TEST BANK for The Art and Science of Leadership, 7th edition by Afsaneh Nahavandi

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Chapter 1: Definition and Significance of Leadership Multiple Choice Questions 1. Various definitions of leadership include all but one of the following: a. influence process b. goal achievement c. group phenomenon d. control Answer: d; LO1; Moderate 2. Which one of the following is not part of a general definition of leadership? a. exercise of control b. group phenomenon c. influence d. hierarchy Answer: a; LO1 Moderate 3. The definition of leadership has how many key elements? a. one b. two c. three d. four Answer: d; LO1; Moderate 4. Bill Gates, founder of Microsoft, considers which of the following to be key to leadership? a. setting goals b. articulating a vision c. empowerment d. addressing the needs of stakeholders Answer: c; LO1; Moderate 5. Jonas Falk, CEO of Organic Life, believes that ___________ is the key to leadership. a. team performance b. inspiration c. goal setting d. control Answer: a; LO1; Moderate; AACSB: Interpersonal relations and teamwork

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6. Which of the following factors is not part of the definitions of leadership effectiveness? a. achieving goals b. follower satisfaction c. ability to change d. maintaining control Answer: d; LO1; Moderate 7. Barbara Waugh, a Civil Rights activist and worldwide change manager at Hewlett-Packard Laboratories, defines leadership effectiveness as _______. a. empowering employees b. meeting corporate objectives c. always making the customer happy d. finding a story worth living Answer: d; LO1; Moderate 8. According to Fred Luthans, effective managers focus on ________ while successful managers focus on ________. a. stakeholders; goal achievement b. employee satisfaction; quick promotions c. goal achievement; stock prices d. change management; employee satisfaction Answer: b; LO1; Moderate 9. According to Fred Luthans, effective managers are those who: a. take care of their own careers b. take care of their employees c. worry about all stakeholders d. maintain control through a crisis Answer: b; LO1; Difficult 10. According to Fred Luthans, successful managers are those who: a. take care of their own careers b. take care of their employees c. worry about all stakeholders d. maintain control through a crisis

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Answer: a; LO1; Difficult 11. Based on Fred Luthans’ research, what percentage of managers are both effective and successful? a. 10% b. 30% c. 50% d. over 60% Answer: a; LO1; Moderate 12. Which of the following statements is true about the definition of leadership effectiveness? a. Leadership effectiveness depends on the goals of the organization b. Leadership effectiveness must take into account the personality of the leader c. Leadership effectiveness is the same regardless of the organization d. Leadership effectiveness is always based on performance Answer: a; LO1; Moderate 13. The case of the New York Times newspaper is an example of . a. the importance of stakeholders in defining effectiveness b. the role of national culture c. generational differences d. the complexity of defining effectiveness Answer: d; LO1; Moderate; AACSB: Analytic thinking 14. Which one of the following factors is the key element of most definitions of leadership effectiveness? a. employee satisfaction b. stakeholder needs c. focus on outcome d. financial measures Answer: c; LO1; Moderate 15. While _________ are an important aspect of leadership effectiveness, the key element is ___________. a. leader style; providing direction b. internal processes; outcome c. goal achievement; stakeholder satisfaction d. empowerment; participation Answer: b; L01; Moderate Copyright © 2015 Pearson Education, Inc.

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16. Which one of the following is not an element of the definition of leadership effectiveness? a. goal achievement b. smooth internal functioning c. external adaptability d. efficiency Answer: d; LO1; Moderate 17. The three key elements of leadership effectiveness are: a. goal achievement, smooth internal processes, external adaptability b. follower satisfaction, leader control, empowerment c. goal achievement, stock prices, customer satisfaction d. flexibility, follower satisfaction, stakeholder satisfaction Answer: a; LO1; Moderate 18. Comparable companies require salespersons to get 8 hours of training during the first year on the job, however it is not unusual for The Container Store sales people to get hours of training before a new store opens. a. 12 b. 20 c. 100 d. 200 Answer: d; LO1; Moderate 19. The Container Store is able to pay its associates how much more than their competitors? a. 10-30 percent b. 30-50 percent c. 50-100 percent d. 100-200 percent Answer: c; LO1; Moderate 20. The Contain Store’s efforts to create a family-friendly environment have paid off. Whereas their competitors’ turn-over rate is approximately 90 percent, The Container Store’s turnover rate is only . a. 2 percent b. 10 percent c. 20 percent d. 50 percent Answer: b; LO1; Moderate 21. Which is not a reason the text provides as to why leaders are needed?

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a. to keep groups orderly and focused b. to accomplish tasks c. to be romantic ideals d. to provide effective customer service Answer: d; LO1; Moderate 22. Bob, a salesperson for ABC, Inc., relies heavily on his supervisor to provide annual goals and direction was well as to clarify activities for the upcoming year. Which reason for ‘why we need leaders’ best fits this situation? a. to keep groups orderly and focused b. to accomplish tasks c. to make sense of the world d. to be romantic ideals Answer: b; LO1; Moderate; AACSB: Reflective Thinking 23. Which one of the following is not one of the obstacles to effective leadership? a. uncertainty that creates pressure for quick responses b. reliance on old ideas about leadership c. rigid and short-term oriented organizations d. inaccessible academic research Answer: b; LO2; Moderate 24. Sally was recently hired as president and CEO of AlphaSports, Inc, a regional chain of sporting goods stores. She has been hired to internalize the organization as well as expand market share. Many members of the organization are highly skeptical because the organization has never attempted anything like this in the past. Sally is experiencing which obstacle to effective leadership? a. the organization is rigid and unforgiving b. the organization is falling back on old ideas c. the organization is facing considerable uncertainty d. there is a lack of understanding in applying academic research findings Answer: c; LO2; Moderate; AACSB: Reflective Thinking 25. Jake was appointed president and CEO of XYZ, Inc. The board of directors wants him to lower expenses by laying off 50 percent of the front-line workers. Which of the following would not be an obstacle for Jake?. a. Organizations are rigid and unforgiving during times of change. b. The organization is facing considerable uncertainty. c. Stockholders do not support leaders who make change. d. They are falling back on old ideas.

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Answer: b; LO2; Moderate; AACSB: Reflective Thinking 26. While managers focus on ________, leadership is aimed at ________. a. getting power; here and now b. getting followers motivated; sharing values c. planning and stability; movement and change d. personal relationships; political networks Answer: c; LO3; Easy 27. Managers are , while leaders are . a. short-term oriented; long-term oriented b. long-term oriented; short-term oriented c. interested in creating a culture based on values; interested in maintaining existing structure d. making use of personal power; making use of positional power Answer: a; LO3; Moderate 28. Compared to managers, leaders do all of the following except a. focus on the future b. create culture based on shared values c. maintain existing structure d. create change Answer: c; LO3; Moderate

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29. Compared to leaders, managers do all of the following except a. establish an emotional link with followers b. maintain status quo c. implement policies and procedures d. use position power Answer: a; LO3; Moderate

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30. Leadership and management become more closely similar when considering the issue of Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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a. effectiveness and competence b. national and organizational culture c. individual traits d. organizational performance Answer: a; LO3; Moderate 31. In addition to basic managerial functions of planning, organizing, staffing, directing, and controlling, leaders are ascribed . a. procedural and external roles b. procedural and internal roles c. strategic and internal roles d. strategic and external roles Answer: d; LO4; Moderate 32. Kip Tindell, founder of The Container Store, created a family-friendly work environment with higher wages and flexible shifts. He may be considered an effective leader because . a. he focused entirely on the present b. he created a culture on shared values c. he was interested in maintaining the status quo d. he only used position power to get things done Answer: b; LO4; Moderate; AACSB: Reflective Thinking 33. Which of the following is not one of the managerial roles proposed by Mintzberg? a. figurehead b. leader c. conflict manager d. resource allocator Answer: c; LO4; Difficult: 34. Henry Mintzberg identified a. 5 b. 7 c. 9 d. 10 Answer: d; LO4; Moderate

executive roles for managerial activities.

35. According to research by Mintzberg, the job of a manager is characterized by . a. many cultural encounters b. a wide variety of tasks and many interruptions c. a series of well-defined activities that start with planning and end in controlling Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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d. political activities that are essential to being effective Answer: b; LO4; Moderate 36. Helgesen’s research about gender differences in management found that . a. women are better managers b. women preferred face-to-face communication c. women managers often have to focus on their job at the expense of personal life d. women are more isolated then men Answer: b; LO4; Moderate 37. Helgesen called the “female” style of management ________. a. the web b. participative management c. interconnected management d. non-hierarchical charisma Answer: a; LO4; Moderate 38. Helgesen’s research found that female managers only matched how many of Mintzberg’s categories of executive roles? a. one b. two c. four d. five Answer: b; LO4; Moderate 39. The example of Starbucks gourmet coffee illustrates . a. the importance of social responsibility b. how founders can impact an organization c. the importance of quality in the mission of an organization d. how men and women both practice participative management Answer: b; LO4; Moderate; AACSB: Analytic thinking 40. If the founder of the organization is a workaholic and control oriented, the organization is likely to be characterized as: a. ‘the web’ whereby the manager is in the center of an interconnected circle b. fast-paced decision making and centralized c. decentralized and open d. participative and supportive Answer: b; LO4; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Moderate; AACSB: Reflective Thinking 41. Leaders are often role models for their followers. Recent research suggests that leaders must also pay attention to . a. sexual harassment and its negative impact b. the use of power c. how outsiders impact their followers d. their own emotional reactions Answer: d; LO4; Moderate 42. Stephen Oesterle is a senior executive of Medtronics, an organization dedicated to promoting healthy lifestyles. Stephen runs marathons and maintains a personal healthy lifestyle. Which function of shaping an organizational culture best describes Stephen’s approach? (Stephen-see pages 4 & 12) a. creating an effective reward system b. being a role model c. hiring the right people d. creating an effective organizational strategy and structure Answer: b; LO4; Moderate Answer: AACSB: Reflective Thinking 43. Tyler Winkler, senior vice president of sales for Secure Works, takes an approach whereby employees “make your numbers in three months or run the risk of being put on probation, and then possibly termination.” Through this process he measures employee performance, provides detailed feedback and training to improve sales. Which function of how leaders shape organizational culture best describes Tyler’s approach? a. role modeling b. creating an effective reward system c. hiring the right people d. creating an effective organizational strategy and structure Answer: b; LO4; Moderate; AACSB: Reflective Thinking 44. Bob Landouceur, La Salle high-school football coach wants his team members to get in touch with their emotions and develop ‘love’ for their teammates. Through this process he demonstrates great empathy for his players. Which function of how leaders shape organizational culture best describes Bob’s leadership style? a. role modeling b. creating an effective reward system c. hiring the right people d. creating an effective organizational strategy and structure Answer: a; LO4; Moderate; AACSB: Reflective Thinking

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45. Leaders shape the culture of their organization through all but one of the following: a. role modeling b. the reward system c. market research d. hiring decisions related to employees and other managers and leaders Answer: c; LO4; Moderate 46. Determining span of control, reporting relationships, and degree of formalization and specialization are all elements of which function of how leaders shape organizational culture? a. developing strategies and structures b. influencing hiring decisions c. creating effective reward systems d. role modeling Answer: a; LO4; Moderate 47. When leaders establish a highly decentralized structure, the result is likely to be a _________ culture. a. closed b. participative c. internally focused d. inflexible Answer: b; LO4; Moderate 48. Jack Welch was able to have an impact on the future of GE’s culture by, a. negotiating a series of company acquisitions to insure GE’s long-term success. b. establishing rules and guidelines his predecessors would have to follow. c. purchasing enough of the company’s outstanding stock to be elected to the board of directors.. d. personally selecting the CEO and other top managers before he retired.

Answer: d; LO4; Moderate 49. The factors that are pushing for new roles for leaders include all but one of the following: a. push for quality b. use of teams c. changing hierarchies d. increased homogeneity Answer: d; LO5; Moderate 50. In a results oriented organization that focuses on quality and teamwork, which level of organizational structure should assume primary responsibility? a. senior executives b. mid-level managers Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. front line supervisors d. employees Answer: d; LO5; Moderate; AACSB: Interpersonal relations and teamwork 51. In traditional organizations, employees are primarily responsible for ________ while leaders are responsible for ________. a. production; planning b. planning; controlling c. preparing; implementing d. controlling; quality Answer: a; LO5; Moderate 52. Changes in many organizations are causing leaders to rely more on ________ and less on ________. a. consideration; task b. vision; consideration c. facilitation; structuring d. planning; leading Answer: c; LO5; Moderate 53. Rick Sapio, CEO of New York City Mutual.com, created this tool for involving employees in organizational change. a. an electronic mailbox for employees to express concerns b. a quality control team to review all major company decisions c. a reward program that pays employees for innovations d. an advisory board that keeps employees informed on company strategy Answer: a; LO5; Moderate 54. Leaders such as Philip Diehl, director of the U.S. Mint, have made ________ one of their key activities. a. quality control b. providing a vision c. managing d. communicating

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Answer: d; LO5; Moderate 55. Which are not some of the primary factors fueling change for organizations and their leadership? a. political changes b. ambiguity and uncertainty c. demographic changes d. globalization Answer: b; LO5; Moderate 56. Which of the following are not some of the factors that are fueling the changes in leadership? a. increase in global competition b. political changes c. legal requirements d. demographic and social changes Answer: c; LO5; Moderate 57. The increased cultural diversity in organizations is . a. causing most leaders to become ineffective b. causing changes in organizational practices c. leading to higher salaries across the board d. leading to conflict between leaders and followers Answer: b; LO5; Moderate; AACSB: Multicultural and Diversity 58. The fastest growing segment of the U.S. population is currently: a. African American b. Asian American c. Hispanic d. European Answer: c; LO5; Moderate Answer: AACSB: Diverse and multicultural work environments 59. By 2016, what fraction of the United States population will be of a minority group? a. one fifth b. one forth c. one third d. one half Answer: c; LO5; Moderate; AACSB: Diverse and multicultural work environments

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60. By 2025, Hispanics are estimated to be what percent of the United States population? a. 8% b. 21% c. 28% d. 38% Answer: b; LO5; Difficult; AACSB: Diverse and multicultural work environments 61. By 2050, the Hispanic population in the United States is estimated to grow to what percent of the total population? a. 40% b. 30% c. 20% d. 10% Answer: b; LO5; Moderate; AACSB: Diverse and multicultural work environments 62. According to the text, which country has a high percentage of women (about 23%) in corporate boards? a. United States b. Malaysia c. Venezuela d. Sweden Answer: d; LO5; Moderate; AACSB: Diverse and multicultural work environments 63. The challenges arising from issues regarding the differences in age groups represents which major factor fueling organizational change and their leaders? a. increased globalization b. employee expectations c. political changes d. demographic changes Answer: d; LO5; Moderate; AACSB: Diverse and multicultural work environments 64. Which generation comprises the largest population segment in the United States? a. Millennial generation b. Generation Xers c. Generation Y d. Baby boomers Answer: d; LO5;

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Moderate; AACSB: Diverse and multicultural work environments 65. The younger employees who are joining the workforce typically expect to a. receive life-time employment from the same company b. have autonomy and participate in decisions c. be promoted slower than previous generations d. stay with the same company for over ten years Answer: b; LO5; Difficult; AACSB: Diverse and multicultural work environments

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66. Leaders such as John Grundhofer – aka Jack the Ripper – continue to remain in leadership positions, primarily because . a. they are effective b. organizations face short-term financial pressures c. they focus on stakeholders d. they are able to manage global cultures Answer: b; LO5; Moderate 67. Young employees entering the workforce are looking for fast promotions, challenging learning opportunities and work-life balance. This represents which category of factors fueling organizational change? a. increased globalization b. employee expectations c. political changes d. technological advances Answer: b; LO5; Moderate 68. ________ is/are barriers to changes in organizations and leaders. a. Lack of teams in upper management b. Open structures and ill-defined goals c. Global cultural changes d. The focus on team rewards Answer: a; LO5; Moderate; AACSB: Interpersonal relations and teamwork 69. The XYZ organization recruits leaders who are dominant and willing to take control over those who focus on team building. This is an example of . a. cultural insensitivity b. lingering images of traditional leadership c. organizational stupidity d. poor decision making e. All of the above Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: e.

LO5; Moderate AACSB: Reflective Thinking 70. Which of the following factors is key to JetBlue’s flexibility? a. the airline’s growing size and importance in its industry b. the emphasis on teamwork c. a powerful leadership team d. a centralized organization where all employee can stay in touch Answer: b; LO6; Moderate 71. Which one of the following is not one of the factors in JetBlue’s success? a. David Neeleman b. a decentralized structure c. JetBlue’s ability to copy other airlines d. constant communication with employees Answer: c; LO6; Moderate True/False Questions 72. There is one commonly accepted definition of leadership. a. true b. false Answer: b; LO1; Moderate 73. A leader is defined as a person who influences individuals and groups, helps them in establishing goals, and guides them towards achievement of those goals. a. true b. false Answer: a; LO1; Moderate 74. It is easy to define leadership. a. true b. false Answer: b; LO1; Moderate 75. Researchers agree that a leader is effective when the group performs its task. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: b; LO1; Moderate 76. The definition of leadership effectiveness often depends on the point of view of the person who is defining effectiveness. a. true b. false Answer: a; LO1; Moderate 77. For Barbara Waugh, personnel manager of Hewlett-Packard Laboratories, effectiveness is communication, collaboration, and innovation. a. true b. false Answer: a; LO1; Moderate 78. According to Fred Luthans, effective and successful managers engage in different types of activities. a. true b. false Answer: a; LO1; Moderate 79. Fred Luthans found that the majority of managers are both effective and successful. a. true b. false Answer: b; LO1; Moderate 80. Fred Luthans found that only 10% of managers are both effective and successful. a. true b. false Answer: a; LO1; Moderate 81. Based on Luthans’ research, in order for organizations to be effective they must reward effective managers and help them become successful. a. true b. false Answer: a; LO1; Moderate 82. The definition of leadership effectiveness depends on the organization and the context. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: a; LO1; Moderate 83. The common thread in many definitions of leadership effectiveness is the focus on outcomes. a. true b. false Answer: a; LO1; Moderate 84. Leaders are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces. a. true b. false Answer: a; LO1; Moderate 85. Leadership is not a universal phenomenon, but rather culturally contingent. a. true b. false Answer: b; LO1; Moderate 86. The presence of leaders creates an unavoidable hierarchy and inequality. a. true b. false Answer: a; LO1; Moderate 87. Managing the inequality inherent in leader-follower relationships is essential in the leadership process. a. true b. false Answer: a; LO1; Moderate 88. An important aspect of effective leadership is practice and learning from one’s mistakes. a. true b. false Answer: a; LO2; Moderate 89. The keys to being an effective leader are knowledge, experience, practice and learning from one’s mistakes.

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a. true b. false Answer: a; LO2; Moderate 90. Becoming an effective leader requires experimentation and organizational support. a. true b. false Answer: a; LO2; Moderate 91. Most researchers agree that leadership and management are basically the same concept. a. true b. false Answer: b; LO3; Moderate 92. Managers tend to take a long-term perspective, whereas leaders take a short-term perspective a. true b. false Answer: b; LO3; Moderate 93. Leaders provide a vision for their followers, where as managers focus on routine issues. a. true b. false Answer: a; LO3; Moderate 94. According to Kotter, while leadership is an age-old concept, the idea of management was developed during the industrial revolution. a. true b. false Answer: a; LO3; Moderate 95. Effective managers often have to perform roles and functions attributed to leaders. a. true b. false Answer: a; LO4; Moderate 96. For organizations to function properly all managers can be replaced by leaders. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: b; LO4; Moderate 97. Research about the difference between male and female managers indicates that women are generally less effective leaders, but excellent managers. a. true b. false Answer: b; LO4; Moderate; AACSB: Diverse and multicultural work environments 98. There is general agreement that there are fundamental differences between how men and women manage. a. True b. false Answer: a; LO4; Moderate; AACSB: Diverse and multicultural work environments 99. One of the primary roles of leaders is to create and maintain the culture of their organizations. a. true b. false Answer: a; LO4; Moderate 100.

The only means leaders have to influence their followers is through role modeling. a. true b. false Answer: b; LO4; Moderate

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Leadership is a complex process and leaders should always take themselves very seriously. a. true b. false Answer: b; LO4; Moderate

102.

Leaders like Jack Welch are typically very involved in the transition of new top managers in leadership roles. a. true b. false Answer: a; LO4; Moderate Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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103.

Hiring decisions are an important aspect of how leaders can shape the organization’s culture. a. true b. false Answer: a; LO4; Moderate

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Recent research suggests that leaders must be able to manage their followers’ emotional states. a. true b. false Answer: a; LO4; Moderate

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While the leader’s impact on the organization may not always be tangible, leadership is significant in providing a vision and direction for followers. a. true b. false Answer: a; LO4; Moderate 106.

In cultures where power is highly differentiated and centralized, managers rely on employees to offer solutions and answers to organizational challenges. a. true b. false Answer: b; LO4; Moderate; : AACSB: Diverse and multicultural work environments 107.

Leadership in traditional organizations continues to include a desire for control and power. a. true b. false Answer: a; LO5; Moderate

108.

The focus on quality requires leaders to be in charge and show dominance. a. true b. false Answer: b; LO5; Moderate

109.

Today’s leaders need to improve their structuring skills. a. true b. false

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Answer: b; LO5; Moderate 110.

As the leader’s roles are changing, employees are increasingly expected to understand strategic and financial issues. a. true b. false Answer: a; LO5; Moderate 111.

Planning and organizing is increasingly being done by followers instead of leaders alone. a. true b. false Answer: a; LO5; Moderate

112.

Because of many changes in organizations, leaders have to increasingly rely on structuring skills to be effective. a. true b. false Answer: b; LO5; Moderate 113.

Rick Sapio, CEO of Mutual.com, and Jeff Imelt, of GE, both focus on listening to their employees. a. true b. false Answer: a; LO5; Difficult 114.

Factors that are fueling leadership changes include legal pressures and requirements. a. true b. false Answer: b; LO5; Moderate

115.

The United States is one of the few countries that is experiencing increased diversity. a. true b. false Answer: b; LO5; Moderate; AACSB: Diverse and multicultural work environments

116.

By 2025, Hispanics are estimated to outnumber African Americans in the United States.

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a. true b. false Answer: a; LO5; Moderate; AACSB: Diverse and multicultural work environments 117.

Women hold almost 50% of managerial and professional positions in the U.S. a. true b. false Answer: a; LO5; Moderate; AACSB: Diverse and multicultural work environments

118.

Women currently hold 20 percent of all executive positions in the United States. a. true b. false Answer: b; LO5; Moderate; AACSB: Diverse and multicultural work environments

119.

Scandinavian countries lead the way in percentage of women who hold senior level executive positions. Just delete this question. a. true b. false Answer: a; LO5; Moderate; : AACSB: Diverse and multicultural work environments 120.

By 2050, the average U.S. resident will be from a non-European background. a. true b. false Answer: a; LO5; Moderate; AACSB: Diverse and multicultural work environments

121.

By 2050, the majority of new entrants in the U.S. labor force will be Hispanic. a. true b. false Answer: b; LO5; Moderate AACSB: Diverse and multicultural work environments

122.

Although women are not well represented in executive positions around the world, they are holding a majority of board memberships. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: b; LO5; Moderate AACSB: Diverse and multicultural work environments 123.

Ted Childs of IBM considers diversity to be an essential part of the business. a. true b. false Answer: a; LO5; Moderate AACSB: Diverse and multicultural work environments

124.

Financial pressures often force organizations to select ruthless leaders. a. true b. false Answer: a; LO5; Moderate

125.

One of the obstacles to effective leadership is the extensive use of teams in upper management. a. true b. false Answer: b; LO5; Moderate; AACSB: Interpersonal relations and teamwork

126.

Male images of leadership which include dominance and control are no longer used in most organizations. a. true b. false Answer: b; LO5; Moderate Answer: AACSB: Diverse and multicultural work environments 127.

Job satisfaction is higher in organizations with more bureaucracy and lower autonomy. a. true b. false Answer: b; LO5; Moderate

128.

Few organization take full advantage of their employees’ ideas and potential. a. true b. false Answer: a; LO5; Moderate

Short Answer/ Essay Questions:

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129.

Jonas Falk, CEO of OrganicLife, states that leadership is taking “an average team of individuals and transforming them into superstars”. Explain what she means by that statement, why it is important, and give an example that demonstrates her belief.

Answer: This view of leadership is based on the premise that leadership is a group and social phenomenon; there can be no leaders without followers.

Answer: LO1; Moderate

130.

Some may argue that leadership is not necessary. What are some important reasons for having leaders in organizations.

Answer: In trying to reconcile the different arguments regarding the need for and impact of leadership, it is important to recognize that leadership is one of many factors that influence the performance of a group or an organization Answer: see Table 1-1 for a summary. Additionally, the leader’s contribution, although not always tangible, is significant in providing a vision and direction for followers and in integrating their activities.

Answer: LO1; Moderate

131.

Explain what the author means by: Leadership and management become more closely similar when considering the issue of effectiveness and competence.

Answer: Much of the distinction between management and leadership comes from the fact that the title leader assumes competence. Consequently, an effective and successful manager can be considered a leader, but a less- Competent manager is not a leader. Overall, the debate over the difference between the two concepts does not add much to our understanding of what constitutes good leadership or good management and how to achieve these goals. It does, however, point to the need felt by many people and organizations for effective, competent, and visionary leadership/management.

Answer: LO3; Challenging

132.

Helgensen found that women reported having ample time to themselves; time to read and reflect; and time to schedule meetings to share information with colleagues and subordinates. Conversely, men found themselves stressed; and had little to no time to reflect or time for themselves. Does that mean women are better leaders and handle leadership positions better than men do? Explain.

Answer: The academic evidence that may suggest that women are better leaders than men is not definitive. There is evidence to support the premise that men and women possess different management styles, but the concept of leadership effectiveness is too complex to say that one gender is better than another.

Answer: LO4; Easy; AACSB: Diverse and multicultural work environments

133.

Discuss some of the demographic changes occurring in the United States. How do these changes affect leadership?

Answer: Students could address a variety of demographic changes in the U.S. population including, gender, age, national origin, and race. Demographic changes that lead to increased diversity in the various groups and organizations push leaders to consider this diversity when making decisions. Many countries include similar or even greater cultural diversity.

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Answer: LO5; Easy; AACSB: Diverse and multicultural work environments 134.

Explain why people like John Grundhofer, nicknamed “Jack the Ripper,” who specialized in implementing massive layoffs, continue to find their skills in high demand.

Answer: Because of perceived financial pressures and attempts to find a quick way out of them, organizations turn to tough autocratic leaders whose goals are clearly not employee motivation and loyalty.

Answer: LO5; Moderate

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Chapter 2: The Global and Cultural Contexts Multiple Choice Questions 1.

is the norms, customs, values, and assumptions that guide the behavior of a particular group of people. a. Culture b. Leadership c. Diversity d. Individualism Answer: a; Easy; LO1; AACSB: Diverse and multicultural work environments 2. Culture is important because: a. some cultures are more powerful than others b. culture guides people’s assumptions and behaviors c. culture can be changed to match the organization d. Leaders must learn to ignore culture Answer: b; Easy; LO1; AACSB: Diverse and multicultural work environments 3. How many levels does culture have? a. two b. three c. four d. five Answer: b; Easy; LO1 AACSB: Diverse and multicultural work environments 4. People in who live in the ‘Little Italy’ region of New York City have maintained traditions, norms and customs from generation to generation. This is an example of what level of culture? a. Global b. National c. Group d. Organizational Answer: c; Moderate; LO1 5.

refers to the variety of human structures, belief systems, and strategies for adapting to situations that exist within different groups. a. Masculinity b. Leadership c. Gender

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d. Diversity Answer: d; Challenging; LO1 AACSB: Diverse and multicultural work environments 6. Male traits of ___________ and __________ are often associated with leadership in many cultures. a. aggression; independence b. intelligence; goal orientation c. cognitive skills; ruthlessness d. individualism; competition Answer: a; Moderate LO1 AACSB: Diverse and multicultural work environments 7. Apple’s highly demanding work environment has been attributed to: a. Steve Job’s ethical behavior b. the culture of the organization c. the lack of challenging, performance expectations d. the national culture Answer: b; Challenging; LO1 8. The leadership at Herman Miller, an office furniture manufacturer, created a culture that focused on: a. employees b. attention to ethical standards c. careful promotion based on seniority d. performance at all costs Answer: a; Challenging; LO1 9. Larry Page, cofounder of Google, created an organizational culture that: a. took into consideration the employees’ job satisfaction b. separated personal and organizational goals c. allowed for excellent financial performance d. rewarded top financial performance Answer: a; Challenging; LO1 10. The examples of Apple and Goldman Sachs are similar in that in both cases: a. employees came first b. financial performance came first c. the leaders shaped the culture d. national culture influenced organizational culture Answer: c; Challenging;

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LO1 11. The leadership of Herman Miller established a value of balancing work life and home life within the company. This is an example of which level of culture? a. Organizational b. Cultural Groups c. National d. Leadership Answer: a; Challenging; LO1 12. The example of former President Vincente Fox of Mexico refusing to admit mistakes in the handling of his country’s economy illustrates: a. his leadership style b. the influence of the Mexican culture on leadership c. the economic and political situation in Mexico d. the impact of organizational factors on leadership Answer: b; Challenging; LO1; AACSB: Diverse and multicultural work environments 13. National organizational heritage refers to: a. the wealth of each organization b. the culture of different organizations c. the management styles based on national cultures d. organizational events that shape national culture Answer: c Challenging; LO1; AACSB: Diverse and multicultural work environments 14. The High and Low Context model of culture was developed by: a. Hall b. Trompenaars c. Hosftede d. GLOBE Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 15. The High and Low Context model of culture addresses: a. different cultural values b. differences in communication styles c. differences in leadership patterns d. the organizational cultural context Answer: b; Challenging;

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LO2; AACSB: Diverse and multicultural work environments 16. Leaders in high-context cultures may interpret the low-context followers’ directness as . a. an indication of effective leadership b. a sign of a valuable employee c. a display of respect d. a lack of respect Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 17. Which of the following cultures is NOT considered a low-context culture? a. Germans b. French c. North Americans d. Korean Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 18. Which of the following cultures is NOT considered a high-context culture? a. Japanese b. China c. Korean d. Scandinavian Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 19. People from high context cultures typically: a. rely on non-verbal cues and situational factors to communicate b. rely on the written word and clearly stated statement to communicate c. value leaders who take care of people d. value leaders who focus on the task Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments; AACSB: Communication 20. People from low context cultures typically: a. rely on non-verbal cues and situational factors to communicate b. rely on the written word and clearly stated statement to communicate c. value leaders who take care of people d. value leaders who focus on the task Answer: b;

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Challenging; LO2; AACSB: Diverse and multicultural work environments; AACSB: Communication 21. The fact that the Asian cultures pay attention to a leader’s title and do not always rely on written contracts can be partially attributed to: a. being relaxed b. being people oriented c. being high-context d. being collectivist Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments 22. A U.S. manager who is negotiating in China has difficulty getting his Chinese counterparts to agree to put the details of their new contract on paper. At the same time, the Chinese managers are frustrated at the U.S. manager’s insistence to clarify every detail. This conflict is can be partially attributed to: a. the U.S. superiority in business interactions b. the Chinese not trusting the U.S. manager c. the difference in how the two cultures use context d. the differences in the two countries political systems Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 23. A Mexican manager is upset at the fact that his German colleague jumps right into business without taking the time to get to know him and establish a relationship. The German manager is frustrated at how long it takes to get anything done and is pushing for quicker decision making. This cultural conflict can be partially explained by: a. the typical impatience of the Germans b. the Mexican’s longer time orientation c. the fact that Mexico is high context and Germany is low context d. the problems associated with negotiating in different languages Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 24. Which of the following is NOT one of Hofstede’s five dimensions of culture? a. Uncertainty avoidance b. Individualism c. Time orientation d. People orientation Answer: d; Easy; LO2;

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AACSB: Diverse and multicultural work environments 25. Which of the items is one of Hofstede’s five dimensions of culture? a. Power distance b. Egalitarian c. High context d. Performance orientation Answer a; Easy; LO2; AACSB: Diverse and multicultural work environments 26.

power distance indicates that employees would generally accept work assignments from their supervisors without question, whereas a power distance indicates that employees generally have about the same amount of power as their boss. a. High; high b. High; low c. Low; high d. Low; low Answer: b; Easy; LO2; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 27. According to Hofstede’s research on the dimensions of culture, the United States is best described as_____. a. above average on power distance and masculinity. b. above average on power distance and below average on masculinity c. below average on power distance and above average on masculinity d. below average on both power distance and masculinity Answer c; Challenging; LO2; AACSB: Diverse and multicultural work environments 28. Compared to the United States, Japanese culture tends to be . a. higher on power distance and uncertainty avoidance b. higher on power distance but lower on uncertainty avoidance c. lower on power distance but higher on uncertainty avoidance d. lower on both power distance and uncertainty avoidance Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 29. Leaders in high power distance cultures would be most characterized by: a. expecting feedback from employees b. relying on formal structures to accomplish tasks c. seeking notoriety for the organization d. focusing on team efforts

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Answer: b Easy; LO2; AACSB: Diverse and multicultural work environments 30. Leaders from individualistic cultures would best be characterized by a. engaging in team-oriented activities b. seeking recognition c. demonstrating high levels of participation behaviors d. employing supportive leader behaviors Answer: b; Easy; LO2; AACSB: Diverse and multicultural work environments

.

31. Which one of the following is not one of Hofstede’s cultural dimensions? a. time orientation b. power distance c. uncertainty avoidance d. egalitarianism Answer: d Easy; LO2; AACSB: Diverse and multicultural work environments 32. Geert Hofstede developed his cultural values model based on surveys of: a. managers in the European Union b. IBM employees in 40 countries c. North American and Canadian managers d. Students in introductory psychology classes Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 33. Hofstede’s model includes how many cultural dimensions? a. two b. four c. five d. seven Answer: c; Easy; LO2; AACSB: Diverse and multicultural work environments 34. Power distance refers to: a. how much power managers have b. the extent to which people accept unequal power c. the power of the leaders to make changes without consulting followers d. how paternalistic and male dominated a society is Answer: b

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Challenging; LO3; AACSB: Diverse and multicultural work environments 35. French employees typically do not expect to participate in decision making to the same extent as U.S. or Swedish employees. This may be partially because: a. France is a high power distance culture b. U.S. and Swedish employees are often better trained c. France is less collectivistic that the U.S. or Sweden d. the French are not comfortable with uncertainty Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 36. Tolerance of uncertainty refers to: a. how much uncertainty exists in the political system b. how quickly managers make decisions c. the extent to which employees rely on their manager for decision making d. how comfortable people are with ambiguity Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 37. When a culture is high in uncertainty avoidance, people are likely to: a. search for absolute truths b. expect their leaders to allow participation c. rely on their community for information d. have a short term orientation Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 38. Individualistic cultures tend to: a. expect people to conform to social norms before they become independent b. emphasize performance over social support c. focus on individual achievement d. value material goods Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments 39. Although many companies in the U.S. have adopted team-based management that is very successful in Japan, U.S. managers and employees often have difficulty working in teams. This may be because: a. Japanese managers are generally superior in motivating their employees b. the U.S. employees are not comfortable with uncertainty c. the Japanese have lower power distance and are more egalitarian d. the U.S. employees are more individualistic

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Answer: d; Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 40. Based on Hofstede’s model, which of the following best describes the culture of the U.S.? a. The U.S. is an individualistic culture where people are long-term oriented, value achievement and are highly competitive. b. The U.S. culture places a high value on individuals and achievement and tends to be egalitarian and short-term orientated with low power distance. c. The U.S. is highly competitive, power oriented, and focused on improving social justice. d. The U.S. culture is high on context, power, achievement, and competitiveness.

Answer: b; Challenging; LO2; AACSB: Diverse and multicultural work environments 41. Japanese culture is characterized with strong feelings toward group with clear rank and status differentiation as well as an obligation to obey authority. This is best described as which combination of Triandis characteristics of culture? a. individualistic and vertical b. individualistic and horizontal c. collectivistic and vertical d. collectivistic and horizontal Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 42. Harry Triandis proposes that the concept of uncertainty avoidance can be further refined by: a. adding the concept of time orientation to tolerance for uncertainty. b. looking at how uncertainty avoidance is different in vertical and horizontal cultures. c. introducing the concept of tight and loose cultures to uncertainty avoidance. d. combining context and individuality to explain uncertainty avoidance.

Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments 43. In Thailand, there is much tolerance for behaviors that are considered acceptable and violation of rules is often overlooked. This can partly be explained because: a. Thailand has a loose culture. b. Thailand is collectivistic. c. Thailand emphasizes consideration for individual rights d. Thailand is a low power distance culture.

Answer: a Challenging; LO2;

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AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 44. Mehran has grown up in a culture where breaking rules and norms of behavior is considered to be serious. Her parents and teachers often reminded her that rules are to be obeyed and that she risked serious consequences if she did not conform. Based on this information, one could deduce that Mehran’s culture is: a. very harsh. b. high power distance. c. a tight culture. d. ascriptive and collectivistic.

Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 45. The concept of individualism/collectivism can be further refined by considering: a. whether leaders have power and how they use power. b. how tight or loose the culture is. c. whether followers make decisions on their own. d. the concept of vertical and horizontal cultures..

Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 46. _________ cultures focus on hierarchy; while _________ cultures focus on equality. a. Vertical; horizontal b. Tight; loose c. Ascriptive; prescriptive d. Collectivistic; individualistic Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 47. In vertical individualistic cultures: a. all members of the group are seen as equal. b. the individual is seen as unique and superior to others. c. individuals must sacrifice themselves for the group. d. the individual is unique but equal to others.

Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 48. In horizontal individualist cultures: a. all members of the group are seen as equal. b. the individual is seen as unique and superior to others. c. individuals must sacrifice themselves for the group.

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d. the individual is unique but equal to others.

Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 49. In vertical collectivistic cultures: a. all members of the group are seen as equal. b. the individual is seen as unique and superior to others. c. individuals must sacrifice themselves for the group. d. the individual is unique but equal to others.

Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments 50. Japan and Korea are examples of __________. a. loose cultures b. individualistic cultures c. vertical collectivistic cultures d. cultures that are comfortable with uncertainty Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments 51. Vertical/horizontal dimension impacts leadership because: a. it deals with people b. it relates to how rules are used c. it focuses on how leaders use participation in their culture d. it affects views of hierarchy and equality Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 52. According to Trompenaars, individual needs. a. incubator cultures b. guided missiles c. family d. Eiffel Tower Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments

are egalitarian and focus on taking care of

53. Christie works in an organization that focuses heavily and team interaction and job performance.

Which of the Trompenaars’ cultures best describes her organization? a. incubator b. guided missile

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c. family d. Eiffel Tower Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 54. According to Trompenaars’ dimensions of culture, the Eiffel Tower organization focuses on: a. taking care of individual needs and individual growth b. hierarchy and tasks c. taking care of families d. egalitarianism and performance orientation Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 55. An organization that defines their culture by having strong, powerful leaders that take care of the needs of individuals in the organization is best characterized as . a. incubator culture b. guided missile c. family d. Eiffel tower Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments 56. Effective leaders in an organization with a family culture are best described as: a. demonstrating a team-orientation b. committed to individual achievement c. making use of formal authority to accomplish tasks d. uses limited participation behaviors Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 57. Leaders in organizations characterized as an incubator culture effectively demonstrate all of the following behaviors except? a. focusing on individual growth b. engaging in team-oriented behaviors c. removing obstacles and provides necessary resources d. demonstrating considerable expertise and competence Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 58. As opposed to Hofstede who considers general cultural dimensions and values, Trompenaars and his colleagues have developed model that:

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a. b. c. d.

looks at power relationships inside of organizations focuses on how national culture affects corporate cultures allows managers to understand the motivation of their followers considers the communication context within organizations

Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 59. The two dimensions used by Trompenaars to classify cross-cultural organizational cultures include: a. egalitarian-hierarchical and person-task b. tight-loose and vertical-horizontal c. proactive and reactive d. high context and low context Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 60. Which one of the following is not one of Trompenaars cross-cultural organizational cultures? a. incubator b. guided missile c. community d. Eiffel tower Answer: c Easy; LO2; AACSB: Diverse and multicultural work environments 61. According to Trompenaars, incubators are: a. egalitarian and focused on taking care of individual needs. b. egalitarian and focused on the task. c. hierarchical and focused on taking care of people. d. hierarchical and driven to accomplish tasks.

Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 62. Steve is searching for a new job. He recognizes that he is most comfortable in organizations that possess clear organizational structures, well defined roles, and focus on ‘getting the job done.’ Which type of organization would be the best fit for Steve? a. Eiffel Tower b. guided missile c. incubator d. family Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking

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63. According to Trompenaars, guided missiles are: a. egalitarian and focused on taking care of individual needs. b. egalitarian and focused on the task. c. hierarchical and focused on taking care of people. d. hierarchical and driven to accomplish tasks.

Answer: b Easy; LO2; AACSB: Diverse and multicultural work environments 64. Jerry is working in an organization where people are very relaxed and there are few rules and hierarchy. However, getting the task done is everyone’s primary concern. The cross-cultural organizational culture of Jerry’s company can be best classified as: a. guided missile b. individualistic and task oriented c. organic d. family Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 65. Nigel has a new job and during orientation he is told that the organization treats employees as professionals and gives them considerable latitude. He is also told that leadership is based on competence and expertise. Based on this description, Nigel is most likely working for which type of organization? a. guided missile b. incubator c. Eiffel tower d. family Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking 66. The GLOBE project includes information about cross-cultural difference from how many cultures? a. close to 300 b. over 100 c. around 60 d. about 20 Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments 67. Based on GLOBE findings the U.S. is among the highest on: a. power distance and tolerance ambiguity b. humane orientation and performance

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c. gender egalitarianism and individuality d. assertiveness and performance Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 68. Which of the following is NOT one of the nine dimensions on the GLOBE study? a. Stability b. Power distance c. Uncertainty avoidance d. Performance orientation Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 69. Based on the GLOBE study, Germany was found to be: a. High for both assertiveness and uncertainty avoidance b. High assertiveness and low uncertainty avoidance c. Low assertiveness and high uncertainty avoidance d. Low on both assertiveness and uncertainty avoidance Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 70. One of the contributions of the GLOBE research has been: a. more dimensions to explain culture b. identification of universal and culturally contingent leader behaviors c. the clarification of the dimensions presented by other researchers such as Hofstede and Trompenaars d. to recognize autonomy and assertiveness as key universal leadership styles Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 71. Which country is likely to be described as having the greatest gender differentiation? a. Egypt b. United States c. Sweden d. Italy Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 72. The GLOBE study found which country to be the least focused on a future orientation? a. Singapore b. Russia

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c. United States d. Australia Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 73. Which best describes a county characterized with a high power distance? a. communication is typically directed only one way b. there is a free flow of communication between leaders and followers c. feedback is expected from followers d. individuals will rarely rely on nonverbal cues Answer: a Moderate; LO2; AACSB: Diverse and multicultural work environments 74. The GLOBE study found which of the following leadership behaviors to be desirable across most cultures? a. autocratic leadership b. charismatic/values-based leadership c. directive leadership d. achievement orientated leadership Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 75. a. b. c. d.

is the degree to which a culture values fairness, generosity, caring and kindness. uncertainty avoidance in-group collectivism future orientation humane orientation

Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 76. According to the GLOBE study, Institutional Collectivism refers to: a. The degree to which the culture values collective action and collective distribution of resources b. The degree to which the culture values task completion and excellence c. The degree to which the culture invests in the future rather than the present or past d. The degree to which the culture values fairness, generosity and kindness Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 77. Which set of countries like certainty more than others? a. Russia and Venezuela

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b. United States and Canada c. China and Japan d. Denmark and Mexico Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 78. Which set of countries value charisma more than the others? a. United States and Great Britian b. France and the Philippines c. Japan and Kuwait d. Egypt and China Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 79.

can be described as having a high level of gender differentiation, whereas is described as having a low level of gender differentiation. a. United States; India b. Canada; South Korea c. Taiwan; China d. Egypt; Sweden Answer: d Moderate; LO2; AACSB: Diverse and multicultural work environments 80. Which one of the following is not one of the GLOBE dimensions? a. collectivism b. assertiveness c. emotionality d. future orientation Answer: c Easy; LO2; AACSB: Diverse and multicultural work environments 81. The difference between Collectivism I and Collectivism II in the GLOBE cultural dimensions is related to: a. focus on people or social systems b. the degree of assertiveness of the individual versus the group c. the degree to which performance is based on the group or the organization d. focus on social institutions or family and organizations Answer: d Challenging; LO2; AACSB: Diverse and multicultural work environments 82. According to the GLOBE findings ___________ is generally valued in most cultures.

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a. b. c. d.

team-based leadership directive leadership self-protective leadership active and assertive leadership

Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 83. The GLOBE study found Americans and British highly value place importance on it. a. collectivism; low b. participation; high c. charisma; low d. high power distance; low Answer: c Challenging; LO2; AACSB: Diverse and multicultural work environments

and Middle Easterners

84. Which of the following is not a recommendation for managing culture effectively in an organization? a. Understand the culture of your organization b. Recruit and hire employees only from the organization’s national culture c. Build upon agreements d. Evaluate disagreements Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 85. In the United States, women make up 50 percent of the workforce, but hold only of corporate officer positions. a. 35 b. 25 c. 10 d. 5 Answer: c Challenging; LO3; AACSB: Diverse and multicultural work environments

percent

86. A 2013 study indicated that of Fortune 500 companies’ CEO positions were held by women. a. 4 percent b. 7 percent c. 9 percent d. 16 percent Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments

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87. If current trends continue, only what percent of women will hold top leadership positions in the year 2016? a. 2.3 percent b. 6.0 percent c. 8.9 percent d. 12.5 percent Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 88. The salary gap between men and women is evidence of the challenges women face. In the United States, women earn ________ of men’s income. a. 91 percent b. 82 percent c. 77 percent d. 65 percent Answer: c Challenging; LO3; AACSB: Diverse and multicultural work environments 89. Sheryl Sandberg, COO of Facebook, believes that one cause of gender equality is: a. a lack of role models. b. discrimination by top management teams. c. imbalance in family responsibilities. d. lack of drive.

Answer: c Challenging; LO3; AACSB: Diverse and multicultural work environments 90. According to Eagly and her colleagues in the 2003 study, what is the likely reason why female leaders are more transformational than male leaders? a. men are more supportive of their followers b. women are more task-oriented c. women are more directive d. women show more individual attention to followers Answer: d Challenging; LO3; AACSB: Diverse and multicultural work environments 91. The invisible barrier and obstacles that prevent women from moving to the highest levels of the organization is called? a. glass elevator b. glass roof c. glass basement d. glass ceiling Answer: d Easy;

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LO3; AACSB: Diverse and multicultural work environments 92. Many professional women do take a break from work to start a family. Over women try to get back to work within two years. a. 50 b. 60 c. 70 d. 90 Answer: d Challenging; LO3; AACSB: Diverse and multicultural work environments

percent of

93. Women who demonstrate masculine leadership styles are? a. more likely to be considered effective by men b. more likely to be evaluated poorly by men c. demonstrating what is expected of them by men d. more respected by both men and women Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 94. According to the U.S. Equal Employment Opportunity Commission in 2012, _________ were the largest number of sex discrimination claims. a. sexual harassment b. gender discrimination c. pregnancy related discrimination d. glass ceiling violations Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 95. The primary goal of multiculturalism is to? a. issue quotas and percentages b. build a culture of openness and inclusion c. create an organization of autocratic leadership d. establish barriers in hiring of women and minorities Answer: b Challenging; LO4; AACSB: Diverse and multicultural work environments 96. A Gallup survey reported a link between diversity to what organizational outcome? a. increase in employee dissatisfaction b. increase in employee satisfaction c. increase in employee performance d. increase in employee stereotyping Answer: b

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Challenging; LO4; AACSB: Diverse and multicultural work environments True/False Questions 97. Culture is shared by members of a group. a. true b. false Answer: a Easy; LO1; AACSB: Diverse and multicultural work environments 98. Culture consists of the commonly held values of a group of people. a. true b. false Answer: a Easy; LO1; AACSB: Diverse and multicultural work environments 99. National culture is the set of values and beliefs shared by people within a nation. a. true b. false Answer: a Easy; LO1 AACSB: Diverse and multicultural work environments 100.

Ethnic or group culture is the set of values and beliefs shared by cultures within a nation. a. true b. false Answer: b Easy; LO1; AACSB: Diverse and multicultural work environments 101.

Organizational culture is the set of values and beliefs shared by members of an organization. a. true b. false Answer: a Easy; LO1 AACSB: Diverse and multicultural work environments 102.

While traditional male traits are often associated with leadership, this is changing because of new organizational models. a. true b. false

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Answer: b Challenging; LO1 AACSB: Diverse and multicultural work environments 103.

Culture exists only at the national level. a. true b. false Answer: b Challenging; LO1 AACSB: Diverse and multicultural work environments 104.

Diversity refers to the variety of human structures, belief systems, and strategies for adapting to situations that exist within different groups. a. true b. false Answer: a Challenging; LO1 AACSB: Diverse and multicultural work environments 105.

Gender differences is an example of national culture. a. true b. false Answer: b Challenging; LO1 AACSB: Diverse and multicultural work environments 106.

People learn culture through both formal teaching and informal observation. a. true b. false Answer: a; Challenging; LO1 AACSB: Diverse and multicultural work environments 107.

Culture mostly affects people’s personal life, rather than leadership. a. true b. false Answer: b Challenging; LO1 AACSB: Diverse and multicultural work environments 108.

Organizational culture influences leadership to a greater extent than national culture. a. true b. false Answer: a Challenging;

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LO1 AACSB: Diverse and multicultural work environments 109.

Diversity includes any characteristic that may differentiate one group from another. a. true b. false Answer: a Challenging; LO1 AACSB: Diverse and multicultural work environments 110.

Organizational culture is the set of norms, values and beliefs shared by members of a nation. a. true b. false Answer: b Challenging; LO1 AACSB: Diverse and multicultural work environments 111.

Leaders and organizational founders play a key role in the development of the culture of an organization. a. true b. false Answer: a Challenging; LO1 112.

The leadership at Goldman Sachs is known for creating a culture that balanced employee needs and well being with organizational performance goals. a. true b. false Answer: b Challenging; LO1 113.

At Google, leaders placed particular attention to employee needs. a. true b. false Answer: a Challenging; LO1 114.

At Apple and Goldman Sachs, leaders push for performance and outcomes more than developing employees as a whole person. a. true b. false Answer: a Challenging; LO1 115.

National organizational heritage refers to management styles based on national cultures.

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a. true b. false Answer: a Challenging; LO1 AACSB: Diverse and multicultural work environments 116.

High context cultures rely heavily on situational aspects such as nonverbal cues to understand the world around them. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 117.

The United States is generally considered a high-context culture. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 118.

Japanese, Chinese and Native American cultures are commonly considered low-context cultures. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 119.

The High and Low Context model of culture addresses differences in communication styles among different cultures. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 120.

According the research conducted by Hofstede, Japanese culture has a higher level of power distance than the United States. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 121.

Compared to the United States, Japanese culture has a shorter-time orientation.

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a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 122.

You can usually understand a country’s culture by using one of Hofstede’s cultural dimensions. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 123.

In high power distance cultures, there is a wider gap between the powerful and the powerless. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 124.

In individualistic cultures, people rely on their group for guidance. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 125.

The United States and Australia are among the most individualistic cultures in the world. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 126.

In Japan, while collectivism is very high and people place value on consensus, there is also high power distance. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 127.

Triandis describes Sweden’s culture as being both individualistic and emphasizing equality. a. true b. false

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Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 128.

Collectivist and vertical cultures tend to consider all group members equal with little hierarchy. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 129.

Harry Triandis is the person who originally proposed the concept of tight and loose cultures. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 130.

While Sweden and the U.S. are both individualistic cultures, in Sweden individuals are seen as unique and superior to others, while in the U.S., equality is the norm. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 131.

According to Trompenaars, family type organizations are found most often in countries such as Greece, Singapore, and Japan. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 132.

Incubator cultures that focus on equality in organizations give considerable latitude and flexibility to their members. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 133.

The leader’s role in an incubator cross-cultural organizational culture is to be the undisputed head and take full responsibility for all that occurs. a. true

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b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments) 134.

The GLOBE cultural model uses nine dimensions to understand and explain culture. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 135.

All the dimensions proposed by the GLOBE model are new and different from those presented by other researchers. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 136.

In assertive cultures individuals are direct and confrontational. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 137.

Future oriented cultures tend to take a long-term orientation that ties the present to the past and future. a. true b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 138.

The GLOBE study found some leader behaviors to be nearly universally desirable. a. true b. false Answer: a Challenging; LO2; AACSB: Diverse and multicultural work environments 139.

Achievement-oriented leadership was found to be widely desirable leadership behavior across most cultures according to the GLOBE study. a. true

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b. false Answer: b Challenging; LO2; AACSB: Diverse and multicultural work environments 140.

While women currently make up 50 percent of the workforce, they currently hold 10 percent of the executive positions in the United States. a. true b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 141.

Women tend to show more autocratic leadership styles than men. a. true b. false Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 142.

Female leaders demonstrate more transformational leadership characteristics than men. a. true b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 143.

Tom Peters believes that success depends on the collaborative styles that women tend to use instead of the command and control style that male leaders have traditionally used. a. true b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 144.

Characteristics typically associated with female leadership styles are becoming less necessary. a. true b. false Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 145.

Women who take a break from work when they start a family often try to get back to work within two years. a. true

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b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 146.

Women who display typically masculine leadership characteristics are well accepted by and evaluated highly by men. a. true b. false Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 147.

Women always support other women getting leadership positions. a. true b. false Answer: b Challenging; LO3; AACSB: Diverse and multicultural work environments 148.

The recent changing views of what is considered effective leadership is taking on more stereotypically feminine traits. a. true b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 149.

Women face a glass ceiling, invisible barriers and obstacles that prevent them from moving to top management. a. true b. false Answer: a Challenging; LO3; AACSB: Diverse and multicultural work environments 150.

An organization’s leaders do not exert much influence to create an ethos of multiculturalism. a. true b. false Answer: b Challenging; LO4; AACSB: Diverse and multicultural work environments 151.

A recent Gallup survey indicated there was no relationship between multiculturalism and overall employee satisfaction.

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a. true b. false Answer: b Challenging; LO4; AACSB: Diverse and multicultural work environments 152.

The primary goal of training and education in multiculturalism is to help people understand that quotas and percentages will help the organization become more culturally diverse. a. true b. false Answer: b Challenging; LO4; AACSB: Diverse and multicultural work environments 153.

Training and education can be an effective strategy for organizations to create an organizational culture of openness and inclusion. a. true b. false Answer: a Challenging; LO4; AACSB: Diverse and multicultural work environments 154.

Changing evaluation criteria to ‘softer data’ can be an effective strategy for creating a more multicultural organization. a. true b. false Answer: a Challenging; LO4; 155.

Traditional evaluation criteria emphasize stereotypically female characteristics. a. true b. false Answer: b Challenging; LO4; AACSB: Diverse and multicultural work environments Short Answer/ Essay Questions: 156.

Herman Miller, an office furniture manufacturer wants employees to bring their “whole person” to work. Explain what that means.

Answer: D.J. Dupree, the company founder, was known for his focus on employees. As a result, the company offers onsite daycare, full benefits, and various work options such as flexible time and telecommuting. This leads to greater cooperation and a more meaningful work environment for employees.

Moderate;

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LO1 157.

Compare the organizational cultures of Apple, Goldman Sachs, and Google.

Answer: Apple and Goldman Sachs have created a work environment focusing on performance and outcomes. For Google, employee satisfaction is seen as the key to effectiveness.

Moderate LO1 158.

Define Hofstede’s five dimensions that lends each national culture its distinctiveness and unique character.

Answer: Hofstede developed five basic cultural dimensions along which cultures differ: individualism, power distance, uncertainty avoidance, masculinity, and time orientation (Table 2-2).

Easy; LO2 159.

Describe the management style, the “web,” used by Volunteer Board of America.

Answer: The Volunteer Board of America uses an inclusive management style that they consider a female style of leadership. They shun the hierarchical structures for flat webs in which they are at the center rather than at the top.

Easy; LO3 160.

Explain what is meant by the statement that characteristics typically associated with the female leadership style are increasingly considered necessary, regardless of gender.

Answer: The qualities of leadership typically associated as feminine are increasing important in today’s work environment. A concentration on teamwork, cooperation, and less forceful types of power are more important now than the masculine types of leadership used in the past.

Easy; LO3 161.

Describe the factors that explain the inequalities women face in leading today’s organizations.

Answer: Table 2-5 details the six suggested reasons for gender inequality, including: gender differences, challenges in balancing work life, commitment to career, education, stereotypes, and discrimination.

Moderate; LO3 162.

Darla Moore, chief executive officer of the investment company Rainwater, Inc., and the first woman to have a business school named after her, argues that women’s worse sin is to think, “‘You should be a nice girl. You ought to fit in. You should find a female mentor.’ What a colossal waste of time” (Sellers, 1998: 92). She contends, “There are only glass ceilings and closed doors for those who allow such impediments” (Darla Moore Speech, 2007). Investigate the Internet and explain what Ms. Moore meant by those statements and relate what her leadership reputation at Rainwater is.

Answer: Answer may vary depending on student resources.

Challenging; LO3

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Chapter 3: Early Theories: The Foundation of Modern Leadership Multiple Choice Questions 1. In the nineteenth century, the study of leadership relied on: a. rigorous scientific studies b. intuition and description c. observation of the situation d. the trait approach to understand leaders Answer: d Moderate; LO1 2. The modern scientific study of leadership can be divided into three eras. These are: a. trait, behavior, contingency b. charismatic, visionary, exemplary c. case studies, research, theory building d. personality, event-based, complex analysis Answer: a; Easy; LO1 3. The belief that leaders are born rather than made is part of which approach to leadership? a. scientific b. contingency c. case study d. trait Answer: d; Moderate; LO1 4. Philosophers such as Thomas Carlyle, William James, and Galton believed that: a. followers are not important b. leaders and managers are different people c. innate qualities shape behavior and personality d. leaders are the result of their trait and their environment Answer: c; Challenging; LO1 5. The trait approach to leadership suggests that: a. leaders have special innate qualities b. leadership traits are clearly visible c. traits are based on social class d. traits cannot be measured Answer: a; Easy; LO1 6. Which of the following factors helped in the development of the trait approach to leadership?

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a. b. c. d.

the need to find leaders during World War II the development of personality testing the use of behavioral surveys to measure traits access to military leaders

Answer: b; Moderate; LO1 7. The results of the trait approach to leadership have established that: a. leaders are born not made b. followers and leaders have different personality traits c. few, if any traits define leaders d. being sociable and intelligent is a requirement for leadership Answer: c; Moderate; LO1 8. Which of the following is not one of the traits typically associated with leadership? a. sociability b. thoughtfulness c. sense of humor d. originality Answer: b; Moderate; LO1 9. The results of the trait approach to leadership indicate that: a. traits should not be used in leadership b. leadership cannot be studied outside of the situation or context c. some traits are excellent predictors of leadership effectiveness d. traits are unreliable and invalid measures Answer: b; Challenging; LO1 10. Which of the following factors contributed to the development of the behavior approach to leadership? a. the need to find leaders during World War II b. the development of personality testing c. the use of behavioral surveys to measure traits d. access to military leaders Answer: a; Moderate; LO1 11. Which one of the following is one of the benefits of the behavior approach to leadership? a. behaviors are more broadly defined than traits b. behaviors are stable and predictable c. behaviors can be measured and changed d. behaviors are more interesting than traits Answer: c;

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Moderate; LO1 12. The behavior approach to leadership has several advantages. They include all but one of the following: a. behaviors can be observed more objectively than traits b. behaviors can be measured more precisely than traits c. behaviors can be taught, whereas traits are innate d. behaviors are richer and more complex than traits Answer: d; Challenging; LO1 13. In the early work on leader behavior, Lewin and his associates relied on which of the following three leadership behaviors? a. charismatic, participative, directive b. accommodating, conflicting, compromising c. democratic, autocratic, laissez-faire d. structuring, consideration, instrumental Answer: c; Moderate; LO1 14. The major shortcoming of Lewin’s early research on leader behavior was: a. it was not clear which behavior was most effective b. the behaviors were difficult to define clearly c. the researchers could not measure the leader behaviors consistently d. only task behavior was shown to improve performance Answer: a; Moderate; LO1 15. Based on the early behavior research conducted by Lewin and his associates, managers who provide information but little guidance to their followers are likely to have: a. the best level of performance b. frustrated and disorganized groups c. highly empowered followers who can make their own decisions d. relaxed and cohesive groups Answer: b; Moderate; LO1 (AACSB: Reflective Thinking 16. Studies conducted at _____ are among the best-known behavioral approaches to leadership. a. Harvard University b. Ohio State University c. The Center for Creative Leadership d. The military Answer: b; Moderate; LO1

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17. The two primary leadership behaviors that are still in use are: a. laissez-faire and charismatic motivation b. autocratic and democratic c. visionary and practical d. consideration and initiation of structure Answer: d; Easy; LO1 18. The ________ is one of the primary measures of leader behavior. a. Leader Behavior Description Questionnaire b. Behaviorally Anchored Scale c. Leader Behavior Scale d. Least Preferred Co-worker Answer: a; Moderate; LO1 19. Terry is a manager who believes in treating employees as equals, is friendly and approachable, and puts the work group’s ideas into operation. Terry is using which leadership behavior? a. people management b. consideration c. motivation d. conflict resolution Answer: b; Easy; LO1 AACSB: Reflective Thinking 20. Ragu makes sure that his work unit knows what is expected, schedules the work and sets deadlines, and assigns people to different tasks. Ragu is: a. being autocratic b. initiating structure c. preventing his employees from being independent d. a manager but not a leader Answer: b; Easy; LO1; AACSB: Reflective Thinking 21. If you are most concerned about employee satisfaction and loyalty you should demonstrate a. authority b. laissez-faire c. initiation structure d. consideration Answer: d; Easy; LO1 22. The contingency approach to understanding leadership started:

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a. b. c. d.

in the 1960s during the scientific revolution during World War II when the trait approach failed to yield results

Answer: a; Moderate; LO1 23. The primary assumption of the contingency approach to leadership is: a. leadership depends on culture b. what works depends on the situation c. behavior of leaders is contingent on their personality d. leadership effectiveness is contingent on the role of followers Answer: b; Moderate; LO1 24. Misha has been effective because he is able to use different behaviors in different situations to motivate his followers and accomplish the tasks. Misha is relying on which leadership approach? a. behavior approach b. contingency approach c. change approach d. individual approach Answer: b; Moderate; LO1; AACSB: Reflective Thinking 25. The first researcher to implement the contingency approach and develop a leadership theory based on the approach was: a. Stogdill b. Fiedler c. House d. Vroom Answer: b; Moderate; LO2 26. According to the Contingency Model: a. if the leader’s style matches the situation, the leader will be effective. b. if followers respect the leader, the leader will be effective. c. when the leader has power, he/she will be more effective. d. if the leader is trained and experienced, the group will be most effective.

Answer: a; Easy; LO2 27. The LPC stands for: a. Leader Personality Construct. b. Leader Personal Contingency. c. Least Preferred Coworker.

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d. Lower Performance Conditions.

Answer: c; Easy; LO2 28. When asked to evaluate a coworker she does not like working with, Tatiana has a very negative view of that person. She describes him as incompetent, cold, and untrustworthy. Based on this description, Tatiana is most likely: a. a low LPC b. a harsh person c. a high LPC d. a middle LPC Answer: a; Easy; LO2; AACSB: Reflective Thinking 29. A low LPC leader draws self-esteem from: a. power. b. getting along with people. c. managing conflict. d. accomplishing tasks well.

Answer: d; Moderate; LO2 30. A high LPC leader draws self-esteem from: a. power. b. getting along with people. c. managing conflict. d. accomplishing tasks well.

Answer: b; Moderate; LO2 31. When Paul’s group fails, he tends to be harsh in judging his subordinates and tends to blame and punish them. Paul is most likely: a. a low LPC b. a harsh leader c. a high LPC d. a middle LPC Answer: a; Easy; LO2; AACSB: Reflective Thinking 32. When asked to evaluate a coworker she does not like working with, Nilanjan describes the person in generally positive terms, judging them to be loyal, sincere, and warm. Based on this description, Nilanjan is most likely: a. a low LPC

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b. a kind person c. a high LPC d. a middle LPC Answer: c; Moderate; LO2; AACSB: Reflective Thinking 33. Fiedler considers the LPC to be a _________ that people _________. a. stable characteristic; cannot change b. behavior; can learn to change c. skill; can be trained to do d. value; learn early in life Answer: a; Challenging; LO2 34. ____________ is another term used to describe middle LPC individuals. a. Highly conforming b. Task-oriented c. Relationship-oriented d. Socio-independent Answer: d; Challenging; LO2 35. According to Fiedler, there are several factors that describe the leadership situation. Which of the following is not part of situation? a. leader-member relations b. task structure c. follower maturity d. position power Answer: c; Challenging; LO2 36. According to Fiedler, __________ is the most important factor in any leadership situation. a. leader-member relations b. task structure c. follower maturity d. position power Answer: a; Moderate; LO2 37. According to Fiedler, the second most important factor in any leadership situation is _________. a. leader-member relations b. task structure c. follower maturity d. position power Answer: b;

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Moderate; LO2 38. According to Fiedler, the least influential element of the leadership situation is_________. a. leader-member relation b. task structure c. follower maturity d. position power Answer: d; Moderate; LO2 39. Nader is the manager of a group of highly cohesive individuals whose primary job is to reconcile the budgets from other divisions. Based on Fiedler’s classification, Nader faces which kind of situation? a. Typical corporate management b. High situational control c. High managerial power d. Mid-level control Answer: b; Easy; LO2; AACSB: Reflective Thinking 40. According to the Contingency Model, _________ will be effective in high and low situational control, while _________ will be effective in moderate situational control. a. task-motivated; relationship-motivated b. relationship-motivated; task-motivated c. middle LPC; low LPC d. high LPC; middle LPC Answer: a; Moderate; LO2 41. According to the Contingency Model, task-motivated leaders will be most effective in which type of situation? a. high-control b. moderate control c. low control d. all situations Answer: a; Moderate; LO2 42. According to the Contingency Model, relationship-motivated leaders will be most effective in which type of situation? a. high-control b. moderate control c. low control d. all situations Answer: b; Easy;

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LO2 43. Anwar is a task-motivated leader who is in a high situational control environment. Based on Fiedler’s Contingency Model, he is likely to: a. be tense, overbearing, and over controlling. b. be confident, considerate, and focused on removing obstacles. c. be considerate, open to suggestions and concerned with resolving conflicts. d. be directive, serious, and with little concern for others.

Answer: b; Moderate; LO2; AACSB: Reflective Thinking 44. Sally is a relationship-motivated leader who is in a moderate situational control environment. Based on Fiedler’s Contingency Model, she is likely to: a. be tense, overbearing, and over controlling. b. be confident, considerate, and focused on removing obstacles. c. be considerate, open to suggestions and concerned with resolving conflicts. d. be directive, serious, and with little concern for others.

Answer: c; Easy; LO2 AACSB: Reflective Thinking 45. Hiro is leading a group of volunteers that is facing considerable difficulty. The members do not get along, they are doing a task with no structure that no one quite knows how to do. All of Hiro’s efforts at building cohesion have been wasted and he is frustrated and has decided to leave his followers to fend for themselves. Based on this description, Hiro is most likely: a. a consultative leader b. a socio-independent leader c. a relationship-oriented leader d. a leader with task skills Answer: c; Moderate; LO2; AACSB: Reflective Thinking 46. Your company is planning to use Fiedler’s Contingency Model to train its leaders and managers.

Based on the assumptions and finding of the theory, what will be the focus of the training? a. Teaching leaders the different decision styles they need to be effective in different situations. b. Getting leaders to be more sensitive to the needs of their followers so they can use them as resources when needed. c. Train leaders to remove obstacles on their followers’ path. d. Helping leader to be aware of their style and understand the situations they face.

Answer: d; Moderate; LO2 AACSB: Reflective Thinking

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47. John has just come back from a leadership training based on Fiedler’s Contingency Model. He has very much enjoyed the training and is planning to implement what he has learned. Which one of the following is John likely to do? a. He will focus on gaining more experience in the job that he is doing so that he can increase his sense of control. b. He will make sure that he has the power he needs to implement his decisions. c. He will focus on understanding and changing his leadership situation when he is out of match. d. He will empower his employees any chance he gets and include them in decision-making.

Answer: c; Moderate; LO2; AACSB: Reflective Thinking 48. Which of the following is not one of the practical implications of the Contingency Model for managers? a. Leaders must understand their style and the situation. b. Leaders should focus on changing the situation. c. Leaders can compensate for task ambiguity by getting more training. d. Leaders can learn to change their style to fit different situations.

Answer: d; Easy; LO2 49. Which of the following principles is the basis for the Normative Decision Model? a. Empowerment is always effective. b. Western employees expect to participate in decision making. c. Groups are wasteful and inefficient. d. Employee motivation results from the leader removing obstacles.

Answer: c; Challenging; LO2 50. According to group dynamics research that is the basis for the Normative Decision Model: a. groups make better decisions. b. well trained groups make faster decisions than individuals. c. leaders get better results when they rely on groups. d. participation in decision-making leads to commitment.

Answer: d; Moderate; LO2 51. According to the Normative Decision Model, leaders should adjust their decision style depending on __________ and _____________. a. their personal style; the situation b. the followers’ maturity; goals of the organization c. the need for a quality decision; likelihood that employee will accept the decision d. the complexity of the task the group is doing; the degree to which the group agrees with the leader Answer: c; Moderate;

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LO2 52. Which of the following is not one of decision styles used in the Normative Decision Model? a. Autocratic b. Individual c. Consultative d. Group Answer: b; Easy; LO2 53. In the _________ decision style, the leader makes the decision alone, with or without information from the group. a. autocratic b. individual c. consultative d. group Answer: a; Moderate; LO2 54. In the __________ decision style, the leader asks for information and ideas from the group members either individually or as group. a. autocratic b. individual c. consultative d. group Answer: c; Moderate; LO2 55. In the _________ decision style, the leader exchanges ideas with followers who are equal partners in the decision process. a. autocratic b. individual c. consultative d. group Answer: d; Easy; LO2 56. Which of the following is not one of the several contingency factors in the Normative Decision Model? a. Leader information b. Goal congruence c. Goal conflict d. Employee conflict Answer: c; Challenging; LO2

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57. When there is no quality requirement and employee commitment is not needed, the most appropriate leader decision style is: a. autocratic b. individual c. consultative d. group Answer: a; Moderate; LO2 58. Jade is new at her managerial position and does not have a lot of technical expertise. The quality of her team’s work is very important to the organization and the commitment of her employees is essential. Based on the Normative Decision Model, Jade should use __________ as her primary decision style. a. autocratic b. individual c. consultative d. group Answer: d; Moderate; LO2; AACSB: Reflective Thinking 59. When the employees’ commitment is essential, they generally agree with the goals of the organization, and the leader does not have enough information, the most appropriate decision style is: a. autocratic b. consultative c. delegation d. individual Answer: b; Moderate; LO2; AACSB: Reflective Thinking 60. The two weaknesses of the Normative Decision Making are: a. poorly define decision styles and poor application. b. it is too complex and it assumes leader can easily change styles. c. it has weak theoretical bases and the decision styles are poorly defined. d. a simplistic view of leadership and low validity of measures.

Answer: b; Easy; LO2 61. Carlos has decided to implement the principles of the Normative Decision Model to managing his team. In order to be successful, he must do all of the following, except: a. allow his followers to participate in all decisions. b. understand the situation and the decision style options. c. pay attention to followers’ needs. d. be aware of the followers’ level of commitment.

