Effective leaders and effective followers are:

a. people with different traits

b. people with different behaviors

c. the same people, playing different roles at different times

d. the same people, playing the same role at the same time

Effective leaders and effective followers are: 

c. the same people, playing different roles at different times

Managers and leaders are different because:

a. managers learn a set of skills for planning, organizing, directing, and controlling

b. leaders must find the capacity to help create a vision of what the organization can be

c. leadership calls for caring about and engaging the whole employee

d. managers mantain stability while leaders promote change

Managers and leaders are different because:

d. managers mantain stability while leaders promote change

The theory of a leader who puts others' needs and interests above his own is called:

a. transformational leadership

b. charismatic leadership

c. servant leadership

d. transactional leadership

The theory of a leader who puts others' needs and interests above his own is called:

c. servant leadership

Contingency approaches can best be described as:

a. leadership styles that seek to delineate the characteristics of situations

b. leadership styles appropriate for all one situations

c. leadership traits or behaviors that can improve the performance in all situations

d. none of the above

Contingency approaches can best be described as:

a. leadership styles that seek to delineate the characteristics of situations

_____________ is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment.

A person with an internal locus of control: 

a. believes that luck is the key to success

b. feels that there is little control over events

c. places primary responsibility on outside forces

d. believes they are "masters of their own fate"

A person with an internal locus of control: 

d. believes they are "masters of their own fate"

Security, a comfortable life, and good health are examples of: 

a. end values or terminal values

b. feelings

c. attitudes

d. instrumental values

Security, a comfortable life, and good health are examples of: 

a. end values or terminal values

___________ are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior.

The process people use to make sense out of their surroundings by selecting, organizing, and interpreting information is called: 

a. perception

b. judging

c. instrumental values

d. traits

The process people use to make sense out of their surroundings by selecting, organizing, and interpreting information is called: 

a. perception

______________ refers to how a person perceives, processes, interprets, and uses information

Cognitive Style

____________ are theories people hold about specific systems in the world and their expected behavior

Assumptions can be dangerous because:

a. people tend to accept them as "truth"

b. they can not be changed

c. they can be changed

d. people lack self-management

Assumptions can be dangerous because:

a. people tend to accept them as "truth"

Independent thinking means:

a. seeing patterns in the organizational whole instead of just the parts

b. having deep-seated assumptions, beliefs, blind spots, biases, and prejudices

c. having a personal vision

d. questioning assumptions and interpreting data according to one's own beliefs

Independent thinking means:

d. questioning assumptions and interpreting data according to one's own beliefs

Mindful leaders:

a. follow the rules of others

b. blindly accept rules created by others

c. stimulate the thinking of others

d. let others do the thinking

Mindful leaders:

c. stimulate the thinking of others

_________ is the ability to see the synergy of the whole rather than separate elements of a system and to learn to reinforce whole system patterns.

_____________ is a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others.

A key component of leadership is: 

a. being emotionally connected to others

b. understanding how emotions affect working relationships

c. both being emottionally connected to others and understanding how emotions affect working relationships

d. regarding assumptions as truth

A key component of leadership is: 

c. both being emottionally connected to others and understanding how emotions affect working relationships

Self-awareness refers to:

a. the ability to connect to others

b. the ability to put oneself in some else's shoes

c. being conscious of your own emotions

d. the ability to be hopeful and optimistic 

Self-awareness refers to:

c. being conscious of your own emotions

The actions that make leaders go wrong include all EXCEPT:

a. breaching agreements

b. neglecting follower development

c. excessively promoting self-interest

d. taking responsibility

The actions that make leaders go wrong include all EXCEPT:

d. taking responsibility

An ___________ leader possesses humility, maintains concern for the greater good, fulfills commitments, strives for fairness, serves others, and shows courage.

Moral leadership is about all EXCEPT:

a. distinguishing right from wrong

b. taking away from others to enhance onself

c. reward ethical conduct

d. seeking the just and the honest in practice

Moral leadership is about all EXCEPT:

b. taking away from others to enhance onself

Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership is called _______________.

