Chapter 1: The Nature and Importance of Leadership
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Q1) The concept of leadership as a partnership concerns legal aspects of relationships.
A)True
B)False
Answer: False
Q2) The interpretation of the formula L = f ( l,gm,s) presented in the basic framework for understanding leadership is that leadership is partially a function of:
A) gross marketing share.
B) group members.
C) gross national product.
D) satisfactions of the leader's boss.
Answer: B
Q3) A major part of the strategic planning role of leaders is to help the firm deal effectively with its internal environment.
A)True
B)False
Answer: False
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Chapter 2: Traits Motives and Characteristics of Leaders
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Q1) Research about emotional intelligence suggests that leadership is much more controlled by heredity than by environment.
A)True
B)False
Answer: False
Q2) Leaders who have the "right stuff" have:
A) the necessary traits and characteristics to lead effectively.
B) made the right connections to become leaders.
C) intellectual characteristics associated with effective leadership.
D) inborn charismatic behaviors.
Answer: A
Q3) According to one authority cited in the leadership text, humility adds value to leadership.
A)True
B)False
Answer: True
Q4) A key part of being an authentic leader is to be passionate about your purpose.
A)True
B)False
Answer: True
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Chapter 3: Charismatic and Transformational Leadership
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Q1) Max wants to develop a personal brand, so he
A) develops a second identity on the Internet.
B) attempts to wear as much clothing of the same brand as feasible.
C) give himself a nick name such as "Corporate Warrior Max."
D) studies his basket of personal strengths.
Answer: D
Q2) A synthesis of studies about transformational leadership and performance found that this type of leadership
A) was positively associated with a group of criteria.
B) was negatively associated with a group of criteria.
C) was less effective than laissez-fire leadership.
D) was good for performance but not satisfaction.
Answer: A
Q3) Which one of the following is not particularly recommended as a method of formulating a vision?
A) Searching out vision statements formulated by others
B) Gathering input on what might delight group members
C) Studying historical precedents
D) Using your intuition about developments in your field
Answer: C
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Chapter 4: Leadership Behaviors Attitudes and Styles
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Q1) It is noteworthy to recognize that it is easier to develop or modify traits than to develop behaviors.
A)True
B)False
Q2) Which of the following leaders reflect the key aspects of servant leadership?
A) James is driven by the desire to satisfy his needs of acquiring power and prestige.
B) Roger attempts to impose his solutions to problems faced by his team members.
C) Julia conveys to her group members to keep their emotions at bay at their workplace.
D) Angelina focuses on what is feasible to accomplish despite being very idealistic in nature.
Q3) A problem noted with the leader providing too much hands-on guidance is that it can lead to poor delegation.
A)True B)False
Q4) A perform-or-perish culture calls for more of a consensus style of leadership.
A)True
B)False
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Chapter 5: Contingency and Situational Leadership
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Q1) A suggestion to the leader based on path-goal theory is for the leader to:
A) give people careful instructions, even when they can perform the task well.
B) encourage group members to provide their own structure.
C) purposely make ambiguous the path between goal attainment and receiving a reward.
D) reduce frustrating barriers to reaching goals.
Q2) Which one of the following is the most recommended approach to leadership during a crisis?
A) Lead with compassion.
B) Rely heavily on consensus leadership.
C) Move group members away from their usual work routine.
D) Choose a circle-the-wagons mentality.
Q3) Which of the following is true of a delegating decision making style?
A) The leader works behind the screen.
B) The leader makes decisions for the group.
C) The leader directly intervenes in group deliberations.
D) The leader sells his decisions.
Q4) An example of a situational force in leadership is group member characteristics.
A)True
B)False
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Chapter 6: Leadership Ethics and Social Responsibility
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Q1) Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by:
A) showing concern for stakeholders.
B) rationalizing.
C) empathizing.
D) exercising his rights as a senior executive.
Q2) According to the idea of entitlement, some corporate executives behave unethically because they feel they are:
A) entitled to make up for a poor childhood.
B) entitled to whatever they can get away with or steal.
C) servants of an unfair system.
D) underpaid in comparison to top professional athletes and entertainers.
Q3) A recent development in corporate philanthropy is for corporate leaders to demand:
A) a good return on investment, in terms of social impact.
B) that the institutions receiving the money become good customers.
C) that all recipients of their generosity believe in capitalism.
D) respect and recognition from all recipients.
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Chapter 7: Power Politics and Leadership
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Q1) According to the Law of Reciprocity (as it relates to organizational politics),:
A) hard work pays off in the long run.
B) everybody expects to be paid back.
C) workers who are wronged seek revenge.
D) leaders get even with disloyal group members.
Q2) After creating a false catastrophe, a particularly devious political player:
A) apologizes and admits his or her falsehood.
B) claims to have resolved the problem.
C) openly laughs at management for believing the story.
D) asks another department to solve the problem.
Q3) When a floor manager empowers this team members, his power:
A) multiplies in direct proportion to the number of people receiving a power share. B) increases.
C) remains approximately the same.
D) decreases.
Q4) The major outcomes of the perception of politics are less commitment to the organization and a stronger intention to quit the company.
A)True
B)False
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Chapter 8: Influence Tactics of Leaders
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Q1) Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the following options is most likely to be true?
A) Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes.
B) Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes.
C) Both Adrian's and Joseph's traits are considered prototypes.
D) Both Adrian's and Joseph's traits are considered antipeototypes.
Q2) Oscar engages in debasement when he tells the person he is trying to influence :
A) "You are well dressed today."
B) "Scientific evidence suggests that my position is correct."
