leaders or other influence agents decide whether a given act is ethical or unethical. The following questions should help Gordon evaluate the ethics of his decision: Is it right?

Is it fair?

Who gets hurt?

Would you be comfortable if the details of your decision or actions were made public in the media or through e-mail?

What would you tell your child, sibling, or young relative to do?

How does it smell?

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1, 6.2 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership, Guidelines for Evaluating the Ethics of a Decision KEYWORDS: Bloom's: Application NOTES: Digital Story: Lead 59. Brian takes over as the director of a company charged with unethical practices such as presenting fraudulent sales figures to authorities and shareholders. The company suffered bankruptcy because of huge penalties imposed by government. Thousands of workers were laid off and investors developed distrust toward the company. What are the possible initiatives that Brian can consider for creating an organizational culture that encourages ethical behavior among employees?

ANSWER: Unethical behavior has thrown companies into bankruptcy, led to the layoffs of thousands of workers, diminished trust in stock investments, and discouraged many talented young people from embarking on a business career.

In order to create an organizational culture that encourages ethical behavior, Brian can take any of the following steps: Provide strategic leadership of social responsibility and ethics.

Create a pleasant workplace.

Place company interests over personal interests.

Provide training in ethics and social responsibility.

Accept whistleblowers.

Develop formal mechanisms for dealing with ethical problems.

Establish written codes of ethical conduct.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.3, 6.4 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: A Sampling of Unethical Leadership Behaviors, Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Application NOTES: Digital Story: Lead 60. Jennifer, an entrepreneur, recently started a food processing business. She possess a strong desire for building a community and giving something back to society. Jennifer hopes to inculcate the same desires in her employees. How can Jennifer accomplish her goals?

ANSWER:

When many people work toward the same constructive goal, they build a community. A business leader who works with many people to help poor schoolchildren is an ideal example of someone who builds a community.

Jennifer can take any of the following steps to achieve her goal of building a community: Help build a sustainable environment.

Engage in social entrepreneurship.

Engage in philanthropy.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 6.1, 6.4 CTIVES: NATIONAL STAN United States - BUSPROG:: - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Principles and Practices of Ethical and Moral Leadership, Leadership, Social Responsibility, and Creating an Ethical Organizational Culture KEYWORDS: Bloom's: Application NOTES: Digital Story: Lead

True / False 1. Working on problems critical to the company's success helps provide a person with power. a.

True b.

False ANSWER: True RATIONALE: The strategic contingency theory of power suggests that units best able to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. Managers who share their power with their group members would actually experience an increase in their own power. a.

True b.

False ANSWER: True RATIONALE: A leader’s power and influence increases when he or she shares power with others. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 7.2 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. An important component of full-fledged empowerment is that the manager decides which method the group members should use to accomplish their tasks. a.

True b.

False ANSWER: False RATIONALE: A leader can empower team members simply by fostering greater initiative and responsibility in their assignments. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 4. Self-leadership occurs when the group members choose their own leader. a.

True b.

False ANSWER: False RATIONALE: The basic idea of self-leadership is that all organizational members are capable of leading themselves at least to some extent. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. Empowerment is a broader concept than delegation because delegation is focused on a specific task. a.

True b.

False ANSWER: True RATIONALE: Delegation is narrower than empowerment because it deals with a specific task, whereas empowerment covers a broad range of activities and a mental set about assuming more responsibility. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 6. An analysis of organizational politics reveals that political skill combines social awareness with the ability to

communicate well. a. b.

True False

ANSWER: RATIONALE:

True As defined by a group of researchers, political skill is a constructive force. It is an interpersonal style that manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust, and sincerity. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 7. A pyramid-shaped organization fosters organizational politics because people feel compelled to compete for a limited number of powerful positions. a.

True b.

False ANSWER: True RATIONALE: A pyramid concentrates power at the top. Only so much power is therefore available to distribute among the many people who would like more of it. See “Factors that Contribute to Organizational Politics.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Factors that Contribute to Organizational Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 8. Establishing alliances with powerful people is a basic tactic of organizational politics. a.

True b.

False ANSWER: True RATIONALE: Establishing alliances with powerful people is a basic tactic of organizational politics. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJECTI 7.4 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 9. A manager is being politically correct when he refers to a 70-year-old employee as "our most experienced worker," rather than "our oldest worker." a.

True b.

False ANSWER: True RATIONALE: Political correctness involves being careful not to offend or slight anyone, and being extra civil and respectful. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 10. Being tactless toward influential people has become a career booster because many managers invite honest feedback. a.

True b.

False ANSWER: False RATIONALE: To avoid hurting one's career, it is important to avoid or at least minimize being blatantly tactless toward influential people. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 11. A variation of the embrace-or-demolish political technique is to terminate people who disagree with the management on major issues.

a. b.

True False

ANSWER: RATIONALE:

True A variation of the embrace-or-demolish political technique is to terminate people who disagree with the management on major issues. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 12. Rating a high performer as mediocre in order to prevent his or her transfer out of ones department is an example of playing territorial games. a.

True b.

False ANSWER: True RATIONALE: The purpose of territorial games is to vie for the three kinds of territory in the modern corporate survival game: information, relationships, or authority. A relationship is hoarded through such tactics as discouraging others from visiting a key customer or blocking a high performer from getting a promotion or transfer. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 13. The major outcomes of the perception of politics are less commitment to the organization and a stronger intention to quit the company. a.

True b.

False ANSWER: True RATIONALE: The major outcomes related to the perception of politics were as follows: (1) more strain, or adverse effects of stress, (2) more intentions to quit, (3) less job satisfaction, (4) less emotional commitment to the employer, (5) lower task performance, and (6) less organizational citizenship behavior. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 14. When a boss practices favoritism or cronyism, organizational politics tends to decrease. a.

True b.

False ANSWER: False RATIONALE: When a boss practices favoritism or cronyism, organizational politics tends to increase. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 7.6 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 15. When a state of goal congruence exists, workers are more likely to play organizational politics. a.

True b.

False ANSWER: False RATIONALE: One way of reducing the extent of political behavior is for individuals and the organization to share the same goals, a situation described as goal congruence. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 16. Hiring people with high integrity tends to increase politics in the office because people with integrity tend to be very

ambitious. a. b.

True False

ANSWER: RATIONALE:

False Hiring people with high integrity will help reduce the number of dysfunctional political players. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect Multiple Choice 17. The best example of personal power would be power stemming from the: a. relevant expertise a person brings to the job. b. ownership stake a person has in the firm. c. rewards a manager can administer. d. closeness to a key executive.

ANSWER: a RATIONALE: Expert power is the ability to influence others through specialized knowledge, skills, or abilities.

Hence, it is a form of personal power. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 18. Which of the following actions or events would bring a person legitimate power? a.

Obtaining an M.B.A. b.

Being appointed a corporate officer c.

Being well-liked by an honest executive d.

Developing charisma ANSWER: b

RATIONALE:

The lawful right to make a decision and expect compliance is called legitimate power.Being appointed a corporate officer brings with it the legitimate right to make a decision and expect compliance. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 19. _____ power stems from a leader's authority to respond to the consequences of people's actions. a.

Information b.

Prestige c.

Expert d.

Reward ANSWER: d RATIONALE: The authority to give employees rewards for compliance is reward power, and the power to punish for noncompliance is coercive power. Both these types of power stems from a leader's authority to respond to the consequences of people's actions. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 20. _____ power is a type of personal power. a.

Legitimate b.

Referent c.

Reward d.

Coercive ANSWER: b RATIONALE: Expert power and referent power contribute to charisma. They are derived from the person rather than the organization. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 21. A leader acquires prestige power through: a. association with successful people. b. making the right contacts. c. developing an outside reputation. d. skillful use of organizational politics.

ANSWER: c RATIONALE: Prestige power refers to the power stemming from a person’s status and reputation. A leader acquires prestige power through developing an outside reputation. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 22. Roxanne, a manager, applies the dependence perspective toward power when she: a. emphasizes empowering staff members. b. proves to higher management that she is dependable. c. acts dependent and weak in meetings. d. makes her staff members dependent on her to pursue their ideas.

ANSWER: d RATIONALE: According to the dependence perspective, people accrue power when others are dependent on them for things of value. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

23. According to the dependence perspective, Alex has power over Ziggy when: a. Alex and Ziggy work collaboratively. b. Alex is dependent on Ziggy. c. Ziggy is dependent on Alex. d. Alex and Ziggy work independently of each other.

ANSWER: c RATIONALE: According to the dependence perspective, people accrue power when others are dependent on them for things of value. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. Wanda, a team leader, is managing the critical role of selling company assets to raise cash and has, therefore, gained prominence. Which of the following is the explanation for the source of power Wanda is exercising? a.

Strategic contingency theory b. Prestige power c.

Power stemming from being close to power d. Power stemming from ownership ANSWER: a RATIONALE: The strategic contingency theory of power suggests that units best able to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power. Wanda's influence over organizational decisions, such as selling company assets, illustrates this theory. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 25. A consequence of the resource dependence perspective is that when leaders start losing their ability to control resources, they: a. shift to another source of power. b. become dependent on the organization. c. compensate by receiving additional position power.

d. lose power.

ANSWER: d RATIONALE: According to the dependence perspective, when leaders lose some of their power to control resources, their power declines. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 26. The higher a unit reports in a firm's hierarchy, the: a. less dependent it is on organizational resources. b. more likely it will be the first to go during downsizing. c. more power it acquires. d. less likely it is to accrue opportunity power.

ANSWER: c RATIONALE: The closer a person is to power, the greater the power he or she exerts. Likewise, the higher a unit reports in a firm’s hierarchy, the more power it possesses. See “Sources and Types of Power.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 27. Two components of empowerment revealed by research are: a. competence and self-determination. b. command and control. c. consideration and initiating structure. d. risk taking and error correction.

ANSWER: a RATIONALE: Gretchen M. Spreitzer conducted research in several work settings to develop a psychological definition of empowerment. Four components were identified: meaning, competence, selfdetermination, and impact. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE7.2

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 28. Gus has been empowered by his manager to develop a new workflow design for the office. After completing the task successfully, Gus believes that he has the ability to perform another important task. The characteristic of empowerment just described is: a. self-determination. b. internal commitment. c. meaning. d. self-efficacy.

ANSWER: d RATIONALE: Competence, or self-efficacy, is an individual’s belief in his or her capability to perform a particular task well. Gus's confidence in his ability to perform new, important tasks is indicative of his sense of competence. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 29. Which of the following is recommended as an effective empowering practice? a. Providing ample information to workers b. Allowing group members to establish their own limits to empowerment c. Choosing work methods for group members d. Separating work activities from organizational goals ANSWER: a RATIONALE: For empowerment to be effective, employees should have ample information about everything that affects their work. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Tactics for Becoming an Empowering Leader Bloom's: Knowledge Digital story: Engage

30. Which one of the following should be considered the least effective contributor to empowerment? a. Starting with small changes and then building on the early success b. Providing a positive emotional atmosphere c. Encouraging employees to set their own limits to empowerment d. Making rewards visible ANSWER: c RATIONALE: One of the major situations in which empowerment creates disharmony and dysfunction is when empowered group members feel that they can now make decisions unilaterally, without conferring with managers, team leaders, or other team members. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that empowerment was negatively associated with job satisfaction among the workers in: a.

India. b.

Mexico. c.

Poland. d. the United States.

ANSWER: a RATIONALE: In one study, data from employees of a single firm with operations in the United States, Mexico, Poland, and India were used to test the fit of empowerment and continuous improvement practices with national culture. It was found that empowerment was negatively associated with job satisfaction in the Indian plants, but positively associated in the other three samples. See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

32. Margaret has Machiavellian tendencies, so she is likely to: a. reach out to less fortunate people. b. rebel against macho men in the workplace. c. manipulate other people for her personal gain. d. avoid political tactics.

ANSWER: c RATIONALE: Some people engage in political behavior because they want to manipulate others, sometimes for their own personal advantage. Such behavior is termed Machiavellianism. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 33. Which of the following factors is least likely to contribute to the political behavior in the workplace? a. Environmental uncertainty and turbulence b. Emotional insecurity of workers c. A pyramid-shaped organization structure d. Rejecting unwarranted compliments from subordinates ANSWER: d RATIONALE: People want power for many different reasons which is why political behavior is so widespread in organizations. A number of individual and organizational factors contribute to political behavior, such as a pyramid-shaped organization, environmental uncertainty and turbulence, emotional insecurity, and so on. See “Factors that Contribute to Organizational Politics.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Factors that Contribute to Organizational Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 34. Anika Bananga, a CEO, is a black woman raised in Africa. While introducing Bananga to work associates, it would be most politically correct to say, "I would like you to meet Anika Bananga, our _____." a. beautiful lady CEO b.

CEO c.

CEO and first black person in this position

d.

African-American CEO ANSWER: b RATIONALE: Political correctness involves being careful not to offend or slight anyone, and being extra civil and respectful. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 35. Sending thank-you notes to large numbers of people is regarded as a: a. basic, but effective, political technique. b. way to make a quick showing. c. method of keeping others informed. d. method of controlling lines of communication.

ANSWER: a RATIONALE: One of the most basic political tactics, sending thank-you notes profusely, is simply an application of sound human relations. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 36. A major political blunder is to: a. be tactless toward influential people. b. agree with everything the boss says in a public forum. c. participate in dress-down days. d. accept the first offer from top management.

ANSWER: a RATIONALE: A major political blunder is being tactless toward influential people. To avoid hurting your career, it is important to avoid or at least minimize being blatantly tactless toward influential people. See “Political Tactics and Strategies."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE7.5

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 37. After creating a false catastrophe, a particularly devious political player: a. apologizes and admits his or her falsehood. b. claims to have resolved the problem. c. openly laughs at management for believing the story. d. asks another department to solve the problem.

ANSWER: b RATIONALE: An advanced devious tactic for a manager is to pretend a catastrophe exists and then proceed to “rescue” others from the catastrophe, thereby appearing to be a superhero. The political player rushes in and declares that everything is a mess and the situation is almost hopeless; shortly thereafter, he or she resolves the problem. See “Political Tactics and Strategies."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - Ohio - DISC: Diversity DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 38. A recommended way of reducing disruptive politics within the work group is to: a. tightly control information on how rewards will be allocated. b. prefer to work with the least political group members. c. threaten to stab in the back those who play politics excessively. d. avoid favoritism.

ANSWER: d RATIONALE: Avoiding giving the best rewards to the group members you like the best or to old friends—is a potent way of minimizing politics within a work group. See “Exercising Control over Dysfunctional Politics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics

KEYWORDS: NOTES:

Bloom's: Knowledge Digital story: Engage

39. A recommended strategy for minimizing office politics is to: a. set a good example at the top. b. reward people for snitching on office politicians. c. keep tighter control of information. d. increase the competition for jobs.

ANSWER: a RATIONALE: Setting good examples at the top of the organization can help reduce the frequency and intensity of organizational politics. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 40. Middle manager Barney practices favoritism when he recommends for promotion: a. a worker chosen at random. b. a golfing buddy who is a poor performer. c. a worker suggested by his boss. d. the best performer in the department.

ANSWER: b RATIONALE: Giving the best rewards to the group members one likes the best or to old friends is known as favoritism. See “Exercising Control over Dysfunctional Politics.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. Which of the following refers to a group’s shared perception of its ability to successfully perform challenges and tasks? a.

Perceptual challenges b.

Skill capacity

c. d.

Growth in competencies Team potency

ANSWER: RATIONALE:

d Team potency refers to the group’s shared perception of its ability to successfully perform challenges and tasks. See “Tactics for Becoming an Empowering Leader."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. Keith often resorts to excessive flattery to obtain favorable treatment from his boss. Which of the following is the factor motivating Keith toward such behavior? a.

Making a quick showing b.

Machiavellian tendencies c.

Emotional insecurity d.

Controlling vital information ANSWER: c RATIONALE: A number of individual and organizational factors contribute to political behavior. Owing to emotional insecurity, some people resort to political maneuvers to ingratiate themselves with superiors because they lack confidence in their own talents and skills. See “Factors that Contribute to Organizational Politics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 43. _____ refers to the idea that all organizational members are capable of leading themselves at least to some extent. a. b. c. d.

ANSWER: RATIONALE:

Leadership commitment Internal commitment Self-leadership Organizational capability c Encouraging team members to lead themselves is the heart of empowerment. The basic idea of self-

leadership is that all organizational members are capable of leading themselves at least to some extent.

See “Tactics for Becoming an Empowering Leader.”

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 44.

Empowerment is most likely to create disharmony and dysfunction when workers _____. a. accrue power and their subordinates are dependent on them b. lack a clear perception of the boundaries of empowerment c. possess the ability to influence others through specialized knowledge, skills, or abilities d. are excessively dependent on their boss ANSWER: b RATIONALE: One of the major situations in which empowerment creates disharmony and dysfunction is when workers lack a clear perception of the boundaries of empowerment. Empowered group members may feel that they can now make decisions unilaterally, without conferring with managers, team leaders, or other team members. See “Tactics for Becoming an Empowering Leader."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 45. Which of the following is true of delegation? a. It makes effective leadership more difficult than empowerment. b. It involves less checking on subordinates than empowerment. c. It is more motivational than empowerment. d. It is a narrower concept than empowerment.

ANSWER: d RATIONALE: Delegation is narrower than empowerment because it deals with a specific task, whereas empowerment covers a broad range of activities and a mental set about assuming more responsibility. See “Tactics for Becoming an Empowering Leader."

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJE 7.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 46. Why is political skill considered to be a constructive force? a. It facilitates gaining power especially if practiced in the extreme. b. It encourages employees to adopt a strategy of being blatantly tactless toward influential people. c. It manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence and trust. d. It requires that one pretend to be nice but all the while plan someone’s demise.

ANSWER: c RATIONALE: As defined by a group of researchers, political skill is a constructive force. It is an interpersonal style that manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust, and sincerity. See “Political Tactics and Strategies.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 47. _____ is a political strategy that places subordinates in intense competition for resources and eventually leads them into a fight. a.

Playing territorial games b.

Resolving a false catastrophe c.

Divide and rule d.

Embrace or demolish ANSWER: c RATIONALE: One way of getting subordinates to fight with one another is to place them in intense competition for resources. This is known as the divide and rule strategy. See “Political Tactics and Strategies."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Political Tactics and Strategies Bloom's: Comprehension Digital story: Connect

48. _____ authorizes people at the highest levels in an organization to make a decision and expect compliance. a.

Referent power b.

Legitimate power c.

Prestige power d.

Expert power ANSWER: b RATIONALE: Legitimate power gives the lawful right to make a decision and expect compliance. People at the highest levels in the organization have more power than do people below them. See “Sources and Types of Power."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 49. _____ refers to an individual’s sense of having a choice in initiating and regulating actions. a.

Self-interest b.

Self-determination c.

Self-esteem d.

Self-efficacy ANSWER: b RATIONALE: Self-determination is an individual’s sense of having a choice in initiating and regulating actions. See “Tactics for Becoming an Empowering Leader."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 50. According to the Law of Reciprocity (as it relates to organizational politics),:

a. hard work pays off in the long run. b. everybody expects to be paid back. c. workers who are wronged seek revenge. d. leaders get even with disloyal group members.

ANSWER: b RATIONALE: According to the Law of Reciprocity, everybody in the world expects to be paid back. See "Political Tactics and Strategies."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTI 7.5 VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Political Tactics and Strategies KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 51. According to a consultant cited in the leadership text, after the group is empowered, the leader: a. functions like a member of the group. b. should still provide guidance. c. gets involved mostly to provide discipline. d. basically stays behind the scenes.

ANSWER: b RATIONALE: Although leaders empower group members, they should still provide guidance, emotional support, and recognition. Mark Samuel helps companies organize into teams to enhance accountability for results, yet at the same time he emphasizes the leader’s role.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 52. A rationale for empowerment is that the most successful organizations: a. have highly knowledgeable managers in most positions. b. invest heavily in research and development. c. have highly knowledgeable leaders in most positions. d. effectively use the talents of all players on the team.

ANSWER: d RATIONALE: Strategy theorist Gary Hamel believes that companies that empower and train people at all levels to lead can create competitive advantage. The inference is that talent from all levels should capitalized upon, not just the talents of those at the top of the organizational pyramid. See "Tactics for Becoming

an Empowering Leader."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 53. When a floor manager empowers this team members, his power: a. multiplies in direct proportion to the number of people receiving a power share. b. increases. c. remains approximately the same. d. decreases.

ANSWER: b RATIONALE: As team members receive more power, they can accomplish more—they become more productive. And because managers share credit for their accomplishments, they become more powerful. See "Tactics for Becoming an Empowering Leader."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 54. Ramos, a CEO, was recently made President and CEO of the company. Which of the following is a consequence of Ramos occupyingthis dual role? a. The dependence theory dictates that his power will decrease b. His personal power is weakened c. The strategic contingency theory predicts that his moral identity will rise d. His legitimate power is strengthened ANSWER: d RATIONALE: At the top of the organization, a leader’s legitimate power is strengthened when he or she carries the titles of both chief executive officer and chairman or chairwoman. Executives who occupy the dual role show a unity of command and strong leadership to stakeholders. See "Sources and Types of Power."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.1 CTIVES:

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 55. In an research and development firm, the _____ has the most legitimate power. a. lab manager b. senior research analyst c. head of research and developement d. summer associate ANSWER: c RATIONALE: The lawful right to make a decision and expect compliance is called legitimate power. People at the highest levels in the organization have more power than do people below them. The head of research and department is the highest in the hierarchy and therefore has the most legitimate power. See "Sources and Types of Power."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 56. Which of the following examples represents a manager whose actions encourages organizational politics? a. A manager who has led his firm to profits over the last year b. A manager who relies on objective standards for judging performance c. A manager who frowns everytime he receives criticism d. A manager who creates a stable and predictable work environment ANSWER: c RATIONALE: Encouraging admiration from subordinates, such as actions like frowning when receiving negative feedback or criticism, is a factor the contributes to organizational politics. See "Factors Contributing to Organizational Politics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Factors Contributing to Organizational Politics

KEYWORDS: NOTES:

Bloom's: Application Digital Story: Perform

57. In which of the following cases demonstrates the gaining of power according to the dependence perspective? a. Laverne rewards her team members with cash bonuses over Christmas. b. Ted runs his own advertisement agency. c. Raj is promoted to a vSenior Vice President in his firm. d. Bill seeks Claras inputs and advice to improve his performance.

ANSWER: d RATIONALE: According to the dependence perspective, people accrue power when others are dependent on them for things of value. Since Bill depends on Clara for ideas and inputs, Clara's power over Bill stems form dependencies. See "Sources and Types of Power."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform Essay 58. Jeff has been appointed as the new CEO of a banking company. Jeff is considered to be a "hands-off" leader, who encourages empowerment at all levels. He is also considered an expert in banking. However, the company is recovering from a prolonged period of losses during the economic downturn. The organization has also become more political. At this juncture, what are the leadership practices Jeff should focus on and implement?

ANSWER: Expert power is the ability to influence others through specialized knowledge, skills, or abilities. A component of expert power is having information not widely possessed by others, such as being an accurate predictor of commodity prices. Jeff should utilize his expert power and steer the company away from further losses.

Jeff should also focus on reducing organizational politics in his company. Setting good examples at the top of the organization can help reduce the frequency and intensity of organizational politics. When leaders are nonpolitical in their actions, they demonstrate in subtle ways that political behavior is not welcome.

Company leadership team must sometimes find the right balance between control and empowerment.

Companies generally need more control in times of distress. Once Jeff has steered the company towards the right course, he should encourage more empowerment so that managers and workers can figure out how to implement the new policies and practices.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.1, 7.2, 7.3, 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Sources and Types of Power, Tactics for Becoming an Empowering Leader, Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead 59. Greta, the operations manager of a chain of retail stores, visits one of the stores for a meet and greet with the employees of that store. She notices that some employees appear stressed, while others frequently compliment the store manager. Some employees report that they do not feel like they have a voice in the administrative or operating outcomes on their job. What should Greta do in order to avoid negative consequences of political behavior? How can she make the employees feel that the employees can also participate in management?

ANSWER: It appears that the store is suffering from disharmony and dysfunction created by excessive organizational politics. In order to curb the influence of organizational politics, Greta should implement promotion and rewards plans that have the standards for promotion in place, so that favoritism and cronyism is avoided. Politics can also be constrained by a threat to discuss questionable information in a public forum. Encouraging the employees to report devious behavior would help. Finally, setting good examples at the top of the organization can help reduce the frequency and intensity of organizational politics. When leaders are nonpolitical in their actions, they demonstrate in subtle ways that political behavior is not welcome. It may be helpful for the leader to announce during a staff meeting that devious political behavior is undesirable and unprofessional.

In its basic meaning, empowerment refers to passing decision-making authority and responsibility from managers to group members. Almost any form of participative management, shared decision making, and delegation can be regarded as empowerment. Impact, a component of empowerment, is the degree to which the worker can influence strategic, administrative, or operating outcomes on the job. Greta should empower the manager and employees of the store along all four components: meaning, competence, self-determination, and impact.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.2, 7.4, 7.5, 7.6 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Tactics for Becoming an Empowering Leader, Factors that Contribute to Organizational Politics, Political Tactics and Strategies, Exercising Control over Dysfunctional Politics KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 60. Taylor works as a supervisor in an information technology firm. In his quest for more power, he often resorts to manipulating others for his own personal advantage. Discuss the tendency that could have possibly contributed to this type of organizational politics. What should Taylor do if he wants to repair the relationships he has damaged and earn the trust and respect of his co-workers and team members?

ANSWER: Some people engage in political behavior because they want to manipulate others, sometimes for their own personal advantage. Such behavior and actions, as exhibited by Taylor in this scenario, are referred to as Machiavellian tendencies. The term Machiavellianism traces back to Niccolo Machiavelli (1469–1527), an Italian political philosopher and statesman. His most famous work, The Prince, describes how a leader may acquire and maintain power. Machiavelli’s ideal prince was an amoral, manipulating tyrant who would restore the Italian city-state of Florence to its former glory. A study by Gerald Biberman showed a positive relationship between Machiavellianism and political behavior,

based on questionnaires that measured these two tendencies.

Building relationships is a key part of success at the work place. If Taylor wants to repair the damage cause by his Machiavellian tendencies he can use any of the following strategies aimed at building relationships: 1) Display loyalty: A loyal worker is valued because organizations prosper more with loyal than with disloyal employees. Blind loyalty—the belief that the organization cannot make a mistake—is not called for because most rational organizations welcome constructive criticism.

2) Be courteous, pleasant, and positive: Polite behavior provides an advantage because many people believe that civility has become a rare quality.

3) Ask advice: Asking advice on work-related topics builds relationships with other employees. Asking another person for advice—someone whose job does not require giving it—will usually be perceived as a compliment.

Taylor must also refrain from unethical political behaviors such as backstabbing, setting a person up for failure, engage divide-and-rule strategies in his team, or play territorial games.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 7.4, 7.5 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Factors that Contribute to Organizational Politics, Political Tactics and Strategies KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead

True / False 1. The outcome of influence tactics are not affected by the leader's personality traits. a.

True b.

False ANSWER: False RATIONALE: The leader’s personality traits affect the outcome of influence tactics. An extroverted and warm leader who has charisma can more readily use some influence tactics than a leader who is introverted and cold. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced. a.

True b.

False ANSWER: False RATIONALE: Personal magnetism is the quality of being captivating, charming, and charismatic. Offering to exchange favors on another person to achieve a work goal is another standard influence tactic. By making an exchange, you strike a bargain with the other party. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 3. The more powerful leaders are , the more they need to create a coalition. a.

True b.

False ANSWER: False RATIONALE: The more powerful leaders are, the less they need to create a coalition. See "Essentially Ethical and Honest Tactics."

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJECTIV 8.2 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Essentially Ethical and Honest Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 4. A hands-on leader is typically task oriented. a.

True b.

False ANSWER: True RATIONALE: A hands-on leader is one who gets directly involved in the details and processes of operations.Such a leader has expertise,is task oriented,and leads by example. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates. a.

True b.

False ANSWER: True RATIONALE: A specific behavior associated with undue pressure is using threats or warnings by leaders when they try to get their subordinates perform a task. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 6. To use debasement as an influence tactic, the influence agent might say, "I realize I'm not the brightest new manager in

the company, so I really need your help." a.

True b.

False ANSWER: True RATIONALE: Debasement means demeaning or insulting oneself to control the behavior of another person.Thus,while attempting debasement to garner support , a manger often communicates a message in which he is devalued. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Technology DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Engage 7. When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence target. a.

True b.

False ANSWER: False RATIONALE: Ingratiation is used by an influence agent, to get the targets like him. Thus, the influence agent does not act aggressively and abrasively for the influence target. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 8. Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism. a.

True b.

False ANSWER: True RATIONALE: Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism. Joking or kidding can thus get the message across and lower the risk that the influence target will be angry with the influence agent. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.3 CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story:Engage 9. Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire organization. a.

True b.

False ANSWER: False RATIONALE: Top-level leaders exert many of their influence attempts in the direction of bringing about changes throughout the entire organization, often by attempting to overhaul the organizational culture. See "Leadership Influence for Organizational Change."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Influence for Organizational Change KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to establish a reward system that reinforces the culture. a.

True b.

False ANSWER: True RATIONALE: A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to establish a reward system that reinforces the culture. See "Leadership Influence for Organizational Change."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Influence for Organizational Change KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

11. Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization. a.

True b.

False ANSWER: True RATIONALE: Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization. If the change the leader wants is a stronger focus on customer service, leaders must treat employees as customers, thereby acting as role models for the way customers should be treated. See "Leadership Influence for Organizational Change."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG: Technology DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Influence for Organizational Change KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 12. A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more positive tactic. a.

True b.

False ANSWER: False RATIONALE: In general,it is recommended to begin with the most positive,or least abrasive influence tactic.If an influence agent does not gain the advantage he seeks,it is recommended that he move to a stronger tactic. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Connect 13. Strong influence tactics include assertiveness, coalition building, and transactions. a.

True b.

False ANSWER: True RATIONALE: Strong influence tactics are generally considered appeals to higher authority,assertiveness,coalition building,and sanctions. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 14. A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics. a.

True b.

False ANSWER: True RATIONALE: The sequencing of tactics can also be considered in terms of cost and risk. A sensible approach is to begin with low-cost, low-risk tactics. If the outcome is important enough to the influence agent can then proceed to higher-cost and higher-risk influence tactics. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 15. In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop through socialization and past experience with leaders. a.

True b.

False ANSWER: True RATIONALE: Implicit leadership theories are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions,both stated and unstated,develop through socialization and past experiences with leaders. See "Implicit Leadership Theories and Leadership Influence."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Implicit Leadership Theories and Leadership Influence KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

16. As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity. a.

True b.

False ANSWER: False RATIONALE: Tyranny and masculinity depict antiprototypes. Antiprototypes are traits and behavior people do not want to see in a leader. See "Implicit Leadership Theories and Leadership Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Implicit Leadership Theories and Leadership Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 17. A leader must acquire _____ in order to influence others. a. a minimum perentage of the organization's shares b. power c. credibility d. the vast majority of employees worry about job security.

