MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 129) the following is NOT true about leadership? A) Leadership Leadership is naturall naturall stronger in so!e people than than in others" #) Leadership Leadership occurs in in a group" group" $) Leadership Leadership in%ol%es !o%e!ent !o%e!ent toward a goal or goals" &) Leadership in%ol%es in'uence" () Leadership Leadership is a process" process" Answer
Which of 131)
1 3 *) the the fol follo lowi wing ng is NOT NOT a +ues +uesti tion on orga organi ni,a ,ati tion ons s nee need d to to con consi side derr abo about ut lead leader ersh ship ip? ? A) -ow can an organi,ation organi,ation ac+uire ac+uire good leadership? #) $an ou tell if a candidate has leadership leadership potential potential when ou hire the person? person? $) -ow are leading and !anaging !anaging related. and can e!ploees e!ploees do both? &) $an ou de%elop leadership in e!ploees who are alread with the organi,ation? organi,ation? () Which leadership leadership approach approach does this /ob candidate candidate use? Answer
Which of 132) 132)
1 3 1) the following is a 0e dierence between leading and !anaging? A) Leadership Leadership focuses on change while !anage!ent !anage!ent focuses on results" #) Leadership Leadership focuses on process while !anage!ent !anage!ent focuses on product" $) Leadership Leadership focuses on theor while !anage!ent focuses focuses on logistics" &) Leadership Leadership focuses on results while !anage!ent focuses on organi,ation" () Leadership Leadership focuses on action action while !anage!ent !anage!ent focuses on planning" Answer
Which of 133)
132) According to ohn 3otter. 3otter. what acti%ities are leaders in%ol%ed with that !anagers are NOT in%ol%ed with?
134)
A) deciding what what needs to to be done #) budgeting for the depart!ent depart!ent $) !oti%ating e!ploees &) wor0ing with other people people to i!ple!ent plans () proble! sol%ing on a dail basis Answer 133) An organi,ation that has beco!e o%erl concerned with rules and order and has lost its i ts %ision is an e5a!ple of
136)
A) an organi,ation organi,ation with !anage!ent !anage!ent but no leadership #) an organi,ation organi,ation with !oti%ation !oti%ation but no !anage!ent !anage!ent $) an organi,ation organi,ation with leadership leadership but no !oti%ation &) an organi,ation organi,ation with !anage!ent but no i!ple!entation () an organi,ation organi,ation with leadership leadership but no !anage!ent !anage!ent Answer 134) otter hpothesi,ed that we need !ore leadership now than in the past because 137) A) there are are !ore hu!ans now than there were in the past. so we need !ore leaders leaders #) people ha%e less capacit capacit for processing infor!ation infor!ation these das $) the !ore things change. the !ore leadership leadership is re+uired re+uired &) technolog is too co!plicated to be na%igated b e!ploees without !anagers !anagers to help the! 1
() people were !ore self 8dir 8directed ected in general in pre%ious pre%ious generations Answer 136) Three sur%es were conducted conducted as0ing respondents respondents fro! co!panies +uestions +uestions about !anage!ent and leadership" All of the following were cited as proble!s b the !a/orit of the respondents (9$(:T
13;)
A) The co!pan had too few people people with both !anage!ent and leadership leadership s0ills" s0ills" #) Their #) Their co!panies did not do a good good /ob of hiring and retaining retaining people with leadership potential"
$) A !a/orit of their sales !anagers were were not !eeting e5pectations" e5pectations" &) The &) The co!pan had too !an !an people with !anage!ent !anage!ent s0ills but too few people with leadership s0ills" () The () The co!pan had enough enough people with leadership s0ills but not enough with !anage!ent s0ills"
Answer 137) following is a practice of a leader. NOT a !anager? A) creating predictabilit #) pro%iding pro%iding direction direction and %ision %ision $) !a0ing budgets and and plans &) sol%ing proble!s () organi,ing organi,ing and and sta=ng Answer
Which of the 13<)
13;) following are considered leadership beha%iors ($(:T A) >oti%ating e!ploees e!ploees to o%erco!e obstacles to e5cellence e5cellence #) Organi,ing Organi,ing and creating structures structures that strea!line strea!line wor0 $) #ringing people people into align!ent align!ent toward co!!on co!!on goals &) $reating $reating change in an organi,ation or group () :ro%iding :ro%iding direction direction to an organi,ation organi,ation or group group Answer