Servant leadership can best be described as the belief that:

a. leaders are deeply accountable to others

b. employee participation should be increased through teams

c. self-interest should be replaced by serving the needs of others

d. power, purpose, and privilege reside with those at the top of the organization

Servant leadership can best be described as the belief that:

c. self-interest should be replaced by serving the needs of others

____________ is the ability to step forward through fear.

___________ is the code of principles and values that governs the behavior of a person or group with respect to what is right or wrong.

a. Culture

b. Spiritual leadership

c. Ethics

d. Values-based leadership

___________ is the code of principles and values that governs the behavior of a person or group with with respect to what is right or wrong.

c. Ethics

Transactional leadership includes all EXCEPT:

a. an exchange process between leaders and followers

b. a focus on the present

c. the ability to lead changes in an organization's vision

d. traditional management functions such as planning and budgeting

Transactional leadership includes all EXCEPT:

c. the ability to lead changes in an organization's vision

Transformational leadership does NOT:

a. inspire followers to go beyond their own self-interests

b. focus on the impersonal aspects of job performance

c. paints a picture of a desired future state

d. develops leaders into followers

Transformational leadership does NOT:

b. focus on the impersonal aspects of job performance

Coalitional leaders do all EXCEPT:

a. develop relationships outside the organization

b. develop relationships with a broad network of people

c. maintain the same behavior for each situation

d. understand patterns of influence in the organization

Coalitional leaders do all EXCEPT:

c. maintain the same behavior for each situation

____________ is the effect a person's actions have on the attitudes, values, beliefs, or actions of others.

a. Power

b. Influence

c. Socialized leadership

d. Coalitional leadership

____________ is the effect a person's actions have on the attitudes, values, beliefs, or actions of others.

b. Influence

____________ is the ability of one person or department in an organization to influence other people to

An effective vision: 

a. provides a link between today and tomorrow

b. serves to motivate and energize employees

c. both provides a link between today and tomorrow and serves to motivate and energize 

d. provides a snapshot of the present

An effective vision: 

c. both provides a link between today and tomorrow and serves to motivate and energize 

The common themes of vision include:

a. a broad appeal

b. high emotions

c. an internal communication plan

d. high ideals

The common themes of vision include:

d. high ideals

___________ is the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.

a. Charismatic leadership

b. Strategy

c. Vision

d. Mission

___________ is the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.

b. Strategy

The person who is low both on providing and stimulating action is a(n):

a. effective leader

b. doer

c. dreamer

d. uninvolved

The person who is low both on providing and stimulating action is a(n):

d. uninvolved

Situation analysis includes a search for SWOT which includes all except:

a. strategy

b. threats

c. strengths

d. opportunities

Situation analysis includes a search for SWOT which includes all except:

a. strategy

Hersey and Blanchard's Situtaional Theory focuses on:

a. the characteristics of followers as an important element of the situation

b. the readiness of the leader

c. the characteristics of the leader

d. whether the situation is favorable or unfavorable to the leader

Hersey and Blanchard's Situtaional Theory focuses on:

a. the characteristics of followers as an important element of the situation

The path-goal theory includes all EXCEPT:

a. clarifying the follower's path to the rewards that are available

b. determining whether the situation is favorable or unfavorable to the leader

c. increasing the rewards that follower values and desires

d. working with subordinates to identify behavors for task accomplishment

The path-goal theory includes all EXCEPT:

b. determining whether the situation is favorable or unfavorable to the leader

Traits: 

a. alone cannot define effective leadership

b. alone can define effective leadership

c. are not pat of twenty-first century leadership research

d. are part of LMX research

Traits: 

a. alone cannot define effective leadership

In the Vroom-Jago model, the Leader Decision Styles do NOT include:

a. Decide

b. Consolidate

c. Delegate

d. Facilitate

In the Vroom-Jago model, the Leader Decision Styles do NOT include:

b. Consolidate

Behavioral scientists consider attitudes to have all the following components EXCEPT:

a. vision

b. cognitions (thoughts)

c. behavior

d. affect (feelings)

Behavioral scientists consider attitudes to have all the following components EXCEPT:

a. vision

Cognitive style refers to all EXCEPT:

a. how a person perceives information

b. how a person uses information

c. how a person interprets information

d. how a person creates a vision

Cognitive style refers to all EXCEPT:

d. how a person creates a vision

The ability to control disruptive or harmful emotions is:

a. self-management

b. social awareness

c. empathy

d. systems thinking

The ability to control disruptive or harmful emotions is:

a. self-management

In today's multigenerational workplace, with people of widely different ages and readiness levels working side-by-side, many leaders find that they have to use: 

a. the telling style

b. the selling style

c. multiple styles

d. the delegating style

In today's multigenerational workplace, with people of widely different ages and readiness levels working side-by-side, many leaders find that they have to use: 

c. multiple styles

Leadership vision is:

a. a picture of the past and the view of today

b. a desired future and a picture of the future

c. an ambitious view of the future and the history of the past

d. none of these choices

Leadership vision is:

b. a desired future and a picture of the future

The eight families of emotion refers to:

a. the fears that individuals experience

b. categories recognized worldwide based on photos of facial expressions

c. the joys that individuals experience

d. cultural intelligence

The eight families of emotion refers to:

b. categories recognized worldwide based on photos of facial expressions

Aspects of courage includes all EXCEPT:

a. fighting for what you believe

b. asking for what you want and saying what you think

c. nonconformity

d. being fearless

Aspects of courage includes all EXCEPT:

d. being fearless

The ethical pressures that challenge leaders include: 

a. doing the right thing despite pressure to increase profits

b. finding new products and services to remain competitive

c. carrying out the leadership vision

d. selecting employees with the right technical skills 

The ethical pressures that challenge leaders include: 

a. doing the right thing despite pressure to increase profits

Specific characteristics such as _________ enable leaders to behave morally in the face of opposition.

a. ego strength

b. self-confidence

c. a sense of independence

d. all of the choices

Specific characteristics such as _________ enable leaders to behave morally in the face of opposition.

a. ego strength

b. self-confidence

c. a sense of independence

d. all of the choices

Factors that influence whether an attribution will be external or internal include all EXCEPT:

a. consistency

b. consensus

c. self-serving bias

d. distinctiveness

Factors that influence whether an attribution will be external or internal include all EXCEPT:

c. self-serving bias

The four basic precepts in Greenleaf's servant leadership model include all EXCEPT:

a. nourish others and help them becomes whole

b. expect core work teams to build the organization

c. put service before self-interest

d. listen first to affirm others

The four basic precepts in Greenleaf's servant leadership model include all EXCEPT:

b. expect core work teams to build the organization

The servant leader:

a. calls for doing what is good and right for others, even if it does not "pay off" financially

b. expects subordinates to be obedient

c. is responsible for the emotional well-being of subordinates

d. is at the preconventional stage

The servant leader:

a. calls for doing what is good and right for others, even if it does not "pay off" financially

A follower can provide strength to the leader:

a. by supporting the leader

b. by contributing to the organization in areas that complement the leader's position

c. both by supporting the leader and by contributing to the organization in areas that complement the leader's position

d. by submissively following orders

A follower can provide strength to the leader:

c. both by supporting the leader and by contributing to the organization in areas that complement the leader's position

A follower can be a resource for the leader by:

a. informing the leader about their own ideas, beliefs, needs, and constraints

b. giving up idealized leader images

c. thanking the leader

d. building a relationship

A follower can be a resource for the leader by:

a. informing the leader about their own ideas, beliefs, needs, and constraints

Being a good listener expand's a leader's role in the eyes of others because of all EXCEPT:

a. active listening is an ongoing part of a leader's communication

b. total attention is focused on the message

c. a leader concentrates on what to say next rather than on what is being said

d. a good listener finds area of interest, affirms others, and builds trust

Being a good listener expand's a leader's role in the eyes of others because of all EXCEPT:

c. a leader concentrates on what to say next rather than on what is being said

Face-to-face communication can be described as:

a. the richest form of communication

b. the poorest form of communication

c. impersonal one-way communication

d. having slow feedback

Face-to-face communication can be described as:

a. the richest form of communication

Messages transmitted through action and behavior are called:

a. nonverbal communication

b. channel richness

c. discernment

d. communication champion

Messages transmitted through action and behavior are called:

a. nonverbal communication

The most important part of a leader's job in a crisis situation is: 

a. to use the Johari Window

b. to use management by walking around

c. to absorb people's fears and uncertainties

d. to be "an information processor"

The most important part of a leader's job in a crisis situation is: 

c. to absorb people's fears and uncertainties

The importance of motivation is:

a. it can lead to high performance within organizations

b. it can help satisfy followers' needs

c. high employee motivation can lead to company profits

d. all of these choices

The importance of motivation is:

a. it can lead to high performance within organizations

b. it can help satisfy followers' needs

c. high employee motivation can lead to company profits

d. all of these choices

Intrinsic rewards: 

a. are the internal satisfaction a person receives by performing a particular action

b. are given by another person, typically a supervisor

c. include pay raises and promotions

d. are given to all people within an organization or a specific department

Intrinsic rewards: 

a. are the internal satisfaction a person receives by performing a particular action