Answer: a; Easy;

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LO2; AACSB: Reflective Thinking 62. The Path-Goal Theory suggests that the role of the leader is to clear paths for followers allowing them to: a. fulfill their needs and reach goals b. function without their leader when necessary c. build a cohesive team d. have time to address interpersonal conflicts Answer: a; Easy; LO2 63. Which motivation theory is one of the concepts included in Path-Goal Theory? a. Maslow’s need hierarchy b. Goal setting c. Expectancy theory d. ARG theory Answer: c; Easy; LO2 64. According the Path-Goal Theory, the leader must motivate followers by: a. strengthening the links among effort, performance, and outcomes b. encouraging them to do their best c. encouraging employee centered goals d. being both a supportive and a task-oriented leader who focuses on followers Answer: a; Moderate; LO2 65. In Path-Goal Theory, ____________ and ___________ determine which leadership behavior should be used. a. power/leader-follower relationships b. nature of the task/follower characteristics c. effort/performance d. group factors/organizational factors Answer: b; Moderate; LO2 66. The major weakness of the Path-Goal Theory is: a. not enough research b. poor measures of leaders behavior c. unreliable hypotheses d. inability to measure motivation Answer: a; Easy; LO2 67. Path-Goal Theory makes a unique contribution to leadership theory by:

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a. b. c. d.

including follower’s perception of the task. assuming that leaders can’t change their behavior. presenting the concept of in-group. by including culture in leadership.

Answer: a; Easy; LO2 68. Suzanna would like to improve her leadership effectiveness using Path-Goal theories of leadership.

She should: a. identify her in-group and out-group and how followers get in each group. b. make sure that she has enough power. c. understand her followers’ need for autonomy and their perception of the task. d. make sure she is comfortable with a variety of decision styles.

Answer: c; Moderate; LO2 69. Which of the following is not one of the categories of factors that reduce the impact of leadership? a. Follower characteristics b. Task characteristics c. Organizational characteristics d. Leader characteristics Answer: d; Moderate; LO2 70. Employees are not likely to need their leader to provide structuring behavior if: a. they have information about the task through other means b. if they do not get along with the leader c. if the leader does not have enough power d. if the leader is not located in the same place as the employees Answer: a; Easy; LO2 71. Having a clear task that provides direct feedback to the follower serves as a substitute for ___________. a. leader consideration behaviors b. organizational policies c. leader structuring behaviors d. leader’s lack of power Answer: c; Moderate; LO2 72. A cohesive team can act as ________ for the leader’s _________ behavior. a. neutralizer; conflict resolution b. substitute; structuring c. substitute; team building d. neutralizer; consideration

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Answer: b; Moderate; LO2 73. The Alpha team is located in a building that is far apart from the rest of the organization, including the team’s manager who is located over 100 miles away. The physical distance between the manager and followers acts as a __________ for leader ___________. a. substitute; consideration b. neutralizer; consideration c. neutralizer; responsibility d. substitute; lack of power Answer: a; Challenging; LO2; AACSB: Reflective Thinking 74. Ravi would like to use the substitute for leadership concepts to improve his leadership effectiveness.

Which of the following should he focus on? a. Increase the distance between himself and his followers. b. Decrease his power. c. Put in place rigid organizational policies. d. Increase his team’s cohesion.

Answer: d; Moderate; LO2 AACSB: Reflective Thinking 75. The substitutes for leadership model has increasing applications to many organizations as they: a. implement the use teams. b. select leaders with certain traits. c. teach leaders to be both considerate and provide structure. d. move to other cultures.

Answer: a; Easy; LO2 76. An implication of the leadership substitutes model for leadership training is to: a. train the leader to empower followers. b. teach the leader to change situations. c. focus the leader on acquiring power. d. help the leader manage relationships with followers.

Answer: b; Moderate; LO2 77. The Leader-Member Exchange (LMX) model of leadership is based on the premise that: a. leadership is a relationship between leaders and each follower b. leadership is an exchange process c. leaders and followers must develop a relationship d. leadership is a group phenomenon Answer: a;

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Easy; LO2 78. An earlier version of the Leader-Member Exchange (LMX) model was called: a. the Leader-Member Relationship model b. the vertical dyad linkage model c. the transactional leadership model d. the exchange relations model Answer: b; Moderate; LO2 79. According to Leader-Member Exchange (LMX) model, followers who are ___________ will have the leader’s trust and be expected to perform and grow. a. more intelligent b. in the in-group c. from the same culture d. who ingratiate themselves with the leader Answer: b; Easy; LO2 80. Attributional theories focus on explaining: a. how we interpret the cause of behavior. b. how we attribute power to others. c. how we identify other people’s attributes. d. the attributes of leaders.

Answer: a; Easy; LO2 81. There are two reasons why understanding attribution may be helpful in leadership situations. These are: a. evaluations and promotions b. understanding internal and external causes of behavior c. determining the cause of errors and taking corrective action d. assessing performance and establishing rules Answer: c; Moderate; LO2 82. One of the factors in the leader’s attribution about followers’ action is: a. the extent to which the follower’s action impacts the leader’s goal accomplishment b. the leader’s personality style c. the followers’ ability to set goals and stay on course d. the organizational politics Answer: a; Moderate; LO2

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83. Jiang Li has made a mistake in her work and has talked to her manager and apologized for her error.

She has always been a very good performer and done well at all of tasks that are assigned to her. Her mistake does not impact anyone in her team. Based on research on attribution and leadership, her manager is likely to: a. fire Jiang Li. b. blame Jiang Li for the mistake and hold her responsible. c. let Jiang Li off easy and assume it was an honest error. d. not do much; most managers know that employees can’t control everything.

Answer: c; Moderate; LO2; AACSB: Reflective Thinking 84. Sandy has made an error in her work that has caused the loss of an important client. Although she did not intend to do so, she got very defensive when her managers asked her what happened. Based on research on attribution and leadership, her manager is likely to: a. fire Sandy. b. blame Sandy for the mistake and hold her responsible. c. let Sandy off easy and assume the client was difficult. d. not do much; most managers know that employees can’t control everything.

Answer: b; Moderate; LO2; AACSB: Reflective Thinking 85. Leaders can help reduce the potential for biases in their attributions about followers by doing which of the following? a. Relying on their intuition and experience. b. Using traits to evaluate followers. c. Awareness and recognition of biases. d. Distancing themselves from followers.

Answer: c; Moderate; LO2 86. According to LMX, the followers who have a high quality relationship with their leader are likely to do all but one of the following: a. perform well b. be satisfied with their job c. be carefully watched so that they make mistakes d. communicate often with their leader Answer: c; Easy; LO2 87. Juan has had an excellent relationship with his boss who is grooming him to be his successor. In spite of good performance, Juan makes a serious mistake in one of his projects. According to LeaderMember Exchange (LMX), what is Juan’s boss most likely to do? a. be highly disappointed in Juan b. punish Juan very harshly c. take the blame for Juan’s mistake

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d. overlook Juan’s mistake Answer: d; Moderate; LO2; AACSB: Reflective Thinking 88. Viktor has a hard time getting along with his boss and cannot seem to get on the right projects to show off his skills, and demonstrate his potential and performance. Based on Leader-Member Exchange (LMX) This is most likely because: a. Viktor is from a different culture than his boss b. Viktor is not in his boss’s in-group c. Viktor does not have enough experience d. Viktor’s boss is a bad manager Answer: b; Moderate; LO2; AACSB: Reflective Thinking 89. Employees who do not have a high quality LMX are likely to experience one of the following. a. assignment to challenging tasks b. a lot of positive and negative communication from their leader c. limited interaction with the leader d. high performance expectations Answer: c; Moderate; LO2 90. Which of the following is not one of the outcomes of a high quality leader-member exchange? a. Little need for communication. b. High performance. c. High satisfaction. d. Better performance ratings for followers.

Answer: a; Moderate; LO2 91. Leaders form positive relationship with three types of followers. Which of the following is not one of the followers? a. those who are competent b. those they trust c. those who are willing to assume responsibility d. those who are less committed Answer: d; Easy; LO2 92. In the Middle-East, leaders are likely to pick their trusted followers based on __________, while in the U.S., _________ is likely to be a primary factor. a. friendship; similarity to the leader b. obedience; team building ability c. obligation; contacts

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d. social class and birth; performance Answer: d; Easy; LO2; AACSB: Reflective Thinking; AACSB: Diverse and multicultural work environments 93. In ascriptive cultures such as the Middle East or France, a higher quality LMX depends primarily on: a. trust b. performance c. friendship d. work structure Answer: a; Moderate; LO2; AACSB: Reflective Thinking; AACSB: Diverse and multicultural work environments 94. In the ____________ stage of relationship development between leaders and followers, the leader provides challenges and opportunities to perform and followers demonstrate loyalty to their leader. a. testing and assessment b. socialization c. development of trust d. creation of emotional bond Answer: c; Easy; LO2 95. Which of the stages of the development of the LMX only exists for those followers who have a high quality relationship? a. assessment b. development of trust c. evaluation d. membership reconsideration Answer: b; Moderate; LO2 96. Disadvantages of developing individual exchanges between leaders and followers include: a. slow decision making b. favoritism c. inefficiencies d. poor performance Answer: b; Moderate; LO2 97. Alan Canton, president of Adams-Blake Co. found that ___________ can become highly destructive: a. in-groups can turn into cliques and b. out-group members c. the leader setting up in- and out-groups

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d. not having a positive LMX Answer: a; Moderate; LO2 98. The benefits of having a cohesive in-group include all but one of the following. a. reducing unnecessary delays b. efficient decision making c. goal achievement d. creativity Answer: d; Easy; LO2 99. Maggie Widerotter of Wink Communication battles the potential negative consequence of having ingroups by: a. going out of her way to meet people she does not know well b. not setting up in-groups at all c. delegating to all her employees equally d. including everyone in her in-group Answer: a; Moderate; LO2 100.

The key issue in keeping in-groups productive is: a. the leader’s personality b. the followers’ personality c. how in-group members are selected d. the quality of the LMX Answer: c; Moderate; LO2 101.

Terry has just learned about the LMX model and would like to make sure that her in-groups are productive and benefit followers and her organization. Which one of the following should she avoid? a. Pick members based on competence and contribution b. Keep membership fluid c. Avoid differentiated in-groups and out-groups d. Establish a group of competent followers and use them for all activities Answer: d; Easy; LO2; AACSB: Reflective Thinking

True/False Questions 102.

Prior to the industrial revolution, interest in leadership relied on intuition and a description of existing practice. a. true

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b. false Answer: a; Moderate; LO1 103.

The argument that leaders are born not made suggests that innate qualities shape human personality and behavior. a. true b. false Answer: a; Moderate; LO1 104.

The development of personality testing helped in the development of the trait approach to leadership. a. true b. false Answer: a; Easy; LO1 105.

Based on the results of the trait approach to leadership, there is evidence that leaders are born rather than made. a. true b. false Answer: b; Easy; LO1 106.

Traits do not guarantee that a person will become a leader, let alone an effective leader. a. true b. false Answer: a; Easy; LO1 107.

One of the benefits of the behavioral approach to leadership over the trait approach is that behaviors can be measured better than traits. a. true b. false Answer: a; Easy; LO1 108.

Leadership traits are easily observed whereas behaviors are more difficult to see. a. true b. false Answer: b; Easy; LO1

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109.

The early research of Lewin and his associates about leadership behaviors clearly identified three different types of leadership behaviors. a. true b. false Answer: a; Challenging; LO1 110.

Based on the early behavior research conducted by Lewin and his associates, managers who provide information but little guidance to their followers are likely to have frustrated and disorganized groups. a. true b. false Answer: a; Challenging; LO1 111.

Consideration behavior includes things such as looking out for the welfare of team members and making expectations clear. a. true b. false Answer: b; Easy; LO1 112.

The LBDW continues to be used as a measure of leadership behaviors. a. true b. false Answer: a; Difficult; LO1 113.

Consideration and initiation of structure are the two primary leadership behaviors. a. true b. false Answer: a; Easy; LO1 114.

The research on leadership behavior has been able to identify clearly identify which leadership behaviors are most effective. a. true b. false Answer: b; Moderate; LO1 115.

Leader consideration is generally associated with follower satisfaction. a. true b. false Answer: a;

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Moderate; LO1 116.

The LBDQ is rarely used in current leadership research. a. true b. false Answer: b; Easy; LO1 117.

The contingency approach to leadership was started in the 1960s. a. true b. false Answer: a; Moderate; LO1 118.

According to the contingency approach to leadership, we need to understand both the leader’s traits and the situation. a. true b. false Answer: a; Moderate; LO1 119.

According the contingency approach, the situational factors are more important than the leaders’ style and behavior. a. true b. false Answer: b; Moderate; LO1 120.

Fred Fiedler was the first researcher who implemented the contingency approach. a. true b. false Answer: a; Moderate; LO2 121.

Fiedler proposed that leadership effectiveness is a function of the match between the leader’s style and the leadership situation. a. true b. false Answer: a; Moderate; LO2 122.

The LPC determines which behavior the leader should use. a. true

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b. false Answer: b; Easy; LO2 123.

A low LPC person draws self-esteem from good interpersonal relations. a. true b. false Answer: b; Easy; LO2 124.

A high LPC person draws self-esteem from accomplishing the task. a. true b. false Answer: b; Easy; LO2 125.

The middle LPC individuals are the least effective leaders. a. true b. false Answer: b; Moderate; LO2 126.

According to Fiedler, situational control is made up of three factors. a. true b. false Answer: a; Moderate; LO2 127.

According to Fiedler’s Contingency Model, the quality of the relationship between the leader and followers is the most important element of the situation. a. true b. false Answer: a; Moderate; LO2 128.

Good relationships with followers provide the leader with high control over a situation. a. true b. false Answer: a; Moderate; LO2 129.

If the leader has power, he/she does not have to worry about other aspects of the situation. a. true b. false

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Answer: b; Moderate; LO2 130.

According to the Contingency Model, relationship-motivated leaders are most effective in high control situations. a. true b. false Answer: b; Moderate; LO2 131.

According to the Contingency Model, in chaotic, low control situations, task-oriented leaders are effective. a. true b. false Answer: a; Moderate; LO2 132.

Both the Contingency Model and the Normative Decision Model recommend matching the leader and the situation. a. true b. false Answer: a; Moderate; LO2 133.

The Normative Decision Model proposes four general decision-making styles that are each effective in different types of situations. a. true b. false Answer: a; Easy; LO2 134.

According to the Normative Decision Model, the consultative style of decision-making involves the leader allowing followers to make the decision. a. true b. false Answer: b; Challenging; LO2 135.

According to the Normative Decision Model, the autocratic decision style can involve either the leader making the decision without any information from followers, or the leader asking for information, but making the decision alone. a. true b. false Answer: a; Moderate;

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LO2 136.

The two central contingency factors in the Normative Decision Model are quality of the decision and need for acceptance and commitment by followers. a. true b. false Answer: a; Moderate; LO2 137.

To decide what decision style to use, leaders using the Normative Decision Model have to work through a decision tree with eight contingency factors or questions. a. true b. false Answer: a; Easy; LO2 138.

According to the Normative Decision Model, when the quality of the decision is not essential, the leader should use an autocratic decision style. a. true b. false Answer: a; Easy; LO2 139.

According to the Normative Decision Model, when employees do not agree with each other, the leader should encourage them to debate and let them make the decision. a. true b. false Answer: b; Challenging; LO2 140.

According to the Normative Decision Model, the need for employee commitment is a primary determinant for using consultation as a decision style. a. true b. false Answer: a; Easy; LO2 141.

The concept of power is at the core of the Path-Goal Theory. a. true b. false Answer: b; Easy; LO2 142.

According to Path-Goal Theory, the leader must focus on satisfying employees by removing obstacles they face.

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a. true b. false Answer: a; Easy; LO2 143.

One of the factors that Path-Goal Theory recommends leaders pay attention to is their followers need for autonomy. a. true b. false Answer: a; Easy; LO2 144.

Path-Goal Theory has received strong research support. a. true b. false Answer: b; Moderate; LO2 145.

The attributional model of leadership considers how the leader decides what is causing his or her personal success. a. true b. false Answer: b; Moderate; LO2 146.

Attributions can be made to internal or external factors. a. true b. false Answer: a; Moderate; LO2 147.

Leaders tend to be harsher on employees and blame them for errors when the leader’s success depends on the employees’ good performance. a. true b. false Answer: a; Moderate; LO2 148.

The better an employee’s track record, the less likely s/he is to be blamed for an error. a. true b. false Answer: a; Easy; LO2

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149.

Because they involve cognition, attributional processes are not affected by culture. a. true b. false Answer: b; Moderate; LO2 (AACSB: Diverse and multicultural work environments 150.

The potential for bias and error greatly increases when people have to make attributions across cultures. a. true b. false Answer: a; Moderate; LO2 (AACSB: Diverse and multicultural work environments 151.

Attributions are always subject to bias. a. true b. false Answer: a; Easy; LO2 152.

Two-way communication can help leaders avoid attributional biases. a. true b. false Answer: a; Moderate; LO2 153.

Using judgments based on intuition and experience can help leaders avoid attributional biases in evaluating their followers. a. true b. false Answer: b; Challenging; LO2 154.

Research shows that leaders are essential in all situations. a. true b. false Answer: b; Easy; LO2 155.

Professionals who have experience in their task often do not rely on their leader. a. true b. false Answer: a; Moderate;

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LO2 156.

Organizational rigidity can reduce the need for the leader to provide task structure. a. true b. false Answer: a; Moderate; LO2 157.

Followers’ lack of value for goals is a neutralizer for leadership. a. true b. false Answer: a; Challenging; LO2 158.

A cohesive team can act as a substitute for leader consideration. a. true b. false Answer: a; Easy; LO2 159.

Having factors that substitute for leadership is a negative situation. a. true b. false Answer: b; Moderate; LO2 160.

The substitute for leadership is the potential application self-managed teams. a. true b. false Answer: a; Easy; LO2 161.

The Leader-Member Exchange (LMX) model suggests leaders develop two groups of followers; those in the in-group and those in the out-group. a. true b. false Answer: a; Easy; LO2 162.

The Leader-Member Exchange (LMX) model suggests that leaders do not have the same relationship with all their followers. a. true b. false Answer: a; Moderate;

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LO2 163.

High quality LMX relationship sometimes even extends to social networks outside of work. a. true b. false Answer: a; Moderate; LO2 164.

For followers who are not close to the leader, the formal job description often defines their activities. a. true b. false Answer: a; Challenging; LO2 165.

According to Leader Member Exchange (LMX), followers who are not close to the leader often rebel and improve their performance to prove their worth to the leader. a. true b. false Answer: b; Easy; LO2 166.

The development of a relationship between leaders and followers typically takes place in three stages. a. true b. false Answer: a; Moderate; LO2 167.

In most cultures, leaders pick the followers they trust based on competence and performance. a. true b. false Answer: b; Moderate; LO2 AACSB: Diverse and multicultural work environments 168.

In ascriptive cultures such as France, the quality of the LMX often depends on the followers’ performance. a. true b. false Answer: b; Challenging; LO2 AACSB: Diverse and multicultural work environments

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169.

The case of Michael Eisner and Michael Ovitz at Disney provides an example of the potential negative consequences of in-groups. a. true b. false Answer: a; Easy; LO2 170.

To avoid the potential negative impact of in-groups, leaders must make a conscious effort to seek out all followers. a. true b. false Answer: a; Easy; LO2 171.

Research indicates that people tend to become friends and be attracted to those who are unlike them. A leader’s inner circle is therefore likely to be very different than himself/herself. a. true b. false Answer: b; Easy; LO2 172.

The advantages of in-groups that have members who are similar can be offset by lack of creativity and limited decision making. a. true b. false Answer: a; Moderate; LO2 173.

Leaders should find a competent group of followers and maintain them as part of their in-group for most of the tasks that they need performed. a. true b. false Answer: b; Moderate; LO2 174.

Leaders should periodically evaluate the criteria for membership in their in-group. a. true b. false Answer: a; Moderate; LO2 Short Answer/ Essay Questions:

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175.

Explain the following statement: evidence suggests effective leadership requires both consideration and structuring behaviors.

Answer: Researchers generally agree that considerate, supportive, people-oriented behaviors are associated with follower satisfaction, loyalty, and trust, whereas structuring behaviors are more closely related to job performance.

Moderate; LO1 176.

What is the primary assumption of the contingency view?

Answer: When evaluating the appropriate style of leadership, it is important that the task and type of work group be taken into consideration.

Easy; LO1 177.

Explain how Fiedler’s least preferred coworker (LPC) scale can determine a leader’s style.

Answer: Fiedler uses the least-preferred coworker (LPC) scale, a measure that determines whether the leader is primarily motivated by task accomplishment or by maintaining relationships.

Moderate; LO2 178.

What does the label of socio-independent mean, relative to the LPC scale?

Answer: Individuals who fall in the middle of the scale have been labeled socio-independent. They tend to be less concerned with other people’s opinions and may not actively seek leadership roles.

Moderate; LO2 179.

Does the fact that there have been researchers who have voiced strong criticisms regarding the meaning and validity of the LPC scale mean this model is not valid? Defend your opinions.

Answer: Students should make a point that because a leader’s style is stable, it cannot be changed or be easily changed to fit the situation.

Challenging; LO2 180.

How does the belief of Marcus Buckingham, a well-known leadership consultant, that leaders should focus on developing their strengths rather than trying to compensate for their weaknesses, parallel the contingency theory?

Answer: This idea is consistent with Fiedler’s idea that leaders should not try to fit into situations where they do not belong and must understand their style and the situations where they will be the most effective.

Challenging; LO2 181.

The most widely used Normative Decision Model is labeled “time efficient.” Explain what that means.

Answer: In some situations, the autocratic leadership style is the most appropriate because it allows for quick decisions, unlike consultation and participation which require greater time investments which may not add to the quality of the decision outcome.

Easy; LO2 182.

How does the flattening of an organization encourage consideration of leadership substitute?

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Answer: Given the flattening of many organizations and the push toward empowerment and use of teams, judicious use of substitutes can free up the leader for other activities, such as strategic planning, and still allow the organization to achieve its objectives.

Moderate; LO2 183.

Maggie Widerotter of Wink Communication makes a point of going on a “lion hunt.” Explain what that means.

Answer: To encourage greater communication and foster in-group relationships, she makes it a point to search out employees and connect with them.

Moderate; LO2

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Chapter 4: Individual Traits and Differences Multiple Choice Questions 1. Which one of the following is not part of what makes an individual unique? a. heredity b. genes c. gender d. athletic ability Answer: d Easy; LO1 2. The interactionist view of individual differences suggests: a. the environment determines who we are b. genes are the most important factor in making people who they are c. heredity and the environment both influence individual differences d. culture is one of the key factors in determining how people behave Answer: c; Medium; LO1 3. Although female babies tend to develop language skills earlier than males, parents speak more to girls than boys and schools expect girls to be proficient in language. This is an example of: a. the interactionist approach b. sexism in our society c. typical problems boys face in their development d. the importance of parental influence Answer: a; Medium; LO1 AACSB: Reflective Thinking 4. The primary reason boys are more competitive and aggressive than girls is that: a. boys are genetically more aggressive b. boys watch more violent movies and play more video games c. typical male genetic traits are reinforced by society d. parents spend less time with boys than with girls Answer: c; Easy; LO1 5. Personality is best defined as: a. a person’s traits based on their genes b. a set of traits that make a person unique c. how people behave based on their values d. behaviors that make people different Answer: b; Medium; LO1

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6. Which of the following is not part of the definition of personality? a. personality is stable over an extended period of time b. personality is a set of traits c. personality determines what we do d. personality is influenced by genes and the environment Answer: c; Medium; LO1 7. Jose believes in being honest in all situations. This is a reflection of Jose’s __________. a. values b. personal choice c. culture d. temperament Answer: a; Easy; LO1 AACSB: Reflective Thinking 8.

___________ are natural aptitudes, whereas __________ are acquired talents. a. Personality traits; behaviors b. Abilities; skills. c. Leadership skills; management skills d. Values; cultural tendencies Answer: b; Easy; LO1 9. Abilities tend to be: a. stable over an extended period of time b. related to culture c. based on values d. related to leadership Answer: a; Easy; LO1 10. Individual difference characteristics affect a person’s behavior most when: a. the situation provides clear guidelines b. the situation is loosely structured c. the person is strong willed d. the person is flexible Answer: b; Easy; LO1 11. Christie is a lively, informal, and outgoing person who just started a new job. She quickly realizes that her new company is formal and very subdued. Christie adjusts her behavior and tones down her natural enthusiasm to adopt a more quiet style. This is an example of: a. weak personality

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b. conformity pressure c. responding to situational cues d. the acceptance of company rules Answer: c; Challenging; LO1; AACSB: Reflective Thinking 12. When people are encouraged to behave outside their zone of comfort, they are likely to: a. learn and grow even though the behavior is threatening to them b. develop leadership skills c. become frustrated d. resist change and revert to the comfort zone at all costs Answer: a; Medium; LO1 13. Which of the traits generally cannot be acquired through time and appropriate experience? a. knowledge of industry b. self-confidence c. intelligence d. honesty Answer: c; Easy; LO1 14. Which one of the following influences a person’s value system? a. abilities b. skills c. leadership d. culture Answer: d; Medium; LO3 15. Which of the following have been found to be relatively universal values? a. Individuality and Individual dignity b. Personal achievement and performance c. Fairness and honesty d. Desire for recognition and rewards Answer: c; Challenging; LO3 16. Japanese managers are likely to reward team effort over individual achievement. This is because: a. the Japanese culture values community b. individuals tend to perform less well in Japan c. the Japanese are less competitive d. individual achievement is only rewarded in special cases

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Answer: a; Medium; LO3 AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 17. Which of the following cultures value the leader’s ability to conform to social order? a. the United States b. Germany c. Japan d. The Philippines Answer: c; Medium; LO3; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 18. One of your Navajo employees quits after you surprise him with having won the company’s most valuable employee performance award which is advertised on the company web site, newsletter, and local television. His quitting is likely to be due to: a. his shyness and personal reserve b. his culture’s emphasis not standing out c. the lack of individual recognition d. unknown factors that often influence a person’s behavior Answer: b; Challenging; LO3; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 19. Hard work, patriotism and frugality are values typically held by people in which of the following age groups? a. Those over 65 b. Those from 50 to 65 c. Those 35 to 50 d. Those 25 to 35 Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments 20. Non-conformity, idealism, and distrust of the establishment are values typically held by people in which of the following age groups? a. Those over 65 b. Those from 50 to 65 c. Those 35 to 50 d. Those 25 to 35 Answer: b; Medium; LO3; AACSB: Diverse and multicultural work environments

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21. Ambition, material comfort, and success are values typically held by people in which of the following age groups? a. Those over 65 b. Those from 50 to 65 c. Those 35 to 50 d. Those 25 to 35 Answer: c; Easy; LO3; AACSB: Diverse and multicultural work environments 22. Enjoyment of life and desire for autonomy and flexibility are values typically held by people in which of the following age groups? a. Those over 65 b. Those from 50 to 65 c. Those 40 to 50 d. Those 30 to40 Answer: b; Easy; LO3; AACSB: Diverse and multicultural work environments 23. ____________ are ambitious, seek material comfort and are success driven. a. The Baby Boomers b. The Generation Xers c. The Baby Busters d. The Millennials or Nexters Answer: c; Easy; LO3; AACSB: Diverse and multicultural work environments 24. Andy, who is in his early forties, cannot understand why Malcolm, his coworker is so distrustful of their manager and often defies her authority. Malcolm is likely to belong to which of the following generations? a. the Baby Boomers b. the Generation Xers c. the Yuppies d. the Millennials Answer: a; Easy; LO3; AACSB: Diverse and multicultural work environments 25. Older generations in Western Europe and the U.S. tend to _____________ than younger generation. a. be more suspicious of authority b. have a stronger sense of cultural superiority c. be more independent d. be more tied to their parents and family members

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Answer: b; Easy; LO3; AACSB: Diverse and multicultural work environments 26. A __________ view of ethics suggests that what is right or wrong depends on the situation. a. universalist b. contingency c. relativist d. cultural Answer: c; Easy; LO3; AACSB: Ethical understanding and reasoning 27. United States laws forbid business people to bribe others even in cultures where bribery is expected or necessary. This approach to ethics reflects a ___________ view of ethics. a. universalist b. contingency c. relativist d. cultural Answer: a; Easy; LO3; AACSB: Ethical understanding and reasoning 28. Which of the following countries has been rated as the least corrupt by Transparency International? a. Paraguay b. Singapore c. The United States d. Canada Answer: b; Medium; LO3; AACSB: Diverse and multicultural work environments AACSB: Ethical understanding and reasoning 29. Cross-cultural research about deception shows that: a. people in individualist cultures feel guilty about lying. b. people in collectivist cultures use more deception. c. deception is a universal concept. d. most people lie to protect themselves.

Answer: b; Easy; LO3; AACSB: Diverse and multicultural work environments; AACSB: Ethical understanding and reasoning 30. What can a Western manager negotiating in Japan or Korea expect? a. Open and honest negotiation b. Cooperation based on the need for collective harmony

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c. Some deception followed by guilt d. The same situation as negotiating in Germany Answer: c; Medium; LO3; AACSB: Diverse and multicultural work environments; AACSB: Ethical understanding and reasoning 31. Examples of people, such as movie producer Scott Rudin, show that _________ may be more important than __________. a. ability to relate to others; intelligence b. consideration for people; focus on the task c. cognitive ability; social skills d. cultural knowledge; task skills Answer: a; Easy; LO4 32. _____________ is increasingly being suggested as being more important than ____________. a. Ability to relate to others; intelligence b. Consideration for people; focus on the task c. Cognitive ability; social skills d. Cultural knowledge; task skills.

Answer: a; Easy; LO4 33. The link between leadership and intelligence, a. shows that smart managers are better managers. b. is far from clear. c. shows that cognitive intelligence is more important than creative intelligence. d. is both positive and linear.

Answer: b; Challenging; LO4 34. Which of the following is not a component of emotional intelligence? a. self-awareness b. self-regulation c. empathy d. optimism Answer: d Medium; LO4 35. ___________ is the ability to read others and be able to put yourself in their place. a. self-monitoring b. empathy c. consideration d. social skills

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Answer: b; Easy; LO4 36. Leaders who are high on ____________ are better able to guide their followers through challenging tasks because they can recognize perceptual patterns and coordinate group activities. a. self-monitoring b. empathy c. consideration d. optimism Answer: b; Challenging; LO4 37. Emotional intelligence is important in leadership because: a. caring about others is important b. good self-presentation is key to leadership c. emotional intelligence has been found to be related to cultural sensitivity d. the ability to harmonize with others plays a key role in leadership Answer: d; Medium; LO4 38. While addressing employees after 9/11, Ken Chenault the CEO of American Express, openly expressed his sorrow and embraced grief-stricken employees. His behavior is an example of: a. his ability to present the appropriate emotions when needed b. his high level of emotional intelligence c. his excellent self-presentation skills d. his leadership skills Answer: b; Medium; LO4 39. _____________ and ______________ are often terms used to describe creativity. a. Divergent; lateral thinking b. Opportunistic; thrill seeking c. Bold; aggressive d. Strategic; forward looking Answer: a; Challenging; LO4 40. In addition to coming up with new ideas, creative leaders must also have: a. consideration for others b. technical expertise c. strong task focus d. short term orientation Answer: b; Challenging; LO4

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41. Which one of the following is one of the characteristics of creative people? a. task focus b. leadership skills c. tolerance for ambiguity d. being able to give up quickly Answer: c; Easy; LO4 42. Which of the following is not one of the characteristics of creative people? a. perseverance in the face of obstacle b. extremely high risk taking c. openness to new ideas d. ability to tolerate lack of structure Answer: b; Challenging; LO4 43. Which one of the following is not one of the leadership skills of creative leaders? a. technical b. interpersonal c. conceptual d. organizational Answer: d; Medium; LO4 44. Marta has just been appointed to a top level executive position in her company. Which of the following leadership skills is she most likely to need and use? a. technical b. interpersonal c. conceptual d. organizational Answer: c; Medium; LO4 AACSB: Reflective Thinking 45. Most organizations provide skills training to their employees and leaders because: a. skills can be learned b. new skills can quickly be translated into behaviors c. skills are not influenced by culture d. the same set of skills can be applied in all situations Answer: a; Medium; LO4 46. Understanding personality traits can help leaders because: a. traits often predict who will be an effective leader b. traits determine how people behave

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c. some traits are consistently associated with leadership d. traits are easier to learn than abilities or skills Answer: c; Challenging; LO5 47. Which of the following is not part of the Big Five personality dimensions? a. conscientiousness b. emotional intelligence c. openness to experience d. agreeableness Answer: b; Challenging; LO5 48. ________________ and ____________ are both part of the Big Five personality dimensions. a. Locus of control; need for control b. Cognitive; emotional intelligence c. Emotional stability; consideration for others d. Extraversion; openness to experience Answer: d; Medium; LO5 49. Which of the Big Five personality dimensions is most strongly correlated to job performance? a. conscientiousness b. emotional intelligence c. openness to experience d. agreeableness Answer: a; Medium; LO5 50. _____________ is the Big Five personality dimension that is important in jobs such as management that require social interaction. a. Emotional intelligence b. Extraversion c. Openness to experience d. Agreeableness Answer: b; Medium; LO5 51. The XYZ Corporation is looking for a leader who can develop high job commitment and create high job satisfaction. According to recent research on the Big Five personality dimensions, which characteristics should they look for in that leader? a. high conscientiousness, openness to experience, moderate emotional stability, and high agreeableness b. high on emotional stability, extraversion, and agreeableness, and low on conscientiousness c. low on introversion, agreeableness, and emotional intelligence, and high on conscientiousness

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d. high on control and high on consideration Answer: b; Challenging; LO5; AACSB: Reflective Thinking 52. This personality type is defined by the individual’s need to take control of events in their life. a. Type A b. Proactive c. Emotional Intelligence d. Extraversion Answer: b; Challenging; LO5 53. People with a proactive personality tend to have a. greater job satisfaction b. less job satisfaction c. less control over daily life activities d. greater stress Answer: a Challenging; LO5 54. Which of the following is not a characteristic of proactive personalities? a. Identify opportunities. b. Remove obstacles. c. Constrained by situation d. Take initiative.

Answer: c; Challenging; LO5 55. Shelly Provost, a partner at Lamp Post Group, believes that individuals with a proactive personality make better _________. a. general managers. b. chief executive officers. c. entrepreneurs. d. sales people.

AACSB: Reflective Thinking Answer: c; Challenging; LO5 56. Sally Colbert is very energetic, focuses on deadlines, is highly ambitious and likes working alone.

Based on this information, Sally is most likely to be: a. a good manager. b. a Type A who needs control. c. a person with internal locus of control. d. a high self-monitor.

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Answer: b; Medium; LO5; AACSB: Reflective Thinking 57. _______________ is the underlying construct in Type A. a. The need for control b. How well people read their environment c. The need for power d. How people make decisions AACSB: Reflective Thinking Answer: a; Challenging; LO5 58. Which one of the following is one of the defining characteristics of Type As? a. Relaxed approach to time b. Very cooperative c. Focus on one task at a time d. Hostility Answer: d; Medium; LO5 59. Which of the following best describe Type As? a. Type As are strategic thinkers who are proactive. b. Type As try to do more in less time. c. Type As are willing to cut corners to achieve their goals. d. Type As are good at persuading others.

