Art and Science of Leadership, The, 8th edition by Afsaneh Nahavandi Test Bank

Test Bank

The Art and Science of Leadership 8th Edition

Afsaneh Nahavandi

The Art and Science of Leadership, 8e (Nahavandi) Chapter 1 Living in a Turbulent World: Definitions and Roadmap 1) Various definitions of leadership include all of the following except ________.

A) interpersonal influence B) goal achievement C) group phenomenon D) control Answer: D LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 2) Which one of the following is not part of a general definition of leadership?

A) exercise of control B) group phenomenon C) influence D) hierarchy Answer: A LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 3) The definition of leadership has how many key elements?

A) one B) two C) three D) four Answer: D LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 4) Eugenio Pace, CEO and co-founder of Autho, considers which of the following to be essential to leadership?

A) setting goals B) articulating a vision C) unlocking the potential of people D) addressing the needs of stakeholders Answer: C LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking

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5) Angela Ahrendts, Senior Vice-President of Apple, believes that ________ is the key to leadership.

A) listening and learning B) inspiration C) goal setting D) control Answer: A LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Application of Knowledge 6) Which of the following factors is not part of the definitions of leadership effectiveness?

A) achieving goals B) follower satisfaction C) ability to change.

D) maintaining control Answer: D LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 7) Barbara Waugh, a Civil Rights activist and worldwide change manager at Hewlett-Packard Laboratories, defines leadership effectiveness as ________.

A) empowering employees B) meeting corporate objectives C) always making the customer happy D) finding a story worth living Answer: D LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 8) According to Fred Luthans, effective managers focus on ________ while successful managers focus on ________.

A) stakeholders; goal achievement B) employee satisfaction; self-promotion C) goal achievement; stock prices D) change management; employee satisfaction Answer: B LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking

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9) According to Fred Luthans, effective managers are those who ________.

A) take care of their own careers B) take care of their employees C) worry about all stakeholders D) maintain control through a crisis Answer: B LO: 1: Define leadership and leadership effectiveness Difficulty: Challenging AACSB: Analytical Thinking 10) According to Fred Luthans, successful managers are those who ________.

A) take care of their own careers B) take care of their employees C) worry about all stakeholders D) maintain control through a crisis Answer: A LO: 1: Define leadership and leadership effectiveness Difficulty: Challenging AACSB: Analytical Thinking 11) Which one of the following factors is the key element of most definitions of leadership effectiveness?

A) employee satisfaction B) stakeholder needs C) focus on outcome D) financial measures Answer: C LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking 12) While ________ are an important aspect of leadership effectiveness, the key element is ________.

A) leader styles; providing direction B) internal processes; outcome C) goal achievement; stakeholder satisfaction D) empowerment; participation Answer: B LO: 1: Define leadership and leadership effectiveness Difficulty: Challenging AACSB: Analytical Thinking

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13) Which one of the following is not an element of the definition of leadership effectiveness?

A) goal achievement B) smooth internal functioning C) external adaptability D) efficiency Answer: D LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 14) The three key elements of leadership effectiveness are ________.

A) goal achievement, smooth internal processes, external adaptability B) follower satisfaction, leader control, empowerment C) goal achievement, stock prices, customer satisfaction D) flexibility, follower satisfaction, stakeholder satisfaction Answer: A LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 15) Which is not a reason the text provides as to why leaders are needed?

A) to bring people together to accomplish their goals B) to make sense of the world C) to be romantic ideals D) to provide effective customer service Answer: D LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 16) Bob, a salesperson for ABC, Inc., relies heavily on his supervisor to provide annual goals and direction as well as to establish social reality and validate values. Which reason for "why we need leaders" best fits this situation?

A) to bring people together to accomplish their goals B) to provide effective customer service C) to make sense of the world D) to be romantic ideals Answer: C LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Application of Knowledge

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17) Which one of the following is not one of the obstacles to effective leadership?

A) focus on immediate or short-term goals B) reliance on old ideas about leadership C) strong link between research and practice D) punishing experimentation and failure Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 18) Sally was recently hired as president and CEO of AlphaSports, Inc, a regional chain of sporting goods stores. She has been hired to internalize the organization as well as expand market share. Many members of the organization are highly skeptical because the organization has never attempted anything like this in the past. Sally is experiencing which obstacle to effective leadership?

A) The organization is rigid and unforgiving.

B) The organization is falling back on old ideas.

C) The organization is facing considerable uncertainty.

D) There is a lack of understanding in applying academic research findings.

Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Application of Knowledge 19) Jake was appointed president and CEO of XYZ, Inc. The board of directors wants him to lower expenses by laying off 50 percent of the front-line workers. Which of the following would not be an obstacle for Jake?

A) Organizations are rigid and unforgiving during times of change.

B) The organization is facing considerable uncertainty.

C) Stockholders do not support leaders who make change.

D) They are falling back on old ideas.

Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Application of Knowledge 20) While managers focus on ________, leadership is aimed at ________.

A) getting power; here and now B) getting followers motivated; sharing values C) planning and stability; movement and change D) personal relationships; political networks Answer: C LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking

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21) Managers are ________ while leaders are ________.

A) short-term oriented; long-term oriented B) long-term oriented; short-term oriented C) interested in creating a culture based on values; interested in maintaining existing structure D) making use of personal power; making use of positional power Answer: A LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 22) Compared to managers, leaders do all of the following except ________.

A) focus on the future B) create culture based on shared values C) maintain existing structure D) create change Answer: C LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 23) Compared to leaders, managers do all of the following except ________.

A) establish an emotional link with followers B) maintain status quo C) implement policies and procedures D) use position power Answer: A LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 24) Managers ________; leaders ________.

A) develop a culture based on shared values; maintain existing culture B) maintain existing culture; create a culture based on shared values C) emphasize their own value system; promote the company vision D) prioritize company objectives; limit change Answer: B LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking

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25) Leadership and management become more closely similar when considering the issue of ________.

A) effectiveness and competence B) national and organizational culture C) individual traits D) organizational performance Answer: A LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 26) In addition to basic managerial functions of planning, organizing, staffing, directing, and controlling, leaders are ascribed ________.

A) procedural and external roles B) procedural and internal roles C) strategic and internal roles D) strategic and external roles Answer: D LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 27) The K in the TKD roadmap involves ________.

A) acquiring information B) critical thinking C) developing self-awareness D) assessing abilities Answer: A LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 28) Which of the following is true of the TKD roadmap?

A) Leaders should use the steps sequentially.

B) The steps are interrelated.

C) Steps two and three should only be completed after step one.

D) Step one should be completed first, while steps two and three can be completed concurrently.

Answer: B LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking

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29) The example of Starbucks gourmet coffee illustrates ________.

A) the importance of social responsibility B) how founders can impact an organization C) the importance of quality in the mission of an organization D) how men and women both practice participative management Answer: B LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Analytical Thinking 30) If the founder of the organization is a workaholic and control oriented, the organization is likely to be characterized as ________.

A) "the web" whereby the manager is in the center of an interconnected circle B) fast-paced decision making and centralized C) decentralized and open D) participative and supportive Answer: B LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 31) Leaders are often role models for their followers. To avoid getting overwhelmed, leaders must also pay attention to ________.

A) sexual harassment and its negative impact B) the use of power C) how outsiders impact their followers D) their own emotional reactions Answer: D LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 32) In 2020 when many workers went remote, Megan Krause, a manager at Investis Digital, a global digital communication company, relied on chat to connect with employees noting that it was a way to do everything from blowing off steam to sharing photos of pets. Which leadership role best describes Megan Krause's reliance on chat?

A) connecting with stakeholders B) being a role model and emotional guide C) setting vision and mission D) setting strategy and structure Answer: B LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Application of Knowledge

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33) Indra Nooyi, former CEO of Pepsi, asked employees to leave their personal life at the door when they came to work, but also left time in meetings to catch up on personal news. Indra Nooyi's action reflect which leadership role?

A) setting a vision B) being a role model and emotional guide C) connecting with stakeholders D) setting strategy Answer: B LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Application of Knowledge 34) When Uma was promoted to team leader a few months ago, she was excited about her new role. Now though, she's feeling overwhelmed and asked you for advice on how to create a better balance. Which of the following would not be a good recommendation for Uma? A) Connect with team members regularly.

B) Continue to seek advice and help.

C) Prioritize important tasks and issues.

D) Focus on perfection and you won't go wrong.

Answer: D LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Application of Knowledge 35) An essential role for organizational leaders is ________.

A) maintaining a singular focus on internal organizational priorities B) developing the necessary boundaries to ensure that external concerns do not influence organizational priorities C) market research D) building a bridge between the organizational and external stakeholders Answer: D LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 36) An organization with a leader who is control-oriented and works long hours is likely to encourage ________.

A) centralized control and fast-paced decision-making B) a highly decentralized organization C) an organization with an emphasis on team building D) slow-paced decision making that allows for careful analysis Answer: A LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Analytical Thinking

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37) Leaders ________.

A) assign meaning to events and situations that may be ambiguous B) use control as a valuable mechanism to assert authority C) depend on hierarchy D) prioritize their own future over that of their followers Answer: A LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 38) Who provides cues on how to react emotionally and establishes acceptable versus nonacceptable behaviors in an organization?

A) leaders B) unions C) team members D) bylaws Answer: A LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Easy AACSB: Reflective Thinking 39) All of the following are true of delegation except ________.

A) it helps you avoid burning out B) it frees your time to take care of important issues C) it's a skill D) it limits opportunities for team members to learn Answer: D LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 40) When a leader is team oriented, the organization is likely to be ________.

A) closed B) decentralized C) centralized D) inflexible Answer: B LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Analytical Thinking

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41) The acronym VUCA includes all of the following except ________.

A) ambiguity B) complexity C) variety D) uncertainty Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Easy AACSB: Reflective Thinking 42) The acronym VUCA ________.

A) is a coping mechanism recommended for leaders who are feeling overwhelmed B) can be a helpful strategy for leaders as they build bridges with the external community C) is the basis for a successful organizational culture D) was initially used by the U.S. military to describe the post-Cold War context Answer: D LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 43) In a results-oriented organization that focuses on quality and teamwork, which level of organizational structure should assume primary responsibility?

A) senior executives B) mid-level managers C) front line supervisors D) employees Answer: D LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 44) In traditional organizations, employees are primarily responsible for ________ while leaders are responsible for ________.

A) production; planning B) planning; controlling C) preparing; implementing D) controlling; quality Answer: A LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Analytical Thinking

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45) At the height of the COVID pandemic, about ________ of Americans worked from home.

A) 10 percent B) 30 percent C) 60 percent D) 90 percent Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 46) Which of the following is not one of the factors fueling change in organizations and their leadership?

A) increased competition B) social media C) education D) demographics Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 47) Technostress refers to ________.

A) the negative impact of technological change on mental health B) the demand from stakeholders that technology is incorporated in organizational vision and mission C) managing technological change during the pandemic D) the unique challenges facing leaders at tech organizations Answer: A LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 48) Which are not some of the primary factors fueling change for organizations and their leadership?

A) political changes B) ambiguity and uncertainty C) demographic changes D) technology and social media Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking

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49) Which of the following are not some of the factors that are fueling the changes in leadership?

A) environmental concerns B) political changes C) legal requirements D) demographic and social changes Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 50) The increased cultural diversity in organizations is ________.

A) causing most leaders to become ineffective B) causing changes in organizational practices C) leading to higher salaries across the board D) leading to conflict between leaders and followers Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 51) Being a sustainable company means ________.

A) being responsible to stakeholders B) prioritizing shareholder interests C) eliminating inefficiencies D) preparing for global warming Answer: A LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 52) According to Noni Purnomo, CEO of Bluebird Group, which of the following is not being a sustainable company?

A) being responsible to the community B) being responsible to the government C) being responsible to customers D) being responsible to competitors Answer: D LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Ethical Understanding and Reasoning

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53) The fastest growing segment of the U.S. population is currently ________.

A) African American B) Asian American C) Hispanic D) European Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 54) As compared to employees, managers experience ________ technostress.

A) about the same B) less C) more D) much less Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 55) Which of the following is most likely to lead to technostress for managers?

A) a new organizational structure B) the emergence of AI C) an evolving mission statement D) the continuation of the war in Ukraine Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 56) Since 2010, the racial and ethnic makeup of the United States has ________.

A) stayed about the same B) increased C) decreased D) seen only minor change Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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57) According to the text, which country has a high percentage of women (about 23%) in corporate boards?

A) United States B) Malaysia C) Venezuela D) Sweden Answer: D LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 58) The challenges arising from issues regarding differences in age groups represents which major factor fueling organizational change and their leaders?

A) increased globalization B) employee expectations C) political changes D) demographic changes Answer: D LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 59) Globally, women comprise about ________ percent of the workforce?

A) 20 B) 40 C) 60 D) 80 Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 60) As compared to countries such as Rwanda and Mozambique, women comprise ________ share of the workforce in the Middle East.

A) a much larger B) a much smaller C) a similar D) a larger Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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61) In the Middle East and Africa, women ________.

A) are highly valued in the workplace B) represent only about 20 percent of the workforce C) tend to hold board positions D) are usually concentrated in managerial roles Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 62) All of the following except ________ contribute to VUCA. A) the killing of George Floyd B) the resignation of Tom Brady from the NFL C) the Black Lives Matter (BLM) movement D) #MeToo Answer: B LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 63) Leaders in organizations that expect to go back to "normal" following the pandemic are likely experiencing which obstacle?

A) a focus on immediate or short-term results B) punishing experimentation and failure C) falling back on old ideas D) a divide between research and practice Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 64) In a traditional hierarchical control organization, employees ________.

A) are empowered B) regularly take on the responsibilities of leaders C) hold few leadership roles D) engage in higher level decision making Answer: C LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking

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65) The TKD roadmap involves all of the following except ________.

A) think B) transform C) know D) do Answer: B LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Easy AACSB: Reflective Thinking 66) The TKD roadmap ________.

A) helps leaders develop self-awareness of their biases, abilities, and weaknesses B) eliminates the need to look outside the organization for knowledge C) is a series of sequential steps that provide a logical framework for leaders D) prioritizes thinking over doing Answer: A LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 67) There is one commonly accepted definition of leadership.

Answer: FALSE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 68) A leader is defined as a person who influences individuals and groups, helps them in establishing goals, and guides them towards achievement of those goals.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 69) It is easy to define leadership.

Answer: FALSE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking 70) Researchers agree that a leader is effective when the group performs its task.

Answer: FALSE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking

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71) The definition of leadership effectiveness often depends on the point of view of the person who is defining effectiveness.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking 72) For Barbara Waugh, personnel manager of Hewlett-Packard Laboratories, effectiveness is finding a story that is worth living.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 73) Based on Luthans' research, in order for organizations to be effective they must reward effective managers and help them become successful.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 74) The definition of leadership effectiveness depends on the organization and the context.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 75) The common thread in many definitions of leadership effectiveness is the focus on outcomes.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 76) Leaders are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking 77) The presence of leaders creates an unavoidable hierarchy.

Answer: TRUE LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Reflective Thinking

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78) An important aspect of effective leadership is practice and learning from one's mistakes.

Answer: TRUE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Reflective Thinking 79) The keys to being an effective leader are knowledge, experience, practice and learning from one's mistakes.

Answer: TRUE LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 80) Becoming an effective leader requires experimentation and organizational support.

Answer: TRUE LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Analytical Thinking 81) Most researchers agree that leadership and management are basically the same concept.

Answer: FALSE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Reflective Thinking 82) Managers tend to take a long-term perspective, whereas leaders take a short-term perspective.

Answer: FALSE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 83) Leaders provide a vision for their followers, whereas managers focus on routine issues.

Answer: TRUE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Reflective Thinking 84) Effective managers often have to perform roles and functions attributed to leaders.

Answer: TRUE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Reflective Thinking

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85) For organizations to function properly all managers can be replaced by leaders.

Answer: FALSE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Reflective Thinking 86) One of the primary roles of leaders is to create and maintain the culture of their organizations.

Answer: TRUE LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 87) The only means leaders have to influence their followers is through role modeling.

Answer: FALSE LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 88) Leadership is a complex process and leaders should always take themselves very seriously.

Answer: FALSE LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 89) Recent research suggests that leaders must be able to manage their followers' emotional states.

Answer: TRUE LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 90) While the leader's impact on the organization may not always be tangible, leadership is significant in providing a vision and direction for followers.

Answer: TRUE LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 91) Planning and organizing is increasingly being done by followers instead of leaders alone.

Answer: TRUE LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking

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92) Because of many changes in organizations, leaders have to increasingly rely on structuring skills to be effective.

Answer: FALSE LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 93) Factors that are fueling leadership changes include legal pressures and requirements.

Answer: FALSE LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Reflective Thinking 94) One obstacle many leaders face in today's turbulent environment is an over emphasis on long-term results.

Answer: FALSE LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 95) While there is considerable research that can support learning how to lead better, it is often inaccessible to practitioners.

Answer: TRUE LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 96) The TKD roadmap is a series of sequential steps for leaders as they develop and learn to lead.

Answer: FALSE LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking 97) Explain what Jacinda Ardern, former Prime Minister of New Zealand, means when she says, "I refuse to believe that you cannot be both compassionate and strong."

Answer: Jacinda Arden's statement reflects the complexity effective of leadership, and specifically the paradox between being a kind leader and a strong leader, particularly for women.

LO: 1: Define leadership and leadership effectiveness Difficulty: Moderate AACSB: Analytical Thinking

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98) Some may argue that leadership is not necessary. What are some important reasons for having leaders in organizations?

Answer: In trying to reconcile the different arguments regarding the need for and impact of leadership, it is important to recognize that leadership is one of many factors that influence the performance of a group or an organization. See Table 1-1 for a summary. Additionally, the leader's contribution, although not always tangible, is significant in providing a vision and direction for followers and in integrating their activities.

LO: 2: Contrast leadership and management Difficulty: Moderate AACSB: Analytical Thinking 99) Explain what the author means by: Leadership and management become more closely similar when considering the issue of effectiveness and competence.

Answer: Much of the distinction between management and leadership comes from the fact that the title leader assumes competence. Consequently, an effective and successful manager can be considered a leader, but a less-competent manager is not a leader. Overall, the debate over the difference between the two concepts does not add much to our understanding of what constitutes good leadership or good management and how to achieve these goals. It does, however, point to the need felt by many people and organizations for effective, competent, and visionary leadership/management.

LO: 2: Contrast leadership and management Difficulty: Challenging AACSB: Analytical Thinking 100) What are some tips for new leaders who are feeling overwhelmed?

Answer: New leaders who are feeling overwhelmed should try to delegate; connect; seek help and advice; prioritize; and take a step back.

LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking 101) What are the different roles taken on by leaders today?

Answer: Leaders are charged with taking on several different roles including setting vision and mission; building organizational culture; setting strategy and structure; connecting with stakeholders; and being a role model and emotional guide.

LO: 3: Discuss the importance and impact of the roles and functions of leaders in organizations Difficulty: Moderate AACSB: Reflective Thinking

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102) When commenting on changes in organizations since the pandemic, Dan Springer, the CEO of Docusign, says "One of the biggest blind spots for me was misjudging just how thoroughly the world has changed for employees." What does he mean by this?

Answer: Dan Springer comments suggest that the pandemic resulted in significant changes for employees and organizations and that it's important to think about the changes as an opportunity for creativity and innovation. For example, rather than thinking about how to stop people from leaving (the Great Resignation), think about how to attract them (the Great Embrace).

LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 103) What is VUCA and what does it mean for leaders?

Answer: VUCA (volatility, uncertainty, complexity, and ambiguity) is an anacronym that was initially used by the U.S. military to describe the post-Cold War context. Today, it can be used by leaders to describe the environments their organization is facing.

LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Analytical Thinking 104) Discuss some of the demographic changes occurring in the United States. How do these changes affect leadership?

Answer: Students could address a variety of demographic changes in the U.S. population including gender, age, national origin, and race. Demographic changes that lead to increased diversity in the various groups and organizations push leaders to consider this diversity when making decisions. Many countries include similar or even greater cultural diversity.

LO: 4: Explore the current turbulent organizational context and the changes leaders face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 105) According to Gary Burnison, CEO of the global organizational consulting firm Korn Ferry "Given all we've been through over the past few years, leading is about 'grace' — that inner voice that constantly whispers, 'it's not about you.'" Explain what he means.

Answer: Today's leaders, faced with VUCA, need to go beyond planning, controlling, and monitoring and listen to and address the needs of employees.

LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Challenging AACSB: Analytical Thinking 106) What are the main obstacles to leading effectively?

Answer: Focusing on immediate or short-term results; punishing experimentation and failure; falling back on old ideas; and dividing between research and practice.

LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking

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107) Explain the TKD roadmap and how leaders can use it.

Answer: The TKD roadmap involves thinking critically and systematically about the situation facing the leader, acquiring the knowledge and information they need from a broad variety of sources, and implementing or doing the necessary complex tasks.

LO: 5: Describe the THINK-KNOW-DO roadmap to effective leadership Difficulty: Moderate AACSB: Reflective Thinking

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 2 The Foundation of Modern Leadership 1) The modern scientific study of leadership can be divided into three eras. These are ________.

A) trait, behavior, contingency B) charismatic, visionary, exemplary C) case studies, research, theory building D) personality, event-based, complex analysis Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 2) The belief that leaders are born rather than made is part of which approach to leadership?

A) scientific B) contingency C) case study D) trait Answer: D LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 3) Philosophers such as Thomas Carlyle, William James, and Galton believed that ________.

A) followers are not important B) leaders and managers are different people C) innate qualities shape behavior and personality D) leaders are the result of their trait and their environment Answer: C LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 4) The trait approach to leadership suggests that ________.

A) leaders have special innate qualities B) leadership traits are clearly visible C) traits are based on social class D) traits cannot be measured Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 1 ..

5) The results of the trait approach to leadership have established that ________.

A) leaders are born not made B) followers and leaders have different personality traits C) few, if any traits define leaders D) being sociable and intelligent is a requirement for leadership Answer: C LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 6) Which of the following is not one of the traits typically associated with leaders as compared to non-leaders?

A) greater sociability B) greater thoughtfulness C) a greater sense of humor D) greater popularity Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 7) The results of the trait approach to leadership indicate that ________.

A) traits should not be used in leadership B) leadership cannot be studied outside of the situation or context C) some traits are excellent predictors of leadership effectiveness D) traits are unreliable and invalid measures Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 8) Which of the following factors contributed to the development of the behavior approach to leadership?

A) the need to find leaders during World War II B) the development of personality testing C) the use of behavioral surveys to measure traits D) access to military leaders Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking

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9) Which of the following describes the benefits of the behavior approach to leadership over the trait approach?

A) Behaviors are more broadly defined than traits.

B) Behaviors are stable and predictable.

C) Behaviors can be consistently measured and taught.

D) Behaviors are more interesting than traits.

Answer: C LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 10) The behavior approach to leadership has several advantages. They include all but one of the following ________.

A) behaviors can be observed more objectively than traits B) behaviors can be measured more precisely than traits C) behaviors can be taught, whereas traits are innate D) behaviors are richer and more complex than traits Answer: D LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Analytical Thinking 11) In the early work on leader behavior, Lewin and his associates relied on which of the following three leadership behaviors?

A) charismatic, participative, directive B) accommodating, conflicting, compromising C) democratic, autocratic, laissez-faire D) structuring, consideration, instrumental Answer: C LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 12) Studies conducted at ________ are among the best-known behavioral approaches to leadership.

A) Harvard University B) The Ohio State University C) The Center for Creative Leadership D) The military Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 3 ..

13) The two primary leadership behaviors that are still in use are ________.

A) laissez-faire and charismatic motivation B) autocratic and democratic C) visionary and practical D) consideration and structuring Answer: D LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 14) The ________ is one of the primary measures of leader behavior.

A) Leader Behavior Description Questionnaire B) Behaviorally Anchored Scale C) Leader Behavior Scale D) Least Preferred Co-worker Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 15) Terry is a manager who believes in treating employees as equals, is friendly and approachable, and puts the work group's ideas into operation. Terry is using which leadership behavior?

A) people management B) consideration C) motivation D) conflict resolution Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Application of Knowledge 16) Ragu makes sure that his work unit knows what is expected, schedules the work and sets deadlines, and assigns people to different tasks. Ragu is ________.

A) being autocratic B) initiating structure C) preventing his employees from being independent D) a manager but not a leader Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Application of Knowledge 4 ..

17) If you are most concerned about employee satisfaction and loyalty you should demonstrate ________.

A) authority B) laissez-faire C) initiation structure D) consideration Answer: D LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Application of Knowledge 18) The contingency approach to understanding leadership started ________.

A) in the 1960s B) during the scientific revolution C) during World War II D) when the trait approach failed to yield results Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 19) The primary assumption of the contingency approach to leadership is ________.

A) leadership depends on culture B) what works depends on the situation C) behavior of leaders is contingent on their personality D) leadership effectiveness is contingent on the role of followers Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 20) Misha has been effective because he is able to use different behaviors in different situations to motivate his followers and accomplish the tasks. Misha is relying on which leadership approach?

A) behavior approach B) contingency approach C) change approach D) individual approach Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Application of Knowledge 5 ..

21) The first researcher to implement the contingency approach and develop a leadership theory based on the approach was ________.

A) Stogdill B) Fiedler C) House D) Vroom Answer: B LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 22) According to the Contingency Model ________.

A) if the leader's style matches the situation, the leader will be effective.

B) if followers respect the leader, the leader will be effective.

C) when the leader has power, he/she will be more effective.

D) if the leader is trained and experienced, the group will be most effective.

Answer: A LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Analytical Thinking 23) Which is not one of the key principles of Indo-European Leadership (IEL)?

A) Integrity B) Mindfulness C) Kindness D) Humility Answer: B LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 24) One factor limiting the applicability of many contemporary leadership theories across different cultures is ________.

A) the lack of cultural diversity in European business B) the focus on groups in the United States C) the emphasis on individualism in most non-Western countries D) the leader-centric nature of the theories Answer: D LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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25) When asked to evaluate a coworker she does not like working with, Tatiana has a very negative view of that person. She describes him as incompetent, cold, and untrustworthy. Based on this description, Tatiana is most likely ________.

A) a low LPC B) a harsh person C) a high LPC D) a middle LPC Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Application of Knowledge 26) A low LPC leader draws self-esteem from ________.

A) power B) getting along with people C) managing conflict D) accomplishing tasks well Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 27) A high LPC leader draws self-esteem from ________.

A) power B) getting along with people C) managing conflict D) accomplishing tasks well Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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28) When Paul's group fails, he tends to be harsh in judging his subordinates and tends to blame and punish them. Paul is most likely ________.

A) a low LPC B) a harsh leader C) a high LPC D) a middle LPC Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Application of Knowledge 29) When asked to evaluate a coworker she does not like working with, Nilanjan describes the person in generally positive terms, judging them to be loyal, sincere, and warm. Based on this description, Nilanjan is most likely ________.

A) a low LPC B) a kind person C) a high LPC D) a middle LPC Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge 30) Fiedler considers the LPC to be a ________ that people ________.

A) stable characteristic; cannot change B) behavior; can learn to change C) skill; can be trained to do D) value; learn early in life Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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31) ________ is another term used to describe middle LPC individuals.

A) Highly conforming B) Task-oriented C) Relationship-oriented D) Socio-independent Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 32) Which of the following is not part of the leadership situation as described by Fiedler?

A) leader-member relations B) task structure C) follower maturity D) position power Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 33) According to Fiedler, ________ is the most important factor in any leadership situation.

A) leader-member relations B) task structure C) follower maturity D) position power Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking

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34) According to Fiedler, the second most important factor in any leadership situation is ________.

A) leader-member relations B) task structure C) follower maturity D) position power Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 35) According to Fiedler, the least influential element of the leadership situation is ________.