ANSWER: b RATIONALE: Leaders are influential only when they exercise power. A leader, therefore, must acquire power in order to influence others. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 18. _____ is the most successful influence outcome. a.

Commitment b.

Compliance c.

Resistance d.

Debasement ANSWER: a

RATIONALE:

Commitment is the most successful outcome: The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort. Commitment is particularly important for complex, difficult tasks because these require full concentration and effort. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 19. The three outcomes of influence tactics are _____. a. commitment, compliance, and resistance b. power, skills, and outcomes c. manipulation, ingratiation, and submission d. empowerment, obedience, and concession ANSWER: a RATIONALE: The three possible outcomes are commitment, compliance, and resistance. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 8.1 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 20. According to the generic model of power influence, the effectiveness of influence tactics is affected by _____. a. strategies, rules, and procedures b. aspirations, motivations, and skills c. leader traits, leader behaviors, and the situation d. consideration and initiating structure ANSWER: c RATIONALE: The influence tactics are in turn moderated, or affected by, the leader’s traits,the leader’s behaviors, and the situation. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 21. A major moderating variable in the use of rational persuasion is the: a. age of the organization. b. number of organizational levels. c. age of the influence agent. d. credibility of the influence agent.

ANSWER: d RATIONALE: A major moderating variable in rational persuasion is the credibility of the influence agent. Credibility helps an individual be more persuasive in two ways. First, it makes a person more convincing. Second, it contributes to a person’s perceived power, and the more power one is perceived to have, the more targets will be influenced. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 22. Which of the following influence tactics requires that the leader serve as a model the desired behavior? a. Exchanging favors and bargaining b. Rational persuasion c. Leading by example d. Getting network members to support your position ANSWER: c RATIONALE: In leading by example, the leader acts as a positive role model or example to his subordinates. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension

NOTES:

Digital story: Connect

23. A recommended technique for exchanging favors is to: a. build an initial relationship with him. b. give the other person as much time as is feasible to comply. c. explain why you are worthy of receiving special treatment. d. limit your request to one, clear-cut option.

ANSWER: b RATIONALE: A recommended approach to asking for a favor is to give the other person as much time as feasible to accomplish the task, such as by saying, “Could you find ten minutes between now and the end of the month to help me?“ See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore: a. develops a large number of people within her network. b. does favors for people so she can call on them later. c. explains that top management wants quality improvements. d. consults regularly with group members.

ANSWER: c RATIONALE: Making legitimate requests is an effective influence tactic because most workers are willing to comply with regulations. A team leader can thus exert influence with a statement such as this one: “Top management wants a 25 percent reduction in customer complaints by next year. I’m therefore urging everybody to patch up any customer problems he or she can find.” See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 25. An important part of making an inspirational appeal is to: a. display emotion as needed. b. do favors for other people without asking for reciprocity.

c. form coalitions. d. consult regularly with group members.

ANSWER: a RATIONALE: An inspirational appeal usually involves displaying emotion and appealing to group members’ emotions. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 26. An inspirational appeal is more likely to be effective when the influence agent: a. pushes hard for his or her own agenda. b. involves the workers in the change process. c. disguises what he or she is attempting to accomplish. d. mixes the inspirational appeal with a touch of Machiavellianism.

ANSWER: b RATIONALE: Another approach to inspiring workers is to create a vision that surpasses the wants and needs of most people. One of the ways in which leaders at both Apple and Google have inspired workers is to involve them in a vision of “changing the world” with their products and services. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 27. An individual who has strong personal magnetism: a. relies on formal authority to influence others. b. influences others by breaking down their defenses. c. is likely to draw a lot of enemies to him or her. d. influences others by being captivating and charming.

ANSWER: d RATIONALE: Personal magnetism is the quality of being captivating, charming, and charismatic. Possessing personal magnetism makes it easier for the leader to inspire people. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 28. The purpose of forming a coalition is to: a. ingratiate yourself with other people. b. combine your power with that of others. c. impress others by the number of people in your network. d. legitimize your requests.

ANSWER: b RATIONALE: A coalition is a specific arrangement of parties working together to combine their power. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC8.2 TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARDUnited States - OHIO - DISC: Leadership Principles S: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 29. Team play can be an influence tactic when a person: a. develops a large network. b. gets others to work as a team but is a solo player himself or herself. c. is more concerned about collaboration than tough-mindedness. d. behaves as an authoritarian leader.

ANSWER: c RATIONALE: Being a team player is a more effective influence tactic in an organizational culture that emphasizes collaboration than one in which being tough-minded and decisive is more in vogue. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 30. Derek is a hands-on leader, so he is likely to: a. put his arms around the shoulders of a group member. b. answer his own email. c. telephone his boss frequently. d. get involved directly in solving customer problems.

ANSWER: d RATIONALE: A hands-on leader is one who gets directly involved in the details and processes of operations. Such a leader has expertise, is task oriented, and leads by example. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 31. At which of the following levels in an organization, is hands-on leadership usually expected? a.

Manegerial level b.

Shareholder level c.

Contract employee level d.

Level below the executive category ANSWER: d RATIONALE: A hands-on leader is one who gets directly involved in the details and processes of operations.Handson leadership is usually expected at levels below the executive level. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

32. An example of Machiavellianism would be for a manager to tell a group member that he must: a. work every Saturday to be evaluated as a good team player. b. accomplish goals that fit the company's strategic goals. c. conform with company rules and regulations. d. have lunch together to discuss a new software system.

ANSWER: a RATIONALE: A modern example of deliberate Machiavellianism is the practice of forcing managerial and professional employees into working many extra hours of uncompensated overtime. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 33. Oscar engages in debasement when he tells the person he is trying to influence : a. "You are well dressed today." b. "Scientific evidence suggests that my position is correct." c. "How important is your paycheck to you?" d. "I may not be well informed, but here is my opinion."

ANSWER: d RATIONALE: A subtle manipulative tactic is debasement, demeaning or insulting oneself to control the behavior of another person. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 34. A good example of ingratiation when dealing with a person you are trying to influence would be for you to: a. praise that person lavishly. b. ignore his or her first three demands. c. mention your power contacts. d. stretch the truth to look good.

ANSWER: a

RATIONALE:

Praising or flattery is a form of ingratiation.When ingratiation takes the form of well-deserved flattery or compliments, it is a positive tactic. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 35. When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic. a. negative b. positive c. mixed d. exaggerated ANSWER: b RATIONALE: When ingratiation takes the form of well-deserved flattery or compliments, it is a positive tactic. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. Joking or kidding is often used as an influence tactic when: a. dealing with undermotivated people. b. being direct might be interpreted as being too harsh. c. dealing with people of higher rank. d. a person wants to be unusually ethical and straightforward.

ANSWER: b RATIONALE: Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism. Joking or kidding can thus get the message across and lower the risk that the influence target will be angry with the influence agent. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Moderate NOTES: Digital story: Connect 37. When a top-level executive wants to influence a large number of employees, the executive will most likely: a. attempt to change the organization culture. b. use ingratiation with as many workers as feasible. c. exchange favors with as many workers as feasible. d. create the position of organizational change agent.

ANSWER: a RATIONALE: Top-level leaders exert many of their influence attempts in the direction of bringing about changes throughout the entire organization, often by attempting to overhaul the organizational culture. See "Leadership Influence for Organizational Change."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Influence for Organizational Change KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 38. To bring about organization change effectively, an executive is best advised to: a. disregard the process of executive edit. b. disregard cultural aspects while establishing the new reward system. c. serve as a role model for the desired attitudes and behaviors. d. focus on existing candidates than selecting new candidates.

ANSWER: c RATIONALE: Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization.In this context, it is essential that the influence agent serves as an effective role model of the change. See "Leadership Influence for Organizational Change."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Influence for Organizational Change KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

39. When group members are trusted, the leader is more likely to use: a. weaker influence tactics. b. stronger influence tactics. c. inspirational techniques. d. appeals to higher authority.

ANSWER: a RATIONALE: When group members are trusted, it is advisable to use weaker influence tactics. This is because, it is when people are distrusted , influence agents use stronger tactics. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 40. A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader: a. stayed independent of group member's helping behavior. b. resulted in less helping behavior by group members. c. tended to be regarded with suspicion. d. tended to decrease commitment to the organization.

ANSWER: b RATIONALE: When group members perceived a poor relationship with their leader, the leader’s use of inspirational appeal and exchange resulted in less helping of coworkers by members. However, the leaders’ consultation tactics were positively associated with the members helping work associates. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 41. A rule of thumb offered for the sequencing of influence tactics is to: a. first mirror the influence tactic of the other person, then try your own. b. begin with the ethical, then shift to the unethical.

c. begin with the most positive, or least abrasive, tactic. d. first be more serious, then move toward joking and kidding.

ANSWER: c RATIONALE: In the context of sequencing of influence tactics, it is advisable to begin with the most positive, or least abrasive, tactic. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 42. A guideline offered for the sequencing of influence tactics is to begin with a: a. high-cost, high-risk tactic. b. low-cost, low-risk tactic. c. low-cost, high-risk tactic. d. moderate-cost, moderate-risk tactic.

ANSWER: b RATIONALE: A sensible approach is to begin with low-cost, low-risk tactics. If the outcome is important enough to the influence agent, he or she can then proceed to higher-cost and higher-risk influence tactics. An example of a low-cost, low-risk tactic would be joking and kidding. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 43. In terms of exerting influence, the more position power a person has over another,: a. less the need for being cautious in the use of influence tactics. b. the more the need for being cautious in the use of influence tactics. c. the more the need to consider an open door communication policy. d. the less the need to consider an open door communication policy.

ANSWER: a

RATIONALE:

In general, the more position power an individual exerts over another, the less the need for being cautious in the use of influence tactics. For example, a vice president can more readily use undue pressure against a supervisor than vice versa. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 44. Implicit leadership theories deal mostly with the personal assumptions: a. about the type of leader most people would like to become. b. leaders make about the capabilities of group members. c. companies make about their leaders. d. about the attributes of an ideal organizational leader.

ANSWER: d RATIONALE: Implicit leadership theories are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions are both stated and unstated. See "Implicit Leadership Theories and Leadership Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Implicit Leadership Theories and Leadership Influence KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 45. According to implicit leadership theories, an example of a leadership antiprototype would be _____. a. intelligence b. charisma c. tyranny d. violence ANSWER: c RATIONALE: In the context of implicit leadership theories, antiprototypes are traits and behaviors people do not want to see in a leader.Tyranny is one of the antiprotypic traits. See "Implicit Leadership Theories and Leadership Influence."

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJE 8.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Implicit Leadership Theories and Leadership Influence KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 46. Ryan is apathetic about carrying out the request made by his team manager to draft an agenda for the upcoming target meeting. He is not particularly overjoyed about the task, but makes a modest effort in doing it. In the context of influence outcomes, the influence attempt of Ryan's manager is an example of _____. a. compliance b. commitment c. resistance d. debasement ANSWER: a RATIONALE: In the context of influence outcomes, the influence attempt made by Ryan's manager is an example of compliance.Compliance means that the influence attempt is partially successful: The target person is apathetic (not overjoyed) about carrying out the request and makes only a modest effort. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 47. In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the influence tactic of explaining the percentage increase in salary that each of her team member will enjoy, if the plan is successful. In this case, Margaret's attempt is an example of _____. a. debasement b. apprising c. bargaining d. joking ANSWER: b RATIONALE: In the context discussed in the question, Margaret attempts apprising. Apprising means that the influence agent explains how carrying out a request or supporting a proposal will benefit the target personally, including advancing the target’s career. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE8.2

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 48. Tina offers an expensive gift to her subordinate, provided the subordinate help her with the content of a power point presentation; the work being officially assigned to Tina. In this context, which of the following influence tactics is practised by Tina? a.

Exchanging Favors b.

Leading by example c.

Using Rational Persuasion d.

Explaining benefits to the target ANSWER: a RATIONALE: In this context, Tina attempts the influence tactic of exchanging favors and bargaining.This tactic involves offering to exchange favors if another person will help you achieve a work goal is another standard influence tactic. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 49. Anne, the Creative Head of a publishing house which is into teens' fiction ,decides to form an alliance with the Creative Heads of other publishing houses in the city, in order to plan for a literary meet. In the context of influence tactics, an alliance of this kind, if formed, becomes an example of a(n) _____. a. conglomerate b. editorial c. consultancy d. coalition ANSWER: d RATIONALE: In the context of influence tactics, the alliance which Anne forms is an example of a coalition.At times, it is difficult to influence an individual or group by acting alone. A leader will then have to form coalitions, or alliances, with others to create the necessary clout. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking

DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 50. The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they would not be considered for promotions.This is most likely an example of _____. a. debasement b. deliberate machiavellianism c. compliance d. upward appeal ANSWER: b RATIONALE: This is an example of deliberate machiavellianism. Machiavellians regularly practice deception, bluffing, and other manipulative tactics. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 51. Jonathan, the human resource manager of an organization, requests the help of the managing director to communicate on incentive cuts which will be allocated to employees who perform below the organisational standard. In the context of influence tactics, this is most likely an example of _____. a. upward appeal b. open door policy c. closed door policy d. deliberate machiavellianism ANSWER: a RATIONALE: The scenario discussed in the question is most likely an example of upward appeal.In upward appeal, the leader exerts influence on a team member by getting a person with more formal authority to do the influencing. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics

KEYWORDS: NOTES:

Bloom's: Application Digital Story: Perform

52. Which of the following is an example of debasement? a. A manager pretending to be incapable of doing a task so that he gets help from his subordinates b. A manger gifting an expensive watch to one of his subordinates in return of the work they have done c. A subordinate exchanging pleasantries with his manager d. A subordinate acting polite before his superior ANSWER: a RATIONALE: A manager pretending to be incapable of doing a task, so that he gets help from his subordinates is an example of debasement.Debasement means demeaning or insulting oneself to control the behavior of another person. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 53. " I won't pressurize you to meet the sales target, but think of your familial settings, and to what degree they would be affected provided you fail to meet the target." This dialogue is made by Gregory, a line manager , to one of his subordinates. In the context of influence tactics, Gregory attempts _____. a. gentle manipulation of his subordinate b. debasement before his subordinates c. the process of upward appeal d. co-opting antogonists ANSWER: a RATIONALE: In this context, Gregory attempts gentle manipulation of his subordinate.People who are manipulative gain the compliance of another person by making untrue statements or faking certain behaviors. A manipulative approach is to imply dire consequences to innocent people if the influence target does not comply with demands of the influence agent. See "Description and Explanation of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform

54. Alan, the marketing manager of an organization , finds out that his team has performed below the standards set. He considers two influence tactics to deal with the issue.

1) Joking and kidding 2) Forming a coalition In the context of sequencing of influence tactics, which of the following options is Alan most likely to choose to deal with the issue? a.

2,1 b.

1,2 c.

1 alone, as 2 is not an influence tactic d.

2 alone, as 1 is not an influence tactic ANSWER: b RATIONALE: Alan is most likely to prioritize the influence tactic of joking or kidding over that of forming a coalition. This is because, a recommended sensible approach is to first opt for a low-cost, low-risk process, such as joking or kidding, and then proceed to a high-cost, high-risk tactic, as and when the situation demands. See "Relative Effectiveness and Sequencing of Influence Tactics."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Relative Effectiveness and Sequencing of Influence Tactics KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 55. Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the following options is most likely to be true? a. Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes. b. Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes. c. Both Adrian's and Joseph's traits are considered prototypes. d. Both Adrian's and Joseph's traits are considered antipeototypes.

ANSWER: a RATIONALE: In the context of implicit leadership theories, Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes. Prototypes are positive characterizations of a leader, whereas antiprototypes are traits and behaviors people do not want to see in a leader. See "Implicit Leadership Theories and Leadership Influence."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.6 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Implicit Leadership Theories and Leadership Influence KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

56. In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's behavior but not his attitude. a. compliance b. resistance c. commitment d. debasement ANSWER: a RATIONALE: Compliance means that the influence attempt is partially successful. It means the influence agent has changed the person's behavior , but not his attitude. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 57. In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because these require full concentration and effort. a. compliance b. commitment c. resistance d. debasement ANSWER: b RATIONALE: Commitment is the most successful outcome: The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort. Commitment is particularly important for complex, difficult tasks because these require full concentration and effort. See "A Model of Power and Influence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Essay 58. Describe the three major outcomes of influence tactics, with specific examples or cases, which portray these outcomes.

ANSWER:

The three possible outcomes of influence tactics are commitment, compliance, and resistance.

Commitment is the most successful outcome: The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort. Commitment is particularly important for complex, difficult tasks because these require full concentration and effort. If a leader or manager was influencing a technician to upgrade the operating system software, the technician's commitment is vital.

Compliance means that the influence attempt is partially successful: The target person is apathetic (not overjoyed) about carrying out the request and makes only a modest effort. The influence agent has changed the person’s behavior but not his or her attitude. A long-distance truck driver might comply with demands that he sleep certain hours between hauls, but he is not enthusiastic about losing road time. Compliance for routine tasks—such as wearing a hard hat on a construction site—is usually good enough. Resistance is an unsuccessful influence attempt: The target is opposed to carrying out the request and finds ways to either not comply or do a poor job. Resistance includes making excuses for why the task cannot be carried out, procrastinating, and outright refusing to do the task.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Model of Power and Influence KEYWORDS: Bloom's: Analysis NOTES: Digital story: Lead 59. Christy, a sales manger, believes in an optimal combination of "essentially ethical and honest" and "neutral" influence tactics to influence his team members. Create a pool of four influence tactics, out of which two are ethical and honest, and the rest are neutral, from which Christy can choose his influence strategy.

ANSWER: Following are the two ethical and honest influence tactics: 1. Leading by Example, Respect, and Trust A simple but effective way of influencing group members is by leading by example, or acting as a positive role model. The ideal approach is to be a “do as I say and do” manager—that is, one whose actions and words are consistent. Actions and words confirm, support, and often clarify each other. Being respected facilitates leading by example because group members are more likely to follow the example of leaders they respect.

2. Using Rational Persuasion Rational persuasion is an important tactic for influencing people. It involves using logical arguments and factual evidence to convince another person that a proposal or request is workable and likely to achieve the goal. Assertiveness combined with careful research is necessary to make rational persuasion an effective tactic. It is likely to be most effective with people who are intelligent and rational. Chief executive officers typically use rational persuasion to convince their boards that an undertaking, such as product diversification, is mandatory. A major moderating variable in rational persuasion is the credibility of the influence agent. Credibility helps an individual be more persuasive in two ways. First, it makes a person more convincing. Second, it contributes to a person’s perceived power, and the more power one is perceived to have, the more targets will be influenced.

Following are the two neutral tactics: 1. Joking and Kidding Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism. Joking or kidding can thus get the message across and lower the risk that the influence target will be angry with the influence agent. Joking and kidding might be interpreted either as dishonest or as extraordinarily tactful because the criticizer softens the full blow of the criticism.

2. Upward Appeal In upward appeal, the leader exerts influence on a team member by getting a person with more formal authority to do the influencing. Some managers and researchers regard upward appeal as an ethical and standard practice, yet it does contain an element of manipulation and heavyhandedness.A leader might attempt to persuade another staff member that higher management

approved his or her request. The target of the influence event is thus supposed to grant acceptance automatically. Or the leader can request higher management’s assistance in gaining another person’s compliance with the request.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.2, 8.3 - 8.2,8.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Description and Explanation of Influence Tactics KEYWORDS: Bloom's: Analysis NOTES: Digital story: Lead 60. Ayan, the newly appointed CEO, considers a series of steps to be implemented in the organization, to bring about change and ensuring the maintenance of a healthy corporate culture. Considering the various types of influence tactics, describe atleast four steps which Ayan would most likely implement as a transformational leader.

ANSWER: A leader might do the following to bring about change as well as ensuring that a healthy corporate culture is maintained.

• Serve as a role model for the desired attitudes and behaviors. Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization. If the change the leader wants is a stronger focus on customer service, leaders must treat employees as customers, thereby acting as role models for the way customers should be treated. The leaders must also talk in positive terms about customer service.

• Select candidates for positions at all levels whose values mesh with the values of the desired culture.

Many firms hire only those candidates whose work and school experience suggest that they might be good team players—a cultural value.

• Sponsor new training and development programs that support the desired cultural values. Among many examples, top management might sponsor diversity training to support the importance of cultural diversity, or training in quality to support the value of quality.

• Establish a reward system that reinforces the culture, such as giving huge suggestion awards to promote an innovative culture. Jeff Bezos at Amazon.com is so committed to innovation that being imaginative is almost a requirement for being promoted into a key position at the company.

A leader who exhibited all of these behaviors would qualify as a transformational leader because of all the positive changes.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 8.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: KEYWORDS: Bloom's: Analysis NOTES: Digital story : Lead

True / False 1. To qualify technically as a team, a work group must rely on collaboration if each member is to achieve optimum achievement. a.

True b.

False ANSWER: True RATIONALE: A team is a work group that must rely on collaboration if each member is to experience the optimum success and achievement. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. All groups are teams, but not all teams are groups. a.

True b.

False ANSWER: False RATIONALE: A team is a work group that must rely on collaboration if each member is to experience the optimum success and achievement. All teams are groups, but not all groups are teams. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. Sense making by a team leader involves finding rationalization for unfortunate events taking place such as corporate downsizing. a.

True b.

False ANSWER: False RATIONALE: Sense making refers to identifying important environmental events and offering interpretations of these events to a team. See "The Leader's Role in the Team-Based Organization."

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 4. A group with emotional intelligence is most likely to have a strongly developed norm of teamwork. a.

True b.

False ANSWER: True RATIONALE: A leader contributes to the group’s emotional intelligence by creating norms that establish mutual trust among members. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. Frequent informal communication tends to detract from team development because team members are distracted from accomplishing work. a.

True b.

False ANSWER: False RATIONALE: Interacting extensively with team members serves as a model of teamwork because it illustrates the mechanism by which team development takes place—frequent informal communication. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

6. Generation X managers, with their emphasis on information technology and speed, tend to be autocratic managers. a.

True b.

False ANSWER: False RATIONALE: Generation X managers (born between 1965 and 1980) and Generation Y managers (born between 1981 and 2002) are likely to practice consensus leadership. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 7. An effective way of getting team members committed to the consensus decision is to ensure that their voice has been heard. a.

True b.

False ANSWER: True RATIONALE: Team members are more likely to be committed to the consensus decision if their voice has been heard.

When voices are heard, some power is shared. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 8. Empowerment is fostered when a leader avoids micromanagement. a.

True b.

False ANSWER: True RATIONALE: Avoiding micromanagement is a core ingredient of employee empowerment because empowered workers are given considerable latitude to manage their own activities. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 9. An e-leader is accustomed to providing leadership to people who are in different physical locations. a.

True b.

False ANSWER: True RATIONALE: An e-leader generally works with members who are at different physical locations. E-leadership is a form of leadership practiced in a context where work is mediated by information technology. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. An e-leader relies heavily on information technology to accomplish the leadership aspects of his or her role. a.

True b.

False ANSWER: True RATIONALE: E-leadership is a form of leadership practiced in a context where work is mediated by information technology. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 11. In order to have an effective virtual team, it is important to solicit volunteers when feasible.

a. b.

True False

ANSWER: RATIONALE:

True In order to have an effective virtual team, it is important to solicit volunteers when feasible. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 9.2 - Describe leader actions that foster teamwork.

TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. In open-book management, workers are given information about the company's finances and strategy. a.

True b.

False ANSWER: True RATIONALE: A method of getting the company working together as a team is to share information about company finances and strategy with large numbers of employees. In open-book management, every employee is trained, empowered, and motivated to understand and pursue the company’s business goals. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 13. In a full form of open-book management, employee representatives vote on the amount of compensation paid to toplevel management. a.

True b.

False ANSWER: False RATIONALE: In a full form of open-book management, workers share strategic and financial information as well as responsibility. A company also shares risks and rewards based on results, so workers are likely to pull together as a team so that the company can succeed. See " Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 14. Electronic brainstorming is an example of groupware. a.

True b.

False ANSWER: True RATIONALE: Electronic brainstorming is an example of groupware. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES 9.2 - Describe leader actions that foster teamwork. : NATIONAL STANDARDS: United States - BUSPROG - Analytic STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

United States - OHIO - DISC: Leadership Principles Leader Actions That Foster Teamwork Bloom's: Knowledge Digital story: Engage

15. Outdoor and offsite training now includes a wide variety of activities including tightrope walking, gourmet cooking as a team, paintballing, and scavenger hunts. a.

True b.

False ANSWER: True RATIONALE: Outdoor and offsite training now includes a wide variety of activities including tightrope walking, gourmet cooking as a team, paintballing, and scavenger hunts. See "Offsite Training and Team Development."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.3 - Explain the potential contribution of outdoor training to the development of team leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Offsite Training and Team Development KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. According to the leader–member exchange model, a leader usually treats all the team members alike. a.

True

b.

False

ANSWER: RATIONALE:

False According to the leader–member exchange model, the leader divides his team into two groups, namely, the in-group and the out-group. These groups vary in terms of how the leader treats them. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 17. Positive leader–member exchanges tend to elevate the frequency of accidents because a leader is perceived as too easygoing rather than as a disciplinarian. a.

True b.

False ANSWER: False RATIONALE: Positive leader–member exchanges were associated with more communication about safety. The enhanced communication led to more commitment to safety, which in turn led to fewer accidents on the job. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 18. A major factor in defining a team is that the members: a. should submerge conflict to reach a consensus. b. work under no stress. c. set goals regularly. d. must collaborate to achieve optimum results.

ANSWER: d RATIONALE: A team is a work group that must rely on collaboration if each member is to experience the optimum success and achievement. See "The Leader's Role in the Team-Based Organization."

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team Based Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 19. A major characteristic of a team is: a. submerging conflicts to reach a consensus. b. common commitment. c. ingratiation of its members. d. self-actualization of its members ANSWER: b RATIONALE: A team is characterized by a common commitment, whereas the commitment within a group might not be as strong. A team accomplishes many collective work products, whereas group members sometimes work slightly more independently. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 20. In a team-based organization, a typical role for a leader is to: a. facilitate and support team's decisions. b. create an identity for all members of the team. c. provide relaxation to the team members. d. encourage self-actualization of team members.

ANSWER: a RATIONALE: A key role of a leader in a team-based organization is to facilitate and support the team's decisions. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

The Leader's Role in the Team-Based Organization Bloom's: Comprehension Digital story: Connect

21. Which of the following is a key leadership role in a team-based organization? a. Building trust and inspiring teamwork b. Facilitating and supporting the decisions made by members outside the team c. Inspiring the team toward mastering political tactics d. Establishing quality standards for each team member ANSWER: a RATIONALE: A key role of a leader in a team-based organization is building trust and inspiring teamwork. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 22. Crystal is an external leader of a team; so she: a. is merely a part-time member of the team. b. is paid from the headquarters budget. c. is not paid for her services to the team. d. supervises the team without being a member of the team.

ANSWER: d RATIONALE: When a leader is not a member of a team, he or she is classified as an external leader. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJEC 9.1 - Understand the leader’s role in a team-based organization.

TIVES: NATIONAL STAND United States - BUSPROG: Reflective Thinking ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 23. A study found that coaching and sense making by external leaders was more welcome when: a. team members were weak and dependent. b. team workloads were light.

c. d.

the teams are about to be dispersed. the teams faced disruptive conditions.

ANSWER: d RATIONALE: When a team faced disruptive conditions, such as an unusually heavy work overload or a rapid change in technology, coaching and sense making by the leader increased satisfaction with leadership. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. A goal contained within a team mission statement should be: a. incongruent with organizational objectives. b. congruent with organizational objectives. c. at a higher level than an organizational objective. d. at a lower level than an organizational objective.

ANSWER: b RATIONALE: Any goal contained within the mission statement should be congruent with organizational objectives. If a team wants to cut back on its number of suppliers, the organization should have the same intent as well. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 25. Jacob is a team leader who recognizes that collaboration among members is essential to the success of his team. He should therefore first attempt to develop: a. a feeling of competitiveness. b. clearly defined reporting relationships. c. trust for each other. d. fear of each other.

ANSWER: c RATIONALE: Trust is at the heart of collaboration. Unless team members trust each other, they will not be dependent on each other and therefore will not work well as a team. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 26. In the context of teamwork, _____ directly states that collaboration is better than competition. a. cooperation theory b. authoritarian theory c. libertarian theory d. charismatic theory ANSWER: a RATIONALE: Cooperation theory is a belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 27. Which of the following is a characteristic of group emotional intelligence? a. Micromanagement is critical toward group emotional intelligence. b. All group members, except for the leader, have no roles to play in developing emotional intelligence. c. A group leader has no role in the process of developing group emotional intelligence. d. Group efficacy also contributes to group emotional intelligence.

ANSWER: d RATIONALE: Group efficacy, or feeling competent to complete the group task, also contributes to emotional intelligence. Ensuring that the group has the right skills can enhance such efficacy. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 28. Feeling competent to complete group tasks is known as group _____. a. efficacy b. ingratiation c. debasement d. consensus ANSWER: a RATIONALE: Group efficacy is feeling competent enough to complete a group task. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 9.2 - Describe leader actions that foster teamwork.

ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 29. The teamwork tactic "emphasize pride in being outstanding" is based on the premise that: a. every group has at least one standout performer. b. very few groups can be outstanding. c. most groups are especially good at some tasks. d. a leader should be an outstanding performer.

ANSWER: c RATIONALE: A standard way to build team spirit, if not teamwork, is to help a group realize why it should be proud of its accomplishments. Most groups are particularly good at some task. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 30. A major mechanism for developing teamwork is:

a. frequent informal communication among members. b. personal goal setting. c. the team leader occupying a position of power. d. carefully following work procedures.

ANSWER: a RATIONALE: A major mechanism by which team development takes place is through frequent informal communication. While interacting with team members, the team leader can emphasize that he or she is a team member. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. A recommended way of being a model of teamwork is to: a. share power with team members. b. retain most of the power. c. supress conflicts for reaching a consensus. d. limit interactions with teammates.

ANSWER: a RATIONALE: A recommended way of being a model of teamwork is to share power with group members because a good team player avoids hogging power and making all of the decisions. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 32. Which of the following is true of a consensus leadership style? a. The style relies on conforming to the majority opinion. b. The style enhances the level of commitment by team members toward an idea. c. The style gives utmost importance to an idea which comes from outside the group. d. The style perceives that disagreements should be supressed to reach a consensus.

ANSWER: b RATIONALE: Striving for consensus does not mean that all conflict is submerged to make people agree.

Disagreements over issues are healthy, and team members are more likely to be committed to the consensus decision if their voice has been heard.See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 33. A recommended tactic for developing teamwork is to explain to a team that it has: a. to produce good results or be downsized. b. an urgent, constructive purpose. c. implicit and vague expectations. d. to meet the standards of a competent team.

