TEST BANK

CHAPTER 1WHAT DOES IT MEAN TO BE A LEADER?

TRUE/FALSE 1. Leadership is defined an influence relationship among leaders and followers who intend real changes that reflect their shared purposes. ANS: T PTS: 1 REF: p.

!. Leaders of toda" must maintain strict control of wor# processes to assure that the organi$ation functions efficientl". ANS: F PTS: 1 REF: p. %

&. The new paradigm of leadership ac#nowledges that we li'e in a world characteri$ed (" uncertaint". ANS: T PTS: 1 REF: p. )

*. +an" organi$ations were (uilt on assumptions of uniformit" and speciali$ation. ANS: T PTS: 1 REF: p. 1!

. A stud" showed that leaders who failed were descri(ed as ha'ing good human s#ills. ANS: F PTS: 1 REF: p. !&

,. The mo'e to empowerment is an integral part of the old paradigm. ANS: F PTS: 1 REF: p. %

-. +anagement and leadership are the same thing. ANS: F PTS: 1 REF: p. 1

). Empowerment emphasi$es colla(oration o'er competition and conflict. ANS: T PTS: 1 REF: p. 1.

%. Leadership is considered an art (ecause of a growing (od" of o(/ecti'e facts and #nowledge that descri(e the leadership process. ANS: F PTS: 1 REF: p. !

1.. Leadership focuses on getting e'er"one lined up in the same direction. ANS: T PTS: 1 REF: p. 1-

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11. The recent ethical 'iolations in the (usiness world has led to a shifted in mindset from the indi'idual leader as a hero. ANS: T PTS: 1 REF: p. 1&

1!. The 0eha'ior Theories studied larger1than1life leaders. ANS: F PTS: 1 REF: p. !.

1&. The 2reat +an Theories are emerging leadership theories ANS: F PTS: 1 REF: p. 1%

1*. Era * represents the learning leader who has gi'en up control in the traditional sense. ANS: T PTS: 1 REF: p. !!

1 . Since the 1%-.s3 leadership ideas ma" focused on how leaders and followers interact and influence one another. ANS: T MULTIPLE CHOICE 1. Self14irected teams: a. ha'e structured /o(s and wor# processes. (. (rea# down (oundaries (etween departments. c. use strict top1down control. d. do not share power. ANS: 0 PTS: 1 REF: p. % PTS: 1 REF: p. !.

!. Leadership in'ol'es all E56EPT: a. creating change. (. influencing followers. c. maintaining sta(ilit". d. shared purpose. ANS: 6 PTS: 1 REF: p.

&. Attempts to achie'e teamwor#3 empowerment3 and di'ersit" can succeed onl" if: a. leaders follow the principles and practices of the industrial era. (. managers want to treat people the wa" the" treat machines or the (ottom line. c. leaders 'alue change o'er sta(ilit"3 control3 competition3 and uniformit". d. leaders hire people who thin# and wor# ali#e. ANS: 6 PTS: 1 REF: p. 1.

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*. Reasons for e7ecuti'e derailment include: a. insensiti'e3 a(rasi'e3 intimidating3 (ull"ing st"le. (. good people s#ills. c. o'ermanaging: una(le to delegate or (uild a team. d. (oth insensiti'e3 a(rasi'e3 intimidating3 (ull"ing st"le and o'ermanaging: una(le to delegate or (uild a team. ANS: 4 PTS: 1 REF: p. !&

. +anagers and leaders are different (ecause: a. +anagers learn a set of s#ills for planning3 organi$ing directing3 and controlling. (. Leaders must find the capacit" to help create a 'ision of what the organi$ation can (e. c. Leadership calls for caring a(out and engaging the whole emplo"ee. d. +anagers maintain sta(ilit" while leaders promote change. ANS: 4 PTS: 1 REF: p. 1

,. Leadership is an art (ecause of all E56EPT: a. Leadership is a growing (od" of o(/ecti'e facts and #nowledge. (. Leadership has s#ills that cannot (e learned from a te7t(oo#. c. Leadership ta#es practice. d. Leadership ta#es hands1on e7perience. ANS: A PTS: 1 REF: p. !

