Test Bank for The Leadership Experience, 7th Edition by Richard L Daft by Ace Test Banks

Test Bank for The Leadership Experience, 7th Edition by Richard L. Daft

Email: richard@qwconsultancy.com

1. Leadership involves maintaining the status quo, not creating change. a. True b. False ANSWER: False RATIONALE:

Leadership is reciprocal. The people involved in the relationship want substantive changes—

leadership involves creating change, not maintaining the status quo. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 5

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

2. The qualities needed for effective leadership are the same as those needed to be an effective follower. a. True b. False ANSWER: True RATIONALE:

A stereotype is that leaders are somehow different, that they are above others; however, in

reality, the qualities needed for effective leadership are the same as those needed to be an effective follower. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 6

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

3. At present, social connectedness and mobility are the central aspects of every leader’s job. a. True b. False ANSWER: True RATIONALE:

Social connectedness and mobility are becoming central aspects of every leader’s job.

POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 8

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Moderate - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

4. In a hyperconnected, networked age, competition becomes more important than collaboration. a. True b. False ANSWER: False RATIONALE:

In a hyperconnected, networked age, collaboration becomes more important than

competition. Successful leaders harness and make the most of ideas, talent, and resources from across boundaries of all kinds. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 10

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED: 7/5/2016 11:07 AM Email: richard@qwconsultancy.com

DATE MODIFIED:

7/28/2016 7:16 PM

5. A humble leader may make more risky and daring decisions, whereas a hero leader will seek advice. a. True b. False ANSWER: False RATIONALE:

A hero leader may make more risky and daring decisions, often without considering the

greater good, whereas a humble leader will seek advice and take time to think through the possible consequences of his or her actions. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 12

QUESTION TYPE:

True / False

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

6. Derailed managers are people who reached a plateau, were fired, or were forced to retire early, and later excelled in a functional area. a. True b. False ANSWER: False RATIONALE:

Derailment refers to a phenomenon in organizations in which a manager with an impressive

track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and the manager’s personal skills and qualities. Derailed managers are successful people who excelled in a functional area and were expected to go far, but they reached a plateau, were fired, or were forced to retire early. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 21

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.03

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-5 Leadership Can Be Learned

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

7. Level 5 leaders are found in only senior leadership positions. a. True b. False ANSWER: False RATIONALE:

Although most research regarding the new type of leader has been on corporate CEOs, it is

important to remember that new-paradigm or Level 5 leaders are in all positions in all types of organizations. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 13

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 1-2 The New Reality for Leaders KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

8. The best leaders, at all levels, are those who are genuinely interested in other people and find ways to bring out the best in them. a. True b. False ANSWER: True RATIONALE:

The best leaders, at all levels, are those who are genuinely interested in other people and find

ways to bring out the best in them. Successful organizations pay attention to developing leaders in the soft skills needed to effectively lead technical people in a changing environment. POINTS:

DIFFICULTY:

Easy

Email: richard@qwconsultancy.com

REFERENCES:

p. 23

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-5 Leadership Can Be Learned KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

9. Managers and leaders are inherently different types of people as leadership and management cannot go hand-in-hand. a. True b. False ANSWER: False RATIONALE:

Managers and leaders are not inherently different types of people. Leadership cannot replace

management; the two have to go hand-in-hand. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 14

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

10. Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state. a. True b. False ANSWER: False RATIONALE:

Leadership is concerned with communicating the vision and developing a shared culture and

set of core values that can lead to the desired future state. Whereas the vision describes the destination, the culture and values help define the journey toward it so that everyone is lined

up in the same direction. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 15

QUESTION TYPE:

True / False

HAS VARIABLES:

False

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

11. Management creates change with in a culture of agility and integrity that helps the organization thrive over the long haul. a. True b. False ANSWER: False RATIONALE:

Leadership creates change, often radical change, within a culture of agility and integrity that

helps the organization thrive over the long haul by promoting openness and honesty, positive relationships, and long-term innovation. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 16

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-3 How Leadership Differs from Management KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

12. The role of leadership is to motivate people through rewards and punishments. a. True b. False Email: richard@qwconsultancy.com

ANSWER: RATIONALE:

POINTS:

False Leadership relies on influence which is less likely to use coercion. The role of leadership is to attract and energize people, motivating them through purpose and challenge rather than rewards or punishments. 1

DIFFICULTY: Easy REFERENCES: p. 16 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-3 How Leadership Differs from Management KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

13. Leadership skills and qualities can be learned solely from a textbook. a. True b. False ANSWER: False RATIONALE:

Leadership is an art because many leadership skills and qualities cannot be learned from a

textbook. It takes practice and hands-on experience, as well as intense personal exploration and development. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 24

QUESTION TYPE:

True / False

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-6 Mastering the Art and Science of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

14. Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it. a. True b. False ANSWER: True RATIONALE:

Influence theories of leadership examine influence processes between leaders and followers.

Leaders influence people to change by providing an inspiring vision of the future and shaping Email: richard@qwconsultancy.com

the culture and values needed to attain it. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 18

QUESTION TYPE:

True / False

HAS VARIABLES:

False

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

15. According to the relational theories of leadership, management skills are seen as the most important facet of leadership effectiveness. a. True b. False ANSWER: True RATIONALE:

According to the relational theories of leadership, interpersonal relationships are seen as the

most important facet of leadership effectiveness. Leadership is viewed as a relational process that meaningfully engages all participants and enables each person to contribute to achieving the vision. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 18

QUESTION TYPE:

True / False

HAS VARIABLES:

False

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

16. Identify the correct statement regarding leadership.

a. Leadership involves administrative paperwork. b. Leadership involves noncoercive influence. c. Leadership involves unidirectional influence. d. Leadership involves maintaining the status quo. ANSWER: b RATIONALE: Leadership involves influence; it occurs among people; those people intentionally desire significant changes; and the changes reflect purposes shared by leaders and followers. Influence means that the relationship among people is not passive; however, also inherent in this definition is the concept that influence is multidirectional and noncoercive. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 5 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

17. Which of the following statements is true of people involved in the leadership relationship? a. They share a passive relationship. b. They seek changes dictated by leaders. c. They intentionally desire significant changes. d. They use coercion to bring about change. ANSWER: c RATIONALE: Leadership involves influence; it occurs among people; those people intentionally desire significant changes; and the changes reflect purposes shared by leaders and followers. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 5 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

Email: richard@qwconsultancy.com

18. An important aspect of leadership is: a. dictating changes required in an organization. b. maintaining a passive relationship with followers. c. maintaining the status quo and not creating change. d. influencing others to come together around a common vision. ANSWER: d RATIONALE: An important aspect of leadership is influencing others to come together around a common vision. Leadership involves the influence of people to bring about change toward a desirable future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 5 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-1 Why We Need Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:07 AM DATE MODIFIED: 7/28/2016 7:16 PM 19. Which of the following statements is an outdated stereotype about leaders? a. Leaders are different and above others. b. All leaders are sometimes followers as well. c. Leaders should not commit to something outside their own self-interest. d. Leaders do not need followers. ANSWER: a RATIONALE: A stereotype is that leaders are somehow different, that they are above others; however, in reality, the qualities needed for effective leadership are the same as those needed to be an effective follower. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 6 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-1 Why We Need Leadership KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/29/2016 10:20 AM

20. It becomes easier for people to see their own opportunities for leadership when they: a. start seeing leaders as individuals who are above others.

b. understand that the concept of leadership cannot continue to develop. c. stop equating leadership with greatness and public visibility. d. comprehend that leadership involves maintaining the status quo. ANSWER: c RATIONALE: When people stop equating leadership with greatness and public visibility, it becomes easier to see their own opportunities for leadership and recognize the leadership of people they interact with every day. Leaders come in all shapes and sizes, and many true leaders are working behind the scenes. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 6 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

21. Which of the following is a characteristic of new paradigm leaders? a. They are controllers. b. They are heroes. c. They are facilitators. d. They are diversity avoiders. ANSWER: d RATIONALE: Refer to Exhibit 1.2. New paradigm leaders are facilitators who help people do and be their best by removing obstacles to performance, getting people what they need, providing learning opportunities, and offering support and feedback. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 8 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

22. Which of the following is a characteristic of new paradigm leaders? a. They are humble. Email: richard@qwconsultancy.com

b. They are competitive. c. They are stabilizers. d. They are diversity avoiders. ANSWER: a RATIONALE: Refer to Exhibit 1.2. New paradigm leaders are humble. They seek advice and take time to think through the possible consequences of their actions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 8 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

23. Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinions of his team members are considered before a decision is made. He does not believe in rigidity and inviolate procedures. In the context of the given scenario, Steve holds that: a. wealthy employees should be given more power. b. people at the bottom of the organizational hierarchy should have no power. c. human capital is more important than financial capital. d. tangible assets form the financial basis of today's economy. ANSWER: c RATIONALE: Human capital is becoming more important than financial capital, which increases the power of employees. Success today depends on the intellectual capacity of all employees. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 9–10 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 11:38 PM

24. Which of the following statements is true of leaders who work collaboratively?

a. They learn to keep the lines of communication open. b. They wield their authority rather than using influence. c. They encourage internal competition and aggressiveness. d. They hoard power rather than share it. ANSWER: a RATIONALE: Leaders with a collaborative mindset learn to keep the lines of communication open and use influence rather than wielding their authority to quell harmful politicking, get buy-in on important matters, and move things forward. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 10 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

25. Daniel, a management professor, wants to explain why a new paradigm leader is a facilitator rather than being a controller. Which of the following is the correct reason? a. The most important element of an organization's revenues is becoming the number of working hours. b. The financial basis of today's economy is becoming information rather than tangible assets. c. The old assumptions of sharing power and getting all employees involved are no longer valid. d. The success of an organization in today's world depends on the wealth of its owners. ANSWER: b RATIONALE: A reason that a leader is a facilitator rather than being a controller is that the financial basis of today's economy is becoming information rather than the tangible assets of land, buildings, and machines. This means human capital is becoming more important than financial capital, which increases the power of employees. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 10 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

Email: richard@qwconsultancy.com

26. Which of the following statements is true of uniformity in organizations? a. It is encouraged in the new paradigm of leadership. b. People with similar job skills are placed in separate departments. c. Homogenous groups find it challenging to communicate with one another. d. Uniform thinking can be a disaster in a multinational and diverse world. ANSWER: d RATIONALE:

Many of today’s organizations were built on assumptions of uniformity, separation, and specialization. The uniform thinking that arises, however, can be a disaster in a world becoming more multinational and diverse. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 10 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

27. Erica, a team manager, was known for heading projects with diligence and conscientiousness. However, she was insensitive and excessively ambitious. She did not take feedback in a constructive manner. This prevented her from advancing in her career because she had problems motivating and communicating with her team members. In the context of the given scenario, which of the following phenomena does Erica experience? a. Communication apprehension b. Fear-based motivation c. Paradigm change d. Derailment ANSWER: d RATIONALE:

Derailment refers to a phenomenon in organizations in which a manager with an impressive

track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and the manager’s personal skills and qualities. Unsuccessful managers are often insensitive and critical, not trustworthy, do not learn from feedback and mistakes, can’t build and develop the right teams, and are unable to see the big picture when promoted into a general management position. POINTS:

DIFFICULTY:

Challenging

REFERENCES:

p. 20

QUESTION TYPE:

Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-5 Leadership Can Be Learned

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 11:38 PM

28. Attempts to achieve collaboration, empowerment, and diversity can succeed only if: a. leaders follow the principles and practices of the industrial era. b. managers want to treat people the way they treat machines or the bottom line. c. leaders intentionally practice and apply new paradigm principles. d. leaders hire people who think and work alike. ANSWER: c RATIONALE: Attempts to achieve collaboration, empowerment, and diversity in organizations may fail because the beliefs and thought processes of leaders as well as employees are stuck in an old paradigm that values control, stability, and homogeneity. Leaders can make the leap to a new paradigm by intentionally practicing and applying new paradigm principles. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 21 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 1-5 Leadership Can Be Learned KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:07 AM DATE MODIFIED: 7/28/2016 8:14 PM 29. Executive coaches: a. help leaders develop emotional distance from their followers. b. encourage leaders to confront their flaws that inhibit effective leadership. c. intentionally value stability over change. d. help people through the transition to an old paradigm of effective leadership. ANSWER: b RATIONALE: Executive coaches encourage leaders to confront their own flaws and hang-ups that inhibit effective leadership, and then help them develop stronger emotional and interpersonal skills. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 23 QUESTION TYPE: Multiple Choice HAS VARIABLES: False Email: richard@qwconsultancy.com

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

30. Managers and leaders are different because: a. managers promote nonconformity while leaders promote conformity. b. managers maximize opportunities while leaders minimize risk for sure results. c. managers invest in people while leaders invest in goods. d. managers maintain stability while leaders promote change. ANSWER: d RATIONALE: Management maintains a degree of stability, predictability, and order through a culture of efficiency. Leadership, on the other hand, creates change within a culture of agility and integrity that helps the organization thrive over the long haul by promoting openness and honesty, positive relationships, and long- term innovation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 10:54 PM

31. Which of the following is a quality of managers? a. They create vision and strategy instead of planning and budgeting. b. They use personal influence instead of the power of their position. c. They invest in people instead of investing in goods. d. They have expert minds rather than open minds. ANSWER: d RATIONALE: Refer to Exhibit 1.3. In terms of personal qualities, managers have expert minds, whereas leaders have open minds or mindfulness. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 15 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

32. Management focuses on getting the most results out of people so that: a. followers can be motivated through purpose rather than rewards or punishments. b. goods and services are provided to customers in a timely manner. c. the relationship with followers can be based on personal influence and trust. d. a shared culture and set of core values that can lead to the desired future state is developed. ANSWER: b RATIONALE: In terms of relationships, management focuses on getting the most results out of people so that production goals are achieved and goods and services are provided to customers in a timely manner. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS: a.

Bloom’s: Comprehension

b. DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

33. Which of the following is a personal quality of leaders? Emotional distance Humility c. Conformity d. Insight into organization ANSWER: b RATIONALE: Leadership is more than a set of skills; it relies on a number of subtle personal qualities that are hard to see but that are very powerful. These include things like enthusiasm, integrity, courage, and humility. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

34. Level 5 leaders have: a. the ability to meet all challenges without assistance. b. a strong drive for personal success. c. no need for the limelight. d. no responsibility for their company's success. ANSWER: c RATIONALE: Level 5 leaders often seem shy and unpretentious and have no need to be in the limelight. They are more concerned with the success of the team or company than with their own success. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 13 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 b.

c. NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 10:56 PM

35. Fred, the president of Choice Inc., is providing general guidelines to managers in his organization on how to develop effective personal qualities. Which of the following should be a part of the guidelines? a. Invest in people rather than in goods. Create change and a culture of agility and integrity. Focus on providing answers and solving problems. d. Have the courage to admit mistakes and doubts. ANSWER: d RATIONALE: Management means providing answers and solving problems, whereas leadership requires the courage to admit mistakes and doubts, to listen, and to trust and learn from others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

36. Melanie has been promoted as the operations head of Apex Inc. She aims to lead the organization in an effective manner. Which of the following should be implemented by Melanie to achieve her aim? a. Focus on getting the most results out of people so that production goals are achieved. b. Ensure that employees are part of a community and feel that they are contributing to something worthwhile. c. Maintain a relationship based on position and formal authority and not on personal influence and trust. d. Maintain a degree of stability, predictability, and order through a culture of efficiency. ANSWER: b RATIONALE: Good leadership springs from a genuine caring for the work and a genuine concern for other people. Where there is leadership, people become part of a community and feel that they are contributing to something worthwhile. c.

d. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

37. Linda heads the proofreading team of Ink Heart Pvt. Ltd., a publishing firm. She wants to align her followers toward the main objectives of the organization. Which of the following strategies should Linda apply? a. Organize a structure to accomplish the plan. b. Staff an organizational structure with employees. Direct employees and monitor implementation of plans.

e. Communicate the vision and develop a shared culture. ANSWER: d RATIONALE: In terms of aligning followers, leadership is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 15 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 7:16 PM

38. Wilma supervises the mutual funds team of Verdana Pvt. Ltd. She listens to the needs and opinions of her subordinates and does not believe in simply giving orders. She understands and accepts others when they do not share a certain mindset. She readily admits her mistakes and doubts, Which of the following qualities of Wilma is depicted in this scenario? a. Conformist qualities b. Controlling qualities c. Management qualities d. Leadership qualities ANSWER: d RATIONALE: True leaders tend to have open minds that welcome new ideas rather than closed minds that criticize new ideas. Leaders listen and discern what people want and need more than they talk to give advice and orders. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 16 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Application

DATE CREATED:

7/5/2016 11:07 AM

DATE MODIFIED:

7/28/2016 11:39 PM

39. The belief that leaders were born with certain natural abilities of power and influence characterizes the leadership.

a. Great Man theories b. influence theories

c. behavior theories d. contingency theories ANSWER: a RATIONALE: The earliest studies of leadership, the Great Man Theories, adopted the belief that leaders (who were always thought of as male) were born with certain heroic leadership traits and natural abilities of power and influence. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 18 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

40. Charismatic leadership is a part of the of leadership. a. influence theories b. behavioral theories c. trait theories d. contingency theories ANSWER: a RATIONALE: Influence theories of leadership examine influence processes between leaders and followers. One primary topic of study is charismatic leadership, which refers to leadership influence based not on position or formal authority but, rather, on the qualities and charismatic personality of the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 18 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED: 41. In Leadership Era 2, plans. a. influence theories b. behavior theories

1-4 Evolving Theories of Leadership Bloom’s: Knowledge 7/5/2016 11:08 AM 7/28/2016 7:16 PM of leadership worked because leaders could analyze their situation and develop careful

c. trait theories d. relational theories ANSWER: b RATIONALE: Refer to Exhibit 1.4. The behavior and contingency theories worked in Leadership Era 2 because leaders could analyze their situation, develop careful plans, and control what happened. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 19 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

42. Which of the following is an important characteristic of organizations during Leadership Era 3? a. High-performance culture b. Functional management c. Cross-functional teams d. Pre-bureaucratic organization ANSWER: c RATIONALE: Refer to Exhibit 1.4. Leadership Era 3 sees the emergence of knowledge work, an emphasis on horizontal collaboration, and a shift to influence theories. POINTS: 1 DIFFICULTY: Easy

REFERENCES: p. 19 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

43. Which of the following statements is true of Leadership Era 4? a. This is the era of Great Man leadership and the emphasis on personal traits of leaders. b. This era may be conceptualized as pre-industrial and pre-bureaucratic. c. This era sees the rise of the “rational manager” who directs and controls others using an impersonal approach. d. This era requires the full scope of leadership that goes beyond rational management or team leadership. ANSWER: d RATIONALE: Leadership Era 4 is the era of the agile leader who has made the leap to giving up control in the traditional sense. This era requires the full scope of leadership that goes far beyond rational management or even team leadership. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 20

QUESTION TYPE:

Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

44. Which of the following statements is true of the art and science of leadership? a. Leadership is a science because many leadership skills and qualities cannot be learned from a textbook. b. Most people can learn to be good leaders no matter their innate characteristics. c. Many people have never tried to be a leader because it requires executive coaching. d. Leadership is an art because a growing body of knowledge and objective facts describes the leadership process. ANSWER: b RATIONALE:

It may be true that some inborn qualities and personality characteristics can provide a

foundation for being a good leader, but most people can learn to be good leaders no matter their innate characteristics. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 24

QUESTION TYPE:

Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-6 Mastering the Art and Science of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

45. Many people have never tried to be a leader because: a. they do not have leadership skills. b. they lack the personality traits necessary for leadership. c. they have no understanding of what leaders actually do. d. leadership requires executive coaching. ANSWER: c RATIONALE: Many people have never tried to be a leader because they have no understanding of what leaders actually do. The chapters in this book are designed to help one gain a firm knowledge of what leadership means and some of the skills and qualities that make a good leader. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 24 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-6 Mastering the Art and Science of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

46. Leadership involves influence that is multidirectional and . ANSWER: noncoercive RATIONALE: Leadership involves influence; it occurs among people; those people intentionally desire significant changes; and the changes reflect purposes shared by leaders and followers.

Influence means that the relationship among people is not passive; however, also inherent in this definition is the concept that influence is multidirectional and noncoercive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 5 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/29/2016 10:21 AM

47. Leadership is a(n)

activity.

ANSWER:

people

RATIONALE:

Leadership is a people activity and is distinct from administrative paperwork or planning

activities. Leadership occurs among people; it is not something done to people. POINTS:

DIFFICULTY:

Easy

REFERENCES:

p. 5

QUESTION TYPE:

Completion

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 1-1 Why We Need Leadership KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

48. can be defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources. ANSWER: Management RATIONALE: Management can be defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources. POINTS: 1 DIFFICULTY: Easy

REFERENCES: p. 14 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 10:59 PM

49. A(n) is a picture of an ambitious, desirable future for the organization or team. ANSWER: vision RATIONALE: A vision is a picture of an ambitious, desirable future for an organization or team. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 14 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

50. Management maintains a degree of stability, predictability, and order through a culture of ANSWER: efficiency RATIONALE:

Management maintains a degree of stability, predictability, and order through a culture of

efficiency. POINTS:

DIFFICULTY:

Moderate

REFERENCES: p. 16 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

51. The of leadership conceptualized leadership as a single person who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities. ANSWER: Great Man theories RATIONALE: According to the Great Man theories of leadership, in organizations, social movements, religions, governments, and the military, leadership was conceptualized as a single "Great Man" who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 18 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

52. theories of leadership emphasize that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation. ANSWER: Contingency RATIONALE: Contingency theories, sometimes called situational theories, emphasize that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 18 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 1-4 Evolving Theories of Leadership KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom’s: Knowledge 7/5/2016 11:08 AM 7/28/2016 7:16 PM

53. Transformational leadership is a significant ANSWER: relational

theory of leadership.

RATIONALE: Two significant relational theories are transformational leadership and servant leadership. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 19 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

54. refers to leadership influence based not on position or formal authority but, rather, on the qualities and personality of the leader. ANSWER: Charismatic leadership RATIONALE: Influence theories of leadership examine influence processes between leaders and followers. A primary topic of study is charismatic leadership, which refers to leadership influence based not on position or formal authority but, rather, on the qualities and personality of the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 18 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 1-4 Evolving Theories of Leadership KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

55. Era 4 represents

, which means to ensure organizational flexibility and responsiveness to a changing world.

ANSWER:

agile leadership

RATIONALE:

Era 4 represents agile leadership, which means giving up control in the traditional sense to

ensure organizational flexibility and responsiveness to a changing world. POINTS:

DIFFICULTY:

Moderate

REFERENCES:

p. 20

QUESTION TYPE:

Completion

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 8:17 PM

56. Briefly describe how all leaders are sometimes followers as well. ANSWER: Followers are an important part of the leadership process, and all leaders are sometimes followers as well. Good leaders know how to follow, and they set an example for others. The issue of intention or will means that people—leader and followers— are actively involved in the pursuit of change. Each person takes personal responsibility to achieve the desired future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 6 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-1 Why We Need Leadership

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

57. Briefly explain the advantages and disadvantages of diversity in a department or organization. ANSWER: Homogenous groups find it easy to get along, communicate, and understand one another. The uniform thinking that arises, however, can be a disaster in a world becoming more multinational and diverse. Bringing diversity into the organization is the way to attract the best human talent and develop an organizational mindset broad enough to thrive in a multinational world. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 11–12 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

58. Briefly describe the five fatal flaws that cause derailment. ANSWER: Refer to Exhibit 1.5. 1. Performance problems: Failing to meet business objectives 2. Problems with relationships: Being insensitive, manipulative, critical, and not trustworthy in relationships 3. Difficulty changing: Not learning from feedback and mistakes 4. Difficulty building and leading a team: Poor management of direct reports 5. Too narrow management experience: Inability to work effectively or collaborate outside their current function POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 22 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-5 Leadership Can Be Learned

KEYWORDS:

Bloom’s: Knowledge

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:17 PM

59. Briefly explain why leadership is an art as well as a science. ANSWER: Leadership can be learned, but it is important to remember that leadership is both an art and a science. It is an art because many leadership skills and qualities cannot be learned from a textbook. Leadership takes practice and hands-on experience, as well as intense personal exploration and development. However, leadership is also a science because a growing body of knowledge and objective facts describes the leadership process and how to use leadership skills to attain organizational goals. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 24 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-6 Mastering the Art and Science of Leadership

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

60. Briefly explain the importance of studying leadership. ANSWER: Knowing about leadership research helps people analyze situations from a variety of perspectives and learn how to be more effective. By exploring leadership in both business and society, students gain an understanding of the importance of leadership to an organization's success, as well as the difficulties and challenges involved in being a leader. Studying leadership can also lead to the discovery of abilities one never knew one had. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 24 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-6 Mastering the Art and Science of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

61. Identify the five differences between roles in the traditional leadership paradigm and roles in the new leadership paradigm. ANSWER: Refer to Exhibit 1.2. The roles of new paradigm leaders are changing from stabilizer to change manager, from controller to facilitator, from competitor to collaborator, from diversity avoider to diversity promoter, and from hero to humble. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 8 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS:

1-2 The New Reality for Leaders

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

62. Compare management to leadership in five areas crucial to organizational performance—providing direction, aligning followers, building relationships, developing personal leadership qualities, and creating outcomes. ANSWER: When providing direction, management focuses on establishing detailed plans and schedules for achieving specific results, then allocating resources to accomplish the plan. Leadership calls for creating a compelling vision of the future, setting the context within which to view

challenges and opportunities, and developing farsighted strategies for producing the changes needed to achieve the vision. When aligning followers, management entails organizing a structure to accomplish the plan; staffing the structure with employees; and developing policies, procedures, and systems to direct employees and monitor implementation of the plan. Leadership is concerned instead with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state. In terms of relationships, management focuses on getting the most results out of people so that production goals are achieved and goods and services are provided to customers in a timely manner. Leadership, on the other hand, focuses on investing more in people so they are energized and inspired to accomplish goals. In personal qualities, management means providing answers and solving problems; leadership requires the courage to admit mistakes and doubts, to listen, and to trust and learn from others. The differences between management and leadership create two differing outcomes. Management maintains a degree of stability, predictability, and order through a culture of efficiency. Leadership, on the other hand, creates change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 14–16 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-3 How Leadership Differs from Management

KEYWORDS:

Bloom’s: Analysis

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

63. Give an overview of the four leadership eras. ANSWER: Era 1 was pre-industrial and pre-bureaucratic. Most organizations were small and were run by a single individual who many times hired workers because they were friends or relatives. This was the era of Great Man leadership and the emphasis on personal traits of leaders. In Era 2, we saw the emergence of hierarchy and bureaucracy. The rational manager was well-suited to a stable environment. The behavior and contingency theories worked here because leaders could analyze their situation, develop careful plans, and control what happened. In Era 3, the world was no longer stable. This was the era of the team leader and the change leader. Influence was important because of the need to change organizational structures and cultures.

POINTS: DIFFICULTY:

Era 4 represents agile leadership, which means giving up control in the traditional sense to ensure organizational flexibility and responsiveness to a changing world. Leaders influence others through relationships and networks and through shared vision and values rather than through hierarchical power and control. 1 Moderate

REFERENCES: p. 19–21 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.01.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS:

1-4 Evolving Theories of Leadership

KEYWORDS:

Bloom’s: Comprehension

DATE CREATED:

7/5/2016 11:08 AM

DATE MODIFIED:

7/28/2016 7:16 PM

1. The contingency approach to leadership sought to identify the traits leaders possessed that distinguished them from people who were not leaders. a. True b. False ANSWER: False RATIONALE: The Great Man approach sought to identify the traits leaders possessed that distinguished them from people who were not leaders. Research early in the twentieth century examined leaders who had achieved a level of greatness and hence became known as the Great Man approach. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 36 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:23 PM 2. A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive. a. True b. False ANSWER: True RATIONALE: Many researchers still contend that some traits are essential to effective leadership, but only in combination with other factors. A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 37 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 3. Leaders at all levels need some degree of optimism to see possibilities and rally people around a vision for a better tomorrow. a. True Page 1

b. False ANSWER: RATIONALE:

True Leaders at all levels need some degree of optimism to see possibilities even through the thickest fog and rally people around a vision for a better tomorrow. Optimism refers to a tendency to see the positive side of things and expect that things will turn out well. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 37 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:24 PM 4. Self-confidence doesn’t mean being arrogant and prideful but rather knowing and trusting in oneself. a. True b. False ANSWER: True RATIONALE: Leaders who know themselves develop self-confidence, which is general assurance in one's own judgments, decision making, ideas, and capabilities. Self-•confidence doesn't mean being arrogant and prideful but rather knowing and trusting in oneself. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 37–38 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:03 PM 5. The myth of a “complete leader” can cause stress and frustration for leaders and followers, as well as damage to the organization. a. True b. False ANSWER: True

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Some people tend to think a leader should have a complete set of skills, characteristics, and abilities to handle any problem, challenge, or opportunity that comes along. This myth of the “complete leader” can cause stress and frustration for leaders and followers, as well as damage to the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 41 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:03 PM RATIONALE:

6. Talent arises from a strength that has been supported and reinforced with knowledge and skills. a. True b. False ANSWER: False RATIONALE: A strength arises from a natural talent that has been supported and reinforced with knowledge and skills. Talents can be thought of as innate traits and naturally recurring patterns of thought, feeling, and behavior. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 41–42 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:33 PM 7. People excel in life by fixing their weaknesses, not by maximizing their strengths. a. True b. False ANSWER: False RATIONALE: You excel in life by maximizing your strengths, not by fixing your weaknesses. When you live and work from your strengths, you are more motivated, competent, and satisfied. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 42 QUESTION TYPE: True / False Page 3

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 8. In the operational leadership role, an executive does not have direct control over people and resources to accomplish results. a. True b. False ANSWER: False RATIONALE: The operational role, a type of leadership role, is the closest to a traditional, vertically oriented management role, where an executive has direct control over people and resources to accomplish results. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 42–43 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:34 PM 9. With respect to the three types of leadership roles, leaders in collaborative roles typically don’t have the strong position power of the operational role. a. True b. False ANSWER: True RATIONALE: Leaders in collaborative roles typically don’t have the strong position power of the operational role. They often work behind the scenes, using their personal power to influence others and get things done. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 43 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence Page 4

TOPICS: KEYWORDS: DATE CREATED:

2-2 Know Your Strengths Bloom’s: Comprehension 7/5/2016 11:09 AM

DATE MODIFIED:

7/5/2016 11:09 AM

10. Leaders in an advisory role are responsible for developing broad organizational capabilities rather than accomplishing specific business results. a. True b. False ANSWER: True RATIONALE: Leaders in an advisory role provide guidance and support to other people and departments in the organization. These leaders are responsible for developing broad organizational capabilities rather than accomplishing specific business results. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 43 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:04 PM 11. In the context of the trait approach to leadership, the diversity of traits that effective leaders possess indicates that: a. leadership includes grasping diverse points of view and leaving everybody satisfied. b. leadership ability is not a genetic endowment. c. leadership ability cannot be acquired without a complete set of skills. d. leadership includes being prideful and arrogant. ANSWER: b RATIONALE: Generally, research found only a weak relationship between personal traits and leader success. Indeed, the diversity of traits that effective leaders possess indicates that leadership ability is not a genetic endowment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 36 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach Page 5

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom’s: Comprehension 7/5/2016 11:09 AM 7/5/2016 11:09 AM

12. According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders? a. Optimism b. Knowledge c. Cooperativeness d. Humility ANSWER: c RATIONALE: Exhibit 2.1 presents some of the traits and their respective categories that have been identified through trait research over the years. Social characteristics include sociability, interpersonal skills, cooperativeness, ability to enlist cooperation, tact, and diplomacy. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 37, 39 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:36 PM 13. refers to a tendency to see the positive side of things and expect that things will turn out well. a. Integrity b. Honesty c. Drive d. Optimism ANSWER: d RATIONALE: Optimism refers to a tendency to see the positive side of things and expect that things will turn out well. Numerous surveys indicate that optimism is the single characteristic most common to top executives. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 37 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge Page 6

DATE CREATED: DATE MODIFIED:

7/5/2016 11:09 AM 7/5/2016 11:09 AM

14. Which of the following statements is true of self-confidence? a. It includes being arrogant and prideful. b. It causes one to become jaded and pessimistic. c. It involves managing competing points of view. d. It includes knowing and trusting in oneself. ANSWER: d RATIONALE:

Leaders who know themselves develop self-confidence, which is general assurance in one’s own judgments, decision making, ideas, and capabilities. Self-confidence doesn’t mean being arrogant and prideful but rather knowing and trusting in oneself. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 37–38 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:37 PM 15. People in organizations rise to the top because they: a. refrain from creating hopes that things will turn out well. b. have the ability to identify problems. c. can instill in others a sense of hope for the future. d. are always cautious when interpreting situations. ANSWER: c RATIONALE: People in organization rise to the top because they have the ability to see opportunities where others see problems and can instill in others a sense of hope for the future. Numerous surveys indicate that optimism is the single characteristic most common to top executives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 37 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension Page 7

DATE CREATED: DATE MODIFIED:

7/5/2016 11:09 AM 7/5/2016 11:09 AM

16. Which of the following is an important aspect that should be kept in mind by active leaders? a. Uniform thinking should be encouraged among employees. b. Decision making should be avoided if adequate information is not available. c. Setbacks have to be managed with a pessimistic mindset. d. Competing points of view have to be managed, with some people left unsatisfied. ANSWER: d RATIONALE: Leaders initiate change, and they often must make decisions without adequate information. Competing points of view have to be managed, with some people left unsatisfied. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 38 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:38 PM 17. Which of the following statements is true of drive? a. Leaders with drive tend to be less ambitious. b. Leaders with drive seek achievement and have energy. c. Drive refers to truthfulness and nondeception. d. Drive is the foundation of trust between leaders and followers. ANSWER: b RATIONALE: Drive refers to high motivation that creates a high effort level by a leader. Leaders with drive seek achievement, have energy and tenacity, and are often perceived as ambitious. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 40 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM Page 8

18. Which of the following statements is true of honesty? a. It refers to high motivation that creates a high effort level by a leader. b. It implies an openness that followers welcome. c. It helps leaders interpret situations in more conservative ways. d. It includes a complete set of skills and characteristics to handle any problem. ANSWER: b RATIONALE: Honesty refers to truthfulness and nondeception. It implies an openness that followers welcome. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 39 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 19. Which of the following statements is true of talents? a. Talents include having a complete set of skills and abilities to handle any problem. b. Talents can be turned into strengths by consciously enhancing them. c. Talents are not mere aspects of one's potential. d. Talents arise from natural strengths. ANSWER: b RATIONALE: Talents can be thought of as innate traits and naturally recurring patterns of thought, feeling, and behavior. Once recognized, talents can be turned into strengths by consciously developing and enhancing them with learning and practice. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 41–42 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:06 PM

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20. Which of the following is a characteristic of collaborative leaders? a. They don’t have the strong position power of the collaborative role. b. They provide guidance and support to other people and departments in the organization. c. They need high self-confidence and tend to be assertive. d. They are responsible for developing broad organizational capabilities. ANSWER: a RATIONALE: Operational leaders are doggedly focused on delivering results. They need high selfconfidence and tend to be assertive, always pushing forward and raising the bar. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 43 QUESTION TYPE: Multiple Choice

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HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:07 PM 21. Which of the following is a characteristic of advisory leaders? a. They possess the ability to influence others through communication, knowledge, and personal persuasion. b. They are responsible for accomplishing specific business results rather than developing broad organizational capabilities. c. They lack an exceptionally high level of integrity and honesty. d. They typically do not have the strong position power of the collaborative role. ANSWER: a RATIONALE: Leaders in an advisory role provide guidance and support to other people and departments in the organization. Advisory leaders need great people skills and the ability to influence others through communication, knowledge, and personal persuasion. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 43 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:41 PM 22. Which of the following is an example of consideration behavior of leaders? a. Directing tasks and planning b. Providing explicit schedules for work activities c. Seeking input from subordinates regarding important decisions d. Getting people to work hard and ruling with an iron hand ANSWER: c RATIONALE: Consideration, a category of leader behavior, describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust. Showing appreciation, listening carefully to problems, and seeking input from subordinates regarding important decisions are all examples of consideration behaviors. POINTS: 1 DIFFICULTY: Moderate Page 11

REFERENCES: QUESTION TYPE:

p. 46 Multiple Choice

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 23. Which of the following is an example of initiating structure behavior of leaders? a. Showing appreciation b. Directing tasks c. Seeking input from subordinates d. Listening carefully to problems ANSWER: b RATIONALE: Initiating structure, a category of leader behavior, describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement. This type of leader behavior includes directing tasks, getting people to work hard, planning, providing explicit schedules for work activities, and ruling with an iron hand. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 46 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 24. Leader support and are the two underlying dimensions of employee-centered leadership behavior. a. goal emphasis b. efficiency achievement c. interaction facilitation d. work facilitation ANSWER: c RATIONALE: Employee-centered leaders display a focus on the human needs of their subordinates. Leader support and interaction facilitation are the two underlying dimensions of employee-centered behavior. Page 12

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 48 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 25. Which of the following is an underlying dimension of job-centered leadership behavior? a. Leader support b. Interaction facilitation c. Conflict minimization d. Goal emphasis ANSWER: d RATIONALE: The job-centered leader directs activities toward scheduling, accomplishing tasks, and achieving efficiency. Goal emphasis and work facilitation are dimensions of this leadership behavior. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 48 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 26. According to the Leadership Grid, occurs when primary emphasis is given to people rather than to work outputs. a. team management b. authority-compliance management c. middle-of-the-road management d. country club management ANSWER: d

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RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

Blake and Mouton of the University of Texas proposed a two-dimensional leadership theory called the Leadership Grid that builds on the work of the Ohio State and Michigan studies. Country club management occurs when primary emphasis is given to people rather than to work outputs. 1 Easy p. 49 Multiple Choice

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 27. Which of the following is an example of people-oriented leader behavior? a. Planning use of resources b. Setting performance expectations c. Evaluating performance d. Displaying trust ANSWER: d RATIONALE: Refer to Exhibit 2.5. Leaders with people orientation tend to display trust, show acceptance and compassion, acknowledge accomplishments, respect people, be positive, and give time and encouragement. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 51 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:42 PM 28. Which of the following is an example of task-oriented leader behavior? a. Giving time and encouragement b. Showing acceptance and compassion c. Acknowledging accomplishments

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d. Checking the progress and quality of work ANSWER: d RATIONALE: Refer to Exhibit 2.5. Task-oriented leader behaviors include checking progress and quality of work, clarifying task objectives and job responsibilities, setting performance expectations, planning use of resources, coordinating activities, and evaluating performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 51 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 29. Which of the following statements is true of individualized leadership? a. It adopts a general leadership style that is used with all group members. b. It looks at the specific relationship between a leader and each individual follower. c. It holds that leaders have particular traits that distinguish them from non-leaders. d. It conceptualizes leadership as a single great individual who can put everything together and influence others to follow along. ANSWER: b RATIONALE: Individualized leadership, a more recent approach to leadership behavior research, looks at the specific relationship between a leader and each individual follower. In this view, leadership is a series of dyads, or a series of two-person interactions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 52 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:43 PM 30. Which of the following characteristics was explored by the studies evaluating the characteristics of the leader– member exchange relationship? a. Income b. Educational qualification Page 15

c. Value agreement d. Recruitment process ANSWER: c RATIONALE: Studies evaluating characteristics of the leader–member exchange relationship explored such things as communication frequency, value agreement, characteristics of followers, job satisfaction, performance, job climate, and commitment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 54 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking

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United

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

States AK - DISC: Motivation Concepts - DISC: Environmental Influence 2-4 Individualized Leadership Bloom’s: Knowledge 7/5/2016 11:09 AM 7/28/2016 8:06 PM

31. Which of the following statements is true of individualized leadership? a. It holds that leadership is a series of dyads or a series of two-person interactions. b. It assumes that a leader adopts a general leadership style that is used with all group members. c. It is based on the notion that leaders should not develop relationships with subordinates. d. It is against the concept of exchange, what each party gives to and receives from the other. ANSWER: a RATIONALE: According to the individualized leadership approach, leadership is a series of dyads, or a series of two-person interactions. The dyadic view focuses on the concept of exchange, what each party gives to and receives from the other. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 52 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/29/2016 10:24 AM 32. Which of the following is a difference between leader behavior toward out-group members and in-group members? a. Leaders assign interesting assignments to out-group subordinates, whereas leaders assign primarily routine jobs to in-group subordinates and monitor their work closely. b. Leaders usually impose their views on out-group subordinates, whereas leaders sometimes defer to in-group subordinates' opinions. c. Leaders give specific directives for how to accomplish tasks and attain goals to in-group subordinates whereas leaders trust out-group subordinates to use their own approaches in solving problems. d. Leaders listen to suggestions and ideas given by in-group subordinates, whereas little interest is shown in comments and suggestions given by out-group subordinates. ANSWER: d RATIONALE: Refer to Exhibit 2.7. According to the vertical dyad linkage model of individualized leadership, leaders listen to in-group subordinates' suggestions and ideas about how work is done, whereas leaders show little interest in out-group subordinates' comments and suggestions. POINTS: 1 DIFFICULTY: Moderate

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REFERENCES: p. 53 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 33. Stage two in the development of the individualized leadership theory explored the in more detail. a. vertical dyad linkage model b. partnership building c. leader–member exchange d. entrepreneurship model ANSWER: c RATIONALE: Stage two in the development of the individualized leadership theory explored the leader– member exchange (LMX) in more detail, discovering that the impact on outcomes depends on how the LMX process develops over time. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 54 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:44 PM 34. High-quality leader–member exchange relationships: a. lead to poor job satisfaction in the long run. b. have been found to lead to very positive outcomes for the organization. c. pertain to lesser responsibility and authority in the case of followers. d. support the sharply differentiated in-group and out-group relationships. ANSWER: b RATIONALE: High-quality leader–member exchange (LMX) relationships have been found to lead to very positive outcomes for leaders, followers, work units, and the organization. LMX theory proposes that this higher-quality relationship will lead to higher performance and greater job satisfaction for in-group members, and research in general supports this idea. POINTS: 1 Page 18

United DIFFICULTY: Moderate REFERENCES: p. 54 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

States BUSPROG: Reflective Thinking United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 2-4 Individualized Leadership Bloom’s: Comprehension 7/5/2016 11:09 AM 7/28/2016 11:11 PM

35. The third phase of research in the development of the individualized leadership theory: a. evaluated characteristics of the leader–member exchange relationship by exploring communication frequency and value agreement. b. focused on whether leaders could develop positive relationships with a large number of followers. c. argues for the importance of the dyad formed by a leader with each member of the group. d. included the awareness of a relationship between a leader and each individual rather than between a leader and a group of followers. ANSWER: b RATIONALE: The third phase of research in the area of individualized leadership focused on whether leaders could develop positive relationships with a large number of followers. In this approach, the leader views each person independently and may treat each individual in a different but positive way. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 54 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:46 PM 36. In the leader–member exchange research study on individualized leadership, leaders were trained to offer the opportunity for a high-quality relationship to all group members. According to this concept, which of the following is true of followers? a. The followers were treated in a positive or a negative way depending on their individual performances. b. The boon of establishing sharply differentiated in-group and out-group relationships was established. c. The followers who responded to the offer dramatically improved their performance. d. The in-group subordinates got better and the out-group subordinates got worse at their work respectively.

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ANSWER: RATIONALE:

c In the leader–member exchange research study, leaders were trained to offer the opportunity for a high-quality relationship to all group members, and the followers who responded to the offer dramatically improved their performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 54 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:11 PM 37. Which of the following statements is true of entrepreneurial leaders? a. They stay away from risks and are unwilling to stretch themselves. b. They refrain from taking up new opportunities. c. They want everything to stay the same. d. They are dissatisfied with the present. ANSWER: d RATIONALE: Entrepreneurial leaders need strong drive, enthusiasm, and future vision. They tend to be persistent, independent, and action oriented. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 55 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-5 Entrepreneurial Traits and Behaviors KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/7/2016 4:05 PM 38. Which of the following is a characteristic of entrepreneurial leaders? a. They are concerned with innovation and creativity. b. They are unable to focus on long-term results. c. They are unwilling to learn new skills. d. They tend to be dependent on their followers. ANSWER: a Page 20

United RATIONALE: Entrepreneurial leaders are drawn to new opportunities and are more concerned with innovation, creativity, and creating new processes than with maintaining the status quo. They are typically highly self-motivated and are willing to stretch themselves and take risks for improvement. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 55–56 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.07 NATIONAL STANDARDS: States BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-5 Entrepreneurial Traits and Behaviors KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:48 PM 39. Leaders who are drawn to new opportunities, are action oriented, and are more concerned with innovation, creativity, and creating new processes than with maintaining the status quo are known as: a. entrepreneurial leaders. b. autocratic leaders. c. advisory leaders. d. traditional leaders. ANSWER: a RATIONALE: Entrepreneurial leaders are drawn to new opportunities and are more concerned with innovation, creativity, and creating new processes than with maintaining the status quo. They are typically highly self-motivated and are willing to stretch themselves and take risks for improvement. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 55–56 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-5 Entrepreneurial Traits and Behaviors KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:12 PM 40.