Answer: b; Medium; LO5 60. ____________ need an increasing amount of control while ____________ feel that they have control over their environment. a. Extroverts/high Machiavellians b. Low self-monitors/high self-monitors c. Type As/people with internal locus of control d. People who are sensing-feelers/those who are intuitive-thinkers Answer: c; Challenging; LO5 61. _____________ is one of the major challenges Type A managers are likely to face. a. Worrying too much about time and deadlines b. Inability to delegate tasks c. Setting goals that are not challenging d. Inability to plan

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Answer: b; Medium; LO5 62. High self-monitors may have an advantage in leadership because: a. they are better planners b. they set challenging goals c. they are flexible d. they handle power well Answer: c; Challenging; LO5 63. You are trying to select a leader to head a team that will be negotiating an international deal for your company. Which one of the following individual characteristics may be useful to you in making that decision? a. Locus of control b. Type A c. Self-monitoring d. Intelligence Answer: c; Challenging; LO5; AACSB: Reflective Thinking’ AACSB: Diverse and multicultural work environment 64. __________ are cynical and manipulative, while ____________ are trusting and poor negotiators. a. High self-monitors; low self-monitors b. Type As; type Bs c. Internally controlled; externally controlled d. High Machiavellians; low Machiavellians Answer: d; Medium; LO5; AACSB: Ethical understanding and reasoning 65. The high Machiavellian leader is likely to be _____________ but not necessarily ___________. a. considerate; task focused b. successful; effective c. good planners; good implementers d. task oriented; people oriented Answer: b; Medium; LO5; ACSB: Ethical understanding and reasoning 66. Which of the following traits is not part of the Dark Triad? a. Type A b. Machiavellianism c. Narcissism d. Subclinical psychopathy

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Answer: a; Challenging; LO5; AACSB: Diverse and multicultural work environments; AACSB: Ethical understanding and reasoning 67. Which is not a characteristic of narcissism as described by the American Psychiatric Association? a. preoccupation with power and success b. ability to tolerate criticism c. sense of entitlement d. lack of empathy for others Answer: b; Medium; LO5; AACSB: Ethical understanding and reasoning 68. In dealing with abusive bosses you should do all of the following except a. make sure your work is impeccable b. get defensive c. maintain a strong social network d. plan an exit strategy Answer: b; Moderate; LO5 AACSB: Ethical understanding and reasoning

.

69. Which of the following is one of the primary reasons leaders fail? a. An authoritarian style b. Intimidation and arrogance c. Too much focus on people d. Financial focus Answer: b; Challenging; LO5 70. In understanding leadership, which statement regarding individual characteristics is true. a. Any one trait alone cannot explain leadership success b. Individual traits are generally dependent and come in groups. c. Organizations have been successful at developing profiles for leadership selection. d. Selection is more important than self-awareness.

Answer: a; Medium; LO6 True/False Questions 71. Traits alone do not define leaders. a. true b. false

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Answer: a; Easy; LO1 72. The primary reason boys are more competitive and aggressive than girls is that typical male genetic traits are reinforced by society. a. true b. false Answer: a; Easy; LO1; AACSB: Reflective Thinking 73. The individual characteristic of values has the most influence on leadership. a. true b. false Answer: b; Medium; LO1 74. The impact of personality on individual behavior tends to be limited to personal aspects of life. a. true b. false Answer: b; Easy; LO1 75. Values are principles that a person believes. a. true b. false Answer: a; Easy; LO1 76. Honesty is the best policy is an example of a personality trait. a. true b. false Answer: b; Easy; LO1 77. You cannot train leaders to develop abilities, but you can train them to develop skills. a. true b. false Answer: a; Medium; LO1 78. Individual characteristics influence behavior most when the situation is clearly structured. a. true b. false

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Answer: b; Medium; LO1 79. When the situation provides strong cues as to how people are supposed to behave, their personality plays a lesser role. a. true b. false Answer: a; Easy; LO1 80. Personality and other individual characteristics are the only factors that dictate how people behave. a. true b. false Answer: b; Medium; LO1 81. Personality and other individual characteristics provide a range of behaviors that are comfortable for people. a. true b. false Answer: a; Easy; LO1 82. Most people have difficulty acting outside the zone of comfort that is determined by their individual difference characteristics. a. true b. false Answer: a; Medium; LO1 83. Most learning takes place when people behave according to their individual difference characteristics. a. true b. false Answer: b; Medium; LO1 84. Behaving outside their zone of comfort is one way people can learn and grow. a. true b. false Answer: a; Medium; LO1 85. Kirkpatrick and Locke asserted that traits alone are enough to make an effective leader.

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a. true b. false Answer: b; Medium; LO5 86. Drive, if taken to the extreme, can be detrimental to effective leadership. a. true b. false Answer: a; Easy; LO5 87. Despite some changes, top executives in the United States and the rest of the world are still heterogeneous. a. true b. false Answer: b; Challenging; LO2 88. Factors such as age and gender influence a person’s value system. a. true b. false Answer: a; Easy; LO2; AACSB: Diverse and multicultural work environments 89. The primary influence on a person’s value system is personality traits. a. true b. false Answer: b; Easy; LO3 90. Most cultures in the world value compassion and frugality. a. true b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments 91. Individual dignity is valued mostly in Western cultures. a. true b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments

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92. Hard work, frugality and patriotism are values typically held by the generation raised by parents who went through the depression. a. true b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments 93. Baby boomers typically value ambition and material comforts. a. true b. false Answer: b; Easy; LO3; AACSB: Diverse and multicultural work environments 94. Yuppies are often success-driven. a. True b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments 95. Generation Xers value autonomy and flexibility. a. true b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments 96. Those who belong to the Millennial generation tend to resent authority and are highly independent. a. true b. false Answer: b; Medium; LO3; AACSB: Diverse and multicultural work environments 97. The Generation Xers and Millenials are similar to each other in that both tend to have little loyalty to their jobs and companies. a. true b. false Answer: a; Medium; LO3; AACSB: Diverse and multicultural work environments

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98. Generational value differences exist all over the world. a. true b. false Answer: b; Medium; LO3; AACSB: Diverse and multicultural work environments 99. Singapore has been rated as one of the most corrupt countries in the world. a. true b. false Answer: b; Easy; LO3; AACSB: Diverse and multicultural work environments 100.

Of the 180 industrialized countries measured by the Transparency International Index, the United States as the highest in integrity. a. true b. false Answer: b; Medium; LO3 104

Of the 180 industrialized countries measured by the Transparency International Index, Afghanistan ranked higher in integrity than the United States. a. True b. False Answer: b; Medium; LO3 101.

The relativist view of ethics suggests that what is right or wrong depends on the situation or culture. a. true b. false Answer: a; Challenging; LO3; AACSB: Diverse and multicultural work environments AACSB: Ethical understanding and reasoning 102.

You take a universalist view of ethics when you believe that the same rules cannot apply to everyone. a. true b. false Answer: b; Challenging; LO3; AACSB: Ethical understanding and reasoning

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103.

The Japanese and Koreans may use more deception, but they often experience considerable guilt. a. true b. false Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 104.

Several sets of abilities are clearly linked to leadership. a. true b. false Answer: b; Challenging; LO4 105.

Intelligence is not clearly related to leadership. a. true b. false Answer: a; Medium; LO4 106.

Intelligence is not clearly related to leadership but is related to perceptions of leadership. a. true b. false Answer: a; Easy; LO4 107.

Research shows that a more intelligent leader is able to succeed regardless of the situation. a. true b. false Answer: b; Medium; LO4 108.

The most important component of emotional intelligence is sympathy for others. a. true b. false Answer: b; Challenging; LO4 109.

Emotional intelligence is important because caring for others always pays off. a. true b. false Answer: b; Easy; LO4

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110.

Emotional intelligence is key to leadership because leadership requires working with others. a. true b. false Answer: a; Medium; LO4 111.

The way a leader delivers a message is sometimes more important than the content of the message. a. true b. false Answer: a; Easy; LO4 112.

Convergent thinking is another term often used to describe creativity. a. true b. false Answer: b; Medium; LO4 113.

Creativity is the ability to develop new ideas or combine existing ones in novel ways. a. true b. false Answer: a; Easy; LO4 114.

People tend to become more creative when they are put under intense stress and pressure. a. true b. false Answer: b; Medium; LO4 115.

According to Theresa Amabile, most people can be creative with experience and motivation. a. true b. false Answer: a; Medium; LO4 116.

As leaders move up the organization, they rely less on technical skills and more on conceptual skills. a. true b. false Answer: a; Challenging; LO4

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117.

Conceptual skills involve communication and conflict management. a. true b. false Answer: b; Medium; LO4 118.

Once leaders learn new skills, they can quickly implement them in their organization. a. true b. false Answer: b; Challenging; LO4 119.

A leader’s personality influences his or her preference, style, and behavior. a. true b. false Answer: a; Medium; LO5 120.

Over the years, researchers have identified five major personality dimensions. a. true b. false Answer: a; Challenging; LO5 121.

Emotional stability is the Big Five personality dimension most strongly linked to job performance. a. true b. false Answer: b; Challenging; LO5 122.

The Big Five personality dimensions are strongly linked to leadership. a. true b. false Answer: b; Challenging; LO5 123.

Extroversion is a required dimension for successful leadership. a. true b. false Answer: b; Medium; LO5 124.

Extraversion is important for almost any job or position.

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a. true b. false Answer: b; Challenging; LO5 125.

Some degree of anxiety and worrying can be helpful for leaders. a. true b. false Answer: a; Medium; LO5 126.

Individuals with a proactive personality tend to attribute positive events to their own behavior. a. true b. false Answer: a; Medium; LO5 127.

The desire to remove obstacles to achieve goals is a characteristic of proactive personalities. a. true b. false Answer: a; Medium; LO5 128.

The research on proactive personalities has found a weak link between the personality trait and actual leadership effectiveness. a. true b. false Answer: b; Medium; LO5 129.

Being a Type A can be helpful to managers because they are better able to delegate tasks. a. true b. false Answer: b; Medium; LO5 130.

Type A managers are more successful than Type B managers. a. true b. false Answer: b; Medium; LO5 131.

Several of the Type A characteristics are similar to the high energy and motivation that is considered to be important in leadership.

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a. true b. false Answer: a; Medium; LO5 132.

Type A and narcissism are closely related. a. true b. false Answer: b; Medium; LO5 133.

High self-monitors read and use environmental cues better than low self-monitors. a. true b. false Answer: a; Medium; LO5 134.

High self-monitors are particularly skilled at delegating tasks. a. true b. false Answer: b; Challenging; LO5 135.

High self-monitors emerge as leaders more often than low self-monitors. a. true b. false Answer: a; Medium; LO5 136.

Research shows that low self-monitors resolve conflict cooperatively. a. true b. false Answer: b; Medium; LO5 137.

Because they are good at managing relationships, leaders who rate high on Machiavellianism tend to be the most effective leaders. a. true b. false Answer: b; Easy; LO5 AACSB: Ethical understanding and reasoning 138.

High Machiavellians are likely to be successful but not effective.

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a. true b. false Answer: a; Medium; LO5 AACSB: Ethical understanding and reasoning 139.

Research indicates that the Chinese score higher on the Machiavellianism scale and are more willing than many Westerners to use social power to accomplish their goals. a. true b. false Answer: a; Medium; LO5; AACSB: Diverse and multicultural work environments AACSB: Ethical understanding and reasoning 140.

Narcissistic individuals desire to have power and influence over others. a. true b. false Answer: a; Medium; LO5 AACSB: Ethical understanding and reasoning 141.

Hitler and Stalin are well-known tyrants in history who exhibited strong narcissistic tendencies. a. true b. false Answer: a; Medium; LO5 AACSB: Ethical understanding and reasoning 142.

Positive narcissistic leaders may use their self-confidence and influence to achieve organizational goals. a. true b. false Answer: a; Medium; LO5 AACSB: Ethical understanding and reasoning 143.

Research about why leaders fail indicates that the primary cause of failure is lack of technical expertise. a. true b. false Answer: b; Medium; LO5 144.

Leaders who fail are most often rigid, isolated from others and uncaring.

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a. true b. false Answer: a; Medium; LO5 Short Answer/ Essay Questions: 145.

Discuss the differences between the earlier approaches during the Trait Era and the more complex approach of recent approaches.

Answer: The trait approach attempted to identify a single set of traits that would effectively explain leadership effectiveness. Current approaches acknowledge that traits are important, but also include leader behaviors, the situation, and follower characteristics as important variables.

Easy; LO1 146.

Define and differentiate between the individual differences characteristics of abilities, skills, and personality.

Answer: ability, or aptitude, is a natural talent for doing something mental or physical. This category includes things such as intelligence and creativity. A skill is an acquired talent that a person develops related to a specific task. Whereas ability is somewhat stable over time, skills change with training and experience and from one task to another. You cannot train leaders to develop an ability or aptitude, but you can train them in new leadership skills. Personality refers to a stable set of psychological characteristics that makes each person unique and constitutes a person’s character and temperament.

Medium; LO1 147.

List and explain the universally accepted leadership characteristics that transcend cultures.

Answer: Fairness, honesty, compassion, and humility are universally accepted leadership characteristics.

Explanation will go beyond this stated list.

Medium; LO3; AACSB: Diverse and multicultural work environments 148.

Define values and explain the differences in values between western countries and those located in the Middle and Far East.

Answer: Leaders from more individualistic cultures rate personal achievement and recognition highly, and organizations target individuals for rewards and recognition. Displays of individuality are welcomed, as evidenced by the respect many people have for entrepreneurs. By contrast, collectivist cultures place a higher value on the community and a lower value on the individual.

Medium; LO3; AACSB: Diverse and multicultural work environments 149.

Transparency International’s 2009 survey rated the United States 19 out of 180 when measuring least/most corrupt nations. Discuss your impressions, using textbook value concepts, about why the

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U.S. professes to be the most ethical country yet ranks behind countries like Denmark, Singapore, and Canada.

Answer: Student answers will vary but should focus on the high level of individualism present in the U.S. culture coupled with a moderate level of power distance.

Challenging; LO3; AACSB: Diverse and multicultural work environments AACSB: Ethical understanding and reasoning

150.

Explain the research results that show a curvilinear relationship between intelligence and leadership.

Answer: It is generally accepted that the smarter a leader is the better; however, the literature on intelligence shows that there are many forms of intelligence. Students may also address that there are different types of intelligence that are independent on the concept of cognitive intelligence. Reviews of the link between general intelligence and leadership indicate that it is an important aspect of leadership; the relationship, however, may be moderated by many factors (Riggio et al., 2002). For example, when being competent is important, leaders who are more intelligent might do better, but in situations that require interpersonal skills, general intelligence might not be sufficient. The level of leadership also may be a factor. Particularly, intuition may be especially important for leaders at upper organizational levels.

Furthermore, some early research shows that a curvilinear relationship may exist between intelligence and leadership (Ghiselli, 1963). Those individuals with either low or high scores are less likely to be effective and successful leaders. Both, for different reasons, might experience difficulty communicating with their followers and motivating them to achieve the task.

Challenging; LO4 151.

Explain and give examples how a leader can positively use Niccolo Machiavelli’s philosophy, resulting in Mach Scores, to improve the organization in a constructive manner.

Answer: While DT leaders are seen as negative forces in organizations, qualities such as cunning, manipulating, and calculating can be positive in organizations. Many CEO’s are forced to engage in behavior that while socially unacceptable, are necessary for organizational survival.

Medium; LO4 152.

Rick Scott was a founder and CEO of Columbia Healthcare system until the FBI raided several of his Hospitals for Medicare fraud. He was subsequently fired by Darla Moore, Vice President of Rainwater, Inc., one of the largest private investment firms in America. Rainwater had substantial ownership in Columbia Healthcare. Moore was the first woman to be profiled on the cover of Fortune magazine in its 70-year history and was named to their list of the Top 50 Most Powerful Women in American Business. Nevertheless, Scott overcame the stigma of corruption and in November 2010 won the election as Governor of Florida. a. Research and explain what traits and characteristics Scott brings to his endeavors that allowed him to overcome the Columbia scandal and win the Florida election. b. From your research and explain (submit document specific research article urls) Scott’s value system that allowed him to overcome the stigma of corruption and go on to seek election for a political office.

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Answer: Like many CEO’s Scott was a dynamic and charismatic leader. His ability to make social connections and personally promote himself lead to his overcoming his failure at Columbia. (b) Student answers will vary.

Challenging; LO5; AASCB: Reflective Thinking AACSB: Ethical understanding and reasoning 153. The US professes a philosophy of high ethical behavior in business and government. How then is it that Bernard Madoff was able to turn his wealth management business into a massive Ponzi scheme? He defrauded thousands of investors of almost $65 billion over a period of time that possibly began in the 1980s. In June 2009, Madoff was sentenced to 150 years in prison, the maximum allowed. Using the Big Five Personality Dimensions, explain Madolff’s personality relative to each of the dimensions. Document each with an example of each dimension.

Answer: Students should apply the elements of the big five model. Most students will focus on Madoff’s low level of conscientiousness, his high level of extraversion, moderate to high level of openness and agreeableness, and his moderate level of emotional stability.

Challenging; LO5; AASCB: Reflective Thinking AACSB: Ethical understanding and reasoning

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Chapter 5: Power and Leadership Multiple Choice Questions 1. _________ is the ability of one person to influence others. a. Influence b. Power c. Authority d. Control Answer: b; Easy; LO1 2. The terms power and influence are different in that: a. influence refers to changing the course of an action while… b. influence implies effectiveness c. power is vested in a position d. influence is vested in a position Answer: a; Medium; LO1 3.

___________ is power vested in a formal position. a. Control b. Persuasion c. Authority d. Influence Answer: c; Easy; LO1 4. Which one of the following is one of the typical reactions to power? a. control b. compliance c. counter control d. influence Answer: b; Medium; LO1 5. Zingerman’s Community of Business ZCoB provides an example of: a. commitment b. compliance c. control d. motivation Answer: a; Medium; LO1

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6. Kamal has sent directives for his employees to complete a certain task. The employees eagerly undertake the task and complete it. The employees’ reaction is an example of: a. commitment b. compliance c. control d. motivation Answer: a; Challenging; LO1 AACSB: Reflective Thinking 7. Paulette has set goals for all of her team members. She informs them of the goals; although several members think the goals are not reasonable, they go along with them. The team members’ reaction is an example of: a. commitment b. compliance c. control d. lack of motivation Answer: b; Challenging; LO1 AACSB: Reflective Thinking 8. Lee has made several written and oral requests for his employees to undertake a new project.

Although he has not received any feedback from his group, the task does not appear to be even started. This is an example of: a. counter control b. insubordination c. follower power d. resistance Answer: d; Challenging; LO1 AACSB: Reflective Thinking 9. The leader’s power increases when employees _________. a. are motivated b. comply with her decisions c. do not resist a decision d. are committed to her decisions Answer: d; Medium; LO1 10. Research about the effect of power distribution suggests that: a. centralized power allows organizations to perform well. b. concentrated power can be detrimental to performance. c. leaders often give up power willingly. d. power sharing works well in most cultures.

Answer: b; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO1 11. Nigel is an Australian manager who is heading a division of his company in Mexico. He has tried, without much success, to get his employees to participate and make suggestions regarding how to organize the work activities. The Mexican employees’ reluctance to participate may be due to: a. the Mexican employees’ lack of experience. b. the high-context Mexican culture. c. the high power distance in Mexico. d. Nigel’s incompetence.

Answer: c; Challenging; LO1 AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 12. The higher ________________ and the lower the _______________, the more likely it is that leaders will hold a high degree of power that they can use. a. power distance; tolerance for uncertainty b. collectivism; power distance c. egalitarianism; task focus d. individualism; masculinity Answer: a; Medium; LO1 13. In Japan and Indonesia people value: a. independence and freedom b. clear hierarchy and authority c. creativity and innovation d. hard work and independence Answer: b; Medium; LO1 AACSB: Diverse and multicultural work environments 14. Mexicans expect their leaders to: a. empower them b. be creative c. provide answers d. give them independence Answer: c; Medium; LO1 AACSB: Diverse and multicultural work environments 15. In __________ cultures, power bases are stable, and upward mobility is limited. a. individualistic b. socialized c. vertical power d. high power distance Answer: d; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Challenging; LO1 AACSB: Diverse and multicultural work environments 16. Researchers have identified ______ source of power related to individuals. a. two b. three c. four d. five Answer: d; Medium; LO2 17. Alan Greenspan, former chairman of the U.S. Federal Reserve, uses __________ and ___________ as primary sources of power. a. reward; punishment b. coercive; reward c. informational; legitimate d. legitimate; expert Answer: d; Challenging; LO2 AACSB: Reflective Thinking 18. ____________ power is based on the formal position a person holds, while ___________ is based on friendship and respect. a. Legitimate; referent b. Authority; politics c. Persuasive; negotiation d. Managerial; personal Answer: a; Easy; LO2 19. Nicolo gets his employees to go along with him by threatening to fire or demote them. Nicolo is using which of the sources of individual power? a. Legitimate b. Authority c. Coercive d. Expert Answer: c; Medium; LO2 AACSB: Reflective Thinking 20. All managers have access to which source of individual power? a. legitimate b. authority c. coercive d. expert Answer: a; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO2 21. The power of celebrities to influence others is based on which source of individual power? a. legitimate b. referent c. informational d. reward Answer: b; Medium; LO2 22. In order for leaders to get commitment from their followers, they should rely on which of the following two sources of power: a. legitimate and referent b. referent and expert c. expert and reward d. reward and authority Answer: b; Medium; LO2 23. Using _________ as a source of power will most likely lead to __________. a. coercive; compliance b. reward; commitment c. expert; compliance d. referent; commitment Answer: d; but “a” is also correct.

Medium: LO2 24. Individuals with _________ power can influence others because they are liked and respected. a. legitimate b. referent c. informational d. reward Answer: b; Medium; LO2 25. Which one of the following is not one of the influence tactics? a. control b. pressure c. exchange d. inspiration Answer: a; Easy; LO2 26. If you are trying to influence your supervisor’s decision regarding a project, which would be the most appropriate influence tactic to use?

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a. pressure b. personal appeal c. consultation d. rational persuasion Answer: d; Medium; LO2 27. The personal appeal influence tactic is most appropriate to use with _____________. a. supervisors b. colleagues c. subordinates d. everyone Answer: b; Medium; LO2 28. ___________ is one of the influence tactics that rely on all sources of personal power. a. Pressure b. Personal appeal c. Consultation d. Rational persuasion Answer: c; Medium; LO2 29. In early stages of their career, which base of power should young leaders develop? a. legitimate through power building b. credibility through expertise c. reward through access to resources d. coercion by demonstrating toughness Answer: b; Medium; LO2 30. What challenges do managers in mid careers face regarding power? a. building credibility b. sharing power c. using power ethically d. giving fair rewards Answer: c; Medium; LO2 31. Regarding the use of power, managers in late career stages must: a. empower others b. build their network c. train their replacement d. let go of power Answer: d; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO2 32. ___________ sources of power are particularly important to teams. a. Personal b. Individual c. Legitimate d. Organizational Answer: d; Medium; LO2 33. The concept of ________________ suggests that teams gain power based on their ability to remove obstacles for others. a. strategic contingencies b. shared power c. empowerment d. coalition building Answer: a; Medium; LO2 34. Which of the following is not one of the organizational sources of power? a. centrality b. dependency c. substitutability d. organicity Answer: d; Medium; LO2 35. A team that helps others in the organization by providing a service that is key to goal accomplishment will gain power. This is an example of: a. centrality b. organicity c. coping with uncertainty d. boundary spanning Answer: a; Medium; LO2 36. Teams can gain power by reducing uncertainty for others in their organization. Which of the following is not one of the uncertainty reduction methods? a. gathering information b. prediction of upcoming changes c. prevent changes from affecting the organization d. preventing change from happening Answer: d; Medium; LO2

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37. The CEO of a company believes that diversity is a very important and strategic issue. She creates a team to make diversity related recommendations and has the team report directly to her on a regular basis. The CEO is using which organizational source of power to assure that the team has power? a. centrality b. organicity c. coping with uncertainty d. boundary spanning Answer: a; Challenging; LO2 AACSB: Reflective Thinking 38. Team Alpha has developed considerable expertise and has a lot of departments that depend on it to get their job done. Team Alpha’ source of power is: a. centrality b. lack of substitutability c. coping with uncertainty d. legitimate rewards Answer: b; Challenging; LO2 AACSB: Reflective Thinking 39. A team leader focuses on assuring that his team members have the latest expertise not available elsewhere in the organization. He is using which organizational source of power to assure that his team has power? a. centrality b. organicity c. lack of substitutability d. coalition building Answer: c; Medium; LO2; AACSB: Reflective Thinking 40. Which of the following is not one of the ways to help increase the power of teams so that they can be effective? a. Keep the team away from difficult challenges b. Make the team central to the mission. c. Give the team meaningful tasks. d. Provide the team with access to decision makers.

Answer: a; Medium; LO2 41. Top executives have access to how many additional sources of power? a. two b. three c. four d. five Answer: c; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Easy; LO2 42. The individual power source of “rewards” is equivalent to which source of top executive power? a. distribution of resources b. control of decision criteria c. centrality d. access to all levels Answer: a; Medium; LO2 43. Whether an organization is a traditional or informal structure, CEOs are strategically located for access to information and resources. This is an example of which of the executive sources of power? a. distribution of resources b. control of decision criteria c. centrality d. access Answer: c; Medium; LO2; AACSB: Reflective Thinking 44. A new executive who brings in his own team and puts people he trusts in key positions is using which source of executive power? a. distribution of resources b. control of decision criteria c. centrality d. access Answer: d; Medium; LO2; AACSB: Reflective Thinking 45. Power corruption is primarily due to: a. corrupt leaders b. too much power without accountability c. national culture d. the board of directors Answer: b; Medium; LO3 46. What was the attitude of the framers of the U.S. Constitution regarding power? a. power should not be concentrated b. leaders should have enough power to do their job c. democracy is important d. power is essential to leadership Answer: a; Medium; LO3; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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AACSB: Ethical understanding and reasoning 47. Causes of power corruption fall into two categories. These are: a. group related and traits b. individual leader and organizational factors c. cultural elements and political factors d. legal and ethical factors Answer: b; Challenging; LO3; AACSB: Ethical understanding and reasoning AACSB: Reflective Thinking 48. Why are evil managers who abuse their power often successful? a. They have loyal followers. b. They manage their supervisor well. c. Overall, they perform better than other managers. d. They surround themselves with highly competent followers.

Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 49. Which one of the following is a sign of a destructive narcissistic manager? a. They work alone b. They don’t get promoted c. They take care of their followers d. They divide the world between friends and enemies Answer: d; Medium; LO3; AACSB: Ethical understanding and reasoning 50. The key organizational factor in abuse of power is: a. a decentralized structure b. the organizational culture c. the leadership succession plan d. the training and development plan Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 51. Which one of the following is not an organizational factor that contributes to power corruption? a. Formal and closed communication. b. Focus on short-term goals. c. Performance-based hiring. d. Centralized decision making.

Answer: c; Medium; LO3; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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AACSB: Ethical understanding and reasoning 52. Keesha’s employees rarely, if ever, disagree with her because they worry about her negative reactions and tantrums. This is an example of which of the factors in the corruption cycle? a. compliance b. isolation c. lack of accountability d. flattery Answer: a; Challenging; LO3 AACSB: Reflective Thinking; AACSB: Ethical understanding and reasoning 53. Because of their power, employee compliance, and isolation, leaders in the corruption cycle often: a. develop bad habits b. have the inability to make decisions c. worry about their constituents’ reactions d. get an inflated view of themselves Answer: d; Medium; LO3; AACSB: Ethical understanding and reasoning 54. All but one of the following is a reason why followers comply with their leaders even when they are wrong. a. desire to ingratiate themselves b. weakness and incompetence c. fear of reprisal d. lack of caring Answer: d; Medium; LO3; AACSB: Ethical understanding and reasoning 55. Employee compliance, flattery, and unwillingness to speak out contribute to a corrupt leader’s reliance on ___________. a. empowerment b. financial measures c. coercive methods d. communication Answer: c; Medium; LO3; AACSB: Ethical understanding and reasoning 56. Dennis Kozlowski of Typco and Richard Scrushy of HealthSouth are examples of CEOs who: a. became whistle blowers b. abused their power c. took action to correct ethical violations d. made serious strategic mistakes Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning AACSB: Reflective Thinking 57. Abusive and corrupt leaders intimidate their followers into silence and then consider the silence and lack of responsiveness as a sign of their followers’ incompetence, therefore asking them even less for input. This is an example of: a. self-actualization b. self-fulfilling prophecy c. the corruption cycle d. narcissistic destruction Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning AACSB: Reflective Thinking 58. The isolation and flattery that contribute to the corruption cycle often cause leaders to: a. seek outside input b. rely more on board of director members c. learn to make good decisions alone d. think regular rules do not apply to them Answer: d; Medium; LO3; AACSB: Ethical understanding and reasoning 59. Which of the following is not a potential solution to top management corruption? a. Centralized decision making b. Reducing uncertainty c. Empowerment d. Greater accountability Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 60. The underlying theme of empowerment is: a. delegating all power to employees b. sharing power with those who need it to perform their job c. setting goals that everyone can achieve easily d. centralizing decision making in the team Answer: b; Medium; LO4 61. Which of the following is not one of the reasons empowerment tends to be effective? a. It tends to increase employees’ sense of self-efficacy.

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b. It allows employees to internalize goals and builds commitment. c. It provides the leader with delegation training. d. It brings power where it is needed.

Answer: c; Medium; LO4 62. Which organizational factor contributes to empowerment? a. appropriate selection and training for leaders b. appropriate selection and training for employees c. setting high performance standards d. removing bureaucratic barriers Answer: c; Medium; LO4 63. Lin-may is eager to implement empowerment in her organization. She has encouraged her employees, expressed confidence in them, and given them responsibility. She has created a positive emotional atmosphere. What else must she do to make empowerment effective? a. lower the performance standards. b. create clear hierarchy for reporting c. reward employees openly and personally d. use only teams for decision making Answer: c; Medium; LO4; AACSB: Reflective Thinking 64. Which of the following is not one of the organizational factors in empowerment? a. appropriate selection and training of leaders b. removing bureaucratic barriers c. expressing confidence in employees d. fair policies Answer: c; Medium; LO4 65. Top leaders of the Company XYZ have told their managers and employees that they want to implement empowerment. They have decentralized the structures and changed the reward structure.

After a few months, they see no change in the leaders’ or employees’ behaviors. Which organizational empowerment factor did they miss? a. They did not train leaders and employees. b. They did not create a positive atmosphere. c. They did not walk the talk. d. They set low standards.

Answer: a; Medium; LO4; AACSB: Reflective Thinking 66. Ricardo Semler, CEO of Semco is an example of: Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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a. how a corrupt leader can negatively impact an organization b. the importance of followers c. the importance of training in successful empowerment d. how teams can share power with their managers Answer: c; Medium; LO4; AACSB: Reflective Thinking 67. The first step for an organization to start the empowerment process is to: a. identify the potential blocks to empowerment b. train leaders c. train followers d. set up the right reward structure Answer: a; Medium; LO4 68. Examples of the use of empowerment in many organizations show that: a. empowerment is frustrating to many employees b. leaders are afraid to give up power c. empowerment can lead to increased motivation d. followers are key to empowerment Answer: c; Medium; LO4 69. The empirical research on empowerment has found: a. mixed results for the impact of empowerment b. that empowerment is an effective and powerful tool c. empowerment works well across many cultures d. empowerment works best in collectivistic cultures Answer: a; Medium; LO4 70. In the early part of his career Alan Greenspan relied on which source of power? a. legitimate b. reward c. expert d. reward Answer: c; Medium; LO2; AACSB: Reflective Thinking 71. Empowerment can create _________, where the less a leader controls employees, the more likely they are to accept responsibility and control. a. lower employee standards b. a system of interdependence c. a cycle of corruption Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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d. a self-fulfilling prophecy Answer: d; Medium; LO4 True/False Questions 72. Power is a necessary component of leadership. a. true b. false Answer: a; Easy; LO1 73. Power is the ability to influence others effectively. a. true b. false Answer: a; Easy; LO1 74. Power and authority are synonymous. a. true b. false Answer: b; Medium; LO1 75. Power and influence are primarily the domain of formal leaders within organizations. a. true b. false Answer: b; Easy; LO1 76. The employees at Zingerman’s Community of Business (ZCoB) are an example of commitment. a. true b. false Answer: a; Medium; LO1; AACSB: Reflective Thinking 77. Commitment, control, and resistance are the three typical reactions to power and influence. a. true b. false Answer: b; Medium; LO1 78. A large majority of today’s organizations rely on democratic practices to accomplish their goals.

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a. true b. false Answer: b; Medium; LO1 79. Research indicates that concentrated power can be detrimental to organizational performance. a. true b. false Answer: a; Medium; LO1 80. The more equal the power distance in a Western culture organization, the higher the performance of the organization. a. true b. false Answer: a; Medium; LO1; AACSB: Diverse and multicultural work environments 81. The Chinese, Japanese, and Indonesians are all collectivistic cultures where employees are comfortable sharing power with their leader. a. true b. false Answer: a; Medium; LO1; AACSB: Diverse and multicultural work environments 82. The French and Germans expect their bosses to provide answers to their questions. a. true b. false Answer: a; Medium; LO1; AACSB: Diverse and multicultural work environments 83. Legitimate power is based on the position in the organization while expert power relies on the individual. a. true b. false Answer: a; Easy; LO2 84. Referent power is based on a person’s ability to get access to information. a. true b. false Answer: b; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Easy; LO2 85. Personal sources of power are likely to disappear when a manager loses his/her position in the organization. a. true b. false Answer: b; Easy; LO2 86. As Chairman of the Federal Reserve, Alan Greenspan relied primarily on his expertise to influence others. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 87. The most likely reactions to using reward and coercion as source of power are compliance and resistance. a. true b. false Answer: a; Easy; LO2 88. When leaders rely on their expertise to influence followers, they are likely to simply comply rather than be committed to the leader’s decision. a. true b. false Answer: b; Medium; LO2 89. Followers react to all sources of power the same way. a. true b. false Answer: b; Medium; LO2 90. Consultation and coalition building are two influence tactics that use all sources of power. a. true b. false Answer: a; Medium; LO2

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91. In order to increase commitment, one of the most effective methods of persuasion is coalition building. a. true b. false Answer: b; Medium; LO2 92. It is most appropriate to use exchange as an influence tactic with subordinates and colleagues. a. true b. false Answer: a; Medium; LO2 93. To influence supervisors, rational persuasion is the most appropriate influence tactic. a. true b. false Answer: a; Medium; LO2 94. Because most of us are skilled at a few influence tactics, each person should stick with the tactics she/he is most comfortable with. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 95. Young leaders in early stages of their career should focus on building their power through demonstrating their expertise and competence. a. true b. false Answer: a; Medium; LO2 96. Leaders in the middle of their career must focus on how to give up power to others. a. true b. false Answer: b; Medium; LO2 97. The concept of strategic contingencies suggests that teams must address the needs of strategic stakeholders outside the organization. a. true b. false Answer: b; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO2 98. Teams acquire power in organizations by addressing strategic contingencies. a. true b. false Answer: a; Medium; LO2 99. Teams increase their power as they are able to remove obstacles for others in the organization. a. true b. false Answer: a; Medium; LO2 100.

By staying away from difficult challenges, teams can gain power. a. true b. false Answer: b; Medium; LO2 101.

Top executives have and primarily use the same sources of power as individuals and teams. a. true b. false Answer: b; Medium; LO2 102.

One of the sources of power for executives is the ability to control the criteria by which decisions are made. a. true b. false Answer: a; Medium; LO2 103.

The change in government personnel after elections is an example of access as a source of executive power. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 104.

Most organizations provide their top executives with a lot of power without much accountability. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: a; Medium; LO2 105.

Organizations have many checks and balances in place to limit the power of their top level leaders. a. true b. false Answer: a; Medium; LO3 106.

One of the benefits of power is that it increases the distance between leaders and followers. a. true b. false Answer: b; Medium; LO3 107.

Both individual and organizational factors contribute to corruption that is caused by too much power. a. true b. false Answer: a; Easy; LO3; AACSB: Ethical understanding and reasoning 108.

Managers who abuse power often have an inflated view of themselves. a. true b. false Answer: a; Easy; LO3; AACSB: Ethical understanding and reasoning 109.

Managers who abuse power perform well because they surround themselves with highly competent followers. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 110.

The most important organizational factor that contributes to power abuse is the culture. a. true b. false Answer: a; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO3; AACSB: Ethical understanding and reasoning 111.

Fear of reprisal or weakness are factors that cause employees to comply with corrupt leaders. a. true b. false Answer: a; Easy; LO3; AACSB: Ethical understanding and reasoning 112.

Follower compliance contributes to power corruption by increasing the leaders’ inflated view of themselves. a. true b. false Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 113.

The flattery that many followers use to express their views to their leaders is a helpful tool to building good relations between them. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 114.

Leaders, regardless of their followers or the organization, are always able to wreak havoc and abuse others. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 115.

Richard Scrushy of HealthSouth instituted effective ways to battle corruption. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning; AACSB: Reflective Thinking 116.