A) leader-member relation B) task structure C) follower maturity D) position power Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 36) Nader is the manager of a group of highly cohesive individuals whose primary job is to reconcile the budgets from other divisions. Based on Fiedler's classification, Nader faces which kind of situation?

A) typical corporate management B) high situational control C) high managerial power D) mid-level control Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge

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37) According to the Contingency Model, ________ will be effective in high and low situational control, while ________ will be effective in moderate situational control.

A) task-motivated; relationship-motivated B) relationship-motivated; task-motivated C) middle LPC; low LPC D) high LPC; middle LPC Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 38) According to the Contingency Model, task-motivated leaders will be most effective in which type of situation?

A) high-control B) moderate control C) low control D) all situations Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 39) According to the Contingency Model, relationship-motivated leaders will be most effective in which type of situation?

A) high-control B) moderate control C) low control D) all situations Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking

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40) Anwar is a task-motivated leader who is in a high situational control environment. Based on Fiedler's Contingency Model, he is likely to ________.

A) be tense, overbearing, and over controlling B) be confident, considerate, and focused on removing obstacles C) be considerate, open to suggestions and concerned with resolving conflicts D) be directive, serious, and with little concern for others Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge 41) Sally is a relationship-motivated leader who is in a moderate situational control environment.

Based on Fiedler's Contingency Model, she is likely to ________.

A) be tense, overbearing, and over controlling B) be confident, considerate, and focused on removing obstacles C) be considerate, open to suggestions and concerned with resolving conflicts D) be directive, serious, and with little concern for others Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Application of Knowledge 42) Hiro is leading a group of volunteers that is facing considerable difficulty. The members do not get along, they are doing a task with no structure that no one quite knows how to do. All of Hiro's efforts at building cohesion have been wasted and he is frustrated and has decided to leave his followers to fend for themselves. Based on this description, Hiro is most likely ________.

A) a consultative leader B) a socio-independent leader C) a relationship-oriented leader D) a leader with task skills Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge

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43) Your company is planning to use Fiedler's Contingency Model to train its leaders and managers. Based on the assumptions and finding of the theory, what will be the focus of the training?

A) Teaching leaders the different decision styles they need to be effective in different situations.

B) Getting leaders to be more sensitive to the needs of their followers so they can use them as resources when needed.

C) Training leaders to remove obstacles on their followers' path.

D) Helping leaders to be aware of their style and understand the situations they face.

Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge 44) Marco has just come back from a leadership training based on Fiedler's Contingency Model.

He has very much enjoyed the training and is planning to implement what he has learned. Which one of the following is Marco likely to do?

A) He will focus on gaining more experience in the job that he is doing so that he can increase his sense of control.

B) He will make sure that he has the power he needs to implement his decisions.

C) He will focus on understanding and changing his leadership situation when he is out of match.

D) He will empower his employees any chance he gets and include them in decision-making.

Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge 45) Which of the following is not one of the practical implications of the Contingency Model for managers?

A) Leaders must understand their style and the situation.

B) Leaders should focus on changing the situation.

C) Leaders can compensate for task ambiguity by getting more training.

D) Leaders can learn to change their style to fit different situations.

Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking

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46) Which of the following principles is the basis for the Normative Decision Model?

A) Empowerment is always effective.

B) Western employees expect to participate in decision making.

C) Groups are often time-consuming and inefficient.

D) Employee motivation results from the leader removing obstacles.

Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 47) According to group dynamics research that is the basis for the Normative Decision Model ________.

A) groups make better decisions.

B) well trained groups make faster decisions than individuals.

C) leaders get better results when they rely on groups.

D) participation in decision-making leads to commitment.

Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 48) According to the Normative Decision Model, leaders should adjust their decision style depending on ________ and ________.

A) their personal style; the situation B) the followers' maturity; goals of the organization C) the need for a quality decision; likelihood that employees will accept the decision D) the complexity of the task the group is doing; the degree to which the group agrees with the leader Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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49) Which of the following is not one of decision styles used in the Normative Decision Model?

A) autocratic B) individual C) consultative D) group Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 50) In the ________ decision style, the leader makes the decision alone, with or without information from the group.

A) autocratic B) individual C) consultative D) group Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 51) In the ________ decision style, the leader asks for information and ideas from the group members either individually or as group.

A) autocratic B) individual C) consultative D) group Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking

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52) In the ________ decision style, the leader exchanges ideas with followers who are equal partners in the decision process.

A) autocratic B) individual C) consultative D) group Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 53) Which of the following is not one of the several contingency factors in the Normative Decision Model?

A) leader information B) goal congruence C) goal conflict D) subordinate conflict Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 54) When there is no quality requirement and employee commitment is not needed, the most appropriate leader decision style is ________.

A) autocratic B) individual C) consultative D) group Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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55) Jade is new at her managerial position and does not have a lot of technical expertise. The quality of her team's work is very important to the organization and the commitment of her employees is essential. Based on the Normative Decision Model, Jade should use ________ as her primary decision style.

A) autocratic B) individual C) consultative D) group Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge 56) When the employees' commitment is essential, they generally agree with the goals of the organization, quality is important, and the leader does not have enough information, the most appropriate decision style is ________.

A) autocratic B) group C) delegation D) individual Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 57) Two weaknesses of Normative Decision Making are ________.

A) its poorly defined decision styles and limited application B) its complexity and assumption that leader can easily change styles C) its weak theoretical bases and lack of clarity in the decision styles D) its simplistic view of leadership and low validity of measures Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking

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58) Carlos has decided to implement the principles of the Normative Decision Model to managing his team. In order to be successful, he must do all of the following, except ________.

A) allow his followers to participate in all decisions B) understand the situation and the decision style options C) pay attention to followers' needs D) be aware of the followers' level of commitment Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Application of Knowledge 59) The Path-Goal Theory suggests that the role of the leader is to clear paths for followers allowing them to ________.

A) fulfill their needs and reach goals B) function without their leader when necessary C) build a cohesive team D) have time to address interpersonal conflicts Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 60) In Path-Goal Theory, ________ and ________ determine which leadership behavior should be used.

A) power; leader-follower relationships B) nature of the task; follower characteristics C) effort; performance D) group factors; organizational factors Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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61) The major weakness of the Path-Goal Theory is ________.

A) a lack of research B) poor measures of leaders' behavior C) unreliable hypotheses D) inability to measure motivation Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 62) Path-Goal Theory makes a unique contribution to leadership theory by ________.

A) including follower's perception of the task B) assuming that leaders can't change their behavior C) presenting the concept of in-group D) including culture in leadership Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 63) Suzanna would like to improve her leadership effectiveness using Path-Goal theories of leadership. She should ________.

A) identify her in-group and out-group and how followers get in each group B) make sure that she has enough power C) understand her followers' need for autonomy and their perception of the task D) make sure she is comfortable with a variety of decision styles Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge

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64) Which of the following is not one of the categories of factors that reduce the impact of leadership?

A) follower characteristics B) task characteristics C) organizational characteristics D) leader characteristics Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 65) Employees are not likely to need their leader to provide structuring behavior if ________.

A) they have information about the task through other means B) they do not get along with the leader C) the leader does not have enough power D) the leader is not located in the same place as the employees Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking 66) Having a clear task that provides direct feedback to the follower serves as a substitute for ________.

A) leader consideration behaviors B) organizational policies C) leader structuring behaviors D) leader's lack of power Answer: C LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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67) A cohesive team can act as ________ for the leader's ________ behavior.

A) neutralizer; conflict resolution B) substitute; structuring C) substitute; team building D) neutralizer; consideration Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 68) The Alpha team is located in a building that is far apart from the rest of the organization, including the team's manager who is located over 100 miles away. The physical distance between the manager and followers acts as a ________ for leader ________.

A) substitute; consideration B) neutralizer; consideration C) neutralizer; responsibility D) substitute; lack of power Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Challenging AACSB: Analytical Thinking 69) Ravi would like to use the substitute for leadership concepts to improve his leadership effectiveness. Which of the following should he focus on?

A) increasing the distance between himself and his followers B) decreasing his power C) imposing rigid organizational policies D) increasing his team's cohesiveness Answer: D LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Application of Knowledge

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70) The substitutes for leadership model have increasing applications to many organizations as they ________.

A) transition to a workplace where there is a greater emphasis on work-from-home B) select leaders with certain traits C) teach leaders to be both considerate and provide structure D) move to other cultures Answer: A LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 71) An implication of the leadership substitutes model for leadership training is to ________.

A) train the leader to empower followers B) teach the leader to change situations C) focus the leader on acquiring power D) help the leader manage relationships with followers Answer: B LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 72) The Leader-Member Exchange (LMX) model of leadership is based on the premise that ________.

A) leadership is a relationship between leaders and follower B) leadership is an exchange process C) leaders and followers take turns acting as leaders D) leadership is a group phenomenon Answer: A LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Reflective Thinking 73) An earlier version of the Leader-Member Exchange (LMX) model was called ________.

A) the Leader-Member Relationship model B) the vertical dyad linkage model C) the transactional leadership model D) the exchange relations model Answer: B LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Reflective Thinking 22 ..

74) According to Leader-Member Exchange (LMX) model, followers who are ________ will have the leader's trust and be expected to perform and grow.

A) more intelligent B) in the in-group C) from the same culture D) who ingratiate themselves with the leader Answer: B LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Analytical Thinking 75) According to LMX, the followers who have a high-quality relationship with their leader are likely to do all of the following except ________.

A) perform better B) experience greater job satisfaction C) require greater oversight D) communicate often with their leader Answer: C LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Analytical Thinking 76) Juan has had an excellent relationship with his boss who is grooming him to be his successor.

In spite of good performance, Juan makes a serious mistake in one of his projects. According to Leader-Member Exchange (LMX), what is Juan's boss most likely to do?

A) be highly disappointed in Juan B) punish Juan very harshly C) take the blame for Juan's mistake D) overlook Juan's mistake Answer: D LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Application of Knowledge

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77) Employees who do not have a high quality LMX are likely to experience which one of the following?

A) assignment to moderate tasks B) a lot of positive and negative communication from their leader C) limited interaction with the leader D) high performance expectations Answer: C LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Analytical Thinking 78) Which of the following is not one of the outcomes of a high quality leader-member exchange?

A) little need for communication B) high performance C) high satisfaction D) better performance ratings for followers Answer: A LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Reflective Thinking 79) Leaders form positive relationship with three types of followers. Which of the following is not one of the followers?

A) those who are competent B) those they trust C) those who are willing to assume responsibility D) those who are less committed Answer: D LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Reflective Thinking 80) The benefits of being in the in-group and having a close relationship with the leader include all but one of the following.

A) less stress B) better safety records C) less moderate assignments D) greater creativity Answer: C LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Analytical Thinking 24 ..

81) Terry has just learned about the LMX model and would like to make sure that her in-groups are productive and benefit followers and her organization. Which of the following should she avoid?

A) picking members based on competence and contribution B) keeping membership fluid C) avoiding differentiated in-groups and out-groups D) establishing a group of competent followers and using them for all activities Answer: D LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Application of Knowledge 82) Which model of leadership behavior focuses on quality of relationship with followers as an effectiveness criterion?

A) Leader-Member Exchange B) Path-Goal Theory C) Normative Decision Making D) Fiedler's Contingency Model Answer: A LO: 5: Compare and contrast the assumptions and contributions of earlier approaches to leadership Difficulty: Moderate AACSB: Reflective Thinking 83) The individual need to grow is part of which leadership model?

A) Path-Goal Theory B) Leader-Member Exchange C) Normative Decision Making D) Fiedler's Contingency Model Answer: A LO: 5: Compare and contrast the assumptions and contributions of earlier approaches to leadership Difficulty: Easy AACSB: Reflective Thinking 84) Prior to the industrial revolution, interest in leadership relied on intuition and a description of existing practice.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking

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85) The argument that leaders are born not made suggests that innate qualities shape human personality and behavior.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 86) The development of personality testing helped in the development of the trait approach to leadership.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 87) Leadership traits are easily observed whereas behaviors are more difficult to see.

Answer: FALSE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 88) The early research of Lewin and his associates about leadership behaviors identified three different types of leadership behaviors.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 89) Based on the early behavior research conducted by Lewin and his associates, managers who provide information but little guidance to their followers are likely to have frustrated and disorganized groups.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Analytical Thinking 90) Consideration and initiation of structure are the two primary leadership behaviors.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 26 ..

91) The research on leadership behavior has been able to clearly identify which leadership behaviors are most effective.

Answer: FALSE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 92) Leader consideration is generally associated with follower satisfaction.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Analytical Thinking 93) The contingency approach to leadership was started in the 1960s.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 94) According to the contingency approach to leadership, we need to understand both the leader's traits and the situation.

Answer: TRUE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 95) According to the contingency approach, situational factors are more important than the leader's style and behavior.

Answer: FALSE LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Reflective Thinking 96) Since 2020, there has been a concerted effort to better understand diversity and leadership through extensive research applying and testing leadership models on under-represented groups.

Answer: FALSE LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments

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97) Modern leadership theories are well suited to understanding leadership in cross-cultural situations.

Answer: FALSE LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 98) Fiedler proposed that leadership effectiveness is a function of the match between the leader's style and the leadership situation.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 99) The LPC scale determines which behavior the leader should use.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 100) A low LPC person draws self-esteem from good interpersonal relations.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking 101) A high LPC person draws self-esteem from accomplishing the task.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking 102) The middle LPC individuals are the least effective leaders.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 28 ..

103) According to Fiedler, situational control is made up of three factors.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 104) According to Fiedler's Contingency Model, the quality of the relationship between the leader and followers is the most important element of the situation.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 105) Good relationships with followers provide the leader with high control over a situation.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 106) If the leader has power, the leader does not have to worry about other aspects of the situation.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 107) According to the Contingency Model, relationship-motivated leaders are most effective in high control situations.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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108) According to the Contingency Model, in chaotic, low control situations, task-oriented leaders are effective.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 109) Both the Contingency Model and the Normative Decision Model recommend matching the leader and the situation.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 110) The Normative Decision Model proposes four general decision-making styles that are each effective in different types of situations.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 111) According to the Normative Decision Model, the consultative style of decision-making involves the leader allowing followers to make the decision.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 112) According to the Normative Decision Model, the autocratic decision style can involve either the leader making the decision without any information from followers, or the leader asking for information, but making the decision alone.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking

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113) The two central contingency factors in the Normative Decision Model are quality of the decision and need for acceptance and commitment by followers.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 114) To decide what decision style to use, leaders using the Normative Decision Model have to work through a decision tree with eight contingency factors or questions.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 115) According to the Normative Decision Model, when the quality of the decision is not essential, the leader should use an autocratic decision style.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking 116) According to the Normative Decision Model, when employees do not agree with each other, the leader should encourage them to debate and let them make the decision.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 117) According to the Normative Decision Model, the need for employee commitment is a primary determinant for using consultation as a decision style.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Analytical Thinking

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118) The concept of power is at the core of the Path-Goal Theory.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 119) According to Path-Goal Theory, the leader must focus on satisfying employees by removing obstacles they face.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 120) One of the factors that Path-Goal Theory recommends leaders pay attention to is their followers need for autonomy.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking 121) Path-Goal Theory has received strong research support.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 122) Research shows that leaders are essential in all situations.

Answer: FALSE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Easy AACSB: Reflective Thinking

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123) Professionals who have experience in their task often do not rely on their leader.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Reflective Thinking 124) Organizational rigidity can reduce the need for the leader to provide task structure.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 125) Followers' lack of value for goals is a neutralizer for leadership.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 126) A cohesive team can act as a substitute for leader consideration.

Answer: TRUE LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 127) The Leader-Member Exchange (LMX) model suggests leaders develop two groups of followers; those in the in-group and those in the out-group.

Answer: TRUE LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Reflective Thinking 128) The Leader-Member Exchange (LMX) model suggests that leaders do not have the same relationship with all their followers.

Answer: TRUE LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Reflective Thinking 33 ..

129) To avoid the potential negative impact of in-groups, leaders must make a conscious effort to seek out all followers.

Answer: TRUE LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Reflective Thinking 130) Research indicates that people tend to become friends and be attracted to those who are unlike them. A leader's inner circle is therefore likely to be very different than himself/herself.

Answer: FALSE LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Easy AACSB: Reflective Thinking 131) Leaders should periodically evaluate the criteria for membership in their in-group.

Answer: TRUE LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Reflective Thinking 132) Group cohesion is central to Path-Goal Theory, while the individual need to grow is an element in Leader-Membership Exchange.

Answer: FALSE LO: 5: Compare and contrast the assumptions and contributions of earlier approaches to leadership Difficulty: Moderate AACSB: Analytical Thinking 133) Unlike other leadership models, Fiedler's theory suggests that leadership styles are trait-like and easy to change.

Answer: FALSE LO: 5: Compare and contrast the assumptions and contributions of earlier approaches to leadership Difficulty: Moderate AACSB: Reflective Thinking

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134) Explain the following statement: evidence suggests effective leadership requires both consideration and structuring behaviors.

Answer: Researchers generally agree that considerate, supportive, people-oriented behaviors are associated with follower satisfaction, loyalty, and trust, whereas structuring behaviors are more closely related to job performance.

LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Moderate AACSB: Analytical Thinking 135) What is the primary assumption of the contingency view?

Answer: When evaluating the appropriate style of leadership, it is important that the task and type of work group be taken into consideration.

LO: 1: Trace the history of modern leadership by identifying the three major eras in the study of leadership Difficulty: Easy AACSB: Reflective Thinking 136) How does the lack of focus on diversity factors in leadership limit the applicability of leadership research for under-represented groups?

Answer: While there is research on the impact of gender on leadership, the focus has been binary (male and female). There has also been little research applying or testing existing leadership theories on other under-represented groups creating challenges and limitation for the application of contemporary leadership models across those groups.

LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 137) Using examples, explain the acronym WEIRD and how it influences our understanding of leadership in a cross-cultural context.

Answer: The acronym WEIRD - Western, Educated, Industrialized, Rich and Democratic - is a reminder that contemporary theories of leadership may not be applicable in a broader crosscultural context. Many students will note for example, that leadership models developed in an individualistic society will be limited in their application in a collectivist culture.

LO: 2: Describe the context, assumptions, and limitations of leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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138) Explain how Fiedler's least preferred coworker (LPC) scale can determine a leader's style.

Answer: Fiedler uses the least-preferred coworker (LPC) scale, a measure that determines whether the leader is primarily motivated by task accomplishment or by maintaining relationships. According to Fiedler, low LPC leaders–those who give a low rating to their leastpreferred coworker (describing the person as incompetent, cold, untrustworthy, and quarrelsome)–are task motivated. In contrast, high LPC, relationship-oriented leaders rate their least-preferred coworker relatively positively (describing that person as loyal, sincere, warm, and accepting. Individuals who fall in the middle of the scale have been labeled socio-independent and show behaviors associated with both styles. They are less concerned with other people's opinions and may not actively seek leadership role.

LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Moderate AACSB: Analytical Thinking 139) Does the fact that there have been researchers who have voiced strong criticisms regarding the meaning and validity of the LPC scale mean this model is not valid? Defend your opinions.

Answer: Students should make a point that because a leader's style is stable, it cannot be changed or be easily changed to fit the situation.

LO: 3: Present and evaluate the contributions of the early contingency theories of leadership, including: • Fiedler's Contingency Model • The Normative Decision Model • Path—Goal theory • Substitutes for leadership Difficulty: Challenging AACSB: Analytical Thinking 140) What are the benefits of being in the in-group in the leader-follower relationship?

Answer: The close and direct connection of followers in the in-group in the leader-follower relationship offers numerous benefits including mutual respect; deep trust; the attention, support, and confidence of the leader; interesting and moderate assignments; less oversight on mistakes; and more recognition and rewards.

LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Analytical Thinking 141) The most widely used Normative Decision Model is labeled "time efficient." Explain what that means.

Answer: In some situations, the autocratic leadership style is the most appropriate because it allows for quick decisions, unlike consultation and participation which require greater time investments which may not add to the quality of the decision outcome.

LO: 4: Explore the contributions of the Leader-Member Exchange model as a bridge to current leadership approaches Difficulty: Moderate AACSB: Analytical Thinking

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142) Using the different approaches to leadership, explain the impact of the shift from the office to a work-from-home situation during the pandemic for leaders and followers.

Answer: Responses to this question will vary. The sudden pandemic-induced transition from the office to a work-from-home situation required leaders to adapt to a new situation. While many aspects of leadership likely continued unchanged, students should recognize where changes may have been more apparent. For example, group cohesion was likely affected, follower satisfaction and motivation were probably impacted, and so forth.

LO: 5: Compare and contrast the assumptions and contributions of earlier approaches to leadership Difficulty: Moderate AACSB: Analytical Thinking

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 3 Leading with a Cultural Mindset: Cultural Diversity 1) ________ is the behaviors, beliefs, values, and assumptions that guide the behavior of a particular group of people.

A) Culture B) Leadership C) Diversity D) Individualism Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 2) Culture is important because ________.

A) some cultures are more powerful than others B) culture guides people's assumptions and behaviors C) culture can be changed to match the organization D) leaders must learn to ignore culture Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 3) How many levels does culture have?

A) two B) three C) four D) five Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 4) People in who live in the "Little Italy" region of New York City have maintained traditions, norms and customs from generation to generation. This is an example of what level of culture?

A) global B) national C) group D) organizational Answer: C LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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5) ________ refers to the variety of human structures, belief systems, and strategies for adapting to situations that exist within different groups.

A) Masculinity B) Leadership C) Gender D) Diversity Answer: D LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 6) Male traits of ________ and ________ are often associated with leadership in many cultures.

A) assertiveness; confidence B) intelligence; goal orientation C) cognitive skills; ruthlessness D) individualism; competition Answer: A LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 7) Culture ________.

A) is established at birth B) is learned C) is set by national boundaries D) is easy to change Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 8) Which of the following is true of culture?

A) Culture is easy to change.

B) Culture is genetic.

C) Culture is biological.

D) Culture has permanence.

Answer: D LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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9) Race ________.

A) is only a social construct for certain groups B) is strictly limited by genetics C) is no longer widely used to classify people D) can be defined as geographic, genetic, and biological groupings within a species Answer: D LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 10) Which is not true of culture?

A) It is biological.

B) It provides a worldview.

C) It is stable and dynamic.

D) It is unique to the group.

Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 11) Ethnicity ________.

A) is always based on geography B) can be based on nationality or regions C) never involves national boundaries D) is normally based mainly on religious beliefs Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 12) The notion that culture provides a meta-context ________.

A) implies that culture is static B) suggests that culture, by providing a lens through which to see the world, serves as a guide to an individual's behavior C) allows culture to be used to describe people's superficial and genetic physical differences D) limits the impact of culture as an organizational factor influencing leadership Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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13) Which of the following is not true of culture as a meta-context (CMC)?

A) CMC is an ever present background in which events happen.

B) CMC acts as a guide to behavior.

C) CMC is always relevant and impactful.

D) CMC is omnipresent and impacts how we think.

Answer: C LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 14) Culture-Just-Is (CJI) ________.

A) argues that cultures simply exist and serve the same purpose B) explains why not everyone has a culture C) helps us understand why some cultures are superior to others D) suggests that culture is mainly an ethnic construct Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 15) The analogy of culture as an iceberg suggests that ________.

A) there is transparency in values and assumptions B) the visible parts of culture do not represent its depth C) outsiders generally have access below the visibility line D) culture tends to be surface level Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 16) Jolene recently moved to Arkansas from Maine. Jolene is excited, but a little nervous to be a Southerner. "Southerner" in this situation refers to which level of culture?

A) national B) regional C) organizational D) situational Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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17) Which of the following is part of the shallow culture?

A) language B) rituals C) food D) values Answer: D LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 18) Music, art, and policies are all part of ________.

A) deep culture B) shallow culture C) external culture D) surface culture Answer: D LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 19) The presence of people with distinctly different group affiliation and who hold distinctly different group affiliations, cultural values, and cultural identities is ________.

A) cultural diversity B) race C) diversity D) culture-just-is Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 20) Which is not a primary dimension of culture?

A) age B) appearance C) ethnicity D) sexual orientation Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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21) Professional background is considered to be a(n) ________ dimension of culture.

A) primary B) secondary C) fifth D) ordinary Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 22) Making broad generalizations from one person to a whole group is known as ________.

A) ethnocentrism B) essentialism C) over-generalization D) equating country with culture Answer: C LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 23) Marcos has just accepted a new position with his firm. He will be moving from Brazil to Argentina. He thinks the transition will be relatively easy because he's been working with a team from Argentina for the past year and feels comfortable with them. Marcos' assumption that all individuals within a country share the same culture is called ________.

A) ethnocentrism B) essentialism C) equating country with culture D) over-generalization Answer: C LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 24) Susan will be spending the next six months in Paris helping her French colleagues learn the company's new operating system. Susan is looking forward to the long lunches, excellent food, and fast-paced conversations she has heard about from other people who have been to France.

Susan's assumptions that all members of a group share the same characteristics or essence is called ________.

A) over-generalization B) equating country with culture C) polycentrism D) essentialism Answer: D LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 6 ..

25) When an individual makes generalizations about groups based on research rather than personal experiences, the individual is ________.

A) making a sophisticated stereotype B) over-generalizing C) engaging in essentialism D) making a cultural prototype Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 26) Typical qualities of groups of people are called ________.

A) sophisticated stereotypes B) cultural prototypes C) essentialism D) over-generalizations Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 27) The problem with equating culture with country is that ________.

A) it leads to over-generalizations B) it leads to an over-emphasis on primary dimensions C) it leads to an over-emphasis on secondary dimensions D) it avoids deep culture differences Answer: A LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 28) It is estimated that ________ cultures exist.

A) less than 400 B) more than 10,000 C) between 200 and 300 D) between 1,000 and 2,000 Answer: B LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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29) Mohammed is meeting with an important client from China and wants everything to go as smoothly as possible. While he has met with many Chinese clients in the past, Mohammed wants to avoid assuming that everyone from China shares the same culture. Mohammed is trying to ________.

A) rely on cultural prototypes B) focus on sophisticated stereotypes C) avoid equating country with culture D) encourage over-generalization Answer: C LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 30) All of the following except ________ is part of DEI. A) distinction B) equity C) inclusion D) diversity Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 31) Which of the following best describes inclusion?

A) objective B) observable C) measurable D) subjective Answer: D LO: 2: Understand the current state of diversity in organizations Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 32) Which of the following is less likely to apply to diversity?

A) It is observable.

B) It is subjective.

C) It is measurable.

D) It is objective.

Answer: B LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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33) ________ involves treating everyone based on what they need to succeed.

A) Equity B) Empathy C) Inclusion D) Diversity Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 34) Which of the following focuses on differences?

A) diversity B) equity C) inclusion D) empathy Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 35) ________ refers to a sense of acceptance and results in the feeling of security and support, and the formation of positive and significant relationships with others.

A) Empathy B) Tolerance C) Belonging D) Equality Answer: C LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 36) Instacart's effort to celebrate diversity through cultural heritage events is an example of ________.

A) belonging B) empathy C) equality D) tolerance Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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37) Deloitte, through its diversity councils, focus on mental health, and informal guidance and mentoring is working to ________.

A) create a climate of inclusion B) discourage automatic equity C) improve empathy D) develop essentialism Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 38) According to census surveys, the United States ________.

A) is no longer the 'melting pot' it once was B) is less culturally diverse than it once a decade ago C) is becoming more culturally diverse D) values uniformity over diversity Answer: C LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 39) Census data shows that the Hispanic or Latino population now makes up about ________ of the total U.S. population.

A) 14 percent B) 19 percent C) 33 percent D) 65 percent Answer: B LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Reflective Thinking 40) Which ethnic group comprises about 14 percent of the U.S. population?