C) "How important is your paycheck to you?"
D) "I may not be well informed, but here is my opinion."
Q3) An inspirational appeal is more likely to be effective when the influence agent:
A) pushes hard for his or her own agenda.
B) involves the workers in the change process.
C) disguises what he or she is attempting to accomplish.
D) mixes the inspirational appeal with a touch of Machiavellianism.
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Chapter 9: Developing Teamwork
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Q1) A goal contained within a team mission statement should be:
A) incongruent with organizational objectives.
B) congruent with organizational objectives.
C) at a higher level than an organizational objective.
D) at a lower level than an organizational objective.
Q2) Who among the following is an example of an external leader?
A) A leader who manages the activities of a team without being a member of it
B) A leader who represents a team after being elected by the teammates
C) A leader who is not supported by the team members by majority votes
D) A leader who fails to deliver, irrespective of being chosen by majority votes
Q3) A major reservation about outdoor training is that:
A) participants do not take it seriously.
B) in the corporate world, teams change frequently.
C) a few participants find it repellent.
D) it encourages physical combativeness.
Q4) In open-book management, workers are given information about the company's finances and strategy.
A)True
B)False
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Chapter 10: Motivation and Coaching Skills
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Q1) The most effective goals, according to goal theory, are those that encourage a worker to "do his or her best."
A)True B)False
Q2) Giving recognition for a job well done is useful in satisfying a worker's desire to feel proud.
A)True B)False
Q3) Which of the following is true of the motivational use of recognition and praise?
A) Motivation has to be linked to corporate values to minimize its impact.
B) It is important that the meritorious behavior is kept confidential within the team.
C) It is important to praise so that the emploees are set against each other.
D) An individual's preference for the type of praise should be taken into account.
Q4) Feedback of a general nature is most effective in bringing about improvements in performance.
A)True B)False
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Chapter 11: Creativity Innovation and Leadership
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Q1) Seeing opportunities is an important part of entrepreneurial leadership.
A)True
B)False
Q2) A particularly robust strategy for enhancing creativity in an organization is to:
A) promote convergent thinking among employees .
B) provide limited flexibility for generating ideas.
C) discourage risk taking.
D) hire people who are already creative.
Q3) Work groups tend to be more creative when group members support each other, and the group is diverse in a number of ways.
A)True
B)False
Q4) A creative person within an organization is typically a conformist.
A)True
B)False
Q5) A recommendation for managing creative workers is to provide them with a minimum amount of structure.
A)True
B)False
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Chapter 12: Communication and Conflict Resolution Skills
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Q1) A communication strategy that can make people appear powerful is:
A) being short in verbal presentations.
B) boldly attacking people.
C) emphasizing self-deprecation.
D) knowing exactly what they want.
Q2) A challenge for the leader who wants to listen carefully to subordinates is that most people speak much faster than they can listen.
A)True
B)False
Q3) The true object of negotiation is to:
A) first make a lower offer than you are willing to pay.
B) make a higher demand than you are willing to accept.
C) satisfy the underlying interests of both sides.
D) focus on positions, rather than interests.
Q4) Front-loading communication messages involves:
A) placing key ideas at the beginning of a conversation.
B) sprinkling business talk with jargon.
C) appealing to the self-interest of people.
D) emphasizing indirect talk rather than direct talk.
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Chapter 13: Strategic Leadership and Knowledge Management
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Q1) The business strategy of acquisition is often used to acquire new technology that a firm needs to broaden its product line.
A)True
B)False
Q2) When a company is founded, a major strategic task of the founder is to:
A) begin hiring the necessary workers.
B) get all the legal work done.
C) obtain funds for the company.
D) define the purpose of the company.
Q3) Desmond Inc., a high-end automobile company, aims to develop the firm into one that consistently endeavors to create new knowledge and innovations. To gain more insights into this strategy, the CEO approaches the regional marketing head of the company to ask for his advice. If you were the marketing head, what advice would you provide to the CEO?
Q4) Asking what-if questions is part of formulating strategies.
A)True
B)False
Q5) Strategic leadership is more concerned with goal setting than with inspiration. A)True B)False
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Chapter 14: International and Culturally Diverse Aspects of Leadership
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Q1) A major challenge in providing leadership to cross-cultural teams is that the team members may:
A) in most part be looking for a transfer to the United States.
B) not be willing to work in different time zones.
C) refuse to cooperate with a foreigner.
D) have different attitudes toward hierarchy and authority.
Q2) A strong performance orientation is a strong cultural value, as indicated by a study of German middle managers.
A)True
B)False
Q3) A study found that when executives on overseas assignments had low emotional intelligence, they often:
A) were highly successful.
B) failed in their assignments.
C) demanded a permanent assignment.
D) demanded to return to a home-based assignment quickly.
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Chapter 15: Leadership Development and Succession
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Q1) Samson has been the CEO of his company for the past six years. His tenure has almost come to an end, and he will be retiring in a few years. Currently, his major concern is to identify a budding leader who would take up his role after him. Samson has already identified Max as his potential successor. However, succession management goes far beyond succession planning. If Max were to be the next CEO, what steps would Samson have taken pertaining to succession management?
Q2) Which of the following is a major disadvantage of having an outsider hired for a leadership position?
A) The outsider does not understand the industry or how to bring about change in the company.
B) The outsider does not clearly see the need for a radical change.
C) The outsider may have several political ties that prevent him or her from making personal shifts.
D) The outsider is more likely to fire his or her successors from within the company.
Q3) Education is concerned with the immediate application of knowledge.
A)True
B)False
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