All of the 139)
2
13<) Which of the following e5presses the relationship between a leader and a !anager in a well 8functioning organi,ation? A) The A) The leader and !anager wor0 together together to !a0e sure sure that the organi,ation organi,ation has both forward !otion and an e=cient sste!" #) The #) The leader and !anager wor0 in di1erent di1erent positions in the organi,ational organi,ational hierarch. so the rarel interact" $) The $) The leader and !anager wor0 as a tea!. tea!. both pro%iding %ision %ision and direction to their e!ploees" &) The &) The leader and !anager di%ide up the the e!ploees so that each can wor0 with followers who understand their characteristics and stle best"
14*)
() The leader directs directs the !anager. and the !anager perfor!s perfor!s the tas0s assigned b the leader" Answer 1 3 9) last centur. the approaches to studing leadership ha%e been largel A) changing. fro! a beha%ioral %iew to a liberational %iew to a trait 8based 8based %iew #) static. with with a beha%ioral beha%ioral %iew $) static. with with a !i5ture !i5ture of %iews &) changing. fro! a beha%ioral %iew to a trait 8based 8based %iew to a situational %iew () changing. fro! trait 8bas 8based ed %iews to beha%ioral %iews to de%elop!ental %iews Answer
O%er the 141)
1 4 *) >an Theor of Leadership hpothesi,es that A) the great leaders leaders were were !ore focused on people than on production production #) onl certain historic historic leaders had the true traits traits of leadership
The reat 142)
$) great leaders patterned the!sel%es after the leaders who ca!e before the!. so !odern people who wish to be leaders should pattern the!sel%es after great leaders of the past &) b identifing the traits of great leaders we can predict who will be a leader because the ha%e those traits () b obser%ing the great leaders we can co!pile a list of traits and wor0 on teaching those traits to potential le aders
Answer 1 4 1) Which of the foll followi owing. ng. if if true. true. would would be the the best best e%iden e%idence ce agai agains nstt the tra trait it appr approac oach h to lead leaders ership hip? ? 143) 143) A) @ailures ailures in leadership can lead to proble!s in e%er aspect aspect of a co!pans operations" operations" #) (%en the best leaders need the support of the organi,ation in order to acco!plish their goals" goals" $) The $) The +ualities associated with successful leadership in (uropean (uropean businesses are are di1erent fro! those in Asian businesses" &) $oncern for people and concern about results can con'ict. forcing a leader to choose one at the e5pense of the other" other" () Throughou () Throughoutt histor. leaders ha%e consistentl de!onstrated greater greater intelligence. insight. responsibilit. and persistence"
Answer 1 4 2) 8analsis !ade which de%elop!ent in the stud of leadership possible? A) showing that a leader in one situation situation !a not be a leader in another #) isolating studies studies to separate out the results results for the !ost i!portant one
3
>eta 144)
$) obser%ing the changes a leader needed needed to !a0e to beco!e a reat >an &) introducing introducing the concepts of focus on people and focus on results results () co!paring results results of !an studies to for!ulate for!ulate better theories theories about leadership traits Answer ( 143) Which of the following caused a resurgence of the trait theor of leadership. originall popular at the beginning of the 2*th centur?
146)
A) a solidiBcation solidiBcation of the list list of traits #) an increase increase in intelligence and sociabilit sociabilit in the general population $) the inclusion of !ore leaders leaders on the list of Creat >enC >enC &) a debate o%er which traits are !ore !ore i!portant than the others () the de%elop de%elop!ent !ent of !eta !eta 8analsi 8analsis s Answer An swer 1 4 4) the following traits does NO NOT ha ha%e a positi%e re relationship to to leadership? A) intellig intelligence ence #) sociabil sociabilit it $) artis artistr tr &) intellig intelligence ence () deter!ination Answer
Which of 147)
1 4 6) can recogni,ing the traits of leadership help an organi,ation?
