Chapter 1: Introduction: The Nature of Leadership Name ID#

1. What is the best explanation for so many different definitions of leadership? a. scholarly nitpicking b. disagreement about what should be considered leadership processes c. leadership behavior cannot be studied in a scientific way d. leadership is a very old topic 2. What is the most common element in definitions of leadership? a. leadership is an authority relationship b. leadership is the ability to make good decisions c. leadership is an attribution made by followers d. leadership is an influence process 3. Definitions of leadership a. strongly influence the design and interpretation of research b. are strongly influenced by research on unconscious processes c. reflect general agreement about the nature of leadership d. are pointless because there is no basis for verification !. What process is emphasi"ed in the definition of leadership proposed by #ukl? a. influencing followers to have complete trust in the leader b. motivating followers to do more than they initially expected c. facilitating collective efforts to accomplish shared ob$ectives d. empowering each follower to become self reliant %. &eadership effectiveness is best assessed a. by evaluations from the leader's boss b. by subordinate evaluations of the leader c. by a variety of sub$ective and ob$ective criteria d. by ob$ective indicators of group performance (. )articipative leadership is best viewed as a combination of which two approaches for studying leadership? a. trait and behavior b. power*influence and trait c. behavior and power*influence

d.

trait and situational

+. ,harismatic leadership is an example of which approach for studying leadership? a. leader traits b. leader behavior c. situational d. integrative -. Which is the least accurate statement about the outcomes of leadership actions? a. immediate and delayed outcomes are usually consistent with each other b. immediate outcomes are easier to predict than end*result outcomes c. immediate and delayed outcomes are usually interrelated in complex causal chains d. end*result outcomes are less useful as criteria of leadership effectiveness .. /ecent leadership theories such as charismatic and transformational leadership a. emphasi"e rational processes more than rational processes b. emphasi"e emotional processes more than rational processes c. describe emotional and rational processes as e0ually important d. de*emphasi"ed both rational and emotional processes 11. What level of leadership processes is emphasi"ed in most theories of effective leadership? a. intra*individual b. dyadic c. group d. organi"ational 11. 2ost leadership theories emphasi"e a. leader characteristics b. follower characteristics c. both leader and follower characteristics d. characteristics of the leadership situation 12. 3 theory that identifies the essential behaviors for any type of leader is best classified as a. descriptive and universal

b. c. d.

prescriptive and universal descriptive and situational prescriptive and situational

13. 3 theory that emphasi"es leader traits and skills as determinants of leadership behavior is best categori"ed at what level? a. individual b. dyadic c. group d. organi"ational

1!. 3 theory that explains why the most common pattern of leadership behavior in a specified situation is the most effective one would best be classified as a. descriptive b. prescriptive c. descriptive and prescriptive d. useless 1%. 3 theory that describes how changes by top management in the structure and culture of an organi"ation affect the behavior of employees is best described as a a. prescriptive theory b. hierarchical theory c. multi*level theory d. complexity theory 1.( ) 2.( ) 3.( ) 4.( ) 13.( ) 14.( ) 1 .( ) .( ) !.( ) ".( ) #.( ) $.( ) 1%.( ) 11.( ) 12.( )

Chapter 2: &ana'eria( Traits and )*i((s

1. What is the best conclusion about the traits of managers? a. a leader who is intelligent and highly motivated will be effective in any situation. b. a leader who is weak on any key trait is unlikely to be effective c. some traits improve the chance of being effective4 but their relative importance depends on the situation d. the trait approach provides no useful insights about effective leadership 2. What is the most accurate conclusion about traits and success as a manager? a. managers with a personali"ed power orientation are seldom effective b. managers with a sociali"ed power orientation are usually effective c. managers with a sociali"ed power orientation are more likely to be effective than managers with a personali"ed power orientation d. managers with strong power motivation are usually effective4 regardless of which type of orientation they have 3. 5n the study of managerial assessment at 36764 what type of skill was least useful for predicting rate of advancement twenty years later? a. technical skill