A) Native American B) Hispanic or Latino C) Black or African American D) White Answer: C LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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41) Demographic trends suggest that by 2050 ________ will no longer constitute the majority of the U.S. population.

A) Native Americans B) Caucasian or White Americans C) Hispanic or Latino Americans D) Black or African Americans Answer: B LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 42) By 2024, ________ are projected to comprise about 20 percent of the U.S. labor force.

A) Hispanics B) Native Americans C) African Americans D) Asians Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 43) Data shows that, in the United States, ________ men have a lower labor participation rate than men from other race groups.

A) Black B) Hispanic C) Asian D) Native American Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 44) According to research, more than ________ of new businesses in New York and California are started by immigrants.

A) 40 percent B) 50 percent C) 60 percent D) 70 percent Answer: A LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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45) On average, the CEO of a top 100 U.S. Fortune 500 company is most likely to be ________.

A) a Black man B) a Latino woman C) an Asian woman D) a white male Answer: D LO: 2: Understand the current state of diversity in organizations Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 46) In Canada, ________.

A) men and women are equally represented on corporate boards B) there is a leadership gap when diversity is considered C) under-represented groups are limited D) women are over represented in leadership positions Answer: B LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 47) Which country is not recognized as being at the top when it comes to gender equity in leadership positions?

A) Iceland B) Denmark C) Norway D) Sweden Answer: B LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 48) Research shows that the United States ranks ________ in the world for gender equity in leadership positions.

A) 1st B) 10th C) 30th D) 50th Answer: C LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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49) Which is true regarding gender equity in leadership positions?

A) Several industries have achieved gender equity in leadership positions.

B) At least five countries have achieved gender equity in leadership positions.

C) There is a noticeable gender imbalance in many organizations across all sectors.

D) Women account for less than half of university graduates.

Answer: C LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 50) A differential between the pay of men and women in similar jobs is called a ________.

A) pay gap B) glass ceiling C) glass cliff D) gender double-bind Answer: A LO: 3: Address the gender gap in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 51) Cynthia is a West Coast sales manager for a large sports good company. She recently discovered that her male counterpart, who as the company's East Coast sales manager, has virtually identical responsibilities, make 20 percent more than she does. Cynthia is experiencing a ________.

A) gender double-bind B) glass cliff C) glass ceiling D) pay gap Answer: D LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 52) Which group of women generally experiences the biggest pay gap?

A) women of color B) older women C) younger women D) women in traditionally male dominated occupations Answer: A LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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53) The World Economic Forum predicts that it will take ________ years to close the gender gap worldwide.

A) 20 B) 50 C) 100 D) 130 Answer: D LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 54) Research shows that in the United States, women experience the highest pay gap in ________ and the lowest in ________.

A) Arkansas; Maine B) Louisiana; California C) Mississippi; New York D) Oklahoma; Ohio Answer: B LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 55) Studies show that ________ percent of women and ________ percent of men do not believe that a pay gap exists.

A) 10; 50 B) 20; 40 C) 40; 20 D) 50; 60 Answer: B LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 56) As compared to men, women continue to experience all of the following except ________.

A) subtle forms of discrimination such as being assigned to stereotypical tasks B) limited mentoring opportunities or inferior mentoring C) fewer opportunities to be team leaders D) limited skill sets and ambitions Answer: D LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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57) Women choosing between being liked and not considered a leader or leading and not being liked face ________.

A) Think Leader-Think Male social expectations B) gender double-bind C) glass ceilings D) work-life imbalances Answer: B LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 58) Which is not a common female stereotype?

A) hesitant B) submissive C) risk-taker D) caring Answer: C LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 59) All of the following except ________ are common male stereotypes.

A) team player B) powerful C) performance-oriented D) confident Answer: A LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 60) ________ refers to the invisible barrier that holds women back where they cannot go any higher.

A) Incubator B) Glass ceiling C) Glass cliff D) Gender double-bind Answer: B LO: 3: Address the gender gap in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments

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61) Theresa May, former UK prime minister, was tasked with orchestrating Brexit during a period of political turmoil. May's selection is an example of ________.

A) the glass cliff B) the glass ceiling C) gender double bind D) Think Leader - Think Male Answer: A LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 62) Which of the following is not true for women and work-life balance?

A) Women are twice as likely to care for elderly parents as men.

B) Women spend more time than men on household duties.

C) Women carry most of the burden for childcare and household work.

D) Women devote more time to leisure activities than men.

Answer: D LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 63) Companies that want to implement DEI practices should ________.

A) make all DEI programs mandatory B) focus initially on hiring, not promotions C) limit contact among employees D) appoint diversity managers Answer: D LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 64) Ensuring that there is clear, transparent, and demonstrable practices supporting DEI is part of which of the following recommendations?

A) walk-the-talk B) engage managers and employees in the practice C) increase contact among employees and with management and leadership D) diversity managers at the top and at various levels Answer: A LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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65) ________ refers to a way of thinking and a frame of mind or reference that considers culture as a factor when assessing yourself and other people and situations and when making decisions and acting on them.

A) Cultural mindset B) Glass cliff C) Cultural diversity D) Essentialism Answer: A LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 66) Which of the following is not a recommendation for managing culture effectively in an organization?

A) Understand the culture of your organization.

B) Recruit and hire employees only from the organization's national culture.

C) Build upon agreements.

D) Evaluate disagreements.

Answer: B LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 67) In the United States, women and minorities hold just under ________ percent of board seats of Fortune 500 companies.

A) 10 B) 25 C) 40 D) 65 Answer: C LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 68) As of 2023 study indicated that just .4 percent of Fortune 500 board seats were held by ________.

A) LGBTQ+ individuals B) women C) Hispanics D) Asians Answer: A LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 17 ..

69) Women currently of color hold about ________ percent of Fortune 100 companies, while men of color hold about ________.

A) 2.3; 17.5 B) 6.7; 14.0 C) 8.9; 5.5 D) 12.5; 24.9 Answer: B LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 70) The salary gap between men and women is evidence of the challenges women face. On average, in the United States, women earn ________ of what men earn.

A) 91 percent B) 82 percent C) 77 percent D) 65 percent Answer: C LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 71) What is the invisible barrier and obstacles that prevent women from moving to the highest levels of the organization called?

A) glass elevator B) glass roof C) glass house D) glass ceiling Answer: D LO: 3: Address the gender gap in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 72) Women who demonstrate masculine leadership styles are ________.

A) more likely to be considered effective by men B) more likely to be evaluated poorly by men C) demonstrating what is expected of them by men D) more respected by both men and women Answer: B LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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73) Culture is shared by members of a group.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 74) Culture consists of the commonly held values of a group of people.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 75) National culture is the set of values and beliefs shared by people within a nation.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 76) Ethnicity refers to the culture of a group within a particular geographic region.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 77) Culture-as-meta-context (CMC) is an ever-present background, setting, and situation in which events happen, that helps explain and interpret them, and that serves as a guide to behavior.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 78) Food, art, and architecture are all part of deep culture.

Answer: FALSE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 79) Culture exists only at the national level.

Answer: FALSE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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80) Diversity refers to the variety of human structures, belief systems, and strategies for adapting to situations that exist within different groups.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 81) Gender differences is an example of national culture.

Answer: FALSE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 82) People learn culture through both formal teaching and informal observation.

Answer: TRUE LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 83) Millennials are the largest generational cohort in history.

Answer: TRUE LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 84) As compared to more diverse organizations, diverse companies have poorer financial performance.

Answer: FALSE LO: 2: Understand the current state of diversity in organizations Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 85) The overall picture regarding who leads organizations and overall income shows a clear gap between white men and other groups.

Answer: TRUE LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 86) Iceland, Finland, Norway, and Sweden have all achieved gender parity in leadership positions.

Answer: FALSE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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87) Both healthcare and education have been successful at achieving gender equity in leadership positions.

Answer: FALSE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 88) Women now hold about one-fourth of all state governor positions.

Answer: FALSE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 89) In the United States, women of color face the highest pay gap.

Answer: TRUE LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 90) About 20 percent of men in the United States do not believe a pay gap exists for women.

Answer: FALSE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 91) Persistent gender stereotypes that lead to associating being female with being weak, caring, socially oriented, submissive, and dependent, while being male is associated with strength, performance and action orientation, assertiveness, confidence, and competitiveness help explain why gender parity does not exist in society and in organizations.

Answer: TRUE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 92) Research shows that that there are few if any actual gender differences in cognitive ability, communication, or personality between men and women.

Answer: TRUE LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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93) While blatant and overt discrimination is harmful, the more subtle forms of bias, such as ignoring input, or assigning people to stereotypical tasks (e.g., HR for women), can be equally detrimental.

Answer: TRUE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 94) Because the leadership gap is the product of social values and policies; addressing the diversity gap requires actions on multiple levels.

Answer: TRUE LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 95) Research shows that most women are no longer subject to negative stereotypes or caught in the gender double-bind of having to fulfill two contradictory roles and expectations: those of being a woman and those of being a leader where conventional gender stereotypes help men.

Answer: FALSE LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 96) In volatile, uncertain, complex, and ambiguous (VUCA) environments, cultural diversity contributes to group and organizational performance.

Answer: TRUE LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 97) Define culture-as-a-meta-construct (CMC).

Answer: Culture-as-meta-context (CMC) is an ever-present background, setting, and situation in which events happen, that helps explain and interpret them, and that serves as a guide to behavior.

LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments; Reflective Thinking 98) What is meant by Culture-Just-Is (CJI)?

Answer: Culture-Just-Is refers to the fact that cultures simply exist, and that one culture is not objectively better than another since they all serve the same purpose: they help make sense of the world and they serve as meta-context and a guide to behavior.

LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 22 ..

99) Explain the analogy of culture as an iceberg.

Answer: The visible parts of an iceberg, while obvious, do not fully represent its depth.

Similarly, what we see from a culture–for example, art, food, music, or ways people behave–are based on deeper beliefs, values, and assumptions that are hidden from view, but are powerful and critical.

LO: 1: Define culture and its three levels and explain the role it plays in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 100) Compare and contrast diversity, equity, and inclusion.

Answer: Diversity is relatively objective, observable, and measurable, and focuses on differences. Equity is treating everyone based on what they need to succeed. Inclusion is more subjective as an attitude or feeling of being welcome and much harder to quantify.

LO: 2: Understand the current state of diversity in organizations Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 101) Christine Lagarde, president of the European Central Bank and former head of the International Monetary Fund (IMF), said, when talking about the 2008 global financial crisis that "if Lehman Brothers had been 'Lehman Sisters,' today's economic crisis clearly would look quite different." What did she mean?

Answer: Christine Lagarde was commenting on how the lack of diversity in the financial industry may have contributed to the financial crisis.

LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 102) Explain what is meant by the statement that characteristics typically associated with the female leadership style are increasingly considered necessary, regardless of gender.

Answer: The qualities of leadership typically associated as feminine are increasing important in today's work environment. A concentration on teamwork, cooperation, and less forceful types of power are more important now than the masculine types of leadership used in the past.

LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 103) Why is finding a work-life balance so challenging for women as compared to men?

Answer: Women carry most of the burden for childcare and household work; surveys show that women who work spend even more time on household duties and less on leisure and other activities than men who work LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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104) What are the characteristics of organizations that successfully address DEI? Answer: Organizations that are successful at addressing DEI walk-the-talk particularly in hiring, promotions, and accountability; engage managers and employees in the process; combine some mandatory with many voluntary and optional programs; increase contact among employees and with management and leadership; and ensure that there are diversity managers at the top and at various levels.

LO: 4: Discuss the steps that organizations and their leaders can take to support diversity and inclusion Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 105) Describe the factors that explain the inequalities women face in leading today's organizations.

Answer: Various factors (see Table 3.7) help to explain the inequalities women face including: gender differences, challenges in balancing work life, commitment to career, education, stereotypes, and discrimination.

LO: 3: Address the gender gap in leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 106) Explain how the glass ceiling and the glass cliff limit the ability of women to hold leadership positions, and to succeed in leadership roles.

Answer: Women often face a Glass Ceiling — the invisible barrier that holds them back where they cannot go any higher and the Glass Cliff where women are picked for leadership roles that have a high risk of failure. Students should recognize that not only does this create challenges for women to even attain leadership roles, but that often those roles are ones in which achieving success is especially challenging.

LO: 3: Address the gender gap in leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 4 Leading with a Cultural Mindset: A Global World 1) ________ refers to the idea that rules from one world do not work in another.

A) The culturally endorsed theory of leadership B) Power distance C) The small world paradox D) Saving face Answer: C LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 2) Which of the following is true?

A) It is generally reasonable to expect individuals to learn about the culture and rules of all of the groups of people with whom they interact.

B) Given that English is the common language of business, Americans are largely exempt from having to adapt to other cultures.

C) It is best to rely on intuition and gut feelings when describing, understanding, and predicting behavior.

D) Rules from one culture do not always apply to another.

Answer: D LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 3) It is reasonable to assume that ________.

A) cultural frameworks and models can help managers make better decisions when working across cultures B) culture is the main factor predicting how people behave C) overgeneralization is not a realistic concept in cross-cultural situations D) individuals from the same country will behave in a similar way Answer: A LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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4) The High and Low Context model of culture was developed by ________.

A) Hall B) Trompenaars C) Hosftede D) GLOBE Answer: A LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 5) The High and Low Context model of culture addresses ________.

A) different cultural values B) differences in communication styles C) differences in leadership patterns D) the organizational cultural context Answer: B LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 6) Leaders in high-context cultures may interpret the low-context followers' directness as ________.

A) an indication of effective leadership B) a sign of a valuable employee C) a display of respect D) a lack of respect Answer: D LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 7) Which of the following cultures is not considered a low-context culture?

A) German B) French C) North American (minus French Canada) D) Korean Answer: D LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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8) Which of the following cultures is not considered a high-context culture?

A) Japanese B) Chinese C) Korean D) Scandinavian Answer: D LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 9) People from high context cultures typically ________.

A) rely on non-verbal cues and situational factors to communicate B) rely on the written word and clearly stated statement to communicate C) value leaders who take care of people D) value leaders who focus on the task Answer: A LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 10) People from low context cultures typically ________.

A) rely on non-verbal cues and situational factors to communicate B) rely on the written word and clearly stated statement to communicate C) value leaders who take care of people D) value leaders who focus on the task Answer: B LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 11) The fact that the Asian cultures pay attention to a leader's title and do not always rely on written contracts can be partially attributed to ________.

A) being relaxed B) being people oriented C) being high-context D) being collectivist Answer: C LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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12) A U.S. manager who is negotiating in China has difficulty getting his Chinese counterparts to agree to put the details of their new contract on paper. At the same time, the Chinese managers are frustrated at the U.S. manager's insistence to clarify every detail. This conflict can be partially attributed to ________.

A) the U.S. superiority in business interactions B) the Chinese not trusting the U.S. manager C) the difference in how the two cultures use context D) the differences in the two countries political systems Answer: C LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 13) A Mexican manager is upset at the fact that his German colleague jumps right into business without taking the time to get to know him and establish a relationship. The German manager is frustrated at how long it takes to get anything done and is pushing for quicker decision making.

This cultural conflict can be partially explained by ________.

A) the typical impatience of the Germans B) the Mexican's longer time orientation C) the fact that Mexico is high context and Germany is low context D) the problems associated with negotiating in different languages Answer: C LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 14) Which of the following is not one of Hofstede's five dimensions of culture?

A) uncertainty avoidance B) individualism C) time orientation D) people orientation Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 15) Which of the items is one of Hofstede's five dimensions of culture?

A) power distance B) egalitarian construct C) high context D) performance orientation Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments

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16) ________ power distance indicates that employees would generally accept work assignments from their supervisors without question, whereas a ________ power distance indicates that employees generally have about the same amount of power as their boss.

A) High; high B) High; low C) Low; high D) Low; low Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 17) According to Hofstede's research on the dimensions of culture, the United States is best described as ________.

A) above average on power distance and masculinity B) above average on power distance and below average on masculinity C) below average on power distance and above average on masculinity D) below average on both power distance and masculinity Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 18) Compared to the United States, Japanese culture tends to be ________.

A) higher on power distance and uncertainty avoidance B) higher on power distance but lower on uncertainty avoidance C) lower on power distance but higher on uncertainty avoidance D) lower on both power distance and uncertainty avoidance Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 19) Leaders in high power distance cultures would be most likely ________.

A) expect feedback from employees B) rely on formal structures to accomplish tasks C) seek notoriety for the organization D) focus on team efforts Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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20) Leaders from individualistic cultures would probably ________.

A) engage in team-oriented activities B) seek recognition C) demonstrate high levels of participation behaviors D) employ supportive leader behaviors Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 21) Which one of the following is not one of Hofstede's cultural dimensions?

A) time orientation B) power distance C) uncertainty avoidance D) egalitarianism Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 22) Geert Hofstede developed his cultural values model based on surveys of ________.

A) managers in the European Union B) IBM employees in 40 countries C) North American and Canadian managers D) students in introductory psychology classes Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 23) Hofstede's model includes how many cultural dimensions?

A) two B) four C) five D) seven Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments

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24) Power distance refers to ________.

A) how much power managers have B) the extent to which people accept unequal power C) the power of the leaders to make changes without consulting followers D) how paternalistic and male dominated a society is Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 25) French employees typically do not expect to participate in decision making to the same extent as U.S. or Swedish employees. This may be partially because ________.

A) France is a high power distance culture B) U.S. and Swedish employees are often better trained C) France is less collectivistic that the U.S. or Sweden D) the French are not comfortable with uncertainty Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 26) Tolerance of uncertainty refers to ________.

A) how much uncertainty exists in the political system B) how quickly managers make decisions C) the extent to which employees rely on their manager for decision making D) how comfortable people are with ambiguity Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 27) When a culture is high in uncertainty avoidance, people are likely to ________.

A) search for absolute truths B) expect their leaders to allow participation C) rely on their community for information D) have a short term orientation Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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28) Individualistic cultures tend to ________.

A) expect people to conform to social norms before they become independent B) emphasize performance over social support C) focus on individual achievement D) value material goods Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 29) Although many companies in the U.S. have adopted the team-based management model that is very successful in Japan, U.S. managers and employees often have difficulty working in teams. This may be because ________.

A) Japanese managers are generally superior in motivating their employees B) the U.S. employees are not comfortable with uncertainty C) the Japanese have lower power distance and are more egalitarian D) the U.S. employees are more individualistic Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 30) Based on Hofstede's model, which of the following best describes the culture of the U.S.?

A) The U.S. is an individualistic culture where people are long-term oriented, value achievement and are highly competitive.

B) The U.S. culture places a high value on individuals and achievement and tends to be egalitarian and short-term orientated with low power distance.

C) The U.S. is highly competitive, power oriented, and focused on improving social justice.

D) The U.S. culture is high on context, power, achievement, and competitiveness.

Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 31) Japanese culture is characterized with strong feelings toward group with clear rank and status differentiation as well as an obligation to obey authority. This is best described as which combination of Triandis characteristics of culture?

A) individualistic and vertical B) individualistic and horizontal C) collectivistic and vertical D) collectivistic and horizontal Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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32) Harry Triandis proposes that the concept of uncertainty avoidance can be further refined by ________.

A) adding the concept of time orientation to tolerance for uncertainty B) looking at how uncertainty avoidance is different in vertical and horizontal cultures C) introducing the concept of tight and loose cultures to uncertainty avoidance D) combining context and individuality to explain uncertainty avoidance Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 33) In Thailand, violation of norms and rules is often overlooked. This can partly be explained because ________.

A) Thailand has a loose culture B) Thailand is collectivistic C) Thailand emphasizes consideration for individual rights D) Thailand is a low power distance culture Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 34) Mehran has grown up in a culture where breaking rules and norms of behavior is considered to be serious. Her parents and teachers often reminded her that rules are to be obeyed and that she risked serious consequences if she did not conform. Based on this information, one could deduce that Mehran's culture is ________.

A) very harsh B) high power distance C) a tight culture D) ascriptive and collectivistic Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 35) The concept of individualism/collectivism can be further refined by considering ________.

A) whether leaders have power and how they use power B) how tight or loose the culture is C) whether followers make decisions on their own D) the concept of vertical and horizontal cultures Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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36) ________ cultures focus on hierarchy; while ________ cultures focus on equality.

A) Vertical; horizontal B) Tight; loose C) Ascriptive; prescriptive D) Collectivistic; individualistic Answer: A LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 37) In vertical individualistic cultures ________.

A) all members of the group are seen as equal B) the individual is seen as unique and superior to others C) individuals must sacrifice themselves for the group D) the individual is unique but equal to others Answer: B LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 38) In horizontal individualist cultures ________.

A) all members of the group are seen as equal.

B) the individual is seen as unique and superior to others.

C) individuals must sacrifice themselves for the group.

D) the individual is unique but equal to others.

Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 39) In vertical collectivistic cultures ________.

A) all members of the group are seen as equal.

B) the individual is seen as unique and superior to others.

C) individuals must sacrifice themselves for the group.

D) the individual is unique but equal to others.

Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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40) Japan and Korea are examples of ________.

A) loose cultures B) individualistic cultures C) vertical collectivistic cultures D) cultures that are comfortable with uncertainty Answer: C LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 41) The vertical/horizontal dimension of culture impacts leadership because ________.

A) it deals with people B) it relates to how rules are used C) it focuses on how leaders use participation in their culture D) it affects views of hierarchy and equality Answer: D LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 42) According to Trompenaars, ________ are egalitarian and focus on taking care of individual needs.

A) incubator cultures B) guided missiles C) family D) Eiffel Tower Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 43) Christie works in an organization that focuses heavily on team interaction and job performance. Which of the Trompenaars' cultures best describes her organization?

A) incubator B) guided missile C) family D) Eiffel Tower Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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44) According to Trompenaars' dimensions of culture, the Eiffel Tower organization focuses on ________.

A) taking care of individual needs and individual growth B) hierarchy and tasks C) taking care of families D) egalitarianism and performance orientation Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 45) An organization that defines their culture by having strong, powerful leaders that take care of the needs of individuals in the organization is best characterized as ________.

A) incubator culture B) guided missile C) family D) Eiffel tower Answer: C LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 46) Effective leaders in an organization with a family culture are best described as ________.

A) demonstrating a team-orientation B) committed to individual achievement C) making use of formal authority to accomplish tasks D) uses limited participation behaviors Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 47) Leaders in organizations characterized as an incubator culture effectively demonstrate all of the following behaviors except ________.

A) focusing on individual growth B) engaging in team-oriented behaviors C) removing obstacles and provides necessary resources D) demonstrating considerable expertise and competence Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 12 ..

48) As opposed to Hofstede who considers general cultural dimensions and values, Trompenaars and his colleagues have developed a model that ________.

A) looks at power relationships inside of organizations B) focuses on how national culture affects organizational cultures C) allows managers to understand the motivation of their followers D) considers the communication context within organizations Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 49) The two dimensions used by Trompenaars to classify cross-cultural organizational cultures include ________.

A) egalitarian-hierarchical and person-task B) tight-loose and vertical-horizontal C) proactive and reactive D) high context and low context Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 50) Which one of the following is not one of Trompenaars cross-cultural organizational cultures?

A) incubator B) guided missile C) community D) Eiffel tower Answer: C LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 51) According to Trompenaars, incubators are ________.

A) egalitarian and focused on taking care of individual needs B) egalitarian and focused on the task C) hierarchical and focused on taking care of people D) hierarchical and driven to accomplish tasks Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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52) Steve is searching for a new job. He recognizes that he is most comfortable in organizations that possess clear organizational structures, well defined roles, and focus on "getting the job done." Which type of organization would be the best fit for Steve?

A) Eiffel Tower B) guided missile C) incubator D) family Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 53) According to Trompenaars, guided missiles are ________.

A) egalitarian and focused on taking care of individual needs B) egalitarian and focused on the task C) hierarchical and focused on taking care of people D) hierarchical and driven to accomplish tasks Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 54) Jerry is working in an organization where people are very relaxed and there are few rules and hierarchy. However, getting the task done is everyone's primary concern. The cross-cultural organizational culture of Jerry's company can be best classified as being ________.

A) guided missile B) individualistic and task oriented C) organic D) family Answer: A LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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55) Nigel has a new job and during orientation he is told that the organization treats employees as professionals and gives them considerable latitude. He is also told that leadership is based on competence and expertise. Based on this description, Nigel is most likely working for which type of organization?

A) guided missile B) incubator C) Eiffel tower D) family Answer: B LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 56) Which of the following is not one of the nine dimensions on the GLOBE study?

A) stability B) power distance C) uncertainty avoidance D) performance orientation Answer: A LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 57) One of the contributions of the GLOBE research has been ________.

A) more dimensions to explain culture B) identification of universal and culturally contingent leader behaviors C) the clarification of the dimensions presented by other researchers such as Hofstede and Trompenaars D) to recognize autonomy and assertiveness as key universal leadership styles Answer: B LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 58) Which best describes a county characterized with a high power distance?

A) Communication is typically directed only one way.

B) There is a free flow of communication between leaders and followers.

C) Feedback is expected from followers.

D) Individuals will rarely rely on nonverbal cues.

Answer: A LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 15 ..

59) The GLOBE study found which of the following leadership behaviors to be desirable across most cultures?

A) autocratic leadership B) charismatic/values-based leadership C) directive leadership D) achievement orientated leadership Answer: B LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 60) ________ is the degree to which a culture values fairness, generosity, caring and kindness.

A) Uncertainty avoidance B) In-group collectivism C) Future orientation D) Humane orientation Answer: D LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 61) Which of the following factors contributing to a cultural mindset is changeable?

A) meta-cognition B) growth mindset C) self-monitoring D) fixed mindset Answer: A LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 62) There are ________ factors that contribute to a cultural mindset.

A) 4 B) 10 C) 16 D) 22 Answer: B LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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63) When considering the cultural mindset, which is not a personality factor?

A) meta-cognition B) self-monitoring C) growth mindset D) cultural curiosity Answer: A LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 64) All of the following except ________ are cognitive factors in the cultural mindset.

A) parochial B) ethnocentric C) plural D) fixed mindset Answer: D LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 65) Which one of the following is not one of the GLOBE dimensions?

A) collectivism B) assertiveness C) emotionality D) future orientation Answer: C LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 66) ________ is a knowledge-based factor contributing to cultural mindset.

A) Cultural knowledge B) Self-monitoring C) Cultural curiosity D) Ethnocentrism Answer: D LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments

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67) According to the GLOBE findings ________ is generally valued in most cultures.

A) team-based leadership B) directive leadership C) self-protective leadership D) active and assertive leadership Answer: A LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 68) If Sandy wants to develop her cultural mindset, she should focus on enhancing all of the following except ________.

A) cultural knowledge B) cultural self-awareness C) self-monitoring D) meta-cognition Answer: C LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 69) The small world paradox suggests that rules from one world generally apply in others.

Answer: FALSE LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 70) To work together effectively, it is important for people to understand their "small world."

Answer: TRUE LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 71) Managers who have extensive international travel and work experience, and who have foreign language skills generally do not suffer from small world paradox.

Answer: FALSE LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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72) It is generally safe to say that national boundaries are a good predictor of behavior.

Answer: FALSE LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 73) High context cultures rely heavily on situational aspects such as nonverbal cues to understand the world around them.

Answer: TRUE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 74) The United States is generally considered a high-context culture.

Answer: FALSE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 75) Japanese, Chinese and Native American cultures are commonly considered low-context cultures.

Answer: FALSE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 76) The High and Low Context model of culture addresses differences in communication styles among different cultures.

Answer: TRUE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 77) According the research conducted by Hofstede, Japanese culture has a higher level of power distance than the United States.

Answer: TRUE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 78) Compared to the United States, Japanese culture has a shorter-time orientation.

