Value chain.

Take Test: Quiz Chapter 1

QUESTION 1

1. A company president attends a groundbreaking ceremony for a new children's hospital located near company headquarters.  The president's role is best classified as that of:

1. Figurehead
2. Coach
3. Team Leader
4. Spokesperson

QUESTION 2

1. Leadership can be practiced

1. Only in the executive suite
2. At any level in the organization
3. Only by people shoes job titles includes “manager”
4. Only when employees are performing below standard

QUESTION 3

1. Rather than leadership being something you do to people, it is considered something you do

1. Against them
2. With them
3. After them
4. Before them

QUESTION 4

1. The leadership irrelevance theory suggests that factors outside the leader's control

1. Work at cross purposes against the leader
2. Have a large impact on business outcomes than does the leader
3. Are more relevant to group members that is the leader
4. Point leader in an unethical direction

QUESTION 5

1. A point made by complex theory is that leaders and managers

1. Create unnecessary complexity in their organization
2. Can predict accurately which strategies or product mixes will survive
3. Can usually stay one step ahead of environmental forces
4. Can do little to alter the course of the complex organizational system

QUESTION 6

1. An aspect of the coach and motivator role of the leader is to

1. Deal with outside groups
2. Display loyalty to superiors
3. Informally recognize team member achievements
4. Bargain with superiors for funds, facilitates, and equipment

QUESTION 7

1. Middle manager Sara is engaged in the team builder role when she

1. Negotiates for a large budget for the team
2. Represents her group at a company meeting
3. Holds a meeting to talk about team accomplishments
4. Helps the group solve a technical problem

QUESTION 8

1. A potential disadvantage of being a leader is

1. Losing contact with paperwork and email
2. Isolation from problems involving people
3. Having fewer people to confide in about work-related issues
4. Being out of the loop in terms of company policies

QUESTION 9

1. Leadership takes into account factors related to the leader, the persons being led and

1. Personality traits of leaders
2. Various forces in the environment
3. Personal characteristics of group members
4. Forces beyond the control of the leader

QUESTION 10

1. The modern organization is characterized by

1. A reversal of roles between leaders and followers
2. An overthrow of authority by leaders
3. Competition between leaders ad followers
4. Collaboration between leaders and followers.

Take Test: Quiz Chapter 2 

Top of Form

QUESTION 1

1. Leaders who have the "right stuff" have

1. The necessary traits and characteristics to lead effectively
2. Made the right connection to become leaders
3. Intellectual characteristics associated with effective leadership
4. Inborn charismatic behavior

QUESTION 2

1. Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of

1. Humility
2. Trustworthiness
3. Extraversion
4. Sense of humor

QUESTION 3

1. An authentic leader would most likely

1. Imitate the behavior or the company CEO
2. Engage in excessive organizational politics
3. Expect more of workers than him/herself
4. Practice his/her values consistently

QUESTION 4

1. An important part of being assertive is to

1. Not tolerate differences of opinion
2. Express feelings and opinions forthrightly
3. Behave aggressively toward people when necessary
4. Be obnoxious where necessary

QUESTION 5

1. The most effective type of humor for an organizational leader to use is directed at

1. The competition
2. Group members
3. Other departments
4. Himself or herself

QUESTION 6

1. A person with high emotional intelligence is likely to

1. Become overly enthusiastic during a meeting
2. Build strong personal bonds with people
3. Be particularly well suited for performing analytical work
4. Avoid stressful situations involving people

QUESTION 7

1. A leader with an internal locus of control

1. Is often low in self-confidence
2. Is often interpreted by group members as being weak
3. Sees environmental factors as causing most events
4. Takes responsibility for events happening

QUESTION 8

1. The achievement motive refers to

1. A desire to surpass productivity quotas
2. Finding joy in accomplishment for its own sake
3. Putting high energy into achieving work goals
4. Sustaining a high level of energy for work

QUESTION 9

1. "Knowledge of the business" as a leadership characteristic is closely related to

1. Tenacity
2. Creativity
3. Cognitive ability
4. Drive and motivation

QUESTION 10

1. Emotional intelligence tends to

1. Peak at an early career stage
2. Be closely associated with technical skill
3. Improve with experience
4. Decrease substantially during middle age