Dn what wa 14;)
A) An organi,ation can create a bench!ar0ing process which allows the! to tall leadership traits for each of their e!ploees" #) An organi,ation can co!pare the list of traits of leadership in their ho!e countr with lists of traits of leadership fro! other countries the do business with to be able to understand those cultures and facilitate relationships between the co!panies" $) An organi,ation can in%estigate their !anagers and Bre those w ho do not ha%e the traits of leadership" &) An organi,ation can loo0 for those traits in the inter%iew process and hire candidates with the traits of leadership" () An organi,ation can as0 their !anagers to !a0e a list of their characteristics and co!pare the! to the list of traits of leadership"
Answer 1 4 7) resear researcher chers s who identiBe identiBed d considera consideration tion beha%i beha%ior or and initia initiating ting struct structure ure found found that that A) leaders who displaed low le%els of both were !ore li0el to ha%e been pro!oted fro! within the co!pan #) con'ict in the wor0place could be resol%ed !ore easil when leaders engaged in higher le%els of consideration beha%ior
$) the di!ensions di!ensions were independent independent of each other other &) leaders who had lower le%els of consideration beha%ior were !ore highl regarded b their e!ploees
() a high le%el of one correlate correlated d to a high le%el of the other Answer 14;) Dnitiating structure is a di!ension of leadership that focuses on acco!plishing tas0s" Which of the following f ollowing is NOT an ele!ent of initiating structure?
4
The 14<)
A) pro%iding !aterials !aterials and ser%ices necessar necessar to co!plete tas0s #) staing staing on schedule schedule $) focusing e!ploees e!ploees on their their tas0s &) gi%ing directions directions to e!ploees e!ploees () encouraging e!ploees Answer
5
149)
14<) Eesearchers Eesearchers into the beha%ioral approach ha%e disco%ered that leaders fro! highl producti%e wor0 groups super%ise their e!ploees at the
16*)
A) producti production on le%el #) e!ploee e!ploee le%e le%ell $) initiati initiating ng le%el &) group group le%el le%el () indi%idu indi%idual al le%el le%el Answer 149) A leader who is concerned pri!aril with e!ploees and shows little concern for results is at which area of the Leadership rid?
161)
A) Authorit 8$o!plia 8$o!pliance nce >anage!ent #) >iddle of the the Eoad Eoad >anage!ent >anage!ent $) D!po%erished >anage!ent &) $ountr $lub $lub >anage!ent >anage!ent () T () Tea! ea! >anage!ent >anage!ent Answer 1 6 *) the following is characteristic of Authorit 8$o!pliance >anage!ent? A) high concern for results. results. high concern concern for people #) !ediu! concern concern for results. !ediu! !ediu! concern for people $) low concern for results. results. high concern concern for people &) low concern for results. results. low concern concern for people () high concern for for results. results. low concern concern for people Answer
Which of 162)
1 6 1) Which of the fo following is is a %alid cr criticis! of of th the be beha%ioral ap approaches to to le leadership? 163) A) Too !uch concern for people o%er production can lead to la5 standards standards in an organi,ation" organi,ation" #) The beha%ioral approaches approaches re/ect the trait approach without pro%iding pro%iding an alternati%e" alternati%e" $) The $) The theories are not bac0ed bac0ed up b e!pirical proof that that certain leadership stles are !ore e1ecti%e than others are"
&) An e!phasis on production o%er people obscures -E proble!s until the are serious" () Dt is di=cult to Bnd e5a!ples of leaders who ha%e concern for people and concern for production at the sa!e ti!e"
Answer 162) What is the !ain di1erence between @red @iedlers @iedlers contingenc theor of leadership and -erse and #lanchards Fituational Leader !odel? A) The A) The contingenc theor was popular popular before !eta 8anal 8analsis sis allowed analsis analsis of !ultiple studies. while the Fituational Leader !odel !a0es use of !ultiple a%enues of stud" #) The #) The contingenc theor has been dispro%en dispro%en b research research studies. while the Fituational Leader !odel has been e!piricall pro%en" $) The $) The contingenc theor assu!es assu!es that the leaders stle doesnt change. while the Fituational Leader !odel assu!es that a leader can adapt his or her stle to the situation" &) The &) The contingenc theor assu!es assu!es that stle is 'e5ible. while the Fituational Leader !odel assu!es that stle is B5ed and unchangeable"
6
() T () T h e c o n t i n g e n c
theor does not allow for e5ternal in'uences on the leaders. while the Fituational Leader !odel ta0es into account the things that in'uence leaders fro! outside their organi,ations"
Answer
7
164)
163) All of the following are beha%iors leaders can choose to enact. depending on the situation. according to -erse and #lanchards Fituational Leader !odel (9$(:T (9$(:T
166)
A) Fupportin Fupporting g #) $oachi $oaching ng $) &elegat &elegating ing &) &irecti &irecting ng () D!ple!enting Answer 164) A leader who spends !ost of her ti!e co!!unicating with the public about the co!pan and interacting with her e!ploees to ensure that the ha%e what the need to do their /obs. but who does not engage in planning of acti%ities or e!ploee goals is engaging in which of the Fituational Leader stles of leadership?