The most common and serious consequence of power corruption is poor decision making. a. true b. false Answer: a; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO3; AACSB: Ethical understanding and reasoning 117.

Separating followers and leaders can help reduce power corruption. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 118.

Because corrupt leaders intimidate followers who refuse to speak out and contribute to decision making, the leaders are often forced to use group decision making. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 119.

Because XYZ corporation has reduced its employees’ dependence on managers for feedback and rewards, it is likely to see an increase in corruption of employees. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning; AACSB: Reflective Thinking 120.

The closer leaders are to day-to-day activities, the more likely they are to abuse their power. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 121.

Followers who do not depend on their leader are less likely to contribute to the corruption cycle. a. true b. false Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 122.

The most effective way to prevent power corruption is to address the organizational culture and structure. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 123.

Research suggests that ethics training has little to no impact on the occurrence of ethical violations. a. true b. false Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 124.

Empowerment involves pushing decision making and implementation to the lowest possible level. a. true b. false Answer: a; Medium; LO4 125.

Leaders who want to implement empowerment should set high performance standards and expect followers to meet those standards. a. true b. false Answer: a; Medium; LO4 126.

One of the reasons empowerment can be effective is that it can enhance employees’ belief in their abilities and provide them with a sense of control and accomplishment. a. true b. false Answer: a; Medium; LO4 127.

The most important organizational factor in empowerment is decentralizing the structure. a. true b. false Answer: a; Medium; LO4 128.

Organizations that implement empowerment often have to lower their performance standards. a. true b. false Answer: b; Medium; LO4 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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129.

Changing HR practices and training are essential to the success of empowerment in organizations. a. true b. false Answer: a; Medium; LO4 130.

Semco provides employees with freedom and empowerment and sets high performance expectations. a. true b. false Answer: a; Medium; LO; AACSB: Reflective Thinking 131.

Semco and its CEO Ricardo Semler provide an example of how empowerment can work with little training but good intentions. a. true b. false Answer: b; Medium; LO4; AACSB: Reflective Thinking 132.

Although there is not strong research support, many organizations believe that empowerment leads to higher employee motivation. a. true b. false Answer: a; Medium; LO4 133.

Considerable research about empowerment shows its positive impact on organizations. a. true b. false Answer: b; Medium; LO4 Short Answer/ Essay Questions 134.

Explain how Zingerman’s Community of Business, a delicatessen business, is considered a highly successful human resource training company. Look the company up on the internet (see zingtrain.com) and fully explain the question.

Answer: Students should find that the company offers a variety of leadership training information and information on the company’s seminars, workshops and books.

Challenging; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO1; AACSB: Reflective Thinking 135.

Explain the apparent contradiction of the less a leader uses her power the more she has.

Answer: Students could answer this question several ways. There is the idea that power increases as commitment increases, but empowerment, which is giving away power, has been found to increase commitment. Also, there is the dark side of leadership, which could entail the use of too much power and long-term negative consequences for the leader and the organization.

Challenging LO1 LO4

136.

Alan Greenspan was considered one of the most powerful executives in the United States and had an impressive 96% approval rating among CEOs. Why then did his policies contribute to the worst economic collapse since the Great Depression of 1929 and why wasn’t Greenspan challenged?

Answer: Greenspan possessed both expert and legitimate power. However, these powers both rely on individuals’ perception. The economy is difficult to predict and Greenspan at the time did what he thought was correct. Unfortunately, he was unaware of how his actions would eventually do great harm.

Challenging; LO2; AACSB: Reflective Thinking 137.

Explain why many leaders begin to think of themselves above the rules that apply to the average person and how that contributes to abuse of power. Why is it then that the business world continues to support staggering salaries and benefits for business executives?

Answer: CEOs are often able to climb the corporate ladder because others see their self-confidence as evidence of ability (see Chapter 4 regarding the Dark Triad). Once in power, they maintain it by surrounding themselves with weak followers, ruthlessly attacking those who disagree with them and managing their superiors so that they can continue their quest for power.

Challenging LO3; AACSB: Reflective Thinking 138.

Using the chapter concepts, outline what is necessary to lessen the power of businesses top leaders and successfully have it subsumed by employees.

Answer: Table 5-5 outlines the solutions to CEO corruption. Maintaining checks and balances in the public sector and reinforcing the power of board of governors and directors in other organizations so that they can be independent from the leader are necessary steps toward holding leaders accountable.

Medium LO3; AACSB: Reflective Thinking AACSB: Ethical understanding and reasoning 139.

If empowerment is one of the proscribed best traits to develop for a successful organization, how is it that the American people empowered Congress to make effective decisions yet the vast majority of the public think Congress is not fulfilling that responsibility? Can any structural change be accomplished or is the American public destined to this degree of effective/ineffective decision making?

Answer: Students responses on this question may vary. Our constitution is based on a republic, not a true democracy where individuals make decisions. Considering the difficulty of letting everyone in the Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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country make decisions regarding the governing of the nation, it is easy to see why the founding fathers choose to empower a few individuals to make decisions. Obviously not everyone will agree with the decisions of this select group, but it is not likely that we can replace such a system in the near future.

Challenging LO4 140.

Discuss what you think are the most needed improvements in many businesses to ameliorate power abuse.

Answer: Table 5-5 addresses the solutions to corruption.

Challenging LO3

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Chapter 6: New Models for Leadership: Neo-Charisma, Inspiration, and the Relationship with Followers Multiple Choice Questions 1. The modern approach to charismatic leadership is primarily associated with which of the following researchers? a. Bass and House b. Stogdill and Fiedler c. Kirkpatrick and Locke d. Vroom and Yetton Answer: a; Difficult; LO1 2. Which of the following is one of the advantages of the charismatic approach to leadership over the contingency approaches? a. They focus on middle level managers. b. They show the importance of the task. c. They highlight the importance of the emotional links. d. They allow us to measure traits more accurately.

Answer: c; Easy; LO2 3. Theories of charismatic leadership are closely related to which of the other models of leadership? a. contingency models b. resource utilization models c. exchange and relationship development models d. behavior models Answer: c; Easy; LO1 4. The word charisma has Greek origins and means: a. leadership b. a divine gift c. power and inspiration d. talented Answer: b; Easy; LO2 5. Which one of the following is not one of the required elements of charismatic leadership? a. Characteristics of the leader b. Characteristics of followers c. The situation d. The organization Answer: d; Easy; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO2 6. Charismatic leaders and their followers: a. have a complex exchange relationship. b. are often very similar to each other. c. tend to be distant from each other. d. share an intense emotional bond.

Answer: d; Medium; LO3 7. Which one of the following is not one of the characteristics of charismatic leaders? a. High self-confidence b. Strong conviction about ideas c. High energy and enthusiasm d. High task focus Answer: d; Easy; LO3 8. Mahatma Gandhi and Martin Luther King are both examples of charismatic leaders. They both demonstrated: a. little self-doubt about their direction and action. b. the ability to allow followers to participate in decision making. c. the ability to organize tasks. d. excellent delegation skills.

Answer: a; Medium; LO3; AACSB: Reflective Thinking 9. The charismatic leader’s __________ motivates followers and creates a self-fulfilling prophecy. a. communication skills b. task focus c. high level of energy d. high self-confidence Answer: d; Easy; LO3; 10. The charismatic leader’s __________ helps define and frame their vision and the mission of the group and the organization. a. communication skill b. task focus c. high level of energy d. high self-confidence Answer: a; Easy; LO3;

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11. President Obama’s message of “Yes we can” is an example of this quality of charismatic leaders a. Communication skills b. Commitment c. Self Confidence d. Extraordinary behavior Answer: c; Challenging; LO3; AACSB: Reflective Thinking 12. Hatim Tyabji of Bytemobile, Inc. considers _________ is essential to leadership. a. charisma b. enthusiasm c. passion d. authenticity Answer: d; Medium; LO5; 13. J.F. Kennedy’s, Hilter’s, and Castro’s use of language, symbols, and imagery is an example of this quality of charismatic leadership. a. Ability to communicate. b. Ability to show their commitment. c. To serve as role models. d. To show that they believe in what they do.

Answer: a; Medium; LO3; AACSB: Reflective Thinking AACSB: Written and oral communication 14. Which of the following is not a characteristic of charismatic leaders? a. Excellent communication skills b. Strong level of conviction c. High energy and enthusiams d. Ability to make decisions on their own Answer: d; Easy; LO3 15. Researchers suggest that by offering an appealing vision of the future, charismatic leaders are able to: a. impress their followers. b. change how followers perceive what needs to be done. c. satisfy followers. d. recruit good followers.

Answer: b; Medium; LO3 16. Followers will only follow a charismatic leader if: Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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a. b. c. d.

they believe change is needed. they are motivated. they have clear rewards waiting for them. they are confident.

Answer: a; Medium; LO3 17. As leaders perform well and demonstrate competence and loyalty to the group, and develop a bond with followers, followers provide them with tremendous leeway and allow them to move the group in new directions. This process is called: a. transformational leadership. b. charismatic leadership. c. idiosyncrasy credit. d. conformity and deviance.

Answer: c; Medium; LO3; AACSB: Reflective Thinking 18. Charismatic leaders are more likely to emerge: a. in collectivistic culture. b. in formal organizations. c. when followers are loyal. d. in times of crisis.

Answer: d; Medium; LO3 19. When there is a perceived need for change, charismatic leaders are often successful by: a. using fear to motivate their followers. b. articulating a new vision. c. establishing clear rewards. d. promoting cooperation.

Answer: b; Medium; LO3 20. The internal organizational conditions that facilitate the emergence of charismatic leadership include all but one of the following: a. early or late stages of the organizational life cycle. b. complex and ambiguous tasks. c. flexible and organic structures. d. enthusiasm for change.

Answer: d; Medium; LO3

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21. ____________ are ideal situations for the emergence of charismatic leadership. a. Well-established organizations b. Complex and ambiguous tasks c. Stable and well structured d. Routine and boring Answer: b; Medium; LO3 22. In which type of cultures are charismatic leaders more likely to emerge? a. In horizontal collectivistic cultures that are egalitarian. b. In high power distance cultures where followers are used to strengthen leadership. c. In cultures that have a tradition of prophetic salvation. d. In cultures that are more emotional and value interpersonal relationships.

Answer: c; Medium; LO3; AACSB: Diverse and multicultural work environments 23. In Confucian cultures such as Japan and China, charismatic leaders emerge based on: a. an intense emotional bond with followers. b. religious fervor. c. assertiveness and direct communication. d. image of competence and moral courage.

Answer: d; Challenging; LO3; AACSB: Diverse and multicultural work environments 24. Communication with followers is universally valued as a positive leadership characteristic. However, in ___________ leaders are effective when they communicate non-aggressively and softly, while in ___________ effective leaders are bold and assertive. a. China; India b. Mexico; U.S. c. Iran; Brazil d. Vietnam; Cambodia Answer: a; Challenging; LO3; AACSB: Diverse and multicultural work environments 25. Although ____________ is an important component of leadership in the U.S., it is generally not valued in many other cultures. a. team building b. risk-taking c. decisiveness d. intelligence Answer: b; Challenging; LO3; AACSB: Diverse and multicultural work environments Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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26. Which characteristic is not a culturally-contingent aspect of charismatic leadership? a. risk taking b. how much the leader is seen as an equal c. enthusiasm d. communication Answer: d; Challenging; LO3; AACSB: Diverse and multicultural work environments 27. Charismatic leadership has the potential for abuse because: a. charismatic leaders are often unethical. b. power tends to corrupt leaders. c. of the emotional bond with followers. d. follower are often weak.

Answer: c; Easy; LO3; AACSB: Ethical understanding and reasoning 28. The primary difference between ethical and unethical charismatic leaders is that: a. unethical charismatic leaders abuse their followers. b. unethical charismatic leaders focus on their own goals. c. unethical charismatic leaders do not provide a vision. d. unethical charismatic leaders set unrealistic goals.

Answer: b; Medium; LO3; AACSB: Ethical understanding and reasoning 29. Based on research by Howell, unethical charismatic leaders are also called __________, while ethical charismatic leaders are also called __________. a. devious; direct b. ineffective; effective c. immoral; moral d. personalized; socialized Answer: d; Medium; LO3; AACSB: Ethical understanding and reasoning 30. Which of the following is not one of the potential liabilities of charismatic leaders? a. They often fail to manage details. b. They don’t develop their successors. c. They fail to reach their goals. d. They creative disruptive in-group and out-groups.

Answer: c; Easy; LO3; AACSB: Ethical understanding and reasoning Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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31. Research on charismatic leadership indicates that: a. it has the potential for both negative and positive impact on an organization. b. it tends to address many of the problems today’s organizations face. c. it is a good training tool for leadership. d. it is appropriate in Western cultures as the primary leadership tool to improve organizational performance.

Answer: a; Medium; LO3; AACSB: Ethical understanding and reasoning 32. Research on charismatic leadership indicates that: a. it is difficult to measure b. it does not have a lot of reliability c. it is a powerful and undeniable part of leadership in Western cultures d. it does not apply to non-Western cultures Answer: c; Medium; LO3; AACSB: Diverse and multicultural work environments 33. Transformational leadership addresses which of the following questions? a. Who is a better leader? b. How do leaders use their resources ethically? c. What roles do followers play in transforming the leader? d. How do leaders create and sustain change?

Answer: d; Medium; LO4; 34. ___________ and __________ are both different types of transactional leadership. a. Follower maturity; power b. Individualized attention; charisma c. Contingent reward; management by exception d. Intellectual stimulation; inspiration Answer: c; Medium; LO4; 35. The contingency models such as Path-Goal Theory focus on ___________. a. how leaders use their resources b. the transaction between leaders and followers c. the relationship between leaders and followers d. the role followers play in leadership effectiveness Answer: b; difficult; LO4; AACSB: Reflective Thinking

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36. While transformational leadership theory has been found to enhance leadership effectiveness, it fails explain: a. why leaders fail b. how to train leaders c. how leadership works in different sitauations d. employee engagement Answer: b; Medium; LO4; AACSB: Reflective Thinking 37. The concept of contingent reward is part of which theory of leadership? a. Contingency Model b. Normative Decision c. Substitutes for leadership d. Transactional leadership Answer: d; Medium; LO4; 38. The case of the Rocky Flats nuclear site in Colorado provides an example of successful use of ____________. Employees were given specific performance goals and generous rewards when they reached the goals. a. contingent reward b. leader member exchange c. leader authoritarian decision making d. management by exception Answer: a; Challenging; LO4; CSB: Reflective Thinking 39. Management by exception MBE involves: a. little interaction between leaders and followers, except when things go wrong. b. the leader leaving followers alone and empowering employees to make decisions. c. providing direction only in challenging situations rather than on a routine basis. d. managing exceptional followers only.

Answer: a; Medium; LO4; 40. Contingent reward can have positive impact on followers and performance; however, ___________ often leads to frustration and dissatisfaction. a. transactional leadership b. management by exception c. the leader’s task focus d. transformational leadership Answer: b; Medium; LO4;

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41. Transformational leadership concepts were proposed: a. to implement Japanese management methods in Western countries. b. to address the need to revitalize organizations. c. as a replacement for transactional leadership theories. d. to address the challenges of cultural differences.

Answer: b; Medium; LO4; 42. According to the textbook, how many factors are part of transformational leadership? a. Two b. Three c. Four d. Five Answer: b; Easy; LO4; 43. Transformational leadership factors include all but one of the following. a. charisma and inspiration b. intellectual stimulation c. individual consideration d. internal clarification Answer: d; Easy; LO4; 44. The ____________ factor of transformational leadership develops followers’ trust, overcomes their resistance to change and makes it possible for them to consider and undertake change. a. charisma and inspiration b. intellectual stimulation c. individual consideration d. internal clarification Answer: a; Medium; LO4; 45. The ___________ factor of transformational leadership empowers followers and challenges them to come up with novel solutions. a. charisma and inspiration b. intellectual stimulation c. individual consideration d. internal clarification Answer: b; Medium; LO4;

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46. The __________ factor of transformational leadership motivates followers and encourages them to perform better. a. charisma and inspiration b. intellectual stimulation c. individual consideration d. internal clarification Answer: c; Medium; LO4; 47. Transformational leadership behaviors address which of the elements of the definition of leadership? a. external adaptation b. internal functioning c. follower satisfaction d. goal achievement Answer: a; difficult; LO4; 48. Research examining gender and transformational leadership found women to demonstrate different tendencies than men. Which was not one of these tendencies? a. cooperation b. assertiveness c. expressiveness d. concern for others Answer: b; Medium; LO4; AACSB: Diverse and multicultural work environments 49. Which dimension of culture was found to be most receptive to transformational leadership? a. high power distance b. low uncertainty avoidance c. collectivist d. individualistic Answer: c; Medium; LO4; AACSB: Diverse and multicultural work environments 50. Additional research is needed to further develop the transformational leadership theory. Areas that need particular attention include all the following except: a. in the measurement of transformational leadership behaviors. b. regarding how to teach leaders the various transformational behaviors. c. the relationship of transformational leadership to other personality traits. d. the basic propositions of the model.

Answer: d; Medium; LO4;

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51. Antonio has been through a training to become a transformational leader. He has learned to provide a vision and project confidence. Based on that training, what else should he do? a. Create clear reporting structures. b. Motivate employees using rewards and punishment. c. Treat everyone equally and fairly. d. Establish a personal relationship with followers.

Answer: d; Challenging; LO4; AACSB: Reflective Thinking 52. Sir Richard Branson, founder of the Virgin Group believes that ____________ is at the heart of good leadership. a. controlling operations b. establishing a clear vision and communicating well c. encouraging people and hearing their input d. assuring succession for his company Answer: c; Medium; LO4; AACSB: Reflective Thinking 53. Robert Greenleaf was the first to propose this concept of leadership: a. Transactional leadership b. Servant leadership c. Transformational leadership d. Heroic leadership Answer: b; Easy; LO4 54. This quality of servant leadership is not typically part of Western conceptions of organizational leadership. a. Empowerment b. Being first among equals c. Contingent rewards d. Referent power Answer: b; Medium; LO4; AACSB: Diverse and multicultural work environments 55. Values-based leadership is closely related to a. path-goal; charismatic b. charismatic; authentic c. contingency; transformational d. transformational; authentic Answer: d; Challenging; LO4; AACSB: Reflective Thinking

and

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leadership.

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56. Bill George, former CEO of Medtronics, believes leadership should provide the moral compass for organizations which can have a long-lasting impact on followers. Which leadership approach best describes Bill’s perspective? a. charismatic leadership b. path-goal theory c. transactional leadership d. authentic leadership Answer: d; Medium; LO4; AACSB: Reflective Thinking 57. . Which is not a characteristic of the model of authentic leadership? a. understanding their own purpose b. display narcissistic tendencies c. practice solid values d. demonstrate self-discipline Answer: b; Challenging; LO4 58. George’s framework of authentic leadership includes ________ as the key component. a. understanding the environment and employees b. forming stakeholder relationships c. understanding employees and developing them d. understanding personal strengths and developing them Answer: d; Medium; LO4 59. Howard Schullz, cofounder and CEO of Starbucks, created an organization based on what matters most to him. As a child his family struggled without health benefits after his father lost his job.

Howard created a culture that takes care of their employees with one of the most comprehensive health care benefits’ plan of any corporation. This example best represents which leadership approach? a. path goal leadership b. authentic leadership c. charismatic leadership d. transactional leadership Answer: b; Challenging; LO4; AACSB: Reflective Thinking 60. The roots of authentic leadership can be traced as far back as a. Bass and Avolio b. Rogers and Maslow c. House and Fielder d. Kirkpatrick and Locke Answer: b; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO4 61. Avolio and Gardner’s definition of authentic leadership included a. two b. three c. four d. five Answer: c; Medium; LO4

dimensions.

62. Trusting one’s emotions, motives, complexities, abilities and potential inner conflicts refers to which component of authentic leadership? a. self-awareness b. unbiased processing c. behaviors motivated by personal convictions d. transparency Answer: a; Medium; LO4 63.

refers to the ability to consider, within reasonable limits, multiple perspectives and inputs in a balanced manner. a. self-awareness b. unbiased processing c. behaviors motivated by personal convictions d. transparency Answer: b; Medium; LO4 64. The ability to disclose and share information about self appropriately refers to which component of authentic leadership? a. self-awareness b. unbiased processing c. behaviors motivated by personal convictions d. transparency Answer: d; Medium; LO4 65. Authentic leaders win over followers by . a. making effective use of rational persuasion b. using arguments and rhetoric c. the strength of their belief d. developing coalitions and social networks Answer: c; Medium; LO4

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66. Mark has recently been appointed to mediate an interpersonal conflict at work. He came highly recommended for the role because he has an exceptional talent in listening to and understanding many different points of view. Which dimension of authentic leadership is Mark particularly skilled? a. self-awareness b. balanced perception c. value-based behavior d. relational transparency Answer: b; Challenging; LO4; AACSB: Reflective Thinking 67. ABC Corporation has instituted a mentorship program whereby Rita has been assigned to mentor Sally. During a recent conversation Sally explains that she has struggled building relationships with her coworkers because she has difficulty opening up to others. Which aspect of authentic leadership best describes this situation? a. empowerment b. balanced perception c. value-based behavior d. relational transparency Answer: d; Challenging; LO4; AACSB: Reflective Thinking 68. Nigel is enrolled in a three-week intensive seminar entitled, Leadership and Personal Development.

The workshop challenged him to reflect deeply on his personal values. Upon completing the seminar he told a co-worker ‘I now know who I am.’ Nigel’s comment best represents which dimension of authentic leadership? a. self-awareness b. balanced perception c. value-based behavior d. relational transparency Answer: a; Challenging; LO4; AACSB: Reflective Thinking 69. Steve has recently made several racial and other insensitive remarks to several coworkers. Brenda, a coworker and personal friend, confronts Steve about the comments despite fear of potential retribution of their friendship. Brenda is motivated by which dimension of authentic leadership? a. self-awareness b. balanced perception c. value-based behavior d. relational transparency Answer: c; Challenging; LO4; AACSB: Reflective Thinking

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True/False Questions 70. The concept of charisma was first proposed by Max Weber. a. true b. false Answer: a; Easy; LO1 71. Charismatic leadership theories are closely related to contingency models of leadership. a. true b. false Answer: b; Medium; LO2 72. The research on charismatic leadership has revived the interest in leadership. a. true b. false Answer: a; Medium; LO2 73. Although charismatic leadership theories have revived the interest in leadership, they do not have much to add to the contingency views of leadership. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 74. Charismatic and transformational leadership highlight the importance of middle level managers. a. true b. false Answer: b; Medium; LO2 75. Charismatic leaders have a strong emotional effect on their followers. a. true b. false Answer: a; Medium; LO2 76. Charisma in Greek means, special leader. a. true b. false Answer: b; Easy; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO2; 77. The leader’s personality and traits are the only necessary elements of charismatic leadership. a. true b. false Answer: b; Medium; LO2; 78. Steve Case, founder of America Online, shows the high self-confidence typical of charismatic leaders. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 79. Gandhi’s and Nelson Mandela’s imprisonment are example of how charismatic leaders role model the behaviors they expect of their followers. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 80. Charismatic leaders often manage the impression they make by manipulating symbols. a. true b. false Answer: a; Medium; LO2 81. Publicly admitting self-doubt is one factor that endears charismatic leaders with their followers. a. true b. false Answer: b; Medium; LO2 82. Followers are as essential as the leaders in creating charismatic leadership. a. true b. false Answer: a; Medium; LO2 83. Because followers of charismatic leaders are loyal to their leader, they do not have high performance expectations.

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a. true b. false Answer: b; Medium; LO2 84. Charismatic leaders are given credits that they use to deviate from the group norm and move the group to a new direction. a. true b. false Answer: a; Medium; LO2 85. Charismatic leadership is more likely to happen in times of crisis. a. true b. false Answer: a; Medium; LO2 86. Charismatic leaders often achieve their status without being formally designated. a. true b. false Answer: a; Medium; LO2 87. Charismatic leadership is more likely to emerge when an organization is stable and in need of change. a. true b. false Answer: b; Medium; LO2 88. Charismatic leaders emerge in situations where rewards can be clearly tied to performance. a. true b. false Answer: b; Medium; LO2 89. Cultures within the Judeo-Christian tradition with beliefs in a savior make the emergence of charismatic leadership more likely. a. true b. false Answer: a; Medium; LO2; AACSB: Diverse and multicultural work environments

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90. Because of its culture, China has seen the rise of many charismatic leaders. a. true b. false Answer: b; Medium; LO2; AACSB: Diverse and multicultural work environments 91. GLOBE researchers have found that although charismatic leadership exists in most cultures, the term has different meanings in different cultures. a. true b. false Answer: a; Medium; LO2; AACSB: Diverse and multicultural work environments 92. GLOBE studies indicate that enthusiasm is a universal aspect of leadership. a. true b. false Answer: b; Medium; LO2; AACSB: Diverse and multicultural work environments 93. Some cultures tolerate and even value ruthlessness in leaders. a. true b. false Answer: b; Easy; LO2; AACSB: Diverse and multicultural work environments 94. Integrity and trustworthiness are universally valued traits in leaders. a. true b. false Answer: a; Medium; LO2; AACSB: Diverse and multicultural work environments 95. According to GLOBE research findings, a leader’s ability to clearly, directly, and assertively communicate his or her vision is valued in most cultures. a. true b. false Answer: b; Challenging; LO2; AACSB: Diverse and multicultural work environments 96. Unethical charismatic leaders focus on their personal goals rather than on organizational goals.

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a. true b. false Answer: a; Medium; LO2; AACSB: Ethical understanding and reasoning 97. Personalized charismatic leaders work for the personal welfare of their followers. a. true b. false Answer: b; Medium; LO2; AACSB: Ethical understanding and reasoning 98. Charismatic leadership has become a central concept in much of recent leadership theory. a. true b. false Answer: a; Medium; LO2 99. Charismatic leadership is essential for organizational effectiveness and success. a. true b. false Answer: b; Medium; LO2 100.

Researchers have found ways to train leaders to become charismatic. a. true b. false Answer: b; Medium; LO2 101.

Charismatic leadership is one of the elements of transactional leadership. a. true b. false Answer: b; Easy; LO3 102.

Transactional leadership theories explain how leaders and followers agree to reach goals. a. true b. false Answer: b; Medium; LO3 103.

The use of contingent rewards is a part of most leadership theories.

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a. true b. false Answer: a Medium; LO3 104.

All leaders should be trained to use contingent rewards and apply it to managing their followers. a. true b. false Answer: a; Medium; LO3 105.

Management by exception is an effective method of managing professional employees. a. true b. false Answer: b; Medium; LO3; AACSB: Reflective Thinking 106.

In both laissez faire and management by exception, the leader only interacts with followers to correct or punish. a. true b. false Answer: a; Medium; LO3 107.

Transformational leadership concepts were proposed to address the need to revitalize organizations. a. true b. false Answer: a; Medium; LO3 108.

Intellectual stimulation allows the leader to encourage followers to pursue new ideas. a. true b. false Answer: a; Medium; LO3 109.

Individual consideration is what motivates followers to carry through major changes in organizations. a. true b. false Answer: a; Medium; LO3 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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110.

Charisma and inspiration encourage followers to come up with new ideas. a. true b. false Answer: b; Medium; LO3 111.

Intellectual stimulation, charisma, and individual consideration are all necessary components of transformational leadership. a. true b. false Answer: a; Medium; LO3 112.

Transactional leadership behaviors allow for external adaptability while transformational leadership behaviors maintain internal health. a. true b. false Answer: b; Medium; LO3 113.

Transformational leadership concepts are extensively researched and tested. a. true b. false Answer: a; Medium; LO3; AACSB: Reflective Thinking 114.

Some research suggests that individualistic cultures may be more receptive to transformational leadership than collectivistic cultures. a. true b. false Answer: b; Challenging; LO3; AACSB: Diverse and multicultural work environments 115.

Transformational leadership tends to be inaccurately proposed as a cure-all to organizational problems. a. true b. false Answer: a; Medium; LO3 116.

Transformational leaders typically set high expectations and create a supportive environment. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: a; Medium; LO3 117.

Leaders who want to implement transformational leadership concepts in their organizations must provide a vision and establish personal relationships with followers. a. true b. false Answer: a; Medium; LO3 118.

Sir Richard Branson, CEO of the Virgin group has been successful by using many of the negative aspects of transformational leadership . a. true b. false Answer: b; Medium; LO3; AACSB: Reflective Thinking 119.

Servant leadership includes many leadership concepts that are parts of leadership in other cultures. a. true b. false Answer: a; Medium; LO4 120.

Research findings imply there is no connection between values-based leadership practices and leadership effectiveness. a. true b. false Answer: b; Challenging; LO4; 121.

Howard Schullz, cofounder and CEO of Starbucks, is a poor example of an authentic leader. a. true b. false Answer: b; Medium; LO4; AACSB: Reflective Thinking 122.

Authentic leadership has gained in popularity in part due to the positive psychology movement. a. true b. false Answer: a; Easy; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO4 123.

Authentic leaders have clearly defined values, but find it difficult to demonstrate behaviors consistent with those values. a. true b. false Answer: b; Easy; LO4 124.

Authentic leadership is a well-defined leadership theory with substantial research support. a. true b. false Answer: b; Challenging; LO4 125.

Charisma is an essential component of authentic leadership. a. true b. false Answer: b; Medium; LO4 126.

Value-based leadership, spiritual leadership, and authentic leadership are generally considered more cognitive-based than emotional-based aspects of leadership. a. true b. false Answer: b; Medium; LO4; 127.

From a practical view, value-based and authentic leadership have little relevance or appeal to leaders a. true b. false Answer: b; Medium; LO4; AACSB: Reflective Thinking Short Answer/ Essay Questions 128.

Since Max Weber introduced the concept of charisma in the early 1920s, why is charisma included in the group of new leadership concepts, such as Neocharismatic Leadership?

Answer: While originally coined by Weber, the study of applying charismatic leadership to understanding business began in the late 1970s.

Easy LO1 AACSB: Reflective Thinking Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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129.

The neocharismatic and inspirational approaches provide several advantages over other views of leadership, one of which is a focus on leaders at top levels. Explain your opinion of why the focus is only on top level leaders and not middle level leaders also.

Answer: One of the focal points of charismatic leadership has to do with creating and communicating a vision and inspiring message for employees. This behavior is most relevant for top management and not middle level managers.

Medium; LO1 AACSB: Reflective Thinking 130.

Elaborate on the three elements necessary for the development of charismatic leadership and give a real world example of each.

Answer: The three elements necessary for charismatic leadership are: leader characteristics, follower characteristics, and the leadership situation. Student examples may vary including political, military, sports, religious, and business leaders. Students may also choose leaders in popular culture like singers, writers or actors.

Easy; LO2 AACSB: Reflective Thinking 131.

Explain what is meant by the statement that charismatic leaders use active impression management with their followers to support their image. Provide and elaborate on one example.

Answer: charismatic leaders present a carefully crafted image as role models to their followers and use active impression management to support that image. They “walk the talk,” whether it is through the selfsacrifice that they make and demand of their followers or the self-control they demonstrate. Student examples may vary.

Medium; LO3 AACSB: Reflective Thinking 132.

Why is charismatic leadership considered a double-edged sword that requires careful monitoring to avert abuse? Provide examples.

Answer: Given the charismatic leaders’ strong emotional hold on followers, they can abuse that power easily and apply it toward inappropriate ends.

Easy LO2 AACSB: Reflective Thinking AACSB: Ethical understanding and reasoning 133.

Explain the chapter concepts that contributed to transactional leadership successfully motivating remaining employees to decontaminate and tear down the infamous Rocky Flats nuclear site in Colorado.

Answer: The Rocky Flats CEO accomplished this task by setting clear goals, communicating extensively, allowing employees to provide input into how to do the work, and encouraging them with recognition and generous rewards, which in some cases topped $80,000 a year.

Challenging; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO3 AACSB: Reflective Thinking 134.

Discuss what is meant by servant leadership.

Answer: The concept was first proposed by Robert Greenleaf who based leadership on service to followers, and effectiveness on whether followers were healthy, free, and autonomous, and the extent to which those with less privilege were being taken care of.

Medium; LO4 135.

Positive organizational behavior emphasizes individual strengths to include “psychological capital.” What is meant by that concept?

Answer: Psychological capital involves positive psychological states, confidence, positive attributions, perseverance, and resilience. The various characteristics of positive leaders all operate together to allow them to function in their optimal range, something that is referred to as flourishing.

Medium; LO4 AACSB: Reflective Thinking

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Chapter 7: Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits Multiple Choice Questions 1. The difference between micro and macro level leadership is in the _________ and ___________. a. definition; process b. level; scope c. type; focus d. performance level; definition Answer: b; Easy; LO1 2. In micro leadership, the leader focuses on __________ factors, while macro leaders focus on ___________ issues. a. internal; external b. people; task c. financial; performance d. team; department Answer: a; Easy; LO1 3. Which of the following is not considered to be part of the upper echelon leadership of an organization? a. president b. chief operating officers c. top management team d. top department leader Answer: d; Medium; LO1 4. The job of upper echelon leaders requires an equal focus on: a. internal/external b. people/task c. financial/performance d. teams/departments Answer: a; Easy; LO1 5. Micro leaders are typically evaluated as effective based on typically evaluated based on . a. employee satisfaction; stock prices b. motivation; absenteeism c. stakeholder satisfaction; employee satisfaction d. productivity; financial measures Answer: a;

, whereas upper echelon leaders are

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7-2

Easy; LO1 6. How many strategic forces are in the domain of strategic leadership? a. two b. four c. six d. eight Answer: c; medium; LO1 7. Which one of the following is not one of the strategic forces that impact organizations? a. culture b. environment c. technology d. management Answer: d; Easy; LO1 8. Structure is best defined as: a. the way human resources are organized. b. the process by which inputs are transformed into outputs. c. a common set of beliefs. d. the internal factors that affect an organization.

Answer: a; Medium; LO1 9.

includes all of the outside forces that potentially affect the organization. a. Environment b. Structure c. Technology d. Strategy

Answer: a; Easy; LO1 10. The Jagged Edge Mountain Gear company provides an example of: a. the role of strategic planning. b. the key role of the CEO. c. the importance of the fit among strategic factors. d. the link between upper level leadership and strategy.

Answer: c; Challenging; LO1; AACSB: Reflective Thinking

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11. When do upper echelon leaders have a primary responsibility to formulate strategy for an organization? a. When an organization is looking for strategic redirection. b. When a successful strategy is in place. c. When the environment is uncertain. d. When stakeholders have power to make decisions that impact the organization.

Answer: a; Medium; LO1 12. Two general sets of factors moderate the power and discretion of executives. These include: a. employees and other managers. b. environmental factors and stakeholders. c. external factors and organizational factors. d. leadership factors and market issues.

Answer: c; Medium; LO1 13. Which is not an external environmental factor that moderates the power of leaders? a. environmental uncertainty b. market growth c. industry type d. organizational culture Answer: d; Easy; LO1 14. The ___________ the organization, the __________ the power and discretion of its top leader. a. more complex; less b. more diverse; more c. smaller; more d. more uncertain; less Answer: c; Medium; LO1 15. A sense of crisis sets the stage for: a. poor performance. b. emergence of charismatic CEOs. c. a decrease in CEO discretion. d. stakeholders to exercise more power.

Answer: b; Easy; LO1 16. Anthony has just become the CEO of a company that has been around for over 100 years and has been steadily declining. As Anthony takes on his new job, he finds that he has considerable power and influence to make decisions and implement them. Anthony’s discretion is an example of: a. the typical powers of CEOs b. the increase of CEO discretion in times of crisis.

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c. how older companies still have traditional power structures. d. the effectiveness of the fit between CEO characteristics and organizational factors.

Answer: b; Challenging; LO1; AACSB: Reflective Thinking 17. In successful companies, the well established culture and procedures often _______________. a. reduce the impact of teams b. provide increased discretion to the leader c. increase the power of the leader d. act as substitutes for the CEO Answer: d; Medium; LO1 18. As organizations grow and mature, the leader’s influence is often replaced with: a. the influence of teams. b. the power of middle management. c. the presence of a strong culture. d. individual decision making.

Answer: c; Medium; LO1 19. Mickey Drexler, former CEO of the Gap and current CEO at J. Crew, had considerable power and discretion while he was with the Gap because: a. he is an effective CEO. b. he was well-liked by his employees. c. the company board of directors was weak and ineffective. d. the company was new and in need of revival.