Take Test: Quiz Chapter 3 

Top of Form

QUESTION 1

1. The personalized charismatic leader uses power to

1. Further his or her own interest
2. Benefit others
3. Heal organizational wounds
4. Divinely inspire others

QUESTION 2

1. A transformational leader is one who

1. Transforms his or her style to fit the situation
2. Makes major changes in the organization
3. Changes his or her personality characteristics to meet the needs of group members
4. Moves up the corporate ladder rapidly

QUESTION 3

1. A charismatic leader will often

1. Be low key about his or her accomplishments
2. Be a low risk taker
3. Procrastinate, prod, and poke at other people
4. Challenge, prod, and poke at other people

QUESTION 4

1. A vision deals mostly with

1. A forecast of future business conditions
2. Seeing clearly what needs to be done to fix organizational problems
3. The ability to imagine different and better conditions and the way to achieve them
4. Finding creative ways to reward organizational members

QUESTION 5

1. Which one of the following is not particularly recommended as a method of formulating a vision

1. Searching out vision statement formulated by others
2. Gathering input on what might delight group members
3. Studying historical precedents
4. Using your institution about developments in your field

QUESTION 6

1. Mary is a charismatic leader. When she encounters Sam, a work associate she met once two years ago, Mary is likely to say

1. “Hello Sam, good to see you again.”
2. “Hello there, it is nice to meet somebody new.”
3. “Hello, I vaguely recall us meeting before.”
4. “Hello there buddy. Could you give me your name again?”

QUESTION 7

1. Max wants to develop a personal brand, so he

1. Develops a second identity on the internet
2. Attempts to wear as much clothing of the same brand as feasible
3. Give himself a nick name such as “Corporate Warrior Max”
4. Studies his basket of personal strengths

QUESTION 8

1. An effective vision should

1. Replace the company goals-setting system
2. Focus on day-to-day responsibilities instead of the future
3. Fulfill the dreams of the leader
4. Connect with the goals and dreams of constituents

QUESTION 9

1. A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where

1. Good results will bring him or her most publicity
2. Change is needed for the most and the potential payoff is big
3. Subordinates will be surprised
4. Promises have been broken in the past

QUESTION 10

1. A major concern about charismatic leadership is that

1. There are not enough job openings for all the charismatic leaders
2. Charismatic leaders are not really so effective
3. Group members sometimes follow a charismatic leader down an unethical path
4. Charismatic leader place unreasonable expectations on group members

Take Test: Quiz Chapter 4

Top of Form

QUESTION 1

1. In the Pygmalion effect, group members

1. Rebel against high expectations
2. Respond only to verbal signs
3. Live up to expectations set for them
4. Become uncomfortable when placed under heavy pressure

QUESTION 2

1. If hands-on guidance is carried to the extreme, it can result in

1. Team management
2. Rapid skill-development of the group member
3. Micromanagement
4. Alignment of people

QUESTION 3

1. When workers are aligned, they tend to

1. Oppose many management policies
2. Work at cross-purposes with each other
3. Follow directions without questions
4. Pull together for a higher purpose

QUESTION 4

1. An important way of inspiring people is to

1. Satisfy their lower-level needs
2. Satisfy their higher-level needs
3. Implement tight control mechanisms
4. Implement loose control mechanisms

QUESTION 5

1. A direct way of being a supportive leader is to

1. Provide considerable structure to group members
2. Give frequent encouragement and praise
3. Engage heavily in goal setting
4. Establish the right values and principles

QUESTION 6

1. The major thrust of the servant leader is to

1. Work on behalf of group members to help them achieve their goals
2. Act humble yet search for individual glory
3. Think first in terms of the stockholder
4. Place self-interest before service

QUESTION 7

1. A(n) _________type of leader is most likely to play the role of the Good Samaritan

1. Autocratic
2. Servant
3. Consensus
4. Team

QUESTION 8

1. A key part of 360-degree feedback is for leaders to

1. Receive feedback from those who work with and for them
2. Use a circular form for evaluating others
3. Receive both positive and negative feedback almost daily
4. Receive a little feedback almost every workday

QUESTION 9

1. An entrepreneurial leader is most likely to

1. Have high enthusiasm and creativity
2. Have a moderate achievement drive
3. Be calm and deliberate when an opportunity arises
4. Work smoothly within a bureaucracy