-. Leadership is a science (ecause of all E56EPT: a. Leadership research is a growing scientific field. (. Leadership is a growing (od" of o(/ecti'e facts. c. Leadership depends upon an indi'idual8s personalit" traits and people s#ills. d. Training in leadership s#ills can help achie'e organi$ational goals. ANS: 6 PTS: 1 REF: p. !

). Strong leadership is needed (ecause: a. the en'ironment of the !1st centur" is predicta(le. (. planning3 leading3 organi$ing3 and controlling are the re9uired s#ills for the future. c. gi'ing wor#ers clear /o( assignments is the main tas# of a (usiness e7ecuti'e. d. of glo(ali$ation3 e1commerce3 telecommuting3 'irtual teams3 and outsourcing. ANS: 4 PTS: 1 REF: p. -

%. :n the new realit" for leadership3 the new paradigm does N;T include: a. uniformit". (. colla(oration. c. di'ersit". d. information. ANS: A PTS: 1 REF: p. )

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1.. A learning leader emphasi$es: a. relationships (. sta(ilit". c. competition within the organi$ation. d. rational management. ANS: A PTS: 1 REF: p. !!

11. Era & and Era * leaders focus on all E56EPT: a. di'ersit". (. 'ertical relationships. c. team leadership. d. colla(oration. ANS: 0 PTS: 1 REF: p. !!

1!. The theor" of a leader who puts others8 needs and interests a(o'e his own is called: a. ser'ant leadership. (. transformational leadership. c. charismatic leadership. d. transactional leadership. ANS: A PTS: 1 REF: p. !.

1&. <<<< considered if a leader acted in an autocratic or democratic manner toward followers and how this correlated to leadership effecti'eness. a. Trait Theories (. :nfluence Theories c. 2reat +an Theories d. 0eha'ior Theories ANS: 4 PTS: 1 REF: p. !.

1*. +ost people ha'e ne'er tried to (e a leader (ecause a. the" don8t ha'e leadership s#ills. (. the" lac# the personalit" traits necessar" for leadership. c. the" ha'e no idea of what leaders actuall" do. d. it re9uires e7ecuti'e coaching. ANS: 6 PTS: 1 REF: p. !

1 . Leadership 'ision is: a. a picture of the future. (. a desired future. c. an am(itious 'iew of the future. d. all of these choices. ANS: 4 PTS: 1 REF: p. 1

1..

1,. The financial crisis on =all Street started partl" with: a. empowerment. (. loan originators. c. self1directed teams. d. leadership 'ision. ANS: 0 PTS: 1 REF: p. 1*

1-. Leaders at these =all Street. companies prided themsel'es onfinding new and cle'er wa"s: a. to pac#age mortgage1related assets. (. to earn lucrati'e fees. c. to push su(prime loans to (orrowers with low incomes. d. all of the choices. ANS: 4 PTS: 1 REF: p. 1*

1). +an" (usiness professors such as >ar'ard?s 0ill 2eorge. thin# that the crisis on =all Street was caused (": a. good economic policies. (. a crisis in leadership. c. Era ! leadership. d. influence theories. ANS: 0 PTS: 1 REF: p. 1

1%. :n the new paradigm3 leaders emphasi$e all E56EPT: a. accounta(ilit". (. self1interest. c. responsi(ilit". d. integrit". ANS: 0 PTS: 1 REF: p. 1!

