(Test Bank) Leadership Enhancing the Lessons of Experience

Hughes, 10

Business

Test Bank

10th Edition

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Test Bank for Leadership Enhancing the Lessons of Experience, The downloadable file consists of 372 pages, and the total size of the file is 2.39 MB. Purchase now only for highly discounted price.

Author(s): Hughes

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Study Note Preview

Version 1 1 CHAPTER 1 1) Discuss how leadership is both an art and a science. 2) Explain and illustrate the rational and emotional aspects of leadership. 3) Compare and contrast leadership and management. 4) What are the advantages of formally studying leadership? What role do real-life experiences play in formal studies of leadership? Version 1 2 5) Compare and contrast leadership and followership. 6) Briefly discuss Rosener's concept of interactive leadership and explain its development. 7) How does the situation variable affect leadership? How does a leader's job differ in simple and complex situations? 8) How does a leader's history with an organization affect leadership effectiveness? Explain how the way in which leadership status was achieved impacts effectiveness. Version 1 3 9) Identify and describe the five basic styles of followership as suggested by Robert Kelley. 10) What trends have contributed to the changing nature of the leader-follower relationship in organizations? How do these trends enable followers to take on leadership roles? 11) According to leadership researchers, leadership A) is an interpersonal relation in which others comply because they want to. B) is the study of leaders independent of the people they interact with. C) postulates that leaders administer rather than innovate. D) requires that leaders accept the status quo. 12) Which of the following definitions of leadership is fairly comprehensive and helpful?Version 1 4 A) actions that focus resources to create desirable opportunities B) the process by which an agent induces a subordinate to behave in a desired manner C) directing and coordinating the work of group members D) the process of influencing an organized group toward accomplishing its goals 13) A key reason behind using the phrase "desirable opportunities" in a definition of leadership was precisely to distinguish between leadership and A) tyranny. B) management. C) followership. D) situation. 14) Which of the following words is most often associated with the word "management"? A) dynamism B) risk taking C) efficiency D) creativity 15) Leadership is most associated with words like A) consistency. B) planning. C) control. D) vision. Version 1 5 16) Which of the following is a conventional distinction between managers and leaders? A) Managers administer, while leaders innovate. B) Managers challenge the status quo, while leaders accept it. C) Managers inspire, while leaders control. D) Managers originate, while leaders imitate. 17) The interactional framework for analyzing leadership includes A) followers, leaders, and situations. B) individuals, groups, and organizations. C) individual followers, groups, and leaders. D) first-level supervisors, mid-level managers, and top-level leaders. 18) What is Hollander's approach to leadership called? A) participative approach B) transformational approach C) charismatic approach D) transactional approach 19) According to Robert Kelley's basic styles of followership, _____ are the "yes people" of organizations and are very active at doing their organization's work. A) pragmatist followers B) conformist followers C) alienated followers D) exemplary followers Version 1 6 20) According to Robert Kelley's basic styles of followership, which of the following statements is true about pragmatist followers? A) They are mediocre performers. B) They usually point out all the negative aspects of their organization to others. C) They are the "yes people" of their organization. D) They apply their talents for the benefit of their organization. 21) According to Robert Kelley's basic styles of followership, who among the following presents a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors? A) alienated followers B) conformist followers C) pragmatist followers D) exemplary followers 22) Craig, a marketing manager at HeliZone Inc., rarely takes initiative or suggests new ideas during project meetings. He does his work half-heartedly and needs to be guided by his manager on a regular basis. According to Robert Kelley's basic styles of followership, Craig most likely is a(n) A) passive follower. B) alienated follower. C) conformist follower. D) pragmatist follower. 23) Identify a true statement about passive followers in the context of Robert Kelley's basic styles of followership.Version 1 7 A) They are the "yes people" of organizations. B) They are highly likely to become experts in mastering the bureaucratic rules that can be used to protect them. C) They require constant direction because they lack initiative and a sense of responsibility. D) They are often seen as cynical, negative, and adversarial by leaders. 24) Unlike the role approach, the constructionist approach A) stresses that a person's awareness of being judged by stereotypes has a deleterious impact on performance. B) views leadership as combined acts of leading and following by different individuals. C) emphasizes that leaders have more influence with out-group followers than with in-group followers. D) states that female candidates are unable to deliver when an organization's performance is declining. 25) Most early research on leadership was based on the assumption that leadership is a general personal trait expressed independently of the situation in which the leadership is manifested. This view is commonly known as A) the interactional framework. B) the role approach. C) the heroic theory. D) the glass ceiling effect. 26) In the context of the interactional framework, ideal followers are most likely to be described asVersion 1 8 A) cooperative. B) forward-looking. C) inspiring. D) innovative. 27) In a classic study of sex roles, Schein A) evidenced the fact that being a woman and being a manager are contradictory. B) found a high correlation between the ways both male and female respondents perceived "females" and "managers." C) demonstrated how bias in sex-role stereotypes created problems for women moving up through managerial roles. D) found no correlation between the ways respondents perceived "males" and "managers." 