QUESTION 10

1. A study with 3,000 executives revealed that leaders who obtain the best results typically use

1. Several different styles in one week
2. The style recommended by the board
3. The style recommended by the group members
4. Whatever style matches the latest management fad

Take Test: Quiz Chapter 5 

Top of Form

QUESTION 1

1. The contingency approach to leadership explains that leaders are most effective when they

1. Plan for emergencies before they occur
2. Make their behavior contingent upon situational forces
3. Follow universal managerial principles when faced with contingencies
4. Create backup plans to deal with human resource problems

QUESTION 2

1. A contingency leadership perspective is that the leader's behavior is profoundly influenced by the

1. Leader’s personality
2. Situation
3. Leader’s rank
4. Leader’s charisma

QUESTION 3

1. The general thrust of path-goal theory is to specify what the leader must do to

1. Make a directive style of leadership acceptable
2. Achieve high productivity and morale in a given situation
3. Improve the work attitudes of group members
4. Make the situation more favorable

QUESTION 4

1. In path-goal theory, the participative leader is best suited for the morale of

1. Well-motivated employees who perform repetitive tasks
2. Wel-motivated employees who perform nonrepetitive tasks
3. Poorly-motivated employees who perform repetitive tasks
4. Poorly-motivated employees who perform nonrepetitive tasks.

QUESTION 5

1. The Situational Leadership II (SLII) model emphasizes contingency factors relating to

1. Characteristics of group members
2. Characteristics of the organization climate
3. The attitudes of the leader
4. The skills of the leader

QUESTION 6

1. The "coaching" style of leadership in the Situational Leadership Model II is described as

1. High on directing and high on supporting behaviors
2. High on directing and low on supporting behaviors
3. Low on directing and low on supporting behaviors
4. Low on directing and high on supporting behaviors

QUESTION 7

1. According to the normative decision model, when group development is a high priority, the leader

1. Emphasizes decision significance
2. Becomes less concerned with group commitment
3. Relies more on the group to make decisions
4. Relies more on himself or herself to make decisions

QUESTION 8

1. Which one of the following is the most recommended approach to leadership during a crisis?

1. Lead with compassion
2. Rely heavily on consensus leadership
3. Move group members away from their usual work routine
4. Choose circle-of-the wagons mentality

QUESTION 9

1. A key part of evidenced-based leadership or management is to

1. Keep a log of the mistakes of subordinates
2. Justify asking for an increased budget
3. Prove that your decision was the right one
4. Translate principles into practice

QUESTION 10

1. Adapting to changing times is the most important for which approach to leadership?

1. Leadership Grid
2. Charismatic
3. Trait approach
4. Contingency approach

Take Test: Quiz Chapter 6 

Top of Form

QUESTION 1

1. Ethics deals mostly with

1. Being socially responsible
2. Separating right from wrong
3. Legal versus illegal behavior
4. Professional codes of conduct

QUESTION 2

1. A principle of ethical and moral leadership is to

1. Regularly publicized moral victories
2. Maximize personal returns in business transactions
3. Pay attention to all stakeholders
4. Seek to maximize shareholder’s wealth

QUESTION 3

1. According to the idea of entitlement, some corporate executives behave unethically because they feel they are

1. Entitled to make up for a poor childhood
2. Entitled to whatever they can get away with or steal
3. Servants of an unfair system
4. Underpaid in comparison to top professional athletes and entertainers

QUESTION 4

1. An ethical screen is used primarily when facing a decision that

1. Is in opposition to the organization culture
2. Affects the majority of employees within the firm
3. Is not obviously ethical or blatantly unethical
4. Is widely recognized as criminal behavior

QUESTION 5

1. Which one of the following questions is an ethical screen that deals with the principle of reversibility?

1. How does it smell?
2. What would you tell your child, sibling, or young relative to do?
3. Who get hurr?
4. Is it fair?

QUESTION 6

1. Which one of the following is a recommended initiative for achieving an ethical and socially responsible organization?