Which of the following statements is true of entrepreneurship? a. Entrepreneurship advocates dependence as the key to effective leadership. b. Leaders with entrepreneurial traits are dependent on others for making decisions. c. Entrepreneurship involves maintaining the status quo for established organizations. d. Leaders with entrepreneurial traits exist within established organizations. ANSWER: d

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RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

Leaders with entrepreneurial traits exist within established organizations. These leaders take risks to create novel solutions to competitive challenges confronting a business, especially the development or enhancement of products and services. 1 Moderate p. 56 Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.02.07

Page 22

United

NATIONAL STANDARDS: STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

States BUSPROG: Reflective Thinking United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 2-5 Entrepreneurial Traits and Behaviors Bloom’s: Comprehension 7/5/2016 11:09 AM 7/28/2016 11:13 PM

41.

are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance. ANSWER: Traits RATIONALE: Traits are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 36 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 42. refers to a person’s strong belief that he or she can successfully accomplish a specific task or outcome. ANSWER: Self-efficacy RATIONALE:

Self-confidence is related to self-efficacy, which refers to a person’s strong belief that he or she can successfully accomplish a specific task or outcome. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 38 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 43. A(n) arises from a natural talent that has been supported and reinforced with knowledge and skills. ANSWER: strength RATIONALE: A strength arises from a natural talent that has been supported and reinforced with knowledge and skills. Talents can be thought of as innate traits and naturally recurring patterns of Page 23

United

thought, feeling, and behavior. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 41 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:49 PM 44. The , a type of leadership role, is the closest to a traditional, vertically oriented management role, where an executive has direct control over people and resources to accomplish results. ANSWER: operational role RATIONALE: The operational role, a type of leadership role, is the closest to a traditional, vertically oriented management role, where an executive has direct control over people and resources to accomplish results. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 42–43 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/29/2016 10:25 AM 45. The leadership role includes people such as project managers, matrix managers, and team leaders in today's more horizontally organized companies. ANSWER: collaborative RATIONALE: The collaborative role, a type of leadership role, is a horizontal role and includes people such as project managers, matrix managers, and team leaders in today's more horizontally organized companies. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 43 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 Page 24

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

States AK - DISC: Motivation Concepts - DISC: Environmental Influence 2-2 Know Your Strengths Bloom’s: Application 7/5/2016 11:09 AM 7/29/2016 10:25 AM

46. , a category of leader behavior, describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement. ANSWER: Initiating structure RATIONALE: Initiating structure, a category of leader behavior, describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 46 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 47. In the context of leadership styles, leaders display a focus on the human needs of their subordinates. ANSWER: employee-centered RATIONALE: In the context of leadership styles, employee-centered leaders display a focus on the human needs of their subordinates. Leader support and interaction facilitation are the two underlying dimensions of employee-centered behavior. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 48 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/29/2016 10:25 AM 48. Clarifying job responsibilities is an example of ANSWER: task-oriented

leader behavior. Page 25

RATIONALE:

United Refer to Exhibit 2.5. Task-oriented leader behaviors include clarifying task objectives and job

responsibilities, setting performance expectations, planning use of resources, coordinating activities, checking the progress and quality of work, and evaluating performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 51 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:20 PM 49. The view of individualized leadership focuses on the concept of exchange, what each party gives to and receives from the other. ANSWER: dyadic RATIONALE: Individualized leadership provides a view wherein leadership is a series of dyads, or a series of two-person interactions. The dyadic view of leadership focuses on the concept of exchange, what each party gives to and receives from the other. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 52 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:21 PM 50. refers to initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards. ANSWER: Entrepreneurship RATIONALE: Entrepreneurship refers to initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards. An entrepreneur recognizes a viable idea for a business product or service and carries it out by finding and assembling the necessary resources—money, people, machinery, location—to undertake the business venture. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 55 Page 26

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.07 NATIONAL STANDARDS: States BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-5 Entrepreneurial Traits and Behaviors KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 51. Briefly describe the trait approach to leadership. ANSWER: Traits are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance. Research early in the twentieth century examined leaders who had achieved a level of greatness and hence became known as the Great Man approach. Fundamental to this theory was the idea that some people are born with traits that make them natural leaders. The Great Man approach sought to identify the traits leaders possessed that distinguished them from people who were not leaders. Generally, research found only a weak relationship between personal traits and leader success. Indeed, the diversity of traits that effective leaders possess indicates that leadership ability is not a genetic endowment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 36 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/5/2016 11:09 AM 52. Briefly explain the advisory role of leadership. ANSWER: Leaders in an advisory role provide guidance and support to other people and departments in the organization. Advisory leadership roles are found, for example, in departments such as legal, finance, and human resources. These leaders are responsible for developing broad organizational capabilities rather than accomplishing specific business results. Advisory leaders need great people skills and the ability to influence others through communication, knowledge, and personal persuasion. In addition, leaders in advisory roles need exceptionally high levels of honesty and integrity to build trust and keep the organization on solid ethical ground. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 43 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False Page 27

United LEARNING OBJECTIVES: LEAD.DAFT.18.02.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-2 Know Your Strengths KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 7:52 PM 53. Briefly describe the theories of a "high-high" leader. ANSWER: Research into the behavior approach to leadership culminated in two predominate types of leadership behaviors—people-oriented and task-oriented. The findings about two underlying dimensions and the possibility of leaders rated high on both dimensions raise three questions to think about. The first question is whether these two dimensions are the most important behaviors of leadership. Certainly, these two behaviors are important. They capture fundamental, underlying aspects of human behavior that must be considered for organizations to succeed. One reason why these two dimensions are compelling is that the findings are based on empirical research, which means that researchers went into the field to study real leaders across a variety of settings. The second question is whether people orientation and task orientation exist together in the same leader, and how. The grid theory argues that yes, both are present when people work with or through others to accomplish an activity. The third question concerns whether people can actually change themselves into leaders high on people- or task orientation. Although “high-high” leadership is not the only effective style, researchers have looked to this kind of leader as a candidate for success in a wide variety of situations. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 50–52 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 8:09 PM 54. Briefly describe the difference between the in-group and the out-group in the vertical dyad linkage model of individualized leadership. ANSWER: Some leaders may spend a disproportionate amount of time with certain people and that these ‘‘insiders’’ are often highly trusted and may obtain special privileges. In the terminology of the VDL model, these people would be considered to participate in an in- group relationship with the leader, whereas other members of the group who did not experience a sense of trust and extra consideration would participate in an out-group relationship. In-group members, those who rated the leader highly, had developed close relationships with the leader and often became assistants who played key roles in the functioning of the work unit. Out-group members were not key players in the work unit. POINTS: 1 Page 28

DIFFICULTY: Moderate REFERENCES: p. 53 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

States AK - DISC: Motivation Concepts - DISC: Environmental Influence 2-4 Individualized Leadership Bloom’s: Analysis 7/5/2016 11:09 AM 7/28/2016 7:53 PM

55. In terms of the stages of development of individualized leadership, briefly describe the leader–member exchange. ANSWER: Stage two in the development of the individualized leadership theory explored the leader– member exchange (LMX) in more detail, discovering that the impact on outcomes depends on how the LMX process develops over time. Studies evaluating characteristics of the LMX relationship explored such things as communication frequency, value agreement, characteristics of followers, job satisfaction, performance, job climate, and commitment. Leaders typically tend to establish in-group exchange relationships with individuals who have characteristics similar to those of the leader, such as similarity in background, interests, and values, and with those who demonstrate a high level of competence and interest in the job. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 54 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:24 PM 56. Is the Great Man perspective on leadership still in use today? Discuss. ANSWER: People still wonder if some leadership qualities are genetically endowed. In politics, for example, several members of the Kennedy family and several members of the Bush family have risen to high political offices. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 36 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 Page 29

United NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:24 PM 57. Discuss the aspects of being an ethical leader. Discuss the existence of trust in organizations today. ANSWER: Leaders who model their ethical convictions through their daily actions command admiration, respect, and loyalty. Honesty and integrity are the foundation of trust between leaders and followers. Sadly, trust is sorely lacking in many organizations following years of corporate scandals and rampant greed. Leaders need the traits of honesty and integrity to rebuild trusting and productive relationships. People today are wary of authority and the deceptive use of power, and they are hungry for leaders who hold high moral standards. Successful leaders have also been found to be highly consistent, doing exactly what they say they will do when they say they will do it. Successful leaders prove themselves trustworthy. They adhere to basic ethical principles and consistently apply them in their leadership. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 39 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-1 The Trait Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:09 AM DATE MODIFIED: 7/28/2016 11:24 PM 58. Describe the differences between autocratic leaders and democratic leaders. ANSWER: One study that served as a precursor to the behavior approach recognized autocratic and democratic leadership styles. An autocratic leader is one who tends to centralize authority and derive power from position, control of rewards, and coercion. A democratic leader delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 43 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom’s: Analysis Page 30

DATE CREATED: DATE MODIFIED:

7/5/2016 11:09 AM 7/28/2016 11:25 PM

59. Which of the following supervisors demonstrates autocratic behavior? a. Baxter gave a bonus to Marshall for outstanding sales for the quarter. b. Marcella asked her team to determine a reasonable deadline for the project. c. Bernice presented a problem to her team and asked for suggestions. d. Jason joined the group in discussing possible solutions to the client's problem. ANSWER: a

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RATIONALE:

An autocratic leader is one who tends to centralize authority and derive power from position, control of rewards, and coercion. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 43 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom's: Application DATE CREATED: 7/6/2016 10:15 PM DATE MODIFIED: 7/28/2016 11:25 PM 60. Which of the following supervisors demonstrates consideration? a. Jamal listened carefully when Jessica explained why the customer was unhappy. b. George instructed his team members to call at last three potential new clients every week. c. Samantha assigned part of the project to each team member. d. Bella reprimanded Lilly for her tardiness. ANSWER: a RATIONALE: Consideration describes the extent to which a leader cares about subordinates,respects their ideas and feelings, and establishes mutual trust. Showing appreciation, listening carefully to problems, and seeking input from subordinates regarding important decisions are all examples of consideration behaviors. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 46 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom's: Application DATE CREATED: 7/7/2016 2:15 AM DATE MODIFIED: 7/28/2016 11:25 PM 61. If Nancy uses employee-centered leadership, which of the following actions is she more likely to perform if a project is behind schedule? a. Support the team's efforts and settle any conflicts that might be a distraction. b. Assign more workers to the task c. Ask the current team members to work longer hours. d. Restructure the task so it is easier to complete on time. ANSWER: a Page 32

RATIONALE:

First, employee-centered leaders display a focus on the human needs of their subordinates.

Leader support and interaction facilitation are the two underlying dimensions of employeecentered behavior. This means that in addition to demonstrating support for their subordinates, employee-centered leaders facilitate positive interaction among followers and seek to minimize conflict. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 48 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-3 Behavior Approaches KEYWORDS: Bloom's: Application DATE CREATED: 7/7/2016 2:46 AM DATE MODIFIED: 7/28/2016 11:07 PM 62. Which of the following actions occur during the first stage of the development of individualized leadership? a. In-groups and out-groups are created. b. Leaders create a positive exchange with every subordinate. c. Each dyad involves a unique exchange independent of other dyads. d. Leadership is individualized for each subordinate. ANSWER: a RATIONALE: Exhibit 2.6 illustrates the development of research in this area. The first stage was the awareness of a relationship between a leader and each individual rather than between a leader and a group of followers. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 52 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-4 Individualized Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/7/2016 3:09 AM DATE MODIFIED: 7/28/2016 11:08 PM 63. Which of the following characteristics are important for entrepreneurs? a. Persistence b. Carelessness c. Resistance to change Page 33

d. Satisfaction with the status quo ANSWER: a RATIONALE: Four characteristics considered highly important to entrepreneurial leaders are the following: (1) vision and dissatisfaction with the present; (2) ability to get people on board; (3) flexibility, openness to feedback, and ability to learn and adapt; and (4) persistence and execution. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 55–56 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.02.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 2-5 Entrepreneurial Traits and Behaviors KEYWORDS: Bloom's: Analysis DATE CREATED: 7/7/2016 4:03 AM DATE MODIFIED: 7/28/2016 11:09 PM

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1. The contingency approaches explain the relationship between leadership styles and effectiveness in specific situations. a. True b. False ANSWER: True RATIONALE: The effectiveness of leader behavior is contingent upon organizational situations. Aptly called contingency approaches, these theories explain the relationship between leadership styles and effectiveness in specific situations. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 66 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/26/2016 7:28 PM 2. The contingencies most important to leadership are the situation and followers. a. True b. False ANSWER: True RATIONALE: The contingencies most important to leadership are the situation and followers. Research implies that situational variables such as task, structure, context, and environment are important to leadership style. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 67 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:32 PM 3. The situational theory of leadership focuses on the characteristics of leaders as the most important element of the situation. a. True b. False ANSWER: False RATIONALE: The situational theory of leadership focuses on the characteristics of followers as the most Page 1

important element of the situation and consequently of determining effective leader behavior. The point of Hersey and Blanchard’s theory is that subordinates vary in readiness level. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 69 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:32 PM 4. According to the situational theory of leadership, the telling style reflects a low concern for both tasks and relationships. a. True b. False ANSWER: False RATIONALE: According to the situational theory of leadership, the telling style reflects a high concern for tasks and a low concern for people and relationships. The leader provides detailed objectives and explicit instructions about how tasks should be accomplished. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 70 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:33 PM 5. In the context of Fiedler’s contingency model of leadership, if a leader describes the least preferred coworker using positive concepts, he or she is considered relationship-oriented. a. True b. False ANSWER: True RATIONALE: In the context of Fiedler’s contingency model of leadership, if a leader describes the least preferred coworker using positive concepts, he or she is considered relationship-oriented, that is, a leader who cares about and is sensitive to other people's feelings. POINTS: 1 DIFFICULTY: Moderate Page 2

REFERENCES: p. 74 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:33 PM 6. According to Fiedler’s contingency model of leadership, a task-oriented leader performs better in situations of moderate favorability because human relations skills are important in achieving high group performance. a. True b. False ANSWER: False RATIONALE: According to Fiedler’s contingency model of leadership, the relationship-oriented leader performs better in situations of moderate favorability because human relations skills are important in achieving high group performance. In these situations, the leader may be moderately well liked, have some power, and supervise jobs that contain some ambiguity. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 76 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:34 PM 7. According to the path–goal theory of leadership, path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards. a. True b. False ANSWER: True RATIONALE: According to the path–goal theory of leadership, path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards. A leader increases follower motivation by either (1) clarifying the follower’s path to the rewards that are available or (2) increasing the rewards that the follower values and desires. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 77 QUESTION TYPE: True / False Page 3

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:03 PM 8. According to the path–goal theory of leadership, when an incorrect reward is given to a subordinate, directive leadership behavior is used to change this. a. True b. False ANSWER: False RATIONALE: When an incorrect reward is given to a subordinate, the participative leadership style is used to change this. By discussing the subordinate’s needs, the leader is able to identify the correct reward for task accomplishment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 81 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:03 PM 9. The Vroom–Jago contingency model of leadership starts with the idea that a leader faces a problem that requires a solution. a. True b. False ANSWER: True RATIONALE: The Vroom–Jago contingency model starts with the idea that a leader faces a problem that requires a solution. Decisions to solve the problem might be made by a leader alone or through inclusion of a number of followers. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 82 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles Page 4

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

3-5 The Vroom–Jago Contingency Model Bloom’s: Knowledge 7/5/2016 11:18 AM 7/28/2016 10:03 PM

10. The use of substitutes to fill leadership “gaps” is often disadvantageous to organizations. a. True b. False ANSWER: False RATIONALE: The ability to use substitutes to fill leadership “gaps” is often advantageous to organizations. Indeed, the fundamental assumption of substitutes-for-leadership researchers is that effective leadership is the ability to recognize and provide the support and direction not already provided by task, group, and organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 91 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:36 PM 11. Which of the following is stated by the contingency approach to leadership? a. A leadership style that works in one situation might not work in another situation. b. The contingencies seek to investigate traits that can improve performance in all situations. c. The contingencies most important to leadership are the leaders. d. There is only one best way of leadership. ANSWER: a RATIONALE: A leadership style that works in one situation might not work in another situation. There is no one best way of leadership. Contingency means "it depends." POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 67 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Comprehension Page 5

DATE CREATED: DATE MODIFIED:

7/5/2016 11:18 AM 7/5/2016 11:18 AM

12. According to the situational theory of leadership, a leader with a provides both task instruction and personal support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks. a. participating leadership style b. telling leadership style c. delegating leadership style d. selling leadership style ANSWER: d RATIONALE: According to the situational theory of leadership, the selling style is based on a high concern for both relationships and tasks. With this approach, the leader provides task instruction and personal support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 70–71 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles ACCREDITING STANDARDS: LEAD.DAFT.18.03.02 TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:03 PM 13. According to the situational theory of leadership, a leader with a provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers. a. delegating leadership style b. selling leadership style c. telling leadership style d. participating leadership style ANSWER: a RATIONALE: According to the situational theory of leadership, the delegating style reflects a low concern for both tasks and relationships. This leader provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 71 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic Page 6

STATE STANDARDS: TOPICS: KEYWORDS:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles 3-2 Hersey and Blanchard’s Situational Theory Bloom’s: Knowledge

DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:04 PM 14. According to the situational theory of leadership, a can be effective when followers have the necessary education, skills, and experience but might be insecure in their abilities and need some encouragement from the leader. a. telling leadership style b. selling leadership style c. participating leadership style d. delegating leadership style ANSWER: c RATIONALE: According to the situational theory of leadership, a participating style can be effective when followers have the necessary education, skills, and experience but might be insecure in their abilities and need some encouragement from the leader. The leader can guide followers' development and act as a resource for advice and assistance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 71 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:04 PM 15. According to the situational theory of leadership, a leader with a provides detailed objectives and explicit instructions about how tasks should be accomplished. a. participating style b. selling style c. telling style d. delegating style ANSWER: c RATIONALE: The telling style is a very directive approach that reflects a high concern for tasks and a low concern for people and relationships, as shown in Exhibit 3.3. The leader provides detailed objectives and explicit instructions about how tasks should be accomplished. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 70 QUESTION TYPE: Multiple Choice Page 7

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:04 PM 16. According to Fiedler’s contingency model of leadership, if a leader uses negative concepts to describe the least preferred coworker, he or she is considered a . a. task-oriented leader b. "high-high" leader c. people-oriented leader d. democratic leader ANSWER: a RATIONALE: According to Fiedler's contingency model of leadership, if a leader uses negative concepts to describe the least preferred coworker, he or she is considered task-oriented, that is, a leader who sees other people in negative terms and places greater value on task activities than on people. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 74 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:37 PM 17. In the context of Fiedler’s contingency model of leadership, which of the following does leader–member relations refer to? a. It refers to the extent to which tasks given by the leaders are defined and involve specific procedures. b. It refers to the group atmosphere and members' attitudes toward and acceptance of the leader. c. It refers to the extent to which the leader has formal authority over subordinates. d. It refers to the ability to plan and direct the work of subordinates, evaluate it, and reward or punish them. ANSWER: b RATIONALE:

According to Fiedler’s contingency model of leadership, leader–member relations refers to group atmosphere and members' attitudes toward and acceptance of the leader. When subordinates trust, respect, and have confidence in the leader, leader–member relations are considered good. Page 8

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 74 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles

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TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

3-3 Fiedler’s Contingency Model Bloom’s: Knowledge 7/5/2016 11:18 AM 7/28/2016 10:04 PM

18. According to Fiedler’s contingency model of leadership, which of the following indicates a high degree of task structure? a. Ill-defined tasks b. Routine tasks c. Creative tasks d. Research tasks ANSWER: b RATIONALE:

According to Fiedler’s contingency model of leadership, routine, well-defined tasks, such as those of assembly-line workers, have a high degree of task structure. Task structure refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 74 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:38 PM 19. According to Fiedler’s contingency model of leadership, position power is low when the leader has: a. the power to plan and direct the work of subordinates. b. the power to reward or punish the work of subordinates. c. the authority to create tasks. d. little authority over subordinates and cannot evaluate their work. ANSWER: d RATIONALE:

According to Fiedler’s contingency model of leadership, position power is the extent to which the leader has formal authority over subordinates. Position power is low when the leader has little authority over subordinates and cannot evaluate their work or reward them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 74 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic

STATE STANDARDS:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

3-3 Fiedler’s Contingency Model Bloom’s: Analysis 7/5/2016 11:18 AM 7/28/2016 9:38 PM

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20. Which of the following statements is true of Fiedler's contingency theory of leadership? a. Task-oriented leaders do not excel in a favorable situation because a great deal of structure and task direction is needed. b. Task structure needs to be defined if a situation is highly favorable to a leader. c. Relationship-oriented leaders are more effective in situations of moderate favorability. d. Relationship-oriented leaders excel in unfavorable situations because everyone gets along and the tasks are clear. ANSWER: c RATIONALE: According to Fiedler’s contingency theory of leadership, relationship-oriented leaders are more effective in situations of moderate favorability. The relationship-oriented leader performs better in situations of moderate favorability because human relations skills are important in achieving high group performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 75–76 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:55 PM 21. According to Fiedler's contingency theory of leadership, which of the following statements is true of task-oriented leaders? a. They are more effective in a situations where they have little authority over subordinates and cannot evaluate their work or reward them. b. They are more effective in situations of moderate favorability. c. They are more effective in favorable situations because the task is not clear to everybody. d. They are more effective when a situation is highly unfavorable because a great deal of structure and task direction is needed. ANSWER: d

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RATIONALE:

POINTS: DIFFICULTY:

According to Fiedler’s contingency theory of leadership, task-oriented leaders are more effective when the situation is either highly favorable or highly unfavorable. The taskoriented leader excels in favorable situations because everyone gets along, the task is clear, and the leader has power; all that is needed is for someone to take charge and provide direction. Similarly, if the situation is highly unfavorable to the leader, a great deal of structure and task direction are needed. 1 Moderate

REFERENCES: p. 75 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 9:57 PM 22. According to Fiedler’s contingency theory of leadership, in situations of moderate favorability, a relationship-oriented leader: a. supervises jobs that are clearly defined. b. defines task structure and establishes authority over subordinates. c. may be moderately well liked and have some power. d. may maintain poor leader–member relations. ANSWER: c RATIONALE:

According to Fiedler’s contingency theory of leadership, the relationship-oriented leader performs better in situations of moderate favorability because human relations skills are important in achieving high group performance. In these situations, the leader may be moderately well liked, have some power, and supervise jobs that contain some ambiguity. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 76 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:28 PM 23. Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership? Page 12

a. They should conclude that they are task-oriented leaders if they are moderately well liked, have some power, and supervise jobs that contain some ambiguity. b. They should identify themselves as relationship-oriented leaders if they define the task structure and can establish authority over subordinates. c. They should assume that they are more effective as task-oriented leaders if they perform better in situations of intermediate favorability. d. They should diagnose the situation and determine whether leader–member relations, task structure, and position power are favorable or unfavorable. ANSWER: d RATIONALE: A leader needs to know two things in order to use Fiedler's contingency theory of leadership. First, the leader should know whether he or she has a relationship- or task-oriented style. Second, the leader should diagnose the situation and determine whether leader–member relations, task structure, and position power are favorable or unfavorable. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 76 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:00 PM 24. An important contribution of Fiedler's research on the contingency model of leadership is that it: a. uses weights that are determined in an arbitrary manner in order to determine situation favorability . b. goes beyond the notion of leadership styles to try to show how styles fit a situation. c. recommends medium least preferred coworker leaders as they are more effective in many situations. d. is clear about how the model will work over time. ANSWER: b RATIONALE: An important contribution of Fiedler's research on the contingency model of leadership is that it goes beyond the notion of leadership styles to try to show how styles fit a situation. Its major impact may have been to stir other researchers to consider situational factors more seriously. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 76–77 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principles Page 13

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

3-3 Fiedler’s Contingency Model Bloom’s: Evaluation 7/5/2016 11:18 AM 7/28/2016 11:28 PM

25. Which of the following statements is a criticism of Fiedler's contingency theory? a. The use of the least preferred coworker score as a measure of relationship- or task-oriented behavior is complicated. b. The empirical support for the model is weak because it is based on correlational results that fail to achieve statistical significance in the majority of cases. c. It does not go beyond the notion of leadership styles to try to show how styles fit a situation. d. It fails to consider high least preferred coworker score leaders, who some studies indicate are more effective than medium least preferred coworker score leaders in all situations. ANSWER: RATIONALE:

b Fiedler's model has been criticized. Some observers argue that the empirical support for the model is weak because it is based on correlational results that fail to achieve statistical significance in the majority of cases. Using the least preferred coworker score as a measure of relationship- or task-oriented behavior seems simplistic to some researchers. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 76 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:01 PM 26. According to the least preferred coworker (LPC) scale of Fiedler’s model of leadership styles, if the leader describes the least preferred coworker using positive concepts, the leader: a. is relationship-oriented. b. is task-oriented c. places greater value on tasks. d. is an extrovert. ANSWER: a RATIONALE: According to the least preferred coworker (LPC) scale of Fiedler’s model of leadership styles, if the leader describes the least preferred coworker using positive concepts, he or she is considered relationship-oriented, that is, a leader who cares about and is sensitive to other people's feelings. POINTS: 1 DIFFICULTY: Moderate Page 14

REFERENCES: p. 74 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:02 PM 27. Which of the following is a difference between Fiedler’s contingency theory of leadership and the path–goal theory of leadership? a. The Fiedler theory discusses leader style, followers and situation, and the rewards to meet followers' needs, where as the path-goal theory discusses leadership style and group task performance. b. The Fiedler theory made the assumption that new leaders could take over as situations change, whereas in the path–goal theory, leaders change their behaviors to match the situation. c. The Fiedler theory enables leaders to diagnose both leadership style and organizational situation, whereas the path– goal theory focuses on the characteristics of followers as the most important element of the situation. d. The Fiedler theory states that a leader can adopt the four leader styles of directing, coaching, supporting, and entrusting, whereas the path–goal theory measures leadership style with the least preferred coworker scale. ANSWER: b RATIONALE: The Fiedler theory made the assumption that new leaders could take over as situations change, whereas in the path–goal theory, leaders change their behaviors to match the situation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 77 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:29 PM 28. According to the path–goal theory of leadership, involves planning, making schedules, setting performance goals and behavior standards, and stressing adherence to rules and regulations. a. achievement-oriented leadership b. participative leadership c. directive leadership d. supportive leadership Page 15

ANSWER: RATIONALE:

c According to the path–goal theory of leadership, directive leadership includes planning, making schedules, setting performance goals and behavior standards, and stressing adherence to rules and regulations. Directive leadership tells subordinates exactly what they are supposed to do. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 78 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/29/2016 10:32 AM 29. According to the path–goal theory of leadership, which of the following leadership styles involves consulting with

Page 16

subordinates about decisions? a. Directive leadership b. Supportive leadership c. Achievement-oriented leadership d. Participative leadership ANSWER: d RATIONALE: According to the path–goal theory of leadership, participative leadership consults with subordinates about decisions. Leader behavior includes asking for opinions and suggestions, encouraging participation in decision making, and meeting with subordinates in their workplaces. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 78 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:29 PM 30. According to the path–goal theory of leadership, which of the following leadership styles stresses high-quality performance and improvement over current performance? a. Participative leadership b. Directive leadership c. Achievement-oriented leadership d. Supportive leadership ANSWER: c RATIONALE: According to the path–goal theory of leadership, achievement-oriented leadership sets clear and challenging goals for subordinates. Leader behavior stresses high-quality performance and improvement over current performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 78 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking DATE CREATED: DATE MODIFIED: Page 17

STATE STANDARDS: TOPICS: KEYWORDS:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 3-4 Path–Goal Theory Bloom’s: Knowledge 7/5/2016 11:18 AM 7/28/2016 11:29 PM

31. In the context of the path–goal theory of leadership, which of the following statements is true of supportive leadership? a. It involves setting clear and challenging goals for subordinates. b. It involves consulting with subordinates about decisions. c. It involves telling subordinates exactly what they are supposed to do. d. It involves showing concern for subordinates' well-being and personal needs. ANSWER: d RATIONALE: According to the path–goal theory of leadership, supportive leadership shows concern for subordinates' well-•being and personal needs. Leadership behavior is open, friendly, and approachable, and the leader creates a team climate and treats subordinates as equals. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 77 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:34 PM 32. According to the path–goal theory of leadership, the personal characteristics of followers, which is a situational contingency, includes factors such as: a. the degree of task structure. b. the work group. c. motivation. d. formality. ANSWER: c RATIONALE: The two important situational contingencies in the path–goal theory of leadership are (1) the personal characteristics of group members and (2) the work environment. Personal characteristics of followers are similar to Hersey and Blanchard's readiness level and include such factors as ability, skills, needs, and motivations. DATE CREATED: DATE MODIFIED: Page 18

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 79 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Analysis 7/5/2016 11:18 AM 7/29/2016 10:32 AM

33. According to the path–goal theory of leadership, when a subordinate is unchallenged by a task, a(n) is used to set higher goals. a. supportive leadership behavior b. empowering leadership behavior c. directive leadership behavior d. achievement-oriented leadership behavior ANSWER: d RATIONALE: According to the path–goal theory of leadership, when a subordinate is unchallenged by a task, an achievement-oriented leadership behavior is used to set higher goals. This clarifies the path to rewards for the employee. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 81 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:35 PM 34. According to the path–goal theory of leadership, which of the following situational contingencies consists of the educational level of subordinates and the quality of relationships among them? a. Human relations skills b. Task structures c. Formal authority systems DATE CREATED: DATE MODIFIED: Page 19

d. Work-group characteristics ANSWER: d RATIONALE: According to the path–goal theory of leadership, the work environment contingencies include the degree of task structure, the nature of the formal authority system, and the work group itself. Work-group characteristics consist of the educational level of subordinates and the quality of relationships among them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 80 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Analysis 7/5/2016 11:18 AM 7/28/2016 11:35 PM

DATE CREATED: DATE MODIFIED: Page 20

35. Which of the following statements is true of the Vroom–Jago contingency model of leadership? a. It made the assumption that new leaders could take over as situations change. b. It states that the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals. c. It discusses the extent to which the leader’s style is relationship- or task-oriented. d. It tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision. ANSWER: d RATIONALE: The Vroom–Jago model of leadership is very applied, which means that it tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 82 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-5 The Vroom–Jago Contingency Model KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:35 PM 36. According to the Vroom–Jago contingency model of leadership, which of the following activities refers to delegation in decision making? a. A leader permits the group to make a decision within prescribed limits. b. A leader presents a problem to the group in a meeting. c. A leader makes a decision alone and announces it to the group. d. A leader presents a problem to the group members, gets their suggestions, and then makes the decision. ANSWER: a RATIONALE: The Vroom–Jago contingency model employs five levels of subordinate participation in decision making, ranging from highly autocratic (leader decides alone) to highly democratic (leader delegates to group). Delegation involves delegating the problem and permitting the group to make the decision within prescribed limits. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 82–83 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 DATE Page 21

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-5 The Vroom–Jago Contingency Model KEYWORDS: Bloom’s: Analysis CREATED:

7/5/2016 11:18 AM

DATE MODIFIED:

7/29/2016 10:33 AM

37. According to the Vroom–Jago contingency model of leadership, if subordinates have a high level of expertise in relation to a problem, . a. the leader should not allow the group to make the decision alone b. the leader has to be actively involved in decision making c. more responsibility for the decision can be delegated to them d. subordinates will have low commitment to the decision ANSWER: c RATIONALE: According to the Vroom–Jago contingency model of leadership, a leader should determine the level of group members' knowledge and expertise in relation to the problem. If subordinates have a high level of expertise in relation to the problem, more responsibility for the decision can be delegated to them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 83 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-5 The Vroom–Jago Contingency Model KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:35 PM 38. In the context of using substitutes for leadership, which of the following factors tends to substitute for leader task orientation? a. Love-based motivation b. Socialization c. Formalized rules d. Creative and ill-defined tasks ANSWER: c RATIONALE: Formalized rules and procedures substitute for leader task orientation because the rules tell people what to do. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 90 QUESTION TYPE: Multiple Choice Page 22

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Knowledge CREATED: 7/5/2016 11:18 AM

DATE MODIFIED:

7/28/2016 11:36 PM

39. The fundamental assumption of substitutes-for-leadership researchers is that: a. when a task is highly satisfying and enjoyable, the leader should show acceptance and compassion as it is not provided by the task. b. effective leadership is the ability to recognize and provide the support not already provided by task, group, and organization. c. substitutes for leadership cannot be designed into organizations in ways to complement existing leadership. d. when a task is highly structured and routine, the leader should provide clarification of task objectives and responsibilities as it is not provided by the task. ANSWER: b RATIONALE: When subordinates are highly professional, task- and people-oriented leadership styles are less important. The employees do not need either direction or support. The fundamental assumption of substitutes-for-leadership researchers is that effective leadership is the ability to recognize and provide the support and direction not already provided by task, group, and organization. POINTS: 1 DIFFICULTY: Challenging REFERENCES: pp. 89–91 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:36 PM 40. refers to a theory meaning one thing depends on other things. ANSWER: Contingency RATIONALE: Contingency means that one thing depends on other things, and for a leader to be effective there must be an appropriate fit between the leader’s behavior and style and the conditions in the situation. POINTS: 1 DATE Page 23

DIFFICULTY: Easy REFERENCES: p. 66–67 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:36 PM

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41. The to leadership seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively. ANSWER: contingency approaches RATIONALE: The contingency approaches seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively. Assuming that a leader can properly diagnose a situation and muster the flexibility to behave according to the appropriate style, successful outcomes are highly likely. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 68 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:33 PM 42. According to the situational theory of leadership, a leader following the encourages participation, consults with followers, and facilitates decision making. ANSWER: participating style RATIONALE: According to the situational theory of leadership, the participating style is characterized by high relationship and low task behavior. The leader encourages participation, consults with followers, and facilitates decision making. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 71 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:33 PM 43. The point of Hersey and Blanchard's situational theory of leadership is that subordinates vary in . ANSWER: readiness level RATIONALE: The situational theory of leadership developed by Hersey and Blanchard focuses on the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior. The point of Hersey and Blanchard's theory is that subordinates vary in readiness level. POINTS: 1 Page 25

DIFFICULTY:

Easy

REFERENCES: p. 69 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:33 PM 44. was designed to enable leaders to diagnose both leadership style and organizational situation. ANSWER: Fiedler's contingency model RATIONALE: Fiedler's contingency model of leadership was designed to enable leaders to diagnose both leadership style and organizational situation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 73 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:33 PM 45.

According to Fiedler’s contingency model of leadership, is the extent to which the leader has formal authority over subordinates. ANSWER: position power RATIONALE: According to Fiedler’s contingency model of leadership, position power is the extent to which the leader has formal authority over subordinates. Position power is high when the leader has the power to plan and direct the work of subordinates, evaluate it, and reward or punish them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 74 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles Page 26

TOPICS: KEYWORDS: DATE CREATED:

3-3 Fiedler’s Contingency Model Bloom’s: Knowledge 7/5/2016 11:18 AM

DATE MODIFIED:

7/28/2016 11:33 PM

46.

According to the of leadership, the leader's responsibility is to increase subordinates' motivation to attain personal and organizational goals. ANSWER: path–goal theory RATIONALE: According to the path–goal theory of leadership, the leader's responsibility is to increase subordinates' motivation to attain personal and organizational goals. The leader increases follower motivation by either clarifying the follower’s path to the rewards that are available or increasing the rewards that the follower values and desires. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 77 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/29/2016 10:33 AM 47. The Vroom–Jago model of leadership focuses specifically on varying degrees of leadership. ANSWER: participative RATIONALE: The Vroom–Jago contingency model of leadership focuses specifically on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 81 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-5 The Vroom–Jago Contingency Model KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:34 PM 48. A(n)

for leadership, which is a situational variable, makes the leadership style unnecessary or redundant. Page 27

ANSWER: RATIONALE:

POINTS: DIFFICULTY:

substitute A substitute for leadership, which is a situational variable, makes the leadership style unnecessary or redundant. Highly educated, professional subordinates who know how to do their tasks do not need a leader who initiates structure for them and tells them what to do. 1 Easy

REFERENCES: p. 88–89 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:34 PM 49. A(n) , which is a situational characteristic, counteracts the leadership style and prevents the leader from displaying certain behaviors. ANSWER: neutralizer RATIONALE: A neutralizer, which is a situational characteristic, counteracts the leadership style and prevents the leader from displaying certain behaviors. If a leader is physically removed from subordinates, the leader’s ability to give directions to subordinates is greatly reduced. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 89 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:34 PM 50. Explain the four leadership styles based on the situational theory of leadership developed by Hersey and Blanchard.

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ANSWER:

The four styles are telling, selling, participating, and delegating. The telling style is a very directive approach that reflects a high concern for tasks and a low concern for people and relationships, as shown in Exhibit 3.3. The leader provides detailed objectives and explicit instructions about how tasks should be accomplished. The selling style is based on a high concern for both relationships and tasks. With this approach, the leader provides task instruction and personal support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks. The participating style is characterized by high relationship and low task behavior. The leader encourages participation, consults with followers, and facilitates decision making. The fourth style, the delegating style, reflects a low concern for both tasks and relationships. This leader provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 70–71 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:34 PM 51. Briefly describe Fiedler's contingency model of leadership. ANSWER: The cornerstone of Fiedler's theory of leadership is the extent to which the leader's style is relationship-oriented or task-oriented. A relationship-oriented leader is concerned with people. A task-oriented leader is primarily motivated by task accomplishment. Fiedler's model presents the leadership situation in terms of three key elements that can be either favorable or unfavorable to a leader: the quality of leader–member relations, task structure, and position power. Leader–member relations refers to group atmosphere and members' attitudes toward and acceptance of the leader. Task structure refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. Position power is the extent to which the leader has formal authority over subordinates. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 73–74 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM Page 29

DATE MODIFIED:

7/28/2016 10:30 PM

52. According to the path–goal theory of leadership, how does a leader tailor rewards to a situation? ANSWER: According to the path–goal theory, the leader's responsibility is to increase subordinates' motivation to attain personal and organizational goals. The two important situational contingencies in the path–goal theory are (a) the personal characteristics of group members and (b) the work environment. The leader's responsibility is to clarify the path to rewards for followers or to increase the amount or type of rewards to enhance satisfaction and job performance. There are four examples of how leadership behavior is tailored to the situation. In the first situation, the subordinate lacks confidence; thus, the supportive leadership style provides the social support with which to encourage the subordinate to undertake the behavior needed to do the work and receive the rewards. In the second situation, the job is ambiguous, and the employee is not performing effectively. Directive leadership behavior is used to give instructions and clarify the task so that the follower will know how to accomplish it and receive rewards. In the third situation, the subordinate is unchallenged by the task; thus, an achievement-oriented behavior is used to set higher goals. This clarifies the path to rewards for the employee. In the fourth situation, an incorrect reward is given to a subordinate, and the participative leadership style is used to change this. By discussing the subordinate's needs, the leader is able to identify the correct reward for task accomplishment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 77–81 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:36 PM 53. Describe the Vroom–Jago contingency model of leadership. ANSWER: The Vroom–Jago contingency model focuses on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions. This model starts with the idea that a leader faces a problem that requires a solution. Decisions to solve the problem might be made by a leader alone or through inclusion of a number of followers. The model employs five levels of subordinate participation in decision making, ranging from highly autocratic (leader decides alone) to highly democratic (leader delegates to group). There are five decision styles, starting with the leader making the decision alone (Decide); presenting the problem to subordinates individually for their suggestions and then making the decision (Consult Individually); presenting the problem to subordinates as a group, collectively obtaining their ideas and suggestions, then making the decision (Consult Group); sharing the problem with subordinates as a group and acting as a facilitator to help the group arrive at a decision (Facilitate); or delegating the problem and permitting the group to make the decision within prescribed limits (Delegate). The five styles fall along a continuum, and the leader should select one depending on the situation. Page 30

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 81–83 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-5 The Vroom-Jago Contingency Model KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:38 PM 54. Explain the aspect of substitutes and neutralizers for leadership. ANSWER: Situational variables can be so powerful that they actually substitute for or neutralize the need for leadership. This approach outlines those organizational settings in which taskoriented and people-oriented leadership styles are unimportant or unnecessary. A substitute for leadership makes the leadership style unnecessary or redundant. Unlike a substitute, a neutralizer counteracts the leadership style and prevents the leader from displaying certain behaviors. When subordinates are highly professional, both leadership styles are less important. The employees do not need either direction or support. With respect to task characteristics, highly structured tasks substitute for a task-oriented style, and a satisfying task substitutes for a people-oriented style. When a task is highly structured and routine, like auditing cash, the leader should provide personal consideration and support that is not provided by the task. Satisfied people don’t need as much consideration. Likewise, with respect to the organization itself, group cohesiveness substitutes for both leader styles. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 88–89 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:39 PM 55. A leadership style that works in one situation might not work in another situation. There is no one best way of leadership. Discuss. ANSWER: Contingency means that one thing depends on other things, and for a leader to be effective there must be an appropriate fit between the leader's behavior and style and the conditions in the situation. A leadership style that works in one situation might not work in another situation. There is no one best way of leadership. POINTS: 1 Page 31

DIFFICULTY: Moderate REFERENCES: p. 66–68 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 10:41 PM 56. New research has continued to improve Fiedler's model of leadership, and it is still considered an important contribution to leadership studies. However, its major impact may have been to stir other researchers to consider situational factors more seriously. Discuss. ANSWER: Answers will vary. Students should consider the additional research that Fiedler's model inspired. Situational factors are considered to be more important in newer theories. POINTS: 1 DIFFICULTY: Challenging REFERENCES: pp. 76–77 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-3 Fiedler’s Contingency Model KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:31 PM 57. Some situations don't require leadership. Discuss. ANSWER: Answers will vary. Students should explain that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership. For example, highly educated, professional subordinates who know how to do their tasks do not need a leader who initiates structure for them and tells them what to do. In addition, long-term education often develops autonomous, self-motivated individuals. Thus, task-oriented and peopleoriented leadership is substituted by professional education and socialization. Exhibit 3.10 shows the situational variables that tend to substitute for or neutralize leadership characteristics. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 88–91 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 Page 32

NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:31 PM 58. Which of the following is stated by the contingency approach to leadership? a. A leadership style that works in one situation might not work in another situation. b. The contingencies seek to investigate traits that can improve performance in all situations. c. The contingencies most important to leadership are the leaders. d. There is only one best way of leadership. ANSWER: a RATIONALE: A leadership style that works in one situation might not work in another situation. There is no one best way of leadership. Contingency means "it depends." POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 67 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

3-1 The Contingency Approach Bloom’s: Comprehension 7/8/2016 10:59 PM 7/28/2016 11:32 PM

59. Which of the following behaviors is a meta-category that can be applied to leadership in a variety of situations and time periods? a. Situational behavior b. Reward behavior c. Relationship behavior d. Contingency behavior ANSWER: c RATIONALE: Two basic leadership behaviors that can be adjusted to address various contingencies are task behavior and relationship behavior. Research has identified these two meta-categories, or broadly defined behavior categories, as applicable to leadership in a variety of situations and time periods. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 68 QUESTION TYPE: Multiple Choice HAS VARIABLES: False Page 33

LEARNING OBJECTIVES: LEAD.DAFT.18.03.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-1 The Contingency Approach KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:18 AM DATE MODIFIED: 7/28/2016 11:32 PM 60. Zac has been promoted to team leader. His team consists of high school students who have never had jobs before. The procedures the workers need to follow are long and complicated. Based on Hersey and Blanchard's situational theory, which of the following leadership styles should he use? a. Delegating leadership style b. Selling leadership style c. Telling leadership style d. Participating leadership style ANSWER: c RATIONALE: When one or more followers exhibit very low levels of readiness, the leader has to use a telling style, telling followers exactly what to do, directing them in how to do it, and specifying timelines. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 71 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 3-2 Hersey and Blanchard’s Situational Theory KEYWORDS: Bloom’s: Application DATE CREATED: 7/9/2016 2:33 AM DATE MODIFIED: 7/28/2016 11:32 PM 61. Jody manages the sales team for a sports equipment manufacturer. Sales have been slipping downward at an alarming rate. She called a department meeting and set sales goals that the team will need to meet. She doesn't care how they meet their goals; she just wants them to do it. Based on the path–goal theory, which leadership style is she using? a. Directive leadership b. Supportive leadership c. Achievement-oriented leadership d. Participative leadership ANSWER: c RATIONALE: According to the path–goal theory of leadership, achievement-oriented leadership sets clear and challenging goals for subordinates. Leader behavior stresses high-quality performance and improvement over current performance. This is not directive leadership due to the fact that Jody does not care how the goals are achieved. Directive leadership stresses adherence to rules and regulations. POINTS: 1 Page 34

DIFFICULTY: Moderate REFERENCES: p. 78 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-4 Path–Goal Theory KEYWORDS: Bloom’s: Application DATE CREATED: 7/9/2016 3:07 AM DATE MODIFIED: 7/28/2016 11:30 PM 62. Linc's software development team has run into a problem. The tools that they are using are old and missing some functions that would speed up the development process. Linc can think of only one solution—buying new tools. Because the new development tools are so expensive, Linc called a meeting and asked everyone to suggest solutions that the company can afford. Linc will do what the group decides is the best solution. According to the Vroom–Jago contingency model of leadership, which leadership style is Linc using? a. Consult group b. Delegate c. Decide d. Facilitate ANSWER: d RATIONALE: The model employs five levels of subordinate participation in decision making, ranging from highly autocratic (leader decides alone) to highly democratic (leader delegates to group). The exhibit shows five decision styles, starting with the leader making the decision alone (Decide); presenting the problem to subordinates individually for their suggestions and then making the decision (Consult Individually); presenting the problem to subordinates as a group, collectively obtaining their ideas and suggestions, then making the decision (Consult Group); sharing the problem with subordinates as a group and acting as a facilitator to help the group arrive at a decision (Facilitate); or delegating the problem and permitting the group to make the decision within prescribed limits (Delegate). The five styles fall along a continuum, and the leader should select one depending on the situation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 82–83 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-5 The Vroom–Jago Contingency Model KEYWORDS: Bloom’s: Application DATE CREATED: 7/9/2016 3:21 AM DATE MODIFIED: 7/28/2016 11:30 PM

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63. Jonni is a certified accountant who works from home without any personal contact from the organization that employs her. Which of the following characteristics of followers substitutes for people-oriented leadership in Jonni's situation? a. Highly structured task b. Group cohesiveness c. Professionalism d. Automatic feedback ANSWER: c RATIONALE: When subordinates are highly professional, task- and people-oriented leadership styles are less important. The employees do not need either direction or support. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 89 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.03.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 3-6 Substitutes for Leadership KEYWORDS: Bloom’s: Application DATE CREATED: 7/9/2016 4:04 AM DATE MODIFIED: 7/28/2016 11:30 PM

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1. Leaders who are constantly trying to please everyone often make poor decisions because they cannot tolerate even a mild degree of conflict. a. True b. False ANSWER: True RATIONALE: One of the blind spots some leaders have is being too nice. Leaders who are constantly trying to please everyone can’t lead. They often make poor decisions because they can’t tolerate even a mild degree of conflict. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 101 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-1 The Secret Ingredient for Leadership Success KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 2. A person high on extroversion may come across as quiet, withdrawn, and socially unassertive. a. True b. False ANSWER: False RATIONALE: Extroversion refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. Someone low on extroversion may come across as quiet, withdrawn, and socially unassertive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 103 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 3. A less conscientious person tends to be easily distracted and impulsive. a. True b. False ANSWER: True RATIONALE: A conscientious person is focused on a few goals, which he or she pursues in a purposeful way, whereas a less conscientious person tends to be easily distracted and impulsive. Page 1

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 104 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 4. People are constantly valuing things, people, or ideas as good or bad, pleasant or unpleasant, ethical or unethical, and so forth, whether they recognize it or not. a. True b. False ANSWER: True RATIONALE: Values are what cause a person to prefer that things be done one way rather than another way. People are constantly valuing things, people, or ideas as good or bad, pleasant or unpleasant, ethical or unethical, and so forth, whether they recognize it or not. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 109 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:42 AM 5. A person's values cannot change throughout life as they are fairly well established by early adulthood. a. True b. False ANSWER: False RATIONALE: People's values are generally fairly well established by early adulthood, but a person's values can also change throughout life. Values are what cause a person to prefer that things be done one way rather than another way. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 109, 111 QUESTION TYPE: True / False Page 2

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:43 AM 6. Theory Y reflects the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility. a. True b. False ANSWER: False RATIONALE: Theory Y is based on assumptions that people do not inherently dislike work and will commit themselves willingly to work that they care about. Theory Y also assumes that, under the right conditions, people will seek out greater responsibility and will exercise imagination and creativity in the pursuit of solutions to organizational problems. A leader who subscribes to the assumptions of Theory Y does not believe people have to be coerced and controlled in order to perform effectively. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 113 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:43 AM 7. The halo effect occurs when perceivers see their own personal traits in other people. a. True b. False ANSWER: False RATIONALE: The halo effect occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable. In other words, a halo blinds the perceiver to other characteristics that should be used in generating a more complete assessment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 114 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 Page 3

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 8. Attributions are important because they help people decide how to handle a situation. a. True b. False ANSWER: True RATIONALE: As people organize what they perceive, they often draw conclusions based on their perception. Attributions are judgments about what caused an event or behavior—(a) something about the person or (b) something about the situation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 9. Cognitive approaches are preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought. a. True b. False ANSWER: True RATIONALE: Cognitive style refers to how a person perceives, processes, interprets, and uses information. Cognitive approaches are preferences that are not necessarily rigid, but most people tend to have only a few preferred habits of thought. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 117 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM Page 4

DATE MODIFIED:

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10. Leaders can learn to work more effectively with different personality types by striving for understanding. a. True b. False ANSWER: True RATIONALE: Leaders can learn to work more effectively with different personality types by striving for understanding. A good approach for a leader to take with a personality type widely different from his or her personality type is to clarify questions every time there’s a potential for miscommunication. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 122 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-6 Working with Different Personality Types KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 11. Which of the following statements is true of self-awareness? a. Self-awareness means the ability to behave in a uniform manner in response to situational cues. b. Self-awareness involves the ability to emotionally evaluate one’s own worth. c. Self-awareness means the set of unseen characteristics and processes that underlie a person. d. Self-awareness involves appreciating how one's patterns affect other people. ANSWER: d RATIONALE: Self•-awareness means being aware of the internal aspects of one's nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people. Most leadership experts agree that a primary characteristic of effective leaders is that they know who they are and what they stand for. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 100 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-1 The Secret Ingredient for Leadership Success KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:19 AM Page 5

12. The dimension of extroversion includes the characteristic of . a. security b. dependability c. agreeableness d. dominance ANSWER: d RATIONALE: Extroversion includes the characteristic of dominance. A person with a high degree of dominance likes to be in control and have influence over others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 103 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 13. Someone who scores high on agreeableness: a. is good-natured and cooperative. b. tends to become anxious or tense. c. likes to be in control and have influence over others. d. is cold and insensitive. ANSWER: a RATIONALE: Agreeableness refers to the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting. A leader who scores high on agreeableness seems warm and approachable. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 104 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/10/2016 5:37 AM Page 6

14. Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and . a. compassionate b. achievement oriented c. emotionally stable d. adaptable ANSWER: b RATIONALE: Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and achievement oriented. A conscientious person is focused on a few goals, which he or she pursues in a purposeful way, whereas a less conscientious person tends to be easily distracted and impulsive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 104 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 15. People with an internal locus of control: a. believe that luck is the key to success. b. feel that they have little control over events. c. place primary responsibility on outside forces. d. believe they are "masters of their own fate." ANSWER: d RATIONALE: People who believe their actions determine what happens to them have a high internal locus of control. They believe they are “masters of their own fate.” POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 107 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 16. Which of the following statements is true of end values? a. They are beliefs about the kinds of goals or outcomes that are worth trying to pursue. Page 7

b. They are beliefs about the types of behavior that are appropriate for reaching goals. c. They include such things as being helpful to others, being honest, or exhibiting courage. d. They tend to fall into two categories of morality and competence. ANSWER: a RATIONALE: End values, sometimes called terminal values, are beliefs about the kinds of goals or outcomes that are worth trying to pursue. For example, some people value security, a comfortable life, and good health above everything else as the important goals to strive for in life. Others may place greater value on social recognition, pleasure, and an exciting life. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 109 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:17 AM 17. Which of the following statements accounts for tremendous variation among people? a. Everyone cannot have both instrumental and end values. b. Everyone has similar important goals to reach in life. c. Individuals differ in how they order their values into priorities. d. Individuals have end values that fall into different categories of morality and competence. ANSWER: c RATIONALE: Although everyone has both instrumental and end values, individuals differ in how they order the values into priorities, which accounts for tremendous variation among people. Understanding one’s own values clarifies what is important, which is essential for effective leadership. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 110 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/9/2016 7:13 PM

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18. Victoria, an advertising manager, works effectively when dealing with routine and well-defined tasks, but she is not very good with tasks that require creativity. Hence, she assumes that her subordinates also have difficulty being creative. In the given scenario, Victoria’s assumption is an example of . a. the halo effect b. a self-serving bias c. perceptual defense d. projection ANSWER: d RATIONALE: In the given scenario, the assumption that Victoria makes is an example of projection. Projection is the tendency of perceivers to see their own personal traits in other people; that is, they project their own needs, feelings, values, and attitudes into their judgment of others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:45 AM 19. Which of the following is an assumption of Theory X? a. The expenditure of physical and mental effort in work is as natural as play or rest and the average human being does not inherently dislike work. b. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. c. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. d. The capacity to exercise a relatively high degree of imagination in the solution of organizational problems is widely, not narrowly, distributed in the population. ANSWER: b RATIONALE:

Refer to Exhibit 4.3. An assumption of McGregor’s Theory X is that the average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Other assumptions are that the average human being has an inherent dislike of work and will avoid it if possible. Because of the human characteristic of dislike for work, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objective. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 113 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 9

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 4-3 Values and Attitudes Bloom’s: Analysis 7/5/2016 11:31 AM 7/5/2016 11:31 AM