!.. Le'el leaders ha'e : a. strong egos. (. (ig am(itions. c. unpretentious personalities. d. larger1than1life personalities. ANS: 6 PTS: 1 REF: p. 1&

!1. =hereas management calls for #eeping an e"e on short1term results3 leadership means #eeping an e"e on all E56EPT: a. a compelling 'ision. (. the long1term future. c. the hori$on. d. the (ottom line. ANS: 4 PTS: 1 REF: p. 1

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!!. Leadership does not contain the personal 9ualit" of: a. emotional connections @>eartA. (. emotional distance. c. open mind @+indfulnessA. d. nonconformit" @6ourageA. ANS: 0 PTS: 1 REF: p. 1-

!&. =hen a leader aligns followers3 it means: a. organi$ing a structure to accomplish the plan. (. staffing the structure with emplo"ees. c. directing emplo"ees and monitoring implementation of the plan. d. de'eloping a shared culture. ANS: 4 PTS: 1 REF: p. 1,

!*. Leadership e7perts agree that effecti'e leaders: a. ha'e the courage to act on their (eliefs. (. #now who the" are. c. #now what the" stand for. d. all of the choices ANS: 4 ! . PTS: 1 REF: p. 1)

The (elief that leaders were (orn with certain natural a(ilities of power and influence characteri$es: a. 2reat +an theories. (. Trait theories. c. Era 1 leadership theor". d. Transformational leadership theor". ANS: A PTS: 1 REF: p. 1%

!,. 6harismatic leadership is included under: a. influence theories. (. (eha'ioral theories. c. trait theories. d. contingenc" theories. ANS: A PTS: 1 REF: p. !.

!-. Era ! sees the emergence of : a. se'ere glo(al competition. (. hierarch" and (ureaucrac". c. constant change. d. pre1industrial and pre1(ureaucratic societ". ANS: 0 PTS: 1 REF: p. !1

1.!

!). ;ne of the most important aspects of shifting to the new paradigm of leadership is: a. using a hierarch" of authorit". (. using teams. c. intentionall" using human s#ills. d. o'ermanaging. ANS: 6 PTS: 1 REF: p. !&

!%. Effecti'e leaders and effecti'e followers are: a. people with different traits. (. people with different (eha'iors. c. the same people3 pla"ing the same role. d. the same people3 pla"ing different roles at different times. ANS: 4 PTS: 1 REF: p. ,

&.. +ost leaders recogni$e that tr"ing to maintain sta(ilit" in a world of change is: a. possi(le (ecause of glo(ali$ation. (. a losing (attle. c. an important goal. d. the goal of crisis management. ANS: 0 COMPLETION 1. <<<<<<<<<<<<<<<<<<<< is an influence relationship among leaders and followers who intend real changes and outcomes than reflect their shared purpose. ANS: Leadership PTS: 1 REF: p. PTS: 1 REF: p. %

!. A picture of an am(itious desira(le future for the organi$ation or team is a@nA <<<<<<<<<<<<<<<<<<<<. ANS: 'ision PTS: 1 REF: p. 1

&. <<<<<<<<<<<<<<<<<<<< are studies of larger1than1life leaders to define a leader. ANS: Trait theories PTS: 1 REF: p. 1%

1.&

*. The theories that consider the conte7tual and situational 'aria(les that influence what Leadership (eha'iors will (e effecti'e are called <<<<<<<<<<<<<<<<<<<< ANS: contingenc" theories PTS: 1 REF: p. !.

. Leadership (ased on the 9ualities and personalit" of the leader is called <<<<<<<<<<<<<<<<<<<<. ANS: charismatic leadership PTS: 1 REF: p. !.

,. According to <<<<<<<<<<<<<<<<<<<<3 leadership is a process that meaningfull" engages all participants and ena(les each person to contri(ute to achie'ing the 'ision. ANS: relational theories PTS: 1 REF: p. !.

-. 4uring <<<<<<<<<<<<<<<<<<<<3 a leader was conceptuali$ed as a single hero who saw the (ig picture and how e'er"thing fit into a whole. ANS: the era of 2reat +an leadership Era 1 PTS: 1 REF: p. !1

). <<<<<<<<<<<<<<<<<<<< is the attainment of organi$ational goals in an effecti'e and efficient manner through planning3 organi$ing3 staffing3 directing3 and controlling organi$ational resources. ANS: +anagement PTS: 1 REF: p. 1

%. 2ood leadership (rings a(out <<<<<<<<<<<<<<<<<<<< ANS: change PTS: 1 REF: p. ,

1.. Era * represents the <<<<<<<<<<<<< who has made the leap to gi'ing up control in the traditional sense. ANS: learning leader PTS: 1 SHORT ANSWER REF: p. !!