ANSWER: b RATIONALE: Team members need to believe that the team has urgent, constructive purposes. Moreover, they want a list of explicit purposes. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 34. A leader would be engaging in micromanagement if he or she: a. closely monitors a group member's activities. b. inspires others to use desktop computers. c. engages in strategic planning. d. gives as little direction as possible.

ANSWER: a RATIONALE: Micromanagement is the close monitoring of group members' activities. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 9.2 - Describe leader actions that foster teamwork.

ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS:

STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

United States - OHIO - DISC: Leadership Principles Leader Actions That Foster Teamwork Bloom's: Knowledge Digital story: Engage

35. A leader is practicing e-leadership when he or she: a. works from home. b. talks on a cell phone and sends email messages at the same time. c. congratulates team members at remote locations by email. d. recommends new software for a group.

ANSWER: c RATIONALE: E-leadership is a form of leadership practiced in a context where work is mediated by information technology. When team members are geographically dispersed, a leader’s communication with team members takes place using information technology. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 36. For e-leadership to take place, work must be: a. related to the discipline of science and technology. b. micro-managed. c. macro-managed. d. mediated by information technology.

ANSWER: d RATIONALE: E-leadership is a form of leadership practiced in a context where work is mediated by information technology. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 37. Which of the following is a key practice that leaders in virtual teams should practice?

a. Soliciting minimum number of volunteers for the team b. Maintaining frequent communication with the team c. Ensuring that the team members are uniform d. Minimizing the use of communication technology in the team ANSWER: b RATIONALE: One of the key roles of a leader in charge of a virtual team is to ensure frequent communication with the team members. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 38. Ashley is the leader of a virtual team. To increase the effectiveness of her team, Ashley should: a. monitor progress through the use of information technology. b. minimize diversity within the team. c. check frequent communication, such as virtual meetings. d. limit the external visibility of the team and its members.

ANSWER: a RATIONALE: In a virtual team, it is important to monitor the team's progress through the use of technology. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJEC 9.2 - Describe leader actions that foster teamwork.

TIVES: NATIONAL STAND United States - BUSPROG: Reflective Thinking ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 39. An example of a physical structure to facilitate communication among team members is a: a. telecommuting or work at home program. b. private office or cubicle for each team member. c. shared physical facility such as a beverage lounge. d. high-rise building.

ANSWER: c RATIONALE: Frequent interaction often leads to camaraderie and a feeling of belongingness. A useful tactic for achieving physical proximity is to establish a shared physical facility, such as a conference room, research library, or beverage lounge. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 40. An important part of open-book management is to: a. help all employees understand the company's business goals. b. empower employees to audit the company books. c. empower employees to complain directly to top management. d. give employees bonuses based on company profits.

ANSWER: a RATIONALE: In open-book management, every employee is trained, empowered, and motivated to understand and pursue the company’s business goals. In this way, employees become business partners and perceive themselves to be members of the same team. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. A recommended method of selecting team members is to: a. choose people who perform poorly as individuals. b. search for people who aspire to the executive suite. c. emphasize self-selection when possible. d. choose people with minimal experience in teamwork.

ANSWER: c RATIONALE: A starting point in selecting efficient team members is self-selection. It is best for the team leader to choose workers who ask to be members of a team. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 42. Team members use technologies like groupware which: a. virtually eliminate the need for a team leader. b. measure the productivity of group members. c. allow group members to achieve consensus on which software to use. d. help groups collaborate better.

ANSWER: d RATIONALE: Workers can collaborate better when they use information technology that fosters collaboration, often referred to as collaborative software. For example, the straightforward act of exchanging frequent email messages and instant messages can facilitate cooperation. Electronic brainstorming is another example of groupware. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 43. A major reservation about outdoor training is that: a. participants do not take it seriously. b. in the corporate world, teams change frequently. c. a few participants find it repellent. d. it encourages physical combativeness.

ANSWER: c RATIONALE: A major concern about offsite training is that some participants or potential participants find it repellent. See "Offsite Training and Team Development."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.3 - Explain the potential contribution of outdoor training to the development of team leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Offsite Training and Team Development KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

44. In outdoor training, an important purpose of debriefing is to: a. explain how the training can be applied to a workplace. b. form a bond among ateam members. c. measure the cost effectiveness of the training. d. repair emotional damage done during the training.

ANSWER: a RATIONALE: Debriefing takes place at the end of outdoor training. The participants review what they learned and discuss how they will apply their lessons to the job. See "Offsite Training and Team Development."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.3 - Explain the potential contribution of outdoor training to the development of team leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Offsite Training and Team Development KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 45. The leader–member exchange model provides a partial explanation of teamwork development because: a. members of an out-group work well together as a group of renegades. b. members of an in-group work smoothly together with the leader. c. members who perform well are given key positions outside the team. d. all members are treated with the same degree of respect.

ANSWER: b RATIONALE: According to the leader–member exchange model,the in-group becomes part of a smoothly functioning team headed by the formal leader. In contrast, the out-group employees are treated in accordance with a more formal understanding of leader–group member relations. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 46. With respect to safety, positive leader–member exchanges: a. encourage group members to take more risks. b. lead to greater commitment and fewer accidents. c. enhance morale, thereby leading to a carefree attitude toward accidents. d. virtually eliminate accidents.

ANSWER: b

RATIONALE:

Positive leader–member exchanges lead to greater commitment and fewer accidents. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 47. A study found that positive leader–member exchanges are likely to increase a leader's: a. resistance in building teamwork. b. confrontations with a group c. transactional effect on a group. d. transformational effect on a group ANSWER: d RATIONALE: One of the many consequences of positive leader– member exchanges is that they may facilitate the leader having a transformational effect. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 48. The team leader of the media team explains the impact of the latest business channels on the advertising returns of the firm to the team. This is an example of _____. a. external leadership b. sense making c. debasement d. ingratiation ANSWER: b RATIONALE: The given scenario is an example of sense making. Sense making refers to identifying important environmental events and offering interpretations of these events to the team. See "The Leader’s Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES:

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 49. Who among the following is an example of an external leader? a. A leader who manages the activities of a team without being a member of it b. A leader who represents a team after being elected by the teammates c. A leader who is not supported by the team members by majority votes d. A leader who fails to deliver, irrespective of being chosen by majority votes ANSWER: a RATIONALE: When the leader is not a member of the team, he or she is classified as an external leader. See "The Leader's Role in the Team-Based Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 50. The leader of a particular group decides to conduct personal meetings with his team members, to understand how they feel about their positions in team. The leader in this case wants to know if the group members are satisfied with the appreciation they get. In the given example, the leader is engaged in _____. a. emphasizing pride in being outstanding b. developing group emotional intelligence c. serving as a model of powersharing d. drafting the team's mission ANSWER: b RATIONALE: A leader can promote group emotional intelligence by bringing emotions to the surface in both group and one-on-one meetings. The leader then discusses how these emotions might be affecting the group’s work. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork

KEYWORDS: NOTES:

Bloom's: Application Digital story: Perform

51. Who among the following is considered a transparent leader? a. A sales manager who continuously persuades his team members without giving them an idea of the target to be achieved b. A marketing manager who gives his team members a clear idea on the economic status of the external market c. A production manager who closely monitors all the minute details of his team members' work d. A human resource manager who explains to his team the personnel crisis the company is going through ANSWER: d RATIONALE: In the given example, the manager explains the company's position. Being open about problems facing the group and being candid in expressing opinions is often referred to as the leader being transparent.

See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Who among the following can be considered an example of a leader who implements power sharing? a. A production manager who feels his team members should concentrate on just one task at a time b. The trainer of an organization who closely scrutinizes all the activities of the employees undergoing training c. The chief editor of a magazine who feels all the reporters and junior editors should be equipped enough to challenge him d. A doctor who feels the medical assistants in his team should react immediately to all his orders ANSWER: c RATIONALE: A way of being a model of teamwork is to share power with group members because a good team player avoids hogging power and making all of the decisions. Power sharing inlcudes challenging leaders to minimize mistakes. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 53. Which of the following is an example of e-leadership?

a. The sales manager of a company , on a business trip to Mumbai, chats with his team members through web conferencing. b. The sales manager of a company, currently working in the company headquarters, assigns the deputy sales manager to take charge in his absence. c. The trainer of an organization is assigned to personally monitor and coach a new batch of trainees. d. The human resource executive of an organization is assigned to conduct exit interviews in person.

ANSWER: a RATIONALE: E-leadership encompasses any activity undertaken by a leader when the Internet connects people. Eleadership is a form of leadership practiced in a context where work is mediated by information technology. When team members are geographically dispersed, a leader’s communication with team members takes place using information technology,including the dissemination of information needed for task accomplishment. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. The managing director of an organization addresses two sales teams, A and B, who are in charge of different products.

While communicating a critical strategic decision of the company, members of team A had a pre-existing idea, while members of team B appeared clueless. In this context, which of the following statements is most likely to be true? a. A represents the out-group and B represents the in-group of the company. b. The team leader of A practices debasement, while the team leader of B does not. c. The team leader of A practices open-book management, while the team leader of B does not. d. A consists of a batch of new trainees, while B consists of a batch of experienced employees.

ANSWER: c RATIONALE: In a full form of open-book management, workers share strategic and financial information as well as responsibility. In open-book management, every employee is trained, empowered, and motivated to understand and pursue the company’s business goals. See "Leader Actions That Foster Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 55. Which of the following scenarios is an example of an offsite training program? a. The members of the grievance committee are taken out for a lecture on politics in the company.

b. The employees of the creative team are shown the test advertisements of a number of products to measure their effectiveness. c. The members of the safety committee are enquired about a mock fire warning, to test their reaction in case of a fire outburst. d. The employees of the human resource department are taken out as a team for a wild life expedition to develop their team building skills.

ANSWER: d RATIONALE: The most popular experiential approach to building teamwork and leadership skills is offsite training, also referred to as outdoor training. Wilderness training is closely associated with outdoor training, except that the setting is likely to be much rougher. See "Offsite Training and Team Development."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.3 - Explain the potential contribution of outdoor training to the development of team leadership.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Offsite Training and Team Development KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 56. Nixon who is a team manager decides to split his group into two different groups. While the members of one group are invited to participate in processes like sales target determination and crisis management, the members of the other group are managed as per formal rules. Nixon's leadership practice is in accordance with the _____. a. leader–member exchange model b. middle-of-the-road management technique c. libertarian leadership theory d. charismatic leadership theory ANSWER: a RATIONALE: The practice that Nixon follows is in accordance with the leader–member exchange model. The leader– member exchange model proposes that leaders develop unique working relationships with group members. See "The Leader-Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 57. The finance executive of a company is asked to sit through the copy testing of the company's new advertisement program. He is also asked to give his feedback on the content and appeals of the advertisement. In the context of the leader–member exchange theory, this is an example of _____. a. ingratiating behavior

b. extra-role behavior c. debasement d. resistance ANSWER: b RATIONALE: This is an example of extra-role behavior. This behavior is characterized by employees engaging or being cooperative in roles that were not expected of them. See "The Leader–Member Exchange Model and Teamwork."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader–Member Exchange Model and Teamwork KEYWORDS: Bloom's: Application NOTES: Digital story: Perform Essay 58. John is the newly appointed managing director of a firm. During the first week, he is given a clear idea on his key roles in a team based organization. During the second week, he is asked to develop an action plan on the steps he would take using the resources available to him. Give at least five options that John has in this regard.

ANSWER: In this case, John needs to have an idea on the actions leaders can take using their own resources.

Following is a list of these actions.

1.Defining the Team’s Mission: starting point in developing teamwork is to specify the team’s mission.

Commitment to a clear mission is a key practice of a highly effective team. Any goal contained within the mission statement should be congruent with organizational objectives. If a team wants to cut back on its number of suppliers, the organization should have the same intent as well.

2. Establishing a Climate of Trust: If team members do not trust each other or the leader, it is unlikely that they will work cooperatively together. Trust is at the heart of collaboration. Unless team members trust each other, they will not be dependent on each other and therefore will not work well as a team.

Being open about problems facing the group and being candid in expressing opinions is often referred to as the leader being transparent.

3. Developing a Norm of Teamwork Based on Cooperation Theory: A major strategy of teamwork development is to promote the attitude among group members that working together effectively is expected. Another approach to developing a norm of teamwork is to discourage excessive politicking in which employees attempt to appear more capable than teammates, and might even discredit the contribution of others to the team.

4. Develop Group Emotional Intelligence: The leader’s role in developing teamwork can also be described as helping the group develop emotional intelligence. The leader contributes to the group’s emotional intelligence by creating norms that establish mutual trust among members. It is also important for members to have a sense of group identity as defined in their mission statement.

Group efficacy, or feeling competent to complete the group task, also contributes to emotional intelligence.

5. Using a Consensus Leadership Style: Teamwork is enhanced when a leader practices consensus decision making. Contributing to important decisions helps group members feel that they are valuable to the team. Consensus decision making also leads to an exchange of ideas within the group, with group members supporting and refining each other’s suggestions.

6. Establishing Urgency, Demanding Performance Standards, and Providing Direction: Team members need to believe that the team has urgent constructive purposes. The more urgent and relevant the

rationale is, the more likely it is that the team will achieve its potential.To help establish urgency, it is helpful for the leader to challenge the group regularly. Teamwork is enhanced when the leader provides the team valid facts and information that motivate them to work together to modify the status quo.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.1 - Understand the leader’s role in a team-based organization.

CTIVES: 9.2 - Describe leader actions that foster teamwork.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader's Role in the Team-Based Organization; Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 59. John, the sales manager of a company has to move out of the city. He decides to use the tactics of e-leadership to build a virtual team. What are the measures he needs to take to see that his virtual team functions well?

ANSWER: 1. When building a virtual team, solicit volunteers when feasible. As the experiences at Wikipedia and Linux have shown, virtual teams appear to thrive when they include volunteers with valuable skills. A team of volunteers has an elite status that contributes to team spirit. In addition to being volunteers, it is helpful for the virtual team to include members who already know each other. In this way, a component of camaraderie already exists.

2. Ensure that the task is meaningful to the team and the company. Ideally, the team task should resonate with the values of each member and the team collectively. The team leader should take the time to explain to all team members that the work matters because it will result in meaningful outcomes. Team members working on a relevant task are more likely to be spirited and cooperative. For example, a virtual team of Samsung employees would enjoy working on a smart watch because all members of the team would most likely regard the project as highly meaningful.

3. Establish and maintain trust through the use of communication technology. A major hurdle in working with a virtual team is deciding on what information gets communicated and to whom. In some instances, a norm might be established that restricts members from conveying negative information to anyone outside the team. It is also useful to ensure that all team members are equally inconvenienced by time zone differences, such as having a meeting at 3 A.M. their time. Meeting times would be rotated, so team members in one time zone would not suffer.

4. Ensure that diversity in the team is understood, appreciated, and leveraged. Diversity within the team can take many forms, such as experiences, skills, and interests. To ensure that diversity is understood and appreciated, leaders frequently develop an expertise directory when the team first forms. The directory can include a photo of each member along with details about his or her training, experience, and previous assignments. A skills matrix of team members can serve the same purpose.

5. Maintain frequent communications, including virtual meetings. The majority of team leaders in the study reported that regular audioconferences involving all members were the lifeblood of the team, even when tasks were distributed among the team members. The virtual meetings are used to keep members engaged, excited about the work, and aligned with each other.

6. Monitor team progress through the use of technology. An example of monitoring would be checking to see who is using the team’s online knowledge repository regularly and who is not. The leader can also check to see if some members are not doing their fair share of work, and then coach the underperformer. This approach might improve teamwork because loafers drag down a team.

7. Enhance external visibility of the team and its members. Virtual team members may have at least two bosses (the virtual team leader and the onsite boss), so it is important that the work of the virtual team gets reported externally. A virtual team in the electronics testing industry was required to report

the team’s results to a steering committee. The link to teamwork is that receiving rewards and recognition helps build team spirit.

8. Ensure that individuals benefit from participating in virtual teams.

Even if the members are good team players, they need personal benefits to experience team spirit. One approach is to have virtual reward ceremonies, such as having gifts delivered to each team member and then having a virtual party. (No need for designated drivers here because the party takes place at the homes of team members!) The team leader can also encourage executives at the team members’ work environment to thank the team members. Offering opportunities for personal growth, such as minilectures by an expert, can also be helpful.

9. To maintain a high-touch environment, conduct one or two face-to-face meetings per year.

According to Richard Lepsinger, electronic technology is not a perfect substitute for human interaction.

Lack of attention during virtual meetings is a warning sign to look for. Virtual teams that invest in one or two face-to-face meetings annually tend to perform better than those who skip such meetings.Even the use of the most advanced videoconferencing equipment or Skype lacks the feel of interacting with a colleague face to face.

10. Recognize and reward above-average individual and team performance. As with other types of teams, the rewards given to virtual teams should be linked to individual and team goals, and they should be rewarded frequently.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.2 - Describe leader actions that foster teamwork.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leader Actions That Foster Teamwork KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead 60. After being given a brief about a leader's role in a team based organization, Nirvan is advised by his senior manager to implement the leader–member exchange model in his team to improve productivity. In this context, what information does Nirvan need to implement the leader–member exchange model in his team?

ANSWER: The leader–member exchange (LMX) model proposes that leaders develop unique working relationships with group members. One subset of employees, the in-group, is given additional rewards, responsibility, and trust in exchange for their loyalty and performance. The in-group becomes part of a smoothly functioning team headed by the formal leader. In contrast, the out-group employees are treated in accordance with a more formal understanding of leader–group member relations. Out-group members are less likely to experience good teamwork.

The following aspects have to be considered while implementing the model.

1. Treatment of In-Group Versus Out-Group Members: In-group members are invited to participate in important decision making, are given added responsibility, and are privy to interesting gossip.

Members of the out-group are managed according to the requirements of their employment contract.

They receive little warmth, inspiration, or encouragement. In-group members tend to achieve a higher level of performance, commitment, and satisfaction than do out-group members. Furthermore, they are less likely to quit. A study conducted in a retail setting found that when the quality of the leader– member exchange is high, group members are more strongly committed to company goals.

2. Reciprocity Between Leader and Members: The in-group versus out-group status also includes an element of reciprocity or exchange. The leader grants more favors to the in-group member, who in response works harder to please the leader, a contributor to being a good team player. Two studies provide more specific information about the consequences of a positive exchange between a supervisor and group members. In a hospital setting, positive exchanges involved group members’ engaging in increased good citizenship behavior and in-group role behaviors such as putting extra

effort into performing their duties.

3. Extra-Role Behavior: A study conducted in diverse industrial settings also found that high-quality exchanges between supervisors and employees contribute to employees’ engaging in extra-role behavior, or being cooperative in ways that were not expected of them. Supervisory ratings of employee altruism were used to measure helping behaviors, as when an accountant helps a sales representative prepare a sales forecast. The researchers concluded that through the development of high-quality relationships with group members, supervisors are able to motivate the group members and enable them to engage in helping behaviors that benefit them as well as their coworkers.

4. Safety Performance: Another contribution of positive LMXs is that they facilitate good safety performance, an important aspect of teamwork in many work environments. Sixty-four group leaders in a manufacturing plant participated in a study. A major finding of the study was that positive leader– member exchanges were associated with more communication about safety.

5. Extra-Role Behavior: A study conducted in diverse industrial settings also found that high-quality exchanges between supervisors and employees contribute to employees’ engaging in extra-role behavior, or being cooperative in ways that were not expected of them. Supervisory ratings of employee altruism were used to measure helping behaviors, as when an accountant helps a sales representative prepare a sales forecast.

6. Transformational Effects: Another of the many consequences of positive leader–member exchanges is that they may facilitate the leader having a transformational effect.

7. Leader Status: When group members perceive leaders to have high status, it is easier for the leader to form the type of high-quality relationships that contribute to good teamwork.

8. Leadership Emergence and Team Performance: A complex way in which LMX enhances teamwork is that teams tend to attain better results when multiple members of the team emerge as leaders.

Leadership emergence often depends on which expertise is required for the task at hand, such as an expert in graphic design acting in a leadership role when the group task requires graphic design.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 9.4 - Describe how the leader–member exchange model contributes to an understanding of leadership.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader-Member Exchange Model and Teamwork KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead

True / False 1. Expectancy theory is particularly useful to leaders because it emphasizes the emotional and passionate side of people. a.

True b.

False ANSWER: False RATIONALE: Expectancy theory deals with cognition and process. The expectancy theory of motivation is based on the premise that the amount of effort people expend depends on how much reward they expect to get in return. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 2. An implication of the expectancy theory is that leaders should reassure their group members that performances can lead to specific rewards. a.

True b.

False ANSWER: True RATIONALE: Making explicit the link between performance and rewards is an implication of the expectancy theory.

Group members should be reassured that if they perform the job to standard, they will receive the promised reward. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 3. Motivation increases when a person has high self-efficacy with respect to the task being performed. a.

True b.

False ANSWER: True RATIONALE: If a person has high self-efficacy about a task, his motivation would be high. See "Expectancy Theory and Motivational Skills."

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJECTI 10.2 - Identify and describe leadership skills linked to expectancy theory.

VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Expectancy Theory and Motivational Skills Bloom's: Comprehension Digital story: Connect

4. In the context of the implications of the expectancy theory, a task must generally be perceived as attainable to be motivational. a.

True b.

False ANSWER: True RATIONALE: In the context of implications of the expectancy theory, a task must generally be perceived as attainable to be motivational. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 5. Rewarding people for reaching goals is a widely accepted principle of management. a.

True b.

False ANSWER: True RATIONALE: Rewarding people for reaching goals is the most widely accepted principle of management. See "Goal Theory."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 10.3 - Describe goal theory.

ES: NATIONAL STANDARD United States - BUSPROG - Analytic S: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Goal Theory KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 6. The most effective goals, according to goal theory, are those that encourage a worker to "do his or her best."

a. b.

True False

ANSWER: RATIONALE:

False Specific goals lead to higher performance than do generalized goals. Telling someone to do his or her best is a generalized goal. See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 7. To act as a strong motivator, big comprehensive goals should be broken down into smaller steps. a.

True b.

False ANSWER: True RATIONALE: In the context of the goal setting theory, it is important to break the goal down into smaller steps.

See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIV 10.3 - Describe goal theory.

ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Goal Theory KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 8. A major advantage of using goals to motivate executive leaders is the guarantee that unethical means will not be used to achieve goals. a.

True b.

False ANSWER: False RATIONALE: A major concern associated with the goal-setting theory is that the managers would have a tendency to behave in unethical behavior to get the job done or get the goal fulfilled. See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 9. The motivational value of a recognition award is likely to be higher if it helps a worker attain personal goals. a.

True b.

False ANSWER: True RATIONALE: In the context of using recognition and pride to motivate others, to maximize its motivational impact, recognition should be linked to corporate values and should also help workers attain personal goals.

See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 10. Giving recognition for a job well done is useful in satisfying a worker's desire to feel proud. a.

True b.

False ANSWER: True RATIONALE: Wanting to feel proud motivates many workers, and giving recognition for a job well done helps satisfy this desire to feel proud. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 11. To appeal to the recognition need of others, it is important to identify a meritorious behavior, and then recognize that behavior with an oral, written, or material reward. a.

True b.

False ANSWER: True

RATIONALE:

To appeal to the recognition need of others it is important to identify a meritorious behavior, and then recognize that behavior with an oral, written, or material reward. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. To coach workers effectively, it is often necessary to help them develop more effective underlying habits. a.

True b.

False ANSWER: True RATIONALE: It is a fallacy that coaching is mostly about providing new knowledge and skills. The truth is that people often need more help with underlying habits than with knowledge and skills. See "Coaching as an Approach to Motivation."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching as an Approach to Motivation KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 13. To avoid getting too emotionally involved with group members, the effective coach minimizes building personal relationships with them. a.

True b.

False ANSWER: False RATIONALE: To coach is to care enough about people to invest time in building personal relationships with them.

Effective coaches build personal relationships with team members and work to improve their interpersonal skills. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 14. It has been generally found that a person needs to be an expert in a field to be an effective coach. a.

True b.

False ANSWER: False RATIONALE: It is a fallacy that coaches need to be an expert in something in order to coach. An important role for the coach is to ask pertinent questions and listen. See "Coaching as an Approach to Motivation."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching as an Approach to Motivation KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 15. Feedback of a general nature is most effective in bringing about improvements in performance. a.

True b.

False ANSWER: False RATIONALE: An important coaching technique is to give feedbacks on areas that require specific improvement.

See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJEC 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

TIVES: NATIONAL STAND United States - BUSPROG - Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 16. Listening is an essential ingredient in any coaching session. a.

True b.

False ANSWER: True RATIONALE: Listening is an essential ingredient in any coaching session. An active listener tries to grasp both facts and feelings. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 17. A potential ethical problem noted with executive coaching is that an executive might become too dependent upon the coach for making decisions. a.

True b.

False ANSWER: True RATIONALE: A potential ethical problem is that a leader/manager may become too dependent on the coach, checking with him or her before making any consequential decision. See "Executive Coaching and Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.6 - Describe how executive coaches help enhance leadership skills.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Executive Coaching and Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect Multiple Choice 18. The term engagement refers to : a. employees limiting themselves to those tasks that are specific to their roles. b. high levels of personal investments in the tasks performed on a job. c. serving a one-month notice period in the organization. d. avoiding offering a reward for a good performance.

ANSWER: b RATIONALE: Engagement is the current buzz word for the commitment workers make to their employer. The term refers to high levels of personal investment in the tasks performed on a job. See "Leadership and Employee Engagement."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.1 - Explain the leader’s role in employee engagement.

CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership and Employee Engagement KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 19. The question, "If I work hard, will I get the job done?" illustrates the _____ aspect of expectancy theory. a. instrumentality b. valence c. goal d. expectancy ANSWER: d RATIONALE: The linking of working hard or putting in effort to the rewards employees get afterwards is the crux of the expectancy theory of motivation. The expectancy theory of motivation is based on the premise that the amount of effort people expend depends on how much reward they expect to get in return. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 20. The question, "If I get the job done, will I really get my reward?" illustrates the _____ aspect of expectancy theory. a. valence b. effort-to-performance expectancy c. instrumentality d. open-book management ANSWER: c RATIONALE: The question stem , in this case, depicts instrumentality. An individual’s assessment of the probability that performance will lead to certain outcomes is referred to as instrumentality. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills

KEYWORDS: NOTES:

Bloom's: Application Digital story: Perform

21. Jodie has high self-efficacy, meaning that she: a. gets discouraged when faced with obstacles. b. is highly confident that she can perform a particular task. c. has a generalized sense of self-confidence. d. perceives herself to be more effective than most people.

ANSWER: b RATIONALE: If Jodie has high self-efficacy, she will be extremely confident that she carries out the work that is assigned to her. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 22. An important implication of expectancy theory for leadership is that: a. a manager must assign valences to group members. b. workers must develop their own links between rewards and performance. c. out-groups and in-groups should be avoided. d. workers must clearly understand individual differences in valences.

ANSWER: d RATIONALE: One of the implications of expectancy theory is the leaders to recognize individual differences in valences. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 23. An important implication of expectancy theory for leaders is that: a. the link between rewards and performance should be made explicit. b. workers should encourage and train themselves. c. people in the same work unit will usually have the same valences.

d. an average worker should not be able to attain the majority of work goals.

ANSWER: a RATIONALE: Making explicit links between rewards and performance is an implication of the expectancy theory.

See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. An example of a second-level outcome in expectancy theory would be a: a. promotion stemming from a good performance appraisal. b. praise from two levels of management. c. punishment for having violated company policy. d. salary increase twice the average size.

ANSWER: a RATIONALE: In this case, a promotion, which is a result of a good performance, would be an example of a secondlevel outcome. The outcomes or consequences of primary outcome or outcomes of a performance are known as second-level outcomes. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 25. The sets of goal characteristics that will probably lead to higher levels of performance are: a. easy and specific. b. easy and general. c. difficult and specific. d. difficult and general.

ANSWER: c RATIONALE: In the context of goal theory, specific difficult goals yield higher group performance than do nonspecific goals. Similarly moderately difficult and easy goals also enhance group performance but to a lesser extent than do difficult goals. See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 26. An advantage of a goal related to a noble cause is that it: a. gives workers step-by-step guidance. b. is likely to inspire workers. c. is geared toward a short range. d. has a relatively low valence.

ANSWER: b RATIONALE: Effective leaders often inspire constituents by framing goals in terms of a noble cause or something heroic. See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTI 10.3 - Describe goal theory.

VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Goal Theory Bloom's: Comprehension Digital story: Connect

27. Mindi has a learning goal orientation. While she is competing in a national sales contest, she is strongly motivated to: a. develop new skills during the process of competing. b. make the other competitors look good. c. examine if her efforts would result in the desired outcome. d. impress other people with her skills.

ANSWER: a RATIONALE: A person with a learning (or mastery) goal orientation wants to develop competence by acquiring new skills and mastering new situations. See "Goal Theory."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

28. A major concern about using goals to boost performance is that some workers, including leaders, will: a. use dysfunctional methods to attain goals. b. quit rather than pursue goals. c. set too many difficult goals. d. pursue goals rather than do their own work.

ANSWER: a RATIONALE: A major concern about using goals to motivate performance is that leaders, as well as other workers, will take unethical and dysfunctional shortcuts to attain their goals. See "Goal Theory."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 29. Recognition is an effective motivator is because: a. it is closely linked to company strategy. b. most employees feel they do not receive enough recognition. c. most workers have become bored with financial incentives. d. it is extremely expensive to implement.

ANSWER: b RATIONALE: Recognition is an effective motivator because most employees feel they do not receive enough recognition. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 30. A study showed that workers who perceive themselves to have a technical orientation tend to prefer being praised in a manner that: a. focuses on how their work made a contribution. b. makes a general statement such as "Awesome." c. could be interpreted negatively.

d. focuses on their personal characteristics.

ANSWER: a RATIONALE: Highly technical people tend not to like general praise like “Great job” or “Awesome, baby.” Instead, they prefer a laid-back, factual statement of how their work made a contribution. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 31. The feeling of being proud is essentially a(n): a. external motivator. b. internal motivator. c. weak motivator for professional staff. d. weak motivator for leaders.

ANSWER: b RATIONALE: Giving workers an opportunity to experience pride can therefore be a strong internal motivator, yet they simultaneously receive recognition. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 32. Recognition is a strong motivator because: a. it brings in an element of uniformity among employees. b. it conceals bad performances. c. it is an unattainable need. d. it is a normal human need.

ANSWER: d RATIONALE: Recognition is a strong motivator because it is a normal human need. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate

LEARNING OBJECTI 10.4 - Describe how leaders can motivate others through recognition.

VES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 33. Which of the following statements is true of coaching skills and techniques? a. Give positive feedbacks alone, and stick to appreciatory comments. b. Give overrated comments and scores to members of a team. c. Build personal relationships with team members. d. Make the communication strategy more generic and less specific.

ANSWER: c RATIONALE: In the context of coaching skills and techniques, it is important to build personal relationships with team members and work to improve their interpersonal skills. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 34. Which of the following is regarded as a fallacy about coaching? a. Coaching applies to groups as well as individuals. b. Coaching that deals with personal issues should be regarded as psychotherapy. c. Coaching is mostly about providing age old knowledge and practiced skills. d. Coaching is carried out even if a leader has minimal knowledge of the field to be coached.