20. Which of the following statements is true of leaders who subscribe to the assumptions of Theory Y?

Page 10

a. They believe that the average human being prefers to be directed and wishes to avoid responsibility. b. They do not believe that people will seek out greater responsibility and will exercise imagination and creativity. c. They believe that the average human being has an inherent dislike of work and will avoid it if possible. d. They do not believe people have to be coerced and controlled in order to perform effectively. ANSWER: d RATIONALE: A leader who subscribes to the assumptions of Theory Y does not believe people have to be coerced and controlled in order to perform effectively. These leaders are more often people oriented and concerned with relationships, although some Theory Y leaders can also be taskor production oriented. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 113 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 21. Which of the following is an assumption of Theory Y? a. Most people prefer to be directed, wish to avoid responsibility, have relatively little ambition, and want security above all. b. An average human being has an inherent dislike of work and will avoid it if possible. c. A person will exercise self-direction and self-control in the service of objectives to which he or she is committed. d. Most people must be threatened with punishment to get them to put adequate effort toward the achievement of goals. ANSWER: c RATIONALE: Refer to Exhibit 4.3. An assumption of Theory Y is that a person will exercise self-direction and self-control in the service of objectives to which he or she is committed. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 113 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes Page 11

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom’s: Analysis 7/5/2016 11:31 AM 7/5/2016 11:31 AM

22. Laurel, the manager of a software company, assumes that the male employees in her organization are more creative and innovative than the female employees in her organization. In the given scenario, Laurel’s assumption is known as . a. projection b. attribution c. perceptual defense d. stereotyping ANSWER: d RATIONALE: In the given scenario, Laurel’s assumption is known as stereotyping. Stereotyping is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 114 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:45 AM 23. Anna works as a sales executive. She has difficulty meeting her productivity targets, but she has high readiness levels and her work exceeds quality standards. However, her manager considers her to be a poor performer due to her issue with productivity. In the given scenario, the manager’s evaluation of Anna's performance is an example of the . a. fundamental attribution error b. halo effect c. self-serving bias d. perceptual defense ANSWER: b RATIONALE:

In the given scenario, the manager’s evaluation of Anna’s performance is an example of the halo effect. The halo effect occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 114 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 Page 12

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:46 AM 24. Helen, the operations head of an organization, received a complaint stating that one of the managers was regularly harassing his subordinates. Instead of taking action, she neglected the issue as she had high regard for the manager. She was sure that the allegations against the manager were not true. In the given scenario, the assumption made by Helen is an example of . a. projection b. the halo effect c. perceptual defense d. stereotyping ANSWER: c RATIONALE: In the given scenario, the assumption made by Helen is an example of perceptual defense. Perceptual defense is the tendency of perceivers to protect themselves against ideas, objects, or people that are threatening. People perceive things that are satisfying and pleasant but tend to disregard things that are disturbing and unpleasant. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:46 AM 25. Gilbert heads the accounts team of HFC Inc. He received negative feedback from his clients about one of the projects that he managed. He held his subordinates responsible as he felt that they were inefficient and worked carelessly. The judgment made by Gilbert is an example of . a. a self-serving bias b. an internal attribution c. perceptual defense d. the halo effect ANSWER: b RATIONALE: The judgment made by Gilbert is an example of an internal attribution. Attributions are judgments about what caused an event or behavior—(a) something about the person or (b) something about the situation. An internal attribution says characteristics of the person led to the behavior. POINTS: 1 Page 13

DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:46 AM 26. When evaluating others, many people underestimate the influence of external factors and overestimate the influence of internal factors. This tendency is known as . a. stereotyping b. the halo effect c. perceptual defense d. the fundamental attribution error ANSWER: d RATIONALE: When evaluating others, many people underestimate the influence of external factors and overestimate the influence of internal factors. This tendency is called the fundamental attribution error. People tend to have biases that they apply when making attributions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:47 AM 27. Becky heads the finance team of Herald Inc. Whenever her team’s work is commended, she takes all the credit. On the other hand, when her team gets negative feedback from clients, she blames it on inadequate support from the organization. Becky’s behavior is an example of . a. the fundamental attribution error b. the self-serving bias c. perceptual defense d. projection ANSWER: b Page 14

RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

Becky’s behavior is an example of the self-serving bias. The self-serving bias means people give themselves too much credit for what they do well and give external forces too much blame when they fail. 1 Moderate p. 116 Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:48 AM 28. Norman heads the animation team of Progress Inc. When one of his subordinates failed to execute a task properly, he said that his subordinate was not provided with enough resources to take care of the quality assurance after production. This judgment made by Norman is an instance of . a. the fundamental attribution error b. the self-serving bias c. an external attribution d. perceptual defense ANSWER: c RATIONALE: This judgement made by Norman is an instance of an external attribution. An external attribution says something about the situation caused the person’s behavior. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 115 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:48 AM 29. Which of the following is an example of stereotyping? a. Fiona assumes that a subordinate is a proficient employee as he or she has good people skills. b. Fiona assumes that an elderly employee will not be able to adapt to modern technology. c. Fiona believes that her subordinates can work on weekends as she generally works on weekends. d. Fiona judges that her subordinate performed poorly due to lack of concentration and incompetence. Page 15

ANSWER: RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE: HAS VARIABLES:

b Fiona’s assumption that an elderly employee will not be able to adapt to modern technology is an example of stereotyping. Stereotyping is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual. 1 Moderate p. 114 Multiple Choice False

The whole brain approach considers not only a person's preference for right•brained versus left-brained thinking but also for conceptual versus experiential thinking. Herrmann’s whole brain model identifies four quadrants of the brain that are related to different thinking styles. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 117 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 31. The left hemisphere of the brain is associated with a. creative thinking b. analytical thinking c. intuitive processes

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d. values-based thought processes ANSWER: b RATIONALE: The left hemisphere is associated with logical, analytical thinking and a linear approach to problem solving. In the 1960s and 1970s, scientists discovered that the distinct hemispheres influence thinking, which led to an interest in what has been called left-brained versus rightbrained thinking patterns. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 117 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 32. The right hemisphere of the brain is associated with: a. analytical thinking. b. a linear approach to problem solving. c. intuitive thought processes. d. routine processes. ANSWER: c RATIONALE: The right hemisphere of the brain is associated with creative, intuitive, values-based thought processes. In the 1960s and 1970s, scientists discovered that the distinct hemispheres influence thinking, which led to an interest in what has been called left-brained versus rightbrained thinking patterns. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 117 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 33. According to Herrmann’s whole brain concept, when leaders have a predominantly A-quadrant thinking style, they tend to: a. empathize easily and be friendly. Page 17

b. be imaginative and entrepreneurial. c. avoid risks and strive for stability. d. be directive and authoritative. ANSWER: d RATIONALE:

According to Herrmann’s whole brain concept, when a leader has a predominantly Aquadrant thinking style, he or she tends to be directive and authoritative. This leader focuses on tasks and activities and likes to deal with concrete information and facts. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 118 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:22 AM 34. According to Herrmann’s whole brain concept, people who rely heavily on quadrant-B thinking: a. are curious and enjoy experimentation and playfulness. b. are typically emotional and expressive, outgoing, and supportive of others. c. like to establish plans and procedures and get things done on time. d. focus on tasks and activities and like to deal with concrete facts. ANSWER: c RATIONALE:

According to Herrmann’s whole brain concept, a person who relies heavily on quadrant-B thinking is well-organized, reliable, and neat. These people like to establish plans and procedures and get things done on time. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 118 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 35. According to Herrmann’s whole brain concept, leaders who rely heavily on quadrant-C thinking: a. are friendly, trusting, and empathetic. Page 18

b. like certainty. c. are highly traditional. d. focus on tasks and activities. ANSWER: a RATIONALE: Quadrant C is associated with interpersonal relationships and affects intuitive and emotional thought processes. C-quadrant individuals are sensitive to others and enjoy interacting with and teaching others; hence this might be considered the ‘‘teacher’’ part of the brain. These people are typically emotional and expressive, outgoing, and supportive of others. Leaders with a predominantly quadrant-C style are friendly, trusting, and empathetic. They are concerned with people’s feelings more than with tasks and procedures and may put emphasis on employee development and training. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 118 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:49 AM 36. According to the Myers–Briggs Type Indicator (MBTI) assessment, which of the following statements is true of the feeling types? a. They tend to be very objective in decision making. b. They tend to enjoy ambiguity and dislike deadlines. c. They tend to rely more on their values. d. They tend to rely more on logic. ANSWER: c RATIONALE: According to the Myers–Briggs Type Indicator (MBTI) assessment, the feeling types (F) tend to rely more on their values and sense of what is right and wrong, and they consider how a decision will affect other people’s feelings. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 121 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:50 AM Page 19

37. The dimension of the Myers–Briggs Type Indicator (MBTI) assessment concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision. a. sensing versus intuition b. thinking versus feeling c. judging versus perceiving d. introversion versus extroversion ANSWER: c RATIONALE: The judging versus perceiving dimension of the Myers–Briggs Type Indicator (MBTI) assessment concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 121 QUESTION TYPE: Multiple Choice HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:50 AM 38. According to the Myers–Briggs Type Indicator (MBTI) assessment, people with a perceiving preference: a. like closure. b. dislike deadlines. c. like certainty. d. enjoy having goals. ANSWER: b RATIONALE: According to the Myers–Briggs Type Indicator (MBTI) assessment, people with a perceiving preference enjoy ambiguity, dislike deadlines, and may change their minds several times before making a final decision. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 121 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM Page 20

DATE MODIFIED:

7/29/2016 6:50 AM

39. Which of the following statements is true of working with different personality types? a. Leaders should show their frustration to keep different personality types focused. b. People take on behavior patterns based on their personalities. c. People do not like to be accepted and appreciated for who they are. d. Personality differences can make the life of a leader interesting. ANSWER: d RATIONALE: Personality differences can make the life of a leader interesting and sometimes exasperating. These differences can create an innovative environment but also lead to stress, conflict, and negative feelings. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 122 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-6 Working with Different Personality Types KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:50 AM 40. Identify the appropriate step that should be taken by a leader to work more effectively with different personality types. a. Shun people who tend to be gloomy and pessimistic. b. Show frustration when dealing with difficult people. c. Keep people focused on high performance. d. Ignore the different facets of one’s personality. ANSWER: c RATIONALE: Irrespective of their personalities, people typically take on behavior patterns that are the norm for their environment. Leaders can create norms that keep everyone focused on positive interactions and high performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 126 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-6 Working with Different Personality Types KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM Page 21

DATE MODIFIED:

7/29/2016 6:50 AM

41. are things leaders are not aware of or don’t recognize as problems, that limit their effectiveness and hinder their career success. ANSWER: Blind spots RATIONALE: Many leaders have blind spots—things they are not aware of or don't recognize as problems—that limit their effectiveness and hinder their career success. One particularly damaging blind spot is displaying an aggressive, confrontational style, otherwise known as being a jerk. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 101 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-1 The Secret Ingredient for Leadership Success KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED:

7/29/2016 6:51 AM

42. is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. ANSWER: Personality RATIONALE: Personality is the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 102 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:51 AM 43. refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. ANSWER: Extroversion

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RATIONALE:

Extroversion is made up of traits and characteristics that influence behavior in group settings. Extroversion refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 103 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:51 AM 44. A person’s defines whether he or she places the primary responsibility within the self or on outside forces. ANSWER: locus of control RATIONALE:

POINTS: DIFFICULTY:

A person’s locus of control defines whether he or she places the primary responsibility within the self or on outside forces. People who believe their actions determine what happens to them have a high internal locus of control (internals), whereas those who believe outside forces determine what happens to them have a high external locus of control (externals). 1 Easy

REFERENCES: p. 107 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:51 AM 45. are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior. ANSWER: Values RATIONALE: Values are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior. Values are what cause a person to prefer that things be done one way rather than another way. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 109 Page 23

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:51 AM 46. A(n) is an evaluation—either positive or negative—about people, events, or things. ANSWER: attitude RATIONALE: Values help determine the attitudes leaders have about themselves and about their followers. An attitude is an evaluation—either positive or negative—about people, events, or things. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 112 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:52 AM 47. means the process people use to make sense out of their surroundings by selecting, organizing, and interpreting information. ANSWER: Perception RATIONALE: Perception means the process people use to make sense out of their surroundings by selecting, organizing, and interpreting information. Values and attitudes affect perceptions, and vice versa. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 114 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:52 AM Page 24

48. is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual. ANSWER: Stereotyping RATIONALE: Stereotyping is the tendency to assign an individual to a group or broad category (e.g., female, black, elderly or male, white, disabled) and then to attribute widely held generalizations about the group to the individual. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 114 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:52 AM 49. refers to how a person perceives, processes, interprets, and uses information. ANSWER: Cognitive style RATIONALE: Cognitive style refers to how a person perceives, processes, interprets, and uses information. Thus, cognitive differences refer to varying approaches to perceiving and assimilating data, making decisions, solving problems, and relating to others. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 116–117 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:52 AM 50.

is the tendency of perceivers to see their own personal traits in other people; that is, they project their own needs, feelings, values, and attitudes into their judgment of others. ANSWER: Projection RATIONALE: Projection is the tendency of perceivers to see their own personal traits in other people; that is, they project their own needs, feelings, values, and attitudes into their judgment of others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 115 Page 25

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:52 AM 51. Explain the role of values in leadership. ANSWER: Values are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior. Values are what cause a person to prefer that things be done one way rather than another way. End values, sometimes called terminal values, are beliefs about the kinds of goals or outcomes that are worth trying to pursue. Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals. Although everyone has both instrumental and end values, individuals differ in how they order the values into priorities, which accounts for tremendous variation among people. Understanding one’s own values clarifies what is important, which is essential for effective leadership. Leaders can identify and understand value differences to improve communication and effectiveness. Personal values influence how leaders perceive opportunities, situations, and problems, as well as the decisions they make in response to them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 109–111 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:29 AM 52. Describe the personality dimensions of extroversion and agreeableness. ANSWER: Extroversion is made up of traits and characteristics that influence behavior in group settings. Extroversion refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. Someone low on extroversion may come across as quiet, withdrawn, and socially unassertive. This dimension also includes the characteristic of dominance. A person with a high degree of dominance likes to be in control and have influence over others. Agreeableness refers to the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting. A leader who scores high on agreeableness seems warm and approachable, whereas one who is low on this dimension may seem cold, distant, and insensitive. Page 26

POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 103–104 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:30 AM 53. Explain how attitudes affect leadership. ANSWER: Values help determine the attitudes leaders have about themselves and about their followers. An attitude is an evaluation—either positive or negative—about people, events, or things. A leader’s attitudes toward followers influence how he or she relates to people. Every leader’s style is based to some extent on attitudes about human nature in general—ideas and feelings about what motivates people, whether people are basically honest and trustworthy, and the extent to which people can grow and change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 112–113 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:30 AM 54. What is the importance of the whole brain concept? ANSWER: Ned Herrmann began developing his concept of whole brain thinking while he was a manager at GE in the late 1970s and has expanded it through many years of research with thousands of individuals and organizations. The whole brain approach considers not only a person's preference for right-brained versus left-brained thinking but also for conceptual versus experiential thinking. Herrmann's whole brain model thus identifies four quadrants of the brain that are related to different thinking styles. Again, while not entirely accurate physiologically, the whole brain model is an excellent metaphor for understanding differences in thinking patterns. Some people strongly lean toward using one quadrant in most situations, whereas others rely on two, three, or even all four styles of thinking. The whole brain model provides a useful overview of an individual's mental preferences, which in turn affect patterns of communication, behavior, and leadership. POINTS: 1 DIFFICULTY: Moderate Page 27

REFERENCES: p. 117 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:31 AM 55. What guidelines can leaders use to work more effectively with different personality types? ANSWER: Leaders can learn to work more effectively with different personality types by following some simple guidelines: (a) Understand your own personality and how you react to others. Avoid judging people based on limited knowledge, and realize that everyone has different facets to their personality. (b) Treat everyone with respect. People like to be accepted and appreciated for who they are. (c) Acknowledge each person’s strengths. Everyone wants to be recognized for their unique talents, so be sure to acknowledge and make use of people’s useful personality characteristics. (d) Strive for understanding. A good approach to take with a personality type widely different from yours is to clarify questions every time there’s a potential for miscommunication. (e) Remember that everyone wants to fit in. No matter their personalities, people typically take on behavior patterns that are the norm for their environment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 122, 126 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-6 Working with Different Personality Types KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:53 AM 56. Self-awareness is important for leaders. Discuss. ANSWER: Self-awareness is a primary characteristic of leaders because it helps them remain grounded and constant. This enables others to know what to expect from them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 100–101 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.01 Page 28

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-1 The Secret Ingredient for Leadership Success KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:53 AM 57. Attributions help leaders handle situations. Discuss. ANSWER: Perceptual distortions are errors in perceptual judgment that arise from inaccuracies in perception. These include stereotyping, the halo effect, projection, and perceptual defense. Leaders who recognize these perceptual distortions can better adjust their perceptions to more closely match objective reality. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 115–116 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:35 AM 58. Leaders who recognize perceptual distortions can adjust their perceptions to match objective reality. Explain. ANSWER: Attributions are judgments about what caused an event or behavior—(a) something about the person or (b) something about the situation. Attributions are important because they help people decide how to handle a situation. For example, in the case of a subordinate missing a deadline, a leader who blames the mistake on the employee's personal characteristics might reprimand the person or, more effectively, provide additional training and direction. A leader who blames the mistake on external factors will try to help prevent such situations in the future, such as making sure team members have the resources they need, providing support to remove obstacles, and insuring that deadlines are realistic. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 114–115 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-4 Social Perception and Attributions KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:54 AM Page 29

59. Being too nice is an example of a(n) . a. blind spot b. attitude c. personality d. value ANSWER: a RATIONALE: Another blind spot some leaders have is being too nice. Leaders who are constantly trying to please everyone can’t lead. They often make poor decisions because they can’t tolerate even a mild degree of conflict. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 101 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-1 The Secret Ingredient for Leadership Success KEYWORDS: Bloom’s: Application DATE CREATED: 7/9/2016 11:12 PM DATE MODIFIED: 7/29/2016 6:40 AM 60. Abby works in a high-pressure environment managing deliveries and drivers for a busy furniture outlet. When unplanned road closures throw off the delivery schedule and drivers are frustrated, she stays calm and makes changes without drama. Which of the following personality dimensions does Abby demonstrate in this situation? a. Extroversion b. Openness to experience c. Emotional stability d. Conscientiousness ANSWER: c The dimension of emotional stability refers to the degree to which a person is well adjusted, RATIONALE: calm, and secure. A leader who is emotionally stable handles stress well, is able to handle criticism, and generally doesn’t take mistakes or failures personally. Leaders with emotional stability typically develop positive relationships and can also improve relationships among others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 104 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Application Page 30

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61. Jenny has a high internal locus of control. She needs a job to help pay for her expenses. Based on what you know about her, which of the following part-time jobs do you think would be a good fit for her? a. Event organizer for a local politician b. Sandwich maker at the deli c. Clerk at the grocery store d. Receptionist at a law office ANSWER: a RATIONALE: Research has shown real differences in behavior between internals and externals across a wide range of settings. Internals in general are more self-motivated, are in better control of their own behavior, participate more in social and political activities, and more actively seek information. There is also evidence that internals are better able to handle complex information and problem solving, and that they are more achievement oriented than externals. In addition, people with a high internal locus of control are more likely than externals to try to influence others and thus more likely to assume or seek leadership opportunities. Moreover, people with a high internal locus of control will take responsibility for outcomes and changes, which is essential for leadership. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 108 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-2 Personality and Leadership KEYWORDS: Bloom’s: Application DATE CREATED: 7/10/2016 4:19 AM DATE MODIFIED: 7/29/2016 6:54 AM 62. Which of the following instrumental values is ranked higher by leaders than nonleaders? a. Independent b. Self-controlled c. Helpful d. Loyal ANSWER: d RATIONALE: Refer to Exhibit 4.2. Understanding one’s own values clarifies what is important, which is essential for effective leadership. The exhibit lists end values and instrumental values that were ranked significantly higher by each group, showing only those rankings that were statistically significant. Leaders can identify and understand value differences to improve communication and effectiveness. POINTS: 1 DIFFICULTY: Moderate Page 31

REFERENCES: pp. 110–111 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 4-3 Values and Attitudes KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/10/2016 5:05 AM DATE MODIFIED: 7/29/2016 6:54 AM 63. Jolene likes to try new activities. In the past year, she has tried out for community theater, signed up for a class on drawing cartoons, and took an impulsive trip to New York City. These activities have taught her that she has a terrible singing voice, some artistic talent, and no desire to live in a big city. Based on her actions, which quadrant of the brain does she rely on the most? a. Quadrant A b. Quadrant B c. Quadrant C d. Quadrant D ANSWER: d RATIONALE: Quadrant D is associated with conceptualizing, synthesizing, and integrating facts and patterns, with seeing the big picture rather than the details. This is the ‘‘artist’’ part of the brain. A person with a quadrant-D preference is visionary and imaginative, likes to speculate and break the rules, takes risks, and may be impulsive. These people are curious and enjoy experimentation and playfulness. The D-quadrant leader is holistic, imaginative, and entrepreneurial. This leader enjoys change, experimentation, and risk-taking and generally allows followers a great deal of freedom and flexibility. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 119 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.04.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 4-5 Cognitive Differences KEYWORDS: Bloom’s: Application DATE CREATED: 7/10/2016 5:18 AM DATE MODIFIED: 7/29/2016 6:55 AM

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1. A mental model is an external picture that does not affect a person’s thoughts and actions. a. True b. False ANSWER: False RATIONALE: A mental model can be thought of as an internal picture that affects a leader’s thoughts, actions, and relationships with others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 136 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:56 AM 2. Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations. a. True b. False ANSWER: True RATIONALE: Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations. Mental models are theories people hold about specific systems in the world and their expected behavior. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 136–137 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 7:21 AM 3. It is important for leaders to regard their assumptions as fixed truths rather than temporary ideas. a. True b. False ANSWER: False

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RATIONALE:

It is important for leaders to regard their assumptions as temporary ideas rather than fixed truths. Questioning assumptions can help leaders understand and shift their mental models. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 138 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 4. The more aware a leader is of his or her assumptions, the less the leader understands how assumptions guide behavior and decisions. a. True b. False ANSWER: False RATIONALE: The more aware a leader is of his or her assumptions, the more the leader understands how assumptions guide behavior and decisions. In addition, the leader can question whether longheld assumptions fit the reality of the current situation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 138 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 5. A manager with a global mindset sees everything from his or her own limited personal or cultural perspective. a. True b. False ANSWER: False RATIONALE: A manager with a global mindset can perceive and respond to many different perspectives at the same time rather than being stuck in a domestic mental model that sees everything from one’s own limited personal or cultural perspective. One of the best ways managers develop a global mindset is by engaging with people from different cultures. POINTS: 1 Page 2

DIFFICULTY: Moderate REFERENCES: p. 140 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:57 AM 6. The Pike Syndrome illustrates the power of the conditioning that limits people's thinking and behavior. a. True b. False ANSWER: True RATIONALE: The power of the conditioning that limits people's thinking and behavior is illustrated by what has been called the Pike Syndrome. When people assume they have complete knowledge of a situation because of past experiences, they exhibit the Pike Syndrome, a trained incapacity that comes from rigid commitment to what was true in the past and an inability to consider alternatives and different perspectives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 142 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 7. With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting the dots. a. True b. False ANSWER: False RATIONALE: Systems thinking is the ability to see the synergy of the whole rather than just the separate elements of a system. With systems thinking, a leader sees the big picture and connects the dots rather than just looking at the dots in isolation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 144

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QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 8. Leaders who score low in emotional intelligence are typically more effective. a. True b. False ANSWER: False RATIONALE: Leaders who score high in emotional intelligence are typically more effective and rated as more effective by peers and subordinates. Emotional intelligence refers to a person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 146 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 9. The emotional state of a leader influences the entire team, department, or organization. a. True b. False ANSWER: True RATIONALE: Emotions are contagious. The emotional state of the leader influences the entire team, department, or organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 148 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Knowledge

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10. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization. a. True b. False ANSWER: RATIONALE:

True Traditionally, leadership has been based on inspiring fear in employees. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 153 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 11. Which of the following statements is true of leading with head and heart? a. The whole leader uses both head and heart when creating structure and handling operational issues. b. Emotions should not be used in the decision making process in times of uncertainty and rapid change. c. It keeps morale and motivation high. d. Wise leaders use only their intellect to make decisions. ANSWER: c RATIONALE: Current issues that require leaders to use both head and heart include how to give people a sense of meaning and purpose when major changes occur almost daily; how to make employees feel valued and respected in an age of massive layoffs and job uncertainty; and how to keep morale and motivation high in the face of corporate bankruptcies and dissolutions, ethical scandals, and economic crises. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 136 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-1 Leading with Head and Heart KEYWORDS: Bloom’s: Comprehension

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12. Working effectively with others requires that individuals: a. regard their assumptions as fixed truths rather than temporary ideas. b. use fear to motivate others effectively. c. draw on subtle aspects of themselves and appeal to those aspects in others. d. do not let their emotions and beliefs affect others. ANSWER: RATIONALE:

c Working effectively with other people requires that individuals draw on subtle aspects of themselves—their thoughts, beliefs, and feelings—and appeal to those aspects in others. Many people in leadership roles tend to forget the emotional aspect of leading. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 136 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-1 Leading with Head and Heart KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:59 AM 13. Which of the following will help leaders at MHL Corp keep morale and motivation high when the company faces financial difficulties? a. Leading with fear as a powerful motivator b. Leading with head and heart c. Creating avoidance behavior in employees d. Focusing on only the emotional aspect of leading ANSWER: b RATIONALE: Current issues that require leaders to use both head and heart include how to give people a sense of meaning and purpose when major changes occur almost daily; how to make employees feel valued and respected in an age of massive layoffs and job uncertainty; and how to keep morale and motivation high in the face of corporate bankruptcies and dissolutions, ethical scandals, and economic crises. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 136 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01

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NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-1 Leading with Head and Heart KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 7:23 AM 14. Which of the following statements is true of mental models? a. A leader’s assumptions naturally are not part of his or her mental model. b. A leader is usually not aware of his mental models. c. Personal values, attitudes, biases, and prejudices can all affect one’s mental model. d. A leader creates an effective mental model by viewing the elements of a system as separate components. ANSWER: c RATIONALE: Leaders strive to create mental models that are aligned with organizational needs, goals, and values. However, personal values, attitudes, beliefs, biases, and prejudices can all affect one’s mental model. A leader’s assumptions play an important role in shaping his or her mental models. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 138 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 15. An effective leader: a. goes along with the traditional way of doing things. b. sticks to a mental model that sees everything from one’s own personal perspective. c. does not apologize to his or her subordinates. d. does not follow his or her assumptions because they led to success in the past. ANSWER: d RATIONALE: Many leaders become prisoners of their own assumptions and mindsets because these led to success in the past. They find themselves simply going along with the traditional way of doing things without even realizing they are making decisions and acting within the limited frame of their own mental model. POINTS: 1 DIFFICULTY: Moderate

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REFERENCES: p. 139 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 16. Assumptions are: a. regarded by a leader as fixed truths. b. a part of a leader's mental model. c. an expression of the organizational mission. d. a personality trait. ANSWER: RATIONALE:

b A leader’s assumptions naturally are part of his or her mental model. Leaders have assumptions about events, situations, and circumstances as well as about people. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 138 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/5/2016 11:31 AM 17. Which of the following is a characteristic of leaders who think independently? a. They are willing to stand apart. b. They interpret data according to preestablished rules. c. They determine a course of action based on what others think. d. They tend to believe assumptions as "truth." ANSWER: a RATIONALE: People who think independently are willing to stand apart, to have opinions, to say what they think, and to determine a course of action based on what they personally believe rather than on what other people think or say. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 140 Page 8

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 6:59 AM 18. Good leadership is about: a. interpreting data based on preestablished routines. b. blindly accepting rules and labels created by others. c. following the rules set by others. d. standing up for what one believes is the best for the organization. ANSWER: d RATIONALE: Good leadership is not about following the rules of others but standing up for what one believes is best for the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 140 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 7:00 AM 19. To think independently means: a. paying attention to outdated information. b. staying mentally alert and thinking critically. c. thinking of solutions based on preestablished routines or categories. d. having the need to win at all costs and in all situations. ANSWER: b RATIONALE: To think independently means staying mentally alert and thinking critically. Independent thinking is one part of what is called leader mindfulness. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 140

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REFERENCES: p. 142 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:31 AM DATE MODIFIED: 7/29/2016 7:01 AM 21. The expert mind becomes a danger in organizations because it: a. puts aside preconceptions and suspends beliefs and opinions. b. forgets many of its conditioned ideas. c. rejects new ideas based on past experience and knowledge. d. often becomes open to the perspectives of other people. ANSWER: c RATIONALE: When someone becomes an expert in a particular subject, their mind often becomes closed to the perspectives of other people. The expert mind becomes a danger in organizations because it rejects new ideas based on past experience and knowledge. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 142 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:24 AM 22. Which of the following is a characteristic of effective leaders? a. They understand the limitations of past experience. b. They see the questioning of their ideas as a threat. c. They encourage beginners to blindly accept paradoxes. d. They advise new employees to openly agree with long-held assumptions. ANSWER: a RATIONALE: Effective leaders strive to keep open minds and cultivate an organizational environment that encourages curiosity and learning. They understand the limitations of past experience and reach out for diverse perspectives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 143–144 Page 11

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:02 AM 23. Which of the following statements is true of systems thinking? a. It includes the ability to see the separate elements of a system. b. It creates a gap between current reality and the vision of a better future. c. It sees diverse perspectives as a threat. d. It is a mental discipline for seeing patterns and interrelationships. ANSWER: d RATIONALE: Systems thinking enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 144 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader's Mind KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/5/2016 11:32 AM 24. Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of . a. systems thinking b. stereotyping c. emotional intelligence d. personal mastery ANSWER: d RATIONALE: Personal mastery embodies three qualities—clarity of mind, clarity of objectives, and organizing to achieve objectives. POINTS: 1 DIFFICULTY: Easy

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REFERENCES: p. 145 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:03 AM 25. Which of the following statements is true of leaders engaged in personal mastery? a. They do not challenge assumptions and standard ways of doing things. b. They open the gap between current reality and the vision of a better future. c. They retain traditional mental models that have been successful in the past. d. They break through denial of reality in themselves and others. ANSWER: d RATIONALE: Leaders engaged in personal mastery break through denial of reality in themselves and others. Their quest for truth leads to a deeper awareness of themselves and of the larger systems and events within which they operate. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 145 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/5/2016 11:32 AM 26. Which of the following is an element of personal mastery? a. The behavior of accepting what one gets in the future rather than what one wants in the future b. The practice of bridging the disparity between current reality and the vision of a better future c. The discipline of continually focusing on what one wants as the desired future d. The discipline of accepting assumptions and standard ways of doing things ANSWER: c RATIONALE: Leaders engaged in personal mastery know what is important to them so that their objectives are clear. One element of personal mastery is the discipline of continually focusing and defining what one wants as the desired future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 145 Page 13

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:25 AM 27. An effective leader lets his or her vision of a better future pull reality toward it by: a. reorganizing current activities to work toward the vision. b. lowering the vision. c. opening the gap between the vision and the reality. d. accepting standard ways of doing things. ANSWER: a RATIONALE: Organizing to achieve objectives is a way to bridge the disparity between current reality and the vision of a better future. The effective leader lets the vision pull reality toward it by reorganizing current activities to work toward the vision. The less effective way is to let reality pull the vision downward toward it. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 146 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:25 AM 28. Leaders working to improve one element of personal mastery can become significantly more effective because: a. all leaders score higher than most people on tests of cognitive ability. b. all elements of mind prevent shifting of mental models. c. all leaders have similar scores in emotional intelligence tests. d. all five elements of mind are interdependent. ANSWER: d RATIONALE: All five elements of mind are interrelated. Since they are all interdependent, leaders working to improve even one element of their mental approach can move forward in a significant way toward mastering their minds and becoming more effective. POINTS: 1 DIFFICULTY: Moderate Page 14

REFERENCES: p. 146 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom’s: Analysis 7/5/2016 11:32 AM 7/29/2016 7:25 AM

29. A key component of leadership is: a. accepting the standard way of doing things. b. being emotionally connected to others. c. regarding assumptions as fixed truths. d. employing fear-based motivation. ANSWER: b RATIONALE: A key component of leadership is being emotionally connected to others and understanding how emotions affect working relationships and performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 147 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:26 AM 30. Which of the following is a basic component of emotional intelligence? a. Personal mastery b. Clarity of objectives c. Self-management d. Systems thinking ANSWER: c RATIONALE: The competencies and abilities of emotional intelligence are grouped into four fundamental categories. They are self-awareness, self-management, social awareness, and relationship management. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 149–150 Page 15

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:03 AM 31. Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He makes tough decisions by believing his "gut feelings." He knows how his emotions affect his work; hence, he acts carefully according to them. Which of the following qualities of leaders does Daniel possess? a. Social awareness b. Self-awareness c. Systems thinking d. Relationship management ANSWER: b RATIONALE: Self-awareness includes the ability to recognize and understand your own emotions and how they affect your life and work. It is the basis of all the other competencies. Leaders with a high level of self-awareness learn to trust their “gut feelings” and realize that these feelings can provide useful information about difficult decisions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 150 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:26 AM 32. George, the financial manager of a firm, executes his tasks with commitment. He takes his responsibilities seriously. Which of the following characteristics of leaders does George possess? a. Adaptability b. Empathy c. Relationship management d. Conscientiousness ANSWER: d RATIONALE: Conscientiousness refers to managing and honoring one’s responsibilities. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 151 Page 16

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:26 AM 33. Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team's projects adhere to the company's high standards. He remains calm when things go wrong and provides resourceful solutions. Which of the following qualities of leaders does Adam display? a. Systems thinking b. Self-management c. Social capital d. Self-awareness ANSWER: b RATIONALE: Showing initiative to seize opportunities and achieve high internal standards is a part of selfmanagement. Leaders skilled at self-management remain hopeful and optimistic despite obstacles, setbacks, or even outright failures. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 151 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:27 AM 34. Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone. She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does Lily possess? a. Empathy b. Conscientiousness c. Adaptability d. Systems thinking ANSWER: a RATIONALE: Socially aware leaders practice empathy, which means being able to put yourself in other people’s shoes, sense their emotions, and understand their perspective. These leaders understand that effective leadership sometimes means pushing people beyond their comfort zone. Page 17

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 151 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Individual Dynamics TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:27 AM 35. Which of the following is true of people who work in fear-based organizations? a. They lead with head and heart. b. They often leave the organization. c. They take risks and challenge the status quo. d. They respect and trust their managers. ANSWER: b RATIONALE: A fear-based organization loses its best people, and the knowledge they take with them, to other firms. In addition, even if people stay with the organization, they typically don’t perform up to their real capabilities. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 154 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:27 AM 36. When leaders rely on negative emotions such as fear to fuel productive work, they: a. may slowly destroy people's spirits. b. remove avoidance behavior. c. encourage risk-taking behavior. d. destroy the opportunity to blind employees to reality. ANSWER: a

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RATIONALE:

Leaders can rely on negative emotions such as fear to fuel productive work, but by doing so they may slowly destroy people’s spirits, which ultimately is bad for employees and the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 154 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:27 AM 37. Which of the following is a consequence of the fear inspired by some leaders? a. Avoidance behavior among employees is eliminated. b. Damaging behaviors are avoided. c. Employees do not provide feedback. d. Employees have positive feelings about their work. ANSWER: c RATIONALE: When leaders inspire fear, they destroy the opportunity for feedback, blinding them to reality and denying them the chance to correct damaging decisions and behaviors. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 155-156 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:28 AM 38. Which of the following statements is true of leading with love? a. It encourages people to maintain secrecy and cautiousness. b. It attracts people who take risks. c. It helps to maintain an emotional distance among people. d. It binds employees and the organization to the past. ANSWER: b

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RATIONALE:

Leaders can learn to bind people together for a shared purpose through positive forces such as caring and compassion, listening, and connecting to others on a personal level. The emotion that attracts people to take risks, learn, grow, and move the organization forward comes from love, not fear. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 156 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:28 AM 39. means questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking. ANSWER: Independent thinking RATIONALE: Independent thinking means questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, not according to pre-established rules, routines, or categories defined by others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 140 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:30 AM 40. is a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances. ANSWER: Mindfulness RATIONALE: Mindfulness is defined as a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances. Mindfulness involves independent thinking, and it requires leader curiosity and learning. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 140–141 Page 20

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:30 AM 41. includes arousing followers’ thoughts and imaginations as well as their ability to identify and solve problems creatively. ANSWER: Intellectual stimulation RATIONALE: Intellectual stimulation includes arousing followers’ thoughts and imaginations as well as stimulating their ability to identify and solve problems creatively. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 142 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:30 AM 42. enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. ANSWER: Systems thinking RATIONALE: Systems thinking enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. It is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 144 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Knowledge Page 21

DATE CREATED: DATE MODIFIED:

7/5/2016 11:32 AM 7/29/2016 7:30 AM

43. embodies three qualities—clarity of mind, clarity of objectives, and organizing to achieve objectives. ANSWER: Personal mastery RATIONALE: Personal mastery means mastering oneself in a way that facilitates one's leadership and achieves desired results. Mastering oneself embodies three qualities—clarity of mind, clarity of objectives, and organizing to achieve objectives. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 145 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:30 AM 44. refers to a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others. ANSWER: Emotional intelligence RATIONALE: Emotional intelligence refers to a person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others. Being emotionally intelligent means being able to effectively manage ourselves and our relationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 146 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:31 AM 45. means that leaders who are able to maintain balance and keep themselves motivated are positive role models to help motivate and inspire those around them. ANSWER: Emotional contagion RATIONALE: Emotional contagion means that leaders who are able to maintain balance and keep themselves motivated can serve as positive role models to help motivate and inspire those

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around them. The energy level of the entire organization increases when leaders are optimistic and hopeful rather than angry or depressed. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 148 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:32 AM 46.

refers to the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results. ANSWER: Organizational awareness RATIONALE: Organizational awareness refers to the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 151 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:32 AM 47. , a component of emotional intelligence, refers to the ability to understand others. ANSWER: Social awareness RATIONALE:

Social awareness, a component of emotional intelligence, relates to one’s ability to understand others. Socially aware leaders practice empathy, which means being able to put yourself in other people’s shoes, sense their emotions, and understand their perspective. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 151 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 23

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 5-4 Emotional Intelligence Bloom’s: Knowledge 7/5/2016 11:32 AM 7/29/2016 7:32 AM

48. The components of emotional intelligence include , self-awareness, self-management, and relationship management. ANSWER: social awareness RATIONALE: The four components of emotional intelligence include self-awareness, self-management, social awareness, and relationship management. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 150 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:32 AM 49. Organizations driven by

are marked by an emphasis on positive interpersonal relationships.

ANSWER: RATIONALE:

love Organizations driven by love are marked by openness and authenticity, a respect for diverse viewpoints, and emphasis on positive interpersonal relationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 156 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:32 AM 50. What are mental models? What is their importance? ANSWER: Mental models are theories people hold about specific systems in the world and their expected behavior. A system means any set of elements that interact to form a whole and Page 24

produce a specified outcome. They are important because leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 136–138 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:32 AM 51. Describe the Pike Syndrome. How does it apply to leadership? ANSWER: The power of the conditioning that limits our thinking and behavior is illustrated by the Pike Syndrome. In an experiment, a northern pike is placed in one half of a large glass-divided aquarium, with numerous minnows placed in the other half. The hungry pike makes repeated attempts to get the minnows but succeeds only in battering itself against the glass, finally learning that trying to reach the minnows is futile. The glass divider is then removed, but the pike makes no attempt to attack the minnows because it has been conditioned to believe that reaching them is impossible. When people assume they have complete knowledge of a situation because of past experiences, they exhibit the Pike Syndrome, a trained incapacity that comes from rigid commitment to what was true in the past and an inability to consider alternatives and different perspectives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 142 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:33 AM 52. Describe systems thinking. What is its importance in leadership? ANSWER: Systems thinking is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. With systems thinking, a leader sees the big picture and connects the dots rather than just looking at the dots in isolation. Systems thinking enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. Systems thinking is a mental Page 25

discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm leaders, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 144 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:14 AM 53. Explain the interdependence of the elements of mind. ANSWER: All five elements of mind are interrelated. Independent thinking and open-mindedness improve systems thinking and enable personal mastery, helping leaders shift and expand their mental models. Since they are all independent, leaders working to improve even one element of their mental approach can move forward in a significant way toward mastering their minds and becoming more effective. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 146 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:15 AM 54. What are the characteristics of an organization driven by fear? ANSWER: An organization can hold many kinds of fear, including fear of failure, fear of change, fear of personal loss, fear of being judged, and fear of the boss. All of these fears can prevent people from doing their best, from taking risks, and from challenging and changing the status quo. Fear gets in the way of people feeling good about their work, themselves, and the organization. It creates an atmosphere in which people feel powerless, so that their confidence, commitment, enthusiasm, imagination, and motivation are diminished. One major drawback of leading with fear is that it creates avoidance behavior because no one wants to make a mistake. Fear in the workplace weakens trust and communication. POINTS: 1 Page 26

DIFFICULTY: Moderate REFERENCES: p. 155 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/5/2016 11:32 AM 55. What is a global mindset? Discuss the differences between leaders with and without a global mindset. ANSWER: A global mindset can be defined as the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics. A manager with a global mindset can perceive and respond to many different perspectives at the same time rather than being stuck in a domestic mental model that sees everything from one’s own limited personal or cultural perspective. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 140 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:31 AM 56. "Emotional contagion" means that leaders who are able to maintain balance and motivation positive role models to help motivate and inspire those around them. Discuss and give examples. ANSWER: Emotions are contagious. The emotional state of the leader influences the entire team, department, or organization. For example, the energy level of the entire organization increases when leaders are optimistic and hopeful rather than angry or depressed. Therefore, leaders should recognize the importance not only of keeping their own emotions in balance but also of helping others manage negative emotions so they don't infect the entire team or organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 148 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.05 Page 27

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-4 Emotional Intelligence KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:31 AM 57. Distinguish between leading with love and leading with fear. Discuss the limitations of leading with fear and the benefits of leading with love. ANSWER: Traditional organizations have relied on fear as a motivator. Although fear does motivate people, it prevents people from feeling good about their work and often causes avoidance behavior. Fear can reduce trust and communication so that important problems and issues are hidden or suppressed. Leaders can choose to lead with love instead of fear. Love can be thought of as a motivational force that enables people to feel alive, connected, and energized. People respond to love because it meets unspoken needs for respect and affirmation. Rational thinking is important to leadership, but it takes love to build trust, creativity, and enthusiasm. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 153–158 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 11:32 AM DATE MODIFIED: 7/29/2016 7:31 AM 58. What will happen if Tag's Inc. continues to make products based on an outdated mental model? a. The products compete successfully on the market. b. The company becomes vulnerable. c. Employees continue to respect and trust the company's management. d. Employees secretly work to develop new products. ANSWER: b RATIONALE: Organizations are vulnerable when leaders stick with obsolete mental models in the face of new realities. For example, market share for the BlackBerry smartphone has plummeted in recent years because leaders at Research in Motion stayed with what worked in the past and had a hard time shifting their mental model to keep the company competitive in an environment that changed quickly with the introduction of Apple and Samsung smartphones. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 139 QUESTION TYPE: Multiple Choice

Page 28

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-2 Mental Models KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/10/2016 11:19 PM DATE MODIFIED: 7/29/2016 7:28 AM 59. When Marney became the team leader, she made an effort to be mindful, a quality that the previous team leader did not have. Being mindful means that Marney will: a. be open to new ideas. b. encourage team members to work together without conflict. c. interact often with team members. d. reward team members for superior performance. ANSWER: a RATIONALE: Mindfulness can be defined as a state of focused attention on the present moment and a readiness to create new mental categories in the face of evolving information and shifting circumstances. Mindfulness involves independent thinking, and it requires leader curiosity and learning. Mindful leaders are open-minded and stimulate the thinking of others through their curiosity and questions. Mindfulness is the opposite of mindlessness, which means blindly accepting rules and labels created by others. Mindless people let others do the thinking for them, but mindful leaders are always open to new ideas and approaches. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 140–141 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Application DATE CREATED: 7/11/2016 3:12 AM DATE MODIFIED: 7/29/2016 7:07 AM 60. Cleo is afraid of being viewed as weak, so she uses only her head when managing her team of employees. Which leadership task is Cleo missing in her management style? a. Setting goals b. Handling operational issues c. Tracking the company's finances d. Developing employees' skills ANSWER: d RATIONALE: To succeed in today’s environment requires whole leaders who use both head and heart. Leaders have to use their heads to tend to organizational issues such as goals and strategies, production schedules, structure, finances, operational issues, and so forth. They also have to Page 29

use their hearts to tend to human issues, such as understanding, supporting, and developing others. Using heart in leadership is particularly important in times of uncertainty and rapid change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 136 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-1 Leading with Head and Heart KEYWORDS: Bloom’s: Application DATE CREATED: 7/11/2016 3:48 AM DATE MODIFIED: 7/29/2016 7:08 AM 61. Which of the following statements describes a leader practicing critical thinking? a. Brenda focused on the most important issues. b. Jonah sought different opinions. c. Lisa criticized the quality of her employees' work. d. Winston was only pleased when the products his group produced were perfect. ANSWER: b RATIONALE: Good leaders apply critical thinking to explore a situation, problem, or question from multiple perspectives and integrate all the available information into a possible solution. When leaders think critically, they question all assumptions, vigorously seek divergent opinions, and try to give balanced consideration to all alternatives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 142 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader’s Mind KEYWORDS: Bloom’s: Application DATE CREATED: 7/11/2016 4:11 AM DATE MODIFIED:

7/29/2016 7:29 AM

62. Which of the following components is the most important part of systems thinking? a. The individual parts of a system b. The complexity of a system c. The relationship among the parts that form the system Page 30

d. The entire system rather than the parts ANSWER: c RATIONALE: It is the relationship among the parts that form a whole system—whether it be a community, an automobile, a nonprofit agency, a human being, or a business organization—that matters. Systems thinking enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 144 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-3 Developing a Leader's Mind KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/11/2016 4:43 AM DATE MODIFIED: 7/29/2016 7:29 AM 63. Which of the following actions will inspire employees to put forth their best efforts? a. Cecilia threatens employees with job termination. b. Joey listens carefully to his employees, making them feel valued. c. April sets an example for employees by working long hours, nights, and weekends. d. John gives all of his employees the same raise every year. ANSWER: b RATIONALE: When leaders inspire fear, they destroy the opportunity for feedback, blinding them to reality and denying them the chance to correct damaging decisions and behaviors. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 156 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.05.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 5-5 Leading with Love versus Leading with Fear KEYWORDS: Bloom’s: Application DATE CREATED: 7/11/2016 5:01 AM DATE MODIFIED:

7/29/2016 7:29 AM

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1. Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, and the good, and the right conduct in achieving goals and fulfilling purpose. a. True b. False ANSWER: True RATIONALE: Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in achieving goals and fulfilling purpose. Leaders have great influence over others, and moral leadership uplifts people and enhances the lives of others. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 174–175 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:54 AM 2. Standing up for what is right is a primary way in which leaders create an environment of integrity. a. True b. False ANSWER: True RATIONALE: For many reasons, it is often hard to stand up for what is right, but this is a primary way in which leaders create an environment of integrity. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 172 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/5/2016 11:34 AM 3. Unethical leaders tend to take all the credit for successes, but they blame others when things go wrong. a. True b. False ANSWER: True RATIONALE: Unethical leaders often take credit for followers' accomplishments and diminish the dignity of others by treating people with discourtesy and disrespect. Unethical leaders often see followers as a means to an end. Page 1

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 171 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/5/2016 11:34 AM 4. Employees learn about the values that are important in the organization by watching leaders. a. True b. False ANSWER: True RATIONALE: The single most important factor in ethical decision making in organizations is whether leaders show a commitment to ethics in their talk and especially their behavior. Employees learn about the values that are important in the organization by watching leaders. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 173 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-2 Acting Like a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:33 AM 5. A leader who is visionary, empowering, and committed to serving others is operating at the postconventional or principled level of personal moral development. a. True b. False ANSWER: True RATIONALE: At the postconventional level of personal moral development, sometimes called the principled level, leaders are guided by an internalized set of principles universally recognized as just and right. A leader at this level is visionary, empowering, and committed to serving others and a higher cause. POINTS: 1 DIFFICULTY: Easy REFERENCES: QUESTION TYPE:

p. 176 True / False Page 2

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:35 AM 6. At the preconventional level of personal moral development, people learn to conform to the expectations of others. a. True b. False ANSWER: False RATIONALE: At the preconventional level of personal moral development, individuals are egocentric and concerned with receiving external rewards and avoiding punishments. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 175 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:36 AM 7. Participative management encourages managers to direct and control employees. a. True b. False ANSWER: False RATIONALE: The participative dimension of leadership suggests that employees are expected to make suggestions for quality improvements, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 177 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.04 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM Page 3

DATE MODIFIED:

7/29/2016 8:33 AM

8. A principle of stewardship is to localize decisions and power to those closest to the work and the customer. a. True b. False ANSWER: True RATIONALE: One of the principles that provide the framework for stewardship is to give decision-making power and the authority to act to those closest to the work and the customer. This means reintegrating the "managing" and the "doing" of work, so that everyone becomes a leader and is also doing some of the core work of the organization. Nobody gets paid simply to plan and manage the work of others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 178 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:34 AM 9. Stewardship is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others. a. True b. False ANSWER: True RATIONALE: Stewardship is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others. As stewards, leaders empower followers to make decisions and have control over how they do their own jobs. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 177–178 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:34 AM

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10. Anger and frustration cannot be used for positive outcomes. a. True b. False ANSWER: False RATIONALE: Anger, in moderate amounts, is a healthy emotion that provides energy to move forward. The challenge is to harness anger and use it appropriately. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 187 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:34 AM 11. What sparks the courage for leaders to act? a. Desire for a reward b. Devotion to a purpose c. Media coverage d. Confidence ANSWER: b RATIONALE: Leaders demonstrate confidence and commitment in what they believe and what they do. Being an influential leader means learning who you are and what you stand for, and then having the courage to act. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 167 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:34 AM 12. Which of the following is an example of an ethical pressure that challenges the ability of leaders to do the right thing? a. Showing respect to each individual b. c. Page 5

d. ANSWER: RATIONALE:

POINTS: Meeting the demands of vendors or business partners Possessing humility Encouraging and developing others b Pressures to cut costs, increase profits, meet the demands of vendors or business partners, and look successful can all contribute to ethical lapses. All leaders want their organizations to appear successful, and they can sometimes do the wrong thing just so they will look good to others. 1 DIFFICULTY: Moderate REFERENCES: pp. 168–169 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:34 AM 13. The ethical pressures that challenge leaders include: a. doing the right thing despite pressure to increase profits. b. finding new products and services to remain competitive. c. involving employees in teamwork despite individual competition. d. selecting employees with the technical skills. ANSWER: a RATIONALE: Leaders face many pressures that challenge their ability to do the right thing. Pressures to cut costs, increase profits, meet the demands of vendors or business partners, and look successful can all contribute to ethical lapses. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 168 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Ethics b. c. Page 6

d. ANSWER: RATIONALE:

POINTS: STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Ethical Responsibilities 6-1 Moral Leadership Today Bloom's: Application 7/5/2016 11:34 AM 7/29/2016 8:35 AM

14. Scott Thompson resigned as the CEO of Yahoo after only four months on the job because reports revealed he had inaccurately claimed on his resume that he had a degree in computer science. This is an example of: a. arrogance. unethical behavior. servant leadership. stewardship. b Although the high-profile stories of ethical misconduct in organizations have slowed a bit, there are plenty of leaders still on the hot seat because of immoral or unethical behavior. Scott Thompson resigned as CEO of Yahoo after only four months on the job because reports revealed he had inaccurately claimed on his resume that he had a degree in computer science. 1 DIFFICULTY: Easy REFERENCES: p. 168 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:35 AM 15. Which of the following is a behavioral trait of unethical leaders? a. Establishing and communicating ethics policies b. Withholding help and support c. Rewarding ethical conduct d. Setting examples for others ANSWER: b RATIONALE: Refer to Exhibit 6.1. An unethical leader is arrogant and self-serving, excessively promotes self-interest, practices deception, breaches agreements, deals unfairly, shifts blame to others, diminishes others’ dignity, neglects follower development, withholds help and support, and lacks the courage to confront unjust acts. b. c. Page 7

d. ANSWER: RATIONALE:

POINTS: POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 171 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:35 AM 16. The actions that make leaders go wrong include: a. breaching agreements. promoting follower development. having the courage to confront unjust acts.

b. c. Page 8

d. ANSWER: RATIONALE:

POINTS: taking responsibility. a Refer to Exhibit 6.1. An unethical leader is arrogant and self-serving, excessively promotes self-interest, practices deception, breaches agreements, deals unfairly, shifts blame to others, diminishes others’ dignity, neglects follower development, withholds help and support, and lacks the courage to confront unjust acts. 1 DIFFICULTY: Moderate REFERENCES: p. 171 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:35 AM 17. Peers and subordinates with lax ethical standards: a. do what is right. b. feel free to act as they choose. c. show a commitment to ethics in their behavior. d. operate at a postconventional level. ANSWER: b RATIONALE: One of the primary ways leaders contribute to an ethical organization is by speaking up against acts they believe are wrong. If a leader knows someone is being treated unfairly by a colleague and does nothing, the leader is setting a precedent for others to behave unfairly as well. Peers and subordinates with lax ethical standards feel free to act as they choose. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 171 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities

Page 9

b. c. d. ANSWER: RATIONALE: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

6-1 Moral Leadership Today Bloom's: Comprehension 7/5/2016 11:34 AM 7/29/2016 8:36 AM

18. Patricia is a member of the board of directors of Brightlake Medical College. She fires a teacher with lax ethical standards who treats his colleagues unfairly. In the given scenario, she is committed to: a. creating closeddoor policies. b. avoiding shareholder questions.

c. firing principals who do not produce short-term results. d. sound ethics and transparency. ANSWER: d RATIONALE: In the given scenario, Patricia is committed to sound ethics and transparency. If a leader knows someone is being treated unfairly by a colleague and does nothing, the leader is setting a precedent for others to behave unfairly as well. Peers and subordinates with lax ethical standards feel free to act as they choose. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 171 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:36 AM 19. Leaders can create organizational systems that support ethical behavior by: a. showing tolerance for ethics violations. b. establishing vague ethics policies. c. establishing general ethics policies. d. creating open-door policies. ANSWER: d RATIONALE: Leaders create organizational systems and policies that support ethical behavior, such as creating open-door policies that encourage people to talk about anything without fear, a. Page 10

establishing clear ethics codes, rewarding ethical conduct, and showing zero tolerance for violations. Most companies have established codes of ethics to guide employee behavior or lists of core values that employees are expected to honor. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 173 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.04 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-2 Acting Like a Moral Leader KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:36 AM 20. Moral leadership is about: distinguishing right from wrong. taking away from others to enhance oneself. rewarding unethical conduct. nonconformity. a Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in achieving goals and fulfilling purpose. Leaders have great influence over others, and moral leadership uplifts people and enhances the lives of others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 174–175 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:36 AM 21. People at the conventional level of personal moral development: a. act in their own interest. b. follow internalized universal principles of justice and right. a. Page 11

b. c. d. ANSWER: RATIONALE: c. follow authority with blind obedience. d. fulfill duties and obligations of the social system. ANSWER: d RATIONALE: At level two of personal moral development, the conventional level, people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society. People at the conventional level of personal moral development adhere to the norms of the larger social system. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 175 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:00 AM 22. Most adults operate at level one

of personal moral development.

a. Page 12

b. c. d. ANSWER: RATIONALE: two three four b Most adults operate at level two of moral development, and some have not advanced beyond level one. At level two, the conventional level, people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 175–176 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:01 AM 23. At the of personal moral development, a leader can balance self-interest with a concern for others and for the common good. a. conventional level b. preconventional level c. postconventional level d. paraconventional level ANSWER: c RATIONALE: At the postconventional level, sometimes called the principled level, leaders are guided by an internalized set of principles universally recognized as just and right. People at this level may even disobey rules or laws that violate these principles. These internalized values become more important than the expectations of other people in the organization or community. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 176 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader

a. Page 13

b. c. d. ANSWER: RATIONALE: KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Knowledge 7/5/2016 11:34 AM 7/29/2016 7:38 AM

24. A leader at the postconventional level of personal moral development focuses on: getting a high return on investment. short-term goals. serving others and a higher cause. excessively promoting self-interest. c At the third or postconventional level of moral development, a leader is visionary, empowering, and committed to serving others and a higher cause. These leaders can impartially apply universal standards to resolve moral conflicts and balance self-interest with a concern for others and for the common good. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 176 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:01 AM 25.

transcend self-interest to serve the needs of others. a. Authoritarian managers b. Participative managers c. Servant leaders d. Stewards ANSWER: c RATIONALE: Servant leadership is leadership upside down. Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 178 QUESTION TYPE: Multiple Choice HAS VARIABLES: False

Page 14

LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:39 AM 26.