Answer: FALSE LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 19 ..

79) You can usually understand a country's culture by using one of Hofstede's cultural dimensions.

Answer: FALSE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 80) In high power distance cultures, there is a wider gap between the powerful and the powerless.

Answer: TRUE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 81) In individualistic cultures, people rely on their group for guidance.

Answer: FALSE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 82) The United States and Australia are among the most individualistic cultures in the world.

Answer: TRUE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 83) In Japan, while collectivism is very high and people place value on consensus, there is also high power distance.

Answer: TRUE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 84) Triandis describes Sweden's culture as being both individualistic and emphasizing equality.

Answer: TRUE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 85) Collectivist and vertical cultures tend to consider all group members equal with little hierarchy.

Answer: FALSE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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86) Harry Triandis is the person who originally proposed the concept of tight and loose cultures.

Answer: TRUE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Easy AACSB: Diverse and Multicultural Work Environments 87) While Sweden and the U.S. are both individualistic cultures, in Sweden individuals are seen as unique and superior to others, while in the U.S., equality is the norm.

Answer: FALSE LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 88) Incubator cultures that focus on equality in organizations give considerable latitude and flexibility to their members.

Answer: TRUE LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 89) The leader's role in an incubator cross-cultural organizational culture is to be the undisputed head and take full responsibility for all that occurs.

Answer: FALSE LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 90) The GLOBE cultural model uses nine dimensions to understand and explain culture.

Answer: TRUE LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 91) In assertive cultures individuals are direct and confrontational.

Answer: TRUE LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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92) Future oriented cultures tend to take a long-term orientation that ties the present to the past and future.

Answer: FALSE LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 93) The GLOBE study found some leader behaviors to be nearly universally desirable.

Answer: TRUE LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 94) Achievement-oriented leadership was found to be widely desirable leadership behavior across most cultures according to the GLOBE study.

Answer: FALSE LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 95) Managers can develop cultural knowledge when they travel and then work across different cultures.

Answer: TRUE LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 96) Of the ten cultural mindset factors, six are personality-based.

Answer: FALSE LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 97) Self-monitoring develops later in life and is easily changeable.

Answer: FALSE LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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98) Explain how the small world paradox affects interactions between people from different cultures.

Answer: When interacting with people from a culture that is different from ours, we cannot make assumptions and operate based on our own cultural rules. This is known as the small world paradox; Rules from one world do not apply in another.

LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 99) What are some solutions to the small world paradox?

Answer: To ''solve" the small world paradox: learn about your own "small" world, its norms, values, and rules, so that you understand your own perspective and lens (your culture-as-meta context [CMC]) and how it affects your thinking and behavior; use research-based knowledge and frameworks to describe, understand, and predict behavior; develop a Cultural Mindset (CM).

LO: 1: Describe the small world paradox and the application and limitations of cultural frameworks Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 100) Define Hofstede's five dimensions that lends each national culture its distinctiveness and unique character.

Answer: Hofstede developed five basic cultural dimensions along which cultures differ: individualism, power distance, uncertainty avoidance, masculinity, and time orientation (Table 2-2).

LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 101) Describe five different cross-cultural communication styles.

Answer: Direct to indirect communication is blunt, clear, specific, and explicit, or subtle, vague, general, and implicit; linear to circular communication involves making a straight connection between points or starting at one point, taking a detour, then going back; abstract to concrete communication involves communicating; task to people communication involves expressing ideas by focusing on ideas, outcomes, and results or on people and relationships; and intellectual to emotional communication requires sticking to objective and logical arguments or conveying feelings, emotions, and subjective impressions as part of the message.

LO: 2: Present Hall's concept of cultural context and cross-cultural communication differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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102) Compare and contrast Sweden and the United States in terms of their vertical and horizontal orientations.

Answer: Sweden and the United States are both individualistic cultures, but they are different on the V-H dimension. Swedes are horizontal individualists (HI) and see individuals as unique but equal to others whereas US Americans are vertical individualists (VI) and view individuals as not only unique, but also superior to others.

LO: 3: Detail the work of Hofstede and its implications for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 103) Describe the differences between family and Eiffel Tower in Trompenaars' cross cultural organizational culture. Provide examples of each.

Answer: Family is power-oriented, the leader is a strong, caring parent, the focus is on building relationships. Examples include Greece, Italy, Japan, Singapore. Eiffel Tower is rigid and robust, the leader is undisputed legitimate boss, and there is a focus on rational performance. An example is France.

LO: 4: Discuss Trompenaars' framework for understanding cross cultural organizational differences Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 104) What are the six culturally endorsed theories of leadership (CLTs) emerging from the GLOBE research?

Answer: The CLTs include charismatic and value-based; team oriented; participative; human orientated; autonomous; self-protective.

LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 105) Choose any three country clusters and describe leadership profiles for each cluster. How are the same? How are they different? What are the implications of your responses for leaders involved cross-cultural interactions?

Answer: Responses to this question will vary by student.

LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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106) Using your knowledge of Hofstede's model of culture, discuss why some cultural attributes of leadership are considered universally positive while others are culturally contingent.

Answer: Responses to this question will vary by student. In their responses, students should demonstrate their understanding of Hofstede's model and be able to explain why some cultural attributes of leadership are universally positive while others are dependent on culture.

LO: 5: Elaborate on the findings of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research for leading across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 107) How does having a cultural mindset address the challenge of the small world paradox?

Answer: Having a CM addresses the challenge of the small world paradox by first being aware of your own culture-as-meta-context (CMC), and the values and perspectives it brings; and then being aware when you have stepped into a new "world."

LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 108) Explain why only some of the ten factors contributing to a cultural mindset are changeable.

Answer: Four of the CM factors are based on personality. For example, a fixed or growth mindset or self-monitoring develop early in life and are not easily changed. However, the other six factors are cognitive and knowledge based. They concern what you know and how you think, and they are all changeable. You can, therefore, choose to develop your CM by enhancing your cultural self-awareness, cultural knowledge, meta-cognitive skills, and your views of culture.

LO: 6: Apply the Cultural Mindset to address the small world paradox to lead effectively across cultures Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 5 Self-Awareness and Perception as Cornerstones of Effective Leadership 1) Which one of the following is not part of what makes an individual unique?

A) heredity B) genes C) gender D) athletic ability Answer: D LO: 1: Discuss the role of individual differences in leadership Difficulty: Easy AACSB: Reflective Thinking 2) The interactionist view of individual differences suggests ________.

A) the environment determines who we are B) genes are the most important factor in making people who they are C) heredity and the environment both influence individual differences D) culture is one of the key factors in determining how people behave Answer: C LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 3) Although female babies tend to develop language skills earlier than males, parents speak more to girls than boys and schools expect girls to be proficient in language. This is an example of ________.

A) the interactionist approach B) sexism in our society C) typical problems boys face in their development D) the importance of parental influence Answer: A LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 4) The primary reason boys are more competitive and aggressive than girls is that ________.

A) boys are genetically more aggressive B) boys watch more violent movies and play more video games C) typical male genetic traits are reinforced by society D) parents spend less time with boys than with girls Answer: C LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking

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5) Personality is best defined as ________.

A) a person's traits based on their genes B) a set of traits that make a person unique C) how people behave based on their values D) behaviors that make people different Answer: B LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 6) Which of the following is not part of the definition of personality?

A) Personality is stable over an extended period of time.

B) Personality is a set of traits.

C) Personality determines what we do.

D) Personality is influenced by genes and the environment.

Answer: C LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 7) Jose believes in being honest in all situations. This is a reflection of Jose's ________.

A) values B) personal choice C) culture D) temperament Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Application of Knowledge 8) ________ are natural aptitudes, whereas ________ are acquired talents.

A) Personality traits; behaviors B) Abilities; skills C) Leadership skills; management skills D) Values; cultural tendencies Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking

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9) Abilities tend to be ________.

A) stable over an extended period of time B) related to culture C) based on values D) related to leadership Answer: A LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 10) Individual difference characteristics affect a person's behavior most when ________.

A) the situation provides clear guidelines B) the situation is loosely structured C) the person is strong willed D) the person is flexible Answer: B LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 11) Christie is a lively, informal, and outgoing person who just started a new job. She quickly realizes that her new company is formal and very subdued. Christie adjusts her behavior and tones down her natural enthusiasm to adopt a quieter style. This is an example of ________.

A) weak personality B) conformity pressure C) responding to situational cues D) the acceptance of company rules Answer: C LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Application of Knowledge 12) When people are encouraged to behave outside their zone of comfort, they are likely to ________.

A) learn and grow even though the behavior is threatening to them B) develop leadership skills C) become frustrated D) resist change and revert to the comfort zone at all costs Answer: A LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking

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13) Which of the traits generally cannot be acquired through time and appropriate experience?

A) knowledge of industry B) self-confidence C) intelligence D) honesty Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 14) Which one of the following influences a person's value system?

A) abilities B) skills C) leadership D) culture Answer: D LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 15) Which of the following have been found to be relatively universal values?

A) individuality and individual dignity B) personal achievement and performance C) fairness and honesty D) desire for recognition and rewards Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 16) Japanese managers are likely to reward team effort over individual achievement. This is because ________.

A) the Japanese culture values community B) individuals tend to perform less well in Japan C) the Japanese are less competitive D) individual achievement is only rewarded in special cases Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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17) Which of the following cultures value the leader's ability to conform to social order?

A) the United States B) Germany C) Japan D) the Philippines Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 18) One of your Navajo employees quits after you surprise him with having won the company's most valuable employee performance award which is advertised on the company web site, newsletter, and local television. His quitting is likely to be due to ________.

A) his shyness and personal reserve B) his culture's emphasis not standing out C) the lack of individual recognition D) unknown factors that often influence a person's behavior Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 19) A ________ view of ethics suggests that what is right or wrong depends on the situation.

A) universalist B) contingency C) relativist D) cultural Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 20) United States laws forbid businesspeople to bribe others even in cultures where bribery is expected or necessary. This approach to ethics reflects a ________ view of ethics.

A) universalist B) contingency C) relativist D) cultural Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning

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21) Which of the following countries has been rated as being among the least corrupt by Transparency International?

A) Paraguay B) Denmark C) the United States D) Canada Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 22) Examples of people, such as movie producer Scott Rudin, show that ________ may be more important than ________.

A) ability to relate to others; intelligence B) consideration for people; focus on the task C) cognitive ability; social skills D) cultural knowledge; task skills Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 23) The link between leadership and intelligence ________.

A) shows that smart managers are better managers.

B) is far from clear.

C) shows that cognitive intelligence is more important than creative intelligence.

D) is both positive and linear.

Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 24) Which of the following is not a component of emotional intelligence?

A) self-awareness B) self-regulation C) empathy D) optimism Answer: D LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Easy AACSB: Reflective Thinking

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25) ________ is the ability to read others and be able to put yourself in their place.

A) Self-monitoring.

B) Empathy C) Consideration D) Social skills Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Easy AACSB: Reflective Thinking 26) Leaders who are high on ________ are better able to guide their followers through challenging tasks because they can recognize perceptual patterns and coordinate group activities.

A) self-monitoring B) empathy C) consideration D) optimism Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 27) Emotional intelligence is important in leadership because ________.

A) caring about others is important B) good self-presentation is key to leadership C) emotional intelligence has been found to be related to cultural sensitivity D) the ability to harmonize with others plays a key role in leadership Answer: D LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 28) While addressing employees after 9/11, Ken Chenault the CEO of American Express, openly expressed his sorrow and embraced grief-stricken employees. His behavior is an example of ________.

A) his ability to present the appropriate emotions when needed B) his high level of emotional intelligence C) his excellent self-presentation skills D) his leadership skills Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Application of Knowledge

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29) ________ and ________ are often terms used to describe creativity.

A) Divergent; lateral thinking B) Opportunistic; thrill seeking C) Bold; aggressive D) Strategic; forward looking Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 30) Which one of the following is one of the characteristics of creative people?

A) task focus B) leadership skills C) tolerance for ambiguity D) being able to give up quickly Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 31) Which of the following is not one of the characteristics of creative people?

A) perseverance in the face of obstacle B) extremely high risk taking C) openness to new ideas D) ability to tolerate lack of structure Answer: B LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 32) Which one of the following is not one of the leadership skills of creative leaders?

A) technical B) interpersonal C) conceptual D) organizational Answer: D LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Easy AACSB: Reflective Thinking

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33) Marta has just been appointed to a top level executive position in her company. Which of the following leadership skills is she most likely to need and use?

A) technical B) interpersonal C) conceptual D) organizational Answer: C LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Application of Knowledge 34) Most organizations provide skills training to their employees and leaders because ________.

A) skills can be learned B) new skills can quickly be translated into behaviors C) skills are not influenced by culture D) the same set of skills can be applied in all situations Answer: A LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 35) Understanding personality traits can help leaders because ________.

A) traits often predict who will be an effective leader B) traits determine how people behave C) some traits are consistently associated with leadership D) traits are easier to learn than abilities or skills Answer: C LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 36) Which of the following is not part of the Big Five personality dimensions?

A) conscientiousness B) emotional intelligence C) openness to experience D) agreeableness Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Easy AACSB: Reflective Thinking

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37) ________ and ________ are both part of the Big Five personality dimensions.

A) Locus of control; need for control B) Cognitive; emotional intelligence C) Emotional stability; consideration for others D) Extraversion; openness to experience Answer: D LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 38) Which of the Big Five personality dimensions is most strongly correlated to job performance?

A) conscientiousness B) emotional intelligence C) openness to experience D) agreeableness Answer: A LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 39) ________ is the Big Five personality dimension that is important in jobs such as management that require social interaction.

A) Emotional intelligence B) Extraversion C) Openness to experience D) Agreeableness Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 40) The XYZ Corporation is looking for a leader who can develop high job commitment and create high job satisfaction. According to recent research on the Big Five personality dimensions, which characteristics should they look for in that leader?

A) high conscientiousness, openness to experience, moderate emotional stability, and high agreeableness B) high on emotional stability, extraversion, and agreeableness, and low on conscientiousness C) low on introversion, agreeableness, and emotional intelligence, and high on conscientiousness D) high on control and high on consideration Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Application of Knowledge

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41) This personality type is defined by the individual's need to take control of events in their life.

A) Type A B) Type B C) Emotional Intelligence D) Extraversion Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 42) People with a proactive personality tend to have ________.

A) greater job satisfaction B) less job satisfaction C) less control over daily life activities D) greater stress Answer: A LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 43) Which of the following is not a characteristic of proactive personalities? They ________.

A) identify opportunities B) remove obstacles C) are constrained by situation D) take initiative Answer: C LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 44) Shelly Provost, a partner at Lamp Post Group, believes that individuals with a proactive personality make better ________.

A) general managers B) chief executive officers C) entrepreneurs D) salespeople Answer: C LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Application of Knowledge

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45) Sally Colbert is very energetic, focuses on deadlines, is highly ambitious and likes working alone. Based on this information, Sally is most likely to be ________.

A) a thoughtful manager B) a Type A who needs control C) a person with internal locus of control D) a high self-monitor Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Application of Knowledge 46) ________ is the underlying construct in Type A. A) The need for control B) How well people read their environment C) The need for power D) How people make decisions Answer: A LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 47) Which one of the following is one of the defining characteristics of Type A's?

A) relaxed approach to time B) very cooperative C) focus on one task at a time D) hostility Answer: D LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 48) Which of the following best describes Type A's?

A) Type A's are strategic thinkers who are proactive.

B) Type A's try to do more in less time.

C) Type A's are willing to cut corners to achieve their goals.

D) Type A's are good at persuading others.

Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking

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49) ________ need an increasing amount of control while ________ feel that they have control over their environment.

A) Extroverts; high Machiavellians B) Low self-monitors; high self-monitors C) Type As; people with internal locus of control D) People who are sensing-feelers; those who are intuitive-thinkers Answer: C LO: 3: Describe the impact of key personality traits on leadership Difficulty: Challenging AACSB: Analytical Thinking 50) The tendency to overestimate how much a person rather than situational factors is the cause of behavior is ________.

A) the Dunning-Kruger effect B) fundamental attribution error C) self-serving bias D) the Pygmalion effect Answer: B LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Reflective Thinking 51) Jose works in human resources at his company, but, despite his lack of knowledge of engineering, often confidently offers opinions on how the company could better design its product. Jose is exhibiting ________.

A) the Pygmalion effect B) fundamental attribution error C) the Dunning-Kruger effect D) self-serving bias Answer: C LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Application of Knowledge 52) You are trying to select a leader to head a team that will be negotiating an international deal for your company. Which one of the following individual characteristics may be useful to you in making that decision?

A) locus of control B) Type A C) self-monitoring D) intelligence Answer: C LO: 3: Describe the impact of key personality traits on leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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53) Jack thinks that women are emotional, and men make better leaders than women, Jack ________.

A) is using the halo/horn effect B) has similar-to-me bias C) has confirmation bias D) is stereotyping Answer: D LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Application of Knowledge 54) The high Machiavellian leader is likely to be ________ but not necessarily ________.

A) considerate; task focused B) successful; effective C) good planners; good implementers D) task oriented; people oriented Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 55) Which of the following traits is not part of the Dark Triad?

A) Type A B) Machiavellianism C) Sub-clinical narcissism D) Sub-clinical psychopathy Answer: A LO: 3: Describe the impact of key personality traits on leadership Difficulty: Easy AACSB: Reflective Thinking 56) Which is not a characteristic of narcissism?

A) preoccupation with status B) ability to tolerate criticism C) sense of entitlement D) insensitivity to others Answer: B LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking

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57) The tendency to use the most representative example of a group to generalize because we have clear ideas about what or who fits in a group is ________.

A) availability B) representativeness C) framing D) theory-induced blindness Answer: B LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Reflective Thinking 58) ________ refer to efficient shortcuts, methods, strategies, or rules-of-thumb that are used to derive a solution.

A) Implicit biases B) Heuristics C) Zones of comfort D) Cognitive misers Answer: B LO: 4: Explain the role of perception in effective leadership Difficulty: Easy AACSB: Reflective Thinking 59) To form quick impressions and conduct rapid assessments, we use a process called ________.

A) closure B) cognitive misers C) heuristics D) schema Answer: A LO: 4: Explain the role of perception in effective leadership Difficulty: Easy AACSB: Reflective Thinking 60) Biases that operate automatically and without our knowledge are known as ________.

A) implicit biases B) self-fulfilling prophecies C) self-serving biases D) fundamental attribution errors Answer: A LO: 4: Explain the role of perception in effective leadership Difficulty: Easy AACSB: Reflective Thinking

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61) Traits alone do not define leaders.

Answer: TRUE LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 62) The primary reason boys are more competitive and aggressive than girls is that typical male genetic traits are reinforced by society.

Answer: TRUE LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 63) The individual characteristic of values has the most influence on leadership.

Answer: FALSE LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 64) The impact of personality on individual behavior tends to be limited to personal aspects of life.

Answer: FALSE LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 65) Values are personal judgments about what is right, wrong, good, and bad.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Easy AACSB: Reflective Thinking 66) Honesty is the best policy is an example of a personality trait.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 67) You cannot train leaders to develop abilities, but you can train them to develop skills.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking

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68) Individual characteristics influence behavior most when the situation is clearly structured.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 69) When the situation provides strong cues as to how people are supposed to behave, their personality plays a lesser role.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 70) Personality and other individual characteristics are the only factors that dictate how people behave.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 71) Personality and other individual characteristics provide a range of behaviors that are comfortable for people.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 72) Most people have difficulty acting outside the zone of comfort that is determined by their individual difference characteristics.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 73) Behaving outside their zone of comfort is one way people can learn and grow.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 74) Kirkpatrick and Locke asserted that traits alone are enough to make an effective leader.

Answer: FALSE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking

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75) Factors such as age and gender influence a person's value system.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 76) The primary influence on a person's value system is personality traits.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 77) Generation Z typically values financial security and stable employment.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 78) The relativist view of ethics suggests that what is right or wrong depends on the situation or culture.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 79) You take a universalist view of ethics when you believe that the same rules cannot apply to everyone.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 80) Several sets of abilities are clearly linked to leadership.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 81) Intelligence is not clearly related to leadership.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking

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82) The most important component of emotional intelligence is sympathy for others.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 83) Emotional intelligence is key to leadership because leadership requires working with others.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 84) Creativity is the ability to develop new ideas or combine existing ones in novel ways.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Easy AACSB: Reflective Thinking 85) As leaders move up the organization, they rely less on technical skills and more on conceptual skills.

Answer: TRUE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 86) Conceptual skills involve communication and conflict management.

Answer: FALSE LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking 87) A leader's personality influences his or her preference, style, and behavior.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 88) Over the years, researchers have identified five major personality dimensions.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Easy AACSB: Reflective Thinking

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89) Emotional stability is the Big Five personality dimension most strongly linked to job performance.

Answer: FALSE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 90) Extroversion is a required dimension for successful leadership.

Answer: FALSE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 91) Extraversion is essential for almost any job or position.

Answer: FALSE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 92) Individuals with a proactive personality tend to attribute positive events to their own behavior.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 93) The desire to remove obstacles to achieving goals is a characteristic of proactive personalities.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 94) Several of the Type A characteristics are similar to the high energy and motivation that is considered to be important in leadership.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking

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95) Steven is making a recommendation that one of his team members be promoted. While the individual's performance has been adequate, Steven feels like their shared loyalty to their alma mater really provides good insight into the individual's ability to succeed. In this situation, Steven is affected by confirmation bias.

Answer: FALSE LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Analytical Thinking 96) High Machiavellians are likely to be successful but not effective.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 97) Framing best describes a situation where an individual avoids a location that has been the site of a recent crime.

Answer: FALSE LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Analytical Thinking 98) Narcissistic individuals desire to have power and influence over others.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 99) The term "cognitive misers" can be used to describe a situation in which people are limited in what they can process, so they try to be as efficient as possible and make a quick evaluation within a fraction of a second before moving on to other things.

Answer: FALSE LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Reflective Thinking 100) Everything leaders do involves the social perception process.

Answer: TRUE LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Reflective Thinking 101) Schema are pre-set scenarios we have developed that we use to organize information.

Answer: TRUE LO: 4: Explain the role of perception in effective leadership Difficulty: Easy AACSB: Reflective Thinking 21 ..

102) Leaders who fail are most often rigid, isolated from others and uncaring.

Answer: TRUE LO: 3: Describe the impact of key personality traits on leadership Difficulty: Moderate AACSB: Reflective Thinking 103) Explain the interactionist view of leadership.

Answer: The interactionist view suggests that we are the product of our heredity and our environment, an approach that links back to the idea that leadership is both something we may be born with and something we learn. Environmental conditions together with family, social, and cultural values can reinforce genetic patterns to influence a leader's personality.

LO: 1: Discuss the role of individual differences in leadership Difficulty: Moderate AACSB: Reflective Thinking 104) Discuss the zone of comfort within the context of the pandemic. How can it help explain why some individuals thrived in a work-from-home situation, while others did not?

Answer: The zone of comfort includes a range of behaviors that come naturally and are easy to perform because they are compatible with individual characteristics. Behaving outside that zone is challenging, takes practice, and in some cases might not be possible. Although we are at ease in our behavioral comfort zones, we learn and grow by moving out of them. The behaviors that fall outside of our comfort zones challenge us and push us to our limits. Therefore, although it may be difficult to do so, an effective learning tool is to move outside the comfort zones.

Students will likely focus on whether individuals received guidance and structure in their workfrom-home situation as they explore individual success in the sudden work-from-home situation.

LO: 1: Discuss the role of individual differences in leadership Difficulty: Challenging AACSB: Analytical Thinking 105) List and explain the universally accepted leadership characteristics that transcend cultures.

Answer: Fairness, honesty, compassion, and humility are universally accepted leadership characteristics. Explanation will go beyond this stated list.

LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Reflective Thinking

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106) Define values and explain differences in values between individualistic countries like the United States and collectivist countries like Japan.

Answer: Values are long-lasting beliefs about what is worthwhile and desirable. They are personal judgments about what is right, wrong, good, and bad, and therefore affect how leaders think and lead. Leaders from more individualistic cultures rate personal achievement and recognition highly, and organizations target individuals for rewards and recognition. Displays of individuality are welcomed, as evidenced by the respect many people have for entrepreneurs. By contrast, collectivist cultures place a higher value on the community and a lower value on the individual.

LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 107) Compare and contrast the relativist and universalist views of ethics.

Answer: Individuals with a relativist view of ethics believe that what is right or wrong depends on the situation or the culture, while a universalist view would suggest that some things are right and wrong regardless of the context and situation.

LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 108) Blake has been assigned a leadership position, and while up for the challenge, knows there are broad cultural and personality differences within the team. What recommendations can you make to help Blake succeed in the new role?

Answer: Some general guidelines are: expect and embrace differences; team up complimentary people; focus on the organization's mission; be aware of your own in-group bias.

LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Moderate AACSB: Application of Knowledge 109) Explain the concept of emotional intelligence and then, using one component, discuss its importance in today's divided landscape.

Answer: Responses to this question will vary by student depending on which component they choose and their own emotional intelligence and perspectives.

LO: 2: Describe the impact of values, skills, and abilities on leadership Difficulty: Challenging AACSB: Analytical Thinking 110) Choose three common biases and, using examples, explain how they can affect leader behavior.

Answer: Responses will vary depending on the biases selected by the student.

LO: 4: Explain the role of perception in effective leadership Difficulty: Challenging AACSB: Analytical Thinking

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111) What are the Big Five Personality Dimensions?

Answer: This collection of five personality traits are consistent components of personality.

They include: conscientiousness (the degree to which a person is dependable, responsible, organized, and able to plan ahead); extraversion (the degree to which a person is sociable, talkative, assertive, active, and ambitious); openness to experience (the degree to which a person is imaginative, broad minded, curious, and seeks new experiences); agreeableness (the degree to which a person is anxious, depressed, angry, and insecure; the degree of self-control); and neuroticism (the degree to which a person is courteous, likable, good natured, and flexible).

LO: 3: Describe the impact of key personality traits on leadership Difficulty: Easy AACSB: Reflective Thinking 112) Explain perception and the social perception process.

Answer: Perception is the process by which we take in information from our environment, organize it, and use it to make decisions. As we receive cues from our environment, we filter out what we will not pay attention to; organize those cues that made it through our filters into categories, often using schemas that are pre-set scenarios we have developed; interpret the information that we organized and make decisions about where and how to attribute the cause; and finally, make decisions and act on our interpretations.

LO: 4: Explain the role of perception in effective leadership Difficulty: Moderate AACSB: Reflective Thinking

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 6 Power and Ethical Leadership 1) ________ is the ability of one person to influence others.

A) Influence B) Power C) Authority D) Control Answer: B LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 2) The terms power and influence are different in that ________.

A) influence being able to change the course of an action B) influence implies effectiveness C) power is vested in a position D) influence is vested in a position Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 3) ________ is power vested in a formal position.

A) Control B) Persuasion C) Authority D) Influence Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 4) Which of the following is a typical reaction to power?

A) control B) compliance C) counter control D) influence Answer: B LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking

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5) Zingerman's Community of Business ZCoB provides an example of ________.

A) commitment B) compliance C) control D) motivation Answer: A LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 6) Kamal has sent directives for his employees to complete a certain task. The employees eagerly undertake the task and complete it. The employees' reaction is an example of ________.

A) commitment B) compliance C) control D) motivation Answer: A LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Challenging AACSB: Application of Knowledge 7) Paulette has set goals for all of her team members, and while several members think the goals are not reasonable, they go along with them. The team members' reaction is an example of ________.

A) commitment B) compliance C) control D) lack of motivation Answer: B LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Challenging AACSB: Application of Knowledge 8) The open letter from employees at Apple to management following a request to return to inperson work stating "stop trying to control how often you can see us" is an example of ________.