ANSWER: b RATIONALE: A major misperception is that coaching is mostly about providing new knowledge and skills. The truth is that people often need more help with underlying habits than with knowledge and skills. See "Coaching as an Approach to Motivation."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching as an Approach to Motivation KEYWORDS: Bloom's: Comprehension

NOTES:

Digital story: Connect

35. An essential part of coaching is to: a. use an autocratic leadership style. b. build formal relationships with the person being coached. c. manipulate the person being coached. d. help remove obstacles for the person being coached.

ANSWER: d RATIONALE: An important technique in coaching is to help remove obstacles for the persons being coached. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECT 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

IVES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 36. An effective coaching technique to achieve enthusiasm and high performance is for a leader/manager to: a. suspend team members who do not display enthusiasm or high performance. b. give gentle advice and guidance to team members. c. use a detached, permissive style. d. keep elevating goals as workers perform well.

ANSWER: b RATIONALE: Giving some gentle advice is an essential coaching technique. However, too much advice giving interferes with two-way communication, yet some advice can elevate performance.See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 37. Feedback in coaching should be: a. on specific areas which need improvement. b. overrated and exagerrated. c. confined to the first coaching session.

d. avoided unless requested.

ANSWER: a RATIONALE: In the context of coaching skills and techniques, it is important to give feedback on areas that require specific improvement. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 38. An active listener attempts to: a. speak continuously in a coaching session. b. react to each statement made by the other person. c. grasp both facts and feelings. d. tries to remind word by word, every word that is being coached.

ANSWER: c RATIONALE: An active listener tries to grasp both facts and feelings. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES 10.5 - Understand the characteristics of coaching and how to practice coaching skills and : techniques.

NATIONAL STANDARDS: United States - BUSPROG - Analytic STATE STANDARDS: TOPICS: KEYWORDS: NOTES:

United States - OHIO - DISC: Leadership Principles Coaching Skills and Techniques Bloom's: Knowledge Digital story: Engage

39. A barrier buster is a manager who: a. sets unrealistically high goals for group members. b. uses rewards and punishments frequently. c. removes obstacles that hinder work accomplishment. d. lobbies for business contracts from external agencies.

ANSWER: c RATIONALE: When managers take up the roles of barrier busters, they help remove obstacles such as a maze of rules and regulations and rigid budgeting. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 40. Which one of the following is considered an important coaching technique? a. Restrict oneself from asking questions to the coach. b. Resist change in all possible ways. c. Model desired performance and behavior. d. Create more obstacles for the person being coached.

ANSWER: c RATIONALE: An effective coaching technique is to show the group member, by example, what constitutes the desired behavior. This is called modelling the desired behavior. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 41. A recommended way of giving advice to an employee is to: a. wait until the employee has a good day. b. put your advice in the form of a question. c. first make the employee feel guilty. d. offer only general suggestions for improvement.

ANSWER: b RATIONALE: Advice in the form of a question or suppositional statement is often effective. One example is, “Could the root of your problem be insufficient planning?” See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

42. An effective way of using modeling in coaching is for a manager to: a. set high standards of performance. b. challenge a group member's ethical models. c. sketch a mathematical model of business strategy. d. demonstrate how a task should be done correctly.

ANSWER: d RATIONALE: An effective coaching technique is to show the group member, by example, what constitutes the desired behavior. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 43. Donna wants to lead as an effective coach. So, with respect to people she coaches, Donna should minimize: a. active listening. b. bringing forth restrictions to the workers. c. giving emotional support. d. giving a lot of gentle advice and guidance.

ANSWER: d RATIONALE: Too much advice giving interferes with two-way communication, yet some advice can elevate performance. Also, workers being coached usually expect to receive some advice. See "Coaching Skills and Techniques."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching Skills and Techniques KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 44. A major role of an executive coach is to: a. help the person being coached find new employment. b. help uncover strengths of the person being coached. c. give top management a report about the capabilities of the person being coached. d. help the person being coached become a better coach.

ANSWER: b RATIONALE: One approach to heightened performance is to help a leader uncover personal assets and strengths he or

she may not have known existed. See "Executive Coaching and Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.6 - Describe how executive coaches help enhance leadership skills.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Executive Coaching and Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 45. A refinement of the individual approach to executive coaching is for a coach to: a. work with a group of leaders with the same developmental needs. b. conduct videoconferences with several leaders from different locations at the same time. c. collaborate with the leader's group members. d. get the group members to report on the leader's mistakes.

ANSWER: c RATIONALE: A refinement of individual coaching is for a coach to work with both the individual and his or her work associates. The coach solicits feedback from the group members and involves them in helping the manager improve. See "Executive Coaching and Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.6 - Describe how executive coaches help enhance leadership skills.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Executive Coaching and Leadership Effectiveness KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 46. Ronnie is all set to work on a Sunday, so that the project that she is involved in does not get delayed. She plans to cancel her weekend plans , so that she can invest more time in her project. This behavior of Ronnie reflects _____. a. engagement b. resistance c. debasement d. congruence ANSWER: a RATIONALE: Engagement is reflected in employee willingness to stay with the firm and go beyond the call of duty.

Ronnie is willing to forego her weekend plans to ensure that thet project is completed on time. See "Leadership and Employee Engagement."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.1 - Explain the leader’s role in employee engagement.

CTIVES:

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership and Employee Engagement KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 47. Craig decides to increase the performance bonus of his team from $5,000 to $10,000. In the context of the expectancy theory, this would have resulted in: a. increased productivity as the team members would put in greater efforts in view of the reward they get. b. decreased productivity as the team members would be too distracted to work toward the set goal. c. the same productivity as studies have found that rewards do not affect the employee efforts in any manner. d. an initial decrease in productivity, followed by an increase in productivity of the employees.

ANSWER: a RATIONALE: The substantial reward proposed by Craig should ideally result in a large increase in employee productivity. The expectancy theory of motivation is based on the premise that the amount of effort people expend depends on how much reward they expect to get in return. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 48. The employees of a team are offered a direct incentive hike of 5 percent of their existing incentive amount set, if they improve their performance by two-folds. In the context of the expectancy theory, the additional amount the team members receive as incentives is known as _____. a. performance b. valence c. effort d. instrumentality ANSWER: b RATIONALE: In this case, the additional amount the team members receive as incentives is the worth or attractiveness of the outcome. The worth or attractiveness of an outcome is referred to as valence. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Expectancy Theory and Motivational Skills Bloom's: Application Digital story: Perform

49. Ryan's team has performed beyond the performance standard set for the team in the previous financial year. This makes the team eligible for additional incentives. The improved performance will make the team members eligible for a promotion in a few months. In the context of the expectancy theory, which of the following statements is true in this case? a. The team being considered eligible for promotion is the second-level outcome. b. The team receiving an outstandding performance review is the second-level outcome. c. The performance of each team member denotes the instrumentality. d. The performance of each team member is known as the expectancy.

ANSWER: a RATIONALE: In this case, Ryan's team members being considered for promotion is the second-level outcome. A second-level outcome is the consequence or the next level of outcome that is brought in by the direct outcome which stems from a performance. See " Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 50. Which of the following dialogues by the members of a team depicts self-efficacy at its peak?Answer the question in the context of the expectancy theory. a. " I may or may not achieve the target; its impossible to predict the results now." b. " I will be able to achieve the target with a little bit of support from my superior." c. "I am 100 percent sure that I will be able to achieve the target before the due date." d. " I suppose the target is quite attainable, but I can't give an assurance."

ANSWER: c RATIONALE: Self-efficacy is the confidence in one's abilities to carry out a specific task. An employee who is absolutely confident about carrying out a task displays maximum self-efficacy. See "Expectancy Theory and Motivational Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

51. Who among the following is likely to give the best performance in the context of the goal-setting theory? a. An employee who is given instructions so that the net sales revenue becomes $30 million and his individual contribution is worth $1 million b. A member of the sales team, who is asked to give his best, so that the overall performance of the team increases c. A member of the sales team who performs below the standards set being subjected to a performance improvement program d. An employee who is encouraged and shown a clear path towards achieving his everyday target, with just a vague idea on the overall target to be achieved.

ANSWER: a RATIONALE: In this case, the employee who is given a clear idea on the goal to be achieved will give the best performance. The core finding of goal theory is that individuals who are provided with specific hard goals perform better than those who are given easy, nonspecific, “do your best” goals or no goals. See "Goal Theory."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.3 - Describe goal theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Goal Theory KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Which of the following is an example of using recognition to motivate others? a. Tina is selected from her team to be coached and mentored by a panel of industry experts. b. Richard who has taken maximum number of days becomes the best performer in his team, much to the teammates' awe. c. Alan receives a congratulatory mail from his team manager for settling a deal with a vendor. d. George, who is the team manager of the sales department, takes his team out for an offsite training program.

ANSWER: c RATIONALE: The congratulatory message received by Alan is an example of recognition. When a person is appreciated for his performance verbally or through written correspondence, it becomes a technique of recognition. Recognition is a strong motivator because it is a normal human need. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

53. Helen receives a watch from the company as a compliment for her value-adding service to the organization for a period of 10 years. This can be considered as an act that: a. excites Helen and make her work on the off days too. b. ingratiates Helen so that she is continued to be paid less. c. appeals to her pride and thereby motivates her further. d. lobbies Helen toward committing an illegal act for the management.

ANSWER: c RATIONALE: In this case,the act can be considered as the management's attempt to appeal to Helen's pride. Workers can also experience pride in relation to recognition symbols. For example, a worker might receive a floor clock for having saved the company thousands of dollars in shipping costs. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. Martin, the marketing manager of a company, requests his immediate subordinate, Ayan, to take up the role of coaching rest of the team members. However, the coaching is not for an individual team member, but for the whole team.

This makes Ayan doubtful about the outcome. In the context of coaching, which of the following statements is true in this case? a. Ayan probably has a false notion that coaching applies only in one-to-one work. b. Ayan is doubtful if he can provide new knowledge and skill base to the team. c. Ayan is cautious that he might get into the process of psychotherapy. d. Ayan fears if he can do face-to-face coaching, as he is not an expert.

ANSWER: a RATIONALE: In this case, it is most likely that Ayan feels coaching ought to be a one-to-one process. One false belief is that coaching applies only in one-to-one work. In reality, the team or other group can also be coached. See "Coaching as an Approach to Motivation."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG:Reflective Thinking - Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching as an Approach to Motivation KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

55. Rohan, the production manager of a firm, is asked to provide a one-to-one developmental program to Milan who is an assistant production manager. The program covers aspects like total sales revenue to be achieved for the month, and the individual numbers which Milan will have to contribute.The program is an example of a(n) _____. a. performance improvement program b. induction program c. executive training program d. offsite training program ANSWER: c RATIONALE: The program in the case is an example of an executive training program. Executive coaching is “a oneon-one development process formally contracted between a coach and a management-level client to help achieve goals related to professional development and/or business performance.” See "Executive Coaching and Leadership Effectiveness."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.6 - Describe how executive coaches help enhance leadership skills.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Executive Coaching and Leadership Effectiveness KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 56. Which of the following is true of the motivational use of recognition and praise? a. Motivation has to be linked to corporate values to minimize its impact. b. It is important that the meritorious behavior is kept confidential within the team. c. It is important to praise so that the emploees are set against each other. d. An individual's preference for the type of praise should be taken into account.

ANSWER: d RATIONALE: In the context of appealing to the recognition need of others, it is important to take into account the individual's preference for the type of praise. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 57. A worker receiving a floor clock for having saved the company thousands of dollars in shipping costs is an example of: a. workers experiencing pride in relation to recognition symbols. b. workers being underrated on account of their productivity.

c. employers unnecessarily ingratiating the workers. d. employers trying to lobby their employees.

ANSWER: a RATIONALE: Workers can also experience pride in relation to recognition symbols. For example, a worker might receive a floor clock for having saved the company thousands of dollars in shipping costs. See "Using Recognition and Pride to Motivate Others."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 10.4 - Describe how leaders can motivate others through recognition.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Using Recognition and Pride to Motivate Others KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect Essay 58. George is advised by the top management to apply the expectancy theory among his teammates. What would be the basic data that he will require to put the theory into practice?

ANSWER: Expectancy theory contains three basic components: valence, instrumentality, and expectancy. To be motivated, people must value the reward, think they can perform, and have reasonable assurance that their performance will lead to a reward.

Valence: The worth or attractiveness of an outcome is referred to as valence. An outcome is anything that might stem from performance, such as a reward. Each outcome has a valence of its own. And each outcome can lead to other outcomes or consequences, referred to as second-level outcomes. A person who receives an outstanding performance evaluation (a first-level outcome) becomes eligible for a promotion (a second-level outcome). Second-level outcomes also have valences. The sum of all the valences must be positive if the person is to work hard. If the sum of all of the valences is negative, the person might work hard to avoid the outcome.

Instrumentality: An individual’s assessment of the probability that performance will lead to certain outcomes is referred to as instrumentality. (An instrumentality is also referred to as a performance-tooutcome expectancy because it relates to the outcome people expect from performing in a certain way.)

Expectancy: An individual’s assessment of the probability that effort will lead to correct performance of the task is referred to as expectancy. (The same concept is also referred to as effort-to-performance expectancy.)Expectancies range from 0 to 1:0, where 0 is no expectation of performing the tasks correctly, and 1:0 signifies absolute faith in being able to perform the task properly. Expectancies thus influence whether a person will even strive to earn a reward. Self-confident people have higher expectancies than do less self-confident people. The importance of having high expectancies for motivation meshes well with the contribution of self-efficacy, the confidence in your ability to carry out a specific task.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Expectancy Theory and Motivational Skills Bloom's: Analysis Digital story: Lead

59. Roshan, an operations manager in a firm, is asked to apply the best practices of both the expectancy theory and the goal theory to improve the performance of his team. What would be the options which Roshan have in this regard?

ANSWER: Leadership Skills and Behaviors Associated with Expectancy Theory 1. Determine what levels and kinds of performance are needed to achieve organizational goals.

Motivating others proceeds best when workers have a clear understanding of what needs to be accomplished. At the same time, a leader should make sure that the desired levels of performance are possible. For example, sales quotas might be set too high because the market is already saturated with a particular product or service.

2. Make the performance level attainable by the individuals being motivated. If the group members believe that they are being asked to perform extraordinarily difficult tasks, most of them will suffer from low motivation. A task must generally be perceived as attainable to be motivational.

3. Train and encourage people. Leaders should give group members the necessary training and encouragement to be confident they can perform the required task. Some group members who appear to be poorly motivated simply lack the right skills and self-confidence.

4. Make explicit the link between rewards and performance. Group members should be reassured that if they perform the job to standard, they will receive the promised reward.

5. Make sure the rewards are large enough. Some rewards that are the right kind fail to motivate people because they are not in the right amount. The promise of a large salary increase might be motivational, but a 1 percent increase will probably have little motivational thrust for most workers.

6. Analyze what factors work in opposition to the effectiveness of the reward. Conflicts between the leader’s package of rewards and other influences in the work group may require the leader to modify the reward. For example, if the work group favors the status quo, a large reward may be required to encourage innovative thinking.

7. Explain the meaning and implications of second-level outcomes. It is helpful for employees to understand the value of certain outcomes, such as receiving a favorable performance evaluation. (For example, it could lead to a salary increase, assignment to a high-status task force, or promotion.)

8. Understand individual differences in valences. To motivate group members effectively, leaders must recognize individual differences or preferences for rewards.

9. Recognize that when workers are in a positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance. An experiment with college students indicated that participants in a positive mood performed better, were more persistent, tried harder, and reported higher levels of motivation than those in a neutral mood.

A goal is what a person is trying to accomplish. Our values create within us a desire to behave in a way that is consistent with them. For example, a leader who values honesty will establish a goal of hiring only honest employees.

Here are two suggestions for developing noble powerful goals: • Create a big, comprehensive goal: an ideal accomplishment for your group.

• Break the goal down into smaller steps, such as hiring two top-notch workers for the group. Regard each step (or subgoal) as a project designed to get you to your destination. The same approach has been referred to as “running sprints rather than marathons.''

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.2 - Identify and describe leadership skills linked to expectancy theory.

CTIVES: 10.3 - Describe goal theory.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Expectancy Theory and Motivational Skills; Goal Theory KEYWORDS: Bloom's: Evaluate NOTES: Digital story: Lead 60. Jonathan is asked to coach a batch of new employees. Before this, his superior conducts a one-to-one meeting with Jonathan, so that all the fallacies that he have about coaching are discarded before he begin the process. What information would the superior provide to Jonathan in this regard?

ANSWER: One false belief is that coaching applies only in one-to-one work. In reality, the team or other group can also be coached. As a team leader, you might make a suggestion to the group, such as, “Why are you rushing through such an important issue?” A major misconception is that coaching is mostly about providing new knowledge and skills. The truth is that people often need more help with underlying habits than with knowledge and skills. A good example is coaching another person about work habits and time management. One can provide an individual with loads of useful knowledge and techniques; however, if the person is a procrastinator, he or she must reduce procrastination before time management skills will help. Another stereotype deals with an important ethical issue: If coaches go beyond giving instruction in knowledge and skills, they are in danger of getting into psychotherapy. The counterargument is that coaches should simply follow the model of effective parents: listening to the other person, attempting to understand his or her real concerns, and offering support and encouragement. Another stereotype particularly resistant to extinction is that coaches need to be expert in something in order to coach. To use a sports analogy, a good coach does not have to be or have been an outstanding athlete. An important role for the coach is to ask pertinent questions and listen. Questioning and listening can help the other person set realistic learning goals. An understandable stereotype is that coaching has to be done face-to-face. The face-toface approach facilitates coaching. Nevertheless, telephone, e-mail, text messaging, videoconferencing, tweets, and chats are useful alternatives when time and distance create barriers.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 10.5 - Understand the characteristics of coaching and how to practice coaching skills and techniques.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Coaching as an Approach to Motivation KEYWORDS: Bloom's: Analysis NOTES: Digital story: Lead

True / False 1. The problem-conquering solution flashes into the person’s mind at an unexpected time in the insight step of the creative process. a.

True b.

False ANSWER: True RATIONALE: The problem-conquering solution flashes into the person’s mind at an unexpected time, such as on the verge of sleep, during a shower, or while running.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 2. The last step in the creative process is verification and application. a.

True b.

False ANSWER: True RATIONALE: Step 5 is verification and application. The individual sets out to prove that the creative solution has merit.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 11.1 S: NATIONAL STANDARDS United States - BUSPROG: Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 3. A leader who accumulates considerable knowledge will have difficulty being creative because such knowledge usually blocks original thinking. a.

True b.

False ANSWER: False RATIONALE: Creative problem solving requires a broad background of information, including facts and observations.

Knowledge provides the building blocks for generating and combining ideas.

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 4. A creative person within an organization is typically a conformist. a.

True b.

False ANSWER: False RATIONALE: Creative people are frequently nonconformists and do not need strong approval from the group. They prefer to search for alternatives than worry about attaining consensus.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 5. Distaste for the task is associated with high creativity because the worker works rapidly to find a solution to the distasteful problem. a.

True b.

False ANSWER: False RATIONALE: A dominant characteristic of creative people that is closely related to personality is a passion for the work.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 11.2 S: NATIONAL STANDARDSUnited States - BUSPROG: Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 6. A person who has the experience of flow becomes preoccupied with the external consequences of performing a task. a.

True

b.

False

ANSWER: RATIONALE:

False The experience of flow is an experience so engrossing and enjoyable that the task becomes worth doing for its own sake regardless of the external consequences.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 7. A recommended strategy for finding a creative idea is to try a large number of ideas. a.

True b.

False ANSWER: True RATIONALE: Creativity is often referred to as a numbers game, because the more ideas you try, the greater the probability of finding one that works.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT11.4 IVES: NATIONAL STANDAUnited States - BUSPROG: Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 8. Business leaders rarely use brainstorming because the technique is mostly geared toward relatively minor ideas like choosing a slogan for a safety campaign. a.

True b.

False ANSWER: False RATIONALE: The best-known method for creativity improvement is brainstorming, which you have probably already done. Although brainstorming is often condemned as being superficial, it remains a key ideageneration method for even the most advanced technology companies.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 9. Seeing opportunities is an important part of entrepreneurial leadership. a.

True b.

False ANSWER: True RATIONALE: Opportunity seeking is associated with entrepreneurial leadership because the entrepreneur might build an organization around an unmet consumer need.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.4 CTIVES: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 10. Part of the artist role in becoming more creative is to stretch one's imagination. a.

True b.

False ANSWER: True RATIONALE: Be an artist by stretching your imagination. Strive to spend about 3 percent of your day imagining new solutions to the challenges you face.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC 11.4 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 11. To enhance creativity, it is best to carefully specify the best method for workers to accomplish a work goal. a.

True b.

False ANSWER: False RATIONALE: Workers tend to be more creative when they are granted the freedom to choose which method is best for attaining a work goal.

POINTS: 1

DIFFICULTY: Easy LEARNING OBJECTI 11.5 VES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Establishing a Climate and Culture for Creative Thinking Bloom's: Knowledge Digital Story: Engage

12. Work groups tend to be more creative when group members support each other, and the group is diverse in a number of ways. a.

True b.

False ANSWER: True RATIONALE: Work groups are the most likely to be creative when they are mutually supportive and when they have a diversity of back grounds and perspectives.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 13. Fernando, the president of a consumer products division, wants staff members to enhance their creativity. It would therefore be a good idea for Fernando to place creative ideas through a complicated, time-consuming review process. a.

True b.

False ANSWER: False RATIONALE: Deciding how much time and money to give to a team or project is a tough judgment call that can either support or stifle creativity. Under some circumstances, setting a time deadline will trigger creative thinking because it represents a favorable challenge.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Comprehension

NOTES:

Digital Story: Connect

14. Research based on the LMX theory indicates that favorable exchanges between managers and creative workers are associated with low creativity. a.

True b.

False ANSWER: False RATIONALE: A study with 191 research and development specialists found a positive relationship between LMX ratings and creativity of workers as measured by supervisory ratings.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 15. A recommendation for managing creative workers is to provide them with a minimum amount of structure. a.

True b.

False ANSWER: True RATIONALE: Many creative workers regard heavy structure as the death knell of creativity.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 11.5 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 16. A potential negative side effect of placing a heavy emphasis on innovation is that the company collects many ideas of limited value. a.

True b.

False ANSWER: True RATIONALE: Most companies have loads of interesting ideas floating to the surface, but very few will even translate into a profitable product or service.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJEC 11.6 TIVES: NATIONAL STAND United States - BUSPROG: Analytic

ARDS: STATE STANDARD United States - OHIO - DISC: Leadership Principles S: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 17. Leadership at Canon Inc. has found that to create new products quickly, it is best for the production team to be physically distant from product developers. a.

True b.

False ANSWER: False RATIONALE: Leadership at Canon, Inc., however, has found that the key to creating new products quickly is for the production team to physically work close to the product developers. The result is more input and communication.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect Multiple Choice 18. A creative idea is considered to be innovative when the idea: a. receives a patent. b. is put into action. c. is novel. d. earns a profit.

ANSWER: b RATIONALE: By thinking creatively, a person can form a new enterprise or enlarge an existing one that can keep many people engaged in productive activity. However, the creative idea has to be executed properly for innovation to take place.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Knowledge

NOTES:

Digital Story: Engage

19. During the insight step of creative thinking, a person: a. gathers supporting evidence for the problem solution. b. suddenly obtains the problem-conquering solution. c. dreams up a problem to work on. d. becomes totally absorbed in the problem.

ANSWER: b RATIONALE: Step 4 of the creative process is insight. The problem-conquering solution flashes into the person’s mind at an unexpected time, such as on the verge of sleep, during a shower, or while running.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 20. A finding about the insight step of creative thinking is that the flash of insight: a. occurs when a person is mentally exhausted. b. occurs when a person has almost given up on the problem. c. is usually an almost totally new idea. d. arrives after hours of thought and study.

ANSWER: d RATIONALE: The insight experience usually arrives after hours of thought and study.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIVES: 11.1 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 21. An intellectual characteristic of creative people is that they: a. are extraordinarily brilliant. b. maintain a curiosity for information only their field of expertise. c. tune out the feelings of other people. d. maintain a youthful curiosity throughout their lives.

ANSWER: d RATIONALE: Creative people maintain a youthful curiosity throughout their lives, and the curiosity is not centered just on their own field of expertise. Instead, their range of interests encompasses many areas of knowledge, and they are enthusiastic about puzzling problems.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 22. A dominant characteristic of creative workers is a passion for: a. their work. b. the rewards associated with creative work. c. working in teams. d. working in a large bureaucracy.

ANSWER: a RATIONALE: A dominant characteristic of creative people that is closely related to personality is a passion for the work.People will be at their creative best when they feel motivated primarily by the interest, satisfaction, and challenge of the work itself—and not by external pressures.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 23. A cognitive characteristic of creative people is that they _____. a. are left-brain dominant. b. are able to think divergently c. do not have the ability to narrow the number of alternatives. d. do not extend their curiosity beyond their field of interest.

ANSWER: b RATIONALE: Creative people show an identifiable intellectual style: being able to think divergently. They are able to expand the number of alternatives to a problem, thus moving away from a single solution.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Characteristics of Creative Leaders Bloom's: Knowledge Digital Story: Engage

24. A worker has the experience of flow when he or she: a. has a rapid succession of ideas. b. rapidly corrects personal mistakes. c. piggybacks on the ideas of others. d. is totally absorbed in the task at hand.

ANSWER: d RATIONALE: Passion for the task and high intrinsic motivation contribute in turn to a total absorption in the work and intense concentration, or the experience of flow.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 25. To become more creative, it is important to: a. overcome traditional thinking. b. develop more traditional thinking. c. redefine traditional thinking.. d. postpone traditional thinking until the final stages of problem solving.

ANSWER: a RATIONALE: A unifying theme runs through all forms of creativity training and suggestions for creativity improvement: Creative problem solving requires an ability to overcome traditional thinking.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.3 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Traditional Thinking as a Creativity Strategy KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 26. A business example of thinking outside the box is: a. people of all ages might respond to advertising.

b. sidewalks can be made out of rubber rather than cement. c. the market potential for human health insurance is very high. d. car-wash customers might also want the car to be waxed.

ANSWER: b RATIONALE: The most familiar way to overcome traditional thinking is that a creative person thinks outside the box. box, in this sense,is a category that confines and restricts thinking.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.3 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Traditional Thinking as a Creativity Strategy KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 27. When coming up with a creative idea, a. it is best to apply the first idea that comes to mind. b. the best idea usually arrives at the end of the work day. c. it is better to borrow an idea than attempt an original one. d. a person needs to try a large number of ideas.

ANSWER: d RATIONALE: Creativity is often referred to as a numbers game, because the more ideas you try, the greater the probability of finding one that works.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT11.4 IVES: NATIONAL STANDAUnited States - BUSPROG: Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 28. Middle manager Bob establishes idea quotas for his organizational unit, meaning that workers will be asked to: a. bring one fresh idea to each meeting. b. steal ideas from other organizational units. c. invest a certain percent of their time to creative thinking. d. brainstorm for ten minutes at the start of each staff meeting.

ANSWER: a RATIONALE: To facilitate having fresh ideas, the leader or manager can establish idea quotas, such as by asking staff members to bring one new idea to each meeting.

POINTS: 1

DIFFICULTY: Moderate LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 29. In the context of innovation, Procter and Gamble is noted for: a. training managers in thinking about product design. b. centralizing idea generation in a corporate laboratory. c. relying on focus groups for new product ideas. d. hiring CEOs capable of dreaming about new product ideas.

ANSWER: a RATIONALE: The surge in innovation at Procter and Gamble a few years ago was facilitated by the appointment of a chief innovation officer, a five-fold increase in the number of design managers, and the establishment of an innovation gym, a place to train managers in thinking about product design.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 30. A method of managing creative workers is to _____. a. emphasize autocratic leadership b. have a high degree of structure c. give them flexibility d. discourage risk taking ANSWER: c POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 11.5 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

31. Brainstorming is often condemned as being _____. a. biased b. superficial c. unproductive d. time consuming ANSWER: b RATIONALE: Although brainstorming is often condemned as being superficial, it remains a key idea-generation method for even the most advanced technology companies.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 32. You and the other members of your business unit are participating in the pet-peeve technique.Therefore, you would: a. list all the complaints you have about your leader. b. think up complaints that others might have about your unit. c. think up all the things you do not like about your unit. d. develop new ideas for products that consumers might want.

ANSWER: b RATIONALE: The pet-peeve technique is a method of brainstorming in which a group identifies all the possible complaints others might have about the group’s organizational unit.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 33. A common thread to creativity-enhancing exercises is that they require: a. people to solve a puzzle. b. convergent thinking. c. variations of brainstorming. d. flexible thinking.

ANSWER: d RATIONALE: An established way to sharpen creative thinking is to regularly engage in activities that encourage flexible thinking.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIV 11.4 ES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 34. Research suggests workers are more likely to have a breakthrough idea when they are: a. happy the day before. b. day dreaming about the future. c. multitasking with several electronic devices. d. depressed about an event in personal life.

ANSWER: a RATIONALE: Closely related to enthusiasm as a contributor to creativity is that being in a good mood facilitates creativity.One day’s happiness is often a predictor of the next day’s creative idea.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 35. The lawyer's role in "Be an explorer, artist, judge, and lawyer" is to: a. find a client to pay for an idea. b. quickly copyright or patent an idea. c. critically evaluate ideas. d. find ways to implement ideas.

ANSWER: d RATIONALE: Achieve results with creative thinking by playing the role of lawyer. Negotiate and find ways to implement your ideas within your field or place of work.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving

KEYWORDS: NOTES:

Bloom's: Knowledge Digital Story: Engage

36. Financial manager Josie needs a creative idea. She might try jogging because: a. exercise promotes convergent thinking that is important for creativity. b. physical exercise is known to block out traditional thinking. c. physical exercise pumps more blood and oxygen into the brain. d. fatigue is good for creative thinking.

ANSWER: c RATIONALE: An explanation of why exercise facilitates creativity is that exercising pumps more blood and oxygen into the brain. Exercise also enhances activity in the frontal lobe, the region of the brain involved in abstract reasoning and attention.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 6.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 37. A recommended starting point in establishing a climate for creative thinking in an organization is to: a. promote convergent thinking among employees . b. establish a vision and mission that includes creativity. c. have a highly structured organizational setup. d. discourage risk taking.

ANSWER: b RATIONALE: A foundation step in fostering organizational creativity is to establish a vision and mission that includes creativity.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 11.5 ES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 38. A particularly robust strategy for enhancing creativity in an organization is to: a. promote convergent thinking among employees . b. provide limited flexibility for generating ideas. c. discourage risk taking.

d. hire people who are already creative.