167)
A) Fupportin Fupporting g #) &elegat &elegating ing $) $oachi $oaching ng &) D!ple!en D!ple!enting ting () &irecting Answer 166) The Fituational Leader Leader is a popular training progra!" progra!" -owe%er. there are so!e %alid criti+ues of the approach" Which of the following is one of the!? A) Dt is not actuall possible to de%elop leaders fro! those who do not ha%e the personalit traits necessar for leadership"
16;)
#) There is no e%idence that in i n 8group 8group e5changes e5changes are !ore beneBcial than out 8group 8group e5changes" $) Leaders Leaders !a not actuall be able to deter!ine deter!ine the le%el of de%elop!ent de%elop!ent of those the lead" &) Eesearchers Eesearchers ha%e not been able to replicate the results of the initial studies the progra! is based on"
() @ollowers @ollowers !a not be able to follow the progra! as written. written. which reduces reduces its eecti%eness" Answer 167) What is the essential idea of the situational approach to leadership? 16<) A) Dn order to lead eecti%el. eecti%el. a leader has to de%elop de%elop a strong stle" #) There is no one best stle. stle. and a good leader adapts to the de!ands de!ands of the situation" $) A leader can adapt a situation situation to !a0e better use of the leaders leaders set of strengths" &) The &) The essence of leadership is !aintaining strong strong leadership beha%ior e%en in the !idst of chaos" () Leaders ha%e di1erent strengths. and di1erent leaders will be better than others in certain situations"
Answer
2 9
16;) Which of the following is the focus of both the leader 8!e!ber e5change theor and the transfor!ational leadership theor? A) the relationships between leaders at di1erent organi,ations and sharing their e5periences to transfor! their followers #) the relationships between di1erent group !e!bers and using those relationships to de%elop leadership traits $) the relationships between leader and group !e!bers and fostering group !e!bers to ta0e on !ore shared leadership roles
169)
&) the transfor!ation transfor!ation fro! follower to leader through acti%e !entoring () the transfor!ation fro! trait 8based approaches to leadership to situational 8based approaches to leadership
Answer 16<) Dn leader 8!e!ber e5change GL>9) theor. what is the di1erence between in 8group 17*) e5changes and out 8group e5changes? A) Dn 8grou 8group p e5changes strengthen the relationship between leader and follower. while out 8grou 8group p e5changes consist of the leader gi%ing orders and the follower carring the! out with no bond between the!" #) Dn 8group e5changes de%elop the classic leadership traits. while out 8group e5changes focus on leadership beha%ior" $) Dn 8group e5changes ta0e place in person in the wor0place. while out 8group e5changes ta0e place either in a non 8wor0 setting or re!otel b telephone or electronic co!!unication" &) Dn 8grou 8group p e5changes enforce loalt of the follower to the leader. while w hile out 8group e5changes allow for loalt to de%elop !ore naturall b fostering independence in the follower" follower" () Dn 8group e5changes consist of interactions between three or !ore !e!bers of the group. while out 8group e5changes consist of interactions between onl two !e!bers of the group"
Answer
171)
169) The approach that that sas that leaders should ha%e as !an !an in 8grou 8group p relationships and as few out 8grou 8group p relationships as possible with followers is
A) situational leadership #) ser%ant leadership $) contingenc theor &) Le%el 6 leadership leadership () leadersh leadership ip !a0ing !a0ing Answer
172)
17*) Fo!e leadership approaches ha%e captured the i!agination of the general public and are thought of as being Cself 8help" 8help"CC &espite their general popularit. these approaches
A) also ha%e acceptance acceptance in the business business co!!unit co!!unit #) ha%e been pro%en repeatedl repeatedl through controlled research research studies $) are onl useful useful for sol%ing speciBc. personal personal proble!s proble!s &) cannot be understood easil easil b the general public public () are not statisticall statisticall %alid %alid and are are hpothesis onl Answer
