BAM 550 all 100 question 100

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BAM550 all 100 question (100/100)

Leadership

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)

1. Which of the following statements is incorrect?

The idea of “one-man leadership” is a contradiction in terms

Leadership is a social influence process shared among all members of a group

Followers are part of the leadership process

Leadership is restricted to the influence exerted by someone in a particular role

2. Among the following, ideal followers are more likely to be perceived as

Independent

Forward-looking

Inspiring

Innovative

3. Which of the following statements about “common sense” is false?

Effective leadership must be something more than just common sense

What seems obvious after you know the results and what you would have predicted beforehand are not the same thing

One of the challenges of understanding leadership is to know when common sense applies and when it does not

The term “common sense” implies practical knowledge about life that most people have not yet acquired

4. Which of the following statements is false?

One needs nothing more than common sense to be a good leader

Leaders need to recognize that others’ views are useful

Leaders need to recognize when times change and a new direction is called for

One of the challenges of understanding leadership is to know when common sense applies and when it does not

5. Being a leader is either in one’s genes or not. Which of the following statement is true?

Innate factors more than formative experiences influence leadership

Leadership is either innate or acquired, not both

Typically most individuals can be categorized based on their innate qualities as leaders and non-leaders

Each person can make the most of leadership opportunities he or she faces

6. Identify a myth associated with leadership development.

Good leadership is knowing when common sense applies and when it does not

Good leaders are born with the traits and abilities, which make them successful leaders

You can only learn leadership by observing it

Learning to be a better leader depends on the richness of one’s experience and the ability and desire to learn

7. Which of the following is not a common myth about leadership development?

Good leadership is all common sense

Leaders are born, not made

Leadership can only be taught

You can only learn leadership from experience

8. The change in organizational practices can be attributed to

Appointing women to leadership positions, which is a departure from past practices

The fact that womens’ attitudes have become similar to those of men

Womens’ self-reports of traits such as assertiveness

Legislation prohibiting gender-based discrimination at work

9. A trend toward less stereotypically masculine characterizations of leadership is representative of the fact that

Leadership roles have changed

Women themselves have changed

Organizational practices have changed

Culture has changed

10. Encouraging innovation, growth and development and redefined tasks and responsibilities best describes a

Leader

Manager

Manager in a later stage of development

Leader-manager integrated role

11. Leaders

Tend to accept the definitions of situations presented to them

Encourage growth and development in their followers in ways broader than mere job training

Emphasize routinization and control of followers’ behavior

Motivate followers more with extrinsic, even contractual consequences, both positive and negative

12. Leaders

Work hard for cooperation

Give clear direction

Give overlapping and ambiguous assignments

Focus on control and results

13. Leaders, as compared to managers, tend to assess their followers’ performance

Less in terms of personal criteria

More in terms of specific criteria

Less in terms of holistic criteria

More in terms of idiosyncratic criteria

14. Leaders redefine the parameters of tasks and responsibilities, both for individual followers and for the entire group by all the following ways except

Taking a short-term perspective

Actively change the situations they are in

Through accentuating critical values

By marshaling energy to cope with some new threat

15. Which of the following statements concerning the manager’s role in manager-follower-situation interactions is true?

Managers tend to reject the definitions of situations presented to them

Managers tend to assign broader rather than narrower tasks for followers to perform

Managers assess their followers’ performance in terms of fairly general job descri ptions

Managers make sure followers conform to policies or procedures

16. The most commonly cited developmental challenge mentioned by managers, which while adding to personal pressure, also contributed to professional growth are

Travel requirements

The responsibility of meeting deadlines

Tasks with the possibility of success and failure

Putting in longer hours at work

17. Successful executives mention all of the following as negative feelings while describing how they feel while working through potent developmental experiences except feeling:

Uncertain

Overwhelmed

Fearful

Challenged

18. In the process of “learning to learn from experience”, people operating in the stabilizing period must

Overcome the caution generated by ongoing success

Overcome the tension of challenging what they do not know how to do

Attempt at learning a new set of responses and strategies

Let go of short-term expectations in favor of more long-term learning

19. The content of leadership programs at the university-level

Gives subordinates feedback about their progress

Provides a survey of the major leadership findings

Focuses on strategic planning

Focuses on how to train subordinates

20. __ consist of descriptions of various leadership situations and are used as a vehicle for leadership discussions.

Simulations

Role playing

Case studies

Games

2l. What is the advantage of role playing as a leadership concept?

Individualized feedback to students through leadership behavior ratings

Depict the challenges commonly faced in the work environment

Used as a vehicle for leadership discussions

Greater transferabiIity to the workplace

22. Improving interpersonal, oral-communication and written-communication skills are a part of leadership training programs for

Mid-level managers

First-level supervisors

Colleges or universities

Maintenance personnel

23. This technique wherein participants are given a limited amount of time prioritize and respond to a number of notes, is particularly useful in assessing and improving a manager’s planning and time management skills.