Servant leadership is a form of leadership in which: a. leaders are deeply accountable to others. b. leaders do not provide opportunities for material gains.

c. self-interest is replaced by providing for the needs of others. d. power, purpose, and privilege reside with those at the top of the organization. ANSWER: c RATIONALE: Servant leadership is leadership upside down. Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 178 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:02 AM 27. Which of the following forms of leadership emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis? a. Stewardship b. Authoritarian management c. Servant leadership d. Participative management ANSWER: b RATIONALE: The authoritarian management mindset emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis. Power, purpose, and privilege reside with those at the top of the organization.

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b. c. d. ANSWER: RATIONALE: POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 177 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:02 AM 28. The framework for stewardship involves: a. separating the “managing” and the “doing” of work. b. teams of workers responding to a changing environment. c. the view that workers are basically lazy.

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d. the idea that few people should get paid simply to manage work. ANSWER: b RATIONALE: One of the principles that provide the framework for stewardship is expecting core work teams to build the organization. Teams of employees define goals, maintain controls, create a nurturing environment, and organize and reorganize themselves to respond to a changing environment and marketplace. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 178 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:03 AM 29. Which of the following forms of leadership was first described by Robert Greenleaf? a. Servant leadership b. Authoritarian leadership c. Participative leadership d. Stewardship ANSWER: a RATIONALE: Servant leadership was first described by Robert Greenleaf in his book, "Servant Leadership." The servant leader’s top priority is service to employees, customers, shareholders, and the general public. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 179 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:03 AM

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30. A servant leader: a. helps others grow and develop and provides opportunities for others. b. expects subordinates to be obedient. c. is responsible for the emotional well-being of subordinates. d. is at the preconventional level of personal moral development. ANSWER: RATIONALE:

a Servant leadership is leadership upside down. Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 178 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:38 AM 31. One of the four basic precepts in Greenleaf's servant leadership model is: a. asking subordinates to follow orders. b. expecting core work teams to build the organization. c. putting self-interest before service. d. listening first to affirm others. ANSWER: d RATIONALE: The four basic precepts in Robert Greenleaf's model of servant leadership are: listening first to affirm others; putting service before self-interest; inspiring trust by being trustworthy; and nourishing others and helping them become whole. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 179 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:43 AM Page 18

32. The management at Eastrock School of Business and Management has given janitors the responsibility of managing supplies while keeping within the budget. Thus, the janitors feel that they are part of the team that keeps the organization running smoothly. In the given scenario, the management’s style of leadership is: a. preconventional management. b. servant leadership. c. authoritarian leadership. d. participative management. ANSWER: RATIONALE:

b In the given scenario, the management’s style of leadership is servant leadership. Servant leadership can mean something as simple as encouraging others in their personal development and helping them understand the larger purpose in their work. POINTS: 1 DIFFICULTY: Challenging REFERENCES: pp. 178-180 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:39 AM 33. Leadership courage means: a. overemphasizing pleasing shareholders. b. excessively promoting self-interest. c. reducing boundaries. d. staying with what is familiar. ANSWER: c RATIONALE: Leadership courage means going against the grain, breaking traditions, reducing boundaries, and initiating change. Leaders are willing to take risks for a larger, ethical purpose, and they encourage others to do so. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 182 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading With Courage

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KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Knowledge 7/5/2016 11:34 AM 7/29/2016 8:06 AM

34. Which of the following is a way in which the importance of courage is obscured by leaders in large organizations? a. By pushing beyond the comfort zone b. By not conforming c. By asking for what they want and think is right d. By doing whatever brings promotions and pay raises ANSWER: d RATIONALE: Some people believe that without courage, leadership cannot exist. However, for many leaders, particularly those working in large organizations, the importance of courage is easily obscured—the main thing is to get along, fit in, and do whatever brings promotions and pay raises. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 181 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:06 AM 35. Which of the following statements is true of courage? a. It means asking for what you want. b. It prevents other people from doing what they want. c. It does not apply to moral leadership. d. It means the absence of fear. ANSWER: a RATIONALE: Courage means asking for what you want and saying what you think. Leaders have to speak out to influence others. However, the desire to please others—especially the boss—can sometimes block the truth. Everyone wants approval, so it is difficult to say things when you think others will disagree or disapprove. Courage means speaking your mind even when you know others may disagree with you and may even deride you. Courage also means asking for what you want and setting boundaries. It is the ability to say no to unreasonable demands from others, as well as the ability to ask for what you want to help achieve the vision. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 183–184 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 Page 20

NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:07 AM 36. At InfraTrust Securities Inc., CEO William Klug refused to admit mistakes. Even though InfraTrust teetered on the brink of collapse, he refused to shift from his position. In the end, the company went bankrupt. This example shows that: a. courage means accepting responsibility. b. leaders initiate change. c. courage means drawing strength from others.

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d. ANSWER: RATIONALE: leaders make a real difference. a This example shows that courage means accepting responsibility. Leaders make a real difference in the world when they are willing to step up and take personal responsibility. Courageous leaders create opportunities to make a difference in their organizations and communities. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 182 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:08 AM 37. The tendency of people to not voice their true thoughts because they want to please others is known as: a. the situational theory. b. the Abilene Paradox. c. personal moral development. d. Theory Y. ANSWER: b RATIONALE: The Abilene Paradox is the name Harvey, a researcher, uses to describe the tendency of people to not voice their true thoughts because they want to please others. Courage means speaking your mind even when you know others may disagree with you and may even deride you. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 183–184 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:40 AM

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d. ANSWER: RATIONALE: 38. For leaders, pushing beyond the comfort zone and facing the internal "wall of fear" is an act of: a. courage. b. vision. c. goal setting. ethics. a To take a chance and improve things means leaders have to push beyond their comfort zone and encounter an internal “wall of fear.” Facing the internal wall of fear is when courage is needed most. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 183 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:10 AM 39. Colleen is a medical researcher at Octogen Pharmaceuticals. She called attention to the illegal marketing of a drug produced by the company, despite threats from her superiors. Colleen's behavior can be best described as: a. unethical behavior. b. authoritarian leadership. c. stewardship. d. whistleblowing. ANSWER: d RATIONALE: Colleen’s behavior can best be described as whistleblowing. Whistleblowing means employee disclosure of illegal, immoral, or unethical practices in the organization. It is highly risky for employees to blow the whistle because they may lose their jobs, be ostracized by coworkers, or be transferred to undesirable positions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 185 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities

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d. ANSWER: RATIONALE: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

6-5 Leading with Courage Bloom’s: Application 7/5/2016 11:34 AM 7/29/2016 8:40 AM

40. Which of the following is a source of personal courage? a. Believing in a higher purpose b. Becoming a participative leader c. Opposing unethical conduct Giving in to anger and frustration a Courage comes easily when we fight for something we really believe in. Leaders who have a strong emotional commitment to a larger vision or purpose find the courage to step through fear. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 186 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:10 AM 41. A(n) leader possesses humility, maintains concern for the greater good, fulfills commitments, strives for fairness, serves others, and shows courage to stand up for what is right. ANSWER: ethical RATIONALE: Refer to Exhibit 6.1. Ethical leaders are humble, honest, and straightforward. They maintain a concern for the greater good, strive for fairness, and demonstrate the courage to stand up for what is right. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 171 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today Page 24

d. ANSWER: RATIONALE: KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Comprehension 7/5/2016 11:34 AM 7/5/2016 11:34 AM

42.

requires recognizing and adhering to ethical values and acknowledging the importance of human meaning, quality, and higher purpose. ANSWER: Moral leadership RATIONALE: Moral leadership doesn’t mean ignoring profit and loss, share price, production costs, and other hard, measurable facts, but it does require recognizing and adhering to ethical values and acknowledging the importance of human meaning, quality, and higher purpose. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 173 QUESTION TYPE: Completion

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HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 6-2 Acting Like a Moral Leader KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:11 AM 43.

At the of personal moral development, individuals are egocentric and concerned with receiving external rewards and avoiding punishments. ANSWER: preconventional level RATIONALE: At the preconventional level of personal moral development, individuals are egocentric and concerned with receiving POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 175 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:12 AM 44. At the ANSWER: RATIONALE:

level of personal moral development, an individual follows the rules to avoid punishment. preconventional Refer to Exhibit 6.4. At the preconventional level of personal moral development, the leader acts in his or her own interest and follows rules to avoid punishment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 175 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:12 AM 45. is leadership in which the leader provides opportunities for others to gain materially and emotionally. ANSWER: Servant leadership Page 26

RATIONALE:

Servant leadership is leadership upside down. Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 178 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:46 AM 46.

The leadership mindset emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis. ANSWER: authoritarian management RATIONALE: The traditional understanding of leadership is that leaders are good managers who direct and control their people. This authoritarian management leadership mindset emphasizes tight topdown control, employee standardization and specialization, and management by impersonal measurement and analysis. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 177 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:13 AM 47.

is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others. ANSWER: Stewardship RATIONALE: Stewardship is a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 177 Page 27

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:41 AM 48.

In , employees are expected to make suggestions for quality improvements, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise. ANSWER: participative management RATIONALE: In participative management, employees are expected to make suggestions for quality improvements, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 177 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:47 AM 49. is the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear. ANSWER: Courage RATIONALE: Courage is the mental and moral strength to engage in, persevere through, and withstand danger, difficulty or fear. Courage does not mean the absence of doubt, confusion, or fear, but the ability to act in spite of them when it is necessary for the greater good. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 181 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM Page 28

DATE MODIFIED:

7/29/2016 8:14 AM

50. is highly risky for employees because they may lose their jobs, be ostracized by coworkers, or be transferred to undesirable positions. ANSWER: Whistleblowing RATIONALE: Whistleblowing means employee disclosure of illegal, immoral, or unethical practices in the organization. It is highly risky for employees to blow the whistle because they may lose their jobs, be ostracized by coworkers, or be transferred to undesirable positions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 185 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:15 AM 51. Briefly describe moral leadership. ANSWER: Many leaders forget that business is about values, not just economic performance. Moral leadership does not mean ignoring profit and loss, stock price, production costs, and other hard measurable facts, but it does require recognizing the importance of moral values, human meaning, quality, and higher purpose. Despite the corporate realities of greed, competition, and the drive to achieve goals and profits, leaders can act based on moral values and encourage others to develop and use moral values in the workplace. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 173 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-2 Acting Like a Moral Leader KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 7:48 AM 52. Briefly explain the concept of servant leadership as described by Robert Greenleaf.

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ANSWER:

POINTS: DIFFICULTY: REFERENCES:

Servant leadership was first described by Robert Greenleaf in his book, Servant Leadership. According to Greenleaf, servant leaders put service before self-interest, listen first to affirm others, inspire trust by being trustworthy, and nourish others and help them become whole. The servant leader’s top priority is service to employees, customers, shareholders, and the general public. Leadership flows out of the act of service because it enables other people to grow and become all they are capable of being. 1 Easy p. 179

QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:17 AM 53. Briefly describe courage. ANSWER: Courage is the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear. Courage does not mean the absence of doubt, confusion, or fear, but the ability to act in spite of them when it is necessary for the greater good. In fact, if there were no fear or doubt, courage would not be needed. True leaders step through fears to accept responsibility, take risks, make changes, speak their minds, and fight for what they believe. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 181–182 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:18 AM 54. Why is whistleblowing an act of courage? ANSWER: Whistleblowing means employee disclosure of illegal, immoral, or unethical practices in the organization. It is highly risky for employees to blow the whistle because they may lose their jobs, be ostracized by coworkers, or be transferred to undesirable positions. Most whistleblowers realize they may suffer financially and emotionally. Nevertheless, they act courageously to do what they think is right. Thus, ethical whistleblowing is an expression of courage in organizations. Page 30

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 185 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:42 AM 55. What are the ways in which leaders can unlock the courage within themselves? ANSWER: All of us have the potential to live and act courageously. There are a number of ways leaders can unlock the courage within themselves, including committing to causes they believe in, connecting with others, harnessing anger, and developing their skills. Leaders who have a strong emotional commitment to a larger vision or purpose find the courage to step through fear. Caring about others and having support from others is a potent source of courage. People who feel alone in the world take fewer risks because they have more to lose. Anger, in moderate amounts, is a healthy emotion that provides energy to move forward. The challenge is to harness anger and use it appropriately. Courageous leaders are not reckless and foolhardy; they typically are people who have developed the skills and resources they need to take a difficult stand or pursue a tough course of action. In addition, courageous leaders can develop courageous followers by modeling courage in their own behavior and by helping people practice courage. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 185–187 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:19 AM 56. What pressures do leaders face that challenge their ability to work ethically? ANSWER: Leaders face many pressures that challenge their ability to do the right thing. The most dangerous obstacles for leaders are personal weakness and self-interest. Pressures to cut costs, increase profits, meet the demands of vendors or business partners, and look successful can all contribute to ethical lapses. Another challenge in today's business environment is an overemphasis on pleasing shareholders, which may cause some managers to behave unethically toward customers, employees, and the broader society. POINTS: 1 Page 31

DIFFICULTY: Easy REFERENCES: pp. 168–169 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:21 AM

57. Describe how the current ethical climate in U.S. business can be improved. ANSWER: Answers will vary. Students should focus on the responsibility leaders have for setting the ethical climate and acting as positive role models. Exhibit 6.1 lists the differences in behaviors of ethical and unethical leaders. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 169–172 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:43 AM 58. How can anger and frustration turn into courage? ANSWER: Answers will vary. Students should explain that a moderate amount of anger is a healthy emotion that helps you overcome fear and provides the energy to move forward. Harnessing that anger and using it appropriately can help a person unlock courage from within. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 187 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-5 Leading with Courage KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 8:43 AM Page 32

59. Alex is preparing the financial report for Evans Corp.'s annual report. His manager, Sadie, has instructed him to inflate the numbers in order to meet short-term earnings goals. By doing this, Sadie: a. is putting the organization first before her own self-interest. b. is displaying full-scale corruption. c. wants to meet the demands of vendors. d. wants to please shareholders. ANSWER: d RATIONALE: A challenge in today's business environment is an overemphasis on pleasing shareholders, which may cause some managers to behave unethically toward customers, employees, and the broader society. Managers are under enormous pressure to meet short-term earnings goals, and some even use accounting gimmicks or other techniques to show returns that meet market expectations rather than ones that reflect true performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 168–169 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.01 NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom's: Application DATE CREATED: 7/12/2016 5:30 AM DATE MODIFIED: 7/29/2016 8:28 AM 60. On your first day at D'Liscious Lunches, your new coworker tells you that Danny, your supervisor, is unethical. Which of the following behaviors could you expect Danny to do? a. Danny might blame someone else for his mistake. b. Danny might be polite to all of his coworkers and customers. c. Danny might teach you how to use the cash register. d. Danny might work extra hours instead of leaving the restaurant short-handed. ANSWER: a RATIONALE: Ethical leaders tend to accept the blame when things go wrong, whereas unethical leaders often shift the blame to others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 171 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-1 Moral Leadership Today KEYWORDS: Bloom’s: Application Page 33

DATE CREATED: DATE MODIFIED:

7/12/2016 5:47 AM 7/29/2016 8:43 AM

61. You think that you are at the postconventional level of personal moral development. Which of the following behaviors distinguishes you from people at the other levels? a. You act in your own interest. b. You act independently, regardless of your friends' expectations. c. You follow the norms at school and work. d. You try to fit in with your coworkers. ANSWER: b RATIONALE: At the postconventional level, sometimes called the principled level, leaders are guided by an internalized set of principles universally recognized as just and right. People at this level may even disobey rules or laws that violate these principles. These internalized values become more important than the expectations of other people in the organization or community. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 176 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 6-3 Becoming a Moral Leader KEYWORDS: Bloom's: Application DATE CREATED: 7/12/2016 5:58 AM DATE MODIFIED: 7/29/2016 8:30 AM 62. Kasper Inc. wants its workers to act ethically, treat each other well, and treat its customers well. What is the most effective way to communicate this to the workers? a. The leaders should model the behavior they want the workers to follow. b. The leaders should create a code of ethics. c. The leaders should hold meetings to talk about customer service. d. Employees who act unethically should be punished. ANSWER: a RATIONALE: Despite the corporate realities of greed, competition, and the drive to achieve goals and profits, leaders can act based on moral values and encourage others to develop and use moral values and adhere to ethical standards of conduct in the workplace. The single most important factor in ethical decision making in organizations is whether leaders show a commitment to ethics in their talk and especially their behavior. Employees learn about the values that are important in the organization by watching leaders. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 173 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.04 Page 34

NATIONAL STANDARDS: United States - BUSPROG: Ethics STATE STANDARDS: United States - AK - DISC: Ethical Responsibilities TOPICS: 6-2 Acting Like a Moral Leader KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/12/2016 6:12 AM DATE MODIFIED: 7/29/2016 8:37 AM 63. One of the four basic principles that form the framework for stewardship is: a. transcend self-interest. b. tie rewards to contributions. c. inspire trust by being trustworthy. d. be a whistleblower. ANSWER: b RATIONALE: The four principles that provide the framework for stewardship are (1) avoid a partnership mindset, (2) give decision-making power and the authority to act to those closest to the work and the customer, (3) tie rewards to contributions rather than formal positions, and (4) expect core work teams to build the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 179 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 6-4 Servant Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/12/2016 6:52 AM DATE MODIFIED: 7/29/2016 8:32 AM

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1. Leadership is the sole basis for the success of an organization. a. True b. False ANSWER: False RATIONALE: Considering leadership the sole basis for the success of the organization is a flawed assumption, and it limits the opportunity for people throughout the organization to accept responsibility and make active, valuable contributions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 198 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-1 The Art of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:34 AM DATE MODIFIED: 7/29/2016 9:18 AM 2. An alienated follower is an independent, critical thinker who is active in an organization. a. True b. False ANSWER: False RATIONALE: An alienated follower is an independent, critical thinker but is passive in an organization. Alienated followers are often effective followers who have experienced setbacks and obstacles, perhaps promises broken by superiors. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 3. To effectively manage up requires understanding what leaders want and need. a. True b. False ANSWER: True RATIONALE: To effectively manage up requires understanding what leaders want and need. Everyone benefits when leaders learn to effectively manage relationships with superiors as well as

POINTS:

subordinates. 1 Page 1

DIFFICULTY: Easy REFERENCES: p. 199–200 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-1 The Art of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:11 AM 4. A passive follower exhibits critical, independent thinking and displays initiative and a sense of responsibility. a. True b. False ANSWER: False RATIONALE: The passive follower exhibits neither critical, independent thinking nor active participation. Being passive and uncritical, these followers display neither initiative nor a sense of responsibility. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 202 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:11 AM 5. One of the tactics for followers to manage up is to be a resource for the leader. a. True b. False ANSWER: True RATIONALE: One of the tactics for followers to manage up is to be a resource for the leader. By understanding the vision and goals, followers can be a resource of strength and support for the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 206 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 2

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles 7-4 Strategies for Managing Up Bloom's: Analysis 7/5/2016 11:35 AM 7/29/2016 9:12 AM

6. Effective followers have to know what they stand for and be willing to express their own ideas to their leaders even though this might mean risking their jobs. a. True b. False ANSWER: True RATIONALE: To be effective, followers have to know what they stand for and be willing to express their own ideas and opinions to their leaders, even though this might mean risking their jobs, being demeaned, or feeling inadequate. Effective followers have the courage to accept responsibility, challenge authority, participate in change, serve the needs of an organization, and leave the organization when necessary. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 211–212 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:12 AM 7. It is a leader's job to clearly communicate where a group or organization is going and why. a. True b. False ANSWER: True RATIONALE: It is the leader’s job to clearly communicate where the group or organization is going and why. Creating an inspiring vision is only one aspect of setting direction. Followers also need specific, unambiguous goals and objectives on both an individual and team level. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 214 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: KEYWORDS:

7-6 What Followers Want from Leaders Bloom's:Knowledge Page 3

DATE CREATED: DATE MODIFIED:

7/5/2016 11:35 AM 7/29/2016 9:13 AM

8. Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their performance. a. True b. False ANSWER: False RATIONALE: Rather than telling followers what to do, directing and controlling their behavior, and judging their performance, which is a traditional management role, leadership coaching involves empowering followers to explore, helping them understand and learn, providing support, and removing obstacles that stand in the way of their ability to grow and excel. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 215 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:13 AM 9. Leaders should wait for an annual review to let employees know how they're doing or how they can improve. a. True b. False ANSWER: False RATIONALE: People shouldn’t have to wait for an annual review to know how they’re doing or how they can improve. Leaders should give feedback as soon as possible after they observe a behavior or action they want to correct or reinforce. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 216 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM

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10. Effective leaders see feedback as something to dread or fear and not as a route to improvement and development. a. True b. False ANSWER: False RATIONALE: Effective leaders see feedback as a route to improvement and development, not as something to dread or fear. When a leader provides feedback, it signals that the leader cares about the follower’s growth and career development and wants to help the person achieve his or her potential. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 216 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 11. Managing up involves: a. giving advice on handling specific organizational situations and dealing with organizational politics. b. directing and controlling behavior and judging individual performance. c. telling a person exactly what needs to be done. d. consciously developing a mutually respectful relationship with one's direct superiors. ANSWER: d RATIONALE: Managing up means consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with one’s direct superiors; offering insight, information, guidance, and initiative; and challenging one’s superiors when necessary in order to enable all members to do their best work for the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 199 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-1 The Art of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:14 AM 12. Leaders value those people who: Page 5

a. show initiative. b. think uncritically. c. do not take responsibility when something needs to be done. d. focus exclusively on the shortcomings of an organization. ANSWER: a RATIONALE: Leaders value those people who propose ideas, show initiative, and take responsibility when they see something that needs to be done or a problem that needs to be solved. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 200 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-2 What Your Leader Wants from You KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 13. Leaders want followers to stay up to date, which includes: a. understanding their customers. b. collaborating. c. driving growth. d. uncritical thinking. ANSWER: a RATIONALE:

Bosses want followers to know what is happening in the organization’s industry or field of endeavor. In addition, they want people to understand their customers, their competition, and how changes in technology or world events might affect the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 200 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-2 What Your Leader Wants from You KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:18 AM 14. Dependent, uncritical thinkers: Page 6

a. are aware of the significance of their actions. b. accept a leader’s ideas without assessing them. c. contribute to the cultivation of an organization. d. weigh the impact of decisions on the company vision. ANSWER: b RATIONALE: A dependent, uncritical thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the leader’s ideas without assessing or evaluating them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:07 AM 15. A(n) is often an effective follower who has experienced setbacks and obstacles, perhaps promises broken by superiors. a. alienated follower b. conformist c. pragmatic survivor d. active follower ANSWER: a RATIONALE: An alienated follower is an independent, critical thinker but is passive in the organization. They are often effective followers who have experienced setbacks and obstacles, perhaps promises broken by superiors. Thus, they are capable, but they focus exclusively on the shortcomings of the organization and other people. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:07 AM 16. An alienated follower: Page 7

a. is active in an organization. b. is passive, yet an independent thinker. c. does not try to avoid risk or conflict. d. does not utilize critical thinking skills. ANSWER: RATIONALE:

b An alienated follower is an independent, critical thinker but is passive in the organization. They are often effective followers who have experienced setbacks and obstacles, perhaps promises broken by superiors. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 17. In the context of followership styles, leave the thinking to their leaders. a. pragmatic survivors b. alienated followers c. passive followers d. conformists ANSWER: c RATIONALE: Passive followers leave the thinking to their leaders. Sometimes, however, this style is the result of a leader who expects and encourages passive behavior. Followers learn that to show initiative, accept responsibility, or think creatively is not rewarded and may even be punished by the leader, so they grow increasingly passive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 203 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 18. Active follower behavior refers to: a. being reactive. Page 8

b. requiring constant supervision. c. initiating problem solving. d. taking neither initiative nor personal responsibility. ANSWER: c RATIONALE:

According to Kelly, the second dimension of followership style is active versus passive behavior. An active individual participates fully in an organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:16 AM 19. In the context of styles of followership, a dependent, uncritical thinker: a. does not consider possibilities beyond what he or she is told. b. is aware of the significance of his or her own actions. c. contributes to the cultivation of an organization. d. does not accept a leader's ideas without assessing them. ANSWER: a RATIONALE: A dependent, uncritical thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the leader’s ideas without assessing or evaluating them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM

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20. are often the result of leaders who are overcontrolling of others and who punish mistakes. a. Pragmatic survivors b. Alienated followers c. Passive followers d. Conformists ANSWER: c RATIONALE: Passive followers are often the result of leaders who are overcontrolling of others and who

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punish mistakes. They exhibit neither critical, independent thinking nor active participation. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 202, 204 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:08 AM 21. A passive follower: a. displays critical, independent thinking. b. possesses the courage to initiate change. c. does not exhibit active participation. d. typically carries out any and all orders. ANSWER: c RATIONALE: The passive follower exhibits neither critical, independent thinking nor active participation. Being passive and uncritical, these followers display neither initiative nor a sense of responsibility. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 202 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 22. Effective followers: a. are passive and uncritical by nature. b. presume that a leader will provide them with security, permission to act, or personal growth. c. initiate opportunities through which they can achieve personal fulfillment. d. try to avoid risk or conflict. ANSWER: c RATIONALE: Effective followers initiate the opportunities through which they can achieve personal fulfillment, exercise their potential, and provide the organization with the fullest extent of their capabilities. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 212 Page 11

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:08 AM 23. Which of the following styles of followership do government appointees often demonstrate because they have their own agendas and a short period of time in which to implement them? a. Pragmatic survivor b. Conformist c. Passive follower d. Alienated follower ANSWER: a RATIONALE: A pragmatic survivor uses whatever style best benefits his or her own position and minimizes risk. Government appointees often demonstrate this followership style because they have their own agendas and a short period of time in which to implement them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 202 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 24. Followers can influence their leaders by being: a. a resource for the leader. b. critical of an organization. c. submissive and passive. d. dependent, uncritical thinkers. ANSWER: a RATIONALE: Effective followers align themselves with the purpose and the vision of the organization. By understanding the vision and goals, followers can be a resource of strength and support for the leader. POINTS: 1 DIFFICULTY: Moderate Page 12

REFERENCES: p. 206 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:19 AM 25. A follower can be a resource for the leader by: a. informing the leader about their own ideas. b. staying aloof from the vision of their organization. c. refusing to acknowledging the leader for his or her contributions. d. maintaining a distance from the leader. ANSWER: a RATIONALE: Effective followers indicate their personal goals and the resources they bring to the organization. Effective followers inform their leaders about their own ideas, beliefs, needs, and constraints. The more leaders and followers can know the day-to-day activities and problems of one another, the better resources they can be for each other. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 207 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:08 AM 26. Tyson and James have an effective follower–leader relationship that is based on . a. mutual respect b. authority c. submission d. conformity ANSWER: a RATIONALE: By building a relationship with the leader, an effective follower makes every interaction more meaningful to the organization. Furthermore, the relationship is imbued with mutual respect rather than authority and submission. POINTS: 1 Page 13

DIFFICULTY: Easy REFERENCES: p. 208 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:09 AM 27. Jessie became a better leader when her followers: a. took all the credit for the accomplishments of the team. b. were submissive and passive. c. complimented her for behavior that they appreciated. d. idealized her leadership skills. ANSWER: c RATIONALE: A leader can become a better leader when followers compliment the leader for behavior that followers appreciate, such as listening, rewarding followers' contributions, and sharing credit for accomplishments. POINTS: 1 REFERENCES: p. 208 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:09 AM 28. Viewing the leader realistically includes: a. asking questions about the leader’s experiences. b. using mindful initiatives. c. giving up idealized expectations. d. plying the leader for company stories. ANSWER: c RATIONALE: Unrealistic follower expectations present one of the biggest barriers to effective leader– follower relationships. Whereas it is reasonable to expect your superiors to be competent, it is naïve and unrealistic to expect them to be perfect. Giving up idealized expectations helps with viewing the leader realistically.

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POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 210 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:09 AM 29. If a leader's actions and decisions contradict the best interests of an organization, effective followers: a. take a stand. b. follow the leader. c. sacrifice their personal integrity. d. follow passively. ANSWER: a RATIONALE: Effective followers do not sacrifice their personal integrity or the good of the organization in order to maintain harmony. If a leader’s actions and decisions contradict the best interests of the organization, effective followers take a stand. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 212 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:09 AM 30. A follower can provide strength to the leader by: a. sacrificing their personal integrity to maintain harmony. b. accepting the leader's ideas without assessing or evaluating them. c. contributing to areas that complement the leader's position. d. submissively following orders. ANSWER: c RATIONALE: A follower can provide strength to the leader by supporting the leader and by contributing to the organization in areas that complement the leader’s position. By displaying the will to serve others over themselves, followers act for the common mission of the organization with a passion that equals that of a leader. POINTS: 1 Page 15

DIFFICULTY: Moderate REFERENCES: p. 212 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:09 AM 31. Followers want their leaders to be . a. manipulative b. authoritative c. passive d. competent ANSWER: d RATIONALE: Followers want their leaders to be honest, forward-thinking, inspiring, and competent. A leader must be worthy of trust, envision the future of the organization, inspire others to contribute, and be capable and effective in matters that will affect the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 214 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:24 AM 32. Leaders can become better leaders when: a. they take all of the credit for accomplishments. b. followers are submissive and passive. c. sharing credit for accomplishments. d. followers do everything for them. ANSWER: c RATIONALE: A leader can become a better leader when followers compliment the leader for behavior that followers appreciate, such as listening, rewarding followers’ contributions, and sharing credit for accomplishments. POINTS: 1 Page 16

DIFFICULTY: Easy REFERENCES: p. 208 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:25 AM 33. Leadership coaching involves: a. judging followers' performance. b. directing and controlling behavior. c. telling followers what to do. d. empowering followers to explore. ANSWER: d RATIONALE: Rather than telling followers what to do, directing and controlling their behavior, and judging their performance, which is a traditional management role, leadership coaching involves empowering followers to explore, helping them understand and learn, providing support, and removing obstacles that stand in the way of their ability to grow and excel. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 215 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:25 AM 34. Which of the following is a traditional management role? a. Helping followers understand and learn b. Removing obstacles to growth c. Telling followers what to do d. Empowering followers to explore ANSWER: c RATIONALE: Rather than telling followers what to do, directing and controlling their behavior, and judging their performance, which is a traditional management role, leadership coaching involves empowering followers to explore, helping them understand and learn, providing support, and removing obstacles that stand in the way of their ability to grow and excel. Page 17

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 215 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles 7-6 What Followers Want from Leaders Bloom's: Analysis 7/5/2016 11:35 AM 7/5/2016 11:35 AM

35. Which of the following is a way that leaders can provide feedback that benefits followers? a. Making feedback timely b. Using elements of organizational objectives c. Focusing on the person, not performance d. Making feedback general ANSWER: a RATIONALE:

People shouldn’t have to wait for an annual review to know how they’re doing or how they can improve. Leaders should give feedback as soon as possible after they observe a behavior or action they want to correct or reinforce. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 216 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/5/2016 11:35 AM 36. Effective feedback describes: a. past results and performance. b. the nature of the leader–follower relationship. c. the precise behavior and its consequences. d. the skills required for a specific task. ANSWER: c RATIONALE: Effective feedback describes the precise behavior and its consequences and explains why the leader either approves of the behavior or thinks there is a need for improvement. Page 18

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 216 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:26 AM 37. Which of the following characteristics describes effective feedback? a. General in nature b. Looks toward the future c. Describes the mistakes of the past d. Focuses on fault-finding ANSWER: b RATIONALE: Effective feedback looks toward the future, minimizes fault-finding, and describes the desired behaviors and outcomes. Good leaders don’t drag up the failures and mistakes of the past. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 216 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:10 AM 38. If organizational or personal changes create a situation in which a follower wants to withdraw from a particular leader–follower relationship, the follower must have: a. the courage to leave. b. the will to participate in transformation. c. the ability to follow orders. d. the ability to support the leader even if they disagree. ANSWER: a RATIONALE: Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader–follower relationship. This requires one to have the courage to leave. People might know they need new challenges, for example, even though it is hard to leave a job where they have many friends and valued colleagues. Page 19

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 213 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Comprehension

DATE CREATED: DATE MODIFIED:

7/5/2016 11:35 AM 7/29/2016 10:11 AM

39. Clarity of direction involves: a. telling followers what to do, directing and controlling their behavior, and judging their performance. b. distinctly communicating where the group or organization is going and why. c. directing or facilitating a follower with the aim of improving specific skills. d. evaluating and communicating a followers performance. ANSWER: b RATIONALE:

It is the leader’s job to clearly communicate where the group or organization is going and why. Creating an inspiring vision is only one aspect of setting direction. Followers also need specific, unambiguous goals and objectives on both an individual and team level. POINTS: 1 REFERENCES: p. 214 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:28 AM 40. The benefits followers receive from leadership coaching include: a. gaining a new perspective. b. doing only what is told. c. avoiding conflict. d. utilizing uncritical thinking skills. ANSWER: a

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RATIONALE:

Benefits that followers get from leadership coaching include gaining a new perspective, getting advice on handling specific organizational situations, dealing with organizational politics, and receiving encouragement and support. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 215 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:28 AM 41. refers to failing to consider possibilities beyond what one is told and accepting a leader's ideas without thinking. ANSWER: RATIONALE:

Uncritical thinking Uncritical thinking is failing to consider possibilities beyond what one is told and accepting a leader's ideas without thinking. A dependent, uncritical thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the leader’s ideas without assessing or evaluating them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:29 AM 42. In the context of the four followership styles, a(n) participates willingly but without considering the consequences of what he or she is being asked to do—even at the risk of contributing to a harmful endeavor. ANSWER: conformist RATIONALE: A conformist, a type of follower, participates actively in the organization but does not utilize critical thinking skills in his or her task behavior. The conformist participates willingly but without considering the consequences of what he or she is being asked to do—even at the risk of contributing to a harmful endeavor. POINTS: 1 DIFFICULTY: Easy Page 21

REFERENCES: p. 202 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:11 AM 43. A(n) individual participates fully in an organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making. ANSWER: active RATIONALE: An active individual participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 201 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:11 AM 44. In the context of styles of followership, a(n) is both a critical, independent thinker and active in an organization. ANSWER: effective follower RATIONALE: An effective follower is both a critical, independent thinker and active in the organization. Effective followers behave the same toward everyone regardless of their positions in the organization. They do not try to avoid risk or conflict. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 204 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles

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TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

7-3 Styles of Followership Bloom's: Knowledge 7/5/2016 11:35 AM 7/29/2016 10:11 AM

45. are the biggest barrier to effective leader–follower relationships. ANSWER: Unrealistic follower expectations RATIONALE:

Unrealistic follower expectations present one of the biggest barriers to effective leader– follower relationships. Whereas it is reasonable to expect your superiors to be competent, it is naïve and unrealistic to expect them to be perfect. When we accept that leaders are fallible and will make many mistakes, we open the path to an equitable relationship. Followers should view leaders as they really are, not as followers think they should be. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 210 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

7-4 Strategies for Managing Up Bloom's: Comprehension 7/5/2016 11:35 AM 7/29/2016 10:11 AM

46.

Being a resource for the leader, building a relationship, helping the leader to be a good leader, and viewing the leader realistically are . ANSWER: strategies for managing up/ways to influence the leader RATIONALE: Being a resource for the leader, building a relationship, helping the leader to be a good leader, and viewing the leader realistically are strategies for managing up or/and ways to influence the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 206–210 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:12 AM Page 23

47. A subordinate with useful , a personal source of upward influence, is of real benefit to a leader, and his or her departure would be a loss. ANSWER: knowledge RATIONALE: A subordinate with useful knowledge is of real benefit to the leader, and his or her departure would be a loss. In addition, someone who has a demonstrated record of performance often develops expertise and in this way can influence the boss’s decisions. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 210–211 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:12 AM 48. refers to the direct appeal to leaders for desired outcomes. ANSWER: Persuasion RATIONALE: A way to influence up is with persuasion, which refers to the direct appeal to leaders for desired outcomes. Rational persuasion—using facts and reason—is typically the most effective approach when trying to manage upward. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 211 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:40 AM 49. involves using evaluation and communication to help individuals and the organization learn and improve. ANSWER: Feedback RATIONALE: Feedback occurs when a leader uses evaluation and communication to help individuals learn about themselves and improve. Effective leaders provide both positive and negative constructive feedback on an ongoing basis. POINTS: 1

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DIFFICULTY: Easy REFERENCES: p. 216 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:41 AM 50. should not be used simply to criticize a person or to point out faults. The focus should always be on how the follower can improve. ANSWER: Feedback Feedback should not be used simply to criticize a person or to point out faults. A person who RATIONALE: feels like he or she is being attacked personally will not learn anything from the feedback. The focus should always be on how the follower can improve. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 216 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

7-6 What Followers Want from Leaders Bloom's: Knowledge 7/5/2016 11:35 AM 7/29/2016 10:12 AM

51. Compare critical thinking and uncritical thinking according to Kelley’s theory of followership. ANSWER: One theory of followership was proposed by Robert E. Kelley, who conducted extensive interviews with leaders and followers and came up with five styles of followership. These followership styles are categorized according to two dimensions. The first dimension is the quality of independent, critical thinking versus dependent, uncritical thinking. Critical thinking means approaching subjects, situations, and problems with thoughtful questions and in an unbiased way, gathering and assessing ideas and information objectively, and mentally penetrating into underlying implications of various alternatives. Conversely, a dependent, uncritical thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the leader’s ideas without assessing or evaluating them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 201 Page 25

QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:12 AM 52. Briefly describe the characteristics of an alienated follower. ANSWER: An alienated follower is an independent, critical thinker but is passive in the organization. Alienated followers are often effective followers who have experienced setbacks and obstacles, perhaps promises broken by superiors. Thus, they are capable, but they focus exclusively on the shortcomings of the organization and other people. Often cynical, alienated followers are able to think independently, but they do not participate in developing solutions to the problems or deficiencies they see. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 201 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-3 Styles of Followership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:13 AM 53. Why is it important for a follower to view the leader realistically? ANSWER: Unrealistic follower expectations present one of the biggest barriers to effective leader– follower relationships. Whereas it is reasonable to expect your superiors to be competent, it is naïve and unrealistic to expect them to be perfect. When we accept that leaders are fallible and will make many mistakes, we open the path to an equitable relationship. Followers should view leaders as they really are, not as followers think they should be. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 210 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles

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TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

7-4 Strategies for Managing Up Bloom's: Comprehension 7/5/2016 11:35 AM 7/29/2016 10:13 AM

54. Briefly discuss the demands on effective followers. ANSWER: To be effective, followers have to know what they stand for and be willing to express their own ideas and opinions to their leaders, even though this might mean risking their jobs, being demeaned, or feeling inadequate. Effective followers have the courage to accept responsibility, challenge authority, participate in change, serve the needs of the organization, and leave the organization when necessary. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 211–212 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:41 AM 55. What benefits does a follower get from leadership coaching? ANSWER: Refer to Exhibit 7.6. Benefits that followers get from leadership coaching include gaining a new perspective, getting advice on handling specific organizational situations, dealing with organizational politics, and receiving encouragement and support. The biggest benefit that followers report, however, is getting clear, direct feedback on performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 215 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:43 AM 56. Describe the follower's qualities and behaviors that contribute to productive and rewarding leader–follower relationships. ANSWER: The following qualities and behaviors have been shown to contribute to productive and rewarding leader– follower relationships: Page 27

1. A Make-It-Happen Attitude. Leaders don't want excuses. They want results. A leader's job becomes smoother when he or she has followers who are positive and self-motivated, who can get things done, who accept responsibility, and who excel at required tasks. Leaders value those people who propose ideas, show initiative, and take responsibility when they see something that needs to be done or a problem that needs to be solved. 2. A Willingness to Collaborate. Leaders are responsible for much more in the organization than any individual follower's concerns, feelings, and performance. Each follower is a part of the leader's larger system and should realize that his or her actions affect the whole. 3. The Motivation to Stay Up-to-Date. Bosses want followers to know what is happening in the organization's industry or field of endeavor. In addition, they want people to understand their customers, their competition, and how changes in technology or world events might affect the organization. 4. The Passion to Drive Your Own Growth. Leaders want followers who seek to enhance their own growth and development rather than depending solely on the leader to do it. Anything that exposes an individual to new people and ideas can enhance personal and professional development. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 200–201 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.06.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-2 What Your Leader Wants from You KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 9:49 AM 57. Describe the types of courage that an effective follower should have. ANSWER: Effective followers should have the courage to assume responsibility. The effective follower feels a sense of personal responsibility and ownership in the organization and its mission. Thus, the follower assumes responsibility for his or her own behavior and its impact on the organization. Effective followers do not presume that a leader or an organization will provide them with security, permission to act, or personal growth. Instead, they initiate the opportunities through which they can achieve personal fulfillment, exercise their potential, and provide the organization with the fullest extent of their capabilities. Effective followers should have the courage to challenge authority. Effective followers do not sacrifice their personal integrity or the good of the organization in order to maintain harmony. If a leader's actions and decisions contradict the best interests of the organization, effective followers take a stand.