28) Which of the following is a phenomenon that refers to situations in which people feel themselves at risk of being judged by others holding negative images about them? A) the in-group B) the stereotype threat C) the glass cliff D) the role approach 29) Which of the following statements is true of women in leadership positions?Version 1 9 A) Women's commitment to their organizations was less guarded than that of their male counterparts. B) Women were less likely than men to be willing to take career risks. C) Women were less analytical and forceful than men. D) Women had significantly lower well-being scores than men. 30) In survey research by Judith Rosener that identified several differences in how men and women described their leadership experiences, it was found that A) men's trust in each other tended to decrease more than women when work situations became more professionally risky. B) men described their influence in terms of personal characteristics like charisma and interpersonal skill. C) women helped subordinates develop commitment to broader goals than their own self-interest. D) women influenced others primarily through their organizational position and authority. 31) Leadership is a complex phenomenon involving the leader, the followers, and the situation. ⊚ true ⊚ false 32) Successful managers spend a lot of their time in organizational socializing and politicking. ⊚ true ⊚ false Version 1 10 33) Some managers are likely to be effective leaders without ever having taken a course or training program in leadership. ⊚ true ⊚ false 34) Good leadership is all about calculation, planning, and following a checklist. ⊚ true ⊚ false 35) The mere presence of a group can cause people to act differently than when they are alone. ⊚ true ⊚ false 36) Leaders have a short-term view, whereas managers have a long-term view in management. ⊚ true ⊚ false 37) Leaders tend to ask questions pertaining to the "how" and "when" of situations, whereas managers tend to ask questions pertaining to the "what" and "why" of things. ⊚ true ⊚ false 38) One needs only common sense to be a good leader.Version 1 11 ⊚ true ⊚ false 39) Formal study and learning from experience are mutually exclusive when developing leadership skills. ⊚ true ⊚ false 40) Because followers are often at the levels where many organizational problems occur, they can give leaders relevant information so that good solutions are implemented. ⊚ true ⊚ false 41) Leaders have considerably more influence with in-group followers than with out-group followers. ⊚ true ⊚ false 42) Out-group subordinates are distinguished from in-group subordinates by their high degree of loyalty, commitment, and trust felt toward their leader. ⊚ true ⊚ false 43) When followers have a say in the selection or election of a leader, they are likely to have low expectations and make few demands. ⊚ true ⊚ false Version 1 12 44) According to Robert Kelley, the best followers are self-starters who take initiative for themselves. ⊚ true ⊚ false 45) According to Robert Kelley, alienated followers habitually point out all the negative aspects of an organization to others and leaders often see them as adversarial. ⊚ true ⊚ false 46) Pragmatist followers see themselves as mavericks who have a healthy skepticism of their organization. ⊚ true ⊚ false 47) Unlike the constructionist approach, the role approach believes that leadership is co-created through acts of leading and following, whoever may be performing those acts. ⊚ true ⊚ false 48) Research indicates that men tend to view leadership as an exchange with subordinates for services rendered. ⊚ true ⊚ false Version 1 13 49) The glass cliff refers to the finding that female candidates for an executive position are more likely to be hired than equally qualified male candidates when an organization's performance is declining. ⊚ true ⊚ false 50) Hubristic leaders ignore the advice and criticism of others, almost drunk with their power and unconditional positive self-regard. ⊚ true ⊚ false Version 1 14 Answer Key Test name: Chap 01_10e_Hughes 1) Saying leadership is both a science and an art emphasizes the subject of leadership as a field of scholarly inquiry, as well as certain aspects of the practice of leadership. The scope of the science of leadership is reflected in a number of studies cited in an authoritative reference work. However, being an expert on leadership research is neither necessary nor sufficient for being a good leader. Some managers may be effective leaders without ever having taken a course in leadership, and some scholars in the field of leadership may be relatively poor leaders themselves. Nonetheless, knowing something about leadership research is relevant to leadership effectiveness. Scholarship may not be a prerequisite for leadership effectiveness, but understanding some of the major research findings can help individuals better analyze situations using a variety of perspectives. That, in turn, can give leaders insight about how to be more effective. Even so, because skills in analyzing and responding to situations vary greatly across leaders, leadership will always remain partly an art as well as a science.Version 1 15 2) Leadership involves both the rational and emotional sides of human experience. Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion. It would be undesirable to have leaders who only respond to all situations with logical and emotionless predictability. Good leadership is more than just calculation and planning, or following a checklist. People are both rational and emotional, so leaders can use rational techniques and emotional appeals to influence followers, but they must also weigh the rational and emotional consequences of their actions. Good leadership also involves touching others' feelings; emotions play an important role in leadership, too. One example is the civil rights movement of the 1960s. It was a movement based on emotions as well as on principles. Dr. Martin Luther King Jr. inspired many people to action; he touched people's hearts as well as their minds.