ANSWER: d RATIONALE: The most robust leadership and management practice for enhancing creativity is to hire people with the aptitude for, or track record in, being creative.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 39. Which one of the following would not be considered a managerial practice that enhances creativity? a. Prescribing the best method for arriving at a creative solution b. Giving workers assignments that stretch their intellectual capability c. Supplying groups with the time and money they need to accomplish the task d. Designing work groups with a diversity of backgrounds and perspectives ANSWER: a RATIONALE: Workers also tend to be more creative when they are granted the freedom to choose which method is best for attaining a work goal.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECT 11.5 IVES: NATIONAL STANDA United States - BUSPROG: Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 40. A study of leader-member exchanges and creativity among research and development specialists indicated that leadermember exchanges were: a. positively associated with creativity only for inexperienced specialists. b. negatively associated with creativity. c. positively associated with creativity. d. unrelated to ratings of creativity.

ANSWER: c RATIONALE: A study with 191 research and development specialists found a positive relationship between LMX ratings and creativity of workers as measured by supervisory ratings.

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 41. Which of the following practices is least likely to be helpful in managing creative people? a. Giving creative people considerable structure b. Having creative people manage and evaluate creative workers c. Providing ongoing recognition and appreciation to creative workers d. Being liberal in giving workers the resources they need ANSWER: a RATIONALE: Many creative workers regard heavy structure as the death knell of creativity. Structure for these workers means rules and regulations, many layers of approval, strict dress codes, fixed office hours, rigid assignments, and fill–in-the-blank Internet forms or paperwork.

POINTS: 1 DIFFICULTY: Comprehension LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 42. Of the following leadership practices, the least likely to enhance innovation is: a. the pursuit of constant innovation. b. to take risks and encourage risk taking. c. to acquire innovative companies. d. to encourage innovation for its own sake.

ANSWER: d POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES: 11.6 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 43. Loose-tight leadership in relation to creativity refers to:

a. alternating between encouragement and punishment. b. granting space for exploring creative ideas, yet finally choosing one idea. c. alternating between laissez-faire leadership and autocratic leadership. d. spending freely on some projects and cutting costs on others.

ANSWER: b RATIONALE: Looseness refers to granting space for new ideas and exploration, whereas a tight approach means finally making a choice among the alternatives.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJEC11.6 TIVES: NATIONAL STAND United States - BUSPROG: Analytic ARDS: STATE STANDARDUnited States - OHIO - DISC: Leadership Principles S: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 44. Canon Inc. has found that a key to creating new products is for: a. the distinction between production and development to be eliminated. b. production groups to report to the product development group. c. the production team to work physically close to product developers. d. the production team to be physically far removed from product developers.

ANSWER: c RATIONALE: Leadership at Canon,Inc. has found that the key to creating new products quickly is for the production team to physically work close to the product developers. The result is more input and communication.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 45. Multiunit organizations sometimes enhance creativity by: a. sharing ideas across divisions. b. preventing ideas from moving from one unit to another. c. centralizing all new-product development decisions. d. promoting convergent thinking.

ANSWER: a RATIONALE: Leaders in multiunit organizations are at an advantage for innovation because workers from the various units can share ideas that would be useful for many different products.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 11.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 46. Estelle plans to present the science project assigned to her in a creative manner. She concentrates on finding ways to present her project. She comes up with possible solutions without evaluating them. Which step of the creative process is illustrated in the given scenario? a.

Verification b.

Incubation c.

Immersion d.

Problem recognition ANSWER: c RATIONALE: Step 2 is immersion. The individual concentrates on the problem and becomes immersed in it. He or she will recall and collect information that seems relevant, dreaming up alternatives without refining or evaluating them.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: - Leadership Principles DS: TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 47. Marsha is the owner of a popular apparel store. She plans to increase the choices available to customers. She thinks about what additions should be made to the current collection of clothes available in the store. During her evening walk, Marsha suddenly realizes that she should conduct a survey to find out what customers desire. Which of the following is most likely to be Marsha's next step in the context of the creative process? a.

Verification b.

Incubation c.

Immersion d.

Opportunity recognition ANSWER: a RATIONALE: After the insight step in which the problem solution flashes into the person’s mind at an unexpected time, the next step is verification.

POINTS: 1 DIFFICULTY: Challenging

LEARNING OBJECT 11.1 IVES: NATIONAL STANDA United States - BUSPROG: Diversity RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Steps in the Creative Process KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 48. Which of the following examples shows the cognitive abilities of a creative person? a. Martin is able to think of several alternatives for a problem. b. Elisa focuses on a single solution for a given problem. c. Evan does not feel the need to get an approval from his colleagues for his ideas. d. Rachael is confident about her ideas and is open to criticism from her colleagues.

ANSWER: a RATIONALE: Creative people show an identifiable intellectual style: being able to think divergently. They are able to expand the number of alternatives to a problem, thus moving away from a single solution.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 49. Anthony works in the design team of a publishing company. He is not particular about obtaining approval from his team members for his creative design ideas. Hence, it can be observed from the given scenario that _____. a. creative people focus on consensus b. creative people are generally nonconformists c. creative people focus on convergent thinking d. creative people are often frustrated ANSWER: b RATIONALE: Creative people are frequently nonconformists and do not need strong approval from the group. They prefer to search for alternatives than worry about attaining consensus.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders

KEYWORDS: NOTES:

Bloom's: Application Digital Story: Perform

50. Glow Inc., a company producing personal care products, plans to launch new skin care products for middle-aged men and women. The company is looking at unique and innovative products. The top management decides to collect ideas from all the employees. In order to encourage its employees to think creatively, the company should _____. a. establish idea quotas to generate new ideas b. promote convergent thinking c. ensure that the employees focus on a single solution d. the emphasis is on the most frequent solution ANSWER: a RATIONALE: To facilitate having fresh ideas, the leader or manager can establish idea quotas, such as by asking staff members to bring one new idea to each meeting. Although the vast majority of these ideas may not lead to innovation, a few good ones will emerge.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 51. Abraham, the manager of the development team in a software firm, is entrusted with the task of coming up with a creative idea for the company's next new product. Abraham consults people from other teams such as marketing, testing, and customer support for inputs and suggestions that could result in a unique and creative idea. In order to improve his creative thinking, Abraham is playing the role of a(n) _____. a. lawyer b. explorer c. judge d. artist ANSWER: b RATIONALE: Being an explorer involves speaking to people in different fields and getting ideas that can bring about innovations for your group. For example, if you manage a telecommunications group, speak to salespeople and manufacturing specialists.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform

52. Which of the following examples illustrates practices that enhance creativity? a. AB Inc. has a rigid organizational structure that inlcudes layers of approval, fixed office timings, and a large amount of paperwork for new projects. b. Nicholas and his colleagues think in a convergent manner to focus on a single and frequently used solution to problems. c. Eric, a team manager, encourages his team members to choose the best possible method for reaching a particular target. d. Tanya, a graphic designer for a popular magazine, looks to gain approval from her team mates for her innovative ideas rather than finding other alternatives.

ANSWER: c RATIONALE: Workers also tend to be more creative when they are granted the freedom to choose which method is best for attaining a work goal.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECT 11.5 IVES: NATIONAL STANDA United States - BUSPROG: Diversity RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 53. Milton, a manager, is forced to turn down an idea for a new product from Steven, one of his most creative team members because of financial limitations. In order to prevent Steven from feeling discouraged, Milton should _____. a. give gentle feedback to Steven when turning down the idea b. recommend convergent thinking to improve Steven's creativity c. suggest that frequently used approaches to problems should be used d. encourage him to work toward a single solution for problems ANSWER: a RATIONALE: Creative employees are emotionally involved with their work. As a result, they are likely to interpret criticism as a personal attack on their self-worth.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 54. Age Inc., a company producing scientific instruments, has a dedicated team working on product innovations. This team is not involved in the company's regular activities. The team is provided with ample resources and has direct access to the company's senior management team. From the given scenario, it can be inferred that _____.

a. b. c. d.

ANSWER: RATIONALE:

innaovation is continuously pursued risk taking is discouraged the company's departments are integrated ideas are not shared among different teams a A major characteristic of the Most Admired Companies, as compiled by the Hay Group consultancy for Fortune, is constant innovation. Translated into practice, this means that company leaders stay alert to innovative possibilities.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.6 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 55. Daphne, a manager, provides her team members the freedom to generate new ideas for products. At the same time, she also ensures that an idea is chosen among the alternatives. Which of the following practices for enhancing creativity is shown in the given example? a.

Pet-peeve technique b.

Experience of flow c.

Loose-tight leadership d.

Autocratic leadership ANSWER: c RATIONALE: Looseness refers to granting space for new ideas and exploration, whereas a tight approach means finally making a choice among the alternatives.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJEC11.6 TIVES: NATIONAL STAND United States - BUSPROG: Diversity ARDS: STATE STANDARDUnited States - OHIO - DISC: Leadership Principles S: TOPICS: Additional Leadership Practices That Enhance Innovation KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 56. Which of the following is a personality trait of a creative person? a.

Self-confident b.

Conformist c.

Able to think divergently d.

Highly intelligent ANSWER: a

RATIONALE:

Self-confidence is an influential factor for enhancing the creativity necessary for successful entrepreneurship.But because they are reasonably self-confident, they are able to cope with criticism of their ideas, and they can tolerate the isolation necessary for developing ideas.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.2 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Characteristics of Creative Leaders KEYWORDS: Digital Story: Connect Essay 57. Sarah is a popular jewelry designer. In order to cater to the varying needs of her clients and to sustain her competitive advantage in the market, Sarah needs to produce innovative designs by being creative. What steps can Sarah take to enhance her creative thinking abilities?

ANSWER: By thinking creatively, a person can form a new enterprise or enlarge an existing one that can keep many people engaged in productive activity. However, the creative idea has to be executed properly for innovation to take place. In order to enhance her creative thinking skills, Sarah can do any of the following: 1. Practice creativity-enhancing activities.

2. Stay alert to opportunities.

3. Maintain an enthusiastic attitude, including being happy.

4. Maintain and use a systematic place for recording ideas.

5. Play the roles of explorer, artist, judge, and lawyer.

6. Engage in appropriate physical exercise.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.1,11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Steps in the Creative Process, Self-Help Techniques to Enhance Creative Problem Solving KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 58. Christian takes over as the managing director of a company producing automotive components. He observes that all the employees look at standard ways of solving problems and developing new products. Creativity is extremely limited.

Christian plans to promote creative thinking among the employees of the company. What are the methods that can be used

by Christian to enhance creativity in the organization?

ANSWER: Creative problem solving requires an ability to overcome traditional thinking. The concept of traditional thinking is relative, but it generally refers to a standard and frequent way of finding a solution to a problem. The central task in becoming creative is to break down rigid thinking that blocks new ideas. Christian can follow any of the following organizational practices to enhance creativity: 1. Systematically collect fresh ideas, including the use of whiteboards and granting time to explore

ideas.

2. Use brainstorming.

3. Follow the Pet-peeve technique.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.3, 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Traditional Thinking as a Creativity Strategy, Organizational Methods to Enhance Creativity KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 59. Edward is a manager in a company that encourages creativity among its employees. An organizational environment suitable for creative thinking is established by the top management. Edward is in charge of one of the teams focusing on product innovation. How can Edward manage the team members effectively without hampering their creativity?

ANSWER:

Leaders need to develop creative ideas of their own to improve productivity and satisfaction.

Establishing a climate, or culture, conducive to creative problem solving is another requirement of effective leadership. Edward can take the following steps to manage creative members of his team: 1. Give creative people tools and resources that allow their work to stand out.

2. Give creative people flexibility and a minimum amount of structure.

3. Give gentle feedback when turning down an idea.

4. Employ creative people to manage and evaluate creative workers.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Establishing a Climate and Culture for Creative Thinking KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead

1. The _____ is a leadership network aimed at doing one’s assigned task more effectively. a. strategic b. peer leadership network c. personal network d. operational network ANSWER: d RATIONALE: The operational network is aimed at doing one’s assigned task more effectively. It involves cultivating stronger relationships with coworkers whose membership in the network is clear.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.1 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Communication Networks for Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 2. Attempts at persuasion, including inspirational speaking and writing, begin with the: a. use of technical jargon. b. credibility of the message sender. c. adaption of the message to the speaker's interests. d. use of vocalized pauses.

ANSWER: b RATIONALE: Attempts at persuasion, including inspirational speaking and writing, begin with the credibility of the message sender. If the speaker is perceived as highly credible, the attempt at persuasive communication is more likely to be successful.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 3. To persuade group members to accept their idea, it is recommended that leaders: a. explain the benefits of their proposal. b. move quickly into a crisis leadership mode. c. use at least four characteristics of the power-oriented linguistic style at the same time. d. use technical jargon extensively.

ANSWER: a

RATIONALE:

A leader is constrained by the willingness of group members to take action on his or her suggestions and initiatives. As a consequence, the leader must explain to group members how they can benefit from what he or she proposes.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 4. Anecdotes are particularly useful in persuading group members about the: a. capabilities of the group leader. b. company's profit picture. c. problems facing the company in the future. d. importance of organizational values.

ANSWER: d RATIONALE: Anecdotes are a powerful part of a leader’s kit of persuasive and influence tactics. A carefully chosen anecdote is also useful in persuading group members about the importance of organizational values. So long as the anecdote is not repeated too frequently, it can communicate an important message.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 5. Front-loading communication messages involves: a. placing key ideas at the beginning of a conversation. b. sprinkling business talk with jargon. c. appealing to the self-interest of people. d. emphasizing indirect talk rather than direct talk.

ANSWER: a RATIONALE: Writing, in addition to speaking, is more persuasive when key ideas are placed at the beginning of a conversation, e-mail message, paragraph, or sentence. Front-loaded messages are particularly important for leaders because people expect leaders to be forceful communicators.

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 6. A person's linguistic style: a. directly reflects the company's culture. b. determines that person's reading comprehension. c. is his or her characteristic speaking pattern. d. is closely related to his or her leadership style.

ANSWER: c RATIONALE: A major part of being persuasive involves choosing the correct linguistic style, a person’s characteristic speaking pattern. According to Deborah Tannen, linguistic style involves such aspects as amount of directness, pacing and pausing, word choice, and the use of such communication devices as jokes, figures of speech, anecdotes, questions, and apologies.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.3 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 7. Sprinkling business talk with jargon is useful in: a. making the speaker appear highly original. b. adding to a person's popularity. c. inspiring workers to a higher purpose. d. avoiding stereotyped thinking.

ANSWER: b RATIONALE: Sprinkling business talk with jargon does indeed help establish rapport and adds to a person’s popularity. But too much jargon makes a person seem stereotyped in thinking, and perhaps even unwilling to express an original thought—and therefore lacking power.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 8. Which one of the following is the farthest removed from a power-oriented linguistic style? a.

Emphasizing indirect talk b.

Apologizing infrequently c.

Downplaying uncertainty d.

Setting the agenda for a conversation ANSWER: a RATIONALE: The power-oriented linguistic style emphasizes direct talk rather than indirect talk.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJECTIVES: 12.3 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 9. A communication strategy that can make people appear powerful is: a. being short in verbal presentations. b. boldly attacking people. c. emphasizing self-deprecation. d. knowing exactly what they want.

ANSWER: d RATIONALE: People should know exactly what they want. Their chances of selling an idea increase to the extent that they have clarified the idea in their own mind.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.3 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 10. A basic principle of persuasion is: a. it takes one to know one. b. first things first. c. people like those who like them. d. people listen to avoid punishment.

ANSWER: RATIONALE:

c As a leader, people have a better chance of persuading and influencing group members who like them.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVES 11.4 : NATIONAL STANDARDS United States - BUSPROG: Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 11. Which one of the following is the farthest removed from the six basic principles of persuasion? a.

People like those who like them. b.

People want what they can have most of. c.

People defer to experts. d.

People repay in kind.

ANSWER: b RATIONALE: People want more of what they can have less of. An application of this principle is that the leader can persuade group members to act in a particular direction if the members believe that the resource at issue is shrinking rapidly.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 12. Department head Matt wants the department members to be convinced of the merits of a new procedure. He gets a well-liked worker to speak in favor of the new procedure. Matt is using the persuasion principle known as: a. reciprocity. b. consistency. c. scarcity. d. social proof.

ANSWER: d RATIONALE: Persuasion can have high impact when it comes from peers. If a leader wants to influence a group to convert to a new procedure, he or she should ask a believer to speak up in a meeting or send his or her statement of support via e-mail.

POINTS: 1 DIFFICULTY: Challenging

LEARNING OBJE 11.4 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 13. When communicating with people from different cultures, it is important to: a. focus on cultural stereotypes. b. spend time interpreting their accent and personal appearance c. be sensitive to differences in nonverbal communication. d. generalize the appearance of people belonging to a particular group.

ANSWER: c RATIONALE: A person from another culture may misinterpret nonverbal signals. To use positive reinforcement, some managers will give a sideways hug to an employee or will touch the employee’s arm.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 14. In terms of leadership and management, listening is: a. much less important than talking. b. a way of weakening the leader or manager's position. c. a useful luxury. d. an opportunity for dialogue and conversation.

ANSWER: d RATIONALE: Listening is a fundamental management and leadership skill. Listening also provides the opportunity for dialogue and conversation, in which people understand each other better by taking turns having their point of view understood.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill

KEYWORDS: NOTES:

Bloom's: Knowledge Digital Story: Engage

15. A major listening problem many leaders face is that they: a. are overloaded with responsibilites. b. feel listening is a sign of weakness. c. never ask questions to clarify issues. d. are convinced that listening is for wimps.

ANSWER: a RATIONALE: Two major impediments face the leader who wants to be an effective listener. First, the leader is so often overloaded with responsibilities, including analytical work, that it is difficult to take the time to carefully listen to subordinates. Second is the speed difference between speaking and listening.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 16. Materials handling manager Mary Ann wants to make the rounds. Therefore, she: a. casually drops by the cubicles of her direct reports to chat. b. drops in on higher-ranking managers to discuss strategy. c. sends an intranet survey to direct reports asking for their input on problems. d. makes an informal inspection of other departments.

ANSWER: a RATIONALE: Making the rounds refers to the leader casually dropping by constituents to listen to their accomplishments, concerns, and problems and to share information.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 11.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 17. Team leader Steve wants to personally observe the problems and developments within his team. Which of the following techniques is most likely to suit his purpose? a.

Using a power-oriented linguistic style b.

Management by story telling

c. d.

Making the rounds Selective listening ANSWER: c RATIONALE: Making the rounds refers to the leader casually dropping by constituents to listen to their accomplishments, concerns, and problems and to share information. Rounding is a well-established concept from health care in which the physician talks to patients and other health care workers to observe problems and progress firsthand.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.5 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 18. In cross-cultural relations, an attitude of highest respect is to communicate the belief that another person's culture is: a. of considerable value, but still not as good as yours. b. different from but not inferior to yours. c. good enough to be exported to your country. d. in the top 10 percent of world cultures.

ANSWER: b RATIONALE: The attitude of highest respect is to communicate your belief that although another person’s culture is different from yours, it is not inferior to your culture. Showing respect for another culture can be more important than being bilingual in overcoming communication barriers.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 19. Which of the following communication approaches is the most likely to be helpful in overcoming cross-cultural communication barriers? a. Judging others by the quality of their communication b. Speaking slowly and clearly to people c. Speaking English because it is a universal language d. Sticking with the etiquette of your country ANSWER: b RATIONALE: When working with people who do not speak your language fluently, speak in an easy-to-understand

manner. Minimize the use of idioms and analogies specific to your language.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.6 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 20. Which of the following suggestions is least likely to improve cross-cultural communication? a. Do not be diverted by style, accent, grammar, or appearance. b. Be sensitive to differences in cross-cultural communication. c. Emphasize racial or ethnic identification to give people full credit. d. Observe cross-cultural differences in etiquette.

ANSWER: c RATIONALE: Using a person’s race or ethnicity as an adjective or other descriptor often suggests a negative stereotype.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 12.6 S: NATIONAL STANDARDS United States - BUSPROG - Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 21. A key barrier to cross-cultural communication is to confuse the identity of people because they: a. have similar personality characteristics. b. are members of the same race or ethnic group. c. have a distinguishing feature such as eye color. d. have similar economic values.

ANSWER: b RATIONALE: A major crosscultural insult is to confuse the identity of people because they are members of the same race or ethnic group.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 12.6 VES: NATIONAL STANDAR United States - BUSPROG: Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles

TOPICS: KEYWORDS: NOTES:

Overcoming Cross-Cultural Communication Barriers Bloom's: Knowledge Digital Story: Engage

22. A symptom of conflict with extremely negative consequences is when an organization: a. has departments competing for dominance behind the scenes. b. engages in the collaborative style of conflict management. c. focuses its energy in struggling with the competition. d. uses mediators to help settle disputes.

ANSWER: a RATIONALE: Departmental competition has been regarded as the ugly underbelly of all sizes of companies, often resulting in product delays, increased costs, and dwindling market shares as departments fight each other for domination behind the scenes.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 23. A useful variation of the collaborative style of conflict management is to: a. ignore criticism. b. give the other side whatever he or she wants. c. agree with the person criticizing you. d. cut way back on your initial demand or offer.

ANSWER: c RATIONALE: The collaborative style of conflict management has many variations, one of which is to agree with the person criticizing you. When you agree with a critic, you show that you seek a solution, not a way to demonstrate that you are right.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 24. When attempting to resolve conflict between two group members, leaders are advised to: a. use a win-lose approach.

b. use confrontation and problem solving. c. modify the organization structure. d. work with each side alone to reach a solution.

ANSWER: b RATIONALE: The most useful approach is to get the parties in conflict to engage in confrontation and problem solving.The manager sits down with the two sides and encourages them to talk to each other about the problem.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 25. The purpose of collaboration is to: a. maximize the gain for one party at the expense of the other. b. find a good compromise solution to the dispute. c. combine several approaches to conflict resolution. d. search for win-win solutions to conflicts.

ANSWER: d RATIONALE: The user of win–win approaches is genuinely concerned about arriving at a settlement that meets the needs of both parties, or at least does not badly damage the welfare of the other side. When collaborative approaches to resolving conflict are used, the relationships among the parties are built on and improved.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 26. The approaches to negotiation that emphasize collaboration focus on: a. beginning with a plausible offer. b. positions, rather than interests. c. avoidance and unassertivenss. d. win-lose power struggles.

ANSWER: a RATIONALE: A plausible demand is better because it reflects good faith bargaining. Also, if a third party has to

resolve the conflict, a plausible demand or offer will receive more sympathy than an implausible one.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 27. The true object of negotiation is to: a. first make a lower offer than you are willing to pay. b. make a higher demand than you are willing to accept. c. satisfy the underlying interests of both sides. d. focus on positions, rather than interests.

ANSWER: c RATIONALE: Rather than clinging to specific negotiating points, one should keep overall interests in mind and try to satisfy them. The true object of negotiation is to satisfy the underlying interests of both sides.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 28. A stereotype of difference in negotiation style noted between Americans and negotiators in other countries is that Americans are more likely to: a. make major concessions to the other side. b. be indirect and evasive about their true position. c. slowly build relationships. d. move quickly toward a resolution of the problem.

ANSWER: d RATIONALE: Frank L. Acuff notes that Americans often have a nononsense approach to negotiation. A key attitude underlying the U.S. approach to negotiation is “Tell it like it is.”

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS:

STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 29. The _____ style of conflict management is halfway between domination and appeasement. a. avoidant b. sharing c. collaborative d. accommodative ANSWER: b RATIONALE: The sharing style is halfway between domination and appeasement. Sharers prefer moderate but incomplete satisfaction for both parties, which results in a compromise.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 30. Bartering is a form of negotiation in which _____. a. people become self-sacrificing or generous just to maintain a relationship b. a moderate but incomplete satisfaction for both parties results in a compromise c. the parties exchange goods and services in a manner pleasing both sides d. people withdraw from conflict or rely upon fate ANSWER: c RATIONALE: In bartering, the parties exchange one set of goods and services for another, in a way that pleases both sides.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 12.7 S: NATIONAL STANDARD United States - BUSPROG - Analytic S: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 31. Effective communication is a major tool the leader can use to inspire organizational members to take responsibility for creating a better future.

a. b.

True False

ANSWER: RATIONALE:

True John Hamm notes that effective communication is a leader’s most essential tool for executing the essential job of leadership: inspiring organizational members to take responsibility for creating a better future. Effective communication skills contribute to inspirational leadership.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.1 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Communication Networks for Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 32. A useful contributor to inspirational communication is to sprinkle a conversation with emotion-provoking words. a.

True b.

False ANSWER: True RATIONALE: An expert persuasive tactic is to sprinkle your speech with emotionprovoking— and therefore inspiring —words. Emotion-provoking words bring forth images of exciting events.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 33. Anecdotes make their strongest contribution in communicating technical information and facts and figures to employees. a.

True b.

False ANSWER: False RATIONALE: Although storytelling is an ancient art, it is more in vogue than ever as a method for leaders to influence and inspire others. A carefully chosen anecdote is also useful in persuading group members about the importance of organizational values.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.2 CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 34. Although relying on data to support conclusions is impressive, a persuasive communicator should also express confidence in his or her intuition. a.

True b.

False ANSWER: True RATIONALE: Being too dependent on data could suggest that a leader has little faith in his or her own intuition. An important issue, then, is for the leader to find the right balance between relying on data and using intuition alone when communicating an important point.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Connect 35. A frame in communication is built around the best context for responding to the needs of others. a.

True b.

False ANSWER: True RATIONALE: The frame is built around the best context for responding to the needs of others. An example would be to use the frame, “Let’s dig a little deeper,” when the other people present know something is wrong but cannot pinpoint the problem.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.3 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 36. It is much easier to persuade people who like you.

a. b.

True False

ANSWER: RATIONALE:

True People like those who like them. As a leader, you have a better chance of persuading and influencing group members who like you.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECT 12.4 IVES: NATIONAL STANDA United States - BUSPROG - Analytic RDS: STATE STANDARDS United States - OHIO - DISC: Leadership Principles : TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 37. It is easier for the leader to influence others when he or she can make the constituents believe the resource at issue is in abundant supply. a.

True b.

False ANSWER: False RATIONALE: People want more of what they can have less of. An application of this principle is that the leader can persuade group members to act in a particular direction if the members believe that the resource at issue is shrinking rapidly.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 12.4 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 38. A challenge for the leader who wants to listen carefully to subordinates is that most people speak much faster than they can listen. a.

True b.

False ANSWER: False RATIONALE: The speed difference between speaking and listening is an impediment for a leader wanting to be an effective listener. The average rate of speaking is between 110 and 200 words per minute, yet people can listen in the range of 400 to 3,000 words per minute.

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE12.5

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Comprenhension NOTES: Digital Story: Connect 39. A problem noted with selective listening on the part of the leader is that it can block him or her from paying attention to a full range of problems. a.

True b.

False ANSWER: True RATIONALE: Organizational leaders are so often bombarded with demands and information that it is difficult to be attentive to a full range of problems. So the leader makes an intentional or unintentional decision to listen to just certain problems.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 40. The recommended way for a manager to make the rounds is to start the work day with an e-mail message to all direct reports asking for their input on problems and concerns. a.

True b.

False ANSWER: False RATIONALE: Making the rounds refers to the leader casually dropping by constituents to listen to their accomplishments, concerns, and problems and to share information.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.5 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

41. A sign of possible misunderstanding when communicating with a person whose first language is not the same as yours is inappropriate laughter on his or her part. a.

True b.

False ANSWER: True RATIONALE: Signs of misunderstanding may include nods and smiles not directly connected to what you are saying, a lack of questions, inappropriate laughter, and a blank expression.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.6 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 42. A helpful way of overcoming cross-cultural communication barriers is to make frequent reference to a person's race or ethnicity, such as saying, "I would like you to meet Hector, our Latino member, who is a specialist in website construction." a.

True b.

False ANSWER: False RATIONALE: Using a person’s race or ethnicity as an adjective or other descriptor often suggests a negative stereotype.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 12.6 S: NATIONAL STANDARDS United States - BUSPROG - Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 43. Confrontation and problem solving is a useful technique for a leader who is attempting to get two direct reports to resolve a conflict between them. a.

True b.

False ANSWER: True RATIONALE: The most useful approach is to get the parties in conflict to engage in confrontation and problem solving.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIVE 12.7

S: NATIONAL STANDARDS United States - BUSPROG - Analytic : STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 44. Being the first to listen during a negotiation session results in distrust. a.

True b.

False ANSWER: False RATIONALE: Being the first to listen helps establish trust. Listening also involves paying attention to what the other side is saying.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 12.7 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 45. During negotiations, the focus should be on positions rather than interests. a.

True b.

False ANSWER: False RATIONALE: Rather than clinging to specific negotiating points, one should keep overall interests in mind and try to satisfy them.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTIV 12.7 ES: NATIONAL STANDAR United States - BUSPROG - Analytic DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 46. Beginning with an extreme demand is the best approach toward negotiation. a.

True b.

False ANSWER: False

RATIONALE:

The theory is that the final compromise will be closer to the true demand or offer than if the negotiation were opened more realistically. But a plausible demand is better because it reflects good faith bargaining.

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 47. Mark, the manager of the marketing team of a company, often contacts the members of the finance team for budgetrelated details. Mark needs this information to design marketing strategies that fall within the allocated budget. Which leadership is Mark using for performing his tasks efficiently? a.

Strategic network b.

Operational network c.

Personal network d.

Peer leadership network ANSWER: b RATIONALE: The operational network is aimed at doing one’s assigned task more effectively. It involves cultivating stronger relationships with coworkers whose membership in the network is clear.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Communication Networks for Leaders KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 48. Which of the following examples illustrates an indirect tie according to the strength-of-ties perspective? a. Alfred and Anthony are close friends and often send messages to each other. b. Martin contacts his friend Edwin through a networking site. c. Sarah is connected to Michael through her friend Shirley. d. Nancy is part of a group formed by her close friends from college on a social networking site.

ANSWER: c RATIONALE: Direct versus indirect ties relate to whether you are directly connected to a person because of a contact you developed, or indirectly, such as a friend of a friend.

POINTS: 1 DIFFICULTY: Challenging

LEARNING OBJE 12.1 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Communication Networks for Leaders KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 49. Stuart, the director of a company producing electrical appliances, is preparing to address the sales team to appreciate their performance. When preparing his message for the speech, Stuart should ensure that _____. a. the message is geared to the listeners b. anecdotes are completely avoided c. the message is driven totally by data d. sufficient vocal pauses are present ANSWER: a RATIONALE: An axiom of persuasive communication is that a speaker must adapt the message to the listener’s interests and motivations.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECTI 12.2 VES: NATIONAL STANDAR United States - BUSPROG: Reflective Thinking DS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 50. Morris, a team manager, needs to write an email to his team members about the targets to be achieved for the year. He decides to write a front-loaded message to convey the necessary information. Hence Morris is most likely to: a. write the email using passive voice. b. place key ideas at the beginning of the email. c. write the entire email using technical jargon. d. be bold about people and tentative about ideas.