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Effective followers also have the courage to participate in change. Effective followers view the struggle of corporate change and transformation as a mutual experience shared by all members of the organization. When an organization undergoes a difficult transformation, effective followers support the leader and the organization. They are not afraid to confront the changes and to work toward reshaping the organization. Effective followers also have the courage to serve the needs of the organization. An effective follower can provide strength to the leader by supporting the leader and by contributing to the organization in areas that complement the leader's position. Finally, effective followers have the courage to leave the organization when necessary. Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader–follower relationship. For example, a follower may need new challenges, be faced with a leader or an organization unwilling to make unnecessary changes, or have such strong differences of opinion that he or she can no longer support the leader's decisions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 211–213 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:41 AM 58. How can leaders optimize the use of feedback and minimize the conflict and fear that often accompanies it? ANSWER: The following are some ways leaders can provide feedback that benefits followers and takes less of an emotional toll on both leader and follower: 1. Make it timely. Leaders should give feedback as soon as possible after they observe a behavior or action they want to correct or reinforce. If leaders wait to offer feedback, it should be only long enough to gather necessary information or to marshal their thoughts and ideas. 2. Focus on the performance, not the person. Feedback should not be used simply to criticize a person or to point out faults. A person who feels like he or she is being attacked personally will not learn anything from the feedback. The focus should always be on how the follower can improve. Leaders have to point out work that is poorly done, but it is equally important to reinforce work that is done well. This helps people learn from what they do right and softens the impact of negative feedback. 3. Make it specific. Effective feedback describes the precise behavior and its consequences and explains why the leader either approves of the behavior or thinks there is a need for improvement. The leader might provide illustrations and examples to clarify what behavior is considered effective, and he or she always checks for Page 29

understanding rather than assuming the follower knows what actions the leader wants. 4. Focus on the desired future, not the past. Good leaders don't drag up the failures and mistakes of the past. In addition, if it is clear that a follower's mistake was a one-time occurrence and not likely to be repeated, the leader will let it go rather than offering negative feedback. Effective feedback looks toward the future, minimizes faultfinding, and describes the desired behaviors and outcomes. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 216 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-6 What Followers Want from Leaders KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:35 AM DATE MODIFIED: 7/29/2016 10:01 AM 59. A challenge followers face when managing up is: a. lack of trust between the follower and the leader. b. finding information that is valuable to the leader. c. the follower's lack of control over the leader. d. the follower's lack of resources. ANSWER: c RATIONALE:

One reason we may have difficulty managing upward is that we’re not ‘‘in control’’ in this relationship as we are in our relationships with subordinates. It is natural that we try to protect ourselves in a relationship where we feel we have little control and little power. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 199 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-1 The Art of Followership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/13/2016 3:57 PM DATE MODIFIED: 7/29/2016 10:13 AM 60. Leaders want followers who can collaborate because:

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a. followers should be active. b. followers should take responsibility for their required tasks. c. some followers do not do their own work. d. leaders are responsible for more than a single follower. ANSWER: d RATIONALE: Leaders are responsible for much more in the organization than any individual follower’s concerns, feelings, and performance. Each follower is a part of the leader’s larger system and should realize that his or her actions affect the whole. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 200 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-2 What Your Leader Wants from You KEYWORDS: Bloom's: Analysis DATE CREATED: 7/13/2016 4:58 PM DATE MODIFIED: 7/13/2016 5:08 PM 61. How do effective followers build authentic relationships with their leaders? a. Show submission to the leader. b. Collaborate with other followers. c. Actively seek feedback. d. Expect the leader to be knowledgeable about everything. ANSWER: c RATIONALE: Leaders have learned that building a positive, respectful relationship with the boss is the best way to get important changes implemented. Followers can generate respect by asking questions about the leader’s experiences in the follower’s position, actively seeking feedback, and clarifying the basis for specific feedback and criticism from the leader. By doing so, followers are getting beyond submissive behavior by asking leaders to be accountable for their criticism, to have empathy for the followers’ position, and to share history about something both parties have in common—the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 210 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic Reflective Thi - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-4 Strategies for Managing Up KEYWORDS: Bloom's: Analysis DATE CREATED: 7/13/2016 5:21 PM Page 31

DATE MODIFIED:

7/29/2016 10:03 AM

62. Which of the following sources of power for managing up is based on the follower's personal power? a. Visible position b. Expertise c. Network of relationships d. Flow of information ANSWER: b RATIONALE: Someone who has a demonstrated record of performance often develops expertise and in this way can influence the boss’s decisions. A record of successes and a history of contributions can gain a follower expert status. When someone is recognized as an expert, that person often can influence activities because he or she becomes an indispensable resource to the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 211 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 7-5 The Power and Courage to Manage Up KEYWORDS: Bloom's: Analysis DATE CREATED: 7/13/2016 5:35 PM DATE MODIFIED: 7/29/2016 10:04 AM 63. Which of the following two characteristics do followers desire in both their leader and fellow followers? a. Honest and competent b. Inspiring and cooperative c. Competent and forward-thinking d. Dependable and honest ANSWER: a RATIONALE: Refer to Exhibit 7.5. Followers want their fellow followers to be honest and competent but also dependable and cooperative. Thus, desired qualities of colleagues share two qualities with leaders—honesty and competence. However, followers themselves want other followers to be dependable and cooperative rather than forward-thinking and inspiring. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 214 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.07.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles

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7-6 What Followers Want from Leaders Bloom's: Analysis 7/13/2016 5:43 PM

DATE MODIFIED:

7/29/2016 10:15 AM

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1. Employee motivation rarely affects productivity. a. True b. False ANSWER: False RATIONALE: Motivation refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Employee motivation affects productivity, so part of a leader’s job is to channel followers’ motivation toward the accomplishment of the organization’s vision and goals. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 228 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 2. When workers are not motivated to achieve organizational goals, the fault is often with the workers themselves. a. True b. False ANSWER: False RATIONALE: Leaders can use motivation theory to help satisfy followers’ needs and simultaneously encourage high work performance. When workers are not motivated to achieve organizational goals, the fault is often with the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 3. Hygiene factors fulfill high-level needs and include achievement, recognition, responsibility, and opportunity for growth. a. True b. False ANSWER: False Page 1

RATIONALE:

Hygiene factors work in the area of lower-level needs, and their absence causes dissatisfaction. Inadequate pay, unsafe working conditions, or a noisy work environment will cause people to be dissatisfied, but their correction will not cause a high level of work enthusiasm and satisfaction. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 234 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:34 AM 4. People with a high need for achievement tend to enjoy work that is entrepreneurial and innovative. a. True b. False ANSWER: True RATIONALE: People with a high need for achievement tend to enjoy work that is entrepreneurial and innovative. People who have a high need for affiliation are successful “integrators,” whose job is to coordinate the work of people and departments. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 236 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Knowledge - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:35 AM 5. Expectancy theory proposes that people are motivated to seek social equity in the rewards they receive for performance. a. True b. False ANSWER: False RATIONALE: Expectancy theory suggests that motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards. Expectancy theory is concerned not with understanding types of needs but with the thinking process that individuals use to achieve rewards. Page 2

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 240 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:35 AM 6. Five elements must be in place before employees can be empowered to perform their jobs: information, knowledge, discretion, meaning, and rewards. a. True b. False ANSWER: True RATIONALE: Five elements must be in place before employees can be truly empowered to perform their jobs effectively: information, knowledge, discretion, meaning, and rewards. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 244 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:35 AM 7. Empowerment is power sharing, the delegation of power or authority to subordinates in the organization. a. True b. False ANSWER: True RATIONALE: Empowerment refers to power sharing, the delegation of power or authority to subordinates in the organization. Empowerment can enhance motivation by meeting the higher-level needs of employees. In addition, leaders greatly benefit from the expanded capabilities that employee participation brings to the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 243 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 Page 3

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:35 AM 8. Job enrichment is a program that links at least a portion of employees’ pay on the amount of skills they possess. a. True b. False ANSWER: False RATIONALE: Job enrichment is a motivational approach that incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 245–246 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:35 AM 9. A fully engaged employee is one who cares deeply about the organization and actively seeks to serve the mission. a. True b. False ANSWER: True RATIONALE: Engagement means that people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization. Fully engaged employees care deeply about the organization and actively seek ways to serve the mission. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 248 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-5 Giving Meaning to Work through Engagement KEYWORDS: Bloom's: Knowledge Page 4

DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:36 AM 10. It is the behavior of coworkers that makes the biggest difference in whether people feel engaged at work. a. True b. False ANSWER: False RATIONALE: It is the behavior of leaders that makes the biggest difference in whether people feel engaged at work. A leader’s role is not to control others but to organize the workplace in such a way that each person can learn, contribute, and grow. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 249 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.07 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-5 Giving Meaning to Work through Engagement KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:36 AM 11. Conventional management approaches: a. appeal to an individual’s "higher" needs. b. rely on intrinsic rewards to motivate subordinates. c. are based on controlling the behavior of people by manipulating their decisions. d. give subordinates more control over their work and the power to affect outcomes. ANSWER: c RATIONALE:

Conventional management approaches often appeal to an individual’s lower, basic needs and rely on extrinsic rewards and punishments to motivate people to behave in desired ways. These approaches are effective, but they are based on controlling the behavior of employees by manipulating their decisions about how to act. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 229 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:36 AM Page 5

12. Intrinsic rewards: a. come from the satisfaction received by performing a particular action. b. are given by another person, typically a supervisor. c. include pay raises and promotions. d. appeal to the “lower” needs of individuals. ANSWER: a RATIONALE: Intrinsic rewards come from the internal satisfaction and enjoyment a person receives in the process of performing a particular action. Solving a problem to benefit others may fulfill a personal mission, or the completion of a complex task may bestow a pleasant feeling of accomplishment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:36 AM 13. Employees in companies that have a social mission are typically highly motivated because: a. they want to avoid punishments and negative consequences. b. they get intrinsic rewards. c. they are given monetary incentives. d. their lower needs are fulfilled. ANSWER: b RATIONALE: Employees in companies that are infused with a social mission, and that find ways to enrich the lives of others, are typically more highly motivated because of the intrinsic rewards they get from helping other people. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 229 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM Page 6

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14. Which of the following is true of extrinsic rewards? a. They are under the control of an individual. b. They come from solving problems to benefit others. c. They are given by another person, typically a supervisor. d. They appeal to the “higher” needs of individuals. ANSWER: c RATIONALE: Extrinsic rewards are given by another person, typically a supervisor, and include promotions and pay increases. Because they originate externally as a result of pleasing others, extrinsic rewards compel individuals to engage in a task behavior for an outside source that provides what they need, such as money to survive in modern society. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 10:54 AM 15. Bonuses and praise are examples of the approach to motivate people. a. intrinsic negative b. intrinsic positive c. extrinsic negative d. extrinsic positive ANSWER: d RATIONALE: Refer to Exhibit 8.3. Bonuses and praise are examples of the extrinsic positive approach to motivation that attempts to influence behavior by using extrinsic rewards that create pleasure. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 231 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:37 AM Page 7

16. Which of the following actions is an example of positive reinforcement? a. Withholding praise b. Reprimanding an employee c. Recommending a pay raise d. Avoiding negative statements ANSWER: c RATIONALE: Positive reinforcement is the administration of a pleasant and rewarding consequence immediately following a desired behavior. Nonfinancial reinforcements such as positive feedback, social recognition, and attention are just as effective as financial rewards. Recommending a pay raise and praising an employee are examples of positive reinforcement. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 238–239 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 10:55 AM 17. According to Maslow's hierarchy of needs theory, the highest need category is . a. selfactualization b. esteem c. belongingness d. safety ANSWER: a RATIONALE: Maslow’s hierarchy of needs theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order. The highest need category, self-actualization, represents the need for self-fulfillment: developing one’s full potential, increasing one’s competence, and becoming a better person. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 233–234 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM Page 8

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18. According to Maslow's hierarchy of needs theory of motivation, the most basic human needs are: a. esteem needs. b. affiliation needs. c. physiological needs. d. safety needs. ANSWER: c RATIONALE: According to Maslow's hierarchy of needs theory, the most basic human physiological needs are food, water, and oxygen. In the organizational setting, these are reflected in the needs for adequate heat, air, and base salary to ensure survival. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 233 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 10:57 AM 19. According to Maslow's hierarchy of needs theory, the need for fringe benefits is an example of needs. a. esteem b. belongingness c. self-actualization d. safety ANSWER: d RATIONALE: According to Maslow's hierarchy of needs theory, in an organizational setting, safety needs reflect the needs for safe jobs, fringe benefits, and job security. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 233 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM Page 9

20. According to Herzberg’s two-factor theory, hygiene factors include: a. recognition. b. interpersonal relationships. c. the work itself. d. personal growth. ANSWER: b

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RATIONALE:

Hygiene factors are the first dimension of Herzberg's two-•factor theory. They involve the presence or absence of job dissatisfiers, such as working conditions, pay, company policies, and interpersonal relationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 234 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 10:58 AM 21. According to Herzberg's two-factor theory, the leader's role is to: a. use motivators to meet the higher-level needs of employees. b. provide only hygiene factors to employees. c. only remove dissatisfiers. d. use system-wide rewards. ANSWER: a RATIONALE: In the context of Herzberg’s two-factory theory, people have multiple needs, and the leader's role is to go beyond the removal of dissatisfiers to the use of motivators to meet higher-level needs and propel employees toward greater enthusiasm and satisfaction. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 236 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 10:59 AM 22. According to the acquired needs theory, the need for power refers to the desire to: a. accomplish something difficult and attain a high standard for success. b. form close personal relationships and avoid conflict. c. influence or control others and have authority over others. d. master complex tasks and surpass others. ANSWER: c Page 11

RATIONALE: The acquired needs theory proposes that certain types of needs are acquired during an individual's lifetime. The need for power is the desire to influence or control others, be responsible for others, and have authority over others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 236 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 23. According to the acquired needs theory, which of the following characteristics describe people who have a high need for affiliation? a. Passive and uncritical b. Successful "integrators" whose job is to coordinate the work of departments c. Tend to enjoy work that is entrepreneurial and innovative d. Successfully attain the top levels in the organizational hierarchy ANSWER: b RATIONALE: According to the acquired needs theory, people who have a high need for affiliation are successful "integrators," whose job is to coordinate the work of people and departments. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 236 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:39 AM 24. Which of the following statements is true of the carrot-and-stick approach to motivation? a. It focuses on longterm goals. b. It enables each person's success to be mutually enjoyed. c. It creates a culture of competition due to the presence of intrinsic rewards. d. It tends to focus on lower needs. ANSWER: d Page 12

RATIONALE:

POINTS:

Relying on extrinsic rewards and punishments is sometimes referred to as the carrot-and-stick approach to motivation. This approach tends to focus on lower needs, although higher needs can sometimes also be met. 1

DIFFICULTY: Moderate REFERENCES: p. 237-238 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:00 AM 25. Immediate praise for an employee who arrives on time increases the likelihood of punctuality. This is an example of . a. extinction b. punishment c. positive reinforcement d. expectancy ANSWER: c RATIONALE: Positive reinforcement is the administration of a pleasant and rewarding consequence immediately following a desired behavior. A good example of positive reinforcement is immediate praise for an employee who does a little extra in his or her work. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 238-239 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:01 AM 26. The basic assumption underlying behavior modification is the . a. law of initial values b. all-or-none law c. matching law d. law of effect Page 13

ANSWER: RATIONALE:

POINTS:

d Behavior modification is the name given to the set of techniques by which reinforcement theory is used to modify behavior. The basic assumption underlying behavior modification is the law of effect, which states that positively reinforced behavior tends to be repeated, and behavior that is not reinforced tends not to be repeated. 1

DIFFICULTY: Easy REFERENCES: p. 238 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 27. is the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future. a. Punishment b. Negative reinforcement c. Positive reinforcement d. Extinction ANSWER: d RATIONALE: Extinction is the withholding of something positive, such as leader attention, praise, or pay raises. With extinction, undesirable behavior is essentially ignored. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 240 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 28. Which of the following theories of motivation is associated with the work of Victor Vroom? a. Acquired needs theory b. Two-factor theory c. Hierarchy of needs theory d. Expectancy theory Page 14

ANSWER: RATIONALE:

POINTS: DIFFICULTY:

d Expectancy theory suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards. Expectancy theory is associated with the work of Victor Vroom, although a number of scholars have made contributions in this area. 1 Moderate

REFERENCES: p. 240 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 29. Fairmont Hotels & Resorts lets its best performing employees design their rewards. This is done to ensure that the rewards are valued by the employees and serve as further motivation. Fairmont Hotels & Resorts uses theory to motivate its employees. a. equity b. job enlargement c. expectancy d. Maslow’s hierarchy of needs ANSWER: c RATIONALE:

Expectancy theory suggests that motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards. Expectancy theory is based on the relationship among the individual’s effort, the possibility of high performance, and the desirability of outcomes following high performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 240 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:40 AM 30. Which of the following is true of the equity theory of motivation? Page 15

a. Motivation depends on individuals' mental expectations about their ability to perform tasks and receive desir ed rewards. b. Behavior that is not reinforced with positive attention and rewards will gradually disappear. c. People will believe they are treated fairly if they perceive their rewards as equal to what others receive for similar contributions. d. If the outcomes that are available from high effort and good performance are not valued by an employee, motivation will be low. ANSWER: c RATIONALE:

According to equity theory, if people perceive their rewards as equal to what others receive for similar contributions, they will believe they are treated fairly and will be more highly motivated. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 242 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:04 AM 31. Which of the following theories proposes that people are motivated to seek fair rewards for performance? a. Herzberg’s two-factor theory b. Acquired needs theory c. Expectancy theory d. Equity theory ANSWER: d RATIONALE: Equity theory proposes that people are motivated to seek social equity in the rewards they receive for performance. According to the theory, if people perceive their rewards as equal to what others receive for similar contributions, they will believe they are treated fairly and will be more highly motivated. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 242 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Knowledge Page 16

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32. Which of the following is a result of employee empowerment? a. Greater self-efficacy b. Decreased job responsibility c. Better working conditions d. Greater extrinsic satisfaction ANSWER: a RATIONALE: People feel an increased sense of power and self-efficacy when they are performing a job that is important and that influences customers and the company’s success. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 245 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 33. Empowerment refers to: a. the value of outcomes to the individual. b. satisfaction with work conditions. c. the delegation of authority to subordinates in the organization. d. incorporation of high-level motivators. ANSWER: c RATIONALE: Empowerment refers to power sharing, the delegation of power or authority to subordinates in the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 243 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:05 AM Page 17

34. Which of the following is an element that must be in place before employees can be truly empowered to perform their jobs effectively? a. Information about employees’ salary b. Knowledge and skills c. A centralized organizational hierarchy d. A fixed chain of command ANSWER: b RATIONALE: Employees can be truly empowered to perform their jobs effectively if they receive knowledge and skills to contribute to company goals. Companies use training programs and other development tools to give people the knowledge and skills they need to personally contribute to performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 244 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 35. One way to increase a job’s motivational and empowerment potential is to: a. increase skill variety. b. use reward and punishment. c. use the carrot-and-stick method of motivation. d. focus on an employee's "lower" needs. ANSWER: a RATIONALE: Leaders can make alterations in five dimensions of jobs to increase the job's motivational and empowerment potential. Jobs with a variety of activities require a diversity of skills and are thus more motivating. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 245 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Comprehension Page 18

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36. refers to a motivational approach that incorporates high-level motivators into the work. a. Job satisfaction b. Gainsharing c. Profit sharing d. Job enrichment ANSWER: d RATIONALE: Job enrichment incorporates high-level motivators such as responsibility, recognition, and opportunities for growth and learning into the job. In an enriched job, the employee controls resources needed to perform well and makes decisions on how to do the work. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 245–246 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:06 AM 37. Organizations can motivate employees by creating an organizational environment that: a. is similar to the organization's competitors. b. improves the infrastructure. c. provides a horizontal organizational structure. d. helps them find true value in their work. ANSWER: d RATIONALE: Organizations can give meaning to work by fostering an organizational environment that helps people find true value and meaning in their work. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 248 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-5 Giving Meaning to Work through Engagement KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:06 AM Page 19

38. Employee engagement means that people: a. are unable to share power. b. feel a sense of belonging to the organization. c. look for solutions to improve working conditions. d. are delegated authority. ANSWER: b RATIONALE: Engagement means that people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 248 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-5 Giving Meaning to Work through Engagement KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:41 AM 39. Which of the following primarily affects employee engagement? a. The behavior of coworkers b. The behavior of unions c. The behavior of leaders d. The behavior of customers ANSWER: c RATIONALE: It is the behavior of leaders that makes the biggest difference in whether people feel engaged at work. A leader’s role is not to control others but to organize the workplace in such a way that each person can learn, contribute, and grow. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 249 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-5 Giving Meaning to Work through Engagement KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:08 AM

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40. refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. ANSWER: Motivation RATIONALE: Motivation refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 228 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 41. are internal satisfactions a person receives in the process of performing a particular action. ANSWER: Intrinsic rewards RATIONALE: Intrinsic rewards come from the internal satisfaction and enjoyment a person receives in the process of performing a particular action. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 42. appeal to the “lower” needs of individuals. ANSWER: Extrinsic rewards RATIONALE: Extrinsic rewards are given by another person, typically a supervisor, and include promotions and pay increases. Extrinsic rewards appeal to the “lower” needs of individuals, such as for material comfort and basic safety and security. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: Completion HAS VARIABLES: False Page 21

LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:09 AM 43.

The approach to motivation strives to motivate people by providing them with the opportunity to satisfy higher needs and become intrinsically rewarded. ANSWER: leadership RATIONALE: The leadership approach strives to motivate people by providing them with the opportunity to satisfy higher needs and become intrinsically rewarded. Employees in companies that are infused with a social mission, and that find ways to enrich the lives of others, are typically more highly motivated because of the intrinsic rewards they get from helping other people. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 229 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 44. proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order. ANSWER: Maslow's hierarchy of needs theory RATIONALE: Maslow's hierarchy of needs theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order, wherein the higher needs cannot be satisfied until the lower needs are met. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 233 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM Page 22

45. , the first dimension of Herzberg's two-factor theory, involves the presence or absence of working conditions, pay, company policies, and interpersonal relationships. ANSWER: Hygiene factors RATIONALE: The first dimension of Herzberg's two•factor theory, hygiene factors, involves the presence or absence of job dissatisfiers, such as working conditions, pay, company policies, and interpersonal relationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 234 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM

46. , the second dimension of Herzberg's two-factor theory, involves job satisfaction and meeting higher-level needs. ANSWER: Motivators RATIONALE: Motivators are the second dimension of Herzberg’s two-factor theory. Motivators involve job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 234 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:45 AM 47. The proposes that certain types of needs (achievement, affiliation, power) are developed during an individual's lifetime. ANSWER: acquired needs theory RATIONALE: The acquired needs theory was developed by McClelland. It proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual’s lifetime. POINTS: 1 DIFFICULTY: Easy Page 23

REFERENCES: p. 236 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:11 AM 48. The states that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated. ANSWER: law of effect RATIONALE: The basic assumption underlying behavior modification is the law of effect, which states that positively reinforced behavior tends to be repeated, and behavior that is not reinforced tends not to be repeated. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 238 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/14/2016 8:19 PM 49. is a theory that suggests that motivation depends on individuals' mental anticipation about their ability to perform tasks and receive desired rewards. ANSWER: Expectancy theory RATIONALE:

Expectancy theory suggests that motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 240 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories Page 24

KEYWORDS: DATE CREATED: DATE MODIFIED:

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50. and learning are the two components of thriving individuals. a. Vitality b. Affiliation c. Self-efficacy d. Valence ANSWER: a RATIONALE: Two components of thriving individuals are vitality and learning. A thriving employee is one who feels alive, energized, and passionate about what he or she is doing. The individual has a sense that his or her work has purpose and meaning. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 250 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.08 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-6 New Ideas for Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 51. Why is it important for leaders to understand motivation? ANSWER: Employee motivation affects productivity, so part of a leader’s job is to channel followers’ motivation toward the accomplishment of the organization’s vision and goals. The study of motivation helps leaders understand what prompts people to initiate action, what influences their choice of action, and why they persist in that action over time. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 228 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 52. Briefly describe the two categories of motives. ANSWER: According to the four categories of motives based on two criteria, the horizontal dimension Page 25

contrasts motives that are driven by fear or pain versus those driven by growth or pleasure. The vertical dimension contrasts motives that are triggered from within the individual versus those triggered from outside the individual, such as by a leader. The four quadrants represent four differing approaches leaders can use for motivating people. Quadrants I and II are both positive approaches to motivating. Quadrant I motivational methods attempt to influence behavior by using extrinsic rewards that create pleasure, such as giving an employee a pay raise, a bonus, or a gift. Quadrant II techniques tap into deep-seated employee energy and commitment by helping people get deep personal satisfaction from their work. Quadrant III uses negative, extrinsic methods, such as threats or punishments, to get people to perform as desired. Quadrant IV reflects methods that attempt to motivate people by tapping into their self-doubts or anxieties, such as motivating people to work hard by emphasizing the weak economy and high unemployment rate. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 231–232 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:12 AM

53. Describe the reinforcement perspective on motivation. ANSWER: Reinforcement theory simply looks at the relationship between behavior and its consequences by changing or modifying followers’ on-the-job behavior through the appropriate use of rewards or punishments. Behavior modification is the name given to a set of techniques by which reinforcement theory is used to modify behavior. Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited. Four ways in which leaders use reinforcement to modify or shape employee behavior are positive reinforcement, negative reinforcement, punishment, and extinction. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 238 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:13 AM Page 26

54. Explain positive reinforcement with a suitable example. ANSWER: Positive reinforcement is the administration of a pleasant and rewarding consequence immediately following a desired behavior. A good example of positive reinforcement is immediate praise for an employee who does a little extra in his or her work. Studies have shown that positive reinforcement does help to improve performance. In addition, nonfinancial reinforcements such as positive feedback, social recognition, and attention are just as effective as financial rewards. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 238–239 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-3 Other Motivation Theories KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:13 AM 55. List the five dimensions of jobs in which leaders can make alterations to increase a job’s motivational and empowerment potential. ANSWER: Leaders can make alterations in five dimensions of jobs to increase a job’s motivational and empowerment potential. 1. Increase skill variety. 2. Structure jobs so that an employee can perform a complete task from beginning to end. 3. Incorporate task significance into the job. 4. Give people autonomy for choosing how and when to perform specific tasks. 5. To the extent possible, design jobs to provide feedback and let employees see the outcomes of their efforts. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 245 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:15 AM Page 27

56. Briefly describe the concept of a thriving workforce. ANSWER: A thriving workforce is one in which people are not just satisfied and productive but also engaged in creating the future—their own and that of the organization. Two components of thriving individuals are vitality and learning. A thriving employee is one who feels alive, energized, and passionate about what he or she is doing. The individual has a sense that his or her work has purpose and meaning. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 250 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.08 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-6 New Ideas for Motivation KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/5/2016 11:38 AM 57. You are the owner of a small business with ten employees. How would you build a thriving workforce? ANSWER: Answers will vary. A thriving workforce is one in which people are not just satisfied and productive but also engaged in creating the future—their own and that of the organization. Two components of thriving individuals are vitality and learning. A thriving employee is one who feels alive, energized, and passionate what he or she is doing. The individual has a sense that his or her work has purpose and meaning. In addition, a thriving employee is one who is learning and growing, developing new knowledge, skills, and abilities that can be applied now and in the future. Leaders promote thriving by meeting higher-level needs, helping people get intrinsic rewards from their work, and providing regular feedback on performance and progress. A long-term commitment to empowerment and engagement can provide the basis for a thriving workplace. However, there is no cookie-cutter approach to promoting a thriving workplace because each individual and organization is different. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 250–251 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.08 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-6 New Ideas for Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:18 AM 58. Describe the needs-based theories of motivation. Page 28

ANSWER:

Answers will vary. Needs-based theories emphasize the needs that motivate people. Maslow's hierachy of needs proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order: physiological, safety, belongingness, esteem, and selfactualization. Physiological, safety, and belongingness needs must be satisfied before esteem and self-actualization needs. Herzberg's two-factor theory holds that dissatisfiers must be removed and motivators then added to cause high motivation. McClelland asserted that people are motivated differently depending on which needs they have acquired. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 232–237 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-2 Needs-Based Theories of Motivation KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:21 AM 59. Explain how positive and negative motives can cause people to take action. Provide examples. ANSWER: Answers will vary. People have both positive and negative motives that cause them to engage in specific behaviors or activities. Motives can be driven by fear or pain or by growth or pleasure. Motives also come from within a person (intrinsic) or are triggered from without (extrinsic). Extrinsic positive motives include rewards such as pay raises, bonuses, and praise. Intrinsic positive motives involve helping people enjoy their work and get a sense of accomplishment. Extrinsic negative motives include threats and punishments. Intrinsic negative motives tap into people's self-doubts and anxieties. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 230–232 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:38 AM DATE MODIFIED: 7/29/2016 11:24 AM 60. An example of intrinsic positive motivation is: a. volunteering for a fun task. b. receiving a gift card for good performance. c. reading a book because it's required for a class. d. practicing a song to avoid embarrassment when playing the violin in the school band. Page 29

ANSWER: RATIONALE:

a Refer to Exhibit 8.3. Finding meaning or joy in an activity is an intrinsic positive approach to motivation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 231 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-1 Leadership and Motivation KEYWORDS: Bloom's: Application DATE CREATED: 7/14/2016 10:41 PM DATE MODIFIED: 7/14/2016 10:59 PM 61. Which of the following actions can a leader take to empower an employee? a. Tell the employee how to complete a task. b. Provide the company's financial data to the employee. c. Increase the employee's salary. d. Tell the employee he or she will be terminated unless performance improves. ANSWER: b RATIONALE: Empowerment refers to power sharing, the delegation of power or authority to subordinates in the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 244 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Application DATE CREATED: 7/14/2016 11:01 PM DATE MODIFIED: 7/14/2016 11:11 PM 62. Adele's company competes with several larger companies for workers. To attract workers, Adele wants to apply the job characteristics model to enrich jobs. Which of the following actions should she take? a. Increase salaries. b. Buy better equipment than her competitors have. c. Establish task identities. d. Set high quality standards that all workers must meet. ANSWER: c

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RATIONALE: Structure jobs so that an employee can perform a complete task from beginning to end. The job characteristics model refers to this as task identity, which means the job has a recognizable beginning and ending. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 245 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 8-4 Empowering People to Meet Higher Needs KEYWORDS: Bloom's: Application DATE CREATED: 7/15/2016 2:35 AM DATE MODIFIED: 7/15/2016 2:50 AM 63. How can an employer create a thriving workplace? a. Use positive extrinsic rewards. b. Make the workplace a positive environment. c. Let everyone manage themselves. d. Provide regular feedback on performance and progress. ANSWER: d RATIONALE: Leaders promote thriving by applying many of the motivational techniques described throughout this chapter, such as meeting higher-level needs, helping people get intrinsic rewards from their work, and providing regular feedback on performance and progress. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 250 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.08.08 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles 8-6 New Ideas for Motivation Bloom's: Analysis 7/15/2016 3:02 AM 7/15/2016 3:14 AM

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1. Leaders communicate to inspire and motivate people to strive toward a vision. a. True b. False ANSWER: True RATIONALE: Leadership means influencing people to bring about change toward a vision, or desired future, for the organization. Leaders communicate to share the vision with others, inspire and motivate them to strive toward the vision, and build the values and trust that enable effective working relationships and goal accomplishment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:47 AM 2. The key elements of the communication process include encoding, transmitting the message through a channel, decoding, and feedback. a. True b. False ANSWER: True RATIONALE: In the communication process, the sender (such as a leader) initiates communication by encoding a thought or an idea. The message is the tangible formulation of the thought or idea sent to the receiver, and the channel is the medium by which the message is sent. The receiver decodes the symbols to interpret the meaning of the message. Feedback enables someone to determine if the receiver correctly interpreted the message. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:04 PM

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3. Open communication runs according to the traditional flow of selective information downward from supervisors to the subordinates. a. True b. False ANSWER: RATIONALE:

False Open communication runs counter to the traditional flow of selective information downward from supervisors to subordinates. POINTS: 1 REFERENCES: p. 267 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:35 PM 4. A discussion’s focus is to reveal feelings and build common ground, with the emphasis on inquiry rather than advocacy. a. True b. False ANSWER: False RATIONALE: A dialogue’s focus is to reveal feelings and build common ground, with the emphasis on inquiry rather than advocacy. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 272 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:36 PM 5. Written communication is the highest in channel richness because it permits immediate feedback. a. True b. False ANSWER: False RATIONALE: Impersonal written media, including fliers, bulletins, and standard computer reports, are the lowest in richness. POINTS: 1 Page 2

DIFFICULTY: REFERENCES: QUESTION TYPE:

Moderate p. 277 True / False

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:04 PM 6. Leaders should select a communication channel to fit their message. a. True b. False ANSWER: True RATIONALE: Leaders should select a channel to fit the message. When a message is highly important, leaders often use redundant communications by sending the same message using different channels. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 278 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:49 AM 7. "Management by wandering around" means that employees speak to leaders only through electronic channels of communication. a. True b. False ANSWER: False RATIONALE: One way leaders nonverbally communicate the value of feedback is by practicing management by wandering around (MBWA). MBWA means that leaders leave their offices and speak directly to employees as they work. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 281 QUESTION TYPE: True / False Page 3

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:36 PM 8. Persuasion is a valuable communication process that individuals can use to lead others to a shared solution or commitment. a. True b. False ANSWER: True RATIONALE: Persuasion is a valuable communication process that individuals can use to lead others to a shared solution or commitment. To be persuasive and act as communication champions, leaders must communicate frequently and easily with others in the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 276 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-3 Communicating to Persuade and Influence KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/5/2016 11:42 AM 9. A leader should maintain low visibility during times of rapid change, uncertainty, or crisis. a. True b. False ANSWER: False RATIONALE: Communication is a key part of a leader’s job, but at no time is it more crucial than during times of rapid change, uncertainty, or crisis. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 282 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges Page 4

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Evaluation 7/5/2016 11:42 AM 7/5/2016 11:42 AM

10. In a crisis situation, a leader should refrain from absorbing people's fears and uncertainties. a. True b. False ANSWER: RATIONALE:

False Perhaps the most important part of a leader’s job in a crisis situation is to absorb people’s fears and uncertainties. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 282 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/5/2016 11:42 AM 11. The traditional role of a manager is that of a(n): a. encoder. b. sensegiver. c. communication champion. d. information processor. ANSWER: d RATIONALE: The traditional role of a manager is that of an "information processor." Managers scan their environments for important written and personal information, gathering facts, data, and ideas, which in turn are sent to subordinates and others who can use them. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 263 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:50 AM Page 5

12. Which of the following is true of a leader as a communication champion? a. He or she uses rich channels of communication. b. He or she communicates facts and pieces of information. c. He or she is present at the center of information networks. d. He or she directs and controls an organization. ANSWER: a RATIONALE: Refer to Exhibit 9.2. A leader, as a communication champion, uses nonverbal communication along with rich channels of communication. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 266 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:50 AM 13. In the communication process, the is the tangible formulation of the thought or idea sent to the receiver. a. feedback b. channel c. noise d. message ANSWER: d RATIONALE: Communication is a process by which information and understanding are transferred between a sender and a receiver. The message is the tangible formulation of the thought or idea sent to the receiver, and the channel is the medium by which the message is sent. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:51 AM 14. Without , leaders can miss important signals that something is going wrong. a. filters b. fear tactics c. feedback Page 6

d. noise ANSWER: RATIONALE:

c Without feedback, leaders can miss important signals that something is going wrong. In addition, when leaders don’t have feedback, they often make decisions and plans that are out of alignment with employee needs or perceptions, making smooth implementation less likely. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:38 PM 15. In the communication process, the sender (such as a leader) initiates a communication by a thought or an idea. a. encoding b. decoding c. filtering d. channeling ANSWER: a RATIONALE: Communication is a process by which information and understanding are transferred between a sender and a receiver. The sender of a message (such as a leader) initiates a communication by encoding a thought or an idea, that is, by selecting symbols (such as words) with which to compose and transmit a message. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:38 PM 16. Leaders communicate to: a. improve their presentation skills. b. inspire others to strive toward a vision. c. direct and control an organization. d. understand each individual’s personal goal. Page 7

ANSWER: RATIONALE:

POINTS: DIFFICULTY:

b Leaders communicate to share a vision with others, inspire and motivate them to strive toward the vision, and build the values and trust that enable effective working relationships and goal accomplishment. 1 Moderate

REFERENCES: p. 262 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/15/2016 8:45 PM 17. is the element of the communication process that enables someone to determine whether the receiver correctly interpreted the message. a. Channel b. Signal c. Noise d. Feedback ANSWER: d RATIONALE: Feedback is the element of the communication process that enables someone to determine whether the receiver correctly interpreted the message. Feedback occurs when a receiver responds to a leader’s communication with a return message. Without feedback, the communication cycle is incomplete. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 262 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:52 AM 18. A leader, as a(n) , uses communication to unite people around a common sense of purpose and identity. a. open communicator b. encoder c. communication champion Page 8

d. change catalyst ANSWER: RATIONALE:

c A communication champion is philosophically grounded in the belief that communication is essential to building trust and gaining commitment to the vision and strategy. Leaders use communication to unite people around a common sense of purpose and identity and to ensure that the vision and strategy are deeply understood and accepted by employees. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 264 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/5/2016 11:42 AM 19. An open communication climate in an organization is essential because: a. it enables leaders to convey commitment to the organization's values. b. it protects information that shouldn't be shared. c. it is a reflection of the employees. d. a vision is accepted and understood immediately after it is communicated. ANSWER: a RATIONALE: To build an open communication climate, leaders break down conventional hierarchical and departmental boundaries that may be barriers to communication, enabling them to convey a stronger awareness of and commitment to organizational vision, goals, and values. In an open climate, a leader’s communication of the vision ‘‘cascades’’ through an organization. People throughout the organization thus have a clear direction and an understanding of how they can contribute. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 267 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/15/2016 9:04 PM

Page 9

20. questioning helps leaders tap into the expertise and ideas of followers. a. Follower-centered b. Leader-centered c. Customer-centered d. Employee-centered ANSWER: b RATIONALE: Leader-centered questioning seeks to inform the leader about what is going on in the organization; investigate specific issues, problems, or opportunities; and gather information, ideas, or insights. This type of questioning is important because it helps leaders tap into the expertise and ideas of followers.

Page 10

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 268 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:52 AM 21. Which of the following is true of a leader who is a good listener? a. He or she listens for facts rather than central themes. b. He or she pays complete attention to the message. c. He or she concentrates on what to say next rather than on what is being said. d. He or she is quick to point out delivery errors. ANSWER: b RATIONALE: A good listener's total attention is focused on the message. Good leaders get out of their offices and mingle with others, ask questions, set up listening forums where people can say whatever is on their minds, and provide feedback to let people know they have been heard. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 269 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:40 PM 22. In most organizations, there are some issues that are characterized by strong emotions and extreme uncertainty and that can’t be resolved by resorting to facts and logic. These issues are referred to as . a. grapevine b. rumors c. hot topics d. noise ANSWER: c RATIONALE: In most organizations, there are some issues that are characterized by strong emotions and extreme uncertainty and that can’t be resolved by resorting to facts and logic. With these socalled hot topics, the stakes for those involved are high. When hot topics involve whole groups of employees, a type of communication referred to as dialogue can help. Page 11

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 270 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/5/2016 11:42 AM 23. A discussion results in: a. ratifying one’s position. b. building common ground. c. fixing the big issues. d. emphasizing inquiry. ANSWER: a RATIONALE: Refer to Exhibit 9.5. A discussion results in the following: (1) retaining a fixed mindset, (2) finding a short-•term solution, (3) ratifying one’s position, and (4) others being beaten down. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 271 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:53 AM 24. The result of a dialogue is marked by: a. opposition by individuals who advocate their positions and convince others. b. group unity, shared meaning, and transformed mindsets. c. talking more than listening. d. "beating down" opponents. ANSWER: b RATIONALE: The result of a dialogue is characterized by group unity, shared meaning, and transformed mindsets. Dialogue transforms communication and, by extension, the organization. POINTS: 1 Page 12

DIFFICULTY: REFERENCES:

Easy p. 272

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:40 PM 25. The richness of an information channel is influenced by the: a. ability to handle multiple cues simultaneously. b. ability to handle one-way feedback. c. quality of information transmitted during an episode. d. ability to establish an impersonal focus for communication. ANSWER: a RATIONALE: The richness of an information channel is influenced by three characteristics:(1) the ability to handle multiple cues simultaneously; (2) the ability to facilitate rapid, two-way feedback; and (3) the ability to establish a personal focus for the communication. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 277 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:41 PM 26. Nonroutine messages: a. convey data or statistics. b. are simple and straightforward. c. can be efficiently communicated through a channel lower in richness. d. are often characterized by time pressure and surprise. ANSWER: d RATIONALE: Nonroutine messages typically concern issues of change, conflict, or complexity that have great potential for misunderstanding. Nonroutine messages often are characterized by time pressure and surprise. Leaders can communicate nonroutine messages effectively only by selecting a rich channel. Page 13

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

1 Moderate p. 278 Multiple Choice

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:41 PM 27. To practice the art of persuasion, leaders should: a. dictate their terms to followers. b. build goals on common ground. c. be inflexible with respect to goals and plans. d. rely on facts and figures alone. ANSWER: b RATIONALE: Leaders can follow four steps to practice the art of persuasion: listen first, establish credibility, build goals on common ground, and make one’s position compelling to others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 275–276 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-3 Communicating to Persuade and Influence KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:07 PM 28. Routine messages typically concern issues: a. of change, conflict, or complexity. b. that are characterized by time pressure and surprise. c. that people already understand and agree on. d. that have great potential for misunderstanding. ANSWER: c RATIONALE: Routine communications are simple and straightforward, such as a product price change. Routine messages convey data or statistics or simply put into words what people already understand and agree on. Page 14

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 278 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:42 PM 29. Electronic methods of communication: a. can increase the potential for communication errors. b. support the emotional well-being of employees. c. have slowed down the communication process. d. have increased instances of "human moments.” ANSWER: a RATIONALE: Electronic methods of communication can increase the potential for communication errors. Leaders can come across as sounding cold, arrogant, or insensitive when they attempt to discuss delicate or complex issues via e-mail. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 279 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:43 PM 30. Which of the following is an advantage of a channel lower in richness? a. Two-way communication b. Provides a record c. Faster feedback d. Spontaneity ANSWER: b RATIONALE: Refer to Exhibit 9.6. The advantages of a channel lower in richness are that it provides a record of the communication, it is premeditated, and it is easily disseminated. POINTS: 1 Page 15

DIFFICULTY: Easy REFERENCES: p. 277 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:55 AM 31. Face-to-face discussion: a. is the richest medium of communication. b. conveys only cues written on paper. c. is an impersonal method of communication. d. is slow to provide feedback. ANSWER: a RATIONALE: Face-to-face discussion is the richest medium because it permits direct experience, multiple information cues, immediate feedback, and personal focus. It facilitates the assimilation of broad cues and deep, emotional understanding of the situation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 277 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:56 AM 32. Messages transmitted through actions, behavior, facial expressions, and tone of voice are referred to as communication. a. nonverbal b. leader-centered c. follower-centered d. redundant ANSWER: a RATIONALE: Nonverbal communication refers to messages transmitted through actions, behavior, facial expressions, and tone of voice. It accounts for over one-half of the entire message received in a personal encounter. POINTS: 1 Page 16

DIFFICULTY: Easy REFERENCES: p. 281 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED:

7/29/2016 12:44 PM

33. An example of nonverbal communication is: a. presenting an annual report. b. management by wandering around. c. writing a letter. d. broadcasting a job description. ANSWER: b RATIONALE: One way leaders nonverbally communicate the value of feedback is by practicing management by wandering around (MBWA). MBWA means that leaders leave their offices and speak directly to employees as they work. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 281 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 11:57 AM 34. E-mail should be used for: a. communicating with colleagues sitting across the hall. b. starting a feud. c. writing potentially sensitive material. d. preparing a group of people for a meeting. ANSWER: d RATIONALE: Refer to Exhibit 9.7. E-mail should be used to set up meetings and send agenda materials, to recap spoken conversations, or to follow up on information already discussed face-to-face. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 280 Page 17

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:44 PM 35. Which of the following is a guideline for using e-mail effectively? a. Don’t act like a newspaper reporter. b. Say negative things about a colleague using e-mail. c. Keep e-mail messages short and to the point. d. Use e-mail to start or perpetuate a feud. ANSWER: c RATIONALE: Refer to Exhibit 9.7. When sending e-mails one should keep the e-mail messages short and to the point. Many people read e-mail on handheld devices, which have small screens. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 280 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:45 PM 36. Which of the following guidelines should be followed when sending an e-mail? a. Use the subject line to grab the reader’s attention. b. Write elaborate and detailed e-mail messages. c. Write multiple e-mails to clear up confusion. d. Say anything negative about a boss, friend, or colleague via e-mail. ANSWER: a RATIONALE: Refer to Exhibit 9.7. When sending e-mails, act like a newspaper reporter. Use the subject line to grab the reader's attention and reflect what the message is about. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 280 QUESTION TYPE: Multiple Choice Page 18

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:45 PM 37. Leaders can persuade others by: a. establishing credibility. b. building goals based on personal ambitions. c. relying on facts and figures alone. d. keeping noise out of the communication process. ANSWER: a RATIONALE: Leaders can follow four steps to practice the art of persuasion: listen first, establish credibility, build goals on common ground, and make one’s position compelling to others. A leader’s credibility is based on the leader’s knowledge and expertise as well as his or her relationships with others. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 275–276 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-3 Communicating to Persuade and Influence KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:46 PM 38.

To communicate in a crisis, leaders should: a. avoid visibility among followers. b. convey a vision for the future. c. encourage rumors if they help the situation. d. instill a sense of uncertainty so that all possible avenues are explored. ANSWER: b RATIONALE: To be prepared for communicating in a crisis, leaders should communicate a vision for the future. People need to feel that they have something to work for and look forward to. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 283 QUESTION TYPE: Multiple Choice Page 19

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:48 PM 39.

Which of the following is a form of social media? a. Newspapers b. Telegrams c. Magazines d. Blogs ANSWER: d RATIONALE: Social media refers to a variety of Internet-based applications, including social networking, wikis, blogs, and so forth, that allow the creation and sharing of user-generated content. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 281–282 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:49 PM 40.

The most important part of a leader’s job in a crisis is to: a. use social media. b. use management by wandering around. c. stay calm. d. be an information processor. ANSWER: c RATIONALE:

Perhaps the most important part of a leader’s job in a crisis situation is to absorb people’s fears and uncertainties. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 282 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 Page 20

refers to the process of influencing how others construct meaning and comprehend the organization and their place in it. ANSWER: Sensegiving RATIONALE: Sensegiving refers to the process of influencing how others construct meaning and make sense of the organization and their place in it. Good leaders communicate to help people understand the larger purpose of their own work and see how they fit in the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 264–265 QUESTION TYPE: Completion

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:09 PM 42. is a process by which information and understanding are transferred between a sender and a receiver. ANSWER: Communication RATIONALE: Communication is a process by which information and understanding are transferred between a sender and a receiver, such as between a leader and an employee, an instructor and a student, or a coach and a football player. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:02 PM

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43. A(n) is a person who is philosophically grounded in the belief that communication is essential to building trust and gaining commitment to a vision. ANSWER: communication champion RATIONALE: A communication champion is philosophically grounded in the belief that communication is essential to building trust and gaining commitment to the vision and strategy. Leaders use communication to unite people around a common sense of purpose and identity and to ensure that the vision and strategy are deeply understood and accepted by employees. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 264 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:02 PM 44. Briefly describe the leader as a communication champion. ANSWER: A communication champion is philosophically grounded in the belief that communication is essential to pursuing the organizational vision. Leaders use communication to unite people around a common sense of purpose and identity. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 264 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.01 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-1 How Leaders Communicate KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:02 PM 45. In the communication process, a(n) is the medium by which a message is carried from sender to receiver. ANSWER: channel RATIONALE: In the communication process, the message is the tangible formulation of the thought or idea sent to the receiver, and the channel is the medium by which the message is sent. The channel could be a formal report, a blog, a telephone call, an e-mail or text message, or a face-to-face conversation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 262 QUESTION TYPE: Completion Page 22

refers to communication that takes place across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and the values that can help achieve desired outcomes. ANSWER: Strategic conversation RATIONALE: Strategic conversation refers to communication that takes place across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and the values that can help achieve desired outcomes. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 266 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:51 PM 47. refers to leaders sharing all types of information throughout the company and across all levels. ANSWER: Open communication RATIONALE: Open communication means sharing all types of information throughout the organization, especially across functional and hierarchical boundaries. Open communication runs counter to the traditional flow of selective information downward from supervisors to subordinates. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 267 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSROG - Communication STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/5/2016 11:42 AM Page 23

48. Why do leaders ask questions? ANSWER: One purpose of questioning is leader-centered, in that it seeks to inform the leader about what is going on in the organization; investigate specific issues, problems, or opportunities; and gather information, ideas, or insights. This type of questioning is important because it helps leaders tap into the expertise and ideas of followers. With advances in technology and communications, no one person can master all the data and information needed to meet the challenges most organizations face. Leaders also use questions for another purpose. This approach is follower-centered, in that it seeks to connect with followers, develop new insights, encourage critical thinking, expand people’s awareness, and stimulate learning. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 268 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:51 PM 49. The skill of grasping and interpreting a message's genuine meaning is called . ANSWER: listening RATIONALE: Listening involves the skill of grasping and interpreting a message’s genuine meaning. However, many leaders take listening for granted and focus their time and energy on learning how to verbalize and present their own ideas more effectively. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 268–269 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:52 PM 50.