3 0
171) $o%es principle 8centered leadership !odel e!phasi,es A) focusing our actions on our goals goals and on de%eloping the people around around ou #) pro%iding concrete concrete goals and re+uire!ents re+uire!ents Brst. then gi%ing followers support support $) collecting a %ariet of e5periences e5periences to aid in the application of leadership s0ills &) !aintaining !aintaining a cal!. centered centered attitude e%en while under pressure () following the eight steps in order. order. as written Answer
Fte%en 173)
172) leadership !odel belie%es that leaders should ser%e their followers so that A) the leader sets sets an e5a!ple e5a!ple for the followers followers #) the leader leader !aintains !aintains hu!ilit hu!ilit $) the followers and leaders leaders can switch positions positions &) the followers can understand understand wh the leaders are in authorit positions positions () the followers can can de%elop the traits traits necessar necessar for leadership Answer
The ser%ant 174)
173) leadership !odel has inspired co!panies and uni%ersit progra!s A) to follow the teachings teachings of esus $hrist $hrist #) to use transfor!ation transfor!ational al leadership leadership $) to !a0e ser%ice ser%ice to others part part of their wor0 and and focus &) to as0 e5ecuti%es e5ecuti%es and professors to ser%e e!ploees e!ploees and students () to de%elop their leadership leadership traits Answer
The ser%ant 176)
174) (thics can go hand 8in 8hand with high sales nu!bers" Which of the following would NOT be an ethical leadership principle?
177)
A) Falespeople Falespeople should treat others as as the would li0e to be treated" treated" #) T #) To o start the relationship o1 on the right foot. salespeople should should alwas tell custo!ers the truth"
$) The core of the salespersons relationship relationship with custo!ers custo!ers should be trust and respect" &) The &) The corporations dut is to its shareholders. shareholders. so e!ploees should prioriti,e the good of the co!pan o%er custo!er ser%ice" () $o!!unication is critical to a good selling relationship. so ti!e should be spent listening as well as spea0ing"
Answer 176) A sales !anager who was pro!oted because she was able to wor0 well in a group situation is now de%eloping the abilit to put her e!ploees in the right situations and gi%e the! the support s upport and direction to achie%e their +uotas each !onth" Which le%el is the !anager at. according to the Le%el 6 leadership !odel?
A) Le%el 1 8-ighl 8-ighl $apable $apable Dndi%idual #) Le%el 2 8$ontributing Tea! >e!ber $) Le%el 3 8$o!petent 8$o!petent >anager >anager &) Le%el 4 8(ecti%e Leader Leader () Le%el Le%el 6 8(5ecuti% 8(5ecuti%e e Answer
3 1
17;)
177) Which of the following is NOT a challenge cited b sales e5ecuti%es? 17<) A) !oti%ating and !aintaining !aintaining sales sales tea!s #) hiring good e!ploees $) !aintaining !aintaining their own le%el of sales production while leading and !anaging !anaging their tea!s &) integrating technological technological ad%ances into the sales depart!ent () le%eling the the plaing plaing Beld for wo!en Answer 17;) Wh would sales e5ecuti%es be concerned with !a0ing sure the co!pans sales force is di%ersiBed?
A) The challenges of !anaging e!ploees e!ploees re!otel is alle%iated alle%iated b ha%ing a di%erse sales force" #) $usto!ers are a di%erse group. g roup. so ha%ing a sales force that !atches the! will help the co!pan understand and sell to custo!ers" $) >an co!panies conduct wor0shops and se!inars on di%ersit to !a0e sure that e!ploees can wor0 together while accepting each others di1erences"
&) $o!panies need to co!pl with federal regulations regulations about di%ersit in the wor0place" () -a%ing a di%erse sales force helps sales e5ecuti%e a%oid !a0ing ethical !ista0es resulting fro! ha%ing a ho!ogeneous group"
Answer
179)
17<) !a/orit of the challenges sales e5ecuti%es ha%e to face ha%e to do with A) !anaging production #) !anaging people $) !anaging wo!en &) !anaging technolog () !anag !anage e et et ethics Answer
The 1 ; *)