Simulations

Role playing

In-basket exercises

Case studies

24. In leaderless group discussions, facilitators and observers rate participants, which are used to provide managers with feedback about their

Supervisory skills

Interpersonal skills

Planning skills

Time management skills

25. These represent the most sophisticated and expensive method for assessing leadership potential.

Internet measures

Structured interviews

Paper-and-pencil measures

Assessment centers

26. What is the purpose of modern-day assessment centers?

To select officers for the military

To assess, identify and develop leadership potential

To select civil servants for the government

To select special agents and spies

27. What is the first step in improving the bench strength of the leaders within an organization?

To promote the right people

To cultivate employee loyalty

To be up-to-date with the latest developments in technology

To evaluate and reward its leaders

28. How can one differentiate between successful and unsuccessful leaders?

By the attributes of their followers

By the attributes they possess

By the productivity of their followers

By the behaviors they exhibit

29. What is a disadvantage of judging the effectiveness of a leader based on the subordinates’ ratings?

Results are due to factors beyond leaders’ control

There may be no links between ratings and unit performance

Raters’ unwillingness to provide tough feedback

Raters are unaware of true performance

30. What is the advantage of judging the effectiveness of a leader based on superiors’ ratings?

Multiple raters

Subject of leaders’ behaviors

Frequently used

Actual results

3l. Oftentimes these individuals are given lower performance appraisal ratings because superiors do not want them to get promoted.

Cheerleaders

Results only managers

I n name on Iy managers

Competent managers

32. This phenomenon is becoming more prevalent as organizations move toward virtual teams or increase the number of people anyone superior may supervise.

Superiors may be largely unaware or unfamiliar with a target leader’s performance

Superiors do not take the time to provide accurate performance appraisal ratings

Superiors have difficulty dealing with conflict

Superiors would rather give average ratings than deal with the emotions associated with unflattering ratings

33. An in-depth examination of a leader’s behavior in a particular set of circumstances is a(n)

Case study

Correlational study

Experiment

Nomothetic study

34. A politician’s advisor explains how demographic changes in the politician’s district make it important for the politician to spend relatively more time in the district seeing constituents than she has needed to in the recent past. This is an example of

Ingratiation

An inspirational appeal

A consultation

A rational persuasion

35. When a minister makes an impassioned plea to members of his congregation about the good works which could be accomplished if a proposed addition to the church were built, he is

Making a personal appeal

Making an inspirational appeal

Making a rational persuasion

Using ingratiation

36. This occurs when agents ask targets to participate in planning an activity.

Rational persuasion

Ingratiation

Consultation

Personal appeal

37. A salesperson’s good-natured or flattering banter with you before you make a decision about purchasing a product exemplifies

Rational persuasion

Consultation

Personal appeal

Ingratiation

38. Coalition tactics

Are used when agents seek the aid of others to influence the target

Occur when agents ask targets to participate in planning an activity

Occur when the agent attempts to get you in a good mood before making a request

Are used when agents ask another to do a favor out of friendship

39. __ occur when agents make requests based on their position or authority.

Pressure tactics

Legitimizing tactics

Exchanges

Coalition tactics

40. A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a “sword hanging over your head” if he breaks the law again is using

Legitimizing tactics

Coalition tactics

Pressure tactics

Rational persuasion

41. Leaders who have only coercive or legitimate power may be able to use only __ to influence followers.

Coalition tactics

Inspirational appeals

Consultations

Ingratiation

42. People typically use legitimizing or pressure tactics when

They are at a disadvantage

An influencer has the upper hand

They expect resistance

Parties are relatively equal in power

43. One of the predictions for what the __ generation might look like as its members move through their 20s is that they will develop community norms based on rules, standards and personal responsibility.

Boomer

Xer

Nexter

Veteran

44. Moral reasoning refers to

The process leaders use to make decisions about values and ethics

The espoused values of individuals

The morality of individuals per se

The process leaders use to make decisions about ethical and unethical behaviors

45. In the pre-conventional level of moral development, the criteria for moral behavior

Are based primarily on self -interest

Are based primarily on gaining others’ approval

Are based on universal, abstract principles

Are based primarily on behaving conventionally

46. What do leaders with strong recognition values value the most?

Achievement

Fame

Meeting new people

Moral rules

47. Leaders with strong __ values enjoy competition, being seen as influential and drive hard to make an impact.

Recognition

Altruistic

Power

Hedonism

48. Film directors, musical conductors or marketing leaders are examples of leaders with strong

Affiliation values

Power values

Security values

Aesthetics values

49. Leaders with these values are motivated by pleasure, variety and excitement and can often be found in the entertainment, hospitality, recreation, sports, sales or travel industries.

Tradition

Hedonism

Altruistic

Affiliation

50. This is not an organizational level of leadership in the principle-centered leadership approach.

Managerial

Personal

Cultural

Interpersonal

5l. Leaders and followers who possess higher levels of this type of intelligence tend to be quick learners and have the ability to make accurate deductions, assumptions and inferences with relatively unfamiliar information.

Analytic intelligence

Practical intelligence

Creative intelligence

Social intelligence