In , people together create a stream of shared meaning that enables them to understand each other and share a view of the world. ANSWER: dialogue RATIONALE: In dialogue, people together create a stream of shared meaning that enables them to understand each other and share a view of the world. Page 24

POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 270 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:52 PM 51. is the amount of information that can be transmitted during a communication episode. ANSWER: Channel richness RATIONALE: Channel richness is the amount of information that can be transmitted during a communication episode. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 277 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:31 PM 52. is a nonverbal method of communication used by leaders to convey the value of feedback. ANSWER: Management by wandering around (MBWA) RATIONALE: One way leaders nonverbally communicate the value of feedback is by practicing management by wandering around (MBWA). MBWA means that leaders leave their offices and speak directly to employees as they work. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 281 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication Page 25

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Knowledge 7/5/2016 11:42 AM 7/29/2016 1:00 PM

53. Briefly describe a strategic conversation. ANSWER: A strategic conversation refers to people talking across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and the values that can help achieve desired outcomes. Leaders facilitate strategic conversations by actively listening, setting the agenda by underscoring the key strategic themes linked to organizational success, and selecting the right communication channels and facilitating dialogue. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 266 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:31 PM 54. Contrast dialogue and discussion. ANSWER: Refer to Exhibit 9.5. Typically, the intent of a discussion is to present one’s own point of view and persuade others in the group to adopt it. A discussion is often resolved by logic or by ‘‘beating down’’ opposing viewpoints. Dialogue, on the other hand, requires that participants suspend their attachments to a particular point of view so that a deeper level of listening, synthesis, and meaning can emerge from the group. A dialogue’s focus is to reveal feelings and build common ground, with the emphasis on inquiry rather than advocacy. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 271-272 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:53 PM 55. Describe channel richness. ANSWER: Channel richness is the amount of information that can be transmitted during a communication episode. The richness of an information channel is influenced by three Page 26

characteristics: the ability to handle multiple cues simultaneously; the ability to facilitate rapid, two-way feedback; and the ability to establish a personal focus for the communication. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 277 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-4 Selecting the Correct Communication Channel KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:00 PM 56. One example of informal communication is "management by wandering around." Describe and evaluate this communication method. ANSWER: Answers will vary. Students should evaluate the use of "management by wandering around," which is leaders leaving their offices and speaking directly to employees as they work. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 281 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:11 PM 57. Why is a leader's nonverbal communication important to followers? ANSWER: Answers will vary. Nonverbal communication is messages transmitted through actions, behavior, facial expressions, and tone of voice. Most people don't realize they are communicating all the time by their facial expressions, body language, and actions; however, a person's nonverbal communication is symbolic messages to others. In interpreting a leader's nonverbal cues, followers determine the extent to which a leader's actions correspond with his or her verbal messages. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 281 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False Page 27

LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-5 Nonverbal Communication KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 12:56 PM 58. How should a leader communicate in a crisis? ANSWER: To be prepared for communicating in a crisis, leaders can develop four skills: (1) stay calm, (2) be visible and supportive, (3) tell the truth, and (4) communicate a vision for the future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 282–283 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 11:42 AM DATE MODIFIED: 7/29/2016 1:11 PM 59. How does a leader facilitate a strategic conversation? a. Persuading others to take action b. Selecting a location for the conversation c. Asking questions and actively listening to others d. Managing by walking around ANSWER: c RATIONALE: Leaders facilitate strategic conversations by (1) asking questions and actively listening to others to understand their attitudes and values, needs, personal goals, and desires; (2) setting the agenda for conversation by underscoring the key strategic themes that are linked to organizational success; and (3) selecting the right communication channels and facilitating dialogue. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 266 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.02 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations Page 28

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Analysis 7/16/2016 9:13 AM 7/29/2016 12:34 PM

60. What is a benefit of using candor? a. Focuses on judgements b. Limits misunderstandings c. Places responsibility on the correct person d. Increases the need for meetings ANSWER: b RATIONALE: A communication approach that can limit the potential for workplace misunderstandings, incivility, and ill will that turn into hot topics is candor. When leaders communicate with candor, they encourage others to do the same. Candor refers to honest, forthright expression of a leader’s thinking. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 272 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-2 Leading Strategic Conversations KEYWORDS: Bloom's: Analysis DATE CREATED: 7/16/2016 9:29 AM DATE MODIFIED: 7/16/2016 10:14 AM 61. What is the foundation of sensegiving? a. Dialogue b. Candor c. Storytelling d. Channel selection ANSWER: RATIONALE:

c Native American tribes often made the best storytellers their tribal leaders. That’s because stories can have tremendous influence on people’s beliefs, attitudes, and behaviors. Recall the earlier discussion of leaders as sensegivers. Telling stories is the foundation of sensegiving. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 274 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles Page 29

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

9-2 Leading Strategic Conversations Bloom's: Analysis 7/16/2016 10:15 AM 7/16/2016 10:22 AM

62. Which of the following supports the trend toward openness and transparency? a. Storytelling b. Social media c. Leaders as information processors d. Meetings between leaders and followers ANSWER: b RATIONALE: Social media directly support the trend toward openness and transparency and give leaders a new way to connect and build relationships with employees all across the organization and around the world. When people feel that they belong to a community with shared values, their attachment to the organization increases. Leaders should recognize that in today’s world, particularly for younger employees, "community" is often built through social media. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 282 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 9-6 Current Communication Challenges KEYWORDS: Bloom's: Analysis DATE CREATED: 7/16/2016 10:38 AM DATE MODIFIED: 7/29/2016 12:00 PM 63. Davis is the CEO of a retailer that just had its customer database hacked. The news media has already announced the theft of customer data. What should Davis do? a. Isolate himself until the problem has been fixed. b. Spread rumors about the group that took the data. c. Deny that the data theft occurred. d. Be visible and respond to public concerns. ANSWER: d RATIONALE: Be visible and supportive. Many leaders underestimate just how important their presence and support is during a crisis. Being a leader means stepping out immediately, both to reassure followers and respond to public concerns. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 282 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.09.07 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic Page 30

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Leadership Principle - DISC: Leadership Principles 9-6 Current Communication Challenges Bloom's: Application 7/16/2016 10:57 AM 7/29/2016 12:58 PM

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1. Work in organizations is interdependent. a. True b. False ANSWER: True RATIONALE: Teams are not right for every situation, but much work in organizations is interdependent, which means that individuals and departments rely on other individuals and departments for information or resources in order to accomplish their work. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 294 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:25 PM 2. Self-directed teams are typically completely autonomous. a. True b. False ANSWER: False RATIONALE: Self-directed teams are typically not completely autonomous, in that organizational leaders set overall direction and monitor the team’s work on a regular basis. However, these teams are effectively trained to work with minimum supervision, and members are jointly responsible for making decisions and solving problems. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 298 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:26 PM 3. Members on large teams typically ask more questions, exchange more opinions, and exhibit more cooperative behavior. a. True b. False ANSWER: False RATIONALE: Members on small teams typically ask more questions, exchange more opinions, and exhibit Page 1

more cooperative behavior. In addition, people in small teams report higher motivation, more job satisfaction, and a greater sense of belonging and cohesiveness. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 300 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-3 Leading a Team to High Performance KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:26 PM 4. The first stage of team development is called norming. a. True b. False ANSWER: False RATIONALE: The first stage of team development is forming. The forming stage of development is a period of orientation and getting acquainted. Team members find out what behavior is acceptable to others, explore friendship possibilities, and determine task orientation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 302 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:27 PM 5. Employee morale is higher in cohesive teams. a. True b. False ANSWER: True RATIONALE: As a general rule, morale is higher in cohesive teams because of increased communication among members, a friendly team climate, maintenance of membership because of commitment to the team, loyalty, and member participation in team decisions and activities. High cohesiveness has almost uniformly good effects on the satisfaction and morale of team members. POINTS: 1 DIFFICULTY: Easy Page 2

REFERENCES: p. 304 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:28 PM 6. Successful teams require only the task-specialist role. a. True b. False ANSWER: False RATIONALE: For a team to be successful over the long term, both task-oriented behavior and relationshiporiented behavior are required within the team. The task-specialist role is associated with behaviors that help the team accomplish its goal. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:29 PM 7. A characteristic of virtual teams is the requirement to meet face-to-face in the same physical space. a. True b. False ANSWER: False RATIONALE: The key characteristics of virtual teams are spatial distance limits face-to-face interaction and the use of technological communication is the primary means of connecting team members. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 309 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team Page 3

KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:58 PM 8. An advantage of virtual teams is the ability to rapidly assemble a talented group of people. a. True b. False ANSWER: True RATIONALE: One of the primary advantages of virtual teams is the ability to rapidly assemble the most talented group of people to complete a complex project, solve a particular problem, or exploit a specific strategic opportunity. On a practical level, organizations can save employees time and cut travel expenses when people meet in virtual rather than physical space. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 310 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:41 PM 9. The avoiding style of handling conflict reflects assertiveness to get one's own way. a. True b. False ANSWER: False RATIONALE: The avoiding style (no way) of handling conflict reflects neither assertiveness nor cooperativeness. It is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 314 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:42 PM 10. Effective leaders should use the same conflict resolution style in every situation. a. True Page 4

b. False ANSWER: RATIONALE:

False Each of the five styles of conflict resolution is appropriate in certain cases, and effective team members and leaders vary their style to fit the specific situation and the people involved. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 315 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:43 PM 11. Which of the following statements is true of teams? a. Teams work to accomplish a shared goal. b. Great teams have individual "stars." c. Teams comprise a minimum of five members. d. Great teams work together only when the need arises. ANSWER: a RATIONALE: A team is a unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose to which they are committed and hold themselves mutually accountable. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 294 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:59 PM 12. Daria is a research analyst at Highend Inc. She works independently, without the need for a supervisor. When her team is offered a project, she sits with her team members to plan and organize the work. Each team member takes turns to undertake a different role. This helps them gain experience in every aspect of their work. Each team member is held accountable for his or her work, and every person works toward meeting the agreed deadline. In the given scenario, which of the following types of teams has been described? a. Cross-departmental team Page 5

b. Functional team c. Special-purpose team d. Self-directed team ANSWER: d RATIONALE: Self-directed teams are made up of employees who work with minimum supervision and rotate jobs to produce an entire product or service, or at least one complete aspect or portion of a product or service. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 297 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - BUSPROG: Group Dynamics TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:00 PM 13. A group consists of people who: a. hold themselves mutually accountable. b. interact and coordinate regularly. c. do related work but may not depend on each other. d. share a specific team vision. ANSWER: c RATIONALE: A group of employees whose work is related is not a team unless the members share a common purpose that requires them to depend on each other. In addition, the concept of teamwork implies that people sublimate their individual needs, desires, and egos and synthesize their knowledge, skills, and efforts toward accomplishing a common goal. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 294 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:44 PM 14. A(n) is made up of members from different departments within an organization. a. functional team Page 6

b. special team c. cross-functional team d. self-directed team ANSWER: c RATIONALE: A cross-departmental team is made up of members from different departments within the organization. These teams are often called cross-functional teams. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 296 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:00 PM 15. focus on a particular goal and disband once the project is completed. a. Horizontal teams b. Self-directed teams c. Functional teams d. Special-purpose teams ANSWER: d RATIONALE: Special-purpose teams focus on a specific purpose and disband once the project is completed. They are created outside the formal organization structure to undertake a project of special importance or complexity or to develop a new product or service. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 297 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:51 PM 16. are teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service. a. Functional teams Page 7

b. Special-purpose teams c. Self-directed teams d. Cross-departmental teams ANSWER: c RATIONALE: Self-directed teams are teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service. Empirical studies have shown that selfdirected teams are associated with higher job satisfaction. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 297 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 1:52 PM 17. A(n) is a team member who attains benefits from team membership but does not actively participate in and contribute to the team’s work. a. free rider b. team leader c. team player d. group member ANSWER: a RATIONALE: A free rider is a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work. Free riding is sometimes called social loafing because some members do not exert equal effort. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 298 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:01 PM 18. A leader who understands why teams are difficult for people can: a. be more effective. b. avoid creating teams. Page 8

c. create teams that don't have problems. d. avoid working in a team. ANSWER: a RATIONALE:

Some people love the idea of teamwork, others hate it, and many people have both positive and negative emotions about working as part of a team. Leaders can be more effective when they understand three primary reasons teams present a dilemma for people. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 298 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/17/2016 4:47 PM DATE MODIFIED: 7/29/2016 1:53 PM 19. Which of the following is a common dysfunction of teams? a. Lack of trust b. Lack of guidance c. Fear of responsibility d. Lack of skill ANSWER: a RATIONALE: Refer to Exhibit 10.2. The five dysfunctions that are common in teams are lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 298 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:02 PM 20. In terms of the common team dysfunctions, inattention to results leads members to: a. hide conflicting opinions. b. put personal ambition ahead of collective results. c. engage in finger-pointing when things go wrong. d. have a lack of commitment to decisions. Page 9

ANSWER: RATIONALE:

b Refer to Exhibit 10.2. Inattention to results, a common dysfunction of teams, leads members to put personal ambition or the needs of their individual departments ahead of collective results.

Page 10

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 299 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:23 PM 21. Which of the following dysfunctions of teams results in members not accepting responsibility for outcomes? a. Fear of conflict b. Lack of commitment c. Avoidance of accountability d. Inattention to results ANSWER: c RATIONALE: Refer to Exhibit 10.2. Avoidance of accountability, a common dysfunction of teams, leads members to not accept responsibility for outcomes and engage in finger-pointing when things go wrong. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 299 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:24 PM 22. Small teams perform better than large ones because: a. members exchange more opinions. b. members do not feel like a part of the group. c. there is lower motivation. d. fewer questions are asked. POINTS:

1 Page 11

DIFFICULTY: REFERENCES: QUESTION TYPE: Choice HAS VARIABLES: LEARNING OBJECTIVES: NATIONAL STANDARDS: BUSPROG: Reflective Thinking ANSWER: a RATIONALE: Much research has shown that small teams (six or fewer members) perform better than large ones. Members on small teams typically ask more questions, exchange more opinions, and exhibit more cooperative behavior. In addition, people in small teams report higher motivation, more job satisfaction, and a greater sense of belonging and cohesiveness. Moderate p. 300 Multiple False LEAD.DAFT.18.10.03 United States STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-3 Leading a Team to High Performance KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:24 PM 23. The storming stage of team development is marked by: a. conflict and disagreement. b. orientation. c. establishment of order and cohesion. d. cooperation and problem solving. ANSWER: a RATIONALE: During the storming stage of team development, individual personalities emerge more clearly. People become more assertive in clarifying their roles. This stage is marked by conflict and disagreement. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 302–303 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:03 PM POINTS:

1 Page 12

DIFFICULTY: REFERENCES: QUESTION TYPE: Choice HAS VARIABLES: LEARNING OBJECTIVES: NATIONAL STANDARDS: BUSPROG: Reflective Thinking 24. The leader's role during the stage of team development is to encourage participation by each team member and help people find their common vision and values. a. forming b. norming c. storming d. performing ANSWER: c RATIONALE: During the storming stage of team development, individual personalities emerge more clearly. People become more assertive in clarifying their roles. The leader's role during the storming stage is to encourage participation by each team member and help people find their common vision and values. Easy p. 302–303 Multiple False LEAD.DAFT.18.10.04 United States STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Legal Responsibilities 10-4 Team Processes Bloom's: Analysis 7/5/2016 1:01 PM 7/29/2016 3:04 PM

25. During the stage of team development, task performance is no longer a top priority and leaders frequently focus on team members' social and emotional needs. a. adjourning b. forming c. performing d. storming ANSWER: a RATIONALE: The adjourning stage of team development occurs in committees and teams that have a limited task to perform and are disbanded afterward. During this stage, the emphasis is on wrapping up and gearing down. Task performance is no longer a top priority, and leaders frequently focus on team members' social and emotional needs. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 303 QUESTION TYPE: Multiple Choice HAS VARIABLES: False POINTS:

1 Page 13

DIFFICULTY: REFERENCES: QUESTION TYPE: Choice HAS VARIABLES: LEARNING OBJECTIVES: NATIONAL STANDARDS: BUSPROG: Reflective Thinking LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:04 PM 26. During the stage of team development, the major emphasis is on accomplishing the team's goals. a. forming b. norming c. adjourning d. performing ANSWER: d RATIONALE: During the performing stage of team development, the major emphasis is on accomplishing the team's goals. Members are committed to the team's mission. They interact frequently, coordinate their actions, and handle disagreements in a mature, productive manner.

POINTS:

1 Page 14

DIFFICULTY: REFERENCES: QUESTION TYPE: HAS VARIABLES: LEARNING OBJECTIVES: NATIONAL STANDARDS:

Choice

BUSPROG: Reflective Thinking Easy p. 303 Multiple False LEAD.DAFT.18.10.04 United States -

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Legal Responsibilities 10-4 Team Processes Bloom's: Analysis 7/5/2016 1:01 PM 7/29/2016 2:26 PM

27. People slip into b. lateral thinking c. brainstorming d. groupthink ANSWER: RATIONALE:

when the desire for harmony outweighs concerns over decision quality. a. concept mapping

d Groupthink refers to the tendency of people in cohesive groups to suppress contrary opinions. People slip into groupthink when the desire for harmony outweighs concerns over decision quality. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 305 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:27 PM 28. People who play a task-specialist role often: a. praise and encourage others to draw forth their contributions. b. reconcile group conflicts. c. stimulate the team into action when interest drops. d. shift own opinions to maintain team harmony. ANSWER: c Page 15

RATIONALE:

The task-specialist role is associated with behaviors that help the team accomplish its goal. People who play a task-specialist role often stimulate the team into action when interest drops. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 308 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:27 PM 29. People who adopt a socioemotional role: a. stimulate the team into action when interest drops. b. give candid feedback on others’ suggestions. c. propose new solutions to team problems. d. encourage others to draw forth their contributions. ANSWER: d RATIONALE: The socioemotional role includes behaviors that maintain people's emotional well•being and strengthen the social identity. People who adopt a socioemotional role are warm and receptive to others' ideas and praise and encourage others to draw forth their contributions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 308 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:28 PM 30. Which of the following behaviors is displayed by people who play a task-specialist role? a. Reduce tension b. Praise and encourage others c. Maintain harmony d. Initiate ideas ANSWER: d

Page 16

RATIONALE:

People who play a task-specialist role often display the following behaviors: initiate ideas, give opinions, seek information, summarize, and energize. The task-specialist role is associated with behaviors that help the team accomplish its goal. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:28 PM 31. The team role associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs, and reminding others of standards for team interaction is the role. a. managerial b. authoritarian leadership c. task-specialist d. socioemotional ANSWER: d RATIONALE: The socioemotional role is associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model, and reminding others of standards for team interaction. The socioemotional role includes behaviors that maintain people’s emotional well-being and strengthen the social identity. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:06 PM 32. A global team: a. is also known as a cross-functional team. b. has members from the same culture. c. is a cross-border work team. d. uses face-to-face communication. ANSWER: c Page 17

RATIONALE:

Virtual teams are sometimes also global teams. A global team is a cross-border work team made up of members of different nationalities whose activities span multiple countries. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:47 PM 33. An advantage of a virtual team is the ability to: a. trust people to do their jobs without constant supervision. b. monitor team members. c. save employees time. d. have complete control over team members. ANSWER: c RATIONALE: One of the primary advantages of virtual teams is the ability to rapidly assemble the most talented group of people to complete a complex project, solve a particular problem, or exploit a specific strategic opportunity. The diverse mix of people can fuel creativity and innovation. On a practical level, organizations can save employees time and cut travel expenses when people meet in virtual rather than physical space. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 310 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:47 PM 34. To be successful, virtual team leaders should: a. disband the team once a project is completed. b. encourage groupthink. c. use technology to build relationships. d. use e-mail for conflict resolution. Page 18

ANSWER: RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE: HAS VARIABLES:

c Leaders apply technology to build relationships. Leaders can hold team meetings using Skype, for example, to enable people to get to know one another and clarify roles and project tasks. They should encourage non-task-related communication, such as the use of online social networking. 1 Moderate p. 311 Multiple Choice False

LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:48 PM 35. refers to antagonistic interaction in which one party attempts to block the intentions or goals of another. a. Mediation b. Groupthink c. Conflict d. Bargaining ANSWER: c RATIONALE: Conflict refers to antagonistic interaction in which one party attempts to block the intentions or goals of another. Effective conflict management has a positive impact on team cohesiveness and performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 312 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:48 PM 36. The dominating style of conflict handling in a team reflects: a. neither assertiveness nor cooperativeness. b. assertiveness to get one’s own way. c. a moderate amount of both assertiveness and cooperativeness. d. a high degree of cooperativeness. ANSWER: b Page 19

RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

The dominating style (my way) of conflict handling in a team reflects assertiveness to get one's own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting. 1 Moderate p. 314 Multiple Choice

HAS VARIABLES:

False

LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking United States - AK - DISC: Legal Responsibilities 10-7 Handling Team Conflict Bloom's: Comprehension 7/5/2016 1:01 PM 7/29/2016 3:38 PM

37. When quick decisive action is vital on important issues, the style of handling conflict in a team is appropriate. a. "my way" b. "no way" c. "half way" d. "your way" ANSWER: a RATIONALE: The dominating style (my way) of handling conflict in a team reflects assertiveness to get one's own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 314 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:49 PM 38. is a form of adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible. a. Integrative negotiation b. Distributive negotiation c. Groupthink d. Brainstorming ANSWER: b Page 20

RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE: HAS VARIABLES:

Distributive negotiation is a form of adversarial negotiation in which conflicting parties compete to win the most resources and give up as little as possible. With this win–lose approach, distributive negotiation is competitive and adversarial rather than collaborative, and it does not typically lead to positive long-term relationships. 1 Easy p. 316 Multiple Choice

False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:50 PM 39. is based on a win–win assumption, in that all parties want to come up with a creative solution that can benefit both sides. a. Mediation b. Integrative negotiation c. Groupthink d. Distributive negotiation ANSWER: b RATIONALE: Integrative negotiation is based on a win–win assumption, in that all parties want to come up with a creative solution that can benefit both sides. Rather than viewing the conflict as a win– lose situation, people look at the issues from multiple angles, consider trade-offs, and try to “expand the pie” rather than divide it. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 316 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:50 PM 40. A(n) is a unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose for which they are committed and hold themselves mutually accountable. ANSWER: team Page 21

RATIONALE:

A team is a unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose for which they are committed and hold themselves mutually accountable. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 294 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:51 PM 41. are made up of a supervisor and subordinates in the formal chain of command. ANSWER: Functional teams RATIONALE: A functional team is part of the traditional vertical hierarchy. This type of team is made up of a supervisor and his or her subordinates in the formal chain of command. Sometimes called a vertical team or a command team, the functional team can include three or four levels of hierarchy within a department. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 296 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:51 PM 42.

facilitate information sharing across functional boundaries and develop new ideas and solutions for existing organizational problems. ANSWER: Cross-functional teams/Cross-departmental teams RATIONALE: A cross-departmental term is made up of members from different departments within the organization. These teams are often called cross-functional teams. Cross-departmental teams facilitate information sharing across functional boundaries, generate suggestions for coordinating the departments represented, develop new ideas and solutions for existing organizational problems, and assist in developing new practices or policies. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 296 Page 22

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:52 PM 43.

have access to information and resources needed to perform a complete task and are empowered with decisionmaking authority to take over duties such as selecting new members, scheduling work or vacations, and evaluating performance. ANSWER: Self-directed teams RATIONALE:

Self-directed teams are teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service. They have access to information and resources needed to perform a complete task and are empowered with decision-making authority to take over duties such as selecting new members, scheduling work or vacations, and evaluating performance. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 297–298 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:07 PM 44. In the ANSWER: RATIONALE:

stage of team development, orientation and getting acquainted take place. forming The forming stage of team development is a period of orientation and getting acquainted. Team members find out what behavior is acceptable to others, explore friendship possibilities, and determine task orientation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 302 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities Page 23

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

10-4 Team Processes Bloom's: Analysis 7/5/2016 1:01 PM 7/29/2016 3:07 PM

45. is the extent to which members are attracted to the team and motivated to remain in it. ANSWER: Team cohesiveness RATIONALE: Team cohesiveness is defined as the extent to which members are attracted to the team and motivated to remain in it. Members of highly cohesive teams are committed to team activities, attend meetings, and are happy when the team succeeds. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 303–304 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:08 PM 46. The is a team leadership role associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model, and reminding others of standards for team interaction. ANSWER: socioemotional role RATIONALE: The socioemotional role is a team role associated with facilitating others' participation, smoothing conflicts, showing concern for team members' needs and feelings, serving as a role model, and reminding others of standards for team interaction. The socioemotional role includes behaviors that maintain people’s emotional well-being and strengthen the social identity. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:08 PM

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47. A(n) is made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies. ANSWER: virtual team RATIONALE: A virtual team is made up of geographically or organizationally dispersed members who share a common purpose and are linked primarily through advanced information technologies. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 308 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:54 PM 48. refers to disagreements among people about the goals to be achieved or the content of the tasks to be performed. ANSWER: Task conflict RATIONALE: Task conflict refers to disagreements among people about the goals to be achieved or the content of the tasks to be performed. In general, research suggests that task conflict can be beneficial because it leads to better decision making and problem solving. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 312 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:55 PM 49. is based on a win–win assumption, in that all parties want to come up with a creative solution that can benefit both sides of the conflict. ANSWER: Integrative negotiation Integrative negotiation is based on a win–win assumption, in that all parties want to come up RATIONALE: with a creative solution that can benefit both sides. Rather than viewing the conflict as a win– lose situation, people look at the issues from multiple angles, consider trade-offs, and try to “expand the pie” rather than divide it. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 316 QUESTION TYPE: Completion Page 25

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:09 PM 50. Briefly describe self-directed teams. ANSWER: Self-directed teams have access to information and resources needed to perform a complete task and are empowered with decision-making authority to take over duties such as selecting new members, scheduling work or vacations, and evaluating performance. Self-directed teams are typically not completely autonomous, in that organizational leaders set overall direction and monitor the team’s work on a regular basis. However, these teams are effectively trained to work with minimum supervision, and members are jointly responsible for making decisions and solving problems. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 298 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-1 The Value of Teams KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:09 PM 51. Why are small teams more effective than large teams? ANSWER: Teams must be large enough to have diverse skills, about seven people, yet small enough for members to feel like part of a community. Research shows that small teams exhibit more cooperative behavior, ask more questions, and exchange more opinions. Large teams tend to have more disagreements, form subgroups, and are prone to conflicts. Large teams also tend to be less friendly. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 300 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-3 Leading a Team to High Performance Page 26

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Evaluation 7/5/2016 1:01 PM 7/29/2016 2:41 PM

52. An important factor in team effectiveness is ensuring that the needs for both task accomplishment and team members' socioemotional well-being are met. Discuss. ANSWER: For a team to be successful over the long term, both task-oriented behavior and relationshiporiented behavior are required within the team. The task-specialist role is associated with behaviors that help the team accomplish its goal. The socioemotional role includes behaviors that maintain people's emotional well-being and strengthen the social identity. Teams with mostly socioemotional roles can be satisfying, but they can be unproductive. At the other extreme, a team made up primarily of task specialists will tend to have a singular concern for task accomplishment. This team will be effective for a short period of time but will not be satisfying for members over the long run. Effective teams have people in both task-specialist and socioemotional roles. A well-balanced team will do best over the long term because it will be personally satisfying for team members and it will accomplish its tasks. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 308 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-5 What Team Members Must Contribute KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:13 PM 53. What are the challenges faced by leaders of global teams? ANSWER: Building team relationships and trust is the biggest challenge faced by virtual (global) team leaders. Virtual team leaders have to trust people to do their jobs without constant supervision, and they learn to focus more on results than on the process of accomplishing them. Too much control can kill a virtual team, so leaders have to give up most of their control and yet at the same time provide guidance, encouragement, support, and development. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 310 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Analysis Page 27

DATE CREATED: DATE MODIFIED:

7/5/2016 1:01 PM 7/29/2016 2:42 PM

54. Name the leadership styles appropriate for handling conflict. ANSWER: Effective leaders and team members vary their style of handling conflict to fit a specific situation, as each style is appropriate in certain cases: the dominating style, the avoiding style, the compromising style, the accommodating style, and the collaborating style. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 313–314 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:13 PM 55. Describe the characteristics of a virtual team. ANSWER: A virtual team is made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunication technologies. Team members use e-mail, voice mail, videoconferencing, Internet and intranet technologies, and various types of collaboration software to perform their work rather than meeting face-toface. Virtual teams may be temporary cross-functional teams pulled together to work on specific problems, or they may be long-term or permanent self-directed teams. Team leadership is shared or altered, depending on the expertise needed at each stage of the project. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 308–311 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsbilities - DISC: Legal Responsibilities TOPICS: 10-6 Leading a Virtual Team KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:15 PM 56. Describe the five styles of handling conflict in a team.

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ANSWER:

There are five styles of handling conflict. 1. The dominating style (my way) reflects assertiveness to get one's own way and should be used when quick, decisive action is vital on important issues or unpopular actions. 2. The avoiding style (no way) reflects neither assertiveness nor cooperativeness. It is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly. 3. The compromising style (half way) reflects a moderate amount of both assertiveness and cooperativeness. It is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure. 4. The accommodating style (your way) reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important. 5. The collaborating style (our way) reflects a high degree of both assertiveness and cooperativeness. The collaborating style enables both parties to win, although it may require substantial bargaining and negotiation. The collaborating style is important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus.

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE: HAS VARIABLES:

1 Moderate pp. 313–315 Essay False

LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:21 PM 57. What are the rules for reaching a win–win solution? ANSWER: Achieving a win–win solution through integrative negotiation is based on four key strategies: 1. 2. 3. 4. POINTS: DIFFICULTY: REFERENCES:

Separate the people from the problem. Focus on underlying interest, not current demands. Listen and ask questions. Insist that results be based on objective standards. 1 Moderate p. 316 Page 29

QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-6 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 3:23 PM 58. Which of the following characteristics is needed for high-performing teams? a. Self-direction b. Members who share the same skills c. Technology usage d. Explicit metrics ANSWER: d RATIONALE: To succeed, team members have to know what is expected of them and commit to accomplishing it. High-performing teams have a specific, clearly defined purpose and a welldefined set of goals, enabling people to come together in a shared undertaking. A team cannot succeed if people are floundering around wondering why the team exists, or if people are going in different directions rather than pulling together for a common purpose. Team members also need clear metrics so they know how well they are progressing toward meeting goals. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 300 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-3 Leading a Team to High Performance KEYWORDS: Bloom's: Analysis DATE CREATED: 7/17/2016 4:31 PM DATE MODIFIED: 7/29/2016 3:25 PM 59. To help their team succeed, team members should: a. become free riders. b. give up their independence. c. avoid accountability. d. focus on personal goals. ANSWER: b RATIONALE:

When people become part of a team, their success depends on the team’s success; therefore, they are dependent on how well other people perform, not just on their own individual initiative and actions. In addition, whereas most people are comfortable with the idea of making sacrifices in order to achieve their own individual success, teamwork demands that Page 30

they make sacrifices for group success. The idea is that each person should put the team first, even if at times it hurts the individual. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 298 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-2 The Dilemma for Team Members KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:44 PM 60. Tom and his group have been working on a project for several weeks. They are in the norming stage. As the leader, what should Tom be doing in this stage? a. Tom should give out certificates or awards. b. Tom should help shy team members establish relationships with others. c. Tom should help the team self-manage to reach its goals. d. Tom should emphasize openness within the team. ANSWER: d RATIONALE: At the norming stage, conflict has been resolved and team unity and harmony emerge. Consensus develops as to who the natural team leaders are, and members' roles are clear. Team members come to understand and accept one another. Differences are resolved, and members develop a sense of cohesiveness. This stage typically is of short duration and moves quickly into the next stage. The team leader should emphasize openness within the team and continue to facilitate communication and clarify team roles, values, and expectations. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 303 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Application DATE CREATED: 7/17/2016 5:00 PM DATE MODIFIED: 7/29/2016 3:34 PM 61. Which of the following factors increases team cohesion? a. Prioritizing personal goals b. Low morale c. Personal attraction to the team Page 31

d. Importance of the task ANSWER: c RATIONALE: Team interaction, personal attraction to the team, the presence of competition, and team success add cohesion. Personal attraction to the team means that members have similar attitudes and values and enjoy being together. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 304 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-4 Team Processes KEYWORDS: Bloom's: Analysis DATE CREATED: 7/17/2016 5:11 PM DATE MODIFIED: 7/29/2016 2:29 PM 62. When maintaining harmony is especially important, the style of handling conflict in a team is appropriate. a. "my way" b. "no way" c. "half way" d. "your way" ANSWER: d RATIONALE: The accommodating style (your way) reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 314 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/17/2016 5:26 PM DATE MODIFIED: 7/29/2016 2:30 PM 63. Mary Beth and Jo Lynne have been on the social team for two months. Even though the deadline for committing to a location for the annual awards dinner is quickly approaching, the antagonism between Mary Beth and Jo Lynne has made it impossible to move forward. What type of conflict is preventing the team's success? a. Groupthink b. Relationship conflict c. Time conflict Page 32

d. Task conflict ANSWER: RATIONALE:

b Relationship conflict refers to personal incompatibility that creates tension and feelings of personal animosity among people. Relationship conflict is typically associated with negative consequences for team effectiveness. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 312 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.10.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Legal Responsibilities TOPICS: 10-7 Handling Team Conflict KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:01 PM DATE MODIFIED: 7/29/2016 2:30 PM

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1. Intellectual stimulation, a leadership quality, means questioning current methods and challenging employees to think in new ways. a. True b. False ANSWER: True RATIONALE: Intellectual stimulation, a leadership quality, means questioning current methods and challenging employees to think in new ways. In a survey, female leaders were rated as having more idealized influence, providing more inspirational motivation, being more individually considerate, and offering more intellectual stimulation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 339 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 2. Glass walls offer experience in areas such as line supervision that would enable women to advance to senior-level positions. a. True b. False ANSWER: False RATIONALE: Research has also suggested the existence of ‘‘glass walls’’ that serve as invisible barriers to important lateral movement within the organization. Glass walls bar experience in areas such as line supervision or general management that would enable women and minorities to advance to senior-level positions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 334 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 3. Women leaders tend to be competitive and prefer vertical hierarchies. a. True b. False Page 1

ANSWER: RATIONALE:

False In general, women prefer less competitive environments than men, tend to be more collaborative, and are more concerned with relationship building, inclusiveness, participation, and caring. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 340 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 4. Female leaders are typically rated lower by subordinates on interpersonal skills as well as on factors such as task behavior, communication, and goal accomplishment. a. True b. False ANSWER: False RATIONALE: Female leaders were rated as having more idealized influence, providing more inspirational motivation, being more individually considerate, and offering more intellectual stimulation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 339 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadeship Principles TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 5. According to Hofstede’s social value system, high uncertainty avoidance reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves. a. True b. False ANSWER: False RATIONALE: According to Hofstede’s social value system, high uncertainty avoidance means that members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity. Page 2

POINTS:

DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 6. All leaders need to be aware of the impact that culture may have and consider cultural values in their dealings with employees. a. True b. False ANSWER: True RATIONALE: All leaders need to be aware of the impact that culture may have and consider cultural values in their dealings with employees and colleagues. To lead effectively in a diverse global environment, leaders should be aware of cultural and subcultural differences. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 345 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 7. It is imperative that leaders in international organizations learn to understand local cultures and deal with them effectively. a. True b. False ANSWER: True RATIONALE: In a multicultural environment, leaders will be most successful if they are culturally flexible and able to easily adapt to new situations and ways of doing things. Cultural intelligence refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. POINTS: 1 DIFFICULTY: Easy Page 3

REFERENCES: QUESTION TYPE:

p. 344 True / False

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 8. At stage 2 of personal diversity awareness, people are capable of integrating differences and adapting both cognitively and behaviorally. a. True b. False ANSWER: False RATIONALE: At stage 2 of personal diversity awareness, people attempt to minimize differences and focus on the similarities among all people. This is the stage where unconscious and subtle bias is most evident because people have moved beyond openly prejudicial attitudes. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp.347–348 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-6 Becoming an Inclusive Leader KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:40 PM 9. In interactive leadership, the leader favors a consensual and collaborative process. a. True b. False ANSWER: True RATIONALE: In interactive leadership, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and authority. Some psychologists have suggested that women may be more relationship oriented than men because of different psychological needs stemming from early experiences. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 340 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 Page 4

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

11-4 Ways Women Lead Bloom's: Knowledge 7/5/2016 1:02 PM 7/5/2016 1:02 PM

10. A benefit of employee affinity groups is that people often obtain sponsors through their affiliation with the groups. a. True b. False ANSWER: True RATIONALE: A benefit of employee affinity groups is that people often obtain sponsors through their affiliation with the groups. Employee affinity groups are based on social identity, such as gender or race, and are organized to focus on the concerns of employees from that group. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 349–350 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-7 Ways to Encourage the Advancement of Women and Minorities KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:41 PM 11. In the context of the survey of followers, which of the following statements is true of female leaders? a. They have more aggressiveness than male leaders. b. They provide less inspirational motivation than male leaders. c. They are more individually considerate than male leaders. d. They offer less intellectual stimulation than male leaders. ANSWER: c RATIONALE: One survey of followers rated women leaders significantly higher than men on several characteristics that are crucial for developing fast, flexible, adaptive organizations. Female leaders were rated as having more idealized influence, providing more inspirational motivation, being more individually considerate, and offering more intellectual stimulation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 339 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 5

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 11-4 Ways Women Lead Bloom's: Evaluation 7/5/2016 1:02 PM

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DATE MODIFIED:

7/29/2016 3:45 PM

12. Which of the following statements is true of the glass ceiling? a. When executives choose a successor for a top position, they tend to choose someone who is different from them. b. The existence of “glass walls” facilitates important lateral movement within an organization. c. Prevailing attitudes are invisible obstacles to women’s advancement. d. Women represent a large percentage of top executives and board members in American companies. ANSWER: c RATIONALE: Women and minorities can look up through the ceiling, but prevailing attitudes are invisible obstacles to their own advancement. Research has also suggested the existence of “glass walls” that serve as invisible barriers to important lateral movement within the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 334 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 13. In the United States, some women leaders feel that the cost of climbing the corporate ladder is too high and they leave before ever encountering the glass ceiling. This phenomenon has been referred to as the: a. capacity for collaboration. b. opt-out trend. c. diversity for thought. d. unconscious bias theory. ANSWER: b RATIONALE: In the United States, some women get off the fast track before they ever encounter the glass ceiling, which has been referred to as the opt-out trend. Women leaders sometimes feel that the cost of climbing the corporate ladder is too high. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 335 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED:

7/5/2016 1:02 PM Page 7

DATE MODIFIED:

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14. Paying a woman less than a man for the same work is known as . a. gender discrimination b. passive bias c. unconscious bias d. ethnic discrimination ANSWER: a RATIONALE: When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, discrimination occurs. Paying a woman less than a man for the same work is gender discrimination. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 332–333 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:46 PM 15. According to a report from the National Bureau of Economic Research, white-sounding names got 50 percent more call-backs than African American–sounding names, even when skills and experience were equal. This is an example of in the workplace. a. active bias b. conscious bias c. unconscious bias d. deliberate bias ANSWER: c RATIONALE: A report from the National Bureau of Economic Research shows that employers sometimes unconsciously discriminate against job applicants based solely on the Afrocentric or African American–sounding names on their resumes. This is an example of unconscious bias in the workplace. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 333–334 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face Page 8

DATE KEYWORDS:

Bloom's: Comprehension

CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:49 PM 16. Ethnocentrism is the belief that: a. one's culture and subculture are inherently superior to other cultures. b. all cultures have value. c. everyone in an organization has the same values, beliefs, and motivations. d. everyone in an organization has the same attitudes about work and life. ANSWER: a RATIONALE:

Ethnocentrism refers to the belief that one’s own culture and subculture are inherently superior to other cultures. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 17. Grace and Richard work for QWERTY Corp. They have similar experience and both have been promoted to senior managers for a new project. However, Grace is paid less than Richard for the same work. This is an example of: a. gender discrimination. b. stereotyping. c. inclusion. d. ethnic bias. ANSWER: a RATIONALE: When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, discrimination occurs. Paying a woman less than a man for the same work is gender discrimination. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 332–333 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Application Page 9

DATE DATE CREATED: DATE MODIFIED:

7/5/2016 1:02 PM 7/29/2016 3:51 PM

Page 10

18. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, occurs. a. unconscious bias b. discrimination c. inclusion d. uncertainty avoidance ANSWER: b RATIONALE: When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, discrimination occurs. Refusing to hire someone because he or she has a different ethnicity is ethnic discrimination. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 332–333 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:52 PM 19. refers to an adverse feeling or opinion formed without regard for the facts. a. Prejudice b. Ethnocentrism c. Social loafing d. Deindividuation ANSWER: a RATIONALE: Prejudice refers to an adverse feeling or opinion formed without regard for the facts. Prejudiced people tend to view those who are different as deficient. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:40 PM 20. The inclusive model of diversity includes differences in: Page 11

a. lifestyle only. b. a limited number of technological skills. c. only a worker's level of job expertise. d. all of an individual's characteristics. ANSWER: d RATIONALE: The dimensions of diversity shown in the traditional model reflect primarily inborn differences that are immediately observable, such as race, gender, age, and physical ability. However, the inclusive model of diversity includes all of the ways in which people differ, including dimensions of diversity that can be acquired or changed throughout one’s lifetime. These dimensions may have less impact than those in the traditional model but nevertheless affect a person’s self-definition and worldview and influence the way the person is viewed by others. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 329–330 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:54 PM 21. According to Hofstede’s social value system, high power distance means that: a. people accept inequality in power among institutions, organizations, and individuals. b. members of a society feel uncomfortable with uncertainty and ambiguity. c. people prefer a loosely knit social framework in which individuals take care of themselves. d. members of a society value relationships, cooperation, and group decision making. ANSWER: a RATIONALE:

According to Hofstede’s social value system, high power distance means people accept inequality in power among institutions, organizations, and individuals. Countries that value high power distance are Malaysia, the Philippines, and Panama. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence Page 12

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

11-5 Global Diversity Bloom's: Knowledge 7/5/2016 1:02 PM 7/5/2016 1:02 PM

22. According to the Hofstede studies, reflects the values of relationships, cooperation, group decision making, and quality of life. a. collectivism b. femininity c. masculinity d. uncertainty avoidance ANSWER: b RATIONALE: According to the Hofstede studies, femininity reflects the values of relationships, cooperation, group decision making, and quality of life. Countries with strong feminine values include Sweden, Norway, Denmark, and the former Yugoslavia. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:55 PM 23. Which of the following is a dimension of the traditional model of diversity? a. Work style b. Military experience c. Pay level d. Nationality ANSWER: c RATIONALE: Refer to Exhibit 11.1. The dimensions in the traditional model of diversity are age, race, gender, pay level, disability, and lifestyle. The dimensions of diversity shown in the traditional model reflect primarily inborn differences that are immediately observable. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 329–330 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today Page 13

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Knowledge 7/5/2016 1:02 PM 7/29/2016 3:56 PM

24. Which of the following statements is true of a diverse workforce? a. It can build stronger connections with various customers. b. It degrades the value of an organization. c. It causes an organization to lose its competitive advantage. d. It reinforces the glass ceiling in an organization. ANSWER: a RATIONALE: A diverse workforce can build stronger connections with diverse customers. Culture plays an important role in determining the goods, entertainment, social services, and household products that people use, so organizations are recruiting minority employees who can understand how diverse people live and what they want and need. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:56 PM 25. Organizations establish workforce diversity programs to: a. promote the hiring of diverse employees. b. ensure that differences are not accepted. c. hamper the career advancement of diverse employees. d. reinforce the glass ceiling trends. ANSWER: a RATIONALE: Organizations establish workforce diversity programs to promote the hiring, inclusion, and career advancement of diverse employees and to ensure that differences are accepted and respected in the workplace. Workforce diversity means a workforce made up of people with different human qualities or who belong to various cultural groups. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 329 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 14

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 11-2 Diversity Today Bloom's: Comprehension 7/5/2016 1:02 PM 7/29/2016 3:56 PM

26. refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. a. Emotional intelligence b. Artificial intelligence c. Interpersonal intelligence d. Cultural intelligence ANSWER: d RATIONALE: Cultural intelligence refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. Developing a high CQ enables a person to interpret unfamiliar situations and adapt quickly. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 27. A factor contributing to increased acceptance of diversity is: a. discrimination. b. passive bias. c. uncertainty avoidance. d. globalization. ANSWER: d RATIONALE: A factor contributing to increased acceptance of diversity is globalization. Leaders are emphasizing cross-cultural understanding so that people can work smoothly across borders. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 330 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today Page 15

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Analysis 7/5/2016 1:02 PM 7/5/2016 1:02 PM

28. All organizations need to achieve high performance. a. diversity of thought b. passive bias c. ethnocentrism d. high power distance ANSWER: a RATIONALE: All organizations need diversity of thought to achieve high performance. People who differ in various ways, whether it be race, cultural background, gender, physical ability, educational level, lifestyle, age, marital status, or other dimensions, are more likely to have diverse opinions and perspectives. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 331 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 29. Which of the following statements is true of diversity? a. It hampers the relationship of the organization with customers. b. It helps develop employee potential. c. It reinforces the glass ceiling. d. It provides less organizational flexibility. ANSWER: b RATIONALE: A diverse workforce helps organizations build better relationships with diverse customers and helps develop employee potential. Culture plays an important role in determining the goods, entertainment, social services, and household products that people use, so organizations are recruiting minority employees who can understand how diverse people live and what they want and need. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 Page 16

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:57 PM 30. Employees belonging to a certain religion at a meatpacking plant in the country of Atria protested against not being allowed extra break times to pray during their holy month. Employees not belonging to that religion felt that allowing extra breaks would amount to “preferential treatment.” In the context of the given scenario, which of the following statements is true? a. Leaders at the plant were ethnocentric. b. Power distance was high in the plant. c. Cultural differences provide potential for conflicts. d. People in the country of Atria are prejudiced. ANSWER: c RATIONALE: In the given scenario, cultural differences provide potential for conflicts. Social and cultural differences may provide more potential for difficulties and conflicts than any other source. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 341 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 3:57 PM 31. The manager of a company situated in the country of Aria lost a business deal with a company situated in the country of Iota. The Arian manager complained to the Iotan higher-level executives when he couldn't obtain information from his counterparts in Iota. The higher-level Iotan executives were offended by his behavior. The Arian manager was surprised since hierarchy was never a matter of concern in his country. In the context of the given scenario, which of the following statements is true? a. Behavior is perceived differently from culture to culture. b. The manager from Aria had an ethnocentric point of view. c. The company in Iota should adopt the ways of the company in Aria. d. The company in Iota reinforces the glass ceiling. ANSWER: a RATIONALE: All leaders need to be aware of the impact that culture may have and consider cultural values in their dealings with employees and colleagues. Behavioral misunderstanding can trip up leaders. POINTS: 1 DIFFICULTY: Moderate Page 17

REFERENCES: p. 346 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 32. In stage 1 of personal diversity awareness, . a. diversity is inherent in the culture, and the organization is gender- and color-blind b. legal requirements are met, but diversity is viewed as a problem c. top-level leaders are committed to diversity d. diversity is viewed as a competitive weapon ANSWER: b RATIONALE: People at stage 1 of personal diversity awareness see differences as a threat against their own comfortable worldview and frequently use negative stereotyping or express prejudicial attitudes. Leaders at this stage of diversity awareness consider themselves successful if their legal record is good. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 347 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-6 Becoming an Inclusive Leader KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 33. Which of the following statements is true of interactive leaders? a. They are competitive and aggressive. b. They favor an individualistic approach to work. c. They favor a consensual process. d. They are power-and-authority-oriented. ANSWER: c RATIONALE: An interactive leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and authority. Professor and author Judy B. Rosener has called women’s approach to leadership interactive leadership. POINTS: 1 DIFFICULTY: Moderate Page 18

REFERENCES: p. 340 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:02 PM 34.

refers to strong support from a powerfully positioned executive who is willing to put his or her reputation on

the line to promote an individual’s advancement to higher organizational levels. a. Employee affinity b. Ethnocentrism c. Prejudice d. Sponsorship ANSWER: d RATIONALE: Sponsorship refers to strong support from a powerfully positioned executive who is willing to put his or her reputation on the line to promote an individual's advancement to higher organizational levels. Sponsorship is mentorship on steroids. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 350 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-7 Ways to Encourage the Advancement of Women and Minorities KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 35.

, a leadership quality, means questioning current methods and challenging employees to think in new ways. a. Individual consideration b. Inspirational motivation c. Idealized influence d. Intellectual stimulation ANSWER: d RATIONALE: Intellectual stimulation, a leadership quality, means questioning current methods and challenging employees to think in new ways. In a survey on followers, female leaders were rated as having more idealized influence, providing more inspirational motivation, being more individually considerate, and offering more intellectual stimulation. POINTS: 1 Page 19

DIFFICULTY: Easy REFERENCES: p. 339 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:03 PM 36.

A is a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people. ANSWER: stereotype RATIONALE: A stereotype is a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people. An aspect of prejudice is stereotyping. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 332 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 37. is the belief that one's own culture and subculture are inherently superior to other cultures. ANSWER: Ethnocentrism RATIONALE: Most people, including leaders, have a natural tendency toward ethnocentrism, which refers to the belief that one’s own culture and subculture are inherently superior to other cultures. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 332 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM Page 20

DATE MODIFIED:

7/5/2016 1:02 PM

38. The is an invisible barrier that separates women and minorities from top leadership positions. ANSWER: glass ceiling RATIONALE: The glass ceiling is an invisible barrier that separates women and minorities from top leadership positions. When executives are choosing a successor or someone for a top position, they tend to choose someone who is similar to them—and that has typically meant mostly male and mostly white. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 334 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 39. According to Hofstede’s social value systems, ANSWER: power distance

refers to how much people accept equality in power.