A) counter control B) insubordination C) follower power D) resistance Answer: D LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Challenging AACSB: Application of Knowledge

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9) The power of the leader increases when employees ________.

A) are motivated B) comply with her decisions C) do not resist a decision D) are committed to the leader's decisions Answer: D LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 10) Research about the effect of power distribution suggests that ________.

A) centralized power allows organizations to perform well B) concentrated power can be detrimental to performance C) leaders often give up power willingly D) power sharing works well in most cultures Answer: B LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 11) Nigel is an Australian manager who is heading a division of his company in Mexico. He has tried, without much success, to get his employees to participate and make suggestions regarding how to organize the work activities. The Mexican employees' reluctance to participate may be due to ________.

A) the Mexican employees' lack of experience B) the high-context Mexican culture C) the high-power distance in Mexico D) Nigel's incompetence Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 12) Researchers have identified ________ source of power related to individuals.

A) two B) three C) four D) five Answer: D LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking

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13) ________ is a positive change associated with power.

A) Greater sensitivity B) Reduced empathy C) Increased distance from others D) Overconfidence Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 14) ________ power is based on the formal position a person holds, while ________ is based on friendship and respect.

A) Legitimate; referent B) Authority; politics C) Persuasive; negotiation D) Managerial; personal Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Reflective Thinking 15) Nicolo gets his employees to go along with him by threatening to fire or demote them.

Nicolo is using which of the sources of individual power?

A) legitimate B) authority C) coercive D) expert Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Application of Knowledge 16) All managers have access to which source of individual power?

A) legitimate B) authority C) coercive D) expert Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking

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17) The power of celebrities to influence others is based on which source of individual power?

A) legitimate B) referent C) informational D) reward Answer: B LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Analytical Thinking 18) Leadership that violates the interests of the organization and the well-being of followers is known as ________.

A) abuse B) corruption C) the toxic triangle D) toxic leadership Answer: D LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Analytical Thinking 19) Using ________ as a source of power will most likely lead to ________.

A) resilience; compliance B) reward; commitment C) expert; compliance D) referent; commitment Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Challenging AACSB: Analytical Thinking 20) Individuals with ________ power can influence others because they are liked and respected.

A) legitimate B) referent C) informational D) reward Answer: B LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking

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21) Which one of the following is not an influence tactic?

A) control B) pressure C) exchange D) inspiration Answer: A LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Easy AACSB: Reflective Thinking 22) If you are trying to influence your supervisor's decision regarding a project, which would be the most appropriate influence tactic to use?

A) pressure B) personal appeal C) consultation D) rational persuasion Answer: D LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Challenging AACSB: Application of Knowledge 23) The personal appeal influence tactic is most appropriate to use with ________.

A) supervisors B) colleagues C) subordinates D) everyone Answer: B LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Easy AACSB: Reflective Thinking 24) ________ relies on all sources of personal power.

A) Pressure B) Personal appeal C) Consultation D) Rational persuasion Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Easy AACSB: Reflective Thinking

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25) Abusing one's power to benefit oneself or another person, or getting others to do something unethical or illegal is ________.

A) abuse B) corruption C) collusion D) coercion Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Easy AACSB: Reflective Thinking 26) The efforts of 2022 NFL Hall of Famer, Brett Favre, to get millions of COVID federal welfare dollars aimed at helping poor families, to be used instead to build a volleyball court at the school his daughter attended an example of ________.

A) building credibility B) power abuse C) using power ethically D) giving fair rewards Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Easy AACSB: Reflective Thinking 27) Factors associated with followers in the toxic leadership triangle include ________.

A) poor screening processes B) highly centralized power C) a lack of checks and balances D) colluders Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 28) Surveys show that about ________ percent or more of employees have experienced toxic leaders who are power hungry.

A) 10 B) 30 C) 50 D) 70 Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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29) The concept of ________ suggests that teams gain power based on their ability to remove obstacles for others.

A) strategic contingencies B) shared power C) empowerment D) coalition building Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 30) Which of the following is not one of the organizational sources of power?

A) centrality B) dependency C) substitutability D) organicity Answer: D LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 31) A team that helps others in the organization by providing a service that is key to goal accomplishment will gain power. This is an example of ________.

A) centrality B) organicity C) coping with uncertainty D) boundary spanning Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 32) All of the following except ________ are organizational factors in the toxic leadership triangle.

A) short-term performance B) poor grievance process C) compliance and inaction D) highly centralized power Answer: C LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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33) The CEO of a company believes that diversity is a very important and strategic issue. She creates a team to make diversity related recommendations and has the team report directly to her on a regular basis. The CEO is using which organizational source of power to assure that the team has power?

A) centrality B) organicity C) coping with uncertainty D) boundary spanning Answer: A LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Application of Knowledge 34) Team Alpha has developed considerable expertise. Now, many departments depend on Team Alpha's unique insights to get their job done. Team Alpha's source of power is ________.

A) centrality B) lack of substitutability C) coping with uncertainty D) legitimate rewards Answer: B LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Application of Knowledge 35) A team leader focuses on assuring that his team members have the latest expertise not available elsewhere in the organization. He is using which organizational source of power to assure that his team has power?

A) centrality B) organicity C) lack of substitutability D) coalition building Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Application of Knowledge 36) ________ is the most important determinant of toxic leadership in an organization.

A) Organizational culture B) Division of power C) Leader isolation D) Psychological separation Answer: A LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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37) Top executives have access to how many additional sources of power?

A) two B) three C) four D) five Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 38) Which organization is not an example of the toxic triangle?

A) Uber B) We Work C) Virgin Group D) Theranos Answer: C LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 39) Whether an organization is a traditional or informal structure, CEOs are strategically located for access to information and resources. This is an example of which of the executive sources of power?

A) distribution of resources B) control of decision criteria C) centrality D) access Answer: C LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 40) Which is not a potential outcome from abusive processes in an organization?

A) poor decisions B) high engagement C) low satisfaction D) greater deviant behavior Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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41) Corruption is primarily due to ________.

A) corrupt leaders B) too much power without accountability C) national culture D) the board of directors Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Easy AACSB: Reflective Thinking 42) What was the attitude of the framers of the U.S. Constitution regarding power?

A) Power should not be concentrated.

B) Leaders should have enough power to do their job.

C) Democracy is important.

D) Power is essential to leadership.

Answer: A LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 43) One reason why it can be difficult to identify individuals with a propensity for power abuse early on is ________.

A) many narcissists and psychopaths are initially charming and even liked B) most organizational structures inherently encourage power abuse C) power abuse is a perceived cultural construct D) integrity can be overlooked if performance is prioritized Answer: A LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Analytical Thinking 44) One survival mechanism for dealing with a toxic boss is to ________.

A) stay out of the way of the boss B) escalate the situation C) publicize the behavior of the boss through gossip D) avoid written communications about the situation Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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45) Ariel's leader has been demonstrating toxic behavior. You recommend that she do all of the following except ________.

A) practice stress management B) cut your losses and leave C) keep track of abuse D) draw attention to the situation through gossip Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Application of Knowledge 46) The key organizational factor in abuse of power is ________.

A) a decentralized structure B) the organizational culture C) the leadership succession plan D) the training and development plan Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Analytical Thinking 47) Which one of the following is not an organizational factor that contributes to power corruption?

A) formal and closed communication B) focus on short-term goals C) performance-based hiring D) centralized decision making Answer: C LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 48) Keesha's employees rarely, if ever, disagree with her because they worry about her negative reactions and tantrums. This is an example of which of the factors in the cycle of abuse?

A) compliance B) isolation C) lack of accountability D) flattery Answer: A LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Challenging AACSB: Analytical Thinking

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49) Because of their power, employee compliance, and isolation, leaders in the cycle of abuse often ________.

A) develop bad habits B) have the inability to make decisions C) worry about their constituents' reactions D) get an inflated view of themselves Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Analytical Thinking 50) Which of the following is not a recommendation for surviving a toxic leader?

A) take care of your health B) escalate the situation C) seek help from HR D) document Answer: B LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Easy AACSB: Reflective Thinking 51) Employee compliance, flattery, and unwillingness to speak out contribute to a corrupt leader's reliance on ________.

A) empowerment B) financial measures C) coercive methods D) communication Answer: C LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 52) ________ and ________ define the concept of reciprocity.

A) Coercion; power B) Fair exchange; mutual benefit C) Duty; obligations D) Caring; morality Answer: B LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning

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53) Leaders who do all of the following except ________ are more likely to have committed and engaged team members.

A) show care and concern B) take the time to listen to their employees needs C) optimize their own career goals D) develop and mentor employees Answer: C LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 54) The isolation and flattery that contribute to the cycle of abuse often cause leaders to ________.

A) seek outside input B) rely more on board of director members C) learn to make good decisions alone D) think regular rules do not apply to them Answer: D LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Analytical Thinking 55) Which of the following is not a potential solution to top management corruption?

A) centralized decision making B) reducing uncertainty C) empowerment D) greater accountability Answer: A LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 56) The underlying theme of empowerment is ________.

A) delegating all power to employees B) sharing power with those who need it to perform their job C) setting goals that everyone can achieve easily D) centralizing decision making in the team Answer: B LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Easy AACSB: Analytical Thinking

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57) Which of the following is not a reason why empowerment tends to be effective?

A) It tends to increase employees' sense of self-efficacy.

B) It allows employees to internalize goals and builds commitment.

C) It provides the leader with delegation training.

D) It brings power where it is needed.

Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 58) Which organizational factor contributes to empowerment?

A) appropriate selection and training for leaders B) appropriate selection and training for employees C) setting high performance standards D) removing bureaucratic barriers Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 59) Lin-may is eager to implement empowerment in her organization. She has encouraged her employees, expressed confidence in them, and given them responsibility. She has created a positive emotional atmosphere. What else must she do to make empowerment effective?

A) Lower performance standards.

B) Create clear hierarchy for reporting.

C) Reward employees openly and personally.

D) Use only teams for decision making.

Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Challenging AACSB: Application of Knowledge 60) Which of the following is not one of the organizational factors in empowerment?

A) appropriate selection and training of leaders B) removing bureaucratic barriers C) expressing confidence in employees D) fair policies Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking

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61) The post-COVID quiet quitting phenomenon ________.

A) demonstrates the impact of care and concern for employees B) reflects the humility of workers in an uncertain environment C) embraces the new normal in the workplace D) suggests that employees prefer pre-COVID leadership style Answer: A LO: 4: Present the characteristics of ethical leadership Difficulty: Challenging AACSB: Ethical Understanding and Reasoning 62) Ethical leaders do all of the following except ________.

A) act in ways that benefit only themselves B) engage followers C) motivate followers D) consider the impact of their actions on stakeholders Answer: A LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 63) Which of the following qualities is not generally associated with ethical and effective leadership?

A) self-sacrifice B) arrogance C) selflessness D) humility Answer: B LO: 4: Present the characteristics of ethical leadership Difficulty: Easy AACSB: Ethical Understanding and Reasoning 64) Examples of the use of empowerment in many organizations show that ________.

A) empowerment is frustrating to many employees B) leaders are afraid to give up power C) empowerment can lead to increased satisfaction D) followers are not interested in empowerment Answer: C LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking

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65) Ethical leaders ________.

A) are usually motivated by their own goals B) generally lack humility C) display a sense of injustice D) show prudence and fortitude Answer: D LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 66) One way to identify ethical leadership is ________.

A) to limit the power given to leaders to avoid possible abuses B) to reward C) to consider whether leaders are having a positive impact on those around them D) to show care and concern Answer: C LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 67) According to the GLOBE research, ________ is a universally desirable leadership attribute.

A) integrity B) truth C) ambition D) agreeableness Answer: A LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 68) Which of the following is not a primary duty of leaders?

A) Fulfilling their duty and obligations to the group, organization, or community.

B) Doing what followers expect of them.

C) Caring for those who have entrusted them with responsibilities and power.

D) Prioritizing their own objectives to the exclusion of others.

Answer: D LO: 4: Present the characteristics of ethical leadership Difficulty: Easy AACSB: Ethical Understanding and Reasoning 69) Power is a necessary component of leadership.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking

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70) Power is the ability to influence others effectively.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 71) Power and authority are synonymous.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 72) Power and influence are primarily the domain of formal leaders within organizations.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 73) The employees at Zingerman's Community of Business (ZCoB) are an example of commitment.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 74) Commitment, control, and resistance are the three typical reactions to power and influence.

Answer: FALSE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 75) A large majority of today's organizations rely on democratic practices to accomplish their goals.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 76) Research indicates that concentrated power can be detrimental to organizational performance.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking

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77) The more equal the power distance in a Western culture organization, the higher the performance of the organization.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 78) Legitimate power is based on the position in the organization while expert power relies on the individual.

Answer: TRUE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 79) Referent power is based on a person's ability to get access to information.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 80) Personal sources of power are likely to disappear when a manager loses his/her position in the organization.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Analytical Thinking 81) Followers react to all sources of power the same way.

Answer: FALSE LO: 1: Define power and its related concepts, and explore its sources Difficulty: Easy AACSB: Reflective Thinking 82) Consultation and coalition building are two influence tactics that use all sources of power.

Answer: TRUE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 83) It is most appropriate to use exchange as an influence tactic with subordinates and colleagues.

Answer: TRUE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking

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84) To influence supervisors, rational persuasion is the most appropriate influence tactic.

Answer: TRUE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 85) Teams acquire power in organizations by addressing strategic contingencies.

Answer: TRUE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 86) Top executives have, and primarily use, the same sources of power as individuals and teams.

Answer: FALSE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 87) One of the sources of power for executives is the ability to control the criteria by which decisions are made.

Answer: TRUE LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Moderate AACSB: Reflective Thinking 88) Both individual and organizational factors contribute to corruption that is caused by too much power.

Answer: TRUE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 89) Managers who abuse power often have an inflated view of themselves.

Answer: TRUE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 90) Managers who abuse power perform well because they surround themselves with highly competent followers.

Answer: FALSE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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91) Fear of reprisal or weakness are factors that cause employees to comply with corrupt leaders.

Answer: TRUE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 92) Follower compliance contributes to power corruption by increasing the leaders' inflated view of themselves.

Answer: TRUE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 93) The flattery that many followers use to express their views to their leaders is a helpful tool to building good relations between them.

Answer: FALSE LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 94) Effective and ethical leaders generally display humility.

Answer: TRUE LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 95) The concept of ethical leadership and its characteristics, antecedents, and outcomes, has been clearly defined.

Answer: FALSE LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 96) Confucianism, and the Pan-African concept of Ubuntu, is often mentioned as an attribute of effective and ethical leadership.

Answer: TRUE LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning 97) Integrity is one of the leadership attributes that is universally desirable.

Answer: TRUE LO: 4: Present the characteristics of ethical leadership Difficulty: Moderate AACSB: Ethical Understanding and Reasoning

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98) Explain how leadership at Zingerman's Community of Business, a delicatessen business, helps make the company rank as one of the best to work for.

Answer: The company often ranks among best companies to work for and is known for its democratic and participative management practices. The founders pride themselves on being close to their community and customers, on offering exceptional quality, and on building strong employee team spirit. The company's triple bottom lines are "Great Food; Great Service; Great Finance," goals they achieve through open book management, transparency, information sharing regarding all aspects of their business with their employees, and profit sharing.

LO: 1: Define power and its related concepts, and explore its sources Difficulty: Moderate AACSB: Reflective Thinking 99) Explain the apparent contradiction of the less a leader uses her power the more she has.

Answer: Students could answer this question in several ways. There is the idea that power increases as commitment increases, but empowerment, which is giving away power, has been found to increase commitment. Also, there is the dark side of leadership, which could entail the use of too much power and long-term negative consequences for the leader and the organization.

LO: 1: Define power and its related concepts, and explore its sources Difficulty: Challenging AACSB: Analytical Thinking 100) You've been promoted to a leadership position. What steps can you take to avoid overusing your new power as leader?

Answer: Some guidelines: know what you know and what you don't know; get help; rely on expert and referent power; empathize; set up new boundaries; set up meetings; and keep your sense of humor.

LO: 2: Explain the impact and consequences of using power and empowerment Difficulty: Easy AACSB: Reflective Thinking 101) Explain the toxic triangle.

Answer: The toxic triangle (shown in Figure 6.4) depicts the factors that together contribute to toxic and destructive leadership. It involves the leader, followers, and the organization all interacting in a VUCA environment with high performance pressures. No matter how destructive the leaders' personalities might be, without followers' collusion, consent, or conformity, and without the organization lacking proper checks and balances, leaders would not be able to abuse their followers.

LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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102) Marco is frustrated by what he feels is a toxic workplace. What recommendations can you make to help Marco survive a toxic leader?

Answer: Here is some advice: take care of your health; remain calm and professional; continue doing the job and deliver results; make your boss shine; stay out of the way; document everything; build your social support network; seek help from HR; and get out.

LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 103) Explain why many leaders begin to think of themselves above the rules that apply to the average person and how that contributes to abuse of power. Why is it then that the business world continues to support staggering salaries and benefits for business executives?

Answer: CEOs are often able to climb the corporate ladder because others see their selfconfidence as evidence of ability. Once in power, they maintain their position by surrounding themselves with weak followers, ruthlessly attacking those who disagree with them and managing their superiors so that they can continue their quest for power.

LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Challenging AACSB: Analytical Thinking 104) How can organizations reduce or stop power abuses, corruption, and toxicity?

Answer: Stopping, or even reducing, power abuses, corruption, and toxicity is not easy. Table 6.5 offers some possible solutions.

LO: 3: Explore the factors that lead to abuse of power, toxic leadership, and possible solutions Difficulty: Moderate AACSB: Reflective Thinking 105) Reflect on your own work experiences and leaders you encountered. What aspects of ethical leadership did they display? How did these qualities, or lack thereof, impact your experience in the workplace?

Answer: Responses to this question will vary based on student experiences.

LO: 4: Present the characteristics of ethical leadership Difficulty: Challenging AACSB: Integration of Real-World Business Experiences 106) What did the Great Resignation following the pandemic suggest about ethical leadership at many organizations?

Answer: Responses to this question will by student. Many will likely point out that the pandemic encouraged many people to reevaluate their lives, including their employment situation. For many, that review revealed that they felt under appreciated at work and that there was an imbalance between their home life and their work lives. Students should note that ethical leadership involves considering the impact of the leader on followers and other stakeholders.

LO: 4: Present the characteristics of ethical leadership Difficulty: Challenging AACSB: Ethical Understanding and Reasoning

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107) Choose a leader and then explain why the individual meets, or does not meet, the definition of an ethical leader.

Answer: Responses to this question will vary by student depending on the individual they choose.

LO: 4: Present the characteristics of ethical leadership Difficulty: Challenging AACSB: Ethical Understanding and Reasoning

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 7 Current Leadership Theories 1) The concept of charisma in leadership was introduced in the 1920s by ________.

A) Max Weber B) Bernard Bass C) James McGregor D) Robert Greenleaf Answer: A LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 2) The current era of research in leadership is referred to as ________.

A) the trait era B) the neo-classical era C) the neo-charismatic era D) the contingency era Answer: C LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 3) The newest theories of leadership borrow from ________.

A) relationship theory B) positive psychology C) social science D) natural sciences Answer: B LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 4) An advantage of the neo-charismatic approach to leader is ________.

A) its focus on the cognitive aspects of leadership rather than the affective aspects B) its emphasis on the affective side of leadership rather than the cognitive side C) its focus on leaders only at lower levels of the organization D) its emphasis on the emotional reactions of followers Answer: D LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking

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5) Which of the following is not an advantage of current approaches to leadership?

A) They highlight the importance of followers' emotional reactions.

B) They focus on leaders at the bottom of organizations.

C) They address the "heart" as well as the "mind."

D) They explore different aspects of leaders and their role as inspirational visionaries and builders of organizational culture.

Answer: B LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 6) Which is not a common theme in today's models of leadership?

A) inspiration B) vision C) emotional connections between leaders and followers D) toxic workplaces Answer: D LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 7) A drawback of current approaches to leadership that may limit their applicability is their ________.

A) one "best" prescriptions B) overemphasis on contingency C) lack of focus on inspiration and vision D) limited inclusion of emotional connections between leaders and followers Answer: A LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 8) A(n) ________ is endowed with grace and charm and has a profound emotional effect on followers.

A) authentic leader B) charismatic leader C) transformational leader D) transactional leader Answer: B LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking

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9) The word "charisma" is ________.

A) Greek B) Latin C) Spanish D) French Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking 10) By definition, charismatic leaders are endowed with ________ and ________.

A) honesty; integrity B) selflessness; ambition C) grace; charm D) integrity; ambition Answer: C LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking 11) Followers see charismatic leaders as ________.

A) role models and heroes who are larger than life B) masters of deception C) organizational wizards D) supremely intelligent visionaries Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking 12) Which is not true of charismatic leaders?

A) They inspire devotion from followers.

B) The bond between leader and follower is essential for effective leadership.

C) The bond between leader and follower is not sufficient for effective leadership.

D) They inspire loyalty from followers.

Answer: B LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking

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13) Sam projects confidence and mastery when giving company updates to board members. He inspires his employees, many of whom feel a personal and emotional connection to him. Sam can be described as a(n) ________.

A) charismatic leader B) authentic leader C) transactional leader D) ambitious leader Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Application of Knowledge 14) Being a charismatic leader requires all the following except ________.

A) devoted followers B) a sense of real or perceived crisis C) moral righteousness D) strong personal ambition Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 15) Which is not true of charismatic leaders?

A) Followers believe that their leader can provide solutions to many of the problems they face.

B) They are beloved by all.

C) They are often reviled by some.

D) They exude self-confidence in their own abilities.

Answer: B LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 16) All of the following are characteristics of charismatic leaders except ________.

A) strong conviction about ideas B) high energy and enthusiasm C) low degree of self-confidence D) excellent communication skills Answer: C LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking

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17) All of the following charismatic leaders have been recognized for their strong oratory skills except ________.

A) Barack Obama B) Michelle Obama C) Cesar Chavez D) Jimmy Carter Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 18) Charismatic leaders ________.

A) appear to "walk the talk" B) lack self-confidence C) are overly ambitious D) usually abuse their power Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 19) Followers of charismatic leaders do all the following except ________.

A) have high confidence in their leader B) are strongly devoted and loyal to their leader C) have a high degree of respect and esteem for their leader D) choose whether to obey their leader Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 20) Research shows that charismatic leaders ________.

A) create negative mood contagion B) develop a singular identity C) lower their followers' self-efficacy D) offer an appealing vision of the future Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking

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21) Many researchers believe that ________ is necessary for the emergence of charismatic leadership.

A) a sense or feeling of distress of crisis B) a reluctance to try new solutions C) a level of passivity D) an acceptance of the status quo Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 22) When are charismatic leaders most likely to emerge and be effective?

A) in the early and late stages of an organization's life cycle B) when a direction has been established C) in times of stability and calm D) in the mid-stage of an organization's life cycle Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking 23) Charismatic leaders are likely to emerge when ________.

A) tasks are relatively simple B) external rewards can easily be tied to performance C) tasks are ambiguous and complex D) tasks require little initiative and creativity Answer: C LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking 24) Organizational structures that are ________ encourage charismatic leadership.

A) inflexible and rigid B) bureaucratic and organic C) organic and flexible D) flexible and bureaucratic Answer: C LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking

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25) In China, the relationship between leader and follower is based on ________.

A) social hierarchy and the need for order B) intense emotional charismatic bonds C) a prophetic spiritual leader D) prophetic salvation Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 26) In India, charismatic leadership ________.

A) is associated with a religious, almost supernatural, state B) emphasizes social hierarchy C) is based on the need for order D) lacks a spiritual element Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 27) In the United States, charisma can be described as ________.

A) assertive and direct B) spiritual C) indirect and intensely emotional D) reflecting social hierarchy Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 28) According to GLOBE researchers ________.

A) the behaviors associated with charismatic leadership are universally accepted B) the term "charisma" evokes a similar response in different cultures C) charisma is considered positive in all cultures D) the manifestations of charisma can be widely different across cultures Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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29) What is the main difference between ethical and unethical charismatic leaders?

A) loyalty and ambition B) a sense of selflessness C) focus on individual goals vs. common goals D) the level of self-confidence exuded by the leader Answer: C LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Analytical Thinking 30) ________ is considered to be a destructive leader.

A) Dr. King B) Jim Jones C) Gandhi D) President Kennedy Answer: B LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking 31) Which of the following leaders displayed personalized charisma?

A) Hitler B) Gandhi C) Obama D) Mandela Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking 32) Which of the following is not a descriptor of Hitler?

A) top down and one-way communication B) focus on personal goals C) personal vision D) vision based on reality Answer: D LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking

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33) ________ displayed socialized charisma.

A) Steve Jobs B) Elizabeth Holmes C) Travis Kalanick D) Adam Neumann Answer: A LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Easy AACSB: Reflective Thinking 34) A leader who provides followers with resources and rewards in exchange for motivation, productivity, and effective task accomplishment is a(n) ________.

A) transformational leader B) transactional leader C) positive leader D) authentic leader Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Easy AACSB: Reflective Thinking 35) Contingent Reward (CR) and Management by Exception (MBE) are two styles of ________ leadership.

A) authentic B) positive C) transactional D) transformational Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 36) A leadership style in which the leader provides the follower with promised rewards when followers fulfill their agreed-upon goals is called ________.

A) transformational B) authentic C) Contingent Reward D) Management by Exception Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Easy AACSB: Reflective Thinking

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37) Which type of leadership was involved in successfully motivating employees to decontaminate and tear down the Rocky Flats nuclear site in Colorado? The leader in charge of the project set clear goals, communicated extensively, encouraged employee input, and gave generous rewards.

A) authentic B) transactional C) transitional D) transformational Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Analytical Thinking 38) A leadership style whereby the leader interacts little with followers, provides limited or no direction, and only intervenes when things go wrong is ________.

A) transformational leadership B) transitional leadership C) Management by exception D) Contingent reward leadership Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Easy AACSB: Reflective Thinking 39) With Management by Exception leadership ________.

A) the leader interacts regularly with followers B) the leader provides significant direction C) the leader intervenes only when things go wrong D) the leader relies on positive reinforcement Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Analytical Thinking

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40) Which type of Management by Exception (MBE) leadership involves monitoring follower activities and correcting mistakes as they happen?

A) active MBE B) laissez-faire MBE C) omission MBE D) transitional MBE Answer: A LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Reflective Thinking 41) Laissez faire Management by Exception involves leaders who can be described as ________.

A) active; indifferent B) indifferent; passive C) passive; active D) critical; indifferent Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 42) When ________ is used as a primary leadership style it can have a negative impact on follower's performance and satisfaction.

A) Management by Exception B) transitional leadership C) authentic leadership D) transformational leadership Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Analytical Thinking 43) ________ aims to inspire followers and enable them to enact large-scale change.

A) Contingent-reward leadership B) Authentic leadership C) Management by Exception D) Transformational leadership Answer: D LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking

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44) Which is not one of the four elements of charisma involved in transformational leadership?

A) inspiration B) intellectual stimulation C) industrial vision D) individual consideration Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 45) Which type of leadership involves large-scale change and external adaptation?

A) transitional B) transformational C) inspirational D) transactional Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 46) A supportive climate to address followers' needs is which aspect of transformational leadership?

A) individual considerations B) idealized influence C) inspirational motivation D) intellectual stimulation Answer: A LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 47) Challenging beliefs to encourage creativity involves which aspect of transformational leadership?

A) individual considerations B) idealized influence C) inspirational motivation D) intellectual stimulation Answer: D LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking

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48) When a leader sets high expectations to build commitment, the leader is using which element of transformational leadership?