ANSWER: b RATIONALE: Writing, in addition to speaking, is more persuasive when key ideas are placed at the beginning of a conversation, e-mail message, paragraph, or sentence. Front-loaded messages are particularly important for leaders because people expect leaders to be forceful communicators.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.2 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Inspirational and Powerful Communication Bloom's: Application Digital Story: Perform

51. Which of the following examples shows the use of a power-oriented linguistic style? a. Karen writes most of her business memos and letters using the passive voice. b. Janet speaks in a loud and clear voice during team meetings so that everyone can hear her. c. Abraham often delivers lengthy speeches with no concrete conclusions when addressing his subordinates. d. Milton uses a substantive amount of business jargon in his emails pertaining to new projects.

ANSWER: b RATIONALE: Speak loudly enough to be heard by the majority of people with at least average hearing ability.

Speaking too softly projects an image of low selfconfidence.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 52. James, a manager, inspires his team members to be prompt in meeting project deadlines by completing his tasks on time. Which of the following principles of persuasion is seen in the given scenario? a.

Reciprocity b.

Scarcity c.

Social proof d.

Liking ANSWER: a RATIONALE: People repay in kind. Managers can often influence group members to behave in a particular way by displaying the behavior first.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECT 12.4 IVES: NATIONAL STANDA United States - BUSPROG: Reflective Thinking RDS: STATE STANDARDS:United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

Inspirational and Powerful Communication Bloom's: Application Digital Story: Perform

53. Which of the following examples illustrates selective listening? a. Jenniffer, a team leader, asks a number of questions and listens to answers during face-to-face meetings with her subordinates.

b. Mark tries to sort out problems among his team mates by acting as a mediator and allowing them to talk to each other about thier problems. c. As the director of a company, Adolf is extremely busy and listens only to information on the company's position in the stock market. d. Tony, a team manager, often casually stops by his team members' work stations and talks to them about their work and other issues and concerns.

ANSWER: c RATIONALE: Organizational leaders are so often bombarded with demands and information that it is difficult to be attentive to a full range of problems. So the leader makes an intentional or unintentional decision to listen to just certain problems.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.5 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Listening as a Leadership Skill KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 54. Which of the following examples shows a way of overcoming cross-cultural communication barriers? a. Pauline, a customer service executive handling international customers, often uses basic words and phrases of the customers' native languages. b. Richard, the business development head of a company, ensures that he uses straightforward language when talking to international clients. c. Maria, the leader of a culturally diverse team in an organization, often makes references to the ethnicity of the team members during team meetings. d. Dominic, an attorney often handling international mergers and acquisitions for various companies, gives a lot of importance to the style and appearance of his counterparts.

ANSWER: b RATIONALE: When working with people who do not speak your language fluently, speak in an easy-to-understand manner. Minimize the use of idioms and analogies specific to your language.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.6 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Overcoming Cross-Cultural Communication Barriers KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 55. Susan, a telemarketing executive of a company producing household appliances, receives a complaint from one of the customers for a week's delay in delivery. In order to pacify the customer, Susan offers to deduct delivery charges. Susan takes this decision because the customer happensto be a regular user of the company's products and she does not want the

company to lose a valuable customer. Which style of conflict management is Susan using in the given example? a.

Accommodative style b.

Competitive style c.

Sharing style d.

Avoidant style ANSWER: a RATIONALE: The accommodative style favors appeasement, or satisfying the other’s concerns without taking care of one’s own. People with this orientation may be generous or self-sacrificing just to maintain a relationship.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 56. Steven, the legal representative of a company entering into a joint venture with another firm, formulates an agreement after discussions with his counteparts. The agreement is such that both companies are satisfied and stand to gain from the joint venture. The given example shows the _____ style of conflict management. a. accommodative b. competitive c. collaborative d. avoidant ANSWER: c RATIONALE: In contrast to the other styles, the collaborative style reflects a desire to fully satisfy the desires of both parties. It is based on the underlying philosophy of the win–win approach to conflict resolution, the belief that after conflict has been resolved, both sides should gain something of value.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 57. Bright Inc., a company exporting electrical appliances, fails to deliver a large shipment on time to a customer in a different country due to certain technical problems, In order to avoid embarassment, the officials of Bright Inc. conduct themselves in a dignified manner as they may have to deal with the customer in future. Which of the following aspects of negotiation is seen in the given example? a.

Face saving

b.

Bartering c.

Making the rounds d.

Confrontation ANSWER: a RATIONALE: While negotiating, it is important to recognize that you might want to make another deal, another day, with the same party. As a result, you want to conduct yourself in a dignified way and not attempt to maximize gain for yourself and minimize gain for the other side. Allowing for face saving is one of the principles of leadership espoused by Dale Carnegie that has considerable empirical and theoretical support.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.7 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Leader’s Role in Resolving Conflict and Negotiating KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 58. Gavin, the chief executive officer of a pharmaceutical company, is scheduled to address the company's research and development team to appreciate their achievements and present the company's agenda for the next year. Gavin prepares his speech focusing on the research team's activities and plans relevant to their function. In order to convey power and authority, what are the steps to be taken by Gavin while delivering the speech?

ANSWER: An axiom of persuasive communication is that a speaker must adapt the message to the listener’s interests and motivations. In order to convey power and authority while speaking, Gavin should take the following steps: 1. Speak loudly enough to be heard by the majority of people with at least average hearing ability.

2. Use the pronoun I to receive more credit for ideas.

3. Make the point quickly.

4. Emphasize direct rather than indirect talk.

5. Weed out wimpy words.

6. Know exactly what is wanted.

7. Speak at length, set the agenda for a conversation, make jokes, and laugh.

8. Strive to be bold when making statements.

9. Frame comments in a way that increases thelistener’s receptivity.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.2, 12.3 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 59. Austin is a team leader with excellent speaking skills. His messages convey power and authority. His team has landed

an extremely challenging project that requires extra effort from each member because of the tight deadlines involved.

What are the other strategies Austin can use to persuade his team members to give their best performance for the project's success?

ANSWER: A major part of being persuasive involves choosing the correct linguistic style, a person’s characteristic speaking pattern. A power-oriented linguistic style gives power and authority to message senders in many situations. Austin can use any of the following principles for supplementing hsi power-oriented talks to persuade his team to perform.

1. Liking: People like those who like them.

2. Reciprocity: People repay in kind.

3. Social proof: People follow the lead of similar others.

4. Consistency: People align with their clear commitments.

5. Authority: People defer to experts.

6. Scarcity: People want more of what they can have less of.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 12.3, 12.4 CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Inspirational and Powerful Communication KEYWORDS: Bloom's: Evaluation NOTES: Digital Story: Lead 60. Clement, the chief executive officer of a comapny, is negotiating a business deal with an international company. He wants to ensure that the business deal offers the maximum benefits for both the companies. What steps should Clement follow during negotiations to reach an agreement beneficial to both the companies?

ANSWER: Clement can follow any of the following approches to ensure a win-win situation or maximum benefits to both the companies.

1. Listenfirst to investigate what the other side wants.

2. Begin with a plausible demand or offer.

3. Focus on interests, not positions.

4. Be sensitive to international differences in negotiating style 5. Allow for face saving POINTS: 1 DIFFICULTY: Challenging LEARNING OBJECTI 12.7 VES: NATIONAL STANDA United States - BUSPROG: Reflective Thinking RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: KEYWORDS: NOTES:

The Leader’s Role in Resolving Conflict and Negotiating Bloom's: Evaluation Digital Story: Lead

True / False 1. Strategic leadership is more concerned with goal setting than with inspiration. a.

True b.

False ANSWER: False RATIONALE: Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. A key characteristic of strategic thinking is that it involves high-level cognitive activity on the part of the leader. a.

True b.

False ANSWER: True RATIONALE: Thinking strategically requires high-level cognitive skills, such as the ability to think conceptually, absorb and make sense of multiple trends, and condense all of this information into a straightforward plan of action. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. Asking what-if questions is part of formulating strategies. a.

True b.

False ANSWER: True RATIONALE: Emphasizing the cognitive activity of the leader helps emphasize that the leader plays a major role in strategy formulation. Creative problem solving is also important because the strategic leader has to develop alternative courses of action for shaping the organization. Furthermore, asking what-if questions requires imagination. See "The Nature of Strategic Leadership."

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 4. A recommended method of achieving revolutionary thinking is for a firm to engage in four types of incrementalism at the same time. a.

True b.

False ANSWER: False RATIONALE: To be an industry leader, a company’s leaders must think in revolutionary terms. Revolutionary companies such as Amazon.com and Netflix create the rules for others to follow. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. An example of contrarian thinking on the part of the owner of a pizza chain might be, "Why bother diversifying into subs and calzones like most of our competition? Let's just focus on selling excellent pizza." a.

True b.

False ANSWER: True RATIONALE: The owner of the pizza chain is engaged in contrarian thinking because he does not follow his competitors. Contrarian thinking, in which the leader rejects conventional wisdom, is much like the investor who trolls for hidden value in out-of-favor stocks. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Comprehension

NOTES:

Digital story: Connect

6. A vision should point to which activities an organization should take on and which activities it should avoid. a.

True b.

False ANSWER: True RATIONALE: James R. Lucas, a specialist in vision formulation, writes that a carefully considered and articulated vision helps us know who we are and who we are not. The vision also points to what we do successfully and what we do not, which activities we should take on and which we should avoid. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 7. An external threat in a SWOT analysis refers primarily to laws that would be broken by implementing a particular strategy. a.

True b.

False ANSWER: False RATIONALE: The purpose of analyzing external threats is to assess what possible negative impact socioeconomic, political, environmental, and demographic factors may have on the organization. See "Conducting a SWOT Analysis."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 8. The business strategy of differentiation involves making a product or service unique by offering it at an unusually low price. a.

True b.

False ANSWER: False

RATIONALE:

A differentiation strategy seeks to offer a product or service that the customer perceives as being different from available alternatives. The organization may use advertising, distinctive features, exceptional service, or new technology to gain this perception of uniqueness. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 9. An example of a strategic alliance would be a train manufacturer and an airplane manufacturer working jointly to build a train that will travel without touching the rails. a.

True b.

False ANSWER: True RATIONALE: A modern business strategy is to form alliances, or joint ventures, with other companies to exploit a market opportunity. Strategic alliances have become more common as leaders in the high-tech industry attempt to capitalize on the strengths of other companies. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 10. The business strategy of acquisition is often used to acquire new technology that a firm needs to broaden its product line. a.

True b.

False ANSWER: True RATIONALE: A standard strategy for growth is for one company to purchase others. Growth in size is important, but companies may also purchase other companies to acquire a new technology or complete a product line. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 11. As a business owner, you are using the Hedgehog concept when you diversify into several unrelated businesses. a.

True b.

False ANSWER: False RATIONALE: Corporate strategist Jim Collins introduced the Hedgehog concept: becoming very good at one thing in a world of companies that spread themselves into many areas where they lack depth. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 12. The purpose of the strategy of competitive advantage is to hire people away from competitors. a.

True b.

False ANSWER: False RATIONALE: A powerful strategy for gaining competitive advantage is to build the organization with talented, wellmotivated people at every level. Talented people may need some leadership direction, but they will think of new products and services and develop effective work processes. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 13. The knowledge creation component of knowledge management is used to spur innovation.

a. b.

True False

ANSWER: RATIONALE:

True Knowledge creation is used to spur innovation. Programs for creating knowledge solicit ideas, insights, and innovations from many sources, including rank and file workers, customers, and business partners, instead of relying exclusively on the research and development staff. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 14. The knowledge application component of knowledge management deals with workers improving their job activities. a.

True b.

False ANSWER: True RATIONALE: Knowledge application is the process of getting workers better at what they do. Many organizations have discovered that the most effective way of encouraging workers to apply knowledge is through basic practices such as mentoring, on-the-job training, and workshops. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. An aspect of effective knowledge management is that organization members acquire power by hoarding and acquiring knowledge. a.

True b.

False ANSWER: False RATIONALE: When knowledge is managed effectively, information is shared as needed, whether it be printed, stored electronically, or rests in the brains of workers. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. An advanced approach to knowledge management is to deliver useful information to workers just at the point when the information is needed. a.

True b.

False ANSWER: True RATIONALE: A very practical form of knowledge management is to deliver information just in time, or at the point at which it is most needed. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: DISC: Leadership principles 17. A major contribution of knowledge management programs is that the electronic storage and retrieval of information makes it almost unnecessary for people to develop ideas by talking face-to-face. a.

True b.

False ANSWER: False RATIONALE: Knowledge management (KM) deals with a cultural focus on knowledge sharing. Managing knowledge is an important leadership role because so few organizations make systematic use of the collective wisdom of employees. Loads of information is often collected in databases, and even through text messaging, but little systematic use is made of the information. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge

NOTES:

Digital story: Engage

18. Organizational learning is facilitated when workers use political skills to make connections with others and influence them in relation to useful knowledge. a.

True b.

False ANSWER: True RATIONALE: For organizational learning to proceed smoothly, workers throughout the organization must have the political skills to make connections with and influence others. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage Multiple Choice 19. An organization's strategy is its: a. method for achieving profit targets. b. overall concept for achieving its objectives. c. master plan for conducting operations. d. analysis of the environment.

ANSWER: b RATIONALE: A key leadership role is to form a strategy, an integrated, overall concept of how a firm will achieve its objectives. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 20. A major purpose of strategic leadership is to: a. provide direction and inspiration in an organization. b. help employees develop operating plans. c. coach group members toward higher levels of effectiveness.

d. apply behavior modification throughout the organization.

ANSWER: a RATIONALE: Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 21. When a company is founded, a major strategic task of the founder is to: a. begin hiring the necessary workers. b. get all the legal work done. c. obtain funds for the company. d. define the purpose of the company.

ANSWER: d RATIONALE: Emphasizing the cognitive activity of the leader helps emphasize that the leader plays a major role in strategy formulation. The leader must think through what makes the organization distinct, and define its purpose. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 22. In relation to an organization, systems thinking refers to: a. understanding how the organization interacts with the environment. b. eliminating waste throughout the organizational system. c. understanding how to motivate a diverse group of employees. d. figuring out how people can interact successfully with machinery.

ANSWER: a RATIONALE: The ability to process information and understand its consequences for the organization in its interaction with the environment is often referred to as systems thinking. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 23. Which of the following is least characteristic of strategic leadership? a. High-level cognitive ability on the part of the leader b. Anticipating and creating a future c. Revolutionary thinking d. The leader as the primary source of input for strategy formulation ANSWER: d RATIONALE: The leader as the primary source of input for strategy formulation is not a key characteristic of strategic leadership. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 24. The recommended approach for strategy formulation by a leader is for him or her to: a. involve people in making only decisions that are less critical. b. inspire a large number of people to help achieve organizational purposes. c. rely heavily on mathematical forecasts of the future. d. delegate the task to the company planning department.

ANSWER: b RATIONALE: Strategic leadership involves developing a concept for an organization, developing the organization, and inspiring large numbers of people to help achieve the purpose of the organization. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership

KEYWORDS: NOTES:

Bloom's: Knowledge Digital story: Engage

25. A major aspect of direction setting by the leader is to: a. anticipate and create a future for the firm. b. implement a goal-setting system. c. practice transactional leadership. d. carefully review past financial results.

ANSWER: a RATIONALE: A major component of leadership is direction setting, which involves anticipating and sometimes creating a future for the enterprise or organizational unit. To set a direction is also to tell the organization what it should be doing. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 26. Nathan is the CEO of a large business firm whose sales are declining rapidly. A superior act of strategic leadership would be for him to: a. give the company a new strategic direction. b. wait for the business cycle to become favorable again. c. persist with the existing strategy with minor changes. d. hire an innovative advertising agency to help improve sales.

ANSWER: a RATIONALE: Nathan must provide a new strategic direction to the company. Formulating and implementing organizational strategy is a process that must quite often be repeated in order for the firm to be competitive and survive. Companies must therefore launch new strategic initiatives from time to time.

The result is a portfolio of advantages that can be built quickly and dropped as rapidly. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect

27. An important characteristic of a strategy developed through revolutionary and contrarian thinking is that it: a. preserves the status quo. b. moves quality up one notch. c. seriously challenges the status quo. d. improves organizational efficiency.

ANSWER: c RATIONALE: To be an industry leader, a company’s leaders must think in revolutionary terms. Revolutionary companies such as Amazon.com and Netflix create the rules for others to follow. According to Hamel, any strategy that does not seriously challenge the status quo is not actually a strategy. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 28. A carefully considered vision statement: a. helps us know who we are and who we are not. b. specifies which short-range goals are achievable. c. deals with the past, present, and future. d. defines reporting relationships throughout the organization.

ANSWER: a RATIONALE: James R. Lucas, a specialist in vision formulation, writes that a carefully considered and articulated vision helps us know who we are and who we are not. See "The Nature of Strategic Leadership."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 29. The purpose of a SWOT analysis is to assess: a. strengths, weaknesses, opportunities, and threats. b. strategies, weaknesses, options, and time. c. satisfactions, worst options, and trade-offs. d. successes, winners, and ominous threats.

ANSWER: a

RATIONALE:

The purpose of a SWOT analysis is to assess strengths, weaknesses, opportunities, and threats in a particular situation. See "Conducting a SWOT Analysis."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 30. The internal weaknesses in a SWOT analysis include factors such as: a. deficiencies in the current management team. b. risks of pursuing a particular course of action. c. cash flow problems the company is experiencing. d. problems associated with maintaining the status quo.

ANSWER: b RATIONALE: Internal weaknesses include factors within the firm that could have a negative impact on the proposed plan. It refers to the risks of pursuing a particular course of action. See "Conducting a SWOT Analysis."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 31. A retailer targeting low income groups is an example of the _____ strategy. a. imitation b. cost-leadership c. focus d. first-mover ANSWER: c RATIONALE: In a focus strategy, the organization concentrates on a specific regional market or buyer group. To gain market share, the company will use either a differentiation or a cost-leadership approach in a targeted market. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 32. A company with a strategy of high quality typically: a. focuses on quality products for high-end consumers. b. concentrates its efforts on consumer products. c. offers the lowest prices. d. supplements quality with other points of differentiation.

ANSWER: d RATIONALE: A basic business strategy is to offer goods or services of higher quality than the competition does.

Because many customers now expect high quality, a quality strategy must be supplemented with other points of differentiation, such as supplying customized features and services that customers desire. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 33. The first-mover strategy deals with: a. relocating a company to a more profitable market. b. getting to the market first. c. being the first to imitate a product. d. being the first company to acquire a competitor.

ANSWER: b RATIONALE: It is important to get products to market quickly because the competition might get there first or might deliver a product or service more rapidly. Getting to market first is also referred to as the first-mover strategy. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders

KEYWORDS: NOTES:

Bloom's: Knowledge Digital story: Engage

34. According to the Hedgehog concept, a company succeeds by: a. entering the market ahead of competition. b. following the benchmarks set by another company. c. entering many fields at the same time. d. becoming very good at one thing.

ANSWER: d RATIONALE: Corporate strategist Jim Collins introduced the Hedgehog concept: becoming very good at one thing in a world of companies that spread themselves into many areas where they lack depth. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 35. A company engages in the brand-leadership strategy when it: a. imitates leading brands. b. diversifies into several successful brands. c. develops the reputation of its brand name. d. develops products that other companies do not offer.

ANSWER: c RATIONALE: Brand leadership refers to succeeding through developing the reputation of a brand name. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. A powerful strategy for gaining competitive advantage is to: a. hire talented, well-motivated people throughout the firm. b. develop the talents among the least talented employees.

c. hire the occasional candidate with a poor employment history to be socially responsible. d. promote employees on the basis of seniority to encourage company loyalty.

ANSWER: a RATIONALE: A powerful strategy for gaining competitive advantage is to build the organization with talented, wellmotivated people at every level. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 37. Which one of the following is NOT one of the three components of knowledge management? a.

Knowledge creation b.

Knowledge hoarding c.

Knowledge dissemination d.

Knowledge application ANSWER: b RATIONALE: Knowledge management (KM) deals with a cultural focus on knowledge sharing. It has three components: knowledge creation, knowledge dissemination, and knowledge application. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 38. The most frequent activity in knowledge management is: a. knowledge development. b. knowledge application. c. knowledge dissemination. d. knowledge creation.

ANSWER: c RATIONALE: Knowledge dissemination through information technology is the most frequent activity within knowledge management. Methods of sharing knowledge include company intranets that consolidate information in one place so that it is more accessible to potential users. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 39. A key part of knowledge management in organizations is: a. selecting intelligent people for key positions. b. spying on what competitors are doing. c. conducting training programs. d. sharing information systematically.

ANSWER: d RATIONALE: Knowledge management (KM) deals with a cultural focus on knowledge sharing. Managing knowledge is an important leadership role because so few organizations make systematic use of the collective wisdom of employees. Loads of information is often collected in databases, and even through text messaging, but little systematic use is made of the information. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 40. To achieve best results, advanced technology for knowledge management should be: a. centralized in a department headed by the chief knowledge officer. b. combined with an organizational culture that values knowledge management. c. installed on every computer in a company. d. installed first in staff departments and then in line departments.

ANSWER: b RATIONALE: Whatever advanced technology is used to implement knowledge management, it works best in an organizational culture that values knowledge and encourages its dissemination. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES:

NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. A major responsibility of a chief knowledge officer is to: a. systematically collect information. b. encourage workers to track down coworkers who have the information they need. c. develop and deliver classroom-based training. d. develop and deliver online training.

ANSWER: a RATIONALE: To facilitate organizational learning, several firms have created a position labeled chief knowledge officer (CKO), or its equivalent. The major justification for creating such a position is that in many companies, human skills, intuition, and wisdom are replacing capital as the most precious resource.

Chief knowledge officers seek to disperse those assets throughout the firm and convert them into innovations. They are in charge of systematically collecting information and connecting people with others who might have valuable information. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 42. A major leadership initiative for enhancing a learning organization is to: a. establish supervisory training programs. b. get workers to focus almost entirely on their own work. c. create a vision to be shared mostly by the top-management team. d. create a strategic intent to learn.

ANSWER: d RATIONALE: A top-level leader should create a strategic intent to learn. Organizational learning then becomes a vehicle for gaining competitive advantage. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles

DS: TOPICS: KEYWORDS: NOTES:

Knowledge Management and the Learning Organization Bloom's: Knowledge Digital story: Engage

43. Peter and his teammates engage in action learning when they: a. learn at a fast pace. b. bring company-relevant cases into the classroom. c. use the Internet as a primary source of learning. d. learn while attacking a significant organizational problem.

ANSWER: d RATIONALE: Action learning, or learning while working on real problems, is a fundamental part of a learning organization. As shown in the given example, participants in action learning are asked to work in teams to attack a significant organizational problem, such as decreasing the cycle time on a project. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 44. Weston Corp., a dairy processing company, is located close to the local dairy farms from where it procures its daily inputs. In the context of SWOT analysis, under which of the following components can this fact be included in the company's strategic planning analysis? a.

External opportunities b.

External threats c.

Internal strengths d.

Internal weaknesses ANSWER: c RATIONALE: The fact that the company is located close to local dairy farms is its biggest strength. The emphasis in the process of evaluating internal strengths is on assessing factors within an organization that will have a positive impact on implementing the plan. See "Conducting a SWOT Analysis."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

45. Daisy Inc.enjoys a monopoly in the procurement and distribution of coffee beans. The company undertakes a strategic analysis of its market position. A local daily newspaper has published a report stating that a global coffee beans producer is entering the region to set up retail stores in order to increase its efficiency in distribution. Daisy Inc. is most likely to include this fact under which of the following components of a SWOT analysis? a.

External opportunities b.

External threats c.

Internal strengths d.

Internal weaknesses ANSWER: b RATIONALE: The fact that a global company is entering the market constitutes an external threat to Daisy Inc. The purpose of analyzing external threats is to assess what possible negative impact socioeconomic, political, environmental, and demographic factors may have on the organization. See "Conducting a SWOT Analysis."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 46. Maddox Corp., a smartphone manufacturer, in the initial years of its entry into the market, adopted a deliberate strategy of quickly capturing a sizeable portion of the market share by lowering the selling price of its smartphones.

Which business strategy has the company adopted in the given example? a.

First-mover strategy b.

Imitation strategy c.

Focus strategy d.

Cost-leadership strategy ANSWER: d RATIONALE: Maddox Corp. is following the cost-leadership strategy. A cost-leadership strategy involves producing a product or service at a low cost in order to lower the selling price and gain market share. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

47. Simon Corp., a global financial services firm, has entered a region whose per capita income is very high. To make its financial products more attractive, it introduces new schemes that specifically cater to high income groups. This is an example of: a. a strategic alliance. b. a cost-leadership strategy. c. a focus strategy. d. an acquisition strategy.

ANSWER: c RATIONALE: Simon Corp. is following a focus strategy. In a focus strategy, the organization concentrates on a specific regional market or buyer group. To gain market share, the company will use either a differentiation or a cost-leadership approach in a targeted market. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 48. Amber Corp. and Kyler Corp., two major technology firms, have decided to operate together in specific areas such as distribution and marketing for better utilization of the expertise available in both the the firms. This can be referred to as: a. an imitation. b. a strategic alliance. c. a differentiation strategy. d. a cost-leadership strategy.

ANSWER: b RATIONALE: The companies have entered into a strategic alliance. A modern business strategy is to form alliances, or joint ventures, with other companies to exploit a market opportunity. Strategic alliances have become more common as leaders in the high-tech industry attempt to capitalize on the strengths of other companies. The many partnerships around the world are aimed at discovery, development, and marketing. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

49. Lorenzo Inc., a pharmaceutical company, has decided to purchase two major biotechnology research firms in order expand its operations and enhance its market presence. This is an example of: a. growth through acquisition. b. product diversification. c. a strategic alliance. d. a first-mover strategy.

ANSWER: a RATIONALE: As seen in the case of Lorenzo Inc., a standard strategy for growth is for one company to purchase others. Growth in size is important, but companies may also purchase other companies to acquire a new technology or complete a product line. Buying a new technology is often less expensive than investing huge sums in R&D that might not yield a marketable product. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 50. In the past several years, Dawson Inc., a consumer durables company, has been focusing only on a particular region due to its forecasted potential for the durables industry. Due to recessionary conditions in the region, the sales of Dawson’s products has been hit hard and resulted in severe losses. Which of the following strategies could prevent such a scenario? a.

Brand leadership b.

First-mover strategy c.

Global diversification d.

Niche strategy ANSWER: c RATIONALE: Global diversification is an appropriates strategy for Dawson Inc. A natural business strategy is to offer a variety of products and services and to sell across borders to enhance market opportunities. Global diversification is such a widely accepted strategy that the burden of proof would be on a business leader who shunned globalization. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

51. Caiden Inc., a leader in the apparel industry, wants to infuse change and add variety to its existing collection. The company makes extensive use of social media to receive feedback, suggestions, and ideas from existing and potential customers. This is an example of: a. knowledge hierarchy. b. knowledge application. c. knowledge dissemination. d. knowledge creation.

ANSWER: d RATIONALE: As seen in the given scenario, knowledge creation is used to spur innovation. Programs for creating knowledge solicit ideas, insights, and innovations from many sources, including rank and file workers, customers, and business partners, instead of relying exclusively on the research and development staff.

See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Felix Inc., a real estate company, wants to increase efficiency at work and improve customer experience. In pursuit of this goal, it creates an online portal that could store relevant information on various aspects in a systematic manner. Users can easily access required information. Which of the following captures the above mentioned scenario? a.

Knowledge hierarchy b.

Knowledge dissemination c.

Knowledge creation d.

Knowledge application ANSWER: b RATIONALE: Felix Inc. disseminates knowledge through an online portal. Knowledge dissemination through information technology is the most frequent activity within knowledge management. Methods of sharing knowledge include company intranets that consolidate information in one place so that it is more accessible to potential users. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 53. Arthur is the CEO of an export company. Over the years, the company has been highly successful and delivering

consistent results. Several analysts attribute this to Arthur’s leadership style that allowed his subordinates to take up leadership roles and deliver efficient results. Which of the following best describes Arthur’s leadership style? a.

Servant leadership b.

Cost leadership c.

Brand leadership d.

Transactional leadership ANSWER: a RATIONALE: Arthur is a servant leader. A new theory of how knowledge is created in organizations focuses on the role of the servant leader. A key point of the theory is that servant leaders are effective in sharing leadership responsibility, and shared leadership enhances the creation of knowledge. One reason is that shared leadership leads to a free flow of information exchange among group members. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. Which of the following is true of the cost-leadership strategy? a. Competitors can easily enter the field. b. Profits can be maintained at a constant level in the long-run. c. Brand loyalty becomes more intense. d. Advertisement costs will decrease.

ANSWER: a RATIONALE: A variety of general merchandise stores, such as Dollar General and Family Dollar, implement the cost leadership strategy. A major problem with a cost-leadership strategy is that competitors can easily enter the field, creating a downward spiral in pricing. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 55. Which of the following is a contributing factor to team learning? a.

Brand leadership b.

Cost leadership

c. d.

Personal mastery of the job Exploitative innovation

ANSWER: RATIONALE:

c In addition to the big picture of systems thinking, the leader must encourage the little picture of personal mastery of the job. As team members gain personal mastery of their jobs, they contribute to team learning, an essential part of a learning organization. Team learning centers on collective problem solving in which members freely share information and opinions to facilitate problem solving. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 56. Which of the following is a key characteristic of servant leadership? a.

Focus on niche groups b.

High power distance c.

Hierarchical boundaries d.

Caring for people ANSWER: d RATIONALE: Caring for people is another aspect of servant leadership that facilitates knowledge creation. The reason is that caring relationships facilitate the expression of diverse ideas and foster constructive reasoning and evaluation of ideas. See "Knowledge Management and the Learning Organization."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 57. Jett Inc., an automobile manufacturer, uses solar energy to run about 30 percent of the automobile manufacturing operations. Jett’s initiative can be referred to as: a. a strategic alliance. b. a green strategy. c. a hedgehog concept. d. transactional leadership.

ANSWER: b

RATIONALE:

Jett Inc. has adopted a green strategy. A strategy for company leadership to focus on being green, that is, engaging in many activities that help sustain the external environment. Among the myriad activities fitting the green strategy would be using solar panels and wind turbines for as much energy as possible, using recycled paper, and encouraging employees to car pool. See "A Sampling of Business Strategies Formulated by Leaders."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Application NOTES: Digital story: Perform Essay 58. Bradley Inc., a cell phone manufacturing company, has been experiencing a downward trend in its sales and profit in recent times. The CEO of Bradley approaches its marketing advisor to suggest ideas and ways to regain market share and sales. If you were the marketing advisor, what would you suggest to improve the company’s prospects?

ANSWER: Bradley Inc. requries a strategic plan. Strategic planning helps a manager lead strategically. Quite often, strategic planning takes the form of a SWOT analysis, a long-standing method of considering internal strengths and weaknesses as well as external opportunities and threats in a particular situation.

A SWOT analysis represents an effort to examine the interaction between the particular characteristics of your organization or organizational unit and the external environment, or marketplace, in which you compete. The framework, or technique, is useful in identifying a niche the company has not already exploited.