RATIONALE:

According to Hofstede’s social value systems, power distance refers to how much people accept equality in power. High power distance reflects an acceptance of power inequality among institutions, organizations, and individuals. Low power distance means people expect equality in power. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 40. In the context of Hofstede’s social value systems, refers to the degree to which members of a society feel uncomfortable with ambiguity. ANSWER: uncertainty avoidance

Page 21

RATIONALE: In the context of Hofstede’s social value systems, uncertainty avoidance is the degree to which members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/5/2016 1:02 PM 41. The differences among people in terms of age, ethnicity, gender, race, or other dimensions are known as . ANSWER: diversity RATIONALE: The differences among people in terms of age, ethnicity, gender, race, or other dimensions are known as diversity. Today’s organizations are embracing a much more inclusive definition that recognizes a spectrum of differences that influence how people approach work, interact with each other, derive satisfaction from their work, and define who they are as people in the workplace. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 329 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:04 PM 42. According to Hofstede’s social value system, is a preference for a tightly knit social framework in which people look out for one another and organizations protect their members' interests. ANSWER: collectivism RATIONALE: According to Hofstede’s social value system, collectivism is a preference for a tightly knit social framework in which people look out for one another and organizations protect their members' interests. Countries with collectivist values are Guatemala, Ecuador, and Panama. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 344 Page 22

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:05 PM 43. Organizations establish to promote the hiring, inclusion, and career advancement of different employees and to ensure that differences are accepted and respected in the workplace. ANSWER: workforce diversity programs RATIONALE: Organizations establish workforce diversity programs to promote the hiring, inclusion, and career advancement of diverse employees and to ensure that differences are accepted and respected in the workplace. Workforce diversity means a workforce made up of people with different human qualities or who belong to various cultural groups. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 329 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:05 PM 44. , a leadership quality, is derived from the leader who appeals emotionally and symbolically to employees' desire to do a good job and help achieve organizational goals. ANSWER: Inspirational motivation RATIONALE: Inspirational motivation, a leadership quality, is derived from the leader who appeals emotionally and symbolically to employees' desire to do a good job and help achieve organizational goals. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 339 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadeship Principles Page 23

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

11-4 Ways Women Lead Bloom's: Knowledge 7/5/2016 1:02 PM 7/29/2016 4:05 PM

45. is a leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others' feelings of self-worth. ANSWER: Interactive leadership RATIONALE: Interactive leadearship is a leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others’ feelings of self-worth. The leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and authority. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 340 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:11 PM 46. According to Hofstede’s research, what do the terms masculinity and femininity mean? ANSWER: Research done by Geert Hofstede on IBM employees in 40 countries discovered that mindset and cultural values on issues such as individualism versus collectivism strongly influence organizational and employee relationships and vary widely among cultures. Masculinity reflects a preference for achievement, heroism, assertiveness, work centrality, and material success. Femininity reflects the values of relationships, cooperation, group decision making, and quality of life. Japan, Austria, and Mexico are countries with strong masculine values. Countries with strong feminine values include Sweden, Norway, Denmark, and the former Yugoslavia. Both men and women subscribe to the dominant value in masculine or feminine cultures. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 343–344 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:11 PM Page 24

47. Why are attitudes toward diversity changing? ANSWER: Attitudes toward diversity are expanding partly because they have to as leaders respond to significant changes in our society, including demographic changes, shifting social values, and globalization. The other factor contributing to increased acceptance of diversity is globalization. Leaders are emphasizing cross-cultural understanding so that people can work smoothly across borders. Employees with global experience and cultural sensitivity are in high demand because at least some aspect of almost every business today cuts across national boundaries. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 330–331 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:12 PM 48. Describe cultural intelligence (CQ). ANSWER:

Cultural intelligence (CQ) refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. Developing a high level of CQ enables a person to interpret unfamiliar situations and adapt quickly. Rather than a list of global “dos and don’ts,” CQ enables a person to ferret out clues to a culture’s shared understandings and respond to new situations in culturally appropriate ways. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 344 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:12 PM 49. Briefly describe prejudice, stereotyping, and discrimination in organizations. ANSWER: One significant problem in many organizations is prejudice, which is an adverse feeling or Page 25

opinion formed without regard for the facts. Prejudiced people tend to view those who are different as deficient. An aspect of prejudice is stereotyping. A stereotype is a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, discrimination occurs. Paying a woman less than a man for the same work is gender discrimination. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 332–333 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:14 PM 50. Is interactive leadership gender-specific? ANSWER: Although the values associated with interactive leadership, such as inclusion, relationship building, and caring, are generally considered “feminine” values, interactive leadership is not gender-specific. These values are becoming increasingly valuable for both male and female leaders. Any leader can learn to adopt a more inclusive style by paying attention to nonverbal behavior and developing skills such as listening, empathy, cooperation, and collaboration. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 341 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:14 PM 51. Discuss ethnocentrism and its effect on an organization. ANSWER: Answers will vary. Students should define ethnocentrism and consider the effect of thinking that your group is superior to other groups. Students should recognize that antagonism and discrimination can be the result. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 332 QUESTION TYPE: Essay Page 26

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/25/2016 11:00 PM 52. Discuss the social value systems presented in the Hofstede studies. ANSWER: Research done by Geert Hofstede on IBM employees in 40 countries discovered that mindset and cultural values on issues such as individualism versus collectivism strongly influence organizational and employee relationships and vary widely among cultures. The four significant dimensions of Hofstede's studies are as follows: • •

•

Power distance. High power distance means people accept inequality in power among institutions, organizations, and individuals. Low power distance means people expect equality in power. Uncertainty avoidance. High uncertainty avoidance means that members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity. Low uncertainty avoidance means that people have a high tolerance for the unstructured, the unclear, and the unpredictable. Individualism and collectivism. Individualism reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves. Collectivism is a preference for a tightly knit social framework in which people look out for one another and organizations protect their members' interests. Masculinity and femininity. Masculinity reflects a preference for achievement, heroism, assertiveness, work centrality, and material success. Femininity reflects the values of relationships, cooperation, group decision making, and quality of life.

Refer to Exhibit 11.5 for examples of how countries rate on these dimensions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 343-344 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:22 PM 53. Describe the various stages of personal diversity awareness. Page 27

ANSWER:

There are five stages of individual diversity awareness and actions. People at stage 1 see differences as a threat against their own comfortable worldview and frequently use negative stereotyping or express prejudicial attitudes. Leaders at this stage of diversity awareness consider themselves successful if their legal record is good. They may view women and minorities as a "problem" that must be dealt with. Typically, these leaders promote a few minorities to executive-level jobs to meet legal requirements. At stage 2, people try to minimize differences and focus on the similarities among all people. This is the stage where unconscious and subtle bias is most evident because people have moved beyond openly prejudicial attitudes. Leaders don't adequately recognize or respond to the challenges minorities and women face in the organization. When an individual moves to stage 3 of diversity awareness, he or she accepts cultural differences and recognizes the validity of other ways of thinking and doing things. Here, leaders become proactive and acknowledge that addressing issues of gender, race, disability, and so forth is important not just for the minority employees but also for the health of the organization. They recognize that women and minorities can bring needed insight into developing and marketing products for new customers, so they look for ways to attract and retain high-quality minority employees. In stage 3 organizations, more women and minorities make it to high-level positions, and leaders begin providing diversity training to all employees. When people reach stage 4, they are able to empathize with people who are different from themselves and can comfortably shift from one cultural perspective to another. Leaders at this stage make a strong commitment to broad equality and community and rectify the undervaluation and underutilization of women and minorities. Leaders make a genuine attempt to develop policies and practices that are inclusive rather than exclusive.

At stage 5 of diversity awareness, people are capable of integrating differences and adapting both cognitively and behaviorally. It is at this stage where leaders can create organizations that are gender- and color-blind. All employees are judged on their competence, and stereotypes and prejudices are completely erased. No group of employees feels different or disadvantaged. Stage 5 represents the ideal leader and organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 347–349 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-6 Becoming an Inclusive Leader KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:02 PM DATE MODIFIED: 7/29/2016 4:29 PM 54. Which of the following factors has led to an expanding attitude toward diversity? a. Changing demographics b. Growing population c. Increasing salaries d. Improving technology Page 28

ANSWER: a RATIONALE: Attitudes toward diversity are expanding partly because they have to as leaders respond to significant changes in our society, including demographic changes, shifting social values, and globalization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 330 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/19/2016 2:08 AM DATE MODIFIED: 7/29/2016 4:30 PM 55. According to a recent study, what is the effect of having more women on a team? a. Higher collective intelligence b. Higher education level c. Higher salaries d. Less creativity ANSWER: a RATIONALE: According to the results of one study, companies that rate high on creativity and innovation have a higher percentage of women and nonwhite male employees than less innovative companies. Another recent study showed that a team’s collective intelligence increases when there are more women members on the team. POINTS: 1 Moderate DIFFICULTY: REFERENCES: p. 331 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-2 Diversity Today KEYWORDS: Bloom's: Analysis DATE CREATED: 7/19/2016 2:19 AM DATE MODIFIED: 7/29/2016 4:30 PM 56. When Melanie moved to Japan, she refused to learn anything about the Japanese culture. Instead, she fiercely clung to all of the culture and customs from her homeland. Melanie is practicing . a. prejudice b. ethnocentrism c. discrimination d. stereotyping ANSWER: b Page 29

RATIONALE:

Most people, including leaders, have a natural tendency toward ethnocentrism, which refers to the belief that one’s own culture and subculture are inherently superior to other cultures. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Application DATE CREATED: 7/19/2016 2:42 AM DATE MODIFIED: 7/29/2016 4:32 PM 57. Stereotyping is an aspect of . a. prejudice. b. ethnocentrism. c. discrimination. d. bias. ANSWER: a RATIONALE: One significant problem in many organizations is prejudice, which is an adverse feeling or opinion formed without regard for the facts. Prejudiced people tend to view those who are different as deficient. An aspect of prejudice is stereotyping. A stereotype is a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people. POINTS: 1 Moderate DIFFICULTY: REFERENCES: p. 332 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Analysis DATE CREATED: 7/19/2016 3:12 AM DATE MODIFIED: 7/29/2016 4:33 PM 58. Which of the following terms identifies an action that is illegal in the United States? a. Stereotyping b. Discrimination c. Prejudice d. Ethnocentrism ANSWER: b

Page 30

RATIONALE:

Discrimination is not only unethical but also illegal in the United States. Leaders should be aware that there are a number of federal and state laws that prohibit various types of discrimination. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 333 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/19/2016 3:19 AM DATE MODIFIED: 7/29/2016 4:35 PM 59. How can a company reduce the difficulties faced by women and minorities in its workforce? a. Make some attitudes and actions illegal. b. Encourage managers to hire workers who are similar to them. c. Establish diversity training programs. d. Hire women and minorities who are not qualified for management positions. ANSWER: c RATIONALE: It takes intentional leadership actions to change the status quo. Leaders can establish conditions that limit the degree of unconscious bias that goes into hiring and promotion decisions. Corporations such as BP and Becton Dickinson, for example, use tools to measure unconscious as well as conscious bias in their diversity training programs. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 334 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-3 Challenges Minorities Face KEYWORDS: Bloom's: Analysis DATE CREATED: 7/19/2016 3:51 AM DATE MODIFIED: 7/29/2016 4:34 PM 60. Pamela became the intern supervisor after Hank noticed the positive way the interns respond to Pamela's management style. They trusted and respected her—even before she became the group's manager. This is an example of: a. individual consideration. b. inspirational motivation. c. idealized influence. d. intellectual stimulation. Page 31

ANSWER: RATIONALE:

c Idealized influence means that followers identify with and want to emulate the leader; the leader is trusted and respected, maintains high standards, and is considered to have power because of who she is rather than what position she holds. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 339 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-4 Ways Women Lead KEYWORDS: Bloom's: Application DATE CREATED: 7/19/2016 4:05 AM DATE MODIFIED: 7/29/2016 4:35 PM 61. In many European languages, the meaning of "diversity" is different from the U.S. term because the closest word implies: a. better than. b. togetherness. c. the same as. d. separation. ANSWER: d RATIONALE: Even the meaning of the term diversity can present problems. In many European languages, the closest word implies separation rather than the inclusion sought by U.S. diversity programs. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 342–343 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Analysis DATE CREATED: 7/19/2016 4:26 AM DATE MODIFIED: 7/29/2016 4:36 PM 62. Jake is moving from Costa Rica to Australia to manage a new division of his company. After using Hofstede's research to investigate the country's cultural values, Jake sees individualism is ranked much higher in Australia. This tells him that he can expect that: a. workers prefer conformity. b. people want equality in power. Page 32

c. people will take care of themselves. d. achievement is important to workers. ANSWER: c RATIONALE: Refer to Exhibit 11.5. Individualism reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves. Collectivism is a preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 343–344 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-5 Global Diversity KEYWORDS: Bloom's: Application DATE CREATED: 7/19/2016 4:37 AM DATE MODIFIED: 7/29/2016 4:37 PM 63. Leon has attended several seminars about managing a diverse workforce. After completing a survey, he determines that he is able to empathize with people from other cultures. Which stage of personal diversity awareness has Leon achieved? a. Acceptance b. Adaptation c. Integration d. Defense ANSWER: b RATIONALE: Refer to Exhibit 11.7. When people reach stage 4, they are able to empathize with people who are different from themselves and can comfortably shift from one cultural perspective to another. Leaders at this stage make a strong commitment to broad equality and community and rectify the undervaluation and underutilization of women and minorities. Leaders make a genuine attempt to develop policies and practices that are inclusive rather than exclusive. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 348 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.11.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 11-6 Becoming an Inclusive Leader KEYWORDS: Bloom's: Application DATE CREATED: 7/19/2016 4:58 AM Page 33

DATE MODIFIED:

7/19/2016 5:04 AM

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Sexual harassment is an example of the unethical use of power. a. True b. False ANSWER: True RATIONALE: A specific area in which the unethical use of power is of increasing concern for organizations is sexual harassment. When access to resources seems to depend on granting sexual favors or putting up with sexually intimidating or threatening comments, the person in a dependent position is being personally violated, whether or not the leader actually withholds the resources. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 383 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:10 PM 2.

Charismatic leadership typically instills both awe and submission in followers, whereas transformational leadership seeks to increase follower engagement and empowerment. a. True b. False ANSWER: True RATIONALE: Transformational leadership seeks to increase follower engagement and empowerment, whereas charismatic leadership typically instills both awe and submission in followers. Transformational leadership motivates people not just to follow the leader personally but also to believe in the need for change and be willing to make sacrifices for the sake of the vision rather than just out of admiration for the leader. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 363 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/19/2016 6:28 PM

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Transformational leaders have the ability to lead changes in an organization's vision, strategy, and culture as well as promote innovation in products and technologies.

a. True b. False ANSWER: RATIONALE:

True Transformational leadership is characterized by the ability to bring about significant change in both followers and an organization. Transformational leaders have the ability to lead changes in an organization’s vision, strategy, and culture as well as promote innovation in products and technologies. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 362 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/21/2016 2:04 AM 4.

Machiavellian-style leaders focus on reaching out and working with others. a. True b. False ANSWER: False RATIONALE: Machiavellian-style leaders typically focus on gaining and using individual power. They may strive to gain control over information and resources such as jobs, rewards, financial support, and materials so that people can depend on them for what they need, which increases their power. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 370 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 5.

Power is used to force, not influence, people to take a particular action. a. True Page 2

b. False ANSWER: RATIONALE:

False Power is the potential to influence others within an organization with the goal of attaining

desired outcomes for power holders. It is often defined as the potential ability of one person to influence others to carry out orders or to do something they otherwise would not have done. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 372 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/21/2016 2:08 AM 6.

The responses to the use of power include compliance, resistance, and commitment. a. True b. False ANSWER: True RATIONALE: The success of any attempt to influence is a matter of degree, but there are three distinct outcomes that may result from the use of power: compliance, resistance, and commitment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 375 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 7.

Leaders use the symbolic frame of reference to involve followers and give them opportunities for personal and professional development. a. True b. False ANSWER: False

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RATIONALE: POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

Leaders use the human resource perspective to involve followers and give them opportunities for personal and professional development. 1 Easy p. 378 True / False

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/21/2016 2:13 AM 8.

In the political frame of leader reference, leaders perceive an organization as a system of shared meaning and values. a. True b. False ANSWER: False RATIONALE: The political frame of leader reference views organizations as arenas of ongoing conflict or tension over the allocation of scarce resources. Leaders spend their time networking and building coalitions to influence decisions and actions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 378 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:10 PM 9.

Network building does not impact followers’ perceptions of a leader’s abilities. a. True b. False ANSWER: False RATIONALE: A study found that political skill, particularly network building, has a positive impact on both followers’ perceptions of a leader’s abilities and performance as well as on the actual, objective performance of the work unit. POINTS: 1

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DIFFICULTY: Moderate REFERENCES: p. 381 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 10. Personalized leaders exercise power in the service of higher goals that will benefit others and the organization as a whole. a. True b. False ANSWER: False RATIONALE: Socialized leaders exercise power in the service of higher goals that will benefit others and the organization as a whole. They are empowering, egalitarian, and supportive. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 383 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 11. , a follower response to the use of power, means that people will obey orders and carry out instructions even though they may not like it. a. Compliance b. Coercion c. Resistance d. Scarcity ANSWER: a RATIONALE: Compliance, a follower response to the use of power, means that people follow the directions of the person with power, whether or not they agree with those directions. They will obey orders and carry out instructions even though they may not like it. POINTS: 1 DIFFICULTY: Easy

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REFERENCES: p. 375 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM

12. Follower , a response to the use of power, helps to overcome the fear associated with change efforts. a. compliance b. commitment c. resistance d. submission ANSWER: b RATIONALE: Commitment, a follower response to the use of power, means that followers adopt the leader's viewpoint and enthusiastically carry out instructions. Change carries risk or uncertainty, and follower commitment helps to overcome fear and resistance associated with change efforts. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 376 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 13. exercise power in the service of higher goals that will benefit others and the organization as a whole. a. Transactional leaders b. Machiavellian-style leaders c. Socialized leaders d. Charismatic leaders ANSWER: c RATIONALE: Socialized leaders exercise power in the service of higher goals that will benefit others and the organization as a whole. They are empowering, egalitarian, and supportive. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 383 Page 6

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 14. Personalized leaders are characterized as . a. empowering b. egalitarian c. encouraging d. exploitative ANSWER: d RATIONALE: Personalized leaders are characterized as self-aggrandizing, nonegalitarian, and exploitative. They are typically selfish, impulsive, and exercise power for their own self-centered needs and interests rather than for the good of the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 383 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:12 PM 15. Which of the following is a criterion that can guide ethical action? a. The action should respect the rights of individuals and groups affected by it. b. The action must increase the shareholder wealth. c. The action should serve the interests of the top management. d. The action must promote the self-interest of the employees. ANSWER: a RATIONALE: Refer to Exhibit 12.7. Some criteria that can guide ethical action are: (a) Is the action consistent with the organization’s goals, rather than being motivated purely by self-interest? (b) Does the action respect the rights of individuals and groups affected by it? (c) Does the action meet the standards of fairness and equity? (d) Would you wish others to behave in the same way if the action affected you?

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POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 383 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 16. Which of the following types of leaders uses unconventional means to transcend the status quo and create change? a. Charismatic leaders b. Coalitional leaders c. Transactional leaders d. Machiavellian-style leaders ANSWER: a RATIONALE: Charismatic leaders act in unconventional ways and use unconventional means to transcend the status quo and create change. Although charismatic leaders may be in formal positions of authority, charismatic leadership transcends formal organizational position because the leader’s influence is based on personal qualities rather than the power and authority granted by an organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 17. A charismatic leader: a. maintains the status quo. b. creates an atmosphere of change. c. uses available means to achieve goals within the framework of the existing order. d. frames limited goals not too discrepant from status quo. ANSWER: b Page 8

RATIONALE:

Refer to Exhibit 12.1. A charismatic leader creates an atmosphere of change, has an idealized vision that is highly discrepant from status quo, possesses a shared perspective and idealized vision that makes him or her likeable and an honorable hero worthy of identification and imitation, uses unconventional means to transcend the existing order, and possesses personal power based on expertise and respect and admiration for the leader. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 18. Which of the following statements is true of charismatic leaders? a. They try to maintain the status quo instead of creating an atmosphere of change. b. They use rewards and punishments to influence others. c. They use available means to achieve goals. d. They use unconventional means to transcend the existing order. ANSWER: d RATIONALE: Refer to Exhibit 12.1. Charismatic leaders use unconventional means to transcend the existing order, create an atmosphere of change, possess personal power based on expertise, respect and admiration, have a shared perspective and idealized vision that makes them likeable and an honorable hero worthy of identification and imitation, possess an idealized vision that is highly discrepant from status quo, and are capable of strong and inspirational articulation of vision and motivation to lead. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM

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19. are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. a. Charismatic leaders b. Transformational leaders c. Transactional leaders d. Machiavellian-style leaders ANSWER: c RATIONALE: Transactional leaders focus on the present and excel at keeping the organization running smoothly and efficiently. They are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 362 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 20. Transformational leadership:

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a. believes in the traditional management functions such as planning and budgeting and generally focuses on the impersonal aspects of job performance. b. inspires followers to go beyond their own self-interests for the good of the group. c. believes in an exchange process between leaders and followers wherein leaders recognize followers’ needs and then clarify how those needs will be satisfied. d. entails strictly controlling people rather than striving to bring out the best in followers. ANSWER: b RATIONALE: Transformational leadership inspires followers to go beyond their own self-interests for the good of the group. Transformational leaders motivate people to do more than originally expected. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 363 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 21. Coalitional leaders: a. are good at traditional management functions such as planning and budgeting. b. focus on the present and excel at keeping an organization running smoothly and efficiently. c. use unconventional means to transcend the status quo. d. observe and understand patterns of interaction and influence in an organization. ANSWER: d RATIONALE: Coalitional leaders observe and understand patterns of interaction and influence in the organization. They are skilled at developing connections with a broad network of people and can adapt their behavior and approach to diverse people and situations. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Comprehension

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DATE CREATED: DATE MODIFIED:

7/5/2016 1:03 PM 7/5/2016 1:03 PM

22. One of the steps for effective coalitional leadership includes: a. using unconventional means to transcend the existing order. b. painting a grand vision of a desired future and communicating it in a way that makes the pain of change worth the effort. c. creating an emotional impact on people and inspiring them to do more than they would normally do. d. breaking down barriers and promoting cross-silo cooperation. ANSWER: d RATIONALE: Leaders can be more successful if they follow four steps for effective coalitional leadership: (a) coalitional leaders do lots of interviews, (b) coalitional leaders visit customers and other stakeholders, (c) coalitional leaders develop a map of stakeholder buy-in, (d) coalitional leaders break down barriers and promote cross-silo cooperation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 367 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 23. In the context of stakeholder buy-in, who among the following are strong supporters and will help lead a change effort? a. Resisters b. Observers c. Partners d. Advocates ANSWER: d RATIONALE: Refer to Exhibit 12.2. In the context of stakeholder buy-in, advocates are stakeholders inside and outside an organization who are strong supporters and will help lead the change effort. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 367–368 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking

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STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 12-1 Four Kinds of Influential Leadership Bloom's: Knowledge 7/5/2016 1:03 PM 7/29/2016 5:13 PM

24. Who among the following use rewards and punishments to shape behavior and do not mind exploiting the fears and desires of people to get them to follow rules? a. Transactional leaders b. Transformational leaders c. Coalitional leaders d. Machiavellian-style leaders ANSWER: d RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

Machiavellian-•style leaders typically focus on gaining and using individual power. They may strive to gain control over information and resources such as jobs, rewards, financial support, and materials so that people depend on them for what they need, which increases their power. 1 Easy p. 370 Multiple Choice

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HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:15 PM 26. that includes expert power and referent power is based on personal characteristics and interpersonal relationships. a. Hard power b. Socialized power c. Soft power d. Personalized power ANSWER: c RATIONALE: Soft power includes expert power and referent power. It is based on personal characteristics and interpersonal relationships. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 372 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 27.

refers to the effect a person's actions have on the attitudes, values, beliefs, or actions of others. a. Commitment b. Influence c. Compliance d. Resistance ANSWER: b RATIONALE: Influence refers to the effect a person's actions have on the attitudes, values, beliefs, or actions of others. Power is realized through the processes of politics and influence. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 372 QUESTION TYPE: Multiple Choice

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HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 28.

Paul, a salesman at an apparel store, did not close as many sales as was expected. Hence, his supervisor withheld his monthly incentive. In the given scenario, Paul’s supervisor possesses: a. referent power. b. expert power. c. coercive power. d. legitimate power. ANSWER: c RATIONALE: In the given scenario, Paul’s supervisor possesses coercive power. Refer to Exhibit 12.3. Coercive power refers to the power to punish or recommend punishment. Supervisors have coercive power when they have the right to fire or demote subordinates, criticize, or withdraw pay increases. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 373–374 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:15 PM 29.

Which of the following statements is true of coercive power of leaders? a. It refers to the power that stems from the authority to bestow rewards on other people. b. It is the negative side of legitimate and reward power. c. It refers to authority resulting from a leader’s special knowledge or skill. d. It depends on a leader’s personal characteristics rather than on a formal title. ANSWER: b RATIONALE: Coercive power of a leader is the negative side of legitimate and reward power. It refers to the power to punish or recommend punishment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 374

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QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 30.

When workers admire a supervisor because of the way he or she deals with them, the influence is based on: a. legitimate power. b. reward power. c. coercive power. d. referent power. ANSWER: d RATIONALE: When workers admire a supervisor because of the way he or she deals with them, the influence is based on referent power. Referent power depends on the leader’s personal characteristics rather than on a formal title or position and is especially visible in the area of charismatic leadership. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 374 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 31.

, a follower response to the use of power, means that people follow the directions of the person with power, whether or not they agree with those directions. a. Compliance b. Resistance c. Influence d. Commitment ANSWER: a RATIONALE: Compliance, a follower response to the use of power, means that people follow the directions of the person with power, whether or not they agree with those directions. They will obey orders and carry out instructions even though they may not like it.

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POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 375 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 32.

The , a leader frame of reference, views organizations as arenas of ongoing conflict or tension over the allocation of scarce resources. a. political frame b. human resource frame c. structural frame

d. symbolic frame ANSWER: RATIONALE:

a Refer to Exhibit 12.5. The political frame, a leader frame of reference, views organizations as arenas of ongoing conflict or tension over the allocation of scarce resources. Leaders spend their time networking and building coalitions to influence decisions and actions. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 377–378 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:16 PM 33. The , a leader frame of reference, views an organization as a rational system and strives for clarity of direction and control of results. a. political frame b. structural frame c. human resource frame d. symbolic frame

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ANSWER: RATIONALE:

b Refer to Exhibit 12.5. The structural frame, a leader frame of reference, places emphasis on plans, goal setting, and clarifying expectations as a way to provide order, efficiency, and stability. This frame views the organization as a rational system and strives for clarity of direction and control of results. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 377–378 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:17 PM 34. In the context of follower responses to the use of power, the act of disobeying orders or deliberately avoiding carrying out instructions is known as . a. resistance b. advocacy c. commitment d. compliance ANSWER: RATIONALE:

a Resistance, a follower response to the use of power, refers to the act of disobeying orders or deliberately avoiding carrying out instructions. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 375 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 35. Which of the following is a principle for asserting leader influence? a. Using your wealth to bribe followers

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b. Rarely asking for what you want c. Avoiding the use of rational persuasion d. Relying on the rule of reciprocity ANSWER: d RATIONALE: Refer to Exhibit 12.6. The six principles for asserting leader influence are appealing to a vision or higher purpose, using rational persuasion, helping people to like you, relying on the rule of reciprocity, developing allies, and asking for what you want. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 379–381 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:17 PM 36. Leaders who use a wider variety of influence tactics are typically perceived as having: a. high resistance. b. less determination. c. control over information. d. greater power. ANSWER: d RATIONALE: Leaders frequently use a combination of influence strategies, and people who use a wider variety of tactics are typically perceived as having greater power and influence. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 378 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:17 PM

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37. Which of the following is one of the political tactics for asserting leader influence? a. Narrowing networks b. Not asking for what you want c. Seeking arbitration d. Using rational persuasion ANSWER: d RATIONALE: Refer to Exhibit 12.6. The six principles for asserting leader influence are appealing to a vision or higher purpose, using rational persuasion, helping people to like you, relying on the rule of reciprocity, developing allies, and asking for what you want. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 379–381 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:18 PM 38. Research indicates that most people feel a sense of obligation to give something back in return for favors others do for them. In the context of the principles for asserting leader influence, which of the following principles should a leader employ to exploit the given research finding? a. Asking for what you want b. Relying on the rule of reciprocity c. Asserting formal authority d. Developing allies ANSWER: b RATIONALE: There is much research indicating that most people feel a sense of obligation to give something back in return for favors others do for them. The "unwritten law of reciprocity" means that leaders who do favors for others can expect others to do favors for them in return. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 381 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence

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TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

12-3 Increasing Power through Political Activity Bloom's: Comprehension 7/5/2016 1:03 PM 7/5/2016 1:03 PM

39. In the context of the principles for leader influence, means using facts, data, and logical arguments to convince others that a proposed idea or request is the best way to complete a task or accomplish a desired goal. a. the rule of reciprocity b. rational persuasion c. developing allies d. appealing to a vision ANSWER: b RATIONALE: In the context of the principles for leader influence, rational persuasion means using facts, data, and logical arguments to convince others that a proposed idea or request is the best way to complete a task or accomplish a desired goal. It can be effective whether the influence attempt is directed upward toward superiors, downward toward subordinates, or horizontally, because most people have faith in facts and analysis. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 380 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 40. have an emotional impact on people and inspire them to do more than they would normally do, despite obstacles and personal sacrifice. ANSWER: Charismatic leaders RATIONALE: Charismatic leaders have an emotional impact on people and inspire them to do more than they would normally do, despite obstacles and personal sacrifice. Their passion for a mission inspires people to follow them and motivate people to transcend their own interests for the sake of achieving the goal. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 363 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02

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NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 41. One of the features of is that their source of influence comes from personal characteristics rather than a formal position of authority. ANSWER: charismatic leaders RATIONALE: A quality shared by charismatic leaders is that their source of influence comes from personal characteristics rather than a formal position of authority. People admire, respect, and identify with the leader and want to be like him or her. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 365 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 42. refers to the potential ability of one person in an organization to influence other people to bring about desired outcomes. ANSWER: Power RATIONALE: Power refers to the potential ability of one person in an organization to influence other people to bring about desired outcomes. It is the potential to influence others within an organization with the goal of attaining desired outcomes for power holders. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 372 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED:

12-2 Using Hard versus Soft Power Bloom's: Knowledge 7/5/2016 1:03 PM

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DATE MODIFIED:

7/20/2016 4:21 PM

43. Followers accept the of formal leaders to set goals, make decisions, and direct activities. ANSWER: legitimate power/legitimate rights RATIONALE: Legitimate power is the authority granted from a formal position in an organization. Followers accept the legitimate rights of formal leaders to set goals, make decisions, and direct activities. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 373 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 44. is authority based on personality characteristics that command followers' attention, respect, and admiration so that they want to emulate the leader. ANSWER: Referent power RATIONALE: Referent power is authority based on personality characteristics that command followers' attention, respect, and admiration so that they want to emulate the leader. When workers admire a supervisor because of the way he or she deals with them, the influence is based on referent power. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 374 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:19 PM 45. Follower responses to the use of power include compliance, , and commitment. ANSWER: resistance RATIONALE: The success of any attempt to influence is a matter of degree, but there are three distinct outcomes that may result from the use of power: compliance, resistance, and commitment. POINTS: 1

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DIFFICULTY: Easy REFERENCES: p. 375 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 46. In a(n) , a leader frame of reference, leaders rely heavily on the power and authority granted through their organizational position to influence others, and they emphasize clear job descriptions, rules and procedures, and administrative systems. ANSWER: structural frame RATIONALE: The structural frame places emphasis on plans, goal setting, and clarifying expectations as a way to provide order, efficiency, and stability. Leaders rely heavily on the power and authority granted through their organizational position to influence others, and they emphasize clear job descriptions, rules and procedures, and administrative systems. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 377 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/20/2016 4:46 PM 47. According to the and values. ANSWER: RATIONALE:

POINTS: DIFFICULTY: REFERENCES:

, a leader frame of reference, leaders perceive the organization as a system of shared meaning symbolic frame According to the symbolic frame, a leader frame of reference, leaders perceive the organization as a system of shared meaning and values. Rather than relying only on the use of formal power or the use of political tactics, leaders focus on shared vision, culture, and values to influence others. 1 Easy p. 378

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QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 48. Power is realized through the processes of politics and . ANSWER: influence RATIONALE: Power is realized through the processes of politics and influence. Influence refers to the effect a person’s actions have on the attitudes, values, beliefs, or actions of others. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 372 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 49. involves activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices. ANSWER: Politics RATIONALE: Politics involves activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices. Politically skillful leaders strive to understand others’ viewpoints, needs, desires, and goals, and use their understanding to influence people to act in ways that help the leader accomplish his or her goals for the team or organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 376 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity

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KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom's: Knowledge 7/5/2016 1:03 PM 7/29/2016 5:19 PM

50. How can a leader increase power through political activity? ANSWER: Acquiring and using power is largely a political process. Politics involves activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices. Politically skillful leaders strive to understand others’ viewpoints, needs, desires, and goals, and use their understanding to influence people to act in ways that help the leader accomplish his or her goals for the team or organization. Individuals also engage in political activity within organizations. Although some people have a negative view of politics, the appropriate use of political behavior serves organizational goals. Politics is a natural process for resolving differences among organizational interest groups. Political behavior can be either a positive or a negative force. Uncertainty and conflict are natural in organizations, and politics is the mechanism for accomplishing things that can’t be handled purely through formal policies or position power. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 376–377 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:20 PM 51. Describe coalitional leadership. ANSWER: Coalitional leadership involves building a coalition of people who support the leader’s goals and can help influence others to implement the leader’s decisions and achieve the goals. Coalitional leaders observe and understand patterns of interaction and influence in the organization. They are skilled at developing connections with a broad network of people and can adapt their behavior and approach to diverse people and situations. Coalitional leaders develop positive relationships both within and outside the organization, and they spend time learning others’ views and building mutually beneficial alliances. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 365–366 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking

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STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 12-1 Four Kinds of Influential Leadership Bloom's: Comprension 7/5/2016 1:03 PM 7/29/2016 5:21 PM

52. Briefly describe power in an organization. ANSWER: Power is often defined as the potential ability of one person to influence others to carry out orders or to do something they otherwise would not have done. Other definitions stress that power is the ability to achieve goals or outcomes that power holders desire. Power is the potential ability of one person in an organization to influence other people to bring about desired outcomes. It is the potential to influence others within an organization with the goal of attaining desired outcomes for power holders. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 371–372 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:21 PM 53. Briefly describe referent power of leaders. ANSWER: Referent power comes from leader personality characteristics that command followers' identification, respect, and admiration so they wish to emulate the leader. When workers admire a supervisor because of the way she deals with them, the influence is based on referent power. Referent power depends on the leader's personal characteristics and is visible in the area of charismatic leadership. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 374 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-2 Using Hard versus Soft Power KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM

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DATE MODIFIED:

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54. Briefly describe the human resource frame of leader orientation. ANSWER: According to the human resource frame, a leader frame of reference, people are an organization's most valuable resource. This frame defines problems and issues in interpersonal terms and looks for ways to adjust the organization to meet human needs. Leaders do not rely solely on their position power to exert influence. Instead, they focus on relationships and often lead through empowerment and engagement. Leaders use the human resource perspective to involve followers and give them opportunities for personal and professional development. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 378 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 55. Discuss transformational leadership. ANSWER: Answers will vary. Transformational leadership is characterized by the ability to bring about significant change in both followers and the organization. Transformational leaders have the ability to lead changes in an organization's vision, strategy, and culture as well as promote innovation in products and technologies. Transformational leadership focuses on intangible qualities such as vision, shared values, and ideas in order to build relationships, give larger meaning to separate activities, and inspire people to participate in the change process. When compared to transactional leadership, transformational leadership is based on the personal values, beliefs, and qualities of the leader rather than on an exchange process between leaders and followers. Transformational leadership differs from transactional leadership in four significant areas: 1. Transformational leadership paints a grand vision of a desired future and communicates it in a way that makes the pain of change worth the effort. The most significant role of the transformational leader may be to articulate a vision that is significantly better than the old one and to enlist others in sharing the dream. It is the vision that launches people into action and provides the basis for the other aspects of transformational leadership. Without vision, there can be no transformation. 2. Transformational leadership inspires followers to go beyond their own self-interests for the good of the group. Transformational leaders motivate people to do more than originally expected. They make followers aware of the importance of change goals

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and outcomes and, in turn, enable them to transcend their own immediate interests for the sake of the whole organization. 3. Transformational leadership elevates the concerns of followers from lower-level physical needs to higher-level psychological needs. The leader sets examples and assigns tasks not only to meet immediate needs but also to elevate followers' needs and abilities to a higher level and link them to the organization's mission. 4. Transformational leadership develops followers into leaders. Transformational leaders strive to bring out the best in followers. They rally people around the mission and vision and define the boundaries within which followers can operate with greater freedom to accomplish goals. They enlist followers in identifying problems and help them look at things in new ways so they can bring about productive change to reach the vision. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 362–363 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

12-1 Four Kinds of Influential Leadership Bloom's: Comprehension 7/5/2016 1:03 PM 7/29/2016 5:35 PM

56. Discuss the six tactics for asserting leader influence. ANSWER: Refer to Exhibit 12.6. There are six principles for asserting leader influence. 1. Appeal to a vision or higher purpose. One effective way to attract people to new behaviors or to make significant changes is to frame the request in a way that emphasizes the vision or higher purpose of the change. Providing people with meaning can help them see that the effort of doing what you ask is worthwhile. 2. Use rational persuasion. Rational persuasion means using facts, data, and logical arguments to persuade others that a proposed idea or request is the best way to complete a task or accomplish a desired goal. It can be effective whether the influence attempt is directed upward toward superiors, downward toward subordinates, or horizontally, because most people have faith in facts and analysis. Rational persuasion is most effective when a leader has technical knowledge and expertise related to the issue (expert power), although referent power is also used. Frequently, some parts of a rational argument cannot be backed up with facts and figures, so people have to believe in the leader's credibility to accept his or her argument. 3. Help people to like you. When a leader listens, shows concern for what others want and need, finds common ground, demonstrates respect, and treats people fairly,

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people are more likely to want to help and support the leader by doing what he or she asks. In addition, most people will like a leader who makes them feel good about themselves. 4. Rely on the rule of reciprocity. The "unwritten law of reciprocity" means that leaders who do favors for others can expect others to do favors for them in return. Leaders also elicit the cooperative and sharing behavior they want from others by first demonstrating it with their own actions. Some researchers argue that the concept of exchange—trading something of value for what you want—is the basis for all other influence tactics. 5. Develop allies. Reciprocity also plays an important role in developing networks of allies, people who can help the leader accomplish his or her goals. 6. Ask for what you want. Leaders have to be willing to sometimes argue forcefully to persuade others to their point of view. Leaders can use their courage to be assertive, saying what they believe to persuade others. In addition, leaders can use the techniques of persuasion such as listening, building goals on common ground, and appealing to people's emotions. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 379–381 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.08 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:43 PM 57. Which of the following questions can guide you to make ethical decisions? a. How much will the action cost the participants? b. Does the action meet the standards of fairness and equity? c. How many resources are used during the action? d. How much enjoyment will the action create? ANSWER: b RATIONALE: Refer to Exhibit 12.7. Four questions are listed: (1) Is the action consistent with the organization's goals, rather than being motivated purely by self-interest? (2) Does the action respect the rights of individuals and groups affected by it? (3) Does the action meet the standards of fairness and equity? (4) Would you wish others to behave in the same way if the action affected you? POINTS: 1 DIFFICULTY: Easy

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REFERENCES: p. 383 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-4 Don’t Take Power Personally KEYWORDS: Bloom's: Analysis DATE CREATED: 7/20/2016 8:20 PM DATE MODIFIED: 7/29/2016 5:24 PM 58. Joel has a big personality. His warmth and humor draw people to him. His expertise is an asset, but his curiosity and excitement are contagious and his team is always excited about any project they work on with him. What type of leader is Joel? a. Machiavellian leader b. Coalitional leader c. Transactional leader d. Charismatic leader ANSWER: d RATIONALE: Refer to Exhibit 12.1. Charismatic leaders use unconventional means to transcend the existing order, create an atmosphere of change, possess personal power based on expertise, respect, and admiration, have a shared perspective and idealized vision that makes them likeable and an honorable hero worthy of identification and imitation, possess an idealized vision that is highly discrepant from status quo, and are capable of strong and inspirational articulation of vision and motivation to lead. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/20/2016 8:53 PM DATE MODIFIED: 7/29/2016 5:24 PM 59. Jeanette is good at traditional management functions. She does the planning and budgeting for her division. She determines what her employees need and rewards them for completing tasks that she assigns. Although she is an effective leader, she does not inspire followers to go beyond the scope of their duties. What type of leader is Jeanette? a. Transactional leader b. Coalitional leaders

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c. Charismatic leader d. Machiavellian leader ANSWER: a RATIONALE: Transactional leaders focus on the present and excel at keeping the organization running smoothly and efficiently. They are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 362 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/20/2016 9:18 PM DATE MODIFIED: 3/27/2017 12:17 PM 60. Janey is a project manager at her company. In her position, she has created a network of people who will help her and her team successfully complete projects and service the customers later. Customer service representatives, product managers, software engineers, and upper management at client sites are all happy to work with Janey to meet her goals for her projects. What type of leader is Janey? a. Coalitional leader b. Transformational leader c. Machiavellian leader d. Charismatic leader ANSWER: a RATIONALE: Coalitional leaders observe and understand patterns of interaction and influence in the organization. They are skilled at developing connections with a broad network of people and can adapt their behavior and approach to diverse people and situations. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 365 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Leadership Principles TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/20/2016 10:17 PM DATE MODIFIED: 7/20/2016 10:33 PM

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61. In a time of economic difficulty, Eric is a cautious leader. Selecting the next product that his company will produce is a big decision. The product development department has several options. To help him decide, he has asked each product group to present their products to him next week in a type of competition. After the presentations, he will choose the product that will set the company's course for the coming year. What type of leader is Eric? a. Transactional leaders b. Coalitional leader c. Transformational leader d. Machiavellian leader ANSWER: d RATIONALE:

Machiavellian-style leaders use rewards and punishments to shape behavior. They don’t mind exploiting the fears and desires of people to get them to follow the rules and do what is necessary for the overall good. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 368–370 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-1 Four Kinds of Influential Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/20/2016 10:36 PM DATE MODIFIED: 7/29/2016 5:25 PM 62. Maeve is a popular manager. Many people enjoy being around her. She has a good head on her shoulders, and many of her followers respect her opinion and adopt her viewpoint. Maeve has: a. expert power. b. reward power. c. referent power. d. coercive power. ANSWER: c RATIONALE: When workers admire a supervisor because of the way he or she deals with them, the influence is based on referent power. Referent power depends on the leader’s personal characteristics rather than on a formal title or position and is especially visible in the area of charismatic leadership. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 374 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence

Page 33

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

12-2 Using Hard versus Soft Power Bloom's: Application 7/20/2016 11:14 PM 7/29/2016 5:26 PM

63. To Lyla, people are the most important resource that her company has. She believes that "her people" can overcome any obstacle. She trains her people and promotes them to higher positions rather than hiring managers from outside the company. What is Lyla's frame of reference? a. Structural frame b. Human resource frame c. Political frame d. Symbolic frame ANSWER: b RATIONALE: According to the human resource frame, people are the organization’s most valuable resource. This frame defines problems and issues in interpersonal terms and looks for ways to adjust the organization to meet human needs. Leaders do not rely solely on their position power to exert influence. Instead, they focus on relationships and often lead through empowerment and engagement. Leaders use the human resource perspective to involve followers and give them opportunities for personal and professional development. The images in this view are a sense of family, belonging, and the organization as a clan. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 378 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.12.07 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 12-3 Increasing Power through Political Activity KEYWORDS: Bloom's: Application DATE CREATED: 7/21/2016 1:51 AM DATE MODIFIED: 7/29/2016 5:26 PM

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1. A leader who is all action and little vision is actually uninvolved. a. True b. False ANSWER: False RATIONALE: A leader who is all action and little vision is a doer. He or she may be a hard worker and dedicated to the job and the organization, but the doer is working blind. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 397 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 2. Leaders accept the easy answer rather than looking for patterns in what they see and hear. a. True b. False ANSWER: False RATIONALE: Leaders look for patterns in what they see and hear and seek new insights rather than accepting the easy answer. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 399 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 3. Vision focuses on the current reality and maintaining the status quo. a. True b. False ANSWER: False RATIONALE: Vision is based in the current reality but is concerned with a future that is substantially different from the status quo. Taking the group or organization along this path requires leadership. POINTS: 1 DIFFICULTY: REFERENCES:

Moderate pp. 401–402 Page 1

QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/29/2016 5:53 PM 4. A powerful vision frees people from the mundane by providing them with a challenge that requires them to give their best. a. True b. False ANSWER: True RATIONALE: A powerful vision frees people from the mundane by providing them with a challenge that requires them to give their best. Vision also provides a measure by which employees can gauge their contributions to the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 403 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 5. A vision is what the organization “stands for” in a larger sense, whereas a mission is ambitious desire for the future. a. True b. False ANSWER: False RATIONALE: A vision is an ambitious desire for the future, whereas a mission is what the organization “stands for” in a larger sense. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 407 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking Page 2

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 13-3 Mission Bloom’s: Knowledge 7/5/2016 1:03 PM 7/29/2016 5:57 PM

6. Mission statements tend to grow and change in the face of changing technologies, economic conditions, or other environmental shifts. a. True b. False ANSWER: False RATIONALE: Visions grow and change, whereas the mission persists in the face of changing technologies, economic conditions, or other environmental shifts. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 407 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/5/2016 1:03 PM 7. A leader using the approach of excellence focuses on finding or creating something new. a. True b. False ANSWER: False RATIONALE: With the approach of excellence, rather than emphasizing discovery, leaders focus people on being the best, both on an individual and an organizational level. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 411 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:03 PM DATE MODIFIED: 7/21/2016 9:43 PM 8. Strategic leaders react to environmental changes rather than studying the events that have already taken place and Page 3

acting based on their anticipation of what the future might be like. a. True b. False ANSWER: False RATIONALE: Rather than reacting to environmental changes, strategic leaders study the events that have already taken place and act based on their anticipation of what the future might be like. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 413 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 5:56 PM 9. Focusing on core competencies and attaining synergy help companies create value for their customers. a. True b. False ANSWER: True RATIONALE: Focusing on core competencies and attaining synergy help companies create value for their customers. Value can be defined as the combination of benefits received and costs paid by the customer. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 414 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 10. Strategy execution is the most important as well as the most difficult part of strategic management. a. True b. False ANSWER: True RATIONALE: Strategy execution, sometimes called implementation, is the most important as well as the most difficult part of strategic management, and leaders must carefully and consistently manage the execution process to achieve results. Page 4

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 415 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 5:56 PM 11. To be a(n) , one dreams big and transforms those dreams into significant strategic action, either through one’s own activities or by hiring other leaders who can effectively execute the vision and strategy. a. dreamer b. uninvolved leader c. doer d. effective leader ANSWER: d RATIONALE: To be an effective leader, one both dreams big and transforms those dreams into significant strategic action, either through one’s own activities or by hiring other leaders who can effectively execute the vision and strategy. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 398 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 12. Which of the following statements is true of strategic leadership? a. It involves the strength to be based in the future that is substantially different from the status quo but is concerned with the current reality. b. It intends to establish an environment where leaders see things the same way or make the same choices. c. It involves the ability to work with others to initiate changes that will create a competitive advantage for the organization in the future. d. It involves the ability to maintain the status quo rather than bringing change. ANSWER: c Page 5

RATIONALE: Strategic leadership means the ability to anticipate and envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create a competitive advantage for the organization in the future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 398 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 13. Identify the correct statement regarding strategic leadership. a. It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution. b. It is a form of leadership that comes naturally to individuals. c. It reacts to environmental changes, rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like. d. It is the most important as well as the most difficult part of strategy execution. ANSWER: a RATIONALE: Strategic leadership is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 398 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 5:57 PM 14. Which of the following is a difference between strategies and execution? a. Strategies specify what we do right now, whereas execution provides direction for translating a vision into action. b. Strategies do not come naturally, whereas execution comes naturally. c. Strategies are more important than execution in strategic leadership. Page 6

d. Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen. ANSWER: d RATIONALE: Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen. Strategy provides direction for translating the vision into action and is the basis for the development of specific mechanisms to help the organization achieve goals. Execution specifies “What do we do right now?” POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 398–399 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:27 PM 15. Which of the following statements is true of strategic thinkers? a. They avoid signs of change that could hurt their organization. b. They examine problems or opportunities from many perspectives. c. They retain their own and others' assumptions and mental models. d. They accept an answer rather than looking for patterns in what they see and hear. ANSWER: b RATIONALE:

Strategic thinkers question their own and others’ assumptions and mental models. They examine problems or opportunities from many perspectives. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 399 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 16. To improve strategic leadership, leaders can: a. accept an answer rather than looking for patterns in what they see and hear. b. ignore buy-in among employees and other stakeholders who may have conflicting views and interests. Page 7

c. identify weak points in the necessary skills required for thinking strategically and work toward correcting them. d. stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation. ANSWER: c RATIONALE: To improve strategic leadership, leaders can identify weak points in skills required for thinking strategically and work toward correcting them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 399 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 17. Which of the following statements is true of an organization's vision? a. It is the property of a leader. b. It cannot be realistically achieved. c. It is a phenomenon that is readily attainable. d. It is a view that everyone involved can believe in. ANSWER: d RATIONALE: A vision is an ambitious view of the future that everyone involved can believe in, one that can realistically be achieved, yet one that offers a future that is better in important ways than what now exists. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 400 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 18. An effective vision: a. is the property of the leader. b. sets a standard of excellence and integrity. c. is always focused on the past. Page 8

d. happens naturally. ANSWER: RATIONALE:

b An effective vision provides a link between today and tomorrow, serves to energize employees and focus their attention, provides meaning for people’s work, and sets a standard of excellence and integrity in the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 402 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:27 PM 19. Which of the following statements is true of vision? a. It needs to be the property of the leader alone. b. It needs to transcend the bottom line to provide employees with a sense of meaning and purpose. c. It needs to serve as an opportunity to allow people to penetrate places where they have gone before. d. It needs to allow people to remain in their comfort zones. ANSWER: b RATIONALE: Vision needs to transcend the bottom line to provide employees with a sense of meaning and purpose. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 403 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 20. A powerful vision: a. is the organization’s core broad purpose and reason for existence. b. persists in the face of changing technologies, economic conditions, or other environmental shifts. c. serves as an opportunity to people to go where they have gone before. d. provides a measure by which employees can gauge their contributions to the organization. ANSWER: d Page 9