A) individual considerations B) idealized influence C) inspirational motivation D) intellectual stimulation Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 49) A leader capitalizing on the emotional connection between the leader and the follower is focusing on the ________ component of transformational leadership.

A) individual considerations B) idealized influence C) inspirational motivation D) intellectual stimulation Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 50) The idealized consideration aspect of transformational management involves ________.

A) creating a supportive climate to address followers' needs B) making an emotional connection between leaders and followers C) setting high expectations to build commitment D) challenging beliefs to encourage creativity Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 51) The intellectual stimulation element of transformational leadership ________.

A) creating a supportive climate to address followers' needs B) making an emotional connection between leaders and followers C) setting high expectations to build commitment D) challenging beliefs to encourage creativity Answer: D LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking

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52) The inspirational motivation component of transformational leadership involves ________.

A) creating a supportive climate to address followers' needs B) making an emotional connection between leaders and followers C) setting high expectations to build commitment D) challenging beliefs to encourage creativity Answer: C LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 53) The idealized influence element of transformational leadership focuses on ________.

A) creating a supportive climate to address followers' needs B) making an emotional connection between leaders and followers C) setting high expectations to build commitment D) challenging beliefs to encourage creativity Answer: B LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 54) Which of the following is true of transformational leadership (TL)?

A) Leaders engage in the four elements of TL in a sequential manner.

B) TL does not allow for external adaptation.

C) TL has little application in other organizational contexts.

D) TL can increase employee productivity by enhancing their commitment to the organization.

Answer: D LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Analytical Thinking 55) The question asked by Cheryl Bachelder, former CEO of Popeyes Louisiana Kitchen, that "The test of our leadership is simple: are the people entrusted to our care better off?" reflects the notion of ________.

A) servant leadership B) transitional leadership C) transformational leadership D) authentic leadership Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Challenging AACSB: Application of Knowledge

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56) ________ refers to leadership based on service to followers and their wellbeing.

A) Servant leadership B) Authentic leadership C) Contingent Reward D) Management by Exception Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 57) The concept of servant leadership was introduced by ________.

A) Max Weber B) Bernard Bass C) James McGregor D) Robert Greenleaf Answer: D LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 58) Which was not part of Robert Greenleaf's concept of servant leaders?

A) whether followers were healthy B) whether followers were free C) whether followers were educated D) whether followers were autonomous Answer: C LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 59) ________ distinguishes servant leadership most clearly from other leadership theories.

A) The focus on followers B) The focus on transformation C) The focus on the organization D) The focus on the leader Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Analytical Thinking

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60) All of the following except ________ are not typically part of Western conceptions of organizational leadership.

A) empathy for others B) being first among equals C) being motivated by service D) humility Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Multicultural and Diverse Work Environments 61) Characteristics of servant leaders include all the following except ________.

A) empathy B) ambition C) accountability D) empowerment Answer: B LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 62) Leaders who know themselves well and remain true to their values and beliefs, with strong values and a sense of purpose that guides their decisions and actions are ________ leaders.

A) servant B) authentic C) contingent reward D) transitional Answer: B LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 63) Chris takes his role as leader very seriously. He believes it's essential to stay true to his values and be himself as he works to achieve the goals of his organization. Chris can best be described as a(n) ________ leader.

A) authentic B) servant C) transactional D) supportive Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Application of Knowledge 16 ..

64) Awareness of one's values and self-knowledge are the basis of ________ leadership.

A) authentic B) servant C) transactional D) supportive Answer: A LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 65) Looking at the glass half full and giving people the benefit of the doubt is typical of which type of leader?

A) servant B) authentic C) positive D) transformative Answer: C LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 66) Which of the following is true of followers?

A) Being a follower is a role.

B) Being a follower is a trait.

C) Being a follower is mandatory in organizational settings.

D) Being a follower avoids hierarchical situations.

Answer: A LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Reflective Thinking 67) Which is not an idea associated with being a follower?

A) obedience B) individuality C) loyalty D) devotion Answer: B LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Reflective Thinking

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68) Charismatic leaders capture the imagination of their followers and inspire devotion and allegiance.

Answer: TRUE LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 69) Charisma is in the eye of the beholder.

Answer: TRUE LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 70) An individual can be a charismatic leader even in situations where there are no deeply loyal followers.

Answer: FALSE LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 71) John F. Kennedy was a charismatic leader in part because of his ability to offer an appealing vision of the future.

Answer: TRUE LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Application of Knowledge 72) Martin Luther King's leadership in the civil rights movement is an example of personalized charisma.

Answer: FALSE LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 73) Charismatic leadership is necessary for organizational success.

Answer: FALSE LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Analytical Thinking 74) Barack Obama, Hitler, and Martin Luther King are all examples of charismatic leaders.

Answer: TRUE LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking

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75) Charismatic leaders typically have excellent communication skills.

Answer: TRUE LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Moderate AACSB: Reflective Thinking 76) Management by Exception involves empowering followers.

Answer: FALSE LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Analytical Thinking 77) Contingent Reward leadership is effective in managing performance and satisfaction because of its informal and formal performance contracts.

Answer: TRUE LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Analytical Thinking 78) Transformational leadership combines charisma, inspiration, intellectual stimulation, and individual consideration to motivate and engage followers.

Answer: TRUE LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Analytical Thinking 79) Transformational leadership has been applied extensively in education, in the military, and in the public sector.

Answer: TRUE LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Reflective Thinking 80) Research shows that female transformational leaders form a unique relationship with each of their followers.

Answer: TRUE LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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81) The concept of servant leadership has proved to be a critical means of understanding leadership as it is practiced today.

Answer: FALSE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 82) Finding your "true north" and moral compass are phrases commonly associated with transformational leadership.

Answer: FALSE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 83) "To be a great leader, you need to be yourself," states Padmasree Warrior, chief technology officer at Cisco Systems. This type of leadership is best described as positive leadership.

Answer: FALSE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Application of Knowledge 84) The ability to consider, within reasonable limits, multiple perspectives and inputs, and to assess information in a balanced manner regarding information about both the self and others is foundational to the transparency component of authentic leadership.

Answer: FALSE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 85) Research shows that authentic leadership leads to increased work engagement.

Answer: TRUE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 86) Critics of the authentic leadership approach argue that it has a weak theoretical foundation and lacks clarity.

Answer: TRUE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 20 ..

87) The notion of psychological capital is at the heart of positive leadership.

Answer: TRUE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Reflective Thinking 88) PsychCap involves positive psychological states, confidence, positive attributions, perseverance, and resilience.

Answer: TRUE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Easy AACSB: Reflective Thinking 89) Research shows that positive leadership is not beneficial when working across cultures.

Answer: FALSE LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 90) Followership is the process of working together toward common goals while accepting the influence and direction from a leader.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Easy AACSB: Reflective Thinking 91) Being a follower is not a role; it's a trait.

Answer: FALSE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Reflective Thinking 92) Followership involves some form of hierarchy between leaders and followers and requires voluntary acceptance of another person's influence.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Application of Knowledge 93) Followers who are either disengaged or unwilling to contribute are likely to be ineffective.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Analytical Thinking 21 ..

94) Engaged and uncritical followers are conformist "yes" people participants.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Analytical Thinking 95) The interaction and relationship between followers and leaders determine the effectiveness of both.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Analytical Thinking 96) Intelligent disobedience suggests that followers must find the courage to disobey their leaders when obeying may produce harm.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Analytical Thinking 97) Effective followership depends on both obedience and productive and principled disobedience.

Answer: TRUE LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Analytical Thinking 98) What are the advantages of current theories of leadership over the trait, behavior, and contingency views?

Answer: The newer approaches to leadership offer several advantages including: allowing us to look at a different aspect of leaders and their role as inspirational visionaries and builders of organizational cultures; highlighting the importance of followers' emotional reactions; focusing on leaders at top levels of organizations; addressing the "heart" as well as the "mind," emphasizing both the affective and the cognitive aspects of leadership.

LO: 1: Discuss the distinguishing elements of current theories of leadership Difficulty: Moderate AACSB: Reflective Thinking 99) Using Elizabeth Holmes (Theranos), Travis Kalanick (Uber), Adam Neumann (We-Work) or another leader of your choice as an example, discuss the potential dangers of charismatic leadership especially in an environment of volatility, uncertainty, complexity, and ambiguity (VUCA).

Answer: Responses to this question will vary depending on the individual chosen by the student.

LO: 2: Define charismatic leadership and specify its contributing factors Difficulty: Challenging AACSB: Analytical Thinking 22 ..

100) Explain why Management by Exception (MBE) does not really empower workers, but instead reflects one of the most common types of incompetence in leaders.

Answer: While at face value MBE does seem to empower followers in that they have the freedom to do as they please as long as they do not make a mistake, in reality, because the leader provides no direction or feedback, it reflects incompetence on the part of the leader.

LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Analytical Thinking 101) Discuss transformational leadership as it applies to women.

Answer: Research shows that female transformational leaders form a unique relationship with each of their followers, suggesting that women favor an interpersonal-oriented style of leadership. Women leaders often exhibit concern for others, expressiveness, and cooperation, which are traits associated with transformational leadership.

LO: 3: Distinguish between transactional and transformational leadership, and explain factors that contribute to transformational leadership Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 102) What practices make positive leaders like Reshma Saujani, founder of Girls Who Code and the Marshall Plan for Moms along with renowned scientist and biopharma industry leader Tachi Yamanda, successful?

Answer: These leaders practice positive leadership, which includes: being optimistic; encouraging positive deviance; focusing on strengths; creating a positive climate; maintaining positive relationships; having positive communications, and dealing with negativity quickly.

LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Moderate AACSB: Application of Knowledge 103) Explain the four factors of authentic leadership.

Answer: The four factors of authentic leadership are self-awareness (being aware of and trusting one's emotions, motives, complexities, abilities, and potential inner conflicts); unbiased or balanced processing (the ability to consider, within reasonable limits, multiple perspectives and inputs, and to assess information in a balanced manner regarding information about both the self and others); behaviors that are true to self and motivated by personal convictions (focused by own convictions; unencumbered by others' expectations or desire to please others; decisions and behaviors guided by personal values); and relational authenticity or transparency (ability to disclose and share information about self appropriately and openly to relate to others; achieving openness and truthfulness in close relationships).

LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Easy AACSB: Reflective Thinking

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104) In her new role as Team Leader, Georgia wants to engage in positive leadership. She has asked you for some advice on how to best achieve a good balance between positivity and reality.

What do you recommend?

Answer: Positive leadership involves a way of thinking and a way of acting. Although both may have roots in personality, many of the actions of positive leaders can be developed and implemented with practice. However, positivity needs to be balanced with a healthy dose of realism. Some practical tips include: recognizing that optimism is infectious; analysis should be data and fact-driven; be aware that we tend to overestimate our strengths; positivity belongs in implementation; deal with negativity but don't shut down legitimate criticism and well-founded skepticism; work hard at getting all sides; be aware of the power of a well-liked leader.

LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Challenging AACSB: Application of Knowledge 105) Discuss the idea of delusional optimism and "Prozac" leadership within the context of positive leadership, and how it can lead to dire consequences.

Answer: Some researchers have suggested that people's tendency to overestimate their strengths, exaggerate their talents, and take credit for and overrate their control over positive events can lead to delusional optimism. This makes us unrealistically optimistic about the success of our endeavors. Other researchers have suggested that positive, or "Prozac," leadership and excessive optimism and "brightsideness" can have dire consequences in organizational and political leadership. Indeed, it has been argued that business leaders' relentless optimism and their overconfidence may have played a role in the 2008 financial crisis.

LO: 4: Describe the value-based approaches to leadership, including servant, authentic, and positive leadership Difficulty: Challenging AACSB: Analytical Thinking 106) What does it mean to be a follower?

Answer: Followership is the process of working together toward common goals while accepting the influence and direction from a leader. Students should note that being a follower is not a trait; it's a role. As such, many of us play that role in some situations; followership is a voluntary relationship and partnership between two or more individuals; followership is action-oriented toward achieving common goals; followership involves some form of hierarchy between leaders and followers; hierarchy can be either flat or steep, or formal or informal; followership requires voluntary acceptance of another person's influence.

LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Reflective Thinking

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107) Discuss effective followership within the context of Elon Musk's takeover of Twitter and his subsequent firing of 50 percent of the workforce and other unusual actions such as Musk's demands for loyalty oaths from remaining employees.

Answer: Prior to Elon Musk's takeover of Twitter in 2022, the company, while not profitable, was functional and effective. After his takeover, things deteriorated rapidly. Musk immediately fired half the workforce, pondered the option of closing critical facilities, demanded loyalty oaths from employees, and sent abusive emails to his staff. Musk's actions destroyed any trust or confidence Twitter employees had in Musk and his ability to successfully run the company.

LO: 5: Explain the role and importance of followers and followership Difficulty: Challenging AACSB: Analytical Thinking 108) What are the critical factors for effective followership?

Answer: The critical factors in effective followership include: engagement and independence; critical thinking and problem solving; an awareness of the tendency to automatically obey authority; a focus on common team or organizational goals; a willingness to challenge authority when needed; encouragement of productive dissent and disobedience; and an open organizational culture.

LO: 5: Explain the role and importance of followers and followership Difficulty: Moderate AACSB: Reflective Thinking

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 8 Participative Management and Leading Teams 1) The concept of employee participation is part of many management and leadership theories.

Which one of the following does not include the concept of participation?

A) Theory X and Theory Y B) Leader behavior research C) Contingency models D) Trait approach Answer: D LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 2) Ford Motor Co. is an example of a company that ________.

A) has moved fully towards team-based management B) combines teams with more traditional structures C) continues to be successful without using teams D) has found the use of teams highly challenging Answer: B LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 3) Research indicates that organizations can reap many benefits from employee participation and involvement. Which of the following is not one of the typical programs used in today's organizations?

A) group decision making B) teams C) social audits D) profit sharing Answer: C LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 4) ________ and ________ are two of the criteria managers should use to determine when to involve employees in decision making.

A) Culture; cost B) Efficiency; effectiveness C) Leader style; financial issues D) Task complexity; time Answer: D LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 1 ..

5) Participation may be undesirable in all the following situations except when ________.

A) follower commitment is not necessary B) the tasks are complex and quality is important C) time is of the essence D) interaction between leader and followers is restricted Answer: B LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 6) Nelson has been a successful manager for over 30 years. He has considerable expertise and makes most of the decisions by himself. He supervises over 200 people who are spread-out across 20 states. Using employee participation may be a challenge for Nelson because of ________.

A) time and complexity of the task B) the leader's style and the geographic dispersion C) follower commitment and readiness D) environmental factors and culture Answer: B LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Application of Knowledge 7) Which is not a criterion for the use of participation programs?

A) when the organizational culture is supportive B) when interaction between leader and followers is restricted by the task C) when follower commitment is needed D) when the task complexity and quality is important Answer: B LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 8) Li Wei is under pressure to make a complex decision on a project with which she has considerable expertise and experience. Her team is experienced and generally supportive, and she needs the members' strong commitment to implement her decision. In this situation, Li Wei should ________.

A) make the decision by herself B) allow for employee participation C) seek more information D) delegate the decision to the group Answer: B LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Reflective Thinking

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9) The case of Kiwi Airlines is an example of ________.

A) successful participation B) a leader not being ready for participation C) lack of employee training in participation D) too much participation by employees Answer: D LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 10) The more ________ a culture, the less likely it is that employees will participate in decision making.

A) collectivist B) ascriptive C) autocratic D) flexible Answer: C LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 11) Which cultural values will least likely support employee participation and empowerment?

A) high power distance B) collectivist C) humane orientation D) high time (future) orientation Answer: A LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 12) Which of the following is one of the goals of delegation?

A) Help the leader with excessive workload.

B) Share power with employees.

C) Empower employees.

D) Increase the leader's power.

Answer: A LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking

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13) Which one of the following is not one of the benefits of delegation?

A) Develop followers.

B) Increase follower involvement in the task.

C) Increase follower motivation.

D) Increase leader's power.

Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 14) John has found that delegating tasks allows him to manage his own workload and stress.

What other potential benefit does delegation offer John?

A) Delegation enriches the job of his followers.

B) Delegation creates a more cohesive team.

C) Delegation saves his followers' time.

D) Delegation increases leader's power.

Answer: A LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Analytical Thinking 15) Delegation affects employees in all of the following ways except by ________.

A) increasing their satisfaction B) increasing their motivation C) increasing organizational commitment D) increasing their desire to leave the organization Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Easy AACSB: Analytical Thinking 16) This term refers to the process of delegating unpleasant, difficult and unmanageable task to subordinates.

A) relegation B) pre-development C) socialization D) dumping Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Easy AACSB: Reflective Thinking

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17) Alberto is an over-worked manager who is trying to reduce his workload. He decides to assign all the tasks that he does not like and that take a long time to his subordinates. What is Alberto doing?

A) delegating his tasks wisely B) dumping on his subordinates C) developing his subordinates D) reducing his workload while training his subordinates in good management practice Answer: B LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge 18) Shane wants to delegate a task to one of his followers. What guidelines should he follow?

A) Delegate the task and leave the employee alone to finish it.

B) Monitor to make sure he can pull back if employee makes a mistake.

C) Clarify the goals and expectation, and monitor the employee.

D) Delegate the task, but make sure he keeps the authority to do it.

Answer: C LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge 19) Leaders should generally not delegate which type of tasks or decisions?

A) strategic decisions B) personnel decisions C) manufacturing tasks D) quality control Answer: B LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 20) Selena has a new project for a key client that she needs to delegate to one of her employees.

This is a complex and important project. Which of the following employees should she pick?

A) James who is competent, but not motivated, so that she can motivate him.

B) Tanya who has performed poorly in many different instances, so that she can give her a chance to improve.

C) Beverly who is new and does not have much experience or expertise, so that she can see how she performs.

D) Ken who is competent and eager, but has recently failed at a task, so that she can give him a chance to recover.

Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge

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21) Not delegating tasks may be valid and acceptable ________, but not effective ________.

A) in the short-term; when the leader takes a long-term view B) for leaders who are Type A; most other leaders C) for leaders who have expertise; for less experienced leaders D) in complex situations; for simple tasks Answer: A LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Reflective Thinking 22) Which one of the following is not one of the typical excuses managers use for not delegating?

A) My followers are not ready.

B) I can do the job quicker myself.

C) The organization does not allow it.

D) My followers do not have enough skills.

Answer: C LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 23) Antonio is a highly stressed supervisor who is feeling overwhelmed with the amount of work he is required to accomplish. His primary reason for not delegating to his employees is because "his followers are not ready." Which argument is the strongest rationale to justify that he should indeed delegate more responsibility?

A) The leader's job is to get followers prepared to take on new tasks.

B) Only a few tasks cannot be delegated.

C) Encouraging experimentation and tolerating mistakes are essential to learning and development.

D) Doing busy work is not an appropriate use of a leader's time.

Answer: A LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge

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24) Chantelle has been supervising employees for three years. She is feeling that she cannot continue all of the responsibilities required of her. Chantelle's rationale for not delegating more responsibilities is because she does not want "her own manager to think she is not working hard." Which argument is the strongest rationale to justify that she should indeed delegate more responsibility?

A) The leader's job is to get followers prepared to take on new tasks.

B) Only a few tasks cannot be delegated.

C) Encouraging experimentation and tolerating mistakes are essential to learning and development.

D) Doing busy work is not an appropriate use of a leader's time.

Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge 25) Dawne supervises six employees who have all recently joined the organization within the past three months. Dawne is feeling overworked because she believes her "subordinates do not have the necessary skills and knowledge." Which argument is the strongest rationale to justify that she should indeed delegate more responsibility?

A) The leader's job is to get followers prepared to take on new tasks.

B) The leader's responsibility is to train followers and prepare them for new challenges.

C) Encouraging experimentation and tolerating mistakes are essential to learning and development.

D) Doing busy work is not an appropriate use of a leader's time.

Answer: B LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Application of Knowledge 26) Which underlying factor may be a contributing factor to leader's inability to delegate?

A) follower's personality B) leader's personality style C) organizational policies D) organizational culture Answer: B LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking

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27) ________ are more likely to find it difficult to delegate tasks to their followers.

A) Experienced managers B) Relationship-orientated leaders C) Leaders who have trouble developing positive LMX D) Type A leaders Answer: D LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Easy AACSB: Reflective Thinking 28) How many factors distinguish teams from groups?

A) two B) three C) four D) five Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 29) Which one of the following distinguishes teams from groups?

A) Team members are accountable to a manager.

B) Team members share leadership.

C) Team members have frequent conflict.

D) Team members accomplish their goals.

Answer: B LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 30) Teams have all the following characteristics, except ________.

A) members share a common goal B) members trust one another C) members are accountable to a manager D) they achieve synergy Answer: C LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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31) As compared to groups where leadership is ________, in teams, leadership is ________.

A) temporary; permanent B) assigned; shared C) required; unnecessary D) primary; secondary Answer: B LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 32) In teams, members often share ________.

A) a culture B) norms C) history D) personal experiences Answer: A LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 33) The XYZ team manages its own work, has members with different expertise, shares leadership, and has power to implement its own decisions while it coordinates activities with other teams. Based on this description, the XYZ team is ________.

A) an effective team B) an advanced team C) a self-managed team D) a self-leadership team Answer: C LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 34) Which one of the following is not one of the characteristics of self-managed teams?

A) power to manage their work B) members with different expertise C) absence of outside manager D) ability to determine their work without consulting with others Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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35) Self-managed teams use leadership based on ________.

A) cooperation B) consideration C) shared responsibility D) facilitation Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 36) Which of the following is not one of the factors that contribute to the success of teams?

A) careful selection of team members B) commitment to a team goal C) complex tasks D) competition Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 37) ________ is one of the key factors in effective self-managed teams.

A) Building trust B) A good leader C) Clear rules D) A goal handed down from upper management Answer: A LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 38) Using a sports team model in management, all the following are key elements of creating effective work teams except ________.

A) taking time to practice B) keeping membership stable C) encouraging cooperation and competition D) reviewing performance, but ignoring mistakes Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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39) A challenge-seeking leader who maintains tight control of the organization is following which approach to leadership?

A) process management B) participation innovation C) status quo guardianship D) high-control innovation Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 40) Two common themes running through the strategic leadership approaches are ________ and ________.

A) need for control; degree to which they seek challenge B) need for accountability; degree to which they mentor C) need for cooperation; need for cohesion D) need for adaptability; need for uniformity Answer: A LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 41) All of the following are consequences of groupthink except ________.

A) failure to evaluate alternatives B) few alternatives C) selective information processing D) self-censorship Answer: D LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 42) Which of the following is not a symptom of groupthink?

A) poor information gathering B) rationalization C) direct pressure D) illusion of unanimity Answer: A LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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43) The Challenger disaster and the decision for the United States to invade Iran are examples where ________ can be applied.

A) groupthink B) synergy C) strategic leadership D) psychological safety Answer: A LO: 4: Identify and manage team dysfunctions Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 44) Freeloaders ________.

A) are absent and unproductive B) are destructive C) work against the team D) are domineering Answer: A LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 45) Which of the following is not true of bad apples?

A) They are negative.

B) They are focused on their own goals.

C) They are domineering.

D) They are productive.

Answer: D LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 46) Members of homogenous teams are likely to ________.

A) have similar backgrounds and achieve higher cohesion B) have diverse backgrounds and be creative C) achieve higher cohesion and creativity D) have diverse backgrounds and higher cohesion Answer: A LO: 5: Implement strategies that support team effectiveness Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork

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47) The feeling that one would not be punished, rejected, or embarrassed for speaking up with concerns or for having divergent opinions is known as ________.

A) groupthink B) synergy C) strategic leadership D) psychological safety Answer: D LO: 5: Implement strategies that support team effectiveness Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 48) The role of a team leader includes all of the following except ________.

A) counsel and encourage B) closely monitor team activities C) define team boundaries D) help manage conflict Answer: B LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 49) Which term is most often used when describing the role of leaders in teams?

A) facilitator B) visionary C) self-leader D) team member Answer: A LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 50) Which one of the following is not one of the roles of leaders in a team environment?

A) obtaining resources for the team B) helping team set boundaries C) setting goals for the team D) assessing the team's ability Answer: C LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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51) All of the following are roles for leaders in a team environment except ________.

A) obtaining necessary training B) continuing to do real work C) helping the team develop an implementation plan D) setting norms for the team Answer: D LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 52) The use of teams in the U.S. was triggered by ________.

A) globalization B) the growth of the Chinese economy C) failure of the U.S. management methods D) the successful use of teams in Japan Answer: D LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 53) When considering homogeneity vs heterogeneity in teams, which of the following is not true of homogeneity in teams?

A) more creativity B) less conflict C) more cohesion D) faster agreement Answer: A LO: 5: Implement strategies that support team effectiveness Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 54) Groups larger than ________ are less likely to function smoothly.

A) 3-5 members B) 8-12 members C) 20 members D) 25 members Answer: B LO: 5: Implement strategies that support team effectiveness Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 55) Most modern leadership and management theories address employee participation.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Easy AACSB: Reflective Thinking 14 ..

56) Participation is on a continuum from traditional organizational to team-based organizations.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 57) The concept of participation is a relatively new idea in leadership and management.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking 58) Most organizations use a combination of traditional structures and teams.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 59) Companies either use teams or they don't.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 60) Employee participation and involvement has clear benefits for organizations.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Easy AACSB: Reflective Thinking 61) Participation often provides solutions to most business problems.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 62) Participation should be used when the task is complex, there is no time pressure, the organization is ready, and employee commitment is needed.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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63) Participation can only succeed if both leaders and followers are committed to it.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 64) In order for participation to be successfully implemented, it is important that followers be committed to its implementation. However, leadership commitment is less essential.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 65) Kiwi airlines provides an example of successful participation.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 66) Cultural values impact expectations for participation.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 67) Mexico ranks high on power distance and masculinity. Given this, we would expect Mexican employees to often participate in decision making.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 68) Although the Japanese culture is high on power distance, the country has a tradition of employee participation in decision making.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 69) Because the French are argumentative, they expect their leaders to involve them in decision making.

Answer: FALSE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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70) In the U.S, low power distance facilitates participation.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 71) Individual cultures expect and reward different types of team behavior.

Answer: TRUE LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 72) Delegation and participation are the same concept.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 73) Delegation can be a useful tool in employee training and development.

Answer: TRUE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 74) Leaders should delegate the tasks that they do not like and do not want to do.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Challenging AACSB: Reflective Thinking 75) Once they train their followers well, it is appropriate for leaders to delegate all tasks including personnel related decisions.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 76) Creating a climate that tolerates mistakes and encourages continued training is essential.

Answer: TRUE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking

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77) Leaders should delegate both a task and the authority to complete it.

Answer: TRUE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 78) In order to build employee autonomy, once they delegate a task, leaders should leave their followers alone until the task is completed.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 79) Leaders should closely monitor employees after they delegate a task and make sure that they pull back the task if the employee makes a mistake.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 80) Leaders should not delegate if they can do the task themselves more quickly.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 81) Even if followers do not fully have the skills they need, the leader should delegate tasks to them to train them.

Answer: TRUE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 82) One of the primary reasons leaders fail to delegate is that they feel their followers are not ready.

Answer: TRUE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 83) Because followers' mistakes often are blamed on the manager, managers should avoid delegating tasks that they think their followers are not ready to do.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 18 ..

84) An underlying factor that may prevent managers from delegating is the personality traits of their followers.