1.*

1. 4escri(e the new realit" for leadership. ANS: The world of organi$ations is changing rapidl". 2lo(ali$ation. 4eregulation. E1commerce. Telecommuting. Birtual teams. ;utsourcing. :t ta#es strong leaders to effect the changes needed for sur'i'al and to guide people and organi$ations through the uncertaint" and confusion of rapid change. Although man" leaders are still operating from an old1paradigm mind1set3 the" are increasingl" ineffecti'e. As more wor# (ecomes #nowledge and information1(ased3 leaders ha'e to ta#e a new approach. Effecti'e and successful leaders will respond to the new realit". PTS: 1 REF: p. -1)

!. =hat does empowerment meanC ANS: Empowerment does not mean that those from on high are graciousl" handing down power3 (ut that power (elongs to all wor#ers. Empowerment emphasi$es colla(oration o'er competition and conflict. Self1directed teams and other forms of hori$ontal colla(oration are eliminating (oundaries among departments. Leaders will need to create an en'ironment of teamwor# and communit" that fosters colla(oration and mutual support. PTS: 1 REF: p. %

&. =h" do some managers reach a plateau3 get fired3 or (ecome forced to ta#e earl" retirementC ANS: Attempts to achie'e teamwor#3 empowerment3 and di'ersit" ma" fail (ecause leaders8 and wor#ers8 (eliefs are stuc# in the old paradigm that 'alues control3 sta(ilit" and homogeneit". A stud" at the 6enter for 6reati'e Leadership in 2reens(oro3 N6 showed that - D of the managers who arri'ed at the top had people s#ills. As E7hi(it 1. shows3 unsuccessful managers were insensiti'e to others3 a(rasi'e3 cold3 arrogant3 untrustworth"3 o'erl" am(itious and selfish3 una(le to delegate or (uild teams3 and una(le to ac9uire appropriate staff to wor# for them. PTS: 1 REF: p. !&

*. +anagement and leadership are not the same. E7plain. ANS: +anagement can (e defined as the attainment of organi$ational goals in an effecti'e and efficient manner through planning organi$ing3 staffing3 directing3 and controlling organi$ational resources. +anagement focuses on esta(lishing detailed plans and schedules for achie'ing specific results3 then allocating resources to accomplish the plan. Leadership calls for creating a compelling 'ision of the future and de'eloping farsighted strategies for producing the changes needed to achie'e that 'ision. Leadership is concerned with communicating the 'ision and de'eloping a shared culture and set of core 'alues that can lead to the desired future state. This in'ol'es others as thin#ers3 doers3 and leaders themsel'es. Leaders encourage people to e7pand their minds and a(ilities and to assume responsi(ilit" for their own actions.

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PTS: 1

REF: p. 1

. +anagement is (oth an art and a science. E7plain. ANS: Leadership is an art (ecause man" leadership s#ills and 9ualities cannot (e learned from a te7t(oo#. Leadership ta#es practice and hands1on e7perience. Learning a(out leadership research helps people anal"$e situations from a 'ariet" of perspecti'es and learn how to (e effecti'e as leaders. Leadership is a science (ecause a growing (od" of #nowledge and o(/ecti'e facts. PTS: 1 ESSAY 1. 2i'e an o'er'iew of the 'arious leadership theories. ANS: pp. 1%1!! PTS: 1 REF: p. 1%1!! REF: p. !

!. =hat does leadership in'ol'eC ANS: pp. *1, PTS: 1 REF: p. *1,

&. E7plain the leadership shift from hero to hum(le. ANS: pp. 1&11*. PTS: 1 REF: p. 1&11*

1.,