Answer: d; Challenging; LO1; AACSB: Reflective Thinking 20. The _____________, the less the power and discretion of the CEO. a. less uncertainty in the environment b. stronger the TMT c. younger the organization d. more cohesive the organization Answer: b; Medium; LO2 21. The case of Larry Ellison, Safra Catz, and Mark Hurd at Oracle is an example of: a. the role of culture in CEOs’ behavior and decisions. b. the impact of partnerships on leader power. c. the negative effect of a poor economy on CEO performance. d. the negative impact of arrogance on CEOs. Answer: b; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Challenging; LO1; AACSB: Reflective Thinking 22. As a general rule, the power and discretion of the CEO increase when: a. the TMT members are similar to the leader. b. the CEO has considerable international experience. c. the company goes public d. a board of directors is put in place to help the CEO Answer: a; Medium; LO1 23. The XYZ organization is headed by the 60 year old Rodger Smith who has been with the company for 25 years and CEO for the past 5 years. XYZ has performed well under his leadership. Based on research about upper echelon leaders, which of the following is most likely to happen? a. Rodger will continue performing well by changing course as the need for change arises. b. Rodger’s performance is likely to go down, since most CEOs are not effective beyond 5 years. c. Rodger is likely to engage in international venture because most people in his generation have international experience. d. Rodger is likely to lead XYZ the same way he has been for the past 5 years, without making major changes.

Answer: d; Medium; LO1 AACSB: Reflective Thinking 24. Which type of CEO of less likely to change an organization. a. a high Machiavellian b. an insider c. a younger outsider d. a type B personality Answer: b; Challenging; LO2 25. Entrepreneurship, openness to change, transformational leadership, and futuricity are all part of which characteristic of upper echelon leaders? a. external orientation b. individualism c. challenge seeking d. risk-taking Answer: c; Medium; LO2 26. How open a leader is to change and how willing he/she is to take risks is most important and relevant: a. in small organizations. b. during the formulation of strategy. c. in times of crisis when high-risk decisions often pay off.

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d. in certain environments.

Answer: b; Medium; LO3 27. Tolerance for diversity, extent of centralization, degree of employee participation, and organicity are all part of which characteristic of upper echelon leaders? a. internal orientation b. collectivism c. need for control d. risk-aversion Answer: c; Medium; LO3 28. Which characteristic of CEOs would be more likely lead to an organization with centralized decision making, low delegation, and a low focus on process? a. an internally focused CEO b. a collectivist leader c. a CEO with low need for control d. a leader who likes risk-taking Answer: c; Medium; LO3 29. Mickey Drexler, former CEO of the Gap is an example of: a. arrogant leaders who can’t work with others. b. creative CEOs who are open to change. c. CEOs of large companies that failed because of their leadership. d. CEOs who have a high need for control.

Answer: d; Challenging; LO3; AACSB: Reflective Thinking 30. Zhen does not like change much and empowers his employees to make their own decisions. Which strategic leadership type is he? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: d; Challenging; LO3 AACSB: Reflective Thinking 31. Maleeni enjoys new situations, likes taking risks, and believes that leaders should delegate decision making to the lowest possible level. Which strategic leadership type is she? a. High-control innovator b. Participative innovator c. Status quo guardian Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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d. Process manager Answer: b; Challenging; LO3 AACSB: Reflective Thinking 32. Stephen has always enjoyed new challenges and feels most comfortable when he has a tight control of his employees. Which strategic leadership type is he? a. High-control innovator b. Participative innovator c. Status quo guardian d. Product manager Answer: a; Challenging; LO3 AACSB: Reflective Thinking 33. Ashley is most comfortable when she is fully in charge of her group and likes to keep things as they are. Which strategic leadership type is she? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: c; Challenging; LO3 AACSB: Reflective Thinking 34. Jeffrey Katzenberg, CEO of Dreamworks, is an example of a a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: a; Challenging; LO3; AACSB: Reflective Thinking 35. Janie and Victor Tsao, founders of Linksys, are examples of: a. High-control innovators b. Participative innovators c. Status quo guardians d. Process managers Answer: c; Challenging; LO3; AACSB: Reflective Thinking 36. Which one of the strategic leaders implements the latest high-technology innovations in his/her organization, builds a strong dominant culture, and hires managers who are similar to him/her? a. High-control innovator Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. Participative innovator c. Status quo guardian d. Process manager Answer: a; Challenging; LO3; AACSB: Reflective Thinking 37. Which one of the strategic leaders tries to protect the organization from the impact of outside forces, encourages a fluid culture, and emphasizes efficiency? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: d; Medium; LO3; AACSB: Reflective Thinking 38. Which one of the strategic leaders will focus on efficiency and protecting the organization from change and build a centralized and homogeneous organization? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: c; Medium; LO3; AACSB: Reflective Thinking 39. Which of the strategic leaders will open his/her organization to the outside, engage in high risk strategies, and empower employees to make decisions? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: b; Medium; LO3; AACSB: Reflective Thinking 40. Jon Brock, CEO of InBev, represents which type of strategic leader? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: d; Challenging; LO3; AACSB: Reflective Thinking

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41. Ricardo Semler, CEO of Semco, is an example of which type of strategic leader? a. High-control innovator b. Participative innovator c. Status quo guardian d. Process manager Answer: b; Challenging; LO3; AACSB: Reflective Thinking 42. Culturally endorsed leadership theories (CLTs) were proposed by __________. a. GLOBE researchers b. Hofstede c. Trompenaars d. Hall Answer: a; Easy; LO3 43. According to the culturally endorsed leadership theories, which cultures most value leaders who are inspirational and provide a vision? a. Middle Easterners and Southern Europeans b. Latin Americans and Nordic Europeans c. Eastern Asians and Africans d. Southwestern Asians and Germans Answer: b; Medium; LO3 AACSB: Diverse and multicultural work environments 44. As a manager who practices participation and empowerment, your style of leadership is likely to be most appreciated by: a. Eastern Europeans b. Middle Easterners c. Nordic Europeans d. Asians Answer: c; Medium; LO3 AACSB: Diverse and multicultural work environments 45. Which of the following terms best represent the typical characteristics of French upper management, or “cadre”? a. participative, creative, and highly technical b. stubbornness, control, and practical application c. empowerment, focus on efficiency, and flexible d. intellectual brilliance, excellent communication, and analytical skills Answer: d; Medium; LO3 AACSB: Diverse and multicultural work environments Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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46. The common thread among many female executives is: a. the fear of failure b. employee empowerment c. lack of international experience d. strong financial skills Answer: b; Medium; LO3 AACSB: Diverse and multicultural work environments 47. Which of the following is not one of the processes leaders use to influence their organizations. a. direct decisions b. laissez-faire c. selection of other leaders d. role modeling Answer: b; Medium; LO3 48. Which is not one of the primary methods top echelon leaders use to affect their organizations? a. direct decisions b. allocation of resources c. setting norms d. assessing employees skills Answer: d; Easy; LO3 49. Jeff Bezos, CEO of Amazon.com, decided to focus his organization on staying on top of technological developments. This is an example of how CEOs affect their organization through: a. allocation of resources b. selection of other leaders c. role modeling d. technology management Answer: a; Medium; LO3; AACSB: Reflective Thinking 50. Ming Tsao rarely openly comments on or criticizes his managers and employees’ actions. Instead, he carefully selects those he believes have potential, invites them to attend meetings and social events, and allows them to spend more time with him. Ming’s behavior is an example of which processes upper echelon leaders use to influence their organization? a. direct decisions b. role modeling c. informal reward system d. promotions Answer: c; Medium; LO3 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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AACSB: Reflective Thinking 51. In the examples provided in your book, Feargal Quinn, the CEO of the Irish supermarket chain Superquinn, and James Rogers of Duke Energy rely on ___________ to influence their employees and organizations. a. direct decisions b. role modeling c. informal reward system d. promotions Answer: b; Medium; LO3 AACSB: Reflective Thinking 52. In 2012, the average salary of CEOs in Standard and Poor’s top 500 companies was: a. Over $4 million b. between $400,000 and $800,000 c. between $2 and $4 million d. a little over $1 million Answer: d; Easy; LO3 53. In 2012, the average CEO salary was a. 151 b. 354 c. 532 d. 821 Answer: b; Easy; LO3

times the salary of a minimum wage worker.

54. What do Patricia Woertz of Archer Daniels Midland, James McNemey of Boeing, and Ray Gilmartin of Merck have in common? a. They are all CEOs of profitable companies. b. They all got considerable pay increases while their companies performed poorly. c. They all have been accused of ethical violations regarding corporate governance. d. They were all fired for poor performance.

Answer: b; Challenging; LO3; AACSB: Reflective Thinking 55. Which of the following is not a factor in determining a CEO’s compensation? a. Company size b. Competition within the industry c. Internationalization d. Company performance Answer: d; Easy; LO3 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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56. One argument in support of the high executive packages is that: a. higher pay leads to higher performance b. the high salaries are needed to prevent CEOs from abusing their power c. CEO jobs are demanding and unstable d. U.S. CEOs are among the best in the world Answer: c; Medium; LO3 57. Which is not a distinguishing characteristic of nonprofit organizations? a. operate without profit b. public service mission c. governed by paid board of directors d. funded through contributions Answer: c; Medium; LO4 58. Which is not a nonprofit organization? a. Stanford University b. Proctor and Gamble c. Planned Parenthood d. National Association for the Advancement of Colored People NAACP Answer: b; Medium; LO4 59. The public-good mission of nonprofits, along with voluntary participation of many contributors requires leaders to engage in a style. a. directive b. collaborative c. authoritative d. task-oriented Answer: b; Medium; LO4 60. According to the Bridgespan Group’s 2006 study, there are organizations compared to 20 years ago. a. two times b. three times c. five times d. ten times Answer: b; Medium; LO4

the number of nonprofit

61. Prior to the year 2000, Procter and Gamble had a reputation for: a. encouraging employee creativity and non-conformity. b. providing clear guidelines for everything employees did.

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c. poor products and low innovation. d. external promotions that discouraged long time employees.

Answer: b; Challenging; LO4; AACSB: Reflective Thinking 62. A.G. Lafley, current CEO of Procter and Gamble, is credited with the company’s revival and high performance. Lafley’s style is best described as: a. quiet and determined team builder. b. energetic and loud change master. c. inspirational and charismatic. d. focus on financial performance.

Answer: a; Challenging; LO4; AACSB: Reflective Thinking 63. How does Lafley regard power? a. Power is not necessary for performance. b. Power must be shared with all employees. c. Building a power base starts with expertise and must be backed up with force if necessary. d. Power is determined by influence rather than control.

Answer: d; Medium; LO4; AACSB: Reflective Thinking True/False Questions 64. CEOs have considerable impact on the direction and strategy of organizations. a. true b. false Answer: a; Easy; LO1 65. The definition of leadership is different at different levels of leadership, a. true b. false Answer: b; Easy; LO1 66. The difference between micro and macro leadership is in the nature of the process. a. true b. false Answer: b; Easy; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO1 67. There is usually one person who is the top leader of an organization. a. true b. false Answer: a; Medium; LO1 68. Dealing with external constituents is central to the function of upper echelon leaders. a. true b. false Answer: a; Medium; LO1 69. Both micro and macro leaders are effective when they reach their goal. a. true b. false Answer: a ; Medium; LO1 70. There are four strategic forces that are the domain of strategic management a. true b. false Answer: b; Medium; LO1 71. The environment is the most important of the strategic forces. a. true b. false Answer: b; Medium; LO1 72. Technology is the process by which inputs are transformed into outputs. a. true b. false Answer: a; Medium; LO1 73. The environment is made up of all the factors outside an organization that have the potential to affect it. a. true b. false Answer: a; Medium; LO1 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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74. The structure of an organization refers to how leadership is organized. a. true b. false Answer: b; Medium; LO1 75. The company Jagged Edge Mountain Gear provides an example where strategic forces are not in balance and do not fit one another. a. true b. false Answer: b; Medium; LO1; AACSB: Reflective Thinking 76. Strategic leaders must balance the various strategic forces and create a fit among them. a. true b. false Answer: a; Medium; LO1 77. Upper echelon leaders often formulate, but do not implement strategy. a. true b. false Answer: b; Medium; LO1 78. Upper echelon leaders often have unlimited power and influence in all aspects of decision making in their organizations. a. true b. false Answer: b; Medium; LO1 79. The leader’s role becomes more prominent when an organization faces an uncertain environment. a. true b. false Answer: a; Medium; LO1 80. Because mergers often create a sense of crisis and lead to internal chaos, employees rely less on their leadership. a. true b. false Answer: b; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO1 81. CEOs of very large organizations have considerably more impact on their organizations. a. true b. false Answer: b; Medium; LO1 82. CEOs often have stronger impact in young organizations. a. true b. false Answer: b; Medium; LO1 83. Mickey Drexler, CEO of J. Crew, was unsuccessful at changing the culture and focusing on the longterm good of the company. a. true b. false Answer: b; Challenging; LO1; AACSB: Reflective Thinking 84. Powerful boards or TMTs are often needed to provide balance to the growing power of CEOs. a. true b. false Answer: a; Easy; LO1 85. The task-relationship dimensions used in micro level leadership have strong applications to upper level leadership. a. true b. false Answer: b; Medium; LO1 86. Research indicates that CEOs who are older men tend to be more externally oriented and more innovative in their strategic choices. a. true b. false Answer: b; Medium; LO2 87. CEOs who are risk-takers and open to change perform better than those who are not. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: b; Medium; LO2 88. Monica Luechtefeld, e-commerce chief of Office Depot, is an example of a challenge seeker. a. true b. false Answer: a; Challenging; LO2; AACSB: Reflective Thinking 89. CEOs who encourage diverse opinions and put into place few rules often perform better than those who tightly control their organizations. a. true b. false Answer: b; Medium; LO2 90. CEOs who control their organizations tightly are often successful in implementing various projects such as increasing diversity. a. true b. false Answer: a; Medium; LO2 91. Mickey Drexler of J.Crew and A.G. Lafley of P&G both are high control leaders. a. true b. false Answer: b; Challenging; LO2; AACSB: Reflective Thinking 92. A high-control innovator has a high need for control and seeks challenges. a. true b. false Answer: a; Easy; LO2 93. A status-quo guardian seeks challenges and needs high control. a. true b. false Answer: b; Easy; LO2

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94. A participative innovator delegates control inside his/her organization and is a risk-taker. a. true b. false Answer: a; Easy; LO2 95. A process manager delegates control inside the organization and is a risk-taker. a. true b. false Answer: b; Easy; LO2 96. Jamie and Victor Tsao, founders of Linksys, are participative innovators. a. true b. false Answer: b; Medium; LO2 97. Mickey Drexler, former CEO of the Gap, is an example of a status quo guardian. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 98. High-control innovators will seek innovative strategies that stay close to their current businesses. a. true b. false Answer: a; Medium; LO2 99. Status-quo guardians will protect their organizations from the outside and hire people who are similar to them. a. true b. false Answer: a; Medium; LO2 100.

Participative innovators are open to new strategies and decentralize decision making. a. true b. false Answer: a; Medium; LO2

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101.

Process managers avoid risk and centralize decision making. a. true b. false Answer: b; Medium; LO2 102.

Jon Brock, CEO of InBev, represents a process manager. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 103.

Ricardo Semler, CEO of Semco, is an example of a participative innovator. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking 104.

The type of strategic leader that will be effective depends on various organizational factors. a. true b. false Answer: a; Medium; LO2 105.

The more participative strategic leaders who encourage participation and empowerment are usually better and more effective CEOs. a. true b. false Answer: b; Medium; LO2 106.

Cross-cultural research shows different patterns of leadership based on culture, but those differences do not apply to upper echelon leadership. a. true b. false Answer: b; Medium; LO2 AACSB: Diverse and multicultural work environments 107.

CLTs suggest that Anglo and Latin American value leaders who have visions are more inspirational more than Middle Easterners. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: a; Medium; LO2 AACSB: Diverse and multicultural work environments 108.

The French upper echelon leaders are generally more open to change and non-hierarchical than leaders at other levels of French organizations. a. true b. false Answer: b; Medium; LO2 AACSB: Diverse and multicultural work environments 109.

The French upper management tends to have considerable power and authority. a. true b. false Answer: a; Medium; LO2 AACSB: Diverse and multicultural work environments 110.

Some research suggests that upper echelon female leaders tend to have a lower need for control than their male counterparts. a. true b. false Answer: b; Medium; LO2 111.

Female upper echelon leaders often focus less on power acquisitions than their male counterparts. a. true b. false Answer: a; Medium; LO2 112.

One of the most powerful ways upper echelon leaders influence others is through direct decisions regarding vision, mission, strategy, and structure. a. true b. false Answer: a; Medium; LO3 113.

One of the ways Jeff Bezos, CEO of Amazon.com, influences the direction of his organization is by deciding where resources will go. a. true b. false Answer: a; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Challenging; LO3; AACSB: Reflective Thinking 114.

CEOs often control the formal, but not the informal, reward system of their organizations. a. true b. false Answer: b; Medium; LO3 115.

Role modeling is often an ineffective way for CEOs to try to influence the behavior of others in their organizations. a. true b. false Answer: b; Medium; LO3 116.

The CEO salaries of large U.S. companies have consistently been at least twice as high as CEOs in other industrialized countries. a. true b. false Answer: a; Medium; LO3 117.

Data on executive salaries and firm performance shows a clear relationship between the two. a. true b. false Answer: b; Medium; LO3 118.

Many poorly performing upper echelon leaders continue to keep their jobs in spite of poor performance. a. true b. false Answer: a; Medium; LO3 119.

The more global a company, the higher the compensation of its CEO. a. true b. false Answer: a; Easy; LO3 120.

In almost all cases, poorly performing CEOs are eventually fired because of their lack of performance.

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a. true b. false Answer: b; Medium; LO3 121.

Many CEOs are simply not held accountable for their poor performance or even unethical behavior. a. true b. false Answer: a; Medium; LO3 122.

Nonprofit organizations do not have distinguishing characteristics from for-profit organizations. a. true b. false Answer: b; Medium; LO4 123.

Nonprofit organizations are largely based on principles of altruism and self-sacrifice. a. true b. false Answer: a; Medium; LO4 124.

There is typically a surplus of adequately qualified leaders willing to move into positions with nonprofit organizations. a. true b. false Answer: b; Medium; LO4 125.

Effective leadership in nonprofit organizations requires empowerment. a. true b. false Answer: a; Medium; LO4 126.

A.G. Lafley of Proctor & Gamble is an example of the typical power U.S. executives hold and how they use it. a. true b. false Answer: b; Medium; LO3; AACSB: Reflective Thinking Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Short Answer/ Essay Questions 127.

Discuss the differences between micro and macro leadership.

Answer: Micro leadership refers to teams at lower levels of the organization. Macro leadership refers to upper echelon management. See table 7-1 for specific differences.

Easy; LO1 128.

Explain the concept of top management team TMT and what dynamics influence its composition.

Answer: TMTs are made up of division heads and vice presidents. Composition of the TMT is based on the organization’s desire for diversity or homogeneity. Many TMTs share strong similarities to the CEO. Other TMTs are diverse and multicultural to better reflect the makeup of the organization and customers.

Easy; LO1; AACSB: Reflective Thinking 129.

List and explain the six strategic forces impacting senior leadership style.

Answer: The six leadership forces are listed in figure 7-1. Culture is defined as a common set of beliefs and assumptions shared by members of an organization (Schein, 2010). Structure comprises the basic design dimensions (centralization, formalization, integration, and span of control) that organize the human resources of an organization (Pugh et al., 1968). Strategy addresses how the organization will get where it wants to go—how it will achieve its goals. The environment includes all the outside forces that may potentially shape the organization. Technology is the process by which inputs are transformed into outputs, and leadership includes managers and supervisors at all levels.

Medium; LO1 130.

What is meant by the statement: “… as an organization matures the leader’s influence is replaced by a strong culture? “ Give examples.

Answer: As the organization matures and grows, the leader’s influence decreases and is replaced by the presence of a strong culture and a variety of well-established, successful routines. It is often at this stage that the founders of an organization leave and move on to new ventures. The leader’s influence, however, becomes strong once again when the organization faces decline. The lack of success and the perceived need to revitalize the organization increase the reliance on the top managers. They once again have the opportunity to shape the organization.

Medium; LO2; AACSB: Reflective Thinking 131.

Explain how diversity on the governing board has both good and bad consequences.

Answer: Diversity on a team can enhance creative thinking and make for innovative decisions. On the other hand, too much diversity can relate to increased time to make decisions and problems building cohesion.

Medium; LO2; AACSB: Reflective Thinking

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132.

Does the increasing pressure toward empowerment mean that empowering employees is a more desirable style of leadership? Explain.

Answer: In some cases, decentralization and autonomy of various units are built into the credo of the organization and are central to the success of the company. In other cases, management retains controls most of the decisions. The argument for greater employee control represents a shift undertaken years ago to move away from Theory X type management and more toward Theory Y. Medium; LO3; AACSB: Reflective Thinking 133.

Explain the differences between the participative innovator and the status quo guardian.

Answer: The participative innovator is diametrically opposed to the SQG. Whereas the SQG values control and low-risk strategies, the PI seeks challenge and innovation on the outside and creates a loose, open, and participative culture and structure inside the organization.

Easy; LO3 134.

Explain the positive and negative aspects of the French “cadre.”

Answer: being part of the “cadre” (French word for management) in France means having fairly distinct characteristics. In the United States, upper echelon managers are from different social classes with many different skills and backgrounds, but the French upper-echelon leaders are much more homogeneous. The French cadre is, therefore, characterized by intellectual brilliance, ability to analyze and synthesize problems, and excellent communication skills. Contrary to U.S. leaders, the cadre’s focus is not on practical issues or the development of interpersonal skills.

Easy; LO3; AACSB: Diverse and multicultural work environments 135.

Discuss what variables contributed to the dramatic increase between CEO salaries in the U.S. and the average American worker, between the years of 1978 and today. Explain your opinion of whether that trend and difference is good or bad for America.

Answer: The U.S. CEO to worker pay ratio was 42:1 in 1982, 281:1 in 2002, and 354:1 in 2012, the highest in the world. The issue of executive compensation is highly complex. Theoretically, boards of directors determine CEO compensation relative to company performance; the better the financial performance of the company, the higher the CEO’s compensation. On the other hand, evidence shows that compensation is not always tied to performance and there is now a widening gap between those in the top of the organization and everyone else.

Challenging; LO4; AACSB: Reflective Thinking 136.

How is it that CEOs can do a poor leadership job with their company and still keep their jobs and receive substantial salary increases?

Answer: Extensive research shows that performance is not the only determinant of CEO compensation.

Table 7-4 gives a summary of factors that determine executive compensation.

Medium; LO4; AACSB: Reflective Thinking

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Chapter 8: Participative Management and Leading Teams Multiple Choice Questions 1. The concept of employee participation is part of many management and leadership theories. Which one of the following does not include the concept of participation? a. b. c. d.

Theory X and Theory Y Leader behavior research Contingency models Trait approach

Answer: d; Medium; LO1; AACSB: Reflective Thinking 2. Ford Motor Co. is an example of a company that: a. b. c. d.

has moved fully towards team-based management combines teams with more traditional structures continues to be successful without using teams has found the use of teams highly challenging

Answer: b; Medium; LO1; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 3. Research indicates that organizations can reap many benefits from employee participation and involvement. Which of the following is not one of the typical programs used in today’s organizations? a. b. c. d.

group decision making teams social audits profit sharing

Answer: c; Medium; LO1 4. Space X company provides an example of a company that: a. b. c. d.

relies on technology to take the place of human interaction values teamwork continues to be successful without using teams has found the use of teams highly challenging

Answer: b; Medium; LO1; AACSB: Interpersonal relations and teamwork

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AACSB: Reflective Thinking 5. Which is not a method of employee participation? a. b. c. d.

stock-option plans empowerment use of teams humane orientation

Answer: d; Medium; LO1 6. Royal Philips Electronics is counting on _________ to ________. a. b. c. d.

management; implement teams employees; convince management about use of teams teams; revive the company top leadership; move towards teams

Answer: c; Medium; LO1; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 7. Gerard Kleisterlee, former CEO of Royal Philips, gathered people who wanted to make a contribution to the organization, regardless of rank. What process best describes this example? a. b. c. d.

employee participation self-managed teams delegation empowerment

Answer: a; Medium; LO1; AACSB: Reflective Thinking 8. Genencor International started its employee participation program: a. b. c. d.

when they built a new headquarters after the leadership team took a trip to Japan after they hired a new CEO as a routine part of doing business

Answer: a; Medium; LO1; AACSB: Reflective Thinking

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9. _________ and __________ are two of the criteria managers should use to determine when to involve employees in decision making. a. b. c. d.

Culture; cost Efficiency; effectiveness Leader style; financial issues Task complexity; time

Answer: d; Easy; LO1 10. Participation may be undesirable in all of the following situations except when; a. b. c. d.

follower commitment is not necessary the tasks are complex and quality is important time is of the essence interaction between leader and followers is restricted

Answer: b; Medium; LO1 11. Nelson has been a successful manager for over 30 years. He has considerable expertise and makes most of the decisions by himself. He supervises over 200 people who are spread-out across 20 states.

Using employee participation may be a challenge for Nelson because of: a. b. c. d.

time and complexity of the task. the leader’s style and the geographic dispersion. follower commitment and readiness. environmental factors and culture.

Answer: b; Medium; LO1; AACSB: Reflective Thinking 12. Which is not a criterion for the use of participation programs? a. b. c. d.

when the organizational culture is supportive when interaction between leader and followers is restricted by the task when follower commitment is needed when the task complexity and quality is important

Answer: b; Easy; LO1 13. Li Wei is under pressure to make a quick decision on a project with which she has considerable expertise and experience. Her team is inexperienced and generally supportive, and she needs the members’ strong commitment to implement her decision. In this situation, Li Wei should: a. make the decision by herself. b. allow for employee participation. c. seek more information.

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d. delegate the decision to the group.

Answer: b; Challenging; LO1; AACSB: Reflective Thinking 14. The case of Kiwi Airlines is an example of: a. b. c. d.

successful participation. a leader not being ready for participation. lack of employee training in participation. too much participation by employees.

Answer: d; Medium; LO1; AACSB: Reflective Thinking 15. Which of the following cultural values can affect employee participation in decision making? a. b. c. d.

collectivism tolerance for ambiguity ascription time orientation

Answer: a; Easy; LO1; AACSB: Diverse and multicultural work environments 16. The more __________ a culture, the less likely it is that employees will participate in decision making. a. b. c. d.

collectivist ascriptive power oriented flexible

Answer: c; Easy; LO1; AACSB: Diverse and multicultural work environments 17. Which cultural values will least likely support employee participation and empowerment? a. b. c. d.

high power distance collectivist humane orientation high time (future) orientation

Answer: a; Challenging; LO; AACSB: Diverse and multicultural work environments;

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AACSB: Reflective Thinking 18. ___________ combined with ___________ often create a challenge in implementing participation and teams in countries such as the U.S. and Australia. a. b. c. d.

High power distance/competitiveness High performance orientation/short time orientation High individualism/low power distance Low context/high tolerance for ambiguity

Answer: c; Challenging; LO1; AACSB: Diverse and multicultural work environments AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 19. In spite of cultural and other differences, one of the keys to successful implementation of teams is: a. b. c. d.

followers’ involvement organizational policies slow implementation leader’s belief in participation

Answer: d; Medium; LO1; AACSB: Diverse and multicultural work environments; AACSB: Interpersonal relations and teamwork 20. Which of the following is one of the goals of delegation? a. b. c. d.

help the leader with excessive workload share power with employees empower employees increase the leader’s power

Answer: a; Easy; LO2 21. Which one of the following is not one of the benefits of delegation? a. b. c. d.

develop followers increase follower involvement in the task increase follower motivation increase leader’s power

Answer: d; Easy; LO2 22. John has found that delegating tasks allows him to manage his own workload and stress. What other potential benefit does delegation offer John?

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a. b. c. d.

enrich the job of his followers create a more cohesive team save his followers’ time increase leader’s power

Answer: a; Challenging; LO2; AACSB: Reflective Thinking 23. Delegation affects employees in all of the following ways except a. b. c. d.

.

increasing their satisfaction increasing their motivation increasing organizational commitment increasing their desire to leave the organization

Answer: d; Easy; LO2 24. This term refers to the process of delegating unpleasant, difficult and unmanageable task to subordinates. a. b. c. d.

Relegation Pre-development Socialization Dumping

Answer: d; Medium; LO2 25. Alberto is an over-worked manager who is trying to reduce his workload. He decides to assign all the tasks that he does not like and that take a long time to his subordinates. What is Alberto doing? a. b. c. d.

delegating his tasks wisely dumping on his subordinates developing his subordinates reducing his workload while training his subordinates in good management practice

Answer: b; Challenging; LO2; AACSB: Reflective Thinking 26. Shane wants to delegate a task to one of his followers. What guidelines should he follow? a. b. c. d.

Delegate the task and leave the employee alone to finish it.

Monitor to make sure he can pull back if employee makes a mistake.

Clarify the goals and expectation, and monitor the employee.

Delegate the task, but make sure he keeps the authority to do it.

Answer: c; Medium; LO2;

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AACSB: Reflective Thinking 27. Leaders should generally not delegate which type of tasks or decisions? a. b. c. d.

Strategic decisions Personnel decisions Manufacturing tasks Quality control

Answer: b; Medium; LO2 28. Selena has a new project for a key client that she needs to delegate to one of her employees. This is a complex and important project. Which of the following employees should she pick? a. James who is competent, but not motivated, so that she can motivate him. b. Tanya who has performed poorly in many different instances, so that she can give her a chance to improve. c. Beverly who is new and does not have much experience or expertise, so that she can see how she performs. d. Ken who is competent and eager, but has recently failed at a task, so that she can give him a chance to recover.

Answer: d; Challenging; LO2; AACSB: Reflective Thinking 29. Not delegating tasks may be valid and acceptable ______________, but not effective ____________. a. b. c. d.

in the short-term; when the leader takes a long-term view. for leaders who are Type As; most other leaders. for leaders who have expertise; for less experienced leaders. in complex situations; for simple tasks.

Answer: a; Medium; LO2 30. Which one of the following is not one of the typical excuses managers use for not delegating? a. b. c. d.

My followers are not ready I can do the job quicker myself The organization does not allow it My followers do not have enough skills

Answer: c; Medium; LO2 31. Antonio is a highly stressed supervisor who is feeling overwhelmed with the amount of work he is required to accomplish. His primary reason for not delegating to his employees is because ‘his followers are not ready.’ Which argument is the strongest rationale to justify that he should indeed

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delegate more responsibility? a. The leader’s job is to get followers prepared to take on new tasks. b. Only a few tasks cannot be delegated. c. Encouraging experimentation and tolerating mistakes are essential to learning and development. d. Doing busy work is not an appropriate use of a leader’s time.

Answer: a; Challenging; LO2; AACSB: Reflective Thinking 32. Chantelle has been supervising employees for three years. She is feeling that she cannot continue all of the responsibilities required of her. Chantelle’s rationale for not delegating more responsibilities is because she does not want ‘her own manager to think she is not working hard.’ Which argument is the strongest rationale to justify that she should indeed delegate more responsibility? a. The leader’s job is to get followers prepared to take on new tasks. b. Only a few tasks cannot be delegated. c. Encouraging experimentation and tolerating mistakes are essential to learning and development. d. Doing busy work is not an appropriate use of a leader’s time.

Answer: d; Challenging; LO2; AACSB: Reflective Thinking 33. Dawne supervises six employees who have all recently joined the organization within the past three months. Dawne is feeling overworked because she believes her ‘subordinates do not have the necessary skills and knowledge.’ Which argument is the strongest rationale to justify that she should indeed delegate more responsibility? a. The leader’s job is to get followers prepared to take on new tasks. b. The leader’s responsibility is to train followers and prepare them for new challenges. c. Encouraging experimentation and tolerating mistakes are essential to learning and development. d. Doing busy work is not an appropriate use of a leader’s time.

Answer: b; Challenging; LO2; AACSB: Reflective Thinking 34. Which underlying factor may be a contributing factor to leader’s inability to delegate? a. b. c. d.

follower’s personality leader’s personality organizational policies organizational culture

Answer: b; Easy; LO2

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35. _________ are more likely to find it difficult to delegate tasks to their followers. a. b. c. d.

Experienced managers Relationship-orientated leaders Leaders who have trouble developing positive LMX Type A leaders

Answer: d; Medium; LO2 36. Google achieves its exceptional customer service by: a. b. c. d.

training its leaders and managers relying on self-managed teams delegating tasks to the best employees building a relationship between leaders and followers

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 37. How many factors distinguish teams from groups? a. b. c. d.

two three four five

Answer: d; Easy; LO3; AACSB: Interpersonal relations and teamwork 38. Which one of the following distinguishes teams from groups? a. b. c. d.

Team members are accountable to a manager.

Team members share leadership.

Team members have frequent conflict.

Team members accomplish their goals.

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 39. Teams have all the following characteristics, except: a. b. c. d.

members share a common goal. members trust one another. members are accountable to a manager. the team achieves synergy.

Answer: c;

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Easy; LO3; AACSB: Interpersonal relations and teamwork 40. As compared to groups where leadership is ________, in teams, leadership is ________. a. b. c. d.

temporary; permanent assigned; shared required; unnecessary primary; secondary

Answer: b; Easy; LO3; AACSB: Interpersonal relations and teamwork 41. In teams, members often share ________. a. b. c. d.

a culture norms history personal experiences

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 42. The XYZ team manages its own work, has members with different expertise, shares leadership, and has power to implement its own decisions while it coordinates activities with other teams. Based on this description, the XYZ team is: a. b. c. d.

an effective team an advanced team a self-managed team a self-leadership team

Answer: c; Challenging; LO3; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 43. Which one of the following is not one of the characteristics of self-managed teams? a. b. c. d.

power to manage their work members with different expertise absence of outside manager ability to determine their work without consulting with others

Answer: d; Medium; LO3; AACSB: Interpersonal relations and teamwork

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44. Self-managed teams use leadership based on: a. b. c. d.

cooperation consideration shared responsibility facilitation

Answer: d; Medium; LO3; AACSB: Interpersonal relations and teamwork 45. Which of the following is not one of the factors that contribute to the success of teams? a. b. c. d.

careful selection of team members commitment to a team goal complex tasks competition

Answer: d; Medium; LO3; AACSB: Interpersonal relations and teamwork 46. ___________ is one of the key factors in effective teams. a. b. c. d.

Building trust A good leader Clear rules A goal handed down from upper management

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 47. Which is not an aspect of building trust within self-managed work teams? a. b. c. d.

open conflict rewarding cooperation competence and hard work mutual respect

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 48. Robert wants to increase the trust among his team members. What should he do? a. b. c. d.

Create friendly competition among the members.

Set up formal communication mechanisms.

Reward cooperation.

Assign a formal leader.

Answer: c;

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Challenging; LO3; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 49. Using a sports team model in management, all of the following are key elements of creating effective work teams except? a. b. c. d.

taking time to practice keeping membership stable encouraging cooperation and competition reviewing performance, but ignoring mistakes

Answer: d; Medium; LO3; AACSB: Interpersonal relations and teamwork 50. Teams require specialized training. Which one of the following is not the type of specialized training that may help teams? a. b. c. d.

team building coordination training assertiveness training leadership training

Answer: d; Medium; LO4; AACSB: Interpersonal relations and teamwork 51. Stefania is the leader of a self-managed work team. During a recent team meeting she challenged members to express themselves appropriately when making requests and providing feedback. This approach is best known as . a. b. c. d.

a cross training session a team building activity coordination training assertiveness training

Answer: d; Challenging; LO4; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 52. Curt was recently appointed as team leader of an inter-departmental self-managed team. He recently facilitated a team meeting whereby he helped all team members to understand one another’s tasks.