Answer: FALSE LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 85) Teams create a formal structure through which participation in decision making can be achieved.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 86) Teams are easy to implement in most organizations.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 87) Teams go beyond accomplishing goals to achieving synergy.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 88) Strategic leadership involves the ability to consider and anticipate external and internal events, and to maintain flexibility and a long-term perspective to guide the organization.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Easy AACSB: Reflective Thinking 89) Team members often perform because of their exceptional commitment to their leader.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 90) Teams often have assigned leaders whereas groups share leadership.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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91) Groups have shared norms; teams have a shared culture.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 92) In the orientation stage of a group becoming a team, rules and norms are established.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 93) Self-managed teams are different from other teams in that they share leaders and are not accountable to an outside manager.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 94) Self-managed teams do not need to coordinate their activities and decisions with others in the organization.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 95) Having members with similar skills is essential to effective self-managed teams.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 96) To be effective, teams must have enough power and authority to accomplish task and implement ideas.

Answer: TRUE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 97) Building effective teams is relatively quick once you pick the right members.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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98) Status quo guardianship is characterized by a challenge-seeking leader who delegates control of the organization.

Answer: FALSE LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Reflective Thinking 99) Self-censorship is a symptom of groupthink.

Answer: TRUE LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 100) A consequence of groupthink is a failure to adequately consider risk.

Answer: TRUE LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 101) Marcus is feeling stressed at work and always seems to have more to do than he can get through in a normal workday, so he decided to prioritize his work and not contribute to the team.

He knows that the team will still meet its obligations, so he doesn't feel bad about not contributing. Marcus can be described as a free loader.

Answer: TRUE LO: 4: Identify and manage team dysfunctions Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 102) In a team situation, bad apples are team members who are negative, focused on their own goals, uncooperative or domineering, and unwilling to contribute.

Answer: TRUE LO: 4: Identify and manage team dysfunctions Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 103) Teams are making leaders obsolete.

Answer: FALSE LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 104) Groupthink refers to the feeling that one would not be punished, rejected, or embarrassed for speaking up with concerns or for having divergent opinions.

Answer: FALSE LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 21 ..

105) The role of the leader disappears in a team environment.

Answer: FALSE LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 106) The ideal size for a group in most situations is 6 members.

Answer: FALSE LO: 5: Implement strategies that support team effectiveness Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 107) Explain the advantages and disadvantages of organizations operating with a combination of teams and traditional hierarchical structures.

Answer: Experts agree that teams allow organizations many benefits, however, teams are not always the most efficient structure. Managers realize that the best strategy for organizations is to take a hybrid approach, using teams only when it provides an advantage.

LO: 1: Ascertain when and why participative leadership should be used Difficulty: Moderate AACSB: Reflective Thinking; Interpersonal Relations and Teamwork 108) Discuss why Robert Iverson, former chairman of Kiwi Airlines, commented that: "…One of the stupidest things I ever did was call everybody owners…"

Answer: The dark side of participation was an amazing lack of concern for management decisions. Many employee-owners failed to follow management directives if they did not agree with them. Employees demanded input in every decision, a factor that led to stagnation in decision making and an inability to act to solve problems.

LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Application of Knowledge 109) Discuss what is meant by vertical individualism as it relates to the United States, and how does that compare to other countries discussed?

Answer: Vertical individualism means relatively egalitarian power distributions in organizations. The low-power distance allows for participation, but the value placed on individual autonomy and individual contribution can be an obstacle to cooperation in a team environment.

LO: 1: Ascertain when and why participative leadership should be used Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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110) What are the potential benefits of delegation?

Answer: • Delegation frees up the leader's time for new tasks and strategic activities.

• Delegation provides employees with opportunities to learn and develop.

• Delegation allows employees to be involved in tasks.

• Delegation allows observation and evaluation of employees in new tasks.

• Delegation increases employee motivation and satisfaction.

LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Easy AACSB: Reflective Thinking 111) Discuss why one of the major complaints of subordinates regarding delegation is the issue of dumping.

Answer: Leaders need to delegate a mix of easy, hard, pleasant, and unpleasant tasks to their subordinates. If only unpleasant, difficult, and unmanageable tasks are assigned consistently to subordinates, while leaders complete the high profile, challenging, and interesting projects, delegation becomes dumping. One of the major complaints of subordinates regarding delegation is this exact issue. To reap the benefits of delegation, a variety of tasks should be delegated, and the leaders should pay particular attention that their delegation is viewed as balanced.

LO: 2: Explain the benefits of delegation and provide guidelines for its use Difficulty: Moderate AACSB: Reflective Thinking 112) Explain the differences between group and team leadership.

Answer: In groups, leadership (or parts of the leader role) is assigned to one person. In teams, leadership is shared among members.

LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork 113) Explain the distinguishing characteristics of a team.

Answer: • Members are fully committed to common goals and a mission they developed.

• Members are mutually accountable to one another.

• Members trust one another, and the team enjoys a collaborative culture.

• Members all share in leadership.

• Teams achieve synergy: 2 + 2 = 5.

LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Moderate AACSB: Interpersonal Relations and Teamwork

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114) What is a virtual team? Explain the unique challenges and opportunities facing virtual teams.

Answer: Virtual teams are defined as teams whose members are not co-located, and who use communication technologies to work together and facilitate getting the job done. Virtual teams face unique challenges while also having many unique opportunities and advantages. The advantages that stem from the members' diverse perspectives include potential for constructive conflict, increased creativity, and innovation, reduced risk of groupthink, and around the clock productivity. These are balanced by challenges related to distance, language, and cultures; loss of communication richness; potential for miscommunication; feelings of isolation; lack of work-life balance; and need for specialized cultural and technological training.

LO: 3: Describe the characteristics and types of teams, and explain how to implement them Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 115) Explain the characteristics of groupthink and discuss whether it is a problem or benefit as applied to team performance.

Answer: The concept of Groupthink was first proposed by Irvin Janis (1982) to describe dysfunctional group processes that can occur when group members focus on being cohesive, do not express disagreement or think critically, and as a result, make bad decisions. The process of Groupthink is presented in Figure 8-5. When cohesive groups face a complex situation, they insulate themselves from outsiders and fail to consider alternatives, instead reaching for quick agreement that protects the group sense of cohesion.

LO: 4: Identify and manage team dysfunctions Difficulty: Challenging AACSB: Interpersonal Relations and Teamwork 116) Explain the differences between a homogenous team and a heterogeneous team.

Answer: Homogeneous teams are those with members who have similar backgrounds and achieve higher cohesion. Heterogeneous teams are those with members with diverse backgrounds who are more likely to be creative.

LO: 5: Implement strategies that support team effectiveness Difficulty: Easy AACSB: Interpersonal Relations and Teamwork 117) How do team members and leaders build trust?

Answer: To build trust, team members and leaders must: • Act with integrity and fairness.

• Be competent and work hard.

• Communicate openly.

• Demonstrate mutual respect.

• Reward cooperation.

• Celebrate one another's success together.

LO: 5: Implement strategies that support team effectiveness Difficulty: Easy AACSB: Interpersonal Relations and Teamwork

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The Art and Science of Leadership, 8e (Nahavandi) Chapter 9 Leading Change 1) Change is often perceived by employees as all of the following except?

A) painful B) resisted C) difficult to implement D) embraced Answer: D LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 2) ________ and ________ are two major categories of forces that drive organizational change.

A) Internal; external B) Autocratic; democratic C) Demographic; technological D) Economic; political Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 3) In the United States demographic diversity related to ethnic groups is causing organizations to consider new ways of addressing customers' needs. This is an example of what force for change?

A) external B) new leadership C) low satisfaction D) internal force Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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4) Following the 9/11 attack, the FBI (Federal Bureau of Investigations) embarked on a total transformation after recognizing that it had a gap between actual and desired performance. This is an example of ________ force for change.

A) an internal B) an economic and political C) a demographic D) an external Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Reflective Thinking 5) ABC hospital creates a new service which then causes XYZ hospital to create a similar service. This suggests that XYZ experienced a(n) ________ force for change that caused a(n) ________ change.

A) external; internal B) autocratic; democratic C) demographic; technological D) economic; political Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Application of Knowledge 6) In cultures with ________, organizational change can be perceived as a threat.

A) low tolerance for ambiguity B) high tolerance for ambiguity C) high power distance D) low masculinity Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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7) Which of the following countries possess a "risk adverse" culture and therefore is more reluctant to accept change?

A) Greece B) Sweden C) Canada D) United States Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 8) ________ is change that occurs when leaders or followers make a conscious effort to changes in response to a specific pressure or problem.

A) Planned B) Unplanned C) Revolutionary D) Evolutionary Answer: A LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 9) ________ is change that occurs randomly and suddenly without the specific intention of addressing a problem.

A) Planned B) Unplanned C) Revolutionary D) Evolutionary Answer: B LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Easy AACSB: Reflective Thinking 10) Steve Jobs engaged in ________ change when he launched various Apple products.

A) unplanned B) planned C) evolutionary D) revolutionary Answer: B LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Application of Knowledge 3 ..

11) Organizations engaged in ________ change during the COVID pandemic as they re-created their work environment.

A) planned B) unplanned C) revolutionary D) evolutionary Answer: C LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Application of Knowledge 12) When facing unplanned and revolutionary change, ________ and ________ leadership may become more central.

A) democratic; country club manager B) relationship-orientation; task-orientation C) authentic; authoritarian D) charismatic; transformational Answer: D LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Analytical Thinking 13) Kurt Lewin's model of change included both ________ and ________ forces of change.

A) planned; unplanned B) freezing; unfreezing C) internal; external D) revolutionary; evolutionary Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking 14) Kurt Lewin's framework included ________ stages for change.

A) two B) three C) four D) five Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking

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15) Preparing people in understanding the need for change describes the ________ stage of Kurt Lewin's model for change.

A) unfreezing B) changing C) refreezing D) transforming Answer: A LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking 16) ________ refers to the process of providing support to assure the change becomes permanent.

A) Unfreezing B) Changing C) Refreezing D) Transforming Answer: C LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking 17) Director Robert Mueller of the FBI was dedicated to communicating the need for changing the culture and mission by explaining the FBI must 'chart a new course' and 'establish a new mission and priorities.' This illustrates Lewin's ________ stage of change.

A) unfreezing B) refreezing C) transforming D) changing Answer: A LO: 2: Implement models to lead planned change successfully Difficulty: Challenging AACSB: Application of Knowledge 18) Most organizations focus too much attention to the ________ stage of change, while they pay too little attention to the ________ stage of change.

A) unfreezing; change B) freezing; change C) unfreezing; freezing D) change; freezing Answer: D LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking

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19) According to John Kotter, leaders involved in organizational change must ________.

A) move forward with change regardless of follower commitment B) establish a sense of urgency C) change the organization despite employee resistance D) maintain momentum with the change and celebrate only when it is fully accomplished Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 20) The leader's role in the first stage of change is to ________.

A) coach, train, and implement reward systems B) emphasize the importance of change and course correct when needed C) help followers realize the need for change D) move forward with change regardless of follower participation or commitment Answer: C LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 21) In the second step of Lewin's model of change, the leader's role is to ________.

A) coach, train, and implement reward systems B) create a guiding coalition C) help followers realize the need for change D) move forward with change regardless of follower participation or commitment Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 22) In the last stage of change the leader's role is to ________.

A) make the change a permanent part of the organization's culture B) emphasize the importance of change and course correct when needed C) help followers realize the need for change D) move forward with change regardless of follower participation or commitment Answer: A LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking

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23) Which is not one of the four key characteristics of Lewin's model for change?

A) recognizing the need for change B) understand there will rarely be resistance to change C) focus on people as the source for learning and change D) support new behaviors and allow them to take hold Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking 24) Chantelle helped guide her organization through the process by creating regular meetings with employees to discuss progress of the change initiatives and to reflect upon challenges and obstacles in an effort to adapt more effectively to the change effort. This best illustrates which characteristic of Lewin's change model?

A) recognizing the need for change B) resistance to change is inevitable C) focus on people as the source for learning and change D) the need to support new behaviors and allow them to take hold Answer: C LO: 2: Implement models to lead planned change successfully Difficulty: Challenging AACSB: Application of Knowledge 25) Early in the change process, Benjamin developed relationships with key organizational members who likely would voice dissent and opposition for his change initiatives. His goal was to reduce the potential strength of the opposition and perhaps secure their support. This example best illustrates which characteristic of Lewin's change model?

A) recognizing the need for change B) resistance to change is inevitable C) focus on people as the source for learning and change D) the need to support new behaviors and allow them to take hold Answer: B LO: 2: Implement models to lead planned change successfully Difficulty: Challenging AACSB: Application of Knowledge 26) Kotter's process of planned change includes ________ steps.

A) three B) five C) eight D) twelve Answer: C LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking

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27) Which is not true of leading in times of crisis?

A) Once crisis occurs, it is difficult to control.

B) The fundamentals of leadership change during crisis.

C) The cost of crisis for the organization is likely to be high.

D) Crisis occurs when leaders are caught off guard by unforeseen events.

Answer: B LO: 3: Explain how leaders can lead in times of crisis Difficulty: Moderate AACSB: Reflective Thinking 28) In a time of crisis ________.

A) leaders should prioritize their stockholders B) leaders should act fast and decisively to restore a sense of calm C) emotions are generally low D) the need for support decreases Answer: B LO: 3: Explain how leaders can lead in times of crisis Difficulty: Easy AACSB: Reflective Thinking 29) The ________ step of Kotter's planned change process mirror Lewin's unfreezing phase.

A) generate short-term wins B) communicate the change vision C) develop a common vision and strategy D) establish a sense of urgency Answer: D LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 30) Toyota took over the General Motors plant in Fremont, California. They were able to reduce defects, cut absenteeism, and cut costs. Which of the following reasons was not attributed to why change was successful in this example?

A) command-and-control worked effectively B) effective bottom-up approach C) full top management support D) workers came up with ideas Answer: A LO: 2: Implement models to lead planned change successfully Difficulty: Challenging AACSB: Application of Knowledge

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31) Whereas ________ change helps leaders chart the course for change, ________ change is frequently sudden and unpredictable.

A) evolutionary; revolutionary B) unplanned; convergent C) planned; unplanned D) frame-breaking; convergent Answer: C LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 32) Which is not a likely cause of unplanned change?

A) economic changes B) competitor introduces a new product C) unions go on strike D) creation of a new mission Answer: D LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Analytical Thinking 33) Which type of organizational action involves major changes triggered by unexpected VUCA disruption?

A) tuning B) adaptation C) re-orientation D) re-creation Answer: D LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 34) All of the following are general causes that explain resistance to change except ________.

A) national culture factors B) organizational factors C) group factors D) individual factors Answer: A LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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35) The primary organizational cause for resistance is due to ________.

A) group norms B) fear of unknown C) previous experiences D) inertia Answer: D LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Easy AACSB: Reflective Thinking 36) Ford has a rigid hierarchical pecking order that discourages sharing ideas and wellestablished leadership-training practices. Which cause of organizational resistance to change does this illustrate?

A) lack of rewards B) poor timing C) culture D) group cohesion Answer: C LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Challenging AACSB: Application of Knowledge 37) Which is not an individual factor causing resistance to change?

A) fear of unknown B) fear of failure C) previous experiences D) poor timing Answer: D LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 38) People who ________ and ________ are more comfortable with change and more likely to adapt it.

A) are proactive; are high self-monitors B) have an external locus of control; low openness to experience C) have low openness to experience; an internal locus of control D) have openness to experiences; are low self-monitors Answer: A LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Challenging AACSB: Reflective Thinking

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39) People who have faced a job loss or have been through other painful organizational changes in the past are examples of which category of individual cause for resistance to change?

A) fear of failure B) fear of unknown C) previous experiences D) poor timing Answer: C LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Analytical Thinking 40) ________ relies on fear, threats and punishment to push through resistance.

A) Coercion B) Facilitation and support C) Participation and involvement D) Manipulation and cooptation Answer: A LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 41) Vision, persuasion, and story telling are types of ________ tools that deal with resistance to change.

A) leadership B) participation and involvement C) power D) manipulation and cooptation Answer: A LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 42) The text identifies all the following except ________ as potential power tools to overcome resistance to change.

A) threats B) punishments C) coercion D) education Answer: D LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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43) Surya has been through a training to become a visionary leader. He has learned to provide a vision and instill confidence in employees. Based on that training, what else should he do?

A) Create clear reporting structures.

B) Motivate employees using rewards and punishment.

C) Clearly define and assign tasks.

D) Create an environment based on teamwork and cooperation.

Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Application of Knowledge 44) To be effective, change-oriented and visionary leaders must ________.

A) develop teamwork and share responsibility B) make sure that followers follow the leader's vision C) set a clear course and stick with it D) delegate tasks rather than empower followers Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Analytical Thinking 45) Researcher Noel Tichy recommends that leaders communicate their vision through story telling. He suggests that leaders need to develop three types of stories about ________.

A) their own background, their values, and their goals B) who they are, who the group is, and where the group is going C) the history of the organization, the nature of the competition, and the goal D) the culture of the group, the nature of the industry, and their vision Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Reflective Thinking 46) Kouzes and Posner believe that all but one of the following are essential in motivating and inspiring followers.

A) setting clear standards B) being around followers C) telling stories D) getting followers to adopt the leader's vision Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 12 ..

47) Which one of the following is not an element of a clear vision?

A) clear and understandable B) easy to achieve C) idealistic D) appeals to emotions Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 48) Amy has just finished reading Kouzes and Posner's book on what followers want and has learned about the practices of exemplary leaders. Based on those researchers' ideas, which of the following is Amy likely to focus on ________.

A) challenging existing ideas and encouraging followers to experiment B) overcoming resistance to change and stimulating followers intellectually C) cultivating dramatic symbols and developing obedience and loyalty D) expressing high self-confidence and building her image Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Application of Knowledge 49) Researchers Kouzes and Posner propose that in order to truly motivate followers, leaders must do all of the following except ________.

A) expect the best from followers B) personalize recognition of followers C) keep rules and standards flexible D) celebrate success together and often Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Reflective Thinking 50) Practices of exemplary leadership include ________.

A) holding information as to not confuse followers B) creating a shared vision C) assuring that past practices stay in place to provide a sense of continuity D) encouraging competition to motivate followers Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 13 ..

51) The major contribution of change-oriented and visionary leadership approaches is ________.

A) they are well researched B) they provide easy ways to measure effectiveness C) they apply well across cultures D) they address interesting and visible aspects of leadership Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 52) Jeff Immelt, CEO at General Electric, changed the culture of the organization by teaching employees team skills and evaluating those skills. Those who showed the best potential and performance were promoted to lead others. This process is best represented by which of Kouzes and Posner's leadership skills?

A) creating a shared vision B) enabling followers through collaboration and empowerment C) role modeling D) encouraging the heart Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Application of Knowledge 53) ________ is the ability to link or combine ideas in novel ways.

A) Creativity B) Homogeneity C) Authentic leadership D) Visionary leadership Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 54) ________ and ________ are terms often used to describe creativity.

A) Opportunistic; thrill seeking B) Bold; aggressive C) Divergent; lateral thinking D) Strategic; forward looking Answer: C LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 14 ..

55) Which leadership style often impedes the creative process and open exchange of ideas?

A) autocratic leadership B) authentic leadership C) democratic leadership D) transformational leadership Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 56) All of the following processes are recommended for leaders to help their followers be more creative except ________.

A) flexible structure B) questioning attitude C) tolerating mistakes D) cooptation Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 57) ________ requires individuals to consider a problem by taking different positions and perspectives.

A) Cooperative exploration B) Brainstorming C) Brainsailing D) Improvisation Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 58) Darren admitted to his supervisor, Brenda, that a research project he was coordinating was botched due to administrative oversight. Brenda responded by asking "what are you going to do differently next time?" Brenda's approach is best described as ________.

A) a flexible structure B) a tolerance for mistakes C) a shared vision D) encouragement of the heart Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Application of Knowledge 15 ..

59) Which is not one of the key elements of a learning organization?

A) shared vision B) mental models C) system thinking D) frame-breaking Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 60) Understanding the inter-relations and the invisible and visible bonds that connect people inside and outside the organization is commonly referred to as ________.

A) shared vision B) system thinking C) personal mastery D) mental models Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 61) ________ describes the process of continually clarifying and developing personal visions and goals, and expanding skills sets and levels of proficiency.

A) Shared vision B) System thinking C) Personal mastery D) Mental models Answer: C LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 62) All of the following are considered organizational learning disabilities except ________.

A) isolated jobs B) emphasis on events C) illusion of taking charge D) skilled competence Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking

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63) Organizations that rely too heavily on people with highly developed but narrow expertise who are celebrated and expected to provide answers experience ________.

A) isolated jobs B) emphasis on events C) blaming others D) skilled incompetence Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 64) Leaders can take numerous steps to build an open and supportive culture for ongoing organizational learning. Which action is not included in the recommendations?

A) reliance on "tried and true" ideas B) time for learning C) appropriate leadership D) local solutions Answer: A LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking 65) The textbook identifies all the following as the roles for leadership changing organizational culture except ________.

A) communicate priorities B) role model C) allocate resources and rewards D) be directive Answer: D LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Easy AACSB: Reflective Thinking

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66) Lui We, President and CEO of XYZ Inc, has just held an inspiring, all-company meeting whereby she outlined a vision and specific issues to achieve the vision. This example is best described as which role of the leader in changing organizational culture?

A) involve people B) communicate priorities C) role model D) allocate resources and rewards Answer: B LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Application of Knowledge 67) Effectiveness and survival of most organizations depends on the ability to successfully adapt to change.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Easy AACSB: Reflective Thinking 68) Organizational change is rarely resisted by organizational members.

Answer: FALSE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 69) Internal forces for change closely follow external forces.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 70) Sweden and Canada are risk averse countries where governments centralize planning to help support business leaders reduce uncertainty and ambiguity.

Answer: FALSE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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71) Past-oriented cultures, where time is linear, are likely to react quickly to change.

Answer: FALSE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 72) Short-term orientation leads to a state of constant change that many U.S. organizations are experiencing.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Reflective Thinking 73) Change that is sudden and drastic is less likely to cause stress and panic.

Answer: FALSE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 74) Frame-breaking change is that which is rapid and dramatic.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 75) Planned and unplanned change may happen either gradually or rapidly, leading to a dramatic impact on the organization.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 76) When facing unplanned and revolutionary change, charismatic and transformational leadership may become more central.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking

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77) When the forces that resist change are larger than the forces that drive change, leaders can overcome inertia and implement changes.

Answer: FALSE LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 78) It is important to employees to know what is not changing.

Answer: TRUE LO: 2: Implement models to lead planned change successfully Difficulty: Easy AACSB: Reflective Thinking 79) Unfreezing is likely to be easier when forces for change are strong and organizational leaders are aware of them.

Answer: TRUE LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 80) Minor adjustments that can be undertaken in a planned and systematic fashion to keep up incremental and expected change is adaptation.

Answer: FALSE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Easy AACSB: Reflective Thinking 81) Reorientation refers to strategic actions to address major changes that were anticipated and could be planned.

Answer: TRUE LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 82) Resistance to change is inevitable and therefore must be addressed.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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83) Any process that encourages participation and input from those who are affected most by the change is likely to ease the implementation process.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 84) Bottom-up change is rarely met with resistance from organizational leaders.

Answer: FALSE LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 85) The bottom-up approach to organizational change creates more involvement and participation.

Answer: TRUE LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 86) Unplanned change falls in the domain of crisis management.

Answer: TRUE LO: 3: Explain how leaders can lead in times of crisis Difficulty: Easy AACSB: Reflective Thinking 87) Change is one of the main causes of stress in our lives.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Easy AACSB: Reflective Thinking 88) People adjust to large-scale changes much like adapting to minor changes.

Answer: FALSE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 89) People are often able to adjust to large-scale changes in life and work without much need for support.

Answer: FALSE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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90) Group norms can be substantial barriers to change.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 91) Individual factors rarely play a role in explaining why people often resist change.

Answer: FALSE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 92) There are three general categories of causes to change resistance: organizational, group, and individual causes.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Easy AACSB: Reflective Thinking 93) A person's culture may play a factor in the individual's resistance to change.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 94) Two of the key themes that tie together several change oriented theories are the importance of vision and empowerment.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking 95) The disadvantage of using manipulation in dealing with people's resistance to change is that it is time-consuming and carries a risk of inappropriate change being implemented.

Answer: FALSE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Challenging AACSB: Reflective Thinking 96) Coercion can be used to deal with resistance to change when there is no time and nothing else works.

Answer: TRUE LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Moderate AACSB: Reflective Thinking

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97) Researcher Noel Tichy recommends that leaders communicate their vision through telling three types of stories about themselves, the group, and the group's direction.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Challenging AACSB: Application of Knowledge 98) Practices of exemplary leadership include creating a shared vision and role modeling.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 99) Encouraging the heart emphasizes the importance of motivation, reward, and recognition.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 100) Rob Waldron was successful as CEO of Jumpstart by developing his own vision and requiring that followers adopted that vision.

Answer: FALSE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 101) One of the major contributions of visionary leadership concepts is the emphasis on passion and credibility.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 102) Creativity is also known as vertical thinking.

Answer: FALSE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking

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103) Lateral thinking involves creation of something spontaneously and extemporaneously without specific preparation.

Answer: FALSE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 104) Learning organizations are organizations in which people continually expand their capacity to create.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 105) Charismatic, transformational, authentic, and visionary leadership can all be used to create a shared vision within a learning organization.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 106) Herman Miller, the office furniture maker, works with clients to develop distinctive solutions to their unique problems. This is a good example of a learning organization.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Application of Knowledge 107) Getting followers to understand and accept change takes communication, repetition, and clarification.

Answer: TRUE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 108) Change needs to be supported from the top of the organization, not the bottom.

Answer: FALSE LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 24 ..

109) For many organizations, the COVID pandemic brought a whole new meaning to the VUCA environment, but setting the pandemic aside, some leaders have used the terms "permanent white water" and "turbulent" to describe the environment they face on an ongoing basis. Broadly discuss what leaders and organizations need to survive this new reality.

Answer: Students, while likely responding to this question in different ways, should recognize that to survive and thrive, VUCA requires individual and organizational flexibility, innovation, nimbleness, and resilience. The effectiveness and survival of our organizations depend on their ability to successfully adapt to change while still maintaining internal health. Leading change is therefore one of the leader's most challenging and vital responsibilities LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Challenging AACSB: Analytical Thinking 110) What are the external and internal forces for change?

Answer: External forces for change are those that pressure the organization from the outside.

The acronym PESTE-political, economic, social, technological, and environmental–is often used to refer to these forces. They include political shifts; economic cycles and uncertainty; social, cultural, and demographic transformations and trends; environmental conditions; and technological advances. The internal forces for change closely follow external forces. One of the most common internal forces for change is low performance or the performance gap–the difference between expected and actual performance. Another potent internal force for change is new leadership at any level. Not only do leaders guide organizations through change, but they are also frequently the cause of change. Conflict and low satisfaction along with new missions are other forces for internal change.

LO: 1: Identify forces for change, the role of culture in change, and the types of change organizations face Difficulty: Moderate AACSB: Reflective Thinking 111) Explain the difference in effectiveness between top-down change and bottom-up change.

Answer: The process of change either can take place in top-down manner with leaders initiating and driving the process or can be bottom-up with individuals and teams throughout the organization starting and implementing the process. A top-down change fits well with traditional, hierarchical, command-and-control organizations and tends to force rapid change. However, it also may engender more resistance. The bottom-up approach creates more involvement and participation, thereby reducing resistance.

LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Analytical Thinking

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112) Explain why infusing a moderate amount of uncertainty, unpredictability, and spontaneity into decisions is recommended to help prevent complacency when dealing with unplanned change.

Answer: Change can often be a time for opportunity. In a crisis situation, this tactic can keep employees on their guard and focused on the important values of the organization. Uncertainty may help aid in lowering individual resistance to change. Also, spontaneity may help the organization develop higher levels of creativity.