The most basic human needs are:

a. esteem needs

b. affiliation needs

c. physiological needs

d. safety needs

The most basic human needs are:

c. physiological needs

According to the acquired needs theory, a need for power indicates:

a. the desire to accomplish something difficult, attain a high standard for success

b. the desire to form close personal relationships and avoid conflict

c. the desire to influence or control others and have authority over others

d. the desire to master complex tasks

According to the acquired needs theory, a need for power indicates:

c. the desire to influence or control others and have authority over others

Immediate praise for an employee who arrives on time increases the likelihood of promptness. This is an example of: 

a. extinction

b. punishment

c. positive reinforcement

d. expectancy theory

Immediate praise for an employee who arrives on time increases the likelihood of promptness. This is an example of: 

c. positive reinforcement

Equity theory proposes that:

a. people are motivated to seek social equity in rewards they expect for performance

b. if people perceive that their rewards are equal to others, they will be motivated

c. when people perceive they are treated unfairly, motivation will decline

d. all of these choices

Equity theory proposes that:

a. people are motivated to seek social equity in rewards they expect for performance

b. if people perceive that their rewards are equal to others, they will be motivated

c. when people perceive they are treated unfairly, motivation will decline

d. all of these choices

The elements of empowerment include all EXCEPT:

a. information about company performance

b. knowledge and skills

c. individual rewards

d. rewards based on company performance

The elements of empowerment include all EXCEPT:

c. individual rewards

The new paradigm of leadership acknowledges that we live in a world characterized by uncertainty.

Attempts to achieve teamwork, empowerment, and diversity can succeed only if: 

a. leaders follow the principles and practices of the industrial era

b. managers want to treat people the way they treat machines or the bottom line

c. leaders value change over stability, control, competition, and uniformity

d. leaders hire people who think and work alike

Attempts to achieve teamwork, empowerment, and diversity can succeed only if: 

c. leaders value change over stability, control, competition, and uniformity

When a leader aligns followers, it means: 

a. organizing a structure to accomplish the plan

b. staffing the structure with employees

c. directing employees and monitoring implementation of the plan

d. developing a shared culture

When a leader aligns followers, it means: 

d. developing a shared culture

Leadership experts agree that effective leaders:

a. have the courage to act on their beliefs

b. know who they are

c. know what they stand for

d. all of the choices

Leadership experts agree that effective leaders:

a. have the courage to act on their beliefs

b. know who they are

c. know what they stand for

d. all of the choices

One of the msot important aspects of shifting to the new paradigm of leadership is: 

a. using a hierarchy of authority

b. using teams

c. intentionally using human skills

d. overmanaging 

One of the msot important aspects of shifting to the new paradigm of leadership is: 

c. intentionally using human skills

Leadership is an art because of all EXCEPT: 

a. leadership is a growing body of objective facts and knowledge

b. leadership has skills that cannot be learned from a textbook

c. leadership takes practice

d. leadership takes hands-on experience

Leadership is an art because of all EXCEPT: 

a. leadership is a growing body of objective facts and knowledge

In the new reality for leadership, the new paradigm does NOT include: 

a. uniformity

b. collaboration

c. diversity

d. information

In the new reality for leadership, the new paradigm does NOT include: 

a. uniformity

There is not one best way of leadership. Contingency means "it depends".

Two important situational contingencies in the path-goal theory are:

a. the personal characteristics of the group members and the work environment

b. the work environment and family history

c. substitutes for leadership and readiness level of the leader

d. the situation is favorable and the personal characteristics of the individuals

Two important situational contingencies in the path-goal theory are:

a. the personal characteristics of the group members and the work environment

Further development of the Friedler model added concern for time constraints and concern for follower development.

The Big Five personality dimensions include extroversion, agreeableness, conscientiousness, emotional stability, and likableness by others.

Individuals differ in how they order the values into priorities because of: 

a. culture

b. fitness

c. agreeableness

d. work history

Individuals differ in how they order the values into priorities because of: 

a. culture

The process people use to make sense out of their surroundings by selecting, organizing, and interpreting information is called:

a. perception

b. judging

c. instrumental values

d. traits

The process people use to make sense out of their surroundings by selecting, organizing, and interpreting information is called:

a. perception

Attribution theory refers to how people explain the causes of events or behaviors.

The Myer-Briggs Type Indicator (MBTI):

a. expresses the belief that workers dislike their jobs

b. suggests that leaders have specific traits

c. is a personality test that measures how individuals solve problems

d. determins whether a situation is favorable or unfavorable

The Myer-Briggs Type Indicator (MBTI):

c. is a personality test that measures how individuals solve problems

People's awareness of their preferences, training, and life experiences may cause them to change their preferences over time.

The same type of personalities and thinking styles might be better suited to different types of leadership roles.