Business strategies such as differentiation and cost leadership will also help in improving the sales and profit trend. A differentiation strategy seeks to offer a product or service that the customer perceives as being different from available alternatives. The organization may use advertising, distinctive features, exceptional service, or new technology to gain this perception of uniqueness. Another basic strategy is cost leadership, that is, to produce a product or service at a low cost in order to lower the selling price and gain market share.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.2 - Explain how to use the SWOT model to assist in strategic planning.

CTIVES: 13.3 - Identify a number of current business strategies.

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Conducting a SWOT Analysis; A Sampling of Business Strategies Formulated by Leaders KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead 59. Derek, the CEO of Kellen Inc., approaches his management consultant to ask for his suggestions on how to improve his leadership skills to sustain and improve organizational performance. If you were the management consultant, what would you suggest to Derek?

ANSWER:

Derek needs to be a strategic leader for the company to benefit .Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization. The following components of strategic leadership are essential to improve one’s leadership skill for the benefit of the organization: a. High-level cognitive activity of the leader b. Maintaining a human and emotional aspect c. Gathering multiple inputs to formulate strategy d. Anticipating and creating a future e. Revolutionary and contrarian thinking f. Creating a vision A new theory of how knowledge is created in organizations focuses on the role of the servant leader. A key point of the theory is that servant leaders are effective in sharing leadership responsibility, and shared leadership enhances the creation of knowledge. One reason is that shared leadership leads to a free flow of information exchange among group members. Shared leadership de-emphasizes hierarchical boundaries, which facilitates servant leaders and followers communicating freely. With less power distance between group member and leader, the group members believe in the importance of their opinions and suggestions, which leads to more information exchange. The exchange of information often triggers new learning.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.1 - Describe the nature of strategic leadership.

CTIVES: 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Nature of Strategic Leadership; Knowledge Management and the Learning Organization KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead 60. Desmond Inc., a high-end automobile company, aims to develop the firm into one that consistently endeavors to create new knowledge and innovations. To gain more insights into this strategy, the CEO approaches the regional marketing head of the company to ask for his advice. If you were the marketing head, what advice would you provide to the CEO? ANSWER:

Desmond Inc. can follow many strategies to continue its pursuit of knowledge and innovation. A powerful strategy for gaining competitive advantage is to build the organization with talented, wellmotivated people at every level. The most urgent need in building great companies is to find and keep great people. Talented people may need some leadership direction, but they will think of new products and services and develop effective work processes.

A wide variety of leadership initiatives can create and enhance a learning organization. They are: a supportive learning environment, concrete learning processes and practices, a leadership that reinforces learning, creating a strategic intent to learn, systems thinking, team learning, and action learning.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 13.3 - Identify a number of current business strategies.

CTIVES: 13.4 - Describe how leaders contribute to the management of knowledge and the learning organization.

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

A Sampling of Business Strategies Formulated by Leaders; Knowledge Management and the Learning Organization Bloom's: Evaluation Digital story: Lead

1. A term developed to replace diversity (with respect to organizations) is: a. exclusion. b. inclusion. c. affirmative action. d. workforce blending.

ANSWER: b RATIONALE: The focus on diversity includes giving many types of people an opportunity to participate fully in the organization. Hence, the word inclusion is often used to replace diversity. Not only is the work force becoming more diverse, but business has also become increasingly global. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 2. Diversity is most likely to enhance business performance when: a. the organization provides consumer products or services. b. the organization provides industrial products or services. c. the organization culture supports diversity. d. at least 20 percent of the employees are from a protected group.

ANSWER: c RATIONALE: The general picture is that cultural diversity can drive business development. By reflecting the demographics of the community, companies become more desirable in the global marketplace. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 3. A marketing advantage for a company having a multicultural work force is that: a. programs can be readily developed to reach a targeted ethnic or racial group. b. company employees are more likely to buy its products. c. the company will receive a seal of approval from the United Nations. d. the price of company stock is likely to rise.

ANSWER: RATIONALE:

a A representational work force facilitates the sale of products and services, and the need for such a workforce appears to be increasing. A major component of the marketing advantage of diversity is that a work force that matches the diversity of a company’s customer base has an edge in appealing to those customers. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 4. Call center manager Charlie has a strong performance orientation value. He is most likely to: a. be quite confrontational when a customer is unrealistic. b. treat men and women workers at the call center differently. c. encourage high standards of excellence at the call center. d. set high work standards for himself and low standards for others.

ANSWER: c RATIONALE: Charlie has a strong performance orientation. Therefore, he is most likely to encourage high standards of excellence at the call center. Performance orientation is the degree to which a society encourages (or should encourage) and rewards group members for performance improvement and excellence. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 5. Hospital administrator Amanda has an urgent time orientation. She is likely to: a. be laid back and casual about time. b. value time as a scare resource. c. invite her staff to participate in many retreats. d. enjoy sitting through presentations of substantial length.

ANSWER: b RATIONALE: Amanda has an urgent time orientation and is likely to perceive that time is a scarce resource. Time orientation is the importance nations and individuals attach to time. People with an urgent time orientation perceive time to be a scarce resource and tend to be impatient. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 6. Workers with a high-power-distance value tend to accept the idea that: a. people from different cultures also have power. b. they may not achieve power until the distant future. c. people have unequal power throughout the firm. d. power comes through hard work.

ANSWER: c RATIONALE: Power distance is the degree to which members of a society expect, and should expect, power to be distributed unequally. Individuals who accept power and authority expect the boss to make the major decisions. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 7. The typical behavior of French managers in major French corporations illustrates how: a. cultural values influence leadership style. b. control systems vary across cultures. c. leadership styles have become quite similar across cultures. d. the consensus style of management is popular in Europe.

ANSWER: a RATIONALE: One example of the influence of values on management and leadership style is the behavior of French managers. France has always put a strong emphasis on class. French managers who have attended the major business schools (Grand Écoles) have the highest status of all. The implication for leadership style is that French managers, particularly in major corporations, are part of an elite class, and they behave in a superior, authoritarian manner. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES:

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 8. A study of about 457 German managers indicated that they had a pronounced cultural value related to: a. compassion for average-performing workers. b. a belief in low technology. c. a weak performance orientation. d. a strong performance orientation.

ANSWER: d RATIONALE: German managers were studied as part of the GLOBE project. Data were collected on culture and leadership from 457 middle managers in the telecommunications, food processing, and finance industries. A strong performance orientation was found to be the most pronounced German cultural value. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 9. When faced with conflict, a Malaysian manager is likely to: a. give in readily to the other side. b. ignore the situation. c. be diplomatic in finding a solution. d. look for ways to intensify the conflict.

ANSWER: c RATIONALE: The Malaysian culture discourages aggressive, confrontational behavior, preferring harmonious relationships. The preferred organizational leadership style is therefore for managers to show compassion, while at the same time be more autocratic than participative. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Cultural Factors Influencing Leadership Practice Bloom's: Comprehension Digital story: Connect

10. In contrast to his or her southern counterpart, the stereotypical northern U.S. manager is likely to be: a. laid back and interested in relationship building. b. brusque and impatient for results. c. concerned about gender differences. d. concerned about conducting business ethically.

ANSWER: b RATIONALE: An example of a cross-regional stereotype is that managers in the southern United States are lower key and more interested in relationship building than are their brusque counterparts in the north. Leaders from the north have a reputation for efficiency and getting tasks accomplished quickly. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 11. Major account executive Katrina is visiting another country, and soon discovers that her customers will not talk about business until the group has dined together for several hours. Katrina would show cultural sensitivity by: a. attempting to conduct business as soon as the main meal is completed. b. explaining that her company discourages wasting time. c. explaining with tact that the group is wasting time and money. d. trying to understand the dining tradition.

ANSWER: d RATIONALE: Katrina can show cultural sensitivity by trying to understand the dining tradition and other nuances of the country's culture. A cross-cultural leader must be patient, adaptable, flexible, and willing to listen and learn. All of these characteristics are part of cultural sensitivity, an awareness of and a willingness to investigate the reasons why people of another culture act as they do. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Application

NOTES:

Digital story: Perform

12. To motivate diverse people to actually buy products, a company's sales representative should be: a. multicultural. b. inflexible. c. laid back. d. ethnocentric.

ANSWER: a RATIONALE: A marketing advantage of managing for diversity is that many people from culturally diverse groups prefer to buy from a company with a good reputation for managing diversity. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 13. Which of the following is least likely to be a source of cultural misunderstanding? a.

Language differences b.

Work habits c.

Women's roles d.

Entertaining in restaurants ANSWER: d RATIONALE: A leader should recognize the potential problems of cultural misunderstanding. Problems of cultural misunderstanding arise in five areas: language differences, religion, work habits, women’s roles, and acceptable personal appearance and behavior. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 14. Which of the following is not one of the three components of cultural intelligence? a.

Cognitive CQ b.

Financial CQ c.

Physical CQ

d.

Emotional/motivational CQ

ANSWER: RATIONALE:

b Cultural intelligence has three facets or components: Cognitive CQ (head), Physical CQ (body), and Emotional/motivational CQ (heart). See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 15. To attain the highest level of cultural intelligence, it is important that _____. a. a person's head, body, and heart work together smoothly b. a person follows a convergent learning style with broad cultural interests c. managers be brusque and aggressive with subordinates d. companies focus on diversity only when hiring people for entry-level positions ANSWER: a RATIONALE: To attain the highest level of cultural intelligence, you would need competence in all three facets— Cognitive CQ (head), Physical CQ (body), and Emotional/motivational CQ (heart)—and the head, body, and heart would have to work together smoothly. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 16. It is recommended that global leaders must: a. tap into a deep, universal layer of human motivation. b. recognize that universal needs rarely exist across cultures. c. emphasize extrinsic (external) motivation for most workers. d. recognize that people will work for a cause but die for money.

ANSWER: a RATIONALE: The global leader must tap into a deep, universal layer of human motivation to build loyalty, trust, and teamwork in different cultures. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 17. According to research, two success factors for international management positions are: a. being high on power distance and uncertainty avoidance. b. being multilingual and having foreign-born parents. c. sensitivity to cultural differences and being culturally adventurous. d. ethnocentrism and patriotism.

ANSWER: c RATIONALE: Two traits specifically related to success in conducting international business include sensitivity to cultural differences and being culturally adventurous. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 18. A contextual chameleon is a global leader who: a. adapts to unfamiliar roles and environments. b. quotes different prices for customers in different countries. c. speaks at least two foreign languages. d. explains to overseas workers why his or her leadership style is the best.

ANSWER: a RATIONALE: A contextual chameleon is a global leader who adapts to unfamiliar roles and environments. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJECTI 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

VES: NATIONAL STANDA United States - BUSPROG: Diversity - Multicultural and Diversity Understanding RDS: STATE STANDARDS: United States - OHIO - DISC: Leadership Principles TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

19. A study found that when executives on overseas assignments had low emotional intelligence, they often: a. were highly successful. b. failed in their assignments. c. demanded a permanent assignment. d. demanded to return to a home-based assignment quickly.

ANSWER: b RATIONALE: A study demonstrated that deficits in emotional intelligence contributed to executive failure on assignments in Latin America, Europe, and Japan. Being able to read emotions is particularly helpful when evaluating how well the person from another culture is accepting your propositions. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 20. A major challenge in providing leadership to cross-cultural teams is that the team members may: a. in most part be looking for a transfer to the United States. b. not be willing to work in different time zones. c. refuse to cooperate with a foreigner. d. have different attitudes toward hierarchy and authority.

ANSWER: d RATIONALE: One of the more pronounced cross-cultural differences is that various members of the team may have differing attitudes toward hierarchy and authority (or power distance). See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 21. A useful guideline in motivating workers from different cultures is to: a. offer financial rewards in their own currency. b. figure out which rewards have high valence for them. c. recognize that relatively few workers have higher-level needs. d. recognize that relatively few workers have lower-level needs.

ANSWER: RATIONALE:

b A useful guideline in motivating workers from different cultures is to figure out which rewards have high valence for them. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 22. A key initiative for retaining minority group members and assisting in their advancement is: a. employee network groups. b. diversity training. c. outdoor training. d. mentoring.

ANSWER: d RATIONALE: Mentoring is a key initiative for retaining minority group members, as well as for facilitating their advancement. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 23. The clearest commitment to valuing diversity occurs when: a. the organization holds a celebration valuing diversity. b. valuing diversity is incorporated into organizational strategy. c. a minority group member is appointed as diversity coordinator. d. an organization develops a diverse base of customers or clients.

ANSWER: b RATIONALE: For organizations to value diversity and inclusion, top management must be committed to it. The commitment is clearest when it is embedded in organizational strategy, as well as in the life and culture of the organization. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES:

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 24. The major purpose of diversity training is to: a. conform with affirmative action legislation. b. get people to express their hidden prejudices. c. bring about workplace harmony. d. break down status barriers between managers and employees.

ANSWER: c RATIONALE: The purpose of diversity training is to bring about workplace harmony by teaching people how to get along better with diverse work associates. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 25. People are considered to have good cultural intelligence when they can: a. readily interpret the meaning of a smile from a foreigner. b. use their ATM card to withdraw money in a foreign country. c. ask "Where is the post office" in three different languages. d. name all seven continents in less than one minute.

ANSWER: a RATIONALE: Cultural intelligence is a refinement of cultural sensitivity. An international leader who remains alert to cues in the environment can go a long way toward building relationships with people from different cultures. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Comprehension

NOTES:

Digital story: Connect

26. Todd, an American strategy specialist, visits his company's Italian affiliate. He is introduced to Annette, a native Italian and the human resources director of the Italian affiliate. Todd should probably: a. give Annette an American-style bear hug. b. kiss Annette rather firmly on the forehead. c. lightly kiss Annette on the lips. d. lightly kiss Annette on both cheeks.

ANSWER: d RATIONALE: Todd should lightly kiss Annette on the cheeks as it is an acceptable in most countries outside Asia.

The art of facial cheek-kissing is an amusing, yet important, aspect of cross-cultural training.

Americans favor handshakes for greetings, yet in most countries outside of Asia, light kisses on the cheek of the other person are more acceptable. The kisses are given to people of the same and opposite sex for greeting purposes; however, kissing a business acquaintance of the opposite sex is even more expected and appropriate. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 27. Members of an employee network group: a. always segregate themselves from the workforce. b. affiliate on the basis of a group characteristic such as race. c. stay in touch globally through the company intranet. d. conduct audits of diversity within the company.

ANSWER: b RATIONALE: A leadership initiative toward recognizing cultural differences is to permit and encourage employees to form employee network (or affinity) groups. The network group is composed of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

28. A problem in hiring for person–organization fit is that: a. the corporate culture might be weakened. b. candidates whose values fit the organization might be excluded. c. it might inadvertently discriminate against protected classes of workers. d. group characteristics may receive too little attention.

ANSWER: c RATIONALE: Many business firms today are investing time and effort into recruiting and hiring employees who show a good person–organization fit. A selection strategy of this type can lead to a cohesive and strong organizational culture. The danger, however, is that when employers focus too sharply on cultural fit in the hiring process, they might inadvertently discriminate against protected classes of workers. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 29. A key characteristic of an organization with leadership diversity is that: a. there is a heterogeneous group of leaders. b. diversity is confined to ethnicity. c. considerable job rotation takes place among company leaders. d. diversity is limited to sex.

ANSWER: a RATIONALE: To achieve a multicultural organization, firms must practice leadership diversity—that is, have a culturally heterogeneous group of leaders. Many global firms have already achieved leadership diversity with respect to ethnicity. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 30. A major challenge in developing a diverse workforce is: a. getting the culturally diverse employees to work together smoothly. b. increasing the voluntary turnover rate a little. c. reducing turnover among the minority group members hired.

d. finding minority group members to promote.

ANSWER: c RATIONALE: Efforts at recruiting a culturally diverse work force must be supported by a leadership and management approach that leads to high retention. To increase retention rates, diversity consultants advise employers to strengthen cultural training programs, recognize employees’ hidden skills and talents, and give diversity committees clout with top management. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 31. An advantage of managing for diversity is that it reduces turnover among minority group members. a.

True b.

False ANSWER: True RATIONALE: Those companies with a favorable reputation for welcoming diversity attract the strongest job candidates among women and racial and ethnic minorities. Also, a company that does not welcome a diverse work force shrinks its supply of potential candidates. An organization that strives for diversity in recruiting simply has a larger talent pool in which to search for candidates. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 32. Part of the marketing advantage of diversity is that a workforce that matches up with the diversity of the company's customer base has an edge in appealing to those customers. a.

True b.

False ANSWER: True RATIONALE: A major component of the marketing advantage of diversity is that a work force that matches the diversity of a company’s customer base has an edge in appealing to those customers. See "The Advantages of Managing for Diversity."

POINTS: 1

DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 33. Research on workgroups suggests that groups composed of people with diverse perspectives consistently underperformed as a team. a.

True b.

False ANSWER: False RATIONALE: Two studies conducted with students at a Dutch business school working on business simulations tasks provide some insight into the conditions under which diversity enhances team performance. The general finding was that cultural diversity is more likely to enhance team performance when team members have a high learning approach orientation to attaining goals. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 34. Diverse workgroups often increase both the opportunity for diversity and the chance that group members will be dissatisfied and fail to identify with the group. a.

True b.

False ANSWER: True RATIONALE: According to Frances J. Milliken and Luis L. Martins, diversity appears to be a double-edged sword: It increases both the opportunity for creativity and the likelihood that group members will be dissatisfied and fail to identify with the group. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

The Advantages of Managing for Diversity Bloom's: Knowledge Digital story: Engage

35. Workers from a society that emphasizes in-group collectivism are likely to ask, "What's in it for me?" before accepting a leader's attempts at motivation. a.

True b.

False ANSWER: False RATIONALE: In-group collectivism is the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 36. Morton, an employee in a multicultural firm, comes from a country with high uncertainty avoidance. Morton would appreciate it if his manager explained rules and procedures clearly to him. a.

True b.

False ANSWER: True RATIONALE: Morton is likely to prefer orderliness, consistency, and laws to cover situations in daily life.

Uncertainty avoidance is the extent to which members of a society rely (and should rely) on social norms, rules, and procedures to lessen the unpredictability of future events. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 37. A strong performance orientation is a strong cultural value, as indicated by a study of German middle managers. a.

True b.

False

ANSWER: RATIONALE:

True A strong performance orientation was found to be the most pronounced German cultural value. German middle managers thus tend to avoid uncertainty, are assertive, and are not terribly considerate of others. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 38. The typical Malaysian manager is likely to lack compassion for workers and at the same time be highly participative. a.

True b.

False ANSWER: False RATIONALE: The Malaysian culture discourages aggressive, confrontational behavior, preferring harmonious relationships. The preferred organizational leadership style is therefore for managers to show compassion, while at the same time be more autocratic than participative. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 39. The stereotype of the leadership style of the manager in the southern U.S. is that he or she is laid back and interested in relationship building. a.

True b.

False ANSWER: True RATIONALE: An example of a cross-regional stereotype is that managers in the southern United States are lower key and more interested in relationship building than are their brusque counterparts in the north. The leadership style of the manager in the southern U.S. is that he or she is laid back and interested in relationship building. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES:

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 40. Being multilingual is more important than being multicultural in persuading a person from another culture to purchase your product or service. a.

True b.

False ANSWER: False RATIONALE: A marketing advantage of managing for diversity is that many people from culturally diverse groups prefer to buy from a company with a good reputation for managing diversity. Hence, being multicultural is more important than being multilingual in persuading a person from another culture to purchase your product or service. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 41. A key principle in conducting business with people from another culture is to be firm and unyielding to avoid being taken advantage of. a.

True b.

False ANSWER: False RATIONALE: Cultural sensitivity is enhanced by cultural training, and also by simply listening carefully and observing. A key principle is to be flexible when dealing with people from other cultures. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

42. Generational differences, such as those between the young and old, represent a cultural difference managers must take into account in leading groups. a.

True b.

False ANSWER: True RATIONALE: Generational differences are a manifestation of cultural differences, quite often within a leader’s national culture. For example, young people typically want more frequent recognition and rewards as well as flexible scheduling. Older people might want more deference to their knowledge and experience. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 43. A key aspect of cultural intelligence is to be able to interpret someone else's unfamiliar and ambiguous gestures the same way as his or her compatriots would. a.

True b.

False ANSWER: True RATIONALE: A refinement and expansion of cultural sensitivity is cultural intelligence (CQ): an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage 44. A study demonstrated that high emotional intelligence contributed to executive failure on overseas assignments because the executives were too concerned about feelings. a.

True b.

False ANSWER: False RATIONALE: A study demonstrated that deficits in emotional intelligence contributed to executive failure on assignments in Latin America, Europe, and Japan. Being able to read emotions is particularly helpful when evaluating how well the person from another culture is accepting your propositions. See "Global

Leadership Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 45. Tolerance for ambiguity is an asset for overseas executives because guidelines on how to behave in most crosscultural situations are not clear cut. a.

True b.

False ANSWER: True RATIONALE: Tolerance for ambiguity is important for leaders in general, and especially important for developing global leadership skills. Every country he or she works in represents a new way of doing things, so the leadership has to work with only general guidelines. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 46. Many people are concerned that diversity training tends to reinforce stereotypes about groups. a.

True b.

False ANSWER: True RATIONALE: A frequently mentioned concern about diversity training is that it reinforces stereotypes about groups.

See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity

KEYWORDS: NOTES:

Bloom's: Knowledge Digital story: Engage

47. An example of the cross-cultural challenges faced by international workers is to know when and with whom facial cheek kissing as a greeting is appropriate. a.

True b.

False ANSWER: True RATIONALE: Cross-cultural training usually includes the type of information about cross-cultural bloopers. In addition, the art of facial cheek-kissing is an amusing, yet important, aspect of cross-cultural training. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity - Multicultural and Diversity Understanding DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Comprehension NOTES: Digital story: Connect 48. A market research works on a variety of projects sourced from across the country. It has a deliberate policy of employing research team members from a variety of cultural minorities such as Asians, Africans, Hispanics, and Native Americans. This policy of the firm is likely to: a. expand power distance. b. enhance team performance. c. result in the creation of standard processes for data analysis. d. reduce the degree of time orientation.

ANSWER: b RATIONALE: The company's policy of recruiting people from different cultures can enhance team performance.

Similar to the creativity advantage, cultural diversity can enhance team performance, often because diverse backgrounds are associated with diverse information, knowledge, and perspectives that can be used to solve problems. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 49. Owen Corp., a company operating in the retail industry, has an implicit policy of recruiting candidates from the majority community. Its rival firm, which encourages job applications from diverse backgrounds, has been registering a

higher profit consistently. In the context of the implicit recruitment policy at Owen Corp., which of the following is more likely to contribute to such a pattern in profitability? a. It could have shrunk its supply of potential candidates. b. It may have contributed to a large amount of foreign fund flow leading to decreasing profit levels. c. It could have possibly resulted in an increasing power distance within the organization. d. It may have contributed to a large pool of overqualified professionals performing less challenging jobs.

ANSWER: a RATIONALE: The company is not able to find talented candidates because of its recruitment policy. Companies with a favorable record in managing diversity are at a distinct advantage in recruiting and retaining talented people. Those companies with a favorable reputation for welcoming diversity attract the strongest job candidates among women and racial and ethnic minorities. Also, a company that does not welcome a diverse work force shrinks its supply of potential candidates. See "The Advantages of Managing for Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 50. Samuel, the CEO of a pulp and paper company, has been successful in expanding his company’s distribution centres from five to thirty countries in two years. This has been largely attributed to his ability to connect with and motivate employees from various backgrounds and ethnicities competently. Samuel is: a. a leader who has a high degree of uncertainty avoidance. b. a power distant leader. c. an effective multicultural leader. d. an aggressive, inconsiderate leader.

ANSWER: c RATIONALE: Samuel is a multicultural leader because he is able to effectively manage people from different cultures.

A multicultural leader is a leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. To influence, motivate, and inspire culturally diverse people, the leader must be aware of overt and subtle cultural differences. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Application NOTES: Digital story: Perform

51. Benjamin Corp., a farmer-owned dairy cooperative company, procures milk from a number of farmers in the locality and distributes packaged products to retailers across the state. The cooperative company has been successful over the years due to its emphasis on values such as loyalty, pride, and cohesiveness. In which of the following dimensions is the company likely to score the highest? a.

Assertiveness b.

Power distance c.

Gender egalitarianism d.

In-group collectivism ANSWER: d RATIONALE: The company emphasizes in-group collectivism since it values loyalty, pride, and cohesiveness. Ingroup collectivism is the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families. One consequence of collectivism is taking pride in family members and the organizations that employ them. See "Cultural Factors Influencing Leadership Practice."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.2 - Describe how cultural factors, including values, influence leadership practice.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Factors Influencing Leadership Practice KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 52. Scarlett is an advertising executive whose projects are spread across various countries. She has the ability to influence her counterparts in other countries through her patience, adaptability, sensitivity to other ethnic communities, and willingness to acquire knowledge about local customs and traditions. Which of the following terms best describes Scarlett? a.

Time-oriented leader b.

Cross-cultural leader c.

Assertive leader d.

Power distant leader ANSWER: b RATIONALE: Leaders, as well as others, who are attempting to influence a person from a foreign country must be alert to possible cultural differences. Thus, the leader must be willing to acquire knowledge about local customs and learn to speak the native language at least passably. A cross-cultural leader must be patient, adaptable, flexible, and willing to listen and learn. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Cultural Sensitivity and Cultural Intelligence Bloom's: Application Digital story: Perform

53. Alexander, a PR professional at a multinational company, was on an official trip to a country to establish business relations with the companies there. The host nation was known to highly value conservative traditions and customs.

Alexander understood that the inhabitants of the host nation prefer others not to enter their personal space, and hence maintained a considerable personal distance from the representatives of the host nation during the business meetings.

Alexander later realized that he placed himself in an isolated position in an effort to value the host nation’s tradition. In the context of cultural intelligence, Alexander is likely to have a high level of which of the following components? a.

Motivational CQ b.

Power distance c.

Assertiveness d.

In-group collectivism ANSWER: a RATIONALE: Alexander is exhibiting emotional CQ in trying to adjust to the host country's culture.

Emotional/motivational CQ refers to adapting to a new culture which involves overcoming obstacles and setbacks. A person needs the self-confidence and courage to keep trying even though the first few attempts at adapting his or her behavior to a group of foreign workers go poorly. See "Cultural Sensitivity and Cultural Intelligence."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 54. William, the CEO of a business empire which has its presence in eight different industries in twenty countries, possesses the expertise to persuade and convince people of other countries to accept his business ideas. William can be considered as a leader who: a. accepts societal hierarchy. b. maintains power distance. c. possesses global leadership skills. d. emphasizes time orientation.

ANSWER: c RATIONALE: William is exhibiting global leadership skills. In general, global leadership skills refer to the ability to exercise effective leadership in a variety of countries. The definition stems from the idea that the essence of global leadership is the ability to influence people who are dissimilar to the leader and stem from different cultural backgrounds. See "Global Leadership Skills."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

CTIVES:

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Global Leadership Skills KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 55. ChocoTruck Inc., a manufacturer of cocoa-based products, has its retail outlets across the country. The company’s top executive positions and managerial positions are being held by people belonging to several ethnic minority and majority communities. Gender equality is also emphasized in the process of recruitment. ChocoTruck Inc. practices: a. leadership diversity. b. power distance. c. work orientation. d. elitist management policies.

ANSWER: a RATIONALE: The company is practicing leadership diversity by having people from different races and ethnicities in top positions. To achieve a multicultural organization, firms must practice leadership diversity—that is, have a culturally heterogeneous group of leaders. Many global firms have already achieved leadership diversity with respect to ethnicity. An organization with true leadership diversity also has a heterogeneous group of leaders in such positions as supervisors, middle managers, and team leaders.

See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 56. Mauricia Corp., a biotechnology firm, has initiated a program that encourages employees to form groups on the basis of a particular characteristic such as race, sex, ethnicity, etc. Mauricia Corp's initiative is based on the belief that such programs would help team members to discover their true potential and climb up the corporate ladder. Which of the following is a likely disadvantage of such a set up? a. It could result in a reduction in productivity. b. It could lead to divisiveness. c. It may widen power distance. d. It may heighten the sense of individualism.

ANSWER: b RATIONALE: The company is encouraging its employees to form network groups which can prove counterproductive. The network group is composed of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status. Although some human resources specialists are concerned that network groups can lead to divisiveness, others believe they play a positive role. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 57. Oscar, an extrovert, enjoys meeting new people and traveling to remote areas. He quits his job as an investment banker to find a new and exciting job that would also give him a high level of work satisfaction. Oscar has now got a job in a non-profit organization that requires him to travel to a number of underdeveloped countries and localities to provide his services. The given scenario is an example of: a. an effective leadership diversity. b. uncertainty avoidance. c. a good person–organization fit. d. cultural intelligence.

ANSWER: c RATIONALE: Oscar's recruitment by a non-profit organization is an example of a good person–organization fit. An important consideration in employee recruitment and hiring is to find a good person–organization fit, the compatibility of the individual with the organization. The compatibility often centers on the extent to which a person’s major work-related values and personality traits fit major elements of the organization culture. See "Leadership Initiatives for Achieving Cultural Diversity."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Application NOTES: Digital story: Perform 58. Clifford Inc., a global media firm, has been experiencing a steady reduction in its global market share. It was found that the company’s management and administrative positions were occupied by the majority community which was in a way hindering the creative growth of the company. If you were a senior advisor to the top management of the company, what would you suggest to bring about a positive improvement in the firm?

ANSWER:

The company is losing creative advantage by not having heterogeneity in its work force. Heterogeneity in the work force may offer the company a creativity advantage, as well as improve its problem-solving and decision-making capability. Creative solutions to problems are more likely to be reached when a diverse group attacks a problem. Hence, diversity and inclusion are the key drivers of creativity, innovation, and invention. Similar to the creativity advantage, cultural diversity can enhance team performance, often because diverse backgrounds are associated with diverse information, knowledge,

and perspectives that can be used to solve problems.

It is equally important to emphasize that global leadership skills are important to improve a company’s reputation and contribute to a sustainable competitive advantage. Excellent global leaders have a leadership style that generates superior corporate performance in terms of four criteria: (1) profitability and productivity, (2) continuity and efficiency, (3) commitment and morale, and (4) adaptability and innovation. Behavioral complexity is the term given to this ability to attain all four criteria of organizational performance. Excellent global leaders are able to understand complex issues from the four perspectives just mentioned and to achieve the right balance. For example, when a company is facing a mature market, it might be necessary to invest more effort into being innovative than into achieving high profits.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.1 - Explain the potential, ethical, and competitive advantage from leading and managing diversity.

CTIVES: 14.4 - Explain how global leadership skills contribute to leadership effectiveness.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: The Advantages of Managing for Diversity; Global Leadership Skills KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead 59. Noah is a senior manager at a multinational durable products manufacturing company. He has recently been assigned the task of visiting the company’s subsidiaries in other countries to assess the performance and improve business ties.

Noah is a little nervous about this assignment since he has never been to another country on a business agenda and has very little exposure to foreign cultures. If you were Noah’s boss, what advice would you provide him?