His effort can be best categorized as . a. b. c. d.

a cross training session a team building activity coordination training assertiveness training

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Answer: a; Challenging; LO4; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 53. XYZ Corporation recently created a new project team to investigate the feasibility of introducing a new line of products. Nigel was appointed leader of the team and during the first meeting he lead the team through a series of activities intended to clarify goals and member roles as well as create norms for acceptable interaction. This approach is best known as . a. b. c. d.

a cross training session a team building activity coordination training assertiveness training

Answer: b; Challenging; LO4; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 54.

is intended to teach team members to monitor, assess and correct their behavior in the team. a. b. c. d.

Self-guided correction Cross training Coordination training Assertiveness training

Answer: a; Medium; LO4; AACSB: Interpersonal relations and teamwork 55. Self-guided correction is one of the skills that effective teams need. It means a. b. c. d.

team members monitor and correct their own behavior the team is able to correct mistakes of other teams the leader guides the members in correcting mistakes the organization guides the members to self-correct their behavior

Answer: a; Medium; LO4; AACSB: Interpersonal relations and teamwork 56. Self-leaders are individuals who: a. b. c. d.

are visionary. accomplish things by influencing themselves. establish clear exchange relationships that allow followers to reach their goals. provide clear and consistent rewards to their followers.

Answer: b; Easy;

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LO3 57. Heroic leaders a. b. c. d.

, whereas self-leaders

.

provide answers; think independently encourage independent thinking; provide answers ask questions; protect and save subordinates encourage creativity; support conformity

Answer: a; Easy; LO3 58. Isabelle wants to become a self-leader. She has learned to set her own goals. What else can she do? a. b. c. d.

Develop a positive and motivating thought pattern.

Find a mentor to guide her.

Make sure the organization rewards her for her effort.

Provide a vision for others.

Answer: a; Challenging; LO3; AACSB: Reflective Thinking 59. Self-leadership is similar to which of the other theories of leadership? a. b. c. d.

Fiedler’s Contingency Model the LMX model the substitutes for leadership Situational leadership

Answer: c; Challenging; LO;3 AACSB: Reflective Thinking 60. Self-leaders _________ instead of ___________. a. b. c. d.

keep information; sharing information make sure everyone is on board; letting employees develop their own goals provide a vision; letting the team set goals self-reinforce; waiting to be rewarded

Answer: d; Medium; LO3; 61. Which one of the following is not one of the strategies for the development of self-leaders? a. b. c. d.

listen more; talk less ask questions; don’t provide answers share information; don’t hoard information be decisive; don’t consult too much

Answer: d;

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Medium; LO3; 62. The leadership traits identified by IBM to revive the company include which of the following? a. b. c. d.

being a visionary developing people and enabling growth being able to take charge having both task and people skills

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 63. Which term is most often used when describing the role of leaders in teams? a. b. c. d.

facilitator visionary self-leader team member

Answer: a; Easy; LO4; AACSB: Interpersonal relations and teamwork 64. Which one of the following is not one of the roles of leaders in a team environment? a. b. c. d.

obtaining resources for the team helping team set boundaries setting goals for the team assessing the team’s ability

Answer: c; Easy; LO4; AACSB: Interpersonal relations and teamwork 65. All of the following are roles for leaders in a team environment except? a. b. c. d.

obtaining necessary training continuing to do real work helping the team develop an implementation plan setting norms for the team

Answer: d; Easy; LO4; AACSB: Interpersonal relations and teamwork 66. The use of teams in the U.S. was triggered by: a. globalization. b. the growth of the Chinese economy.

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c. failure of the U.S. management methods. d. the successful use of teams in Japan.

Answer: d; Medium; LO4; AACSB: Interpersonal relations and teamwork; AACSB: Diverse and multicultural work environments 67. Instead of team-based management, Australian researchers have proposed the concept of ____________ to involve individuals in teams in Western cultures. a. b. c. d.

collaborative individualism self-leadership participation transformational leadership

Answer: a; Medium; LO2; AACSB: Diverse and multicultural work environments; AACSB: Interpersonal relations and teamwork 68. For teams to work in Western cultures, researchers suggest that individuals should ___________ and __________. a. b. c. d.

become collectivist; build consensus build trust; empower the team be cooperative; focus on the individual focus on task; care about people

Answer: c; Challenging; LO2; AACSB: Diverse and multicultural work environments; AACSB: Interpersonal relations and teamwork True/False Questions 69. Most modern leadership and management theories address employee participation. a. true b. false Answer: a; Easy; LO1 70. Participation is on a continuum from traditional organizational to team-based organizations. a. true b. false Answer: a; Easy;

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LO1 71. The concept of participation is a relatively new idea in leadership and management. a. true b. false Answer: b; Medium; LO1 72. Most organizations use a combination of traditional structures and teams. a. true b. false Answer: a; Medium; LO1; AACSB: Interpersonal relations and teamwork 73. Companies either use teams or they don’t. a. true b. false Answer: b; Medium; LO1; AACSB: Interpersonal relations and teamwork 74. Space X and Ford Motor Co. are two companies that have moved toward completely team-based structures. a. true b. false Answer: b; Medium; LO1; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 75. Employee participation and involvement has clear benefits for organizations. a. true b. false Answer: a; Easy; LO2 76. Genencor International managers believe that employee participation programs often cost too much. a. true

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b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 77. Participation often provides solutions to most business problems. a. true b. false Answer: b; Medium; LO2 78. Royal Philips Electronics has made cross-boundary teams part of its revival strategy. a. true b. false Answer: a; Medium; LO2; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 79. Participation should be used when the task is complex, there is no time pressure, the organization is ready, and employee commitment is needed. a. true b. false Answer: a; Medium; LO2 80. Participation can only succeed if both leaders and followers are committed to it. a. true b. false Answer: a; Easy; LO2 81. In order for participation to be successfully implemented, it is important that followers be committed to its implementation. However, leadership commitment is less essential. a. true b. false Answer: b; Medium; LO2

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82. Kiwi airlines provides an example of successful participation. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 83. Cultural values impact expectations for participation. a. true b. false Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 84. Because of collectivism, Mexican employees often expect to participate in decision making. a. true b. false Answer: b; Challenging; LO2; AACSB: Diverse and multicultural work environments 85. Although the Japanese culture is high on power distance, the country has a tradition of employee participation in decision making. a. true b. false Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 86. Because the French are argumentative, they expect their leaders to involve them in decision making. a. true b. false Answer: b; Challenging; LO2; AACSB: Diverse and multicultural work environments 87. In the U.S, low power distance facilitates participation. a. true b. false Answer: a;

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Challenging; LO2; AACSB: Diverse and multicultural work environments 88. Culture determines which aspects of teams are expected and rewarded. a. true b. false Answer: a; Challenging; LO2; AACSB: Diverse and multicultural work environments 89. Delegation and participation are the same concept. a. true b. false Answer: b; Medium; LO2 90. Delegation can be a useful tool in employee training and development. a. true b. false Answer: a; Easy; LO2 91. Leaders should delegate the tasks that they do not like and do not want to do. a. true b. false Answer: b; Easy; LO2 92. Once they train their followers well, it is appropriate for leaders to delegate all tasks including personnel related decisions. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 93. Once leaders have a sub-group of followers they know and can trust, they should delegate tasks to that subgroup. a. true

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b. false Answer: b; Medium; LO2 94. Leaders should delegate both a task and the authority to complete it. a. true b. false Answer: a; Medium; LO2 95. In order to build employee autonomy, once they delegate a task, leaders should leave their followers alone until the task is completed. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 96. Leaders should closely monitor employees after they delegate a task and make sure that they pull back the task if the employee makes a mistake. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 97. Leaders should not delegate if they can do the task themselves more quickly. a. true b. false Answer: b; Medium; LO2 98. Even if followers do not fully have the skills they need, the leader should delegate tasks to them to train them. a. true b. false Answer: a; Medium; LO2

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99. One of the primary reasons leaders fail to delegate is that they feel their followers are not ready. a. true b. false Answer: a; Easy; LO2 100.

Because followers’ mistakes often are blamed on the manager, manager should avoid delegating tasks that they think their followers are not ready to do. a. true b. false Answer: b; Medium; LO2; AACSB: Reflective Thinking 101.

An underlying factor that may prevent managers from delegating is the personality traits of their followers. a. true b. false Answer: b; Easy; LO2 102.

Teams create a formal structure through which participation in decision making can be achieved. a. true b. false

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 103.

Teams are easy to implement in most organizations. a. true b. false

Answer: b; Easy; LO3; AACSB: Interpersonal relations and teamwork 104.

Teams go beyond accomplishing goals to achieving synergy. a. true b. false

Answer: a; Medium;

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LO3; AACSB: Interpersonal relations and teamwork 105.

Google relies on teams to achieve exceptional customer service. a. true b. false

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 106.

Team members often perform because of their exceptional commitment to their leader. a. true b. false Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 107.

Teams often have assigned leaders whereas groups share leadership. a. true b. false

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 108.

Groups have shared norms; teams have a shared culture. a. true b. false

Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 109.

The primary role of team leaders is to set goals and make decisions regarding how to implement them. a. true b. false Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork

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110.

Self-managed teams are different from other teams in that they share leaders and are not accountable to an outside manager. a. true b. false Answer: a; Medium; LO3; AACSB: Interpersonal relations and teamwork 111.

Self-managed teams do not need to coordinate their activities and decisions with others in the organization. a. true b. false Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 112.

Having members with similar skills is essential to effective self-managed teams. a. true b. false

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 113.

To be effective, teams must have enough power and authority to accomplish its task and implement its ideas. a. true b. false Answer: a; Easy; LO3; AACSB: Interpersonal relations and teamwork 114.

Building effective teams is relatively quick once you pick the right members a. true b. false

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 115.

To make teams effective, members only need to receive the same training as everyone else in the organization.

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a. true b. false Answer: b; Medium; LO4; AACSB: Interpersonal relations and teamwork 116.

Each team member must be trained only in his/her own area, so that she/he can provide the expertise to the team. a. true b. false Answer: b; Medium; LO4; AACSB: Interpersonal relations and teamwork 117.

In self-guided correction, team members monitor and correct their own behavior. a. true b. false

Answer: a; Medium; LO4; AACSB: Interpersonal relations and teamwork 118.

Self-leadership is the process of influencing oneself. a. true b. false

Answer: a; Easy; LO3; 119.

Self-leadership relies on receiving feedback and rewards from others outside of the team. a. true b. false Answer: b; Medium; LO3 120.

Self-leaders set up substitutes that reduce their dependence on the leader. a. true b. false

Answer: a; Medium; LO3 121.

Self-leaders must learn to encourage follower conformity.

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a. true b. false Answer: b; Medium; LO3 122.

Self-leaders ask questions rather than provide answers. a. true b. false

Answer: a; Medium; LO3 123.

IBM’s new leadership believes that the company’s success depends on leaders who can take charge. a. true b. false Answer: b; Medium; LO3; AACSB: Reflective Thinking 124.

Teams are making leaders obsolete. a. true b. false

Answer: b; Medium; LO3; AACSB: Interpersonal relations and teamwork 125.

New roles for leaders in teams include continuing to do actual work. a. true b. false

Answer: a; Medium; LO4; AACSB: Interpersonal relations and teamwork 126.

Team leaders must be able to direct the team forcefully, when the team is confused. a. true b. false

Answer: a; Medium; LO4; AACSB: Interpersonal relations and teamwork

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127.

Team-based Japanese style management is successfully implemented in the U.S. a. true b. false

Answer: b; Medium; LO2; AACSB: Diverse and multicultural work environments; AACSB: Interpersonal relations and teamwork Short Answer/ Essay Questions 128.

What is the significance of the comment of “the only constant is change?”

Answer: In today’s fast paced business environment, employees and managers should understand that change is inevitable. Organizations are not allowed the luxury of relying on processes and products that carry over from year to year without change.

Easy; LO1; 129.

Explain what is meant by most organizations are operating with a combination of teams and traditional hierarchical structures.

Answer: Experts agree that teams allow organizations many benefits, however, teams are not always the most efficient structure. Managers realize that the best strategy for organizations is to take a hybrid approach, using teams only when it provides an advantage.

Easy; LO1 AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 130.

Discuss why Robert Iverson, former chairman of Kiwi Airlines, commented that: “…One of the stupidest things I ever did was call everybody owners…”

Answer: The dark side of participation was an amazing lack of concern for management decisions. Many employee-owners failed to follow management directives if they did not agree with them. Employees demanded input in every decision, a factor that led to stagnation in decision making and an inability to act to solve problems.

Medium; LO1; AACSB: Reflective Thinking 131.

Discuss what is meant by vertical individualism as relates to the United States and how does that compare to other countries discussed?

Answer: Vertical individualism means relatively egalitarian power distributions in organizations.

The low-power distance allows for participation, but the value placed on individual autonomy and individual contribution can be an obstacle to cooperation in a team environment.

Moderate; LO2; AACSB: Reflective Thinking AACSB: Diverse and multicultural work environments

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132.

Identify the single criterion for successful implementation of teams and discuss why that is correct or not.

Answer: The single criterion is the leader’s belief in the team. Obviously, if the leader is not behind team structures then teams will not receive the necessary support and fail. However, other criterion are important for team success and leadership support by itself will not make a team successful.

Easy; LO1; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 133.

List and define the potential benefits of delegation.

Answer: • Delegation frees up the leader’s time for new tasks and strategic activities.

• Delegation provides employees with opportunities to learn and develop.

• Delegation allows employees to be involved in tasks.

• Delegation allows observation and evaluation of employees in new tasks.

• Delegation increases employee motivation and satisfaction.

Easy; LO2 134.

Discuss why one of the major complaints of subordinates regarding delegation is the issue of dumping.

Answer: Leaders need to delegate a mix of easy, hard, pleasant, and unpleasant tasks to their subordinates. If only unpleasant, difficult, and unmanageable tasks are assigned consistently to subordinates, while leaders complete the high profile, challenging, and interesting projects, delegation becomes dumping. One of the major complaints of subordinates regarding delegation is this exact issue.

To reap the benefits of delegation, a variety of tasks should be delegated, and the leaders should pay particular attention that their delegation is viewed as balanced.

Easy; LO2; AACSB: Reflective Thinking 135.

Explain the differences between group and team leadership.

Answer: In groups, leadership (or parts of the leader role) is assigned to one person. In teams, leadership is shared among members.

Easy; LO3; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 136.

Explain the distinguishing characteristics of a team.

Answer: • • •

Members are fully committed to common goals and a mission they developed.

Members are mutually accountable to one another.

Members trust one another, and the team enjoys a collaborative culture.

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• •

Members all share in leadership.

Teams achieve synergy: 2 + 2 = 5.

Medium; LO3; AACSB: Interpersonal relations and teamwork 137.

Why do some sources describe teams as passé and that the focus needs to shift to individual contributions? Discuss.

Answer: While groups and teams have been found to effective in some organizations, the very nature of implementing a team work environment is filled with challenges, including structural and individual problems.

Easy; LO4; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork 138.

Explain the characteristics of groupthink and discuss whether it is a problem or benefit as applied to team performance.

Answer: The concept of Groupthink was first proposed by Irvin Janis (1982) to describe dysfunctional group processes that can occur when group members focus on being cohesive, do not express disagreement or think critically, and as a result, make bad decisions. The process of Groupthink is presented in Figure 8-4. When cohesive groups face a complex situation, they insulate themselves from outsiders and fail to consider alternatives, instead reaching for quick agreement that protects the group sense of cohesion.

Medium; LO4; AACSB: Reflective Thinking; AACSB: Interpersonal relations and teamwork

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Chapter 9: Leading Change Multiple Choice Questions 1. Change is often perceived by employees as all of the following except? a. b. c. d.

painful resisted difficult to implement embraced

Answer: d; Easy; LO1 2.

and a. b. c. d.

are two major categories of forces that drive organizational change.

Internal; external Autocratic; democratic Demographic; technological Economic; political

Answer: a; Easy; LO1 3. In the United States demographic diversity related to ethnic groups is causing organizations to consider new ways of addressing customers’ needs. This is an example of what force for change? a. b. c. d.

external new leadership low satisfaction internal force

Answer: a; Challenging; LO1; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 4. Because many more women were working outside the home, CEO Andrea Jung of Avon changed the organization’s marketing and distribution strategies. The driving force for this change is best described as? a. b. c. d.

demographic and social conflict internal forces technological

Answer: a; Challenging; LO1; AACSB: Reflective Thinking

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5. Jet Blue was one of the first airlines to install reinforced doors to their planes’ cockpits in response to the terrorist attacks of 2001. This is an example of what type of force for change? a. b. c. d.

technological economic and political industry low performance

Answer: b; Medium; LO1; AACSB: Reflective Thinking 6. The FBI (Federal Bureau of Investigations) faces a gap between actual and desired performance. This is an example of force for change. a. b. c. d.

an internal an economic and political a demographic an external

Answer: a; Challenging; LO1; AACSB: Reflective Thinking 7.

is one of the most common driving forces for change. a. b. c. d.

Cultural and social Industry Performance gap New mission

Answer: c; Medium; LO1 8. ABC hospital creates a new service which then causes XYZ hospital to create a similar service. This suggests that XYZ experienced a(n) force for change that caused a(n) change. a. b. c. d.

external; internal autocratic; democratic demographic; technological economic; political

Answer: a; Challenging; LO1; AACSB: Reflective Thinking

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9. In

cultures, organizational change can be perceived as a threat. a. b. c. d.

low tolerance for ambiguity high tolerance for ambiguity high power distance masculine

Answer: a; Challenging; LO1; AACSB: Diverse and multicultural work environments 10. Which of the following countries possess a ‘risk adverse’ culture and therefore is more reluctant to accept change? a. b. c. d.

Greece Sweden Canada United States

Answer: a; Challenging; LO1; AACSB: Diverse and multicultural work environments 11.

is change that occurs when leaders or followers make a conscious effort to changes in response to a specific pressure or problem. a. b. c. d.

Planned Unplanned Revolutionary Evolutionary

Answer: a; Easy; LO2 12.

is change that occurs randomly and suddenly without the specific intention of addressing a problem. a. b. c. d.

Planned Unplanned Revolutionary Evolutionary

Answer: b; Easy; LO2 13.

is change that is the result of specific and conscious actions by leaders or followers to change the organization. a. Unplanned b. Planned Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. Evolutionary d. Revolutionary Answer: b; Easy; LO2 14.

is change that is rapid and dramatic. a. b. c. d.

Planned Unplanned Revolutionary Evolutionary

Answer: c; Easy; LO2 15. 3M implemented the Six Sigma, a process that relies on precision, consistency and repetition, which transformed the organization’s culture very rapidly. Which type of change best represents the 3M transformation? a. b. c. d.

unplanned evolutionary revolutionary incremental

Answer: c; Challenging; LO2; AACSB: Reflective Thinking 16. When facing unplanned and revolutionary change, central. a. b. c. d.

and

leadership may become more

democratic; country club manager relationship-orientation; task-orientation authentic; authoritarian charismatic; transformational

Answer: d; Medium; LO2 17. Kurt Lewin’s model of change included both a. b. c. d.

and

forces of change.

planned; unplanned driving; resisting internal; external revolutionary; evolutionary

Answer: b; Medium; LO2

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18. Kurt Lewin’s framework included a. b. c. d.

stages for change.

two three four five

Answer: b; Medium; LO2 19. Preparing people in understanding the need for change describes the model for change. a. b. c. d.

stage of Kurt Lewin’s

unfreezing changing refreezing transforming

Answer: a; Easy; LO2 20.

refers to the process of providing support to assure the change becomes permanent. a. b. c. d.

Unfreezing Changing Refreezing Transforming

Answer: c; Easy; LO2 21. Director Robert Mueller of the FBI was dedicated to communicating the need for changing the culture and mission by explaining the FBI must ‘chart a new course’ and ‘establish a new mission and priorities.’ This illustrates Lewin’s stage of change.

a. b. c. d.

unfreezing refreezing transforming change

Answer: a; Challenging; LO2; AACSB: Reflective Thinking 22. Most organizations focus too much attention to the attention to the stage of change.

stage of change, while they pay too little

a. unfreezing; change Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. freezing; change c. unfreezing; freezing d. change; freezing Answer: d; Medium; LO2 23. According to John Kotter, leaders involved in organizational change must: a. b. c. d.

move forward with change regardless of follower commitment celebrate early success change the organization despite employee resistance maintain momentum with the change and celebrate only when it is fully accomplished

Answer: b; Medium; LO2 24. The leader’s role in the first stage of change is to: a. b. c. d.

coach, train, and implement reward systems emphasize the importance of change and course correct when needed help followers realize the need for change move forward with change regardless of follower participation or commitment

Answer: c; Medium; LO2 25. In the second step of Lewin’s model of change, the leader’s role is to: a. b. c. d.

coach, train, and implement reward systems emphasize the importance of change and course correct when needed help followers realize the need for change move forward with change regardless of follower participation or commitment

Answer: b; Medium; LO2 26. In the last stage of change the leader’s role is to: a. b. c. d.

coach, train, and implement reward systems emphasize the importance of change and course correct when needed help followers realize the need for change move forward with change regardless of follower participation or commitment

Answer: a; Medium; LO2 27. Which is not one of the four key characteristics of Lewin’s model for change? a. recognizing the need for change Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. understand there will rarely be resistance to change c. focus on people as the source for learning and change d. support new behaviors and allow them to take hold Answer: b; Medium; LO2 28. Chantelle helped guide her organization through the process by creating regular meetings with employees to discuss progress of the change initiatives and to reflect upon challenges and obstacles in an effort to adapt more effectively to the change effort. This best illustrates which characteristic of Lewin’s change model? a. b. c. d.

recognizing the need for change resistance to change is inevitable focus on people as the source for learning and change the need to support new behaviors and allow them to take hold

Answer: c; Challenging; LO2; AACSB: Reflective Thinking 29. Early in the change process, Benjamin developed relationships with key organizational members who likely would voice dissent and opposition for his change initiatives. His goal was to reduce the potential strength of the opposition and perhaps secure their support. This example best illustrates which characteristic of Lewin’s change model? a. b. c. d.

recognizing the need for change resistance to change is inevitable focus on people as the source for learning and change need to support new behaviors and allow them to take hold

Answer: b; Challenging; LO2; AACSB: Reflective Thinking 30. The process of planned change includes a. b. c. d.

steps.

three four five six

Answer: d; Easy; LO2 31. Organizational members identify a gap between current and desired performance. This illustrates which stage of the planned change process? a. recognize the need for change b. development of change ideas Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. implementation d. allocation of resources Answer: a; Challenging; LO2; AACSB: Reflective Thinking 32. Many municipalities systematically gather input from the public about projects such as parks, freeways, or other developments. Which stage of the planned change process best describes this example? a. b. c. d.

recognize the need for change development of change ideas implementation allocation of resources

Answer: b; Challenging; LO2; AACSB: Reflective Thinking 33. The

and a. b. c. d.

steps of the planned change process mirror Lewin’s change phase.

recognition of need; adoption of ideas recognition of need; implementation adoption of ideas; evaluation adoption of ideas; implementation

Answer: d; Medium; LO2 34. Director Mueller of the FBI shifted budgetary funds from fighting crime to counter-intelligence in order to support the new direction. This example best illustrates which step in the planned change process? a. b. c. d.

recognition of need development of ideas allocation of resources evaluation

Answer: c; Challenging; LO2; AACSB: Reflective Thinking 35. Organizational members ask questions such as: Did the performance gap narrow or close? Are various constituencies, including employees, more satisfied? Which step in the planned change process is the organization likely experiencing? Which stage of the planned change process are organizational members experiencing? a. recognition of need Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. implementation c. allocation of resources d. evaluation Answer: d; Medium; LO2; AACSB: Reflective Thinking 36. Toyota took over the General Motors plant in Fremont, California. They were able to reduce defects, cut absenteeism, and cut costs. Which of the following reasons was not attributed to why change was successful in this example? a. b. c. d.

command-and-control worked effectively effective bottom-up approach full top management support workers came up with ideas

Answer: a; Medium; LO2; AACSB: Reflective Thinking 37. Whereas change helps leaders chart the course for change, and unpredictable. a. b. c. d.

change is frequently sudden

evolutionary; revolutionary unplanned; convergent planned; unplanned frame-breaking; convergent

Answer: c; Easy; LO2 38. Which is not a likely cause of unplanned change? a. b. c. d.

economic changes competitor introduces a new product unions go on strike creation of a new mission

Answer: d; Medium; LO2 39. Leaders can manage unplanned change by taking all of the following steps except a. b. c. d.

embracing hierarchy and supporting structures infusing moderate amounts of unpredictability into decisions staying on the offensive and being proactive experiment often with new methods and processes

Answer: a; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

.

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LO2 40. All of the following are general causes that explain resistance to change except: a. b. c. d.

national culture factors organizational factors group factors individual factors

Answer: a; Medium; LO3 41. The primary organizational cause for resistance is due to a. b. c. d.

.

group norms fear of unknown previous experiences inertia

Answer: d; Medium; LO3 42. Ford has a rigid hierarchical pecking order that discourages sharing ideas and well-established leadership-training practices. Which cause of organizational resistance to change does this illustrate? a. b. c. d.

lack of rewards poor timing culture group cohesion

Answer: c; Challenging; LO3; AACSB: Reflective Thinking 43. Which is not an individual factor causing resistance to change? a. b. c. d.

fear of unknown fear of failure previous experiences poor timing

Answer: d; Medium; LO3 44. People who have a. b. c. d.

and

are more comfortable with change and more likely to adapt it.

an internal locus of control; are high self-monitors an external locus of control; high openness to experience low openness to experience; an internal locus of control low openness to experiences; are low self-monitors Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: a; Challenging; LO3; AACSB: Reflective Thinking 45. Individuals from a. b. c. d.

cultures tend to be more comfortable with organizational change.

collectivist low power distance low tolerance for ambiguity high tolerance for ambiguity

Answer: d; Challenging; LO3; AACSB: Diverse and multicultural work environments 46. People who have faced a job loss or have been through other painful organizational changes in the past are examples of which category of individual cause for resistance to change? a. b. c. d.

fear of failure fear of unknown previous experiences poor timing

Answer: c; Medium; LO3; AACSB: Reflective Thinking 47.

relies on fear, threats and punishment to push through resistance. a. b. c. d.

Coercion Facilitation and support Participation and involvement Manipulation and cooptation

Answer: a; Medium; LO3 48. Vision, persuasion, and story telling are types of _________ tools that deal with resistance to change. a. b. c. d.

leadership participation and involvement power manipulation and cooptation

Answer: a; Medium; LO3

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49. The text identifies all of the following except to change. a. b. c. d.

as potential power tools to overcome resistance

manipulation command and orders coercion education

Answer: d; Medium; LO3 50. Surya has been through a training to become a visionary leader. He has learned to provide a vision and instill confidence in employees. Based on that training, what else should he do? a. b. c. d.

Create clear reporting structures.

Motivate employees using rewards and punishment.

Clearly define and assign tasks.

Create an environment based on teamwork and cooperation.

Answer: d; Medium; LO3; AACSB: Reflective Thinking 51. To be effective, change-oriented and visionary leaders must: a. b. c. d.

develop teamwork and share responsibility. make sure that followers follow the leader’s vision. set a clear course and stick with it. delegate tasks rather than empower followers.

Answer: a; Medium; LO4 52. Researcher Noel Tichy recommends that leaders communicate their vision through story telling. He suggests that leaders need to develop three types of stories about: a. b. c. d.

their own background, their values, and their goals. who they are, who the group is, and where the group is going. the history of the organization, the nature of the competition, and the goal. the culture of the group, the nature of the industry, and their vision.

Answer: b; Medium; LO4

53. Kouzes and Posner believe that all but one of the following are essential in motivating and inspiring followers. a. setting clear standards Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. being around followers c. telling stories d. getting followers to adopt the leader’s vision Answer: d; Medium; LO4 54. Which one of the following is not an element of a clear vision? a. b. c. d.

Clear and understandable Easy to achieve Idealistic Appeals to emotions

Answer: b; Easy; LO4 55. Amy has just finished reading Kouzes and Posner’s book on what followers want and has learned about the practices of exemplary leaders. Based on those researchers’ ideas, which of the following is Amy likely to focus on: a. b. c. d.

challenging existing ideas and encouraging followers to experiment. overcoming resistance to change and stimulating followers intellectually. cultivating dramatic symbols and developing obedience and loyalty. express high self-confidence and build her image.

Answer: a; Challenging; LO4; AACSB: Reflective Thinking 56. Researchers Kouzes and Posner propose that in order to truly motivate followers, leaders must do all but one of the following: a. b. c. d.

expect the best from followers. personalize recognition of followers. keep rules and standards flexible celebrate success together and often.

Answer: c; Medium; LO4 57. Practices of exemplary leadership include: a. b. c. d.

holding information as to not confuse followers creating a shared vision assuring that past practices stay in place to provide a sense of continuity encouraging competition to motivate followers

Answer: b; Medium;

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LO4 58. The major contribution of change-oriented and visionary leadership approaches is: a. b. c. d.

They are well researched.

They provide easy ways to measure effectiveness.

They apply well across cultures.

They address interesting and visible aspects of leadership.

Answer: d; Medium; LO4 59. The primary shortcoming of the change-oriented and visionary leadership approaches is that: a. b. c. d.

They have little empirical support by research.

They are hard to understand.

They have little practical value.

They apply only to Western cultures.

Answer: a; Medium; LO4 60. Jeff Immelt, CEO at General Electric, changed the culture of the organization by teaching employees team skills and evaluating on those skills. Those who showed the best potential and performance were promoted to lead others. This process is best represented by which of Kouzes and Posner’s leadership skills? a. b. c. d.

creating a shared vision enabling followers through collaboration and empowerment role modeling encouraging the heart

Answer: b; Challenging; LO4; AACSB: Reflective Thinking 61.

is the ability to link or combine ideas in novel ways a. b. c. d.

Creativity Homogeneity Authentic leadership Visionary leadership

Answer: a; Easy; LO4 62. _____________ and ______________ are often terms used to describe creativity. a. Opportunistic; thrill seeking b. Bold; aggressive Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. Divergent; lateral thinking d. Strategic; forward looking Answer: c; Easy; LO4 63. Which leadership style often impedes the creative process and open exchange of ideas? a. b. c. d.

autocratic leadership authentic leadership democratic leadership transformational leadership

Answer: a; Easy; LO4 64. All of the following processes are recommended for leaders to help their followers be more creative except: a. b. c. d.

flexible structure questioning attitude tolerating mistakes cooptation

Answer: d; Medium; LO4 65.

requires individuals to consider a problem by taking different positions and perspectives. a. b. c. d.

Cooperative exploration Brainstorming Brainsailing Improvisation

Answer: a; Medium; LO4 66. Darren admitted to his supervisor, Brenda, that a research project he was coordinating was botched due to administrative oversight. Brenda responded by asking “what are you going to do differently next time?” Brenda’s approach is best described as: a. b. c. d.

a flexible structure a tolerance for mistakes a shared vision encouragement of the heart

Answer: b; Challenging; LO4; AACSB: Reflective Thinking

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67. Which is not one of the key elements of a learning organization? a. b. c. d.

shared vision mental modes system thinking frame-breaking

Answer: d; Easy; LO4 68. Understanding the inter-relations and the invisible and visible bonds that connect people inside and outside the organization is commonly referred to as: a. b. c. d.

shared vision system thinking personal mastery mental models

Answer: b; Medium; LO4 69.

describes the process of continually clarifying and developing personal visions and goals, and expanding skills sets and levels of proficiency. a. b. c. d.

Shared vision System thinking Personal mastery Mental models

Answer: c; Medium; LO4 70. All of the following are considered organizational learning disabilities except: a. b. c. d.

isolated jobs emphasis on events illusion of taking charge skilled competence

Answer: d; Medium; LO4

71. Organizations that rely too heavily on people with highly developed but narrow expertise who are celebrated and expected to provide answers experience: a. isolated jobs b. emphasis on events c. blaming others Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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d. skilled incompetence Answer: d; Medium; LO4 72. Leaders can take numerous steps to build an open and supportive culture for ongoing organizational learning. Which action is not included in the recommendations? a. b. c. d.

reliance on ‘tried and true’ ideas time for learning appropriate leadership local solutions

Answer: a; Medium; LO4 73. The textbook identifies all of the following as the roles for leadership changing organizational culture except: a. b. c. d.

communicate priorities role model allocate resources and rewards be directive

Answer: d; Medium; LO4 74. Lui We, president and CEO of XYZ Inc, has just held an inspiring, all-company meeting whereby she outlined a vision and specific issues to achieve the vision. This example is best described as which role of the leader in changing organizational culture? a. b. c. d.

involve people communicate priorities role model allocate resources and rewards

Answer: b; Challenging; LO4; AACSB: Reflective Thinking

75. Jodi Thompson and Cali Ressler created Best-Buy’s Results-Only Work Environment (ROWE) because they paid attention to the results of a 2001 survey. That survey indicated widespread employee dissatisfaction and a perception of inability to balance work and life. This process is best described as which element of a learning organization? a. shared vision b. system thinking Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. mental models d. personal mastery Answer: a; Medium; LO4; AACSB: Reflective Thinking 76. Jodi Thompson and Cali Ressler believed that the typical flex-time solutions did not provide much benefit or flexibility and that the only solution was a radical change. This example best illustrates which characteristic of a learning organization? a. b. c. d.

shared vision system thinking mental models personal mastery

Answer: c; Medium; LO4; AACSB: Reflective Thinking True/False Questions 77. Effectiveness and survival of most organizations depends on the ability to successfully adapt to change. a. true b. false Answer: a; Easy; LO1 78. Organizational change is rarely resisted by organizational members. a. true b. false Answer: b; Easy; LO1

79. Many organizational leaders are generally satisfied with how well their organizations can innovate and adapt to change. a. true b. false Answer: b; Medium; LO1

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80. Internal forces for change closely follow external forces. a. true b. false Answer: a; Medium; LO1 81. Japanese business leaders rarely see change as a threat and therefore organizations readily adapt to changes. a. true b. false Answer: b; Challenging; LO1; AACSB: Diverse and multicultural work environments 82. Sweden and Canada are risk averse countries where governments centralize planning to help support business leaders reduce uncertainty and ambiguity. a. true b. false Answer: b; Challenging; LO1 AACSB: Diverse and multicultural work environments 83. Past-oriented cultures, where time is linear, are likely to react fairly quickly to change. a. true b. false Answer: b; Challenging; LO1; AACSB: Diverse and multicultural work environments

84. Short-term orientation leads to a state of constant change that many U.S. organizations are experiencing. a. true b. false Answer: a; Challenging; LO1; AACSB: Diverse and multicultural work environments

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85. Change that is sudden and drastic is less likely to cause stress and panic. a. true b. false Answer: b; Medium; LO2 86. Frame-breaking change is that which is rapid and dramatic. a. true b. false Answer: a; Easy; LO2 87. Planned and unplanned change may happen either gradually or rapidly, leading to a dramatic impact on the organization a. true b. false Answer: a; Easy; LO2 88. When facing unplanned and revolutionary change, charismatic and transformational leadership may become more central. a. true b. false Answer: a; Medium; LO2 89. When the forces that resist change are larger than the forces that drive change, leaders can overcome inertia and implement changes. a. true b. false Answer: b; Medium; LO2 90. It is important to employees to know what is not changing. a. true b. false Answer: a; Medium;

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LO2 91. Unfreezing is likely to be easier when forces for change are strong and organizational leaders are aware of them. a. true b. false Answer: a; Medium; LO2 92. Most organizations focus too much attention on the refreezing stage of change. a. true b. false Answer: b; Medium; LO2 93. Constant change that is not allowed to take hold is likely to be effective. a. true b. false Answer: b; Medium; LO2 94. Resistance to change is inevitable and therefore must be addressed. a. true b. false Answer: a; Medium; LO3 95. Any process that encourages participation and input from those who are affected most by the change is likely to ease the implementation process. a. true b. false Answer: a; Medium; LO3 96. Leaders have to either allocate new resources or shift current resources to help implement change and ‘freeze’ the change. a. true b. false Answer: a; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO2 97. Bottom-up change is rarely met with resistance from organizational leaders. a. true b. false Answer: b; Medium; LO3 98. The bottom-up approach to organizational change creates more involvement and participation. a. true b. false Answer: a; Easy; LO3 99. Unplanned change falls in the domain of crisis management. a. true b. false Answer: a; Medium; LO2 100.

Change is one of the main causes of stress in our lives. a. true b. false

Answer: a; Easy; LO3 101.