b. interpersonal skill c. cognitive skill d. administrative skill !. What was not found in the longitudinal study of managers at 3676? a. advancement was faster if a manager was given easy assignments the first few years b. advancement was faster for managers with strong oral communication skill c. advancement was faster for managers with strong ambition to advance d. advancement 21 years later was predicted by assessment scores in the first year %. Which of the following traits did 2iner find was least important for managerial success? a. desire to exercise power b. willingness to do routine administrative paperwork c. desire to compete with peers d. positive attitude toward authority figures (. /esearch at ,,& found that compared to managers who derailed in their career4 managers who continued to be successful had more a. ambition to succeed b. technical brilliance c. interpersonal skill d. self confidence +. /esearch at ,,& found that leaders who eventually derailed in their careers a. experienced a string of successes in their earlier managerial positions b. developed many cooperative relationships in their earlier positions c. had early experience in a variety of different types of managerial positions d. had experience with earlier positions that were very difficult and stressful -. 8ffective managers are least likely to have which of the following traits? a. high self confidence b. high need for affiliation c. achievement orientation d. internal locus of control orientation .. 3 very narcissistic leader is most likely to a. have empathy and concern for subordinates

b. perceive human relationships in complex terms c. become preoccupied with power and prestige d. seek ob$ective advice from subordinates and peers 11. 3 leader with a sociali"ed power concern is more likely to a. sociali"e with subordinates b. ask subordinates to attend social events c. clarify social ob$ectives for subordinates d. empower subordinates 11. What is the most important need for predicting which people become leaders? a. achievement b. affiliation c. power d. esteem 12. Which pattern of traits 9from strongest to weakest: is likely to be best for managers in large organi"ations? a. power4 affiliation4 achievement b. achievement4 power4 affiliation c. power4 achievement4 affiliation d. achievement4 affiliation4 power 13. 8ffective managers are likely to have a. technical and interpersonal skills b. technical and conceptual skills c. conceptual and interpersonal skills d. technical4 conceptual4 and interpersonal skills 1!. 5n comparison to first*line supervisors4 top executives usually need more a. interpersonal skill b. self*management skill c. technical skill d. conceptual skill 1%. Which of the following is not included in emotional intelligence? a. understanding the feelings and emotions of other people b. understanding the $ob re0uirements for other people

c. understanding how to use emotions to facilitate cognitive processes d. understanding how to cognitively manage emotions 1(. ;ocial perceptiveness and behavioral flexibility are key components of a. interpersonal awareness b. vocational intelligence c. situational awareness d. social intelligence 1+. Which conclusion best describes how ,8< skills are related to organi"ation performance? a. the most important skills are the same for all types of organi"ations b. ,8< skills are not related significantly to company performance c. the essential skills for a ,8< are the same ones that are essential for all managers d. the most important skills depend on several aspects of the situation 1-. 6he importance of different skills for effective leadership is least likely to be affected by a. the level of management b. the leader's prior experience c. the type of organi"ation d. the environmental turbulence 1.. Which attribute was described as having a curvilinear relationship to effective leadership 9it is detrimental if either very low or very high:? a. self confidence b. social intelligence c. cognitive skills d. sociali"ed power orientation 21. Which of the following was not presented as a guideline for career planning? a. seek information about your strengths and weaknesses and learn from feedback b. display strengths and hide weaknesses to build an image of superior competence c. take advantage of opportunities to develop relevant skills that are deficient d. select and empower subordinates who have strengths that complement yours 1.( ) 2.( ) 3.( ) 4.( ) .( ) !.( ) ".( ) #.( ) $.( ) 1%.( ) 11.( ) 12.( ) 13.( ) 14.( ) 1 .( ) 1!.( ) 1".( ) 1#.( ) 1$.( ) 2%.( )