1. Establishing severe penalties for whistleblowers
2. Encouraging employees to learn ethics most trial and error
3. Leadership by example
4. Developing informal mechanisms for dealing with ethical problems

QUESTION 7

1. When senior management provides strategic leadership for ethics,

1. Senior managers emphasized being whistleblowers
2. Making strategy is converted into ethical strategy
3. Senior manager become ethics leaders
4. The roles of stockholders and shareholders becomes reversed

QUESTION 8

1. An example of a formal mechanism for dealing with ethical problems is

QUESTION 9

1. A practical suggestion for business leaders to behave ethically is to

QUESTION 10

1. The virtuous cycle in relation to social responsibility suggests that

Bottom of Form

Take Test: Quiz Chapter 7 

Top of Form

QUESTION 1

1. The best example of personal power would be power stemming from the

1. Rewards a manager can administer
2. Relevant expertise a person brings to the job
3. Closeness to a key executive
4. Ownership stake a person has in the firm

QUESTION 2

1. Which one of the following actions or events would bring a person legitimate power?

1. Obtaining an M.B.A
2. Being well liked by an honest executive
3. Developing charisma
4. Being appointed a corporate officer

QUESTION 3

1. The two types of personal power are 

1. Reward and coercive
2. Expert and referent
3. Legitimate and expert
4. Legitimate and coercive

QUESTION 4

1. Margaret has Machiavellian tendencies, so she is likely to:

1. Attempt to avoid political tactics
2. Reach out to less fortunate people
3. Manipulate other people for her personal gain
4. Revel against Macho men in the workplace

QUESTION 5

1. As the leader shares power with others, the leader's power

1. Remains approximately the same
2. Increases
3. Multiplies in direct proportion to the number of people receiving a power share
4. Decreases

QUESTION 6

1. Two components of empowerment revealed by research are

1. Risk taking and error correction
2. Command and control
3. Competence and self-determination
4. Consideration and initiating structure

QUESTION 7

1. A recommended way of reducing disruptive politics within the work group is to:

1. Play favorites with the least political group members
2. Avoid favoritism
3. Threaten to stab in the back those who play politics excessively
4. Tightly control information on how rewards will be allocated

QUESTION 8

1. Sending thank-you notes to large numbers of people is regarded as a

1. Method of keeping informed
2. Way to make a quick showing
3. Method of controlling lines of communication
4. Basic, but effective, political technique

QUESTION 9

1. A major political blunder is to

1. Participate in dress-down days
2. Accept the first offer from top management
3. Be tactless toward influential people
4. Agree with everything the boss says in a public forum

QUESTION 10

1. A recommended strategy for minimizing office politics is to

1. Increase the competition for jobs
2. Set a good example at the top
3. Keep tighter control of information

Reward people for snitching on office politicians

Take Test: Quiz Chapter 8 

Top of Form

QUESTION 1

1. To be influential, leaders must

1. Exercise power
2. Engage in organizational politics
3. Accomplish results without using power
4. Occupy a position of power

QUESTION 2

1. Three points on the influence continuum are

1. Commitment, compliance, and resistance
2. Power, skills and outcomes
3. Manipulation, ingratiation, and submission
4. Empowerment, obedience, and concession

QUESTION 3

1. A major moderating variable in the use of rational persuasion is the

1. Age of the organization
2. Number of organizational levels
3. Age of the influence agent
4. Credibility of the influence agent

QUESTION 4

1. A recommended technique for exchanging favors is to

1. Give the other person a tight deadline for compliance
2. Give the other person as much time as is feasible to comply
3. Explain why you are worthy of receiving special treatment
4. Limit your request to one, clear-cut option

QUESTION 5

1. The purpose of forming a coalition is to

1. Ingratiate yourself with other people
2. Combine your power with that of others
3. Impress others by the number of people in your network
4. Legitimize your request

QUESTION 6

1. A particularly useful information technology tool for a hands-on leader is a(n)

1. MP3 player
2. iPod
3. Fax machine
4. BlackBerry or other personal digital assistant

QUESTION 7

1. Joking or kidding is often used as an influence tactic when

1. Dealing with under motivated people
2. Being direct might be interpreted as being too harsh
3. Dealing with people of higher rank
4. A person wants to be unusually ethical and straightforward

QUESTION 8

1. To bring about organization change effectively, an executive is best advised to

QUESTION 9

1. When group members are trusted, the leader is more likely to use

QUESTION 10

1. According to implicit leadership theories, an example of a leadership anti-prototype would be

1. Intelligence
2. Charisma
3. Tyranny
4. Femininity

...