People adjust to large-scale changes much like adapting to minor changes. a. true b. false

Answer: b; Medium; LO3 102.

People are often able to adjust to large-scale changes in life and work without much need for support. a. true b. false Answer: b; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO3 103.

Group norms can be substantial barriers to change. a. true b. false

Answer: a; Medium; LO3 104.

The challenge faced by Ford Motor Company as it tried to reinvent itself, are examples of inertia and the power or organizational culture. a. true b. false Answer: a; Medium; LO3; AACSB: Reflective Thinking 105.

Individual factors rarely play a role in explaining why people often resist change. a. true b. false

Answer: b; Medium; LO3 106.

There are three general categories of causes to change resistance: organizational, group, and individual causes. a. true b. false Answer: a; Easy; LO3 107.

A person’s culture may play a factor in the individual’s resistance to change. a. true b. false

Answer: a; Medium; LO3 108.

Two of the key themes that tie together several change oriented theories are the importance of vision and empowerment. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: a; Easy; LO3 109.

The disadvantage of using manipulation in dealing with people’s resistance to change is that it is time-consuming and carries a risk of inappropriate change being implemented. a. true b. false Answer: b; Medium; LO3 110.

Coercion can be used to deal with resistance to change when there is no time and nothing else works. a. true b. false Answer: a; Medium; LO3 111.

Facilitation and support are effective for dealing with resistance when there can be winners and losers. a. true b. false Answer: b; Medium; LO3 112.

Researcher Noel Tichy recommends that leaders communicate their vision through telling three types of stories about themselves, the group, and the group’s direction. a. true b. false Answer: a; Medium; LO4 113.

Practices of exemplary leadership include creating a shared vision and role modeling. a. true b. false

Answer: a; Medium; LO4

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114.

Patrick Kelly, CEO of Physician Sales and Services, relies on story telling to communicate his company’s vision. a. true b. false Answer: a; Medium; LO4; AACSB: Reflective Thinking 115.

Encouraging the heart emphasizes the importance of motivation, reward and recognition. a. true b. false

Answer: a; Medium; LO4 116.

Rob Waldron was successful as CEO of Jumpstart by developing his own vision and assuring that followers adopted that vision. a. true b. false Answer: b; Medium; LO4; AACSB: Reflective Thinking 117.

Change-oriented and visionary leadership concepts have received considerable research support. a. true b. false

Answer: b; Medium; LO4 118.

One of the major contributions of visionary leadership concepts is the emphasis on passion and credibility. a. true b. false Answer: a; Medium; LO4 119.

Creativity is also known as vertical thinking. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: b; Medium; LO4 120.

Lateral thinking involves creation of something spontaneously and extemporaneously without specific preparation. a. true b. false Answer: b; Medium; LO4 121.

Using improvisation is often considered ‘winging’ a solution. a. true b. false

Answer: b; Easy; LO4 122.

Learning organizations are organizations in which people continually expand their capacity to create. a. true b. false Answer: a; Easy; LO4 123.

Charismatic, transformational, authentic, and visionary leadership can all be used to create a shared vision within a learning organization. a. true b. false Answer: a; Medium; LO4 124.

3M implemented the Six Sigma process that focuses on specific events rather than system-wide causes of problems. This is a positive example of a learning organization. a. true b. false Answer: b; Medium; LO4; AACSB: Reflective Thinking

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125.

Herman Miller, the office furniture maker, works with clients to develop distinctive solutions to their unique problems. This is a good example of a learning organization. a. true b. false Answer: a; Medium; LO4; AACSB: Reflective Thinking 126.

Getting followers to understand and accept change takes communication, repetition, and clarification. a. true b. false Answer: a; Medium; LO4 127.

Change needs to be supported from the top of the organization, not the bottom. a. true b. false

Answer: b; Medium; LO4 Short Answer/ Essay Questions 128.

Explain the difference between the U.S. and Japan relative to the role of governmental organizations such as the Ministry of International Trade and Industry (MITI) in managing business change.

Answer: A Japanese business leader is likely to manage change through extensive and detailed long-term planning and forecasting supported by governmental organizations such as the Ministry of International Trade and Industry (MITI). In the United States, where change is tolerated and perceived as an opportunity, leaders deal with change by making quick changes to their organizations and implementing short-term strategies that address the immediate pressures relatively more quickly than in other cultures.

This means that in the U.S., organizations do not use government or other trade resources and mostly rely on their own resources and strategy.

Challenging; LO1; AACSB: Reflective Thinking; AACSB: Diverse and multicultural work environments 129.

Discuss frame-breaking as relates to types of change.

Answer: Frame-breaking change is defined as rapid and dramatic. It relates to events that have a strong impact of the nature of industries.

Easy; LO1; AACSB: Reflective Thinking Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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130.

Explain the difference in effectiveness between top-down change and bottom-up change.

Answer: The process of change either can take place in top–down manner with leaders initiating and driving the process or can be bottom–up with individuals and teams throughout the organization starting and implementing the process. A top–down change fits well with traditional, hierarchical, command-andcontrol organizations and tends to force rapid change. However, it also may engender more resistance.

The bottom–up approach creates more involvement and participation, thereby reducing resistance.

Easy; LO2; 131.

Explain why infusing a moderate amount of uncertainty, unpredictability, and spontaneity into decisions is recommended to help prevent complacency when dealing with unplanned change.

Answer: Change can often be a time for opportunity. In a crisis situation, this tactic can keep employees on their guard and focused on the important values of the organization. Uncertainty may help aid in lowering individual resistance to change. Also, spontaneity may help the organization develop higher levels of creativity.

Medium; LO2; AACSB: Reflective Thinking 132.

List and explain the themes that emerge in the visionary leadership essential to change.

Answer: • Importance of vision. Successful and effective leaders provide a clear vision or help followers develop a common vision. Whether developed by the leader alone or with engagement with followers, vision is key to effectively leading change.

• Empowerment and confidence in followers. Visionary leaders empower followers to allow them to act autonomously and independently from the leader. This empowerment engages followers in the change, reducing resistance.

• Flexibility and change. The fast-changing environment requires leaders to develop and encourage flexibility and openness to change in their organization.

• Teamwork and cooperation. Successful leaders emphasize teamwork and, maybe more importantly, the development of shared responsibility, as well as the need for trust and cooperation between leaders and followers and among followers.

Easy; LO4 133.

When leading change, successful leaders emphasize teamwork. How is that different from the development of shared responsibility?

Answer: While team members often share tasks and are able to make decisions by reaching a consensus with other employees, shared responsibility is the result of decentralized decision making, giving power to employees and units. Decentralization encourages employees to bring out their best ideas, and can help reduce the burden of decisions on management.

Medium; LO4; AACSB: Reflective Thinking 134.

Kouzes and Posner talk about “encouraging the heart.” Explain what that means.

Answer: Leaders have to model the way, develop and inspire a shared vision, challenge the status quo, empower and enable their followers to act, and motivate and support them. Kouzes and Posner (2003,

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2012) emphasize the importance of motivation, reward, and recognition—in their words “encouraging the heart”—as key aspects of empowerment, confidence in followers, and development of trust.

Easy; LO4; AACSB: Reflective Thinking 135.

Creativity is key to innovation and change, factors that are both important in today’s business environment. What can leaders do to make the organization more creative?

Answer: Leaders should recognize the following: 1. Leadership style. Autocratic leaders who demand obedience impede the creative process and open exchange that encourages creativity.

2. Flexible structure. Less centralized and less hierarchical structures allow for free flow of ideas.

3. Open organizational culture. Being creative and seeking novel solutions is more likely in a culture that values change and constructive deviance rather than tradition and conformity.

4. Questioning attitude. Leaders can encourage and inspire followers to question assumptions and norms and look for novel alternatives instead of rewarding agreement and obedience.

5. Tolerating mistakes. By encouraging experimentation, tolerating, and even rewarding some mistakes, the leader can send a strong message about the importance of taking risks.

Medium; LO4; AACSB: Reflective Thinking 136.

Explain the concept of “cooperative exploration.”

Answer: Cooperative exploration requires individuals to consider a problem by taking different positions and perspectives.

Easy; LO4 137.

Discuss the concept of a “learning organization” according to Peter Senge.

Answer: Learning organizations are organizations in which people continually expand their capacity to create, where innovation and cooperation are nurtured, and where knowledge is transferred throughout the organization. Such an organization learns and creates faster than others, and this ability becomes a major factor in its survival and success. Learning organizations do not simply manage change; their goal is to become a place where creativity, flexibility, adaptation, and learning are integral parts of the culture and everyday processes.

Easy; LO4

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Chapter 10: Developing Leaders Multiple Choice Questions 1. In 2009, large U.S. companies spent over a. b. c. d.

on employee learning development.

$25 billion $50 billion $75 billion $125 billion

Answer: d Easy; LO1 2. All are essential questions to be considered in creating leadership development programs except: a. b. c. d.

How do people learn?

How do you influence others for personal gain?

What are the key elements of developing leaders?

What are the best methods for creating long-term behavioral change?

Answer: b; Medium; LO1 3.

is an ongoing, dynamic, long-term change or evolution that occurs because of various learning experiences. a. b. c. d.

Development Training Education Curriculum

Answer: a; Easy; LO1 4.

is defined as the ‘expansion of a person’s capacity to be effective in leadership roles and processes.’ a. b. c. d.

Leader education Leader training Leadership seminar Leader development

Answer: d; Easy; LO1 5. Whereas is the expansion of a person’s capacity to be effective in leadership roles, on an organization’s capacity to get the work done through its many leaders.

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focuses

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a. b. c. d.

leadership development; leader development leader development; leadership development leadership education; leader development leader education; leadership training

Answer: b; Medium; LO1 6. Managerial, leader, leadership, and executive development differ in terms of their focus on the . a. b. c. d.

and

the person or organization; level or rank in the organization blue or white collar; degree of customization the person or team; level or rank in the organization the person or organization; degree of customization

Answer: d; Easy; LO1 7. Managerial and supervisory development primarily focuses on: a. b. c. d.

conducting performance appraisals taking care of employees recruitment and hiring processes coordinating employee disciplinary procedures

Answer: b; Medium; LO1 8.

is individually focused, taking a more holistic approach to increase self-awareness and provide skills. a. b. c. d.

Executive development Leader development Leadership development Supervisory and managerial development

Answer: b; Easy; LO1 9.

focuses on education and teaching participants the skills to effectively conduct the day-to-day activities of the individual’s role in the organization. a. b. c. d.

Executive development Leader development Leadership development Supervisory and managerial development

Answer: d; Easy;

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LO1 10.

targets developing leadership for the organization and frequently highly individualized in nature. a. b. c. d.

Executive development Leader development Leadership development Supervisory and managerial development

Answer: a; Easy; LO1 11.

involves a relatively permanent increase or change in behavior, knowledge, or skill that comes about because of some experience. a. b. c. d.

Education Development Learning Training

Answer: c; Easy; LO 12. Whereas a. b. c. d.

addresses the content of the change,

addresses the process.

learning; development development; learning education; learning development; education

Answer: a; Medium; LO1 13. A willingness to learn requires both: a. b. c. d.

motivation and readiness motivation and education readiness and education readiness and development

Answer: a; Medium; LO1

14. After several years of making service calls, Joydeep’s performance consistently has been below average. He is not responsive to customers’ needs. Comments from customers indicate Joydeep is uninterested in his work. Sundar, Joydeep’s supervisor, approaches him to participate in a newly Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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created leader development program offered by the organization. Joydeep is not enthusiastic about participating in the program. Which aspect of the core of learning best describes Joydeep? a. b. c. d.

inability to learn ineffective organizational culture insufficient development experiences lack of motivation to learn

Answer: d; Challenging; LO; AACSB: Reflective Thinking 15. All of the following elements make up the core of learning except: a. b. c. d.

willingness to learn ability to learn organizational culture basic knowledge

Answer: d; Easy; LO1 16. Rachel has recently been promoted to ‘team leader’ in the production department. Part of her job is to build models of the mechanical parts her team will use during the next shift. She is frustrated by her below-standard performance. She has asked for help and has observed others doing the task, but still she is slowing down production. This example reflects: a. b. c. d.

lack of a willingness to learn inability to learn ineffective organizational culture insufficient development experiences

Answer: b; Challenging; LO1; AACSB: Reflective Thinking 17. Whechien was recently hired as a floor manager of a local home garden center. During his first month as manager, he participated in 80 hours of orientation training to become familiar with the policies and procedures of the organization. Which element of the core of learning best represents this example? a. b. c. d.

willingness to learn ability to learn effective informal support sufficient development experiences

Answer: d; Challenging; LO1; AACSB: Reflective Thinking

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18. Southwest Airlines focuses on developing leadership in others and provides opportunities to learn from mistakes. When an employee makes a mistake, supervisors may commonly ask the question; “What will you do differently next time?” Which core element of learning best represented Southwest Airlines? a. b. c. d.

willingness to learn ability to learn supportive organizational culture sufficient development experiences

Answer: c; Challenging; LO1; AACSB: Reflective Thinking 19.

refers to leader development programs that focus on information about content of leadership and fundamental concepts such as communication, feedback, and contingent rewards. a. b. c. d.

Basic knowledge Personal growth Skill development Creativity

Answer: a; Easy; LO1 20.

programs focus on self-awareness and understanding of strengths and weakness as well as getting in touch with personal values. a. b. c. d.

Basic knowledge Personal growth Skill development Creativity

Answer: b; Easy; LO1 21.

focuses on the application of knowledge which included topics such as planning, goal setting, and monitoring. a. b. c. d.

Basic knowledge Personal growth Skill development Creativity

Answer: c; Easy; LO1 22.

development programs focus on expanding abilities to think in novel and innovative ways. a. Basic knowledge Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. Personal growth c. Skill development d. Creativity Answer: d; Easy; LO1 23. All of the following are criteria for effective leader development programs except: a. b. c. d.

assessment job advancement individual awareness feedback and follow-up

Answer: b; Easy; LO2 24.

provide(s) participants with information about their strengths, weaknesses, and information about where they stand in regards to the goals of the leadership program. a. b. c. d.

Assessment Opportunity for practice Feedback and follow-up Support from the organization

Answer: a; Easy; LO2 25. Agilent spends considerable resources gauging its top 100 leaders through a comprehensive program whereby leaders are evaluated on business results, capabilities, and potential. Which criteria for effective leader training is best represented in this example? a. b. c. d.

assessment opportunity for practice motivation job advancement

Answer: a; Medium; LO2; AACSB: Reflective Thinking 26. When using the criteria for leader training, participants must be alerted to the need for change and specific areas they should address so that they are ready to change. a. b. c. d.

assessment individual awareness opportunity for practice challenging experience

Answer: b; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO2 27. Being assigned a new task or job rotation are both examples of which criterion for leader training programs? a. b. c. d.

Assessment Individual awareness Rich and challenging experiences Job advancement

Answer: c; Medium; LO2; AACSB: Reflective Thinking 28. Anne Mulcahy, CEO of Xerox, believes that her ability to handle criticism has been essential to her success. The criteria Anne might likely use as a measure for effective leader training program is: a. b. c. d.

Assessment Individual awareness Challenging experiences Feedback and follow-up

Answer: d; Challenging; LO2; AACSB: Reflective Thinking 29. Which criteria for effective development relate to the culture of the organization? a. b. c. d.

fit and integration assessment opportunity for practice feedback

Answer: a; Medium; LO2 30. L’Oreal’s CEO, Jean-Paul Agon, recommends students “to choose a job that is really exciting, a job that makes them want to get up from their beds every morning and feel happy about going to work.”

If Jean-Paul created a leader development program, based on this comment, which criteria would he likely use? a. b. c. d.

assessment opportunity for practice fit feedback

Answer: c; Challenging; LO2; AACSB: Reflective Thinking

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31. Linking any training program to the organization’s strategy and the individuals’ jobs is an example of this element of effective training: a. b. c. d.

assessment integration individual awareness feedback

Answer: b; Challenging; LO2; 32. Leader development programs that provide parallel learning environments and address different learning styles offer: a. b. c. d.

a combination of tools and methods appropriate assessment and follow-up clearly stated objectives integrated assessment

Answer: a; Medium; LO2 33. All of the following are guidelines for self-awareness training except: a. b. c. d.

clarifying one’s values support from the organization seeking new experiences seeking feedback

Answer: b; Medium; LO3 34.

refers to the process of personal reflection and getting feedback from others. a. b. c. d.

Values clarification Assessment Learning Double-loop learning

Answer: d; Medium; LO3 35. Which personality trait is most likely related to one’s ability to seek and accept feedback? a. b. c. d.

external locus of control openness to experience emotional stability high Machiavellian

Answer: b; Medium; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO3 36. Self-awareness is a limited method for leader development because it only provides leaders with: a. b. c. d.

rich developmental experience individual awareness opportunity for practice support from the organization

Answer: b; Medium; LO3 37. Coaching is a strong method for leader development because it provides leaders with all of the following opportunities except: a. b. c. d.

opportunity for practice feedback on new learning fit and integration rich developmental experience

Answer: d; Medium; LO3 38. Developmental experiences can be achieved in all of the following ways except: a. b. c. d.

international experience working with a difficult employee rotating to a similar job working with a new project team that is unfamiliar

Answer: c; Medium; LO3 39. The U.S. Army uses a method for leader and leadership development known as: a. b. c. d.

Be, Do, Know Know, Do, Be Be, Know, Do Know, Be, Do

Answer: c; Medium; LO3

40.

refers to the component of the U.S. Army’s leadership development model that focuses on selfawareness through clarification of core values such as loyalty, duty, respect, and personal courage. a. Do b. Know Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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c. Be d. Try Answer: c; Easy; LO3 41. The component of the U.S. Army model of leadership development that focuses on knowledge and skills in specific content areas such as technical and interpersonal skills is know as: a. b. c. d.

Do Know Be Try

Answer: b; Easy; LO3 42.

satisfies nearly all criteria for effective development. a. b. c. d.

Coaching Experience Mentoring Self-awareness

Answer: b; Medium; LO3 43. The only potential weakness for real experience in leader development criteria is , which can be easily built in through formal programs or use of existing organizational performance tools. a. b. c. d.

individual awareness feedback on new learning opportunity for practice assessment

Answer: d; Medium; LO3 44. Sally, vice president of human resources, wants to create a development program that will have the greatest likelihood for success in developing necessary knowledge, skills, and abilities among the organization’s newly hired managers. If she selected one type of method for leader development that meets the most criteria for these effective programs, which should she select? a. b. c. d.

experience coaching feedback intensive programs outdoor challenges

Answer: a; Medium; LO3; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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AACSB: Reflective Thinking 45. Whereas involves providing individualized and constructive feedback on someone’s performance while focusing on future improvement, provides individualized attention with a feedback and future orientation, but tends to be less task specific. a. b. c. d.

mentoring; coaching a feedback intensive program; mentoring coaching; mentoring a feedback intensive program; coaching

Answer: c; Medium; LO3 46. Coaching programs are most often used in: a. b. c. d.

executive development programs self-development programs supervisor training programs leader development programs

Answer: a; Medium; LO3 47. Coaching programs often include all of the following methods for leader development except: a. b. c. d.

opportunity for practice feedback on new learning individual awareness rich developmental experience

Answer: d; Medium; LO3 48. The primary difference in the methods often used for coaching and mentoring programs is that mentoring usually does not include: a. b. c. d.

assessment opportunity for practice support from the organization individual awareness

Answer: b; Medium; LO3 49. Which of the following are not guidelines for establishing productive mentor relationships? a. find many mentors instead of looking for one person b. find mentors from senior levels only c. use informal relationships to provide causal support Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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d. add mentors as roles and responsibilities change Answer: b; Medium; LO3 50. 360-degree feedback activities are typically part of: a. b. c. d.

coaching relationships feedback intensive programs developmental experiences self-awareness programs

Answer: b; Medium; LO3 51. All are factors that contribute to the success of 360-degree feedback programs except: a. b. c. d.

organizational buy-in confidentiality focus on behaviors combined feedback from groups

Answer: d; Medium; LO3 52. 360-degree feedback typically includes assessment of the leader from all except: a. b. c. d.

self followers peers family members

Answer: d; Medium; LO3 53. The rich data provided from multiple sources is ideally suited for providing leaders with: a. b. c. d.

meaningful experiences opportunity for practice support from organization increased awareness

Answer: d; Medium; LO3 54. Deanna is interested in creating a leader development program that will give participants a meaningful opportunity to practice their leadership skills in a real life setting. Which method of leader development should she select? a. self-awareness Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. outdoor challenges c. coaching d. feedback-intensive programs Answer: c; Challenging; LO3; AACSB: Reflective Thinking 55. Which method of leader development is least likely to be associated with ‘support from the organization’ and ‘fit and integration’? a. b. c. d.

self-awareness experience coaching and mentoring feedback intensive programs

Answer: a; Medium; LO3 56. The primary goal of classroom education is to: a. b. c. d.

transfer knowledge assess leaders’ strengths and weaknesses identify development needs provide opportunities for practice

Answer: a; Medium; LO3 57. According to 2009 study, ______ percent of U.S. corporations offered tuition assistance programs. a. b. c. d.

35 60 85 95

Answer: c; Easy; LO3 58. Ingersoll-Rand, the global industrial manufacturing company, recently created a partnership with Indiana University to offer a customized MBA program for its executives. The likely method of leader development is: a. b. c. d.

feedback intensive program classroom education outdoor challenges coaching and mentoring

Answer: b; Medium; LO3; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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AACSB: Reflective Thinking 59. Classroom education often includes all of the following except: a. b. c. d.

case studies role playing simulations multimethod feedback

Answer: d; Medium; LO3 60. If the culture values a. b. c. d.

, then leader development should focus opportunities on all employees.

egalitarianism high power distance action-orientation high communication context

Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 61. Providing feedback to leaders in high power distance cultures such as uncomfortable, improper, and perhaps even career threatening. a. b. c. d.

, would be

Denmark Saudi Arabia the United States Israel

Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments 62. Cultures that value , can focus the content of leader development and training on practical matters and hands-on training. a. b. c. d.

action-orientation high communication context tolerance for ambiguity high power distance

Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 63. Because the United States has , it is appropriate to create leader development programs with a high degree of exposure to new and challenging situations.

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a. b. c. d.

tolerance for ambiguity action-orientation high communication context low power distance

Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 64. Vlad implemented an outdoor challenge leader development program designed to provide participants with a new and exciting opportunity to expand their comfort zones and engage in challenging situations. Unfortunately, the event was not successful because he did not account for the culture of the participants. Which cultural value best explains why the event was not successful? a. b. c. d.

high context communication high collectivism tolerance for ambiguity low power distance

Answer: c; Challenging; LO4; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 65. Mohammed created a feedback intensive program whereby followers offered detailed information about leaders’ strengths and limitations. This feedback process deeply offended the leaders believing their careers were being threatened. Which cultural value did Mohammed most likely not consider as he created the program? a. b. c. d.

action-orientation high power distance individualism high context communication

Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments; AACSB: Reflective Thinking 66. The following is not a potential solution to the challenges that women and members of underrepresented groups face in leader development? a. b. c. d.

single-identity programs developmental relationships supportive networks feedback intensive programs

Answer: d; Challenging; LO4;

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AACSB: Diverse and multicultural work environments 67. Taken as a whole, there are how many factors that can support leader development? a. b. c. d.

two three four five

Answer: b; Easy; LO5 68. Effective leader development programs require all of the following factors except: a. b. c. d.

individual commitment to growth organizational commitment and resources fit between person and organization opportunities for practice

Answer: d; Easy; LO5 69. All of the following are recommendations for individuals to develop their own leader abilities informally except: a. b. c. d.

be open to new experiences seek feedback have classroom experiences observe others around

Answer: c; Medium; LO5 True/False Questions 70. One of the fundamental premises of this textbook is that leaders are born and not made. a. true b. false Answer: b; Medium; LO1 71. Leadership scholars widely agree that leaders can improve and develop their leadership skills. a. true b. false Answer: a; Medium; LO1 Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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72. ‘How people learn’ is an important consideration for individuals creating leader development activities. a. true b. false Answer: a; Medium; LO1 73. Leader development focuses on an organization’s capability to get the work done through its many leaders. a. true b. false Answer: b; Easy; LO1 74. Leadership development focuses on the individual development, whereas leader development focuses on organizational capabilities. a. true b. false Answer: b; Medium; LO1 75. Managerial, leader, leadership, and executive development differ in terms of their focus on the person or organization. a. true b. false Answer: a; Easy; LO1 76. Leader development may be either generic or customized. a. true b. false Answer: a; Easy; LO1 77. For individuals to learn, they must be willing to learn and be motivated.. a. true b. false Answer: a; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Medium; LO1 78. Lasting change requires patience and persistence. a. true b. false Answer: a; Medium; LO1 79. Few leader development programs focus on self-awareness and personal growth. a. true b. false Answer: b; Medium; LO1 80. Learning addresses the process whereas development focuses on the content of the change. a. true b. false Answer: b; Medium; LO1 81. Traditional intelligence refers to social and interpersonal skills. a. true b. false Answer: b; Easy; LO1 82. Communicating clearly, motivating followers, coaching them in their development, and learning are complex skills required to lead well. a. true b. false Answer: a; Easy; LO1 83. Learning requires consistent practice and persistence. a. true b. false Answer: a; Easy; Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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LO1 84. Tolerance of mistakes can be an important aspect of an organizational culture that supports learning. a. true b. false Answer: a; Medium; LO1 85. Personal growth and self-awareness are included in most development programs. a. true b. false Answer: a; Easy; LO1 86. Skill development programs typically help leaders understand personal strengths and weaknesses as well as get in touch with personal values, dreams, and aspirations. a. true b. false Answer: b; Medium; LO1 87. Satisfying more of the criteria for the leadership program does not make the program richer or more likely to lead to long-term change and learning. a. true b. false Answer: b; Medium; LO2 88. Assessment data can increase individual awareness. a. true b. false Answer: a; Medium; LO2 89. Participants of leader development programs must be aware of the need for change and specific areas they should address so they are ready to change. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: a; Medium; LO2 90. Leader training programs that employ the challenging experience criterion challenge participants to step outside their comfort zones and push them to experiment with skills, behavior, and approaches. a. true b. false Answer: a; Medium; LO2 91. People generally learn and perform best when they love what they do and have a passion for their work. a. true b. false Answer: a; Medium; LO2 92. Leader development programs can forego several criteria for effective training and still likely achieve long-term benefits. a. true b. false Answer: b; Medium; LO2 93. Using a combination of tools and methods addresses different styles that reinforce one another. a. true b. false Answer: a; Easy; LO2 94. Assessment and follow-up are important features that measure change and support new learning. a. true b. false Answer: a; Easy; LO2 95. Being able to seek and accept information about oneself may depend on one’s personality traits. a. true Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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b. false Answer: a; Medium; LO2 96. Self-awareness is the cornerstone of any development program and is sufficient for getting the leader to be willing to change and learn. a. true b. false Answer: b; Medium; LO3 97. Coaching is a strong method for leader development, but it rarely provides participants with rich developmental experiences. a. true b. false Answer: b; Medium; LO3 98. If self-awareness is the cornerstone of development, then experience, or developmental experience, is its core. a. true b. false Answer: a; Medium; LO3 99. Experience in actually leading others is the least effective way to develop leaders. a. true b. false Answer: b; Medium; LO3 100.

Having on the job experience is essential to leadership in almost all organizations. a. true b. false

Answer: a; Medium; LO3 101.

Real experience satisfies almost all criteria for effective development.

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a. true b. false Answer: a; Medium; LO3 102.

Whereas coaching can be informal, mentoring tends to have a more structured and formal nature. a. true b. false

Answer: b; Medium; LO3 103.

Coaching and mentoring are part of developmental relationships that can help leaders improve and grow personally and professionally. a. true b. false Answer: a; Easy; LO3 104.

Coaching can address problems in a real-life setting, but is not a good opportunity for providing feedback. a. true b. false Answer: b; Medium; LO3 105.

Informal and formal mentoring are powerful leader development tools and can lead to life-long supportive relationships. a. true b. false Answer: a; Medium; LO3 106.

One approach to mentoring is to consider learning from those who are poor rather than good role models. a. true b. false Answer: a; Medium; LO3

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107.

Some research and anecdotal accounts suggest that formal mentoring is less effective than informal mentoring. a. true b. false Answer: a; Medium; LO3 108.

The primary goal of feedback-intensive programs is to assess leaders’ strengths and weakness and to identify development needs. a. true b. false Answer: a; Medium; LO3 109.

Assessment for feedback intensive programs includes a combination of interviews, aptitude tests, and personality tests, but does not include role plays, simulations or experiential exercises. a. true b. false Answer: b; Medium; LO3 110.

The formal, official, and objective nature of multisource feedback-intensive programs enhances possible discomfort leaders experience and therefore is a good opportunity for growth and development. a. true b. false Answer: b; Medium; LO3 111.

Feedback needs to be positive if it is to provide leaders with the means of changing behaviors. a. true b. false

Answer: b; Medium; LO3 112.

Maintaining anonymity of the raters and confidentiality in the process is essential for effective 360-degree feedback programs. a. true b. false Copyright © 2015 Pearson Education, Inc. ScholarFriends.com

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Answer: a; Medium; LO3 113.

Classroom experiences typically offer only lecture and discussion opportunities. a. true b. false

Answer: b; Medium; LO3 114.

Classroom education is an efficient way to convey information and knowledge to groups of people. a. true b. false Answer: a; Easy; LO3 115.

Sports in general, whether individual or team, can be a good source of learning self-management, self-discipline, and teamwork. a. true b. false Answer: a; Medium; LO3 116.

In addition to being exhilarating and entertaining, the long-term impact of an outdoor challenge is well documented. a. true b. false Answer: b; Medium; LO3 117.

Culture impacts expectations of the learning context, the role of the facilitator, and what methods they prefer. a. true b. false Answer: a; Easy; LO4; AACSB: Diverse and multicultural work environments

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118.

Compared to the United States, many Middle Eastern participants would feel more comfortable engaging the facilitator in discussion. a. true b. false Answer: b; Challenging; LO4 AACSB: Diverse and multicultural work environments 119.

Within the United States, leader development tends to focus on conceptual and holistic understanding as well as theoretical development. a. true b. false Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments 120.

In high power distance cultures development opportunities are made available to as many people as possible and leaders may not feel comfortable about being singled out. a. true b. false Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments 121.

Western cultures typically focus on developing their employees for the long term and therefore focus on long-term results. a. true b. false Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments 122.

The most effective development methods that are used extensively in the United States rely on intensive feedback and developmental relationships. a. true b. false Answer: a; Medium; LO4

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123.

In Thailand, hearing about weaknesses and mistakes directly would be highly inappropriate. The person would be embarrassed and perceive damage to his/her ability to lead. a. true b. false Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 124.

Women and minorities often face challenges in leader development because assessment and comparison methods are based on norms that may not be culturally appropriate. a. true b. false Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 125.

All groups have the same training and development needs regardless of gender. a. true b. false

Answer: b; Challenging; LO4; AACSB: Diverse and multicultural work environments 126.

Lack of connection with powerful and significant mentors is a key reason for differences in advancement of men and women. a. true b. false Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments 127.

Women tend to outperform male counterparts on the results of 360-degree feedback. a. true b. false

Answer: a; Challenging; LO4; AACSB: Diverse and multicultural work environments

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128.

Research indicates outward-bound experiences increase both team cohesion and leader effectiveness. a. true b. false Answer: b; Medium; LO5 Short Answer/ Essay Questions 129.

Distinguish between and explain leader development and leadership development.

Answer: Leader development is defined as the “expansion of a person’s capacity to be effective in leadership roles and processes”. It focuses on the individual and involves providing leaders with the tools they need to improve their effectiveness in the various roles they play. Leadership development, although related to leader development, is different in that it focuses on an organization’s capability to get the work done through its many leaders. The differences are key as they each address different levels of development.

Easy; LO1 130.

Discuss the differences between learning and development.

Answer: Learning involves a relatively permanent increase or change in behavior, knowledge, or skill that comes about as a result of experience. For leaders to develop, they must learn new skills and behaviors. Whereas learning addresses the content of the change, development addresses the process.

Easy; LO1 131.

List and explain the elements that make up the core of learning.

Answer: See figure 10-2. The six elements are: awareness, motivation and willingness to learn, opportunity to learn, organizational culture and support, self-efficacy and experience with success, and ability and capacity to learn.

Easy; LO1 132.

Define and explain the criteria for evaluating the effectiveness of development training programs.

Answer: • • •

Clear objectives that are tied to organizational goals, the leader’s personal goals, and the current of future challenges the leader may be facing. Such objectives must be stated ahead, and a means of assessing them before and after the program must be available.

Rewards tied to learning and using the new behaviors, skills, and knowledge. Organizations must also allow for experimentation without punishing mistakes or failures, particularly while leaders are still learning.

Using a combination of tools and methods that provide parallel learning environments and address different learning styles or reinforce one another. For example, classroom education may be combined with an assessment center, coaching, and new assignments.

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•

Program assessment and follow-up that measure change and support the new learning and ensure that new behaviors, skills, and styles are not forgotten or not used when the development program is over. Learning takes practice and persistence, and such opportunities should be present outside the training session.

Medium; LO2; AACSB: Reflective Thinking 133.

Explain what is meant by “double-loop learning.”

Answer: Double-loop learning is a process involving personal reflection and getting feedback from others to develop self-awareness.

Easy; LO4 134.

IBM CEO Samuel Palmisano says that his company provides mobility assignments to thousands of employees for three to six months. 3M CEO George Buckley has refocused his company’s leadership training program to allow senior employees to stay in one job long enough to learn…and for their failures to appear. Which alternative is more beneficial to leader development, in your opinion and defend your position.

Answer: Students may see value in both programs. For leadership development, broad experiences like those in the IBM program allow employees to see the big picture. On the other hand, the 3M program is useful in that employees are able to stay long enough in one position to learn and appreciate the requirements of the job. This program may help develop self-efficacy.

Challenging; LO4; AACSB: Reflective Thinking 135.

Discuss the similarities and differences between coaching and mentoring.

Answer: Coaching involves providing individualized and constructive feedback on someone’s behavior and performance while focusing on future improvement. Mentoring provides similar individualized attention with a feedback and future orientation, but tends to be less task specific.

Easy; LO4 136.

What is an “anitmentor” and how effective is an antimentor as a source of development? Defend your opinions.

Answer: Sara Martinez Tucker suggests one approach to mentoring is to consider learning from those who are poor, rather than good, role models. Even though there is no direct mentoring relationship, there can be considerable learning from observing other leaders inside and outside your organization who behave badly. One business writer suggests that even “antimentors” are reliable and consistent and therefore can be excellent sources of development.

The downsides of antimentors may be the inability of the protégé to separate good behavior from bad behavior. Also, it may be seen as a waste of resources to spend time and energy learning what not to do.

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137.

Howard Schultz, CEO of Starbucks created a unique culture that is defined with his statement of “We’re not in the business of filling bellies. We’re in the business of filling souls.” What does he mean by that statement and how did he develop employees to be committed to that philosophy?

Answer: This statement recognizes the importance the CEO places on being a good corporate citizen and developing its employees. Taking care of people is a mantra in most companies these days, but few take it as seriously and as far as Starbucks, where all employees are included in training, skill development, and the building of a unique culture.

Challenging; LO4; AACSB: Reflective Thinking; AACSB: Ethical understanding and reasoning 138.

Some research indicates that training programs have traditionally been developed with the white and male majority of organizational leaders in mind. Given that factor, how effectively can those programs be applied for women and other minorities? Explain your opinions and provide real world examples to support your positions.

Answer: Cultural values affect how the learning process is implemented, how feedback is provided, and the setting in which learning and development can be optimized. Leader development must therefore be considered within the cultural context. For women and other minorities, these experiences may be unique. To resolve this issue, leader development should include the following: • Provide opportunity to participate in single-identity development programs that reinforce validation, provide role models and networking, and can make available relevant content to address specific concerns • Encourage developmental relationships through formal and informal organizational programs to ensure that women and minorities have access to powerful coaches and mentors who are both similar to and different from them • Support development of networks that can help women and minorities in their career development process Student examples may vary.

Medium; p. 326 LO5; AACSB: Reflective Thinking; AACSB: Diverse and multicultural work environments

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