ANSWER: Noah has to improve his cultural intelligence in order to perform his task efficiently. Cultural intelligence (CQ) refers to an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would. It has three facets or components: a. Cognitive CQ (head) b. Physical CQ (body) c. Emotional/motivational CQ (heart) There are certain success factors in international management positions that need to be carefully analyzed. A study was conducted of success factors in international management positions. Two traits were specifically related to success in conducting international business: sensitivity to cultural differences and being culturally adventurous. Cultural sensitivity refers to an awareness of and a willingness to investigate the reasons why people of another culture act as they do. The adventurous aspect refers to a willingness to take chances and experiment with a new culture.

Being able to read emotions is particularly helpful when evaluating how well the person from another culture is accepting your propositions. Tolerance for ambiguity is important for leaders in general, and especially important for developing global leadership skills. Every country he or she works in represents a new way of doing things, so the leadership has to work with only general guidelines.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

14.4 - Explain how global leadership skills contribute to leadership effectiveness.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence; Global Leadership Skills

KEYWORDS: NOTES:

Bloom's: Evaluation Digital story: Lead

60. Realizing the advantages of a diverse workforce in an organization, Michael, the CEO of a food processing firm, announces a workforce expansion policy that would concentrate on recruiting people from diverse backgrounds. Michael calls on his senior HR manager to ask for his suggestions on the recruitment policy. If you were the senior HR manager, what would you suggest to make the recruitment policy workable?

ANSWER: To make the recruitment policy workable, Michael should have to imbibe the qualities of a multicultural leader. A multicultural leader is a leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. To influence, motivate, and inspire culturally diverse people, the leader must be aware of overt and subtle cultural differences.

Leaders, as well as others, who are attempting to influence a person from a foreign country must be alert to possible cultural differences. A cross-cultural leader must be patient, adaptable, flexible, and willing to listen and learn. All of these characteristics are part of cultural sensitivity, an awareness of and a willingness to investigate the reasons why people of another culture act as they do. Five aspects of cultural sensitivity include: 1. Recognition of nuances in customs 2. Being a multicultural worker 3. Recognizing potential problems of cultural misunderstanding 4. Transgender employees 5. Flexibility in dealing with others The following leadership initiatives for achieving cultural diversity need to be incorporated in Michael’s action plan: 1. Hold managers accountable for achieving diversity.

2. Establish minority recruitment, retention, and mentoring programs.

3. Conduct diversity training.

4. Conduct cross-cultural training.

5. Encourage the development of employee networks.

6. Avoid group characteristics when hiring for person–organization fit.

7. Modify products and services for targeted demographic groups.

8. Attain diversity among organizational leaders.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 14.3 - Explain the contribution of cultural sensitivity and cultural intelligence to leadership CTIVES: effectiveness.

14.5 - Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Cultural Sensitivity and Cultural Intelligence; Leadership Initiatives for Achieving Cultural Diversity KEYWORDS: Bloom's: Evaluation NOTES: Digital story: Lead

True / False 1. Self-help is an important part of leadership development. a.

True b.

False ANSWER: True RATIONALE: Leadership development is often perceived in terms of education and training, job experience, and coaching. Nevertheless, self-help also contributes heavily to developing leadership capabilities. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 2. A leader who engages in double-loop learning questions the efficacy of his or her leadership. a.

True b.

False ANSWER: True RATIONALE: To achieve double-loop learning, one must minimize defensive thinking. A leader engaged in doubleloop learning questions the efficacy of his or her leadership. See "Development Through SelfAwareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 3. Education is concerned with the immediate application of knowledge. a.

True b.

False ANSWER: False RATIONALE: Education generally refers to acquiring knowledge without concern about its immediate application.

See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 4. A corporate environment characterized by survival of the fittest tends to best contribute toward leadership development. a.

True b.

False ANSWER: False RATIONALE: Creating an environment for development requires that an organization first rid itself of the belief in survival of the fittest. The goal of leadership development is to provide meaningful development opportunities, not to push managers to the point where they are most likely to fail. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 5. Leadership development can take place by using one's immediate superior as a positive or negative model of effective leadership. a.

True b.

False ANSWER: True RATIONALE: The two major developmental factors in any work situation are work associates and the task itself.

Work associates can help a person develop in myriad ways. An immediate superior can be a positive or negative model of effective leadership. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge

NOTES:

Digital Story: Engage

6. Assigning managers to cross-functional teams to work on other disciplines has become a useful form of leadership development. a.

True b.

False ANSWER: True RATIONALE: A widespread practice is to assign managers to cross-functional teams to give them experience in working with other disciplines. The more urgent the purpose of the team, the more likely meaningful leadership development will take place. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 7. Success is a special type of challenging experience that contributes enormously to reaching one’s leadership potential. a.

True b.

False ANSWER: False RATIONALE: Failure is a special type of challenging experience that contributes enormously to reaching one’s leadership potential. One reason is that people who have never failed have avoided taking big risks. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 8. A person's mentor can sometimes be a staff professional or a coworker. a.

True b.

False ANSWER: True

RATIONALE:

The mentor, a trusted counselor and guide, is typically a person’s manager. However, a mentor can also be a staff professional or coworker. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 9. A typical approach to online mentoring is to access a company's database that describes the problems, weaknesses, and performance evaluations of the company's mentors. a.

True b.

False ANSWER: False RATIONALE: A major advantage of online mentoring is that it offers a wide pool of possible mentors and better matches between the mentor and the person mentored. Websites link mentors and mentored employees via profiling software, modeled after dating websites. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 10. Shadowing is directly observing the work activities of the mentor by following the person around for a stated period of time. a.

True b.

False ANSWER: True RATIONALE: An approach to mentoring is shadowing, or directly observing the work activities of the mentor by following the person around for a stated period of time, such as one day per month. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES:

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 11. One of the forces in the outside world compelling companies to develop leaders is the world economy's shift from dependency on financial capital to human capital. a.

True b.

False ANSWER: True RATIONALE: One of the forces compelling companies to develop leaders is the world economy’s shift from dependency on financial capital toward human capital. The general picture of developing leaders is to make such development part of the culture, including mentoring and offering constructive feedback on performance. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 12. In a typical simulation, participants observe a model of appropriate behavior and then imitate the behavior and gather feedback. a.

True b.

False ANSWER: False RATIONALE: Simulations give participants the opportunity to work on a problem that simulates a real organization.

In a typical simulation, participants receive a computerized packet of information about a fictitious company. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital story: Engage

13. A feedback-intensive program of leadership development helps participants identify the reasons for their behaviors. a.

True b.

False ANSWER: True RATIONALE: A feedback-intensive development program helps leaders develop by seeing more clearly their patterns of behaviors, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 14. Conceptual knowledge is very important because it alerts the leader to information that will make a difference in leadership. a.

True b.

False ANSWER: True RATIONALE: Conceptual knowledge is very important because it alerts the leader to information that will make a difference in leadership. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 15. Leaders who score high on the personality dimension of emotional stability might become more effective in their interpersonal relationships with the benefit of psychotherapy. a.

True b.

False ANSWER: False RATIONALE: In general, leaders who score low on the personality dimension of emotional stability might become more effective in their interpersonal relationships with the benefit of psychotherapy. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy

LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 16. Succession planning is vital to the long-term health of an organization and therefore an important responsibility of senior leadership. a.

True b.

False ANSWER: True RATIONALE: In a well-managed organization, replacements for executives who quit, retire, or are dismissed are chosen through leadership succession, an orderly process of identifying and grooming people to replace managers. Succession planning is vital to the long-term health of an organization and therefore an important responsibility of senior leadership. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 17. The emotional aspects of leadership succession are ignored when a business founder is replaced by another leader. a.

True b.

False ANSWER: False RATIONALE: The emotional aspects of leadership succession are also evident when a business founder is replaced by another leader, whether or not the enterprise is a family business. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

Multiple Choice 18. According to two specialists in leadership assessment, many big mistakes in careers and organizations result from _____. a. gaps in self-awareness b. excessive self-discipline c. lack of education d. lack of relevant experience ANSWER: a RATIONALE: According to two specialists in leadership assessment, many big mistakes in careers and organizations result from gaps in self-awareness. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 19. After receiving negative feedback about her company, the CEO showed double-loop learning by saying, _____ a. "Maybe we are not in the right business." b. "You cannot please everybody." c. "I must tell the customer service department about this problem." d. "This feedback is so important, it's worth hearing twice."

ANSWER: a RATIONALE: Double-loop learning is an in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation. To achieve double-loop learning, one must minimize defensive thinking. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 20. One of the key dimensions of leadership, which a leader should take a stand on, is forceful leadership and _____ leadership. a. assertive

b. c. d.

operational strategy enabling

ANSWER: RATIONALE:

d A fruitful area of self-awareness is for leaders to recognize their standing on two key dimensions of leadership: forceful versus enabling leadership, and strategy versus operational. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 21. Based on the four kinds of lopsided leaders, a heroic leader would be _____. a. too forceful and too operational b. too forceful and strategic c. too strategic and too enabling d. too operational and enabling ANSWER: b RATIONALE: There are different area of self-awareness in terms of the extremes, or being lopsided. The four kinds of lopsided leaders are: heroic leader, field general, presidential leader, and one of the troops. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 22. Self-discipline plays an important role in leadership development because _____. a. most leaders have a tendency to be undisciplined b. it involves many apects of personal development c. most leaders have the need to punish themselves from time to time d. most forms of leadership development require double-loop learning ANSWER: b

RATIONALE:

As with other types of personal development, leadership development requires considerable selfdiscipline. Self-discipline is required for most forms of leadership development. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 23. According to Richard Branson, a top executive at Virgin Atlantic, a special type of challenging experience that contributes enormously to reaching one’s leadership potential is _____. a. partaking in social causes b. victory c. failure d. taking calculated risks ANSWER: c RATIONALE: Failure is a special type of challenging experience that contributes enormously to reaching one’s leadership potential. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 24. An important way for leaders to capitalize on challenging experiences is for them to be given _____. a. leeway in choosing how to resolve the problem b. careful guidance in how to resolve the problem c. the opportunity to delegate the problem to someone else d. a policy and procedure manual for resolving the problem ANSWER: a RATIONALE: An important part of capitalizing on challenging experiences is for the leader or manager to be given leeway in choosing how to resolve the problem. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 25. Extremely challenging experiences are sometimes referred to as _____. a. crucibles b. risks c. successes d. learning curves ANSWER: a RATIONALE: Extremely challenging experiences are sometimes referred to as crucibles—critical events and experiences that more often reflect failure than grand success. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 26. A major purpose of assigning managers to cross-functional teams to work is to _____. a. broaden their job roles and prepare them for bigger tasks b. keep them thinking in terms of functional silos c. inculcate the quality of humility in them d. give them experience in working with other disciplines ANSWER: d RATIONALE: A widespread practice is to assign managers to cross-functional teams to give them experience in working with other disciplines. The more urgent the purpose of the team, the more likely meaningful leadership development will take place. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS:

TOPICS: KEYWORDS: NOTES:

Development Through Education, Experience, and Mentoring Bloom's: Comprehension Digital Story: Connect

27. A distinguishing characteristic of a mentoring relationship is that _____. a. the mentor recommends the protégé for promotion b. an emotional tie exists between the mentor and the protégé c. the protégé can avoid training if he or she is being mentored d. the protégé gets groomed to replace the mentor ANSWER: b RATIONALE: The mentor, a trusted counselor and guide, is typically a person’s manager. However, a mentor can also be a staff professional or coworker. An emotional tie exists between the person mentored and the mentor. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 28. In the shadowing approach to mentoring, the protégé _____. a. follows the mentor around for a stated period of time b. stays out of the spotlight so he or she can learn c. keeps others in the dark about his or her developmental opportunities d. alternates between two or three mentors for a defined time period ANSWER: a RATIONALE: In shadowing, the protégé directly observes the work activities of the mentor by following the person around for a stated period of time, such as one day per month. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 29. Online mentoring works by essentially _____. a. having frequent face-to-face contact between mentors and mentored employees

b. holding video conferences with potential mentors c. using search engines to find mentors in other companies d. matching mentors and mentored employees via websites ANSWER: d RATIONALE: One innovation in online mentoring is websites that link mentors and mentored employees via profiling software, modeled after dating websites. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 30. A feedback-intensive management development program _____. a. is free of cost to almost all participants of the program b. focuses on learning how to apply knowledge c. provides program participants with the right amount of challenge d. helps leaders find more constructive ways of achieving their goals ANSWER: d RATIONALE: A feedback-intensive development program helps leaders develop by seeing more clearly their patterns of behaviors, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness. Such a program also helps leaders or potential leaders find more constructive ways of achieving their goals. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 31. A key element of behavioral role modeling is _____. a. reading about the accomplishments of great leaders b. participating in simulations of company problems c. essaying behaviors that a learner has observed d. showing behavioral characteristics of an underdog in a particular situation ANSWER: c RATIONALE: Behavioral role modeling is an extension of role playing and is based on social learning theory. You

first observe a model of appropriate behavior, and then you role-play the behavior and gather feedback.

See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 32. _____ are used to give managers the opportunity to work on problems that approximate those faced by the company. a.

Simulations b.

Crucibles c.

Feedback intensive programs d.

Skill-based programs ANSWER: a RATIONALE: Simulations give participants the opportunity to work on a problem that simulates a real organization.

Simulations are also used to give managers the opportunity to work on problems that approximate those faced by the company. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 33. Which of the following is an advantage of coaching? a. It alerts the leader to information that will make a difference in leadership. b. It helps in acclimatizing to the company and accepting its vision and values. c. It helps leaders overcome emotional problems hindering their leadership effectiveness. d. It helps a person improve in an area that is preventing him or her from becoming a leader.

ANSWER: d RATIONALE: Coaching is perhaps the most direct approach to leadership development because the person might be able to improve in an area that is preventing him or her from becoming a leader, or blocking further progress as a leader. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES:

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 34. Which of the following is a major aim of socializing programs? a. It helps employees understand and accept the company's vision and values. b. It gives participants the opportunity to work on a problem that simulates a real organization. c. It alerts the leader to information that will make a difference in leadership. d. It enables improvement in an area that is blocking one's progress as a leader.

ANSWER: a RATIONALE: From the company standpoint, an essential type of leadership development program emphasizes becoming socialized—becoming acclimated to the company and accepting its vision and values. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 35. A directly practical approach to leadership development, where leaders and potential leaders work together in groups to solve organizational problems outside their usual sphere of influence is called a(n) _____. a. feedback-intensive program b. evaluation program c. socialization program d. action learning program ANSWER: d RATIONALE: Action learning programs is a directly practical approach to leadership development where leaders and potential leaders work together in groups to solve organizational problems outside their usual sphere of influence. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs

KEYWORDS: NOTES:

Bloom's: Knowledge Digital Story: Engage

36. Executive coaching is beneficial because _____. a. management is really a team sport b. most managers have severe emotional problems c. most coaches are former CEOs d. managers receive advice and encouragement about leadership skills ANSWER: d RATIONALE: Executive coaching is clearly a form of leadership development because the managers coached receive advice and encouragement in relation to their leadership skills. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 37. The purpose of psychotherapy in leadership development is to _____. a. decrease sources of stress that reduce productivity b. help managers become more charismatic c. overcome emotional problems d. help company leaders be more ethical ANSWER: c RATIONALE: In general, leaders who score low on the personality dimension of emotional stability might become more effective in their interpersonal relationships with the benefit of psychotherapy. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 38. Succession planning is vital to the long-term health of an organization and therefore an important responsibility of _____. a. lower-level employees

b. c. d.

the logistics team future employees senior leadership

ANSWER: RATIONALE:

d Succession planning is vital to the long-term health of an organization and therefore an important responsibility of senior leadership. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 39. When the successor is an outsider, boards consistently use _____ to locate one or several candidates. a. campus recruitment b. their social circle c. recrutiment d. executive search firms ANSWER: d RATIONALE: When the successor is an outsider, boards consistently use executive search firms (also known as headhunters) to locate one or several candidates. Even when the board has an outside candidate in mind, a search firm might be hired to act as an intermediary. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 40. _____ leaders typically are emotionally involved in their firms and find it difficult to look on while somebody else operates the firm. a.

Authoritarian b.

Entrepreneurial c.

Laissez-faire d.

Transactional ANSWER: b RATIONALE: Entrepreneurial leaders typically are emotionally involved in the firms they have founded and find it difficult to look on while somebody else operates the firm. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 41. Cindy is hired to replace a well-liked leader. As a result Cindy is likely to _____. a. be well accepted immediately b. experience lower turnover in the group c. have some difficulty exerting authority d. experience higher productivity ANSWER: c RATIONALE: When a departing leader is well liked by the group or team, it will be more difficult for the new leader to exert his or her authority or to be accepted. Another problem is that when the previous leader was well liked, turnover in the group will be higher and productivity might be lower. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 42. Developing a pool of leadership successors combines evaluating potential with giving high-potential candidates the _____. a. compensation they need to feel like executives b. right type of developmental experiences c. right type of opportunities for failure d. right amount of stock options they need to stay motivated ANSWER: b RATIONALE: Developing a pool of candidates, therefore, combines evaluating potential with giving high-potential individuals the right type of developmental experiences. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES:

NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 43. Which of the following is a major disadvantage of having an outsider hired for a leadership position? a. The outsider does not understand the industry or how to bring about change in the company. b. The outsider does not clearly see the need for a radical change. c. The outsider may have several political ties that prevent him or her from making personal shifts. d. The outsider is more likely to fire his or her successors from within the company.

ANSWER: a RATIONALE: A major problem is that the outsider often does not understand how to bring about change within the company. Outsiders may recognize the need for a new approach but may be limited because they do not understand the company culture or the industry. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 44. One of the major challenges faced by a new leader is _____. a. trying to break through informal groups at the workplace b. deciding how to get rid of the people who are potential threats c. deciding how much time to spend leading versus doing individual tasks d. preparing to accomplish more than required everyday ANSWER: c RATIONALE: One of the major challenges faced by a new leader is the uncertainty about how much time to spend leading versus doing individual tasks. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage

45. The main reason companies evaluate their leadership developments programs is to _____. a. identify universal training needs b. see if they are cost effective c. assign people to programs based on preference d. grade people based on their performance ANSWER: b RATIONALE: Many companies evaluate their leadership development programs to see if they are cost effective. In a large company, for example, a comparison would be made of the ratings from superiors and subordinates for those leaders who participated in the program versus those who did not. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Easy LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Knowledge NOTES: Digital Story: Engage 46. An important contribution of double-loop learning is that it _____. a. disallows leaders to make any mistakes b. enables the leader to learn and profit from setbacks c. enables leaders to seek minimum feedback d. ignores critical events and experiences that more often reflect failure ANSWER: b RATIONALE: An important contribution of double-loop learning is that it enables the leader to learn and profit from setbacks. Interpreting the reason that a setback occurred may help the leader to do better the next time.

See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG - Analytic DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 47. Which of the following is a challenge of being a new leader? a. Developing a pool of successors b. Flourishing in the socialization programs conducted by the organization c. Overcoming the need to be liked by everybody

d. Achieving a formal education that compliments the current role ANSWER: c RATIONALE: One of the challenges of being a new leader is overcoming the need to be liked by everybody. The most admired leaders at every level are rarely liked by everybody. By the nature of their roles, leaders make decisions that not everybody agrees with. See "Challenges of Being a New Leader."

POINTS: 1 DIFFICULTY: Moderate LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Challenges of Being a New Leader KEYWORDS: Bloom's: Comprehension NOTES: Digital Story: Connect 48. Mary, a line manager, is interested in pursuing self-help to develop leadership capabilities and interpersonal skills.

Which of the following is a form of self-help that Mary could pursue? a. Modeling the behavior of one of the effective leader's in her organization b. Asking for constant feedback from her colleagues c. Enrolling in an executive coaching program d. Increasing her qualification through short-term courses ANSWER: a RATIONALE: Self-help takes many forms, including working on one’s own to improve communication skills, to develop charisma, and to model the behavior of effective leaders. As the self becomes developed, the leader is able to engage in more effective interactions with people. See "Development Through SelfAwareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 49. George is the team leader for a group of six people. He has a habit of making impulsive decisions without consulting all his team members, and he tries to ignore any feedback or clues that might point against his actions. George is extremely defensive. In this case, George is a(n) _____ learner. a. double-loop b. episodic c. single-loop d. rote ANSWER: c

RATIONALE:

Single-loop learning occurs when learners seek minimum feedback that might substantially confront their basic ideas or actions. Single-loop learners engage in defensive thinking and tend not to act on the clues they receive. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 50. Lynn is a charismatic woman, and she displays the same characteristics as a leader. She believes in including all her team members in the decision-making process. She introspects and questions her own actions to evaluate the efficacy of her approaches. In relation to self-awareness, which of the following types of learning does Lynn follow? a.

Episodic learning b.

Double-loop learning c.

Single-loop learning d.

Rote learning ANSWER: b RATIONALE: Double-loop learning is an in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation. To achieve double-loop learning, one must minimize defensive thinking. See "Development Through Self-Awareness and Self-Discipline."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 51. Wyatt has an MBA degree from a reputed university in the U.K. He has been working with Linocco Inc. for over two years, and he expects to be promoted as branch manager shortly. Sunny took-up a diploma course in management after he passed out of high school. He was never really interested in increasing his qualifications, but he has also been working at Linocco Inc. for over five years. Sunny expects to become the branch manager as well. However, the organization decides to promote Wyatt and not Sunny. Which of the following could be a reason for Wyatt being promoted and not Sunny? a. There is a direct relationship between educational institutions and the length of work experience. b. There is a negative relationship between the amount of formal education and the level of leadership position attained. c. There is an inverse relationship between education and number of previous employers. d. There is a positive relationship between the amount of formal education and the level of leadership position attained.

ANSWER: RATIONALE:

d Formal education is positively correlated with achieving managerial and leadership positions.

Furthermore, there is a positive relationship between the amount of formal education and the level of leadership position attained. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 52. Susan is the proud owner of an apparel boutique. She has a few branches and has decided to focus on one particular branch where the business does not seem to be doing well. The branch has only been incurring losses and has affected the overall business strategy planned by Susan. However, Susan has decided to take-on the challenge and re-build her brand name. In this case, Susan is faced with a(n) _____. a. crucible b. simulation c. adjunct d. counterbid ANSWER: a RATIONALE: Extremely challenging experiences are sometimes referred to as crucibles—critical events and experiences that more often reflect failure than grand success. the crucible demands that leaders step up and do something they have never done before. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 53. Alice works with Lee. She spends two days every month observing Lee's work activities, attending important meetings with him, and discussing important tactics. Lee conducts debriefing sessions with Alice where they discuss what she has learned and why it is necessary to use certain tactics at certain times. In this case, Lee is mentoring Alice using the approach known as _____. a. sowing b. blended mentoring c. shadowing d. reverse mentoring

ANSWER: RATIONALE:

c One approach to mentoring is shadowing, or directly observing the work activities of the mentor by following the person around for a stated period of time, such as one day per month. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 54. Ali works in Chicago and is looking out for a mentor in his field of electrical and electronic engineering. He finds his mentor in Sweden. His mentor is very experienced in the same field and is willing to coach Ali in relation to his job and research studies. However, Ali and his mentor have no previous connections. They do not live in the same continent.

They are linked together using a profiling software. Which of the following coaching methods is most likely being used in this scenario? a.

Behavioral role modeling b.

Shadowing c.

Action learning program d.

Online mentoring ANSWER: d RATIONALE: Online, or virtual, mentoring is popular because sending e-mail messages and social media posts helps overcome barriers created by geography. One innovation in online mentoring is websites that link mentors and mentored employees via profiling software, modeled after dating websites. See "Development Through Education, Experience, and Mentoring."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 55. Which of the following is an example of an action learning program for leadership development? a. Barry, a production manager, has been assigned a project from the corporate social responsibility division of his company. b. Swayne is a project lead who has been asked to take his team out for an on-site program. c. Mary Ann is new to her organization and is observing the daily work activites of all her seniors to get acquainted with their roles. d. Sharon has been working at her organization for two years and has decided to pursue higher education.

ANSWER: RATIONALE:

a A directly practical approach to leadership development is for leaders and potential leaders to work together in groups to solve organizational problems outside their usual sphere of influence. A variation on action learning for leadership development is to assign managers to socially responsible projects that are not part of company operations. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 56. An organization is in the process of assessing a group of potential leaders based on their personality traits. A few of the group members did not fare well in the test. They displayed symptoms of emotional instability while role playing and when they were made to participate in simulations. Some of the behaviors exhibited included belittling other employees, swearing, and unduly pressurizing subordinates. In order to help these employees display more appropriate behavior and deal better with emotional instability, the organization could use _____. a. psychotherapy b. action learning programs c. conceptual knowledge programs d. reverse mentoring ANSWER: a RATIONALE: In general, leaders who score low on the personality dimension of emotional stability might become more effective in their interpersonal relationships with the benefit of psychotherapy. Some of the bizarre behavior exhibited by executives, such as swearing at and belittling subordinates, sexually harassing subordinates, and arbitrarily firing workers, are symptoms of emotional instability. See "Leadership Development Programs."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.3 - Summarize the nature of leadership development programs.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Development Programs KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform 57. The board of directors at Veerz Inc. is looking to hire a new CEO for their firm. They have decided that their new CEO should be someone from outside the organization with ample experience in the industry and leadership capabilities.

The board has decided to follow the general procedure for selection. Potential candidates will be thoroughly screened, background checks will be performed, and previous employers or business partners will be contacted to ensure one's candidature. However, the organization must conduct this process in a formal manner and use intermediaries to do the job for them. In this case, which of the following methods is the board likely to use?

a. They would display an attractive advertisement in the top business magazines. b. The board members would individually select people from their personal contact list. c. They would hire an executive search firm to locate the desired candidate. d. They would conduct an organization sponsored social event to try and lure top management from other firms.

ANSWER: c RATIONALE: A major responsibility of the board of directors is to select a successor to the chief executive, typically a CEO. The general approach is to follow standard principles of human resource selection, such as thoroughly screening candidates, including speaking to several people who have worked with the individual. Conducting a background investigation to uncover any possible scandalous or illegal behavior is also important. When the successor is an outsider, boards consistently use executive search firms (also known as headhunters) to locate one or several candidates. Even when the board has an outside candidate in mind, a search firm might be hired to act as an intermediary. See "Leadership Succession."

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Reflective Thinking DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Application NOTES: Digital Story: Perform Essay 58. Ingrid is seen as a potential senior line manager in her organization. She is currently being trained by her superiors, and she's partaking in several developmental programs to upgrade her skills. However, from the developmental program activities, it has been identified that Ingrid has particular weaknesses. She seems negligent about how her subordinates might perceive her. If her daily activities prove to be excessively taxing, she often neglects aspects of her personal development. In this case, what must Ingrid do in order to augment leadership self-development?

ANSWER: The two major components of leadership self-development are self-awareness and self-discipline. In order to augment leadership self-development, Ingrid must effectively process feedback that she receives about herself to improve work efficiency. She must be aware of her subordinates' needs and consider how they perceive her. These are qualities that come through self-awareness, which is an important mechanism underlying self-development.

Self-discipline is another necessary component because the pressures of everyday activities often divert a person’s attention from personal development. Ingrid must consciously monitor her behavior, mobilize her effort's and energy, and try to systematically incorporate new learning into her daily activities. This will help her not only with personal development, but with all aspects of leadership development as well.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.1 - Explain how leaders develop through self-awareness and self-discipline.

CTIVES: 15.2 - Explain how leaders develop through education, experience, and mentoring.

NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Self-Awareness and Self-Discipline; Development Through Education,

KEYWORDS: NOTES:

Experience, and Mentoring Bloom's: Evaluate Digital Story: Lead

59. Derek is Paul's reporting manager. Paul is efficient at his work. Since Derek would be transferring to another department soon, the management has decided that Paul will become the next manager. Although Paul has been a good employee, he has never had the chance to develop leadership qualities. Therefore, Derek has been instructed to train Paul and help him develop effective managerial skills. What would be the best avenues that Derek could use to train Paul given that they already know each other, and that Derek would be transferred in two months?

ANSWER: One method that Derek can use to train Paul would be mentoring. In this way, Derek will be able to hone Paul's abilities through tutoring, coaching, guidance, and emotional support. One of the approaches to mentoring is called shadowing. In this process, Paul would directly observe Derek's work activities by following him around for a stipulated time period. This on-the-job exposure could help Paul deal with his daily tasks as a manager.

Another good method would be conduct skill-based programs for Paul. One such program is called behavioral role modeling, where Paul would have to observe a particular behavior displayed by Derek and role-play that behavior and gather feedback. This program is essentially based on social learning theory. Another skill-based program is simulations. Using simulations, Derek could provide Paul with a fictitious problem that simulates an actual problem within the organization. Paul will have to play the role of an efficient manager and approach the problem as he would in the real situation. Derek will then provide Paul with feedback regarding his performance during the debriefing session.

Action learning programs could also be very useful in this situation. In such a program, Derek and Paul could work together to solve an existing organizational problem which is outside their usual sphere of influence. It could also be in relation to issues regarding corporate social responsibility. In this approach, Paul will learn the importance of developing decision making skills within and outside the realm of his job description.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.2 - Explain how leaders develop through education, experience, and mentoring.

CTIVES: 15.3 - Summarize the nature of leadership development programs.

NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Development Through Education, Experience, and Mentoring, Leadership Development Programs KEYWORDS: Bloom's: Evaluate NOTES: Digital Story: Lead 60. Samson has been the CEO of his company for the past six years. His tenure has almost come to an end, and he will be retiring in a few years. Currently, his major concern is to identify a budding leader who would take up his role after him.

Samson has already identified Max as his potential successor. However, succession management goes far beyond succession planning. If Max were to be the next CEO, what steps would Samson have taken pertaining to succession management?

ANSWER: Samson would have begun the process of identifying his potential successor years before his retirement, so that there would be ample time to groom the new leader. He would have identified the necessary executive competencies based on the firm’s future business needs, values, and strategies.

Max being a high-performing employee would have been identified by Samson, who would have been assessing Max's strengths and developmental needs. Based on Max's performance, Samson would have decided to retain him in the high-potential pool.

Following that, Samson would have established a tailored developmental program to suit Max's needs.

This program would have ideally included leadership development programs, job rotation, special assignments, and mentoring. Along with such programs, Max would have been assigned additional job roles and responsibilities to develop new on-the-job skills. He may also have been awarded a

promotion or a place with access to the board members. This would help Max develop a sense of what matters to directors, and the directors would get to see, firsthand, the talent in the pipeline.

During these grooming years, Samson would have strictly monitored Max's programs and activities and ensured that he received all the support from the top management. Samson would have primarily followed these steps in relation to succession management.

POINTS: 1 DIFFICULTY: Challenging LEARNING OBJE 15.4 - Describe the nature of leadership succession.

CTIVES: NATIONAL STAN United States - BUSPROG: Diversity DARDS: STATE STANDAR United States - OHIO - DISC: Leadership Principles DS: TOPICS: Leadership Succession KEYWORDS: Bloom's: Evaluate NOTES: Digital Story: Lead