LO: 2: Implement models to lead planned change successfully Difficulty: Moderate AACSB: Reflective Thinking 113) List and explain the themes that emerge in the visionary leadership essential to change.

Answer: • Importance of vision. Successful and effective leaders provide a clear vision or help followers develop a common vision. Whether developed by the leader alone or with engagement with followers, vision is key to effectively leading change.

• Empowerment and confidence in followers. Visionary leaders empower followers to allow them to act autonomously and independently from the leader. This empowerment engages followers in the change, reducing resistance.

• Flexibility and change. The fast-changing environment requires leaders to develop and encourage flexibility and openness to change in their organization.

• Teamwork and cooperation. Successful leaders emphasize teamwork and, maybe more importantly, the development of shared responsibility, as well as the need for trust and cooperation between leaders and followers and among followers.

LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 114) What steps can leaders take to manage unplanned change?

Answer: Leaders can take a number of steps to manage unplanned change before a crisis develops including: • Avoiding becoming too formal, hierarchical, rigid, and inflexible.

• Regularly infusing moderate amounts of uncertainty, unpredictability, and spontaneity into decisions to help prevent complacency.

• Staying on the offensive and be proactive with introducing new strategies, products, services, or processes.

• Replacing and rotating leaders to bring in fresh ideas, methods, and visions.

• Experimenting often with new methods, products, processes, structures, and so forth, to help followers practice dealing with change.

LO: 3: Explain how leaders can lead in times of crisis Difficulty: Moderate AACSB: Reflective Thinking

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115) What are the organizational, group, and individual factors that cause resistance to change?

Answer: Organizational factors include inertia; organizational culture; structure; and lack of resources and rewards. Group factors include group norms; group cohesion; and leadership.

Individual factors include fear of the unknown; fear of failure; job security; individual characteristics (personality; culture); and previous experiences.

LO: 4: Summarize the reasons for resistance to change and apply possible solutions Difficulty: Easy AACSB: Reflective Thinking 116) Kouzes and Posner talk about "encouraging the heart." Explain what that means.

Answer: Leaders have to model the way, develop and inspire a shared vision, challenge the status quo, empower and enable their followers to act, and motivate and support them. Kouzes and Posner (2003, 2012) emphasize the importance of motivation, reward, and recognition–in their words "encouraging the heart"–as key aspects of empowerment, confidence in followers, and development of trust.

LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 117) Creativity is key to innovation and change, factors that are both important in today's business environment. What can leaders do to make the organization more creative?

Answer: Leaders should recognize the following: 1. Leadership style. Autocratic leaders who demand obedience impede the creative process and open exchange that encourages creativity.

2. Flexible structure. Less centralized and less hierarchical structures allow for free flow of ideas.

3. Open organizational culture. Being creative and seeking novel solutions is more likely in a culture that values change and constructive deviance rather than tradition and conformity.

4. Questioning attitude. Leaders can encourage and inspire followers to question assumptions and norms and look for novel alternatives instead of rewarding agreement and obedience.

5. Tolerating mistakes. By encouraging experimentation, tolerating, and even rewarding some mistakes, the leader can send a strong message about the importance of taking risks.

LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 118) Explain the concept of cooperative exploration.

Answer: Cooperative exploration requires individuals to consider a problem by taking different positions and perspectives. By using such techniques, leaders can encourage their followers to take broader perspectives and build a culture of experimentation and creativity.

LO: 5: Present the practices necessary to lead change through creativity, vision, learning, and organizational culture Difficulty: Moderate AACSB: Reflective Thinking 27 ..

The Art and Science of Leadership, 8e (Nahavandi) Chapter 10 Developing and Flourishing as a Leader: Implementing the TKD Roadmap 1) In 2019, leadership development was a(n) ________ industry globally.

A) $83 billion B) $125 billion C) $242 billion D) $366 billion Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 2) Which of the following is not an essential question to be considered when creating leadership development programs?

A) How do people learn?

B) How do you influence others for personal gain?

C) What are the key elements of developing leaders?

D) What are the best methods for creating long-term behavioral change?

Answer: B LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 3) ________ is an ongoing, dynamic, long-term change or evolution that occurs because of various learning experiences.

A) Development B) Training C) Education D) Curriculum Answer: A LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking 4) ________ is defined as the expansion of a person's capacity to be effective in leadership roles and processes.

A) Leader education B) Leader training C) Leadership seminar D) Leader development Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking

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5) Whereas ________ is the expansion of a person's capacity to be effective in leadership roles, ________ focuses on an organization's capacity to get the work done through its many leaders.

A) leadership development; leader development B) leader development; leadership development C) leadership education; leader development D) leader education; leadership training Answer: B LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 6) Managerial, leader, leadership, and executive development differ in terms of their focus on ________ and the ________.

A) the person or organization; level or rank in the organization B) blue or white collar; degree of customization C) the person or team; level or rank in the organization D) the person or organization; degree of customization Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 7) Managerial and supervisory development primarily focuses on ________.

A) conducting performance appraisals B) taking care of employees C) recruitment and hiring processes D) coordinating employee disciplinary procedures Answer: B LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 8) ________ is individually focused, taking a more holistic approach to increase self-awareness and provide skills.

A) Executive development B) Leader development C) Leadership development D) Supervisory and managerial development Answer: B LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking

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9) ________ targets developing leadership for the organization and frequently highly individualized in nature.

A) Executive development B) Leader development C) Leadership development D) Supervisory and managerial development Answer: A LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 10) ________ involves a relatively permanent increase or change in behavior, knowledge, or skill that comes about because of some experience.

A) Education B) Development C) Learning D) Training Answer: C LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking 11) Whereas ________ addresses the content of the change, ________ addresses the process.

A) learning; development B) development; learning C) education; learning D) development; education Answer: A LO: 1: Explain factors involved in leader development and learning Difficulty: Challenging AACSB: Reflective Thinking 12) A willingness to learn requires both ________.

A) motivation and readiness B) motivation and education C) readiness and education D) readiness and development Answer: A LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking

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13) After several years of making service calls, Joydeep's performance consistently has been below average. He is not responsive to customers' needs. Comments from customers indicate Joydeep is uninterested in his work. Sundar, Joydeep's supervisor, approaches him to participate in a newly created leader development program offered by the organization. Joydeep is not enthusiastic about participating in the program. Which aspect of the core of learning best describes Joydeep?

A) inability to learn B) ineffective organizational culture C) insufficient development experiences D) lack of motivation to learn Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Application of Knowledge 14) All of the following elements make up the core of learning except ________.

A) willingness to learn B) ability to learn C) organizational culture D) basic knowledge Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 15) Rachel has recently been promoted to 'team leader' in the production department. Part of her job is to build models of the mechanical parts her team will use during the next shift. She is frustrated by her below-standard performance. She has asked for help and was offered a brief training meeting, but still she is slowing down production. This example reflects ________.

A) a lack of a willingness to learn B) an inability to learn C) an effective organizational culture D) a lack of practice or support Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Challenging AACSB: Application of Knowledge

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16) Whechien was recently hired as a floor manager of a local home garden center. During his first month as manager, he participated in 80 hours of orientation training to become familiar with the policies and procedures of the organization. Which element of the core of learning best represents this example?

A) willingness to learn B) ability to learn C) effective informal support D) sufficient development experiences Answer: D LO: 1: Explain factors involved in leader development and learning Difficulty: Challenging AACSB: Application of Knowledge 17) Southwest Airlines focuses on developing leadership in others and provides opportunities to learn from mistakes. When an employee makes a mistake, supervisors may commonly ask the question: "What will you do differently next time?" Which core element of learning best represented Southwest Airlines?

A) willingness to learn B) ability to learn C) supportive organizational culture D) sufficient development experiences Answer: C LO: 1: Explain factors involved in leader development and learning Difficulty: Challenging AACSB: Application of Knowledge 18) ________ refers to leader development programs that focus on information about content of leadership and fundamental concepts such as communication, feedback, and contingent rewards.

A) Basic knowledge B) Personal growth C) Skill development D) Creativity Answer: A LO: 2: Define the content and requirements for effective development programs Difficulty: Easy AACSB: Reflective Thinking 19) ________ programs focus on self-awareness and understanding of strengths and weaknesses as well as getting in touch with personal values.

A) Basic knowledge B) Personal growth C) Skill development D) Creativity Answer: B LO: 2: Define the content and requirements for effective development programs Difficulty: Easy AACSB: Reflective Thinking 5 ..

20) ________ focuses on the application of knowledge which includes topics such as planning, goal setting, and monitoring.

A) Basic knowledge B) Personal growth C) Skill development D) Creativity Answer: C LO: 2: Define the content and requirements for effective development programs Difficulty: Easy AACSB: Reflective Thinking 21) ________ development programs focus on expanding abilities to think in novel and innovative ways.

A) Basic knowledge B) Personal growth C) Skill development D) Creativity Answer: D LO: 2: Define the content and requirements for effective development programs Difficulty: Easy AACSB: Reflective Thinking 22) All of the following are criteria for effective leader development programs except ________.

A) assessment B) job advancement C) individual awareness D) feedback and follow-up Answer: B LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 23) ________ provide(s) participants with information about their strengths, weaknesses, and information about where they stand in regards to the goals of the leadership program.

A) Assessment B) Opportunity for practice C) Feedback and follow-up D) Support from the organization Answer: A LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking

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24) Agilent spends considerable resources gauging its top 100 leaders through a comprehensive program whereby leaders are evaluated on business results, capabilities, and potential. Which criteria for effective leader training is best represented in this example?

A) assessment B) opportunity for practice C) motivation D) job advancement Answer: A LO: 2: Define the content and requirements for effective development programs Difficulty: Challenging AACSB: Application of Knowledge 25) When using the ________ criteria for leader training, participants must be alerted to the need for change and specific areas they should address so that they are ready to change.

A) assessment B) individual awareness C) opportunity for practice D) challenging experience Answer: B LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 26) Being assigned a new task or job rotation are both examples of which criterion for leader training programs?

A) assessment B) individual awareness C) rich and challenging experiences D) job advancement Answer: C LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 27) Anne Mulcahy, CEO of Xerox, believes that her ability to handle criticism has been essential to her success. The criteria Anne might likely use as a measure for effective leader training program is ________.

A) assessment B) individual awareness C) challenging experiences D) feedback and follow-up Answer: D LO: 2: Define the content and requirements for effective development programs Difficulty: Challenging AACSB: Application of Knowledge

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28) Which criteria for effective development relate to the culture of the organization?

A) fit and integration B) assessment C) opportunity for practice D) feedback Answer: A LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 29) L'Oreal's CEO, Jean-Paul Agon, recommends students "to choose a job that is really exciting, a job that makes them want to get up from their beds every morning and feel happy about going to work." If Jean-Paul created a leader development program, based on this comment, which criteria would he likely use?

A) assessment B) opportunity for practice C) fit D) feedback Answer: C LO: 2: Define the content and requirements for effective development programs Difficulty: Challenging AACSB: Application of Knowledge 30) Linking any training program to the organization's strategy and the individuals' jobs is an example of this element of effective training.

A) assessment B) integration C) individual awareness D) feedback Answer: B LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Analytical Thinking 31) Leader development programs that provide parallel learning environments and address different learning styles offer ________.

A) a combination of tools and methods B) appropriate assessment and follow-up C) clearly stated objectives D) integrated assessment Answer: A LO: 2: Define the content and requirements for effective development programs Difficulty: Challenging AACSB: Reflective Thinking

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32) All of the following are guidelines for self-awareness training except ________.

A) clarifying one's values B) support from the organization C) seeking new experiences D) seeking feedback Answer: B LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 33) Which personality trait is most likely related to one's ability to seek and accept feedback?

A) external locus of control B) openness to experience C) emotional stability D) high Machiavellian Answer: B LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 34) Self-awareness is a limited method for leader development because it only provides leaders with ________.

A) rich developmental experience B) individual awareness C) opportunity for practice D) support from the organization Answer: B LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Analytical Thinking 35) Coaching is a strong method for leader development because it provides leaders with all of the following opportunities except ________.

A) opportunity for practice B) feedback on new learning C) fit and integration D) rich developmental experience Answer: D LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking

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36) Developmental experiences can be achieved in all of the following ways except ________.

A) international experience B) working with a difficult employee C) rotating to a similar job D) working with a new project team that is unfamiliar Answer: C LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 37) The U.S. Army uses a method for leader and leadership development known as ________.

A) Be, Do, Know B) Know, Do, Be C) Be, Know, Do D) Know, Be, Do Answer: C LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 38) ________ refers to the component of the U.S. Army's leadership development model that focuses on self-awareness through clarification of core values such as loyalty, duty, respect, and personal courage.

A) Do B) Know C) Be D) Try Answer: C LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 39) The component of the U.S. Army model of leadership development that focuses on knowledge and skills in specific content areas such as technical and interpersonal skills is known as ________.

A) Do B) Know C) Be D) Try Answer: B LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking

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40) ________ satisfies nearly all criteria for effective development.

A) Coaching B) Experience C) Mentoring D) Self-awareness Answer: B LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 41) The only potential weakness for real experience in leader development criteria is ________, which can be easily built in through formal programs or use of existing organizational performance tools.

A) individual awareness B) feedback on new learning C) opportunity for practice D) assessment Answer: D LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Reflective Thinking 42) Sally, vice president of human resources, wants to create a development program that will have the greatest likelihood for success in developing necessary knowledge, skills, and abilities among the organization's newly hired managers. If she selected one type of method for leader development that meets the most criteria for these effective programs, which should she select?

A) experience B) coaching C) feedback intensive programs D) outdoor challenges Answer: A LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Application of Knowledge 43) Whereas ________ involves providing individualized and constructive feedback on someone's performance while focusing on future improvement, ________ provides individualized attention with a feedback and future orientation, but tends to be less task specific.

A) mentoring; coaching B) a feedback intensive program; mentoring C) coaching; mentoring D) a feedback intensive program; coaching Answer: C LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Analytical Thinking 11 ..

44) Coaching programs are most often used in ________.

A) executive development programs B) self-development programs C) supervisor training programs D) leader development programs Answer: A LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 45) Coaching programs often include all of the following methods for leader development except ________.

A) opportunity for practice B) feedback on new learning C) individual awareness D) rich developmental experience Answer: D LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 46) The primary difference in the methods often used for coaching and mentoring programs is that mentoring usually does not include ________.

A) assessment B) opportunity for practice C) support from the organization D) individual awareness Answer: B LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Reflective Thinking 47) Which of the following are not guidelines for establishing productive mentor relationships?

A) Find many mentors instead of looking for one person.

B) Find mentors from senior levels only.

C) Use informal relationships to provide causal support.

D) Add mentors as roles and responsibilities change.

Answer: B LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking

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48) 360-degree feedback activities are typically part of ________.

A) coaching relationships B) feedback intensive programs C) developmental experiences D) self-awareness programs Answer: B LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 49) 360-degree feedback typically includes assessment of the leader from all of the following except ________.

A) self B) followers C) peers D) family members Answer: D LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 50) The rich data provided from multiple perspectives in 360-degree feedback is ideally suited for providing leaders with ________.

A) meaningful experiences B) opportunity for practice C) support from organization D) increased awareness Answer: D LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 51) Deanna is interested in creating a leader development program that will give participants a meaningful opportunity to practice their leadership skills in a real life setting. Which method of leader development should she select?

A) self-awareness B) outdoor challenges C) coaching D) feedback-intensive programs Answer: C LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Application of Knowledge

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52) The primary goal of classroom education is to ________.

A) develop knowledge and convey information B) assess leaders' strengths and weaknesses C) identify development needs D) provide opportunities for practice Answer: A LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 53) Ingersoll-Rand, the global industrial manufacturing company, recently created a partnership with Indiana University to offer a customized MBA program for its executives. The likely method of leader development is ________.

A) feedback intensive program B) classroom education C) outdoor challenges D) coaching and mentoring Answer: B LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Analytical Thinking 54) Classroom education often includes all of the following except ________.

A) case studies B) role playing C) simulations D) multimethod feedback Answer: D LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 55) If a culture values ________, then leader development should focus opportunities on all employees.

A) egalitarianism B) high power distance C) action-orientation D) high communication context Answer: A LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments

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56) Providing feedback to leaders in high power distance cultures such as ________, would be uncomfortable, improper, and perhaps even career threatening.

A) Denmark B) Saudi Arabia C) the United States D) Israel Answer: B LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 57) Cultures that value ________, can focus the content of leader development and training on practical matters and hands-on training.

A) action-orientation B) high communication context C) tolerance for ambiguity D) high power distance Answer: A LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 58) Because the United States has ________, it is appropriate to create leader development programs with a high degree of exposure to new and challenging situations.

A) tolerance for ambiguity B) action-orientation C) high communication context D) low power distance Answer: A LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 59) Vlad implemented an outdoor challenge leader development program designed to provide participants with a new and exciting opportunity to expand their comfort zones and engage in challenging situations. Unfortunately, the event was not successful because he did not account for the differing cultural backgrounds of the participants. Which of the following best explains why the event was not successful?

A) communication context B) focus on collectivism C) tolerance for ambiguity D) low power distance Answer: C LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 15 ..

60) Mohammed created a feedback intensive program whereby followers offered detailed information about leaders' strengths and limitations. This feedback process deeply offended the leaders believing their careers were being threatened. Which cultural value did Mohammed most likely not consider as he created the program?

A) action-orientation B) power distance level C) individualism D) communication context Answer: B LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 61) Which of the following is not a potential solution to the challenges that women and members of underrepresented groups face in leader development?

A) single-identity development programs B) developmental relationships C) supportive networks D) feedback intensive programs Answer: D LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 62) Taken as a whole, there are how many factors that can support leader development?

A) two B) three C) four D) five Answer: B LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Easy AACSB: Reflective Thinking 63) Effective leader development programs require all of the following factors except ________.

A) individual commitment to growth B) organizational commitment and resources C) fit between person and organization D) opportunities for practice Answer: D LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Moderate AACSB: Reflective Thinking

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64) The saying "you cannot light a fire with a wet match" relates to ________.

A) languishing B) flourishing C) quiet quitting D) PERMA Answer: A LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Challenging AACSB: Analytical Thinking 65) ________ involves focusing on the primary and essential tasks and fulfilling the basic requirements of a job without showing any initiative or going beyond routine responsibilities.

A) Languishing B) Flourishing C) Quiet quitting D) PERMA Answer: C LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Moderate AACSB: Reflective Thinking 66) One of the fundamental premises of this textbook is that leaders are born and not made.

Answer: FALSE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 67) Leadership scholars widely agree that leaders can improve and develop their leadership skills.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 68) Understanding the way in which people learn is important for individuals creating leader development activities.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 69) Leader development focuses on an organization's capability to get the work done through its many leaders.

Answer: FALSE LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking 17 ..

70) Leadership development focuses on individual development, whereas leader development focuses on organizational capabilities.

Answer: FALSE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 71) Managerial, leader, leadership, and executive development differ in terms of their focus on the person or organization.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 72) Leader development may be either generic or customized.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 73) For individuals to learn, they must be willing to learn and be motivated.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 74) Lasting change requires patience and persistence.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 75) Few leader development programs focus on self-awareness and personal growth.

Answer: FALSE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 76) Learning addresses the process whereas development focuses on the content of the change.

Answer: FALSE LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking

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77) Self-efficacy refers to an individual's belief and capacity to learn as the result of having positive and successful experiences.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking 78) Personal growth and self-awareness are included in most development programs.

Answer: TRUE LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking 79) Satisfying more of the criteria for a leadership program does not make the program richer or more likely to lead to long-term change and learning.

Answer: FALSE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 80) Assessment data can increase individual awareness.

Answer: TRUE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 81) Participants of leader development programs must be aware of the need for change and specific areas they should address so they are ready to change.

Answer: TRUE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 82) People generally learn and perform best when they love what they do and have a passion for their work.

Answer: TRUE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 83) Leader development programs can omit several criteria for effective training and still likely achieve long-term benefits.

Answer: FALSE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 19 ..

84) Using a combination of tools and methods to provide a parallel learning environment can make a leader development program more effective.

Answer: TRUE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 85) Assessment and follow-up are important features that measure change and support new learning in a management development program.

Answer: TRUE LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 86) Being able to seek and accept information about oneself may depend on one's personality traits.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Easy AACSB: Reflective Thinking 87) Self-awareness is the cornerstone of any development program and is sufficient for getting the leader to be willing to change and learn.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Reflective Thinking 88) Coaching is a strong method for leader development, but it rarely provides participants with rich developmental experiences.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 89) If self-awareness is the cornerstone of development, then experience, or developmental experience, is its core.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 90) Experience in actually leading others is the least effective way to develop leaders.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 20 ..

91) Real experience satisfies almost all criteria for effective development.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 92) Whereas coaching can be informal, mentoring tends to have a more structured and formal nature.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Analytical Thinking 93) Coaching and mentoring are part of developmental relationships that can help leaders improve and grow personally and professionally.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 94) Coaching can address problems in a real-life setting, but is not a good opportunity for providing feedback.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 95) Informal and formal mentoring are powerful leader development tools and can lead to lifelong supportive relationships.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 96) The primary goal of feedback-intensive programs is to assess leaders' strengths and weakness and to identify development needs.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 97) Feedback needs to be positive if it is to provide leaders with the means of changing behaviors.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 21 ..

98) Maintaining anonymity of the raters and confidentiality in the process is essential for effective 360-degree feedback programs.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 99) Classroom education is an efficient way to convey information and knowledge to groups of people.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 100) Sports in general, whether individual or team, can be a good source of learning selfmanagement, self-discipline, and teamwork.

Answer: TRUE LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 101) In addition to being exhilarating and entertaining, the long-term impact of an outdoor challenge is well documented.

Answer: FALSE LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Reflective Thinking 102) Culture impacts expectations of the learning context, the role of the facilitator, and what methods they prefer.

Answer: TRUE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 103) Western cultures typically focus on developing their employees for the long term and therefore focus on long-term results.

Answer: FALSE LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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104) In Thailand, hearing about weaknesses and mistakes directly would be highly inappropriate.

The person would be embarrassed and perceive damage to his/her ability to lead.

Answer: TRUE LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments 105) Women and minorities often face challenges in leader development because assessment and comparison methods are based on norms that may not be culturally appropriate.

Answer: TRUE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 106) All groups have the same training and development needs regardless of gender.

Answer: FALSE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 107) Race and gender affect the career trajectory of leaders and their development needs.

Answer: TRUE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 108) Research indicates outward-bound experiences increase both team cohesion and leader effectiveness.

Answer: FALSE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 109) Research and anecdotal evidence indicate that diversity impacts who receives development and how effective development programs.

Answer: TRUE LO: 4: Explain the impact of culture on leader development programs Difficulty: Moderate AACSB: Diverse and Multicultural Work Environments 110) Engagement is not a factor supporting flourishing.

Answer: FALSE LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Easy AACSB: Reflective Thinking

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111) The effectiveness of development depends on integration of the program with overall organizational vision, mission, and strategic goals.

Answer: TRUE LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Moderate AACSB: Reflective Thinking 112) Contributing to something that is important, consequential, and impactful is an engagement factor that supports flourishing.

Answer: FALSE LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Moderate AACSB: Reflective Thinking 113) Distinguish between and explain leader development and leadership development.

Answer: Leader development is defined as the "expansion of a person's capacity to be effective in leadership roles and processes." It focuses on the individual and involves providing leaders with the tools they need to improve their effectiveness in the various roles they play. Leadership development, although related to leader development, is different in that it focuses on an organization's capability to get the work done through its many leaders. The differences are key as they each address different levels of development.

LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Reflective Thinking 114) Discuss the differences between learning and development.

Answer: Learning involves a relatively permanent increase or change in behavior, knowledge, or skill that comes about as a result of experience. For leaders to develop, they must learn new skills and behaviors. Whereas learning addresses the content of the change, development addresses the process.

LO: 1: Explain factors involved in leader development and learning Difficulty: Moderate AACSB: Analytical Thinking 115) List and explain the elements that make up the core of learning.

Answer: See figure 10-2. The six elements are: awareness, motivation and willingness to learn, opportunity to learn, organizational culture and support, self-efficacy and experience with success, and ability and capacity to learn.

LO: 1: Explain factors involved in leader development and learning Difficulty: Easy AACSB: Reflective Thinking

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116) Define and explain the criteria for evaluating the effectiveness of development training programs.

Answer: • Clear objectives that are tied to organizational goals, the leader's personal goals, and the current of future challenges the leader may be facing. Such objectives must be stated ahead, and a means of assessing them before and after the program must be available.

• Rewards tied to learning and using the new behaviors, skills, and knowledge. Organizations must also allow for experimentation without punishing mistakes or failures, particularly while leaders are still learning.

• Using a combination of tools and methods that provide parallel learning environments and address different learning styles or reinforce one another. For example, classroom education may be combined with an assessment center, coaching, and new assignments.

• Program assessment and follow-up that measure change and support the new learning and ensure that new behaviors, skills, and styles are not forgotten or not used when the development program is over. Learning takes practice and persistence, and such opportunities should be present outside the training session.

LO: 2: Define the content and requirements for effective development programs Difficulty: Moderate AACSB: Reflective Thinking 117) Discuss the similarities and differences between coaching and mentoring.

Answer: Coaching involves providing individualized and constructive feedback on someone's behavior and performance while focusing on future improvement. In contrast, mentoring provides similar individualized attention with a feedback and future orientation but tends to be less task specific.

LO: 3: Discuss the tools for development Difficulty: Moderate AACSB: Reflective Thinking 118) Why might there be value in learning from poor roles models?

Answer: Sara Martinez Tucker suggests one approach to mentoring is to consider learning from those who are poor, rather than good, role models. Even though there is no direct mentoring relationship, there can be considerable learning from observing other leaders inside and outside your organization who behave badly. One business writer suggests that even "antimentors" are reliable and consistent and therefore can be excellent sources of development.

The downsides of antimentors may be the inability of the protégé to separate good behavior from bad behavior. Also, it may be seen as a waste of resources to spend time and energy learning what not to do.

LO: 3: Discuss the tools for development Difficulty: Challenging AACSB: Analytical Thinking

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119) Explain the five fundamental factors that contribute to flourishing.

Answer: The five fundamental factors that contribute to flourishing are known as PERMA (Table 10.6) and include positive emotions, engagement, relationships, meaning, and accomplishments. Leaders can flourish when they pay careful and intentional attention to these five factors. They are both subjective and personal and can help in laying a path to happiness and fulfilment.

LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Moderate AACSB: Analytical Thinking 120) What does it mean when we say flourishing is not a destination, but a journey?

Answer: Similar to leadership, flourishing is not a destination, but a journey that includes both personal and work life, and a balance between them. Finding and developing the PERMA factors, which can happen in any order and in any combination, can take place in both the personal and work spheres.

LO: 5: Apply the concept of flourishing to developing as a leader Difficulty: Challenging AACSB: Analytical Thinking 121) Some research indicates that training programs have traditionally been developed with the white and male majority of organizational leaders in mind. Given that factor, how effectively can those programs be applied for women and other minorities? Explain your opinions and provide real world examples to support your positions.

Answer: Cultural values affect how the learning process is implemented, how feedback is provided, and the setting in which learning and development can be optimized. Leader development must therefore be considered within the cultural context. For women and other minorities, these experiences may be unique. To resolve this issue, leader development should include the following: • Provide opportunity to participate in single-identity development programs that reinforce validation, provide role models and networking, and can make available relevant content to address specific concerns • Encourage developmental relationships through formal and informal organizational programs to ensure that women and minorities have access to powerful coaches and mentors who are both similar to and different from them • Support development of networks that can help women and minorities in their career development process LO: 4: Explain the impact of culture on leader development programs Difficulty: Challenging AACSB: Diverse and Multicultural Work Environments

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