Question 1
A point made by complexity theory is that leaders and managers
create unnecessary complexity in their organizations.
can predict accurately which strategies or product mixes will survive.
can usually stay one step ahead of environmental forces.
can do little to alter the course of the complex organizational system
Question 2
One of the definitions of leadership offered in the text deals with figuring out what is right rather than
having other people tell you what is right.
explaining what is right.
doing what is right.
duplicating what is right.
Question 3
A recommended approach for understanding the impact of leadership on performance is to ask
“Under what conditions do leaders make a difference?”
“How well liked is the leader?”
“What is the history of the firm?”
“What company policies regulate leadership?”
Question 4
The central theme of the nine dilemmas faced by leaders is
controlling costs versus spending money.
granting people the authority to act independently yet getting them aligned.
built-in conflicts between labor and management.
motivating versus satisfying employees.
Question 5
Marketing vice president Derek is engaged in the strategic planner role when he
takes a key customer to lunch.
coaches an account executive on how to close a major sale.
makes plan for enlarging the office.
looks for ideas in the outside world that could help the company.
Question 6
An effective way for a leader to collaborate with group members is to
make sure the group members get their yearly salary increases.
make all the major decisions himself or herself.
solicit input from the right group members.
make the hierarchy as steep as possible.
Question 7
The leadership irrelevance theory suggests that factors outside the leader’s control
work at cross purposes against the leader.
have a larger impact on business outcomes than does the leader.
are more relevant to group members than is the leader.
point leaders in an unethical direction.
Question 8
An advantage of being a leader noted in the leadership text is
being able to avoid the long hours typically worked by team members.
loads of overtime pay.
the opportunity to sidestep organizational politics.
a chance to help others grow and develop.
Question 9
An important application of farsightedness for executive leaders is to
study technological developments.
avoid being frustrated by the demands of group members and customers.
predict the direction of environmental forces.
memorize product information.
Question 10
Passion for the work on the part of a leader often expresses itself as a(n)
obsession for achieving company goals.
distrust of employees who are calm and relaxed.
obsession for surfing the Internet during working hours.
tendency to engage in ruthless cost cutting.
Question 11
Tenacity is considered to be an important leadership characteristic because
leaders have such limited power over group members.
it requires tenacity to keep a job during an era of downsizing.
it often takes so long to implement a new program.
leaders are so often under attack from group members.
Question 12
A systems thinker would be especially good at
exploiting short-range benefits.
understanding how the external environment influences the organization.
sizing up people.
managing his or her emotions to advantage.
Question 13
Which one of the following actions on the part of a leader would most likely contribute to a reputation of trustworthiness?
Being highly diplomatic so as not to offend anyone
Doing what she or he thinks is right in spite of the political consequences
Behaving in a manner differently than he or she expects others to behave
Making his or her behavior inconsistent with his or her intentions
Question 14
An important strength of the trait approach to leadership is that it
can help with leadership selection and development.
specifies how much of a given trait is important for leadership.
specifies which traits are needed for leadership in a given situation.
helps in analyzing the situational demands.
Question 15
Self-confidence is an important leadership characteristic
primarily among executives.
primarily among supervisors.
in almost every leadership setting.
for male leaders more than for female leaders.
Question 16
A key part of a leader having humility is to
insult the group performance, including that of your own.
put group members in the limelight, rather than oneself.
make forecasts about the group not making standards.
ask the group to lead itself so he or she can do analytical work.
Question 17
Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her?
Get people to develop a short-term perspective.
Help people understand the need for change.
Commit people to slightly better than average performance.
Get people to think in terms of self-interest.
Question 18
A major concern about charismatic leadership is that
there are not enough job openings for all the charismatic leaders.
charismatic leaders are not really so effective.
group members sometimes follow a charismatic leader down an unethical path.
charismatic leaders place unreasonable expectations on group members.
Question 19
A synthesis of studies about transformational leadership and performance found that this type of leadership
was positively associated with a group of criteria.
was negatively associated with a group of criteria.
was less effective than laissez-fire leadership.
was good for performance but not satisfaction.
Question 20
A transactional leader in contrast to a transformational one is more likely to
inspire group members with a compelling vision.
help group members reach self-fulfillment.
emphasize the growth of group members.
emphasize rewards for good performance.
Question 21
To apply “management by storytelling,” the leader should
tell stories about unsuccessful competitors.
tell fascinating stories about the company to employees.
reward and punish group members based on anecdotal evidence.
evaluate morale based on anecdotal evidence.
Question 22
Max wants to develop a personal brand, so he
develops a second identity on the Internet.
attempts to wear as much clothing of the same brand as feasible.
give himself a nick name such as “Corporate Warrior Max.”
studies his basket of personal strengths.
Question 23
Charismatic leaders use visions for the important purpose of
keeping team members in line.
conducting transactions with people.
celebrating accomplishments.
inspiring group members.
Question 24
Charismatic leaders are likely to cultivate relationships with group members by means of
threats of punishment for noncompliance.
deliberately appearing manipulative and unforgiving.
revealing their true selves to others.
impression management.
Question 25
A study showed that attributions of charisma are heavily influenced by
the network to which the leader belonged.
a person’s mood at the time.
the leader’s sex, ethnicity, and race.
members of a person’s network.