RATIONALE: POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

A powerful vision provides a measure by which employees can gauge their contributions to the organization. Most workers welcome the chance to see how their work fits into the whole. 1 Moderate p. 403 Multiple Choice

Page 10

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 21. A good vision brings out the best in people by: a. giving them an opportunity to go where they have gone before. b. letting them be part of something bigger than themselves. c. being the property of the leader. d. persisting in the face of changing technologies or economic conditions. ANSWER: b RATIONALE: A good vision brings out the best in people by illuminating important values, speaking to people’s hearts, and letting them be part of something bigger than themselves. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 404 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 22. Identify the true statement regarding visions. a. Visions are always communicated using a single channel. b. Many visions tend to be the properties of leaders alone. c. Visions fail to be emotional appeals to fundamental human needs. d. Many visions fail to adequately involve employees. ANSWER: d RATIONALE: Although it may seem obvious that a vision can be achieved only through people, many visions fail to adequately involve employees. Isolated top leaders may come up with a grand idea that other employees find ridiculous, or they might forget that achieving the vision requires understanding and commitment throughout the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 404 QUESTION TYPE: Multiple Choice HAS VARIABLES: False Page 11

LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 23. In an organization, when every person understands and embraces a vision . a. everyone works in different directions b. the organization becomes self-adapting c. the vision can persist in the face of changing environmental shifts d. everyone is given an opportunity to go where they have gone before ANSWER: b RATIONALE: In an organization, when every person understands and embraces a vision, the organization becomes self-adapting. Although each individual acts independently, everyone is working in the same direction. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 405 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 24. Diane heads an event management company called Venus Inc. The company encourages an innovative and creative approach to work. Diane plans to cocreate a vision. Which of the following steps should she apply to implement her plan? a. Diane should make a vision that can be the property of the leader. b. Diane should create the final vision statement without several drafts. c. Diane should target a vision for a desired future. d. Diane should communicate the vision using a single channel. ANSWER: c RATIONALE: As a leader, Diane should target a vision for a desired future. Vision typically begins with the leader, who has a vivid and compelling idea of where the team or organization should go. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 407 QUESTION TYPE: Multiple Choice

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HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:28 PM 25. Freddie is the head of operations of Ambassador Inc. He wants to cocreate a vision for his organization. Which of the following steps should Freddie perform? a. Ensure that the vision is the property of the leader. b. Get something down in writing, but make sure people know it is a draft that needs feedback. c. Restrain writing from the heart, remembering that vision is not an emotional appeal to human needs. d. Communicate using a single channel to emphasize that the vision is focused on a single purpose. ANSWER: b RATIONALE: Freddie should get something down in writing, but make sure people know it is a draft that needs feedback. A leader should write a first draft. It’s important to get something down in writing, but one should make sure people know it is a draft that needs feedback. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 407 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/22/2016 3:38 AM 26. Which of the following statements is true of mission? a. It is an ambitious desire for the future. b. It tends to grow and change in the face of environmental shifts. c. It defines the company’s core values and reason for being. d. It cannot work together with a company's vision. ANSWER: c RATIONALE:

POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

A mission defines the company’s core values and reason for being, and it provides a basis for creating the vision. The mission is the organization’s core broad purpose and reason for existence. 1 Moderate p. 407 Multiple Choice Page 13

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:28 PM 27. Identify the correct statement regarding a mission. a. It is an ambitious desire for the future. b. It serves as the glue that holds the organization together in times of change. c. It cannot work together with the vision of a company. d. It tends to grow and change in the face of changing technologies and environmental shifts. ANSWER: b RATIONALE: An organizational mission serves as the glue that holds the organization together in times of change and guides strategic choices and decisions about the future. The mission persists in the face of changing technologies, economic conditions, or other environmental shifts. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 407 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 28. An effective mission statement: a. does not describe products or services. b. is an ambitious desire for the future. c. does not persist in the face of changing technologies and economic conditions. d. captures people’s idealistic motivations for why the organization exists. ANSWER: d RATIONALE: POINTS: DIFFICULTY: REFERENCES:

An effective mission statement doesn’t just describe products or services; it captures people’s idealistic motivations for why the organization exists. 1 Moderate p. 410 Page 14

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 29. In companies with excellence as a guiding purpose, . a. managers and employees are treated as valuable resources. b. excellence is defined by the customers rather than by work. c. strength and aggressiveness determine the purpose of the organization. d. discovery for its own sake can serve as a noble purpose. ANSWER: a RATIONALE: In companies with excellence as a guiding purpose, managers and employees are treated as valuable resources and provided with support to perform at their peak. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 411 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:29 PM 30. The purpose of entrepreneurial spirit. a. altruism b. heroism c. excellence d. discovery ANSWER: RATIONALE: POINTS: DIFFICULTY: REFERENCES: QUESTION TYPE:

inspires people to see the adventure in their work and experience the joy of a pioneering or

d The purpose of discovery inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit. 1 Easy p. 411 Multiple Choice Page 15

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 31. Samuel heads a company that manufactures cell phones. He places emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the approach to frame the purpose of his organization. a. excellence b. discovery c. altruism d. heroism ANSWER: b RATIONALE: Samuel uses the discovery approach to frame the purpose of his organization. Many people are inspired by the opportunity to find or create something new. Discovery inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 411 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:30 PM 32. Victoria heads an electronics corporation. She expects each employee to perform to his or her best and be successful. She wants to achieve production with zero quality control issues. Victoria uses the approach to frame a noble purpose for her organization. a. discovery b. excellence c. altruism d. heroism ANSWER: b

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RATIONALE:

Victoria uses the excellence approach to frame a noble purpose for her organization. With the approach of excellence, leaders focus people on being the best, both on an individual and an organizational level. For these companies, excellence is defined by the work itself rather than by customers. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 411 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED:

7/22/2016 4:18 AM

33. The basis of action for the purpose of altruism is to: a. win almost every competition. b. increase personal happiness. c. be the best always. d. find or create something new. ANSWER: b RATIONALE: The basis of action for the purpose of altruism is to increase personal happiness. Most people feel good when they are doing something to help others or make their communities or the world a better place. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 412 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 34. Companies with heroism as the basis of noble purpose often: a. reflect almost an obsession with winning. b. emphasize serving others. c. experience the joy of an entrepreneurial spirit. d. inspire others to find or create something new. Page 17

ANSWER:

RATIONALE: Heroism means the company’s purpose is based on being strong, aggressive, and effective. Companies with this basis of noble purpose often reflect almost an obsession with winning. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 412 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 35. If the company’s purpose is

, its purpose is based on being strong, aggressive, and effective.

a. altruism b. heroism c. excellence d. discovery ANSWER: b RATIONALE: Heroism means the company’s purpose is based on being strong, aggressive, and effective. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 412 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:31 PM 36. can be defined as the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals and achieve the vision. a. A noble purpose b. Mission c. Strategy d. A core value ANSWER: c

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RATIONALE:

Strategy can be defined as the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals and achieve the vision. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 413 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 37. Which of the following statements is true of strategy? a. Strategy cannot be shifted by leaders. b. Strategy defines the company’s core values and reason for being, and it provides a basis for creating the vision. c. Strategy involves making decisions every day based on what the organization wants to do and be. d. Strategy is developed by leaders by reacting to environmental changes. ANSWER: c RATIONALE: Strategy involves making decisions every day based on what the organization wants to do and be. Leaders have to be clear on the organization’s purpose and vision before they can adopt an effective strategy. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 413 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 38. A change that both produces a high strategic impact and is easy to execute would be: a. a particular choice that has a slow strategic impact in the initial stage. b. an actual behavior within the organization that reflects the desired direction. c. an execution of a strategy which is the easiest part of strategic management. d. a leader’s first choice for putting strategy into action. ANSWER: d Page 19

RATIONALE:

The two dimensions considered are whether a particular choice will have a high or low strategic impact on the business and whether execution of the decision will be easy or difficult. A change that both produces a high strategic impact and is easy to execute would be a leader’s first choice for putting strategy into action. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 417 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 39. Which of the following is an example of activities that have a low strategic impact but which are relatively easy to execute? a. Mergers and acquisitions of business b. Difficult changes with little or no potential for payoff c. Major changes with potential for payoff d. Incremental improvements in products ANSWER: d RATIONALE: Leaders sometimes pursue activities that have a low strategic impact but which are relatively easy to execute. Incremental improvements in products, work processes, or techniques are examples. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 418 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 40. A leader should explain what a new strategic direction means to each person because: a. employees should often be reminded about company strengths. b. followers are often thinking about the big picture. Page 20

c. people are often fearful of change. d. leaders cannot anticipate people’s fears and questions. ANSWER: c RATIONALE: Leaders should explain what a new strategic direction means to each person. People are often fearful of change, and that includes fear of a new strategic direction. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 417 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 41. A leader who is a(n) action. ANSWER: RATIONALE: POINTS:

may effectively inspire others with a vision, yet he or she is weak on executing strategic dreamer A dreamer is good at providing a big idea with meaning for self and others. This leader may effectively inspire others with a vision, yet he or she is weak on executing strategic action. 1

DIFFICULTY: Easy REFERENCES: p. 398 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking forward KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 1:14 PM 42. A(n) is an attractive, ideal future that is credible yet not readily attainable. ANSWER: Vision RATIONALE: A vision is an attractive, ideal future that is credible yet not readily attainable. It is an ambitious view of the future that everyone involved can believe in, yet one that offers a future that is better in important ways than what now exists. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 400 Page 21

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 1:14 PM 43. means that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole. ANSWER: Self-reference RATIONALE: Self-reference means that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 405 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:31 PM 44. A(n) ANSWER:

is an organization’s core broad purpose and reason for existence. mission

RATIONALE:

A mission is an organization’s core broad purpose and reason for existence. It defines the company’s core values and reason for being, and it provides a basis for creating the vision. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 407 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM

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DATE MODIFIED:

7/22/2016 2:50 PM

45.

occurs when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone. ANSWER: Synergy RATIONALE: Synergy occurs when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 414 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 46. The mission is made up of two critical parts: the core values and the . ANSWER: core purpose RATIONALE: Typically, the mission is made up of two critical parts: the core values and the core purpose. Leaders take care when defining a core purpose so that the organization can grow and change. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 409 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 47. can be defined as the combination of benefits received and costs paid by the customer. ANSWER: Value RATIONALE: Focusing on core competencies and attaining synergy help companies create value for their customers. Value can be defined as the combination of benefits received and costs paid by the customer. POINTS: 1 DIFFICULTY: Easy Page 23

REFERENCES: p. 414 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:32 PM 48. integrates knowledge of the environment, vision, and mission with the company’s core competence in such a way as to attain synergy and create value for customers. ANSWER: Strategy formulation RATIONALE: Strategy formulation integrates knowledge of the environment, vision, and mission with the company’s core competence in such a way as to attain synergy and create value for customers. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 414 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM

49. An organization's ANSWER: RATIONALE:

is something that the organization does extremely well in comparison to competitors. core competence An organization’s core competence is something the organization does extremely well in comparison to competitors. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 414 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief Page 24

KEYWORDS: DATE CREATED: DATE MODIFIED:

Bloom’s: Knowledge 7/5/2016 1:04 PM 7/5/2016 1:04 PM

50. means that leaders use specific mechanisms, techniques, or tools for directing organizational resources to accomplish strategic goals. ANSWER: Strategy execution RATIONALE: Strategy execution means that leaders use specific mechanisms, techniques, or tools for directing organizational resources to accomplish strategic goals. This is the basic architecture for how things get done in the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 415 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 51. Briefly describe strategic leadership. ANSWER: Strategic leadership means the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future. In a fast-changing world, leaders are faced with a bewildering array of complex and ambiguous information, and no two leaders will see things the same way or make the same choices. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 398 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/22/2016 3:31 PM 52. Briefly describe how vision works in a number of important ways. ANSWER: An effective vision provides a link between today and tomorrow, serves to energize employees and focus their attention, provides meaning for people’s work, and sets a standard of excellence and integrity in the organization. Vision connects what is going on right now with what the organization aspires to. A vision is always about the future, but it begins with Page 25

the here and now. When people have a clear picture of where the organization wants to be in the future, they can help take it there. A clear vision lets people know what they should be doing and, just as importantly, what they should not be doing. Vision needs to transcend the bottom line to provide employees with a sense of meaning and purpose. A powerful vision frees people from the mundane by providing them with a challenge that requires them to give their best. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 402–404 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Evaluation DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:34 PM 53. Briefly explain the principle of self-reference. ANSWER: When every person understands and embraces a vision, an organization becomes selfadapting. Although each individual acts independently, everyone is working in the same direction. In the new sciences, this is called the principle of self-reference. Self-reference means that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole. Thus, the vision serves to direct and control people for the good of themselves and the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 405 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 54. Briefly explain the features of an organization's mission. ANSWER: A mission is the organization’s core broad purpose and reason for existence. It defines the company’s core values and reason for being, and it provides a basis for creating the vision. The mission persists in the face of changing technologies, economic conditions, or other environmental shifts. It serves as the glue that holds the organization together in times of change and guides strategic choices and decisions about the future. Page 26

POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 407–409 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:34 PM 55. List the techniques that can help leaders effectively implement strategy. ANSWER: Following are the techniques that can help leaders effectively implement strategy: 1. Leaders must communicate about the strategy continuously so that people throughout the organization can understand and internalize it. 2. Leaders must explain why they decided to do what they are doing. 3. Leaders must explain what a new strategic direction means to each person. 4. It is often a good idea to remind employees about company strengths, what is currently working, and what will not change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 417 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:35 PM 56. Explain the four possibilities of leadership in providing direction. ANSWER: Answers will vary. Refer to Exhibit 13.1 for an illustration of the four possibilities of leadership in providing direction. Four types of leaders include the uninvolved, the doer, the dreamer, and the effective leader. The person who is low on both on providing vision and stimulating action is uninvolved, not really a leader at all. The leader who is all action and little vision is a doer. He or she may be a hard worker and dedicated to the job and the organization, but the doer is working blind. Without a sense of purpose and direction, activities have no real meaning and do not truly serve the organization, the employees, or the community. The dreamer, on the other hand, is good at providing a big idea with meaning for self and others. This leader may effectively inspire others with a vision, yet he or she is weak Page 27

on executing strategic action. The vision in this case is only a dream, a fantasy, because it has little chance of ever becoming reality. To be an effective leader, one both dreams big and transforms those dreams into significant strategic action, either through one's own activities or by hiring other leaders who can effectively execute the vision and strategy. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 397–398 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:39 PM 57. List the necessary skills that can be developed by leaders for thinking strategically and navigating uncertainty. ANSWER: Answers will vary. Strategic leadership doesn't come naturally, but leaders can develop the necessary skills for thinking strategically and navigating uncertainty: • • • •

Anticipate threats and opportunities. Effective leaders are continuously scanning the environment so they don't miss important signs of change that could help or hurt the organization. Challenge the status quo. Strategic thinkers question their own and others' assumptions and mental models. They examine problems or opportunities from many perspectives. Interpret trends. Leaders look for patterns in what they see and hear and seek new insights rather than accepting the easy answer. Achieve alignment. Leaders have to get buy-in among employees and other stakeholders who may have different, even conflicting views and interests. To achieve this vision, everyone must be aligned in the same direction.

POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 399 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED:

13-1 The Leader’s Job: Looking Forward Bloom’s: Analysis 7/5/2016 1:04 PM

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7/29/2016 6:42 PM

58. Describe the four themes that are common to powerful, effective visions. ANSWER: Answers will vary. Four themes are common to powerful, effective visions: (1) they have broad, widely shaped appeal; (2) they help organizations deal with change; (3) they reflect high ideals, and (4) they define both the organization's destination and the basic rules to get there. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 404-406 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.03 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 6:43 PM 59. Which of the following has to be translated into specific goals, objectives, and plans so that employees can move toward the desired future? a. Strategy b. Vision c. Mission d. Mechanism ANSWER: b RATIONALE: Leaders not only tap into dreams for the future; to make a real difference, they link those dreams with strategic actions. Vision has to be translated into specific goals, objectives, and plans so that employees know how to move toward the desired future. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 396 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.01 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-1 The Leader’s Job: Looking Forward KEYWORDS: Bloom’s: Analysis DATE CREATED: 7/22/2016 4:24 PM DATE MODIFIED: 7/22/2016 4:30 PM 60. "To improve lives by providing library access to everyone in the community" is an example of a a. mechanism

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b. strategy c. mission d. vision ANSWER: RATIONALE:

d Refer to exhibit 13.3 for other examples. Vision needs to transcend the bottom line to provide employees with a sense of meaning and purpose. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 401, 403 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-2 Leadership Vision KEYWORDS: Bloom’s: Application DATE CREATED: 7/22/2016 4:32 PM DATE MODIFIED: 7/29/2016 6:45 PM 61. "The increase of knowledge" is an example of a . a. mission. b. vision. c. mechanism. d. strategy. ANSWER: a RATIONALE: An effective mission statement doesn’t just describe products or services; it captures people’s idealistic motivations for why the organization exists. Most successful companies have missions that proclaim a noble purpose of some type. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 410 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-3 Mission KEYWORDS: Bloom’s: Application DATE CREATED: 7/22/2016 4:59 PM DATE MODIFIED: 7/29/2016 6:46 PM 62. Melanie has developed a strategy to achieve the company's goals. Regardless of how good this is for the company, she can't get the employees to buy in to make the strategy successful. What should Melanie do? a. Order workers to perform. b. Tell workers when the changes will be made.

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c. Tell employees what isn't changing. d. Pay cooperative employees a bonus. ANSWER: c RATIONALE: Tell what is not changing. It is often a good idea to remind employees about company strengths, what is currently working, and what will not change. People have a hard time taking in new information when they feel that everything around them is shifting. Leaders give people a ‘‘place to stand’’ by telling them what is not changing. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 417 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Application DATE CREATED: 7/22/2016 7:48 PM DATE MODIFIED: 7/29/2016 6:46 PM 63. Ivan wants to identify his company's core competence so he can develop successful strategies. His company hires highly qualified people to provide computer repairs for its customers. Every repair worker goes to customer sites with as much equipment as possible to quickly complete repairs. Unlike other computer repair companies in town, Ivan guarantees same-day repair. If repairs can't be completed on the same day, Ivan's company will probably lose that dissatisfied customer's business. What is Ivan's company's core competence? a. Hiring workers b. Acquiring new clients c. Providing computer repairs d. Providing same-day service ANSWER: d RATIONALE:

An organization’s core competence is something the organization does extremely well in comparison to competitors. Leaders identify the organization’s unique strengths—what makes their organization different from others in the industry. Other companies provide computer repair, but Ivan guarantees same-day service. This is a strength that separates his company from others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 414 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.13.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 13-4 The Leader as Strategist-in-Chief KEYWORDS: Bloom’s: Application DATE CREATED: 7/22/2016 8:12 PM Page 31

DATE MODIFIED:

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1. At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization. a. True b. False ANSWER: True RATIONALE: At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization. As organizational members cope with internal and external problems, they develop shared assumptions and norms of behavior that are taught to new members as the correct way to think, feel, and act in relation to those problems. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 431 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 2. External adaptation, a function of culture in organizations, means that culture helps organizational members develop a collective identity and know how to work together effectively. a. True b. False ANSWER: False RATIONALE: External adaptation, a function of culture in organizations, refers to determining how an organization meets its goals and deals with outsiders. The right cultural values can help an organization respond rapidly to customer needs or the moves of a competitor. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 433 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 3. Culture gaps are usually minimal in the case of mergers. a. True b. False ANSWER: False

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RATIONALE:

Culture gaps can be immense, particularly in the case of mergers. The difference between desired and actual values and behaviors is known as culture gap. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 436–437 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:25 PM 4. A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture. a. True b. False ANSWER: True RATIONALE: A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture. The effect of a strong culture is not always a positive one. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 435 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 5. Axis Inc.’s mission statement is "Excellence through people." This is an example of a symbol. a. True b. False ANSWER: False RATIONALE: Axis Inc.’s mission statement “Excellence through people” is an example of specialized language. Leaders sometimes use slogans or sayings to express key corporate values. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 442 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 Page 2

NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:25 PM 6. Leaders sometimes use slogans to express key corporate values but avoid using written public statements. a. True b. False ANSWER: False RATIONALE: Leaders sometimes use slogans or sayings to express key corporate values. They also express and reinforce cultural values through written public statements, such as corporate mission statements or other formal statements that express the core values of the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 442 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 7. In the adaptability corporate culture, employees can make decisions to meet new needs. a. True b. False ANSWER: True RATIONALE: In the adaptability corporate culture, employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. Leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/23/2016 11:25 PM Page 3

8. In the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline. a. True b. False ANSWER: False RATIONALE: In the involvement corporate culture, leaders emphasize cooperation, consideration of both employees and customers, and avoiding status differences. Leaders put a premium on fairness and reaching agreement with others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 447 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 9. Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality. a. True b. False ANSWER: True RATIONALE: Organizations incorporate many types of values into their cultures. Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 448 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-5 Ethical Values in Organizations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 10. A spiritual leader addresses followers' higher-order needs for membership and self-actualization. a. True b. False ANSWER: True

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RATIONALE:

A spiritual leader addresses followers' higher-order needs for membership and selfactualization. This is intrinsic motivation at its best because work provides interest and enjoyment for its own sake. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 453 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 11. Which of the following values is most important to an organization's leaders? a. The company's vision and strategy b. Changes in the company c. The nature of work d. Expansion ANSWER: a RATIONALE: In considering what values are important for an organization, leaders consider the external environment and the company's vision and strategy. Cultures can vary widely across organizations; however, organizations within the same industry often share similar values because they are operating in similar environments. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 443 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Evaluation DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/23/2016 11:31 PM 12. The visible level of corporate culture refers to: a. artifacts such as dress, office layout, and organizational ceremonies. b. expressed values, underlying assumptions, and beliefs. c. deeper values and shared understandings held by organizational members. d. creativity and risk taking. ANSWER: a

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RATIONALE: At the surface level of corporate culture are visible artifacts, such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout—all the things one can see, hear, and observe by watching members of the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 431–432 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:27 PM 13. Culture helps employees develop a collective identity and know how to work together effectively. This is called: a. external adaptation. b. internal integration. c. cultural identity. d. cultural harmony. ANSWER: b RATIONALE: Culture helps employees develop a collective identity and know how to work together effectively. Culture serves two important functions in organizations: it integrates members so that they know how to relate to one another, and it helps the organization adapt to the external environment. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 433 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 14. An organization’s culture may not always be in alignment with the needs of the external environment. This phenomenon is known as: a. cultural diversity. b. culture gap. c. visible behavior. d. clan culture. Page 6

ANSWER: RATIONALE:

b An organization’s culture may not always be in alignment with the needs of the external

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TYPE: environment. The values and ways of doing things may reflect what worked in the past. The difference between desired and actual values and behaviors is called the culture gap. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 436 QUESTION Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 15. Which of the following statements is true of a high-performance culture? a. It discourages individual employee ownership of bottom-line results. b. It is based on a solid organizational mission or purpose. c. It fails to uphold cultural values. d. It heavily relies on the rule of reciprocity. ANSWER: b RATIONALE: A high-performance culture is based on a solid organizational mission or purpose, embodies shared responsive values that guide decisions and business practices, and encourages individual employee ownership of both bottom-line results and the organization's cultural backbone. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 439 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/23/2016 11:35 PM

ANSWER: RATIONALE:

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TYPE: 16. Competitiveness, aggressiveness, and personal initiative are values associated with the: a. adaptability corporate culture. b. achievement corporate culture. c. involvement corporate culture. d. consistency corporate culture. b The achievement corporate culture is a results-oriented culture that values competitiveness, aggressiveness, personal initiative, and the willingness to work long and hard to achieve results. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 446-447 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 17. In the , leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking. a. achievement corporate culture b. adaptability corporate culture c. consistency corporate culture d. involvement corporate culture ANSWER: b RATIONALE: In the adaptability corporate culture, leaders actively create change by encouraging and rewarding creativity, experimentation, and risk taking. The adaptability corporate culture is characterized by strategic leaders encouraging values that support the organization’s ability to interpret and translate signals from the environment into new behavior responses. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology ANSWER: RATIONALE:

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STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 14-4 The Competing Values Approach to Shaping Culture Bloom's: Analysis 7/5/2016 1:04 PM 7/29/2016 7:27 PM

18. Values and practices such as integrity, humility, respect, and personal reflection are considered as: a. slogans. b. cultural strengths. c. spiritual ideals. d. symbols. c Values and practices considered as spiritual ideals include integrity, humility, respect, appreciation for the contributions of others, fair treatment, and personal reflection. Managers who incorporate spiritual values in addition to the traditional mental and behavioral aspects of leadership tend to be successful as leaders. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 451 QUESTION Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 19. Spiritual leaders establish a corporate culture based on: a. self-motivation. b. self-appraisal. c. altruistic love. d. competitiveness. ANSWER: c RATIONALE: Spiritual leaders establish a corporate culture based on altruistic love. Altruistic love includes forgiveness, genuine caring, compassion, kindness, honesty, patience, courage, and appreciation, which enables people to experience a sense of membership and feel understood. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 452 QUESTION TYPE: Multiple Choice ANSWER: RATIONALE:

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TYPE: HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:28 PM 20. is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization. a. Negotiation b. Adaptation c. Selection d. Socialization d Socialization is the process by which a person learns the values, norms, perspectives, and expected behaviors that enable him or her to successfully participate in a group or an

ANSWER: RATIONALE:

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POINTS:

TYPE:

organization. When people are effectively socialized, they “fit in” because they understand and adopt the norms and values of the group. 1

DIFFICULTY:

Easy

REFERENCES:

p. 442

QUESTION

Multiple Choice

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 21. Leaders at Baxter International Inc. removed a product from the market when several people died after undergoing dialysis using a Baxter filter. This is an example of: a. a company emphasizing ethics. b. a company providing spiritual leadership. c. a company guilty of a moral lapse. d. a company with a weak organizational culture. ANSWER: a RATIONALE: In the given scenario, Baxter International Inc. is an example of a company emphasizing ethics. Ethics is the code of principles and values that governs the behavior of a person or group with respect to what is right or wrong. Ethics sets standards as to what is good or bad in conduct and decision making. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 448 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-5 Ethical Values in Organizations KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:29 PM 22. Axim Inc. pins the photographs of employees on the notice board to recognize the work of its front-line employees. This is an example of a: a. paradigm. b. story. c. symbol. d. model. ANSWER: c Page 12

RATIONALE:

Axim Inc.’s action is an example of a symbol. A symbol is an object, act, or event that conveys meaning to others. It is a tool for conveying cultural values of an organization. POINTS: TYPE: 1 DIFFICULTY: Challenging REFERENCES: p. 441 QUESTION Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:30 PM 23. Leaders can enact cultural values in an organization through: a. relationship marketing. b. specialized language. c. diversification. d. the rule of reciprocity. ANSWER: b RATIONALE: Some of the mechanisms leaders use to enact cultural values are organizational rites and ceremonies, stories, symbols, and specialized language. In addition, they emphasize careful selection and socialization of new employees to keep cultures strong. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 440 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:31 PM 24. In the adaptability organizational culture, . a. an internal focus and a dependability orientation for a stable environment is appreciated b. an internal focus on the involvement and participation of employees to meet changing expectations from the external environment exists c. employees who have competitiveness, aggressiveness, personal initiative, and the willingness to work long and hard to achieve results are valued d. employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued ANSWER: d Page 13

RATIONALE:

The adaptability organizational culture is characterized by strategic leaders encouraging values that support an organization's ability to interpret and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 25. Spiritual leadership can decrease or eliminate emotions such as: a. altruistic love. b. a sense of coherence. c. a sense of failure. d. integrity. ANSWER: c RATIONALE: Spiritual leadership can decrease or eliminate negative emotions, such as a sense of failure, and conflicts in the workplace and provide a stronger foundation for personal well-being. The four main types of destructive emotions are fear, anger, sense of failure, and pride. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 452–453 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:31 PM 26. Some values become so deeply embedded in a culture that organizational members: a. can see, hear, and observe them by watching other members of the organization. b. may not take them for granted. c. may not be consciously aware of them. d. can see patterns of behavior, symbols, and ceremonies. ANSWER: c RATIONALE: Some values become so deeply embedded in a culture that organizational members may not LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 Page 14

be consciously aware of them. These basic, underlying assumptions are the essence of the culture. POINTS: TYPE: 1 DIFFICULTY: Moderate REFERENCES: p. 432 QUESTION Multiple Choice HAS VARIABLES: False NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 27. If the competitive environment requires speed and flexibility, an organizational culture should embody values that support adaptability and collaboration across departments. This is an example of: a. external adaptation. b. vertical integration. c. internal integration. d. diversification. ANSWER: a RATIONALE: If the competitive environment requires speed and flexibility, an organizational culture should embody values that support adaptability, collaboration across departments, and a fast response to customer needs or environmental changes. This is an example of external adaptation. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 434 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:32 PM 28. If widespread consensus exists among employees of an organization about the importance of specific values and ways of doing things, the culture is said to be: a. autocratic. b. prejudiced. c. fragmented. d. strong. ANSWER: d

Page 15

RATIONALE:

If widespread consensus exists among employees of an organization about the importance of specific values and ways of doing things, the culture is strong and cohesive; if little agreement exists, the culture is weak. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 435 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 29. Iota Inc. has a freewheeling culture, whereas Axiom Inc. has a culture based on structure and discipline. The merger of these two companies will be difficult due to the presence of a: a. corporate culture. b. culture gap. c. culture shock. d. clan culture. ANSWER: b RATIONALE: The merger of Iota Inc. and Axiom Inc. will be difficult due to the presence of a culture gap. An organization's culture may not always be in alignment with the needs of the external environment. The values and ways of doing things may reflect what worked in the past. The difference between desired and actual values and behaviors is called the culture gap. Culture gaps can be immense, particularly in the case of mergers. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 436–437 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:33 PM 30. Managers at MediaCloud Inc. place great emphasis on winning. The culture at the company is highly result-oriented with a focus on sales growth, profitability, and market share. In the given scenario, MediaCloud is said to have the: a. involvement corporate culture. b. consistency corporate culture. c. adaptability corporate culture. Page 16

TYPE: d. achievement corporate culture.

Page 17

ANSWER: RATIONALE:

d MediaCloud Inc. has an achievement corporate culture. The achievement corporate culture is characterized by a clear vision of an organization's goals, and leaders focus on the achievement of specific targets such as sales growth, profitability, or market share. An emphasis on winning is the glue that holds the organization together. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446–447 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:34 PM 31. Zupiter Corp. follows a culture that requires strict adherence to rules and regulations with fixed time schedules for daily activities. The firm is highly efficient and places emphasis on being economical. It conducts its business in a methodical manner. In the given scenario, Zupiter Corp. is said to have the: a. consistency corporate culture. b. involvement corporate culture. c. adaptability corporate culture. d. resistant corporate culture. ANSWER: a RATIONALE: In the given scenario, Zupiter Corp. is said to have the consistency corporate culture. The consistency corporate culture has an internal focus and a dependability orientation for a stable environment. The culture supports a methodical, rational, orderly way of doing business. Following the rules and being thrifty are valued. The organization succeeds by being highly integrated and efficient. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 447 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:36 PM 32. Companies with strong, healthy cultures: Page 18

c. d. ANSWER: RATIONALE: a. often exhibit prejudice. b. have rigorous hiring practices. advocate bureaucracy. discourage socialization of new employees. b To maintain cultural values over time, leaders emphasize careful selection and socialization of new employees. Companies with strong, healthy cultures, such as Nordstrom, Southwest Airlines, Google, and Zappos, often have rigorous hiring practices. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 442 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 33. Leaders of an organization can repeatedly use based on true events to illustrate the company’s primary values to the employees. a. slogans b. symbols c. catchwords d. stories ANSWER: d RATIONALE: Leaders of an organization can repeatedly use stories based on true events to illustrate the company's primary values to the employees. A story is a narrative based on true events that is repeated frequently and shared among employees. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 441 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM Page 19

c. d. ANSWER: RATIONALE: DATE MODIFIED:

7/5/2016 1:04 PM

34. Leaders in the emphasize cooperation, consideration of both employees and customers, and avoiding status differences. a. achievement corporate culture b. involvement corporate culture consistency corporate culture adaptability corporate culture b Companies with the involvement corporate cultures are generally friendly places to work, and employees may seem almost like a family. Leaders emphasize cooperation, consideration of both employees and customers, and avoiding status differences. Leaders put a premium on fairness and reaching agreement with others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 447 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:38 PM 35. Spiritual leadership behaviors enable employees to have that provides deeper life meaning through work. a. a high level of agreeableness b. a competitive spirit c. a sense of calling d. social responsibility ANSWER: c RATIONALE: Spiritual leadership behaviors enable employees to have a sense of calling that provides deeper life meaning through work. It also provides a sense of membership through a work community in which one feels understood and appreciated. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 452 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology Page 20

c. d. ANSWER: RATIONALE: STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 14-6 Values-Based Leadership Bloom's: Knowledge 7/5/2016 1:04 PM 7/5/2016 1:04 PM

36. can encourage employee commitment to the core purpose of an organization, its specific goals, and the basic means used to accomplish goals. It can determine how the organization meets goals and deals with outsiders. a. Competitiveness b. Culture Passiveness Sentiments b Culture can encourage employee commitment to the core purpose of an organization, its specific goals, and the basic means used to accomplish goals. The “right” culture is determined partly by what the organization needs to meet external challenges. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 433–434 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:39 PM 37. Changing how future leaders are trained could: a. eliminate monopolistic competition. b. increase training expenses of organizations. c. make organizations more profit-oriented. d. solve the ethics deficit in organizations. ANSWER: d RATIONALE: Changing how future leaders are trained could be one key to solving the ethics deficit pervading organizations. Leaders can create and sustain a climate that emphasizes ethical behavior for all employees. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 449 QUESTION TYPE: Multiple Choice Page 21

c. d. ANSWER: RATIONALE: HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-5 Ethical Values in Organizations KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 38. Values-based leaders: a. solely focus on impersonal values. b. are very different from spiritual leaders. c. generate a high level of trust from employees. d. focus on profitability of organizations.

Page 22

ANSWER: RATIONALE:

c Values-based leaders generate a high level of trust and respect from employees, based not just on stated values, but on the courage, determination, and self-sacrifice they demonstrate in upholding those values. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 449 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 39. is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of calling and membership. a. Transformational leadership b. Transactional leadership c. Spiritual leadership d. Charismatic leadership ANSWER: c RATIONALE: Spiritual leadership is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 452 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 40. According to the model of spiritual leadership, spiritual leaders start by: a. creating a vision through which participants experience a sense of calling. b. establishing a corporate culture based on altruistic love to experience a sense of membership. c. engaging hope and faith to achieve desired organizational outcomes. d. improving organizational commitment and productivity. Page 23

ANSWER:

RATIONALE:

Refer to Exhibit 14.5. Spiritual leaders start by creating a vision through which organization participants experience a sense of calling that gives meaning to their work. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 452 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 41. is the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct. ANSWER: Culture RATIONALE: Culture can be defined as the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct. At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 431 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 42.

refers to the degree of agreement among employees about the importance of specific values and ways of doing things. ANSWER: Culture strength RATIONALE: Culture strength refers to the degree of agreement among employees about the importance of specific values and ways of doing things. If widespread consensus exists, the culture is strong and cohesive; if little agreement exists, the culture is weak. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 435 Page 24

QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 43.

A(n) audience.

is a planned activity that makes up a special event and is generally conducted for the benefit of an

ANSWER: RATIONALE:

ceremony A ceremony is a planned activity that makes up a special event and is generally conducted for the benefit of an audience. Leaders can schedule ceremonies to provide dramatic examples of what a company values. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 441 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/23/2016 5:36 PM 44. are the enduring beliefs that have worth, merit, and importance for an organization. ANSWER: Organizational values RATIONALE: Organizational values are the enduring beliefs that have worth, merit, and importance for an organization. The economic crisis, the breakdown of corporate ethics and responsibility that contributed to it, and the crash of once-thriving companies have brought values to the forefront. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 443 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM Page 25

45. The is a corporate culture characterized by strategic leaders encouraging values that support an organization's ability to interpret and translate signals from the environment into new behavior responses. ANSWER: adaptability culture RATIONALE: The adaptability corporate culture is characterized by strategic leaders encouraging values that support an organization's ability to interpret and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:40 PM 46. The is a corporate culture characterized by a clear vision of an organization's goals and leaders focus on the achievement of specific targets such as sales growth, profitability, or market share. ANSWER: achievement culture RATIONALE: The achievement corporate culture is characterized by a clear vision of an organization's goals, and leaders focus on the achievement of specific targets such as sales growth, profitability, or market share. An organization concerned with serving specific customers in the external environment but without the need for flexibility and rapid change is suited to the achievement culture. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 446 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:41 PM 47. is the code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong. ANSWER: Ethics Page 26

RATIONALE:

POINTS: DIFFICULTY:

Ethics is the code of principles and values that governs the behavior of a person or group with respect to what is right or wrong. Ethics sets standards as to what is good or bad in conduct and decision making. 1 Easy

REFERENCES: p. 448 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-5 Ethical Values in Organizations KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 48. Values and practices considered as include integrity, humility, respect, appreciation for the contributions of others, fair treatment, and personal reflection. ANSWER: spiritual ideas RATIONALE: Values and practices considered as spiritual ideals include integrity, humility, respect, appreciation for the contributions of others, fair treatment, and personal reflection. This approach to leadership can be effective because many people are struggling with how to combine their spiritual journey and their work life. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 451 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:42 PM 49. start by creating a vision through which organization participants experience a sense of calling that gives meaning to their work. ANSWER: Spiritual leaders RATIONALE: Spiritual leaders start by creating a vision through which organization participants experience a sense of calling that gives meaning to their work. An appropriate vision would have broad appeal, reflect high ideals, and establish a standard of excellence. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 452 QUESTION TYPE: Completion Page 27

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:41 PM 50. A(n) ANSWER: RATIONALE:

defines and uses signals and symbols to influence corporate culture. cultural leader A cultural leader defines and uses signals and symbols to influence corporate culture. Cultural leaders influence culture in two key areas: the cultural leader articulates a vision for the organizational culture that employees can believe in, and the cultural leader heeds the day-to-day activities that reinforce the cultural vision. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 440 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/23/2016 8:01 PM 51. Briefly describe the three levels of corporate culture. ANSWER: Corporate culture can be thought of as consisting of three levels, with each level becoming less obvious. At the surface level are visible artifacts such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout—all the things one can see, hear, and observe by watching members of an organization. At a deeper level of culture are the expressed values and beliefs, which are not observable but can be discerned from how people explain and justify what they do. These are values that members of the organization hold at a conscious level. Some values become so deeply embedded in a culture that organizational members may not be consciously aware of them. These basic, underlying assumptions are the essence of the culture and constitute the third level of corporate culture. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 431–432 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology Page 28

STATE STANDARDS: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence 14-1 Organizational Culture Bloom's: Comprehension 7/5/2016 1:04 PM 7/29/2016 7:56 PM

52. Briefly describe culture strength. ANSWER: Culture strength refers to the degree of agreement among employees of an organization about the importance of specific values and ways of doing things. If widespread consensus exists, the culture is strong and cohesive; if little agreement exists, the culture is weak. The effect of a strong culture is not always a positive one. Sometimes a strong culture can encourage the wrong values and cause harm to the organization and its members. A strong culture can increase employee cohesion and commitment to the values, goals, and strategies of an organization, but companies sometimes have unethical values or values that are unhealthy for the organization because they don’t fit the needs of the environment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 435 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:03 PM 53. Why are selection and socialization important in shaping culture? ANSWER: To maintain cultural values over time, leaders emphasize careful selection and socialization of new employees. Companies with strong, healthy cultures often have rigorous hiring practices. Once the right people are hired, the next step is socializing them into the culture. Socialization is the process by which a person learns the values, norms, perspectives, and expected behaviors that enable him or her to successfully participate in a group or an organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 442 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM Page 29

DATE MODIFIED:

7/24/2016 1:39 AM

54. Describe organizational values. Mention two specific dimensions along which organizational cultures can be assessed. ANSWER: Organizational values are the enduring beliefs that have worth, merit, and importance for an organization. Two specific dimensions along which organizational cultures can be assessed are: (1) the extent to which the competitive environment requires flexibility or stability, and (2) the extent to which an organization's strategic focus and strength is internal or external. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 443–444 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:56 PM 55. Briefly describe how responsive cultures are different from resistant cultures. ANSWER: Refer to Exhibit 14.2. In responsive cultures, leaders are concerned with customers and with people, processes, and procedures within an organization that bring about useful change. In resistant cultures, leaders are concerned with themselves or their own special projects, and their values tend to discourage risk taking and change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 435–436 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:48 PM 56. Discuss how cultural leaders influence corporate culture. ANSWER: A cultural leader defines and uses signals and symbols to influence corporate culture. Cultural leaders influence culture in two key areas: 1. The cultural leader articulates a vision for the organizational culture that employees can believe in. This means the leader defines and communicates central values that employees believe in and will rally around. Values are tied to a clear and compelling mission, or core purpose. Page 30

2. The cultural leader heeds the day-to-day activities that reinforce the cultural vision. The leaders makes sure that work procedures and reward systems match and reinforce the values. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 440 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:51 PM 57. Describe the factors that affect a leader's values-based leadership. ANSWER: Answers will vary. Students should include how leaders are affected by personal beliefs, personality characteristics, and behavior traits, which they bring to the job. Family backgrounds and spiritual beliefs often provide principles and values that affect how they conduct business. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 449–450 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:52 PM 58. Why is spiritual leadership important today? ANSWER: Answers will vary. Refer to Exhibit 14.5. Spiritual leadership behaviors enable employees to have a sense of calling that provides deeper life meaning through work. Spiritual leadership also provides a sense of membership through a work community in which one feels understood and appreciated. The outcome for the organization is improved commitment and productivity. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 452–453 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.07 Page 31

NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 7:55 PM 59. Allowing workers to dress casually only on Fridays is an example of a(n): a. expressed value. b. artifact. c. underlying assumption. d. deep belief. ANSWER: b RATIONALE: At the surface level of corporate culture are visible artifacts, such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout—all the things one can see, hear, and observe by watching members of the organization. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 431–432 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-1 Organizational Culture KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/23/2016 10:16 PM DATE MODIFIED: 7/29/2016 7:53 PM 60. Eve is worried about her company. Although technology is advancing quickly, the products in development at her company use what she calls "old" technology and the company's leaders call "trusted" technology. Sure, old technology may have fewer problems during development, but it may be too old to sell when the products are ready for the market. Eve is the only one concerned. Her boss and all of the company's leaders support the decision to use established methods and technology. The company's culture is: a. weak. b. responsive. c. high performance. d. resistant. ANSWER: d RATIONALE: Refer to Exhibit 14.2. In resistant cultures, leaders are concerned with themselves or their own special projects, and their values tend to discourage risk taking and change. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 435–436 QUESTION TYPE: Multiple Choice HAS VARIABLES: False Page 32

LEARNING OBJECTIVES: LEAD.DAFT.18.14.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-2 Culture Strength, Responsiveness, and Performance KEYWORDS: Bloom's: Application DATE CREATED: 7/23/2016 10:25 PM DATE MODIFIED: 7/29/2016 7:55 PM 61. To encourage members of the marketing team to be alert for any marketing opportunity, Riff frequently tells them about the time he gave a new store jacket to a local celebrity after her own jacket was torn. For the rest of the day, the celebrity wore the jacket that prominently displayed the store's name. This is an example of a: a. story. b. symbol. c. ceremony. d. daily action. ANSWER: a RATIONALE: A story is a narrative based on true events that is repeated frequently and shared among employees. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 441 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-3 Cultural Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/23/2016 10:41 PM DATE MODIFIED: 7/23/2016 10:59 PM 62. When Vince was interviewed for a new position, the interviewer described the company as fostering an involvement culture. Which of the following characteristics can Vince expect to see at the company if he is hired? a. Competitiveness b. Cooperation c. Obedience d. Creativity ANSWER: b RATIONALE: Companies with the involvement corporate culture are generally friendly places to work, and employees may seem almost like a family. Leaders emphasize cooperation, consideration of both employees and customers, and avoiding status differences. Leaders put a premium on fairness and reaching agreement with others. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 447 QUESTION TYPE: Multiple Choice HAS VARIABLES: False Page 33

LEARNING OBJECTIVES: LEAD.DAFT.18.14.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-4 The Competing Values Approach to Shaping Culture KEYWORDS: Bloom's: Application DATE CREATED: 7/23/2016 11:02 PM DATE MODIFIED: 8/8/2016 2:03 PM 63. Annie enjoys restoring old homes. She treasures the beauty and attention to detail that she finds in old buildings. To help her, she hires artisans she works with regularly who share her value of: a. customer satisfaction. b. history. c. profit. d. self-sacrifice. ANSWER: RATIONALE:

b Employees learn about values from watching leaders. Values-based leaders generate a high level of trust and respect from employees based not just on stated values but on the courage, determination, and self-sacrifice they demonstrate in upholding those values. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 449 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.14.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 14-6 Values-Based Leadership KEYWORDS: Bloom's: Application DATE CREATED: 7/23/2016 11:13 PM DATE MODIFIED: 7/23/2016 11:20 PM

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1. Rapidly changing technologies, globalization, and changing markets are some of the environmental forces creating a greater need for change leadership within organizations. a. True b. False ANSWER: True RATIONALE: Some of the environmental forces, such as rapidly changing technologies, shifting social attitudes, globalization, increasing government regulation, changing markets, the growth of ebusiness, and the swift spread of information via the Internet, are creating a greater need for change leadership within organizations. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 464 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 2. Successful change leaders believe employees can assume responsibility. a. True b. False ANSWER: True RATIONALE: Leaders who accomplish successful change projects believe in employees' capacity to assume responsibility. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 465–466 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 3/27/2017 12:14 PM 3. According to the eight-stage model of planned organizational change, leaders communicate the urgency for change in a way that provides people with facts and figures about such a change. a. True b. False ANSWER: False

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RATIONALE:

According to the eight-stage model of planned organizational change, leaders communicate the urgency for change in a way that touches people’s emotions—in other words, they help people feel the need for change rather than just giving them facts and figures. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 467 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 4. One shortcoming of appreciative inquiry is that it does not engage people from outside an organization, such as customers or clients, partners, and other stakeholders, in a change process. a. True b. False ANSWER: False RATIONALE: Appreciative inquiry can accelerate large-scale organizational change by positively engaging a large group of people in the change process, including leaders and employees, as well as people from outside an organization, such as customers or clients, partners, and other stakeholders. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 469–470 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:08 PM 5. The destiny stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists. a. True b. False ANSWER: False RATIONALE: The dream stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 470–471 Page 2

QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:09 PM 6. Creativity itself is an outcome rather than a process, a destination rather than a journey. a. True b. False ANSWER: False RATIONALE: Creativity is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization. Creativity itself is a process rather than an outcome, a journey rather than a destination. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 474 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 7. Brainstorming sessions allow group members to immediately evaluate each other’s ideas so that bad ideas can be eliminated without wasting time. a. True b. False ANSWER: False RATIONALE: One of the keys to effective brainstorming is that group members should not criticize or evaluate ideas in any way during the spontaneous generation of ideas. All ideas are considered valuable. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 475 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS:

United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence Page 3

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

15-4 Leading Creativity for Change Bloom's: Comprehension 7/5/2016 1:04 PM 7/24/2016 3:29 PM

8. Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method. a. True b. False ANSWER: True Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method. RATIONALE: Lateral thinking makes an unusual mental connection that is concerned with possibilities and “what might be.” POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 477 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 9. To help someone change means first denying emotions associated with endings and losses and trying to talk people out of feeling them. a. True b. False ANSWER: False RATIONALE: To help someone change means first dealing with the emotions associated with endings and losses rather than denying those emotions or trying to talk people out of feeling them. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 482 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM

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10. People's thinking and behavior can be changed using a positive emotional attractor that focuses on trying to "fix" weaknesses or shortcomings. a. True b. False ANSWER: False RATIONALE: A positive emotional attractor is something that awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 484 QUESTION TYPE: True / False HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/5/2016 1:04 PM 11. Which of the following forces drives the need for organizational change leadership? a. Nationalization b. Reduced regulations c. Political affiliations d. Technological advances ANSWER: d RATIONALE: Refer to Exhibit 15.1. Forces driving the need for organizational change leadership include technological advances, globalization, social media and the information revolution, economic turbulence, shifting social attitudes, changing market forces, e-business and mobile commerce, and increasing regulation. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 465 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:10 PM 12. The management at GreatBiz Inc. wants to reduce the separation between management and the workers. As part of the change initiative, it eliminates the rule about clocking in at a particular time every day. However, it is met with great resistance from the workers. In this case, which of the following steps should the management take? Page 5

a. The management should declare bonuses for workers who agree to accept the change so that other workers who are resistant about the change may also be lured to accept it. b. The management should take legal actions against the workers who oppose the change or who instigate other workers to resist the change. c. The management should find ways to enable the workers to see the value in changes that are needed for the organization to succeed. d. The management should promise to fulfill all the demands of the workers and empower them to make important business decisions. ANSWER: c RATIONALE: Leaders should be prepared for resistance and find ways to enable people to see the value in changes that are needed for an organization to succeed. POINTS: 1 DIFFICULTY: Challenging REFERENCES: p. 465 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.02 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:14 PM 13. One of the characteristics of leaders who can accomplish successful change projects is that: a. they recognize and learn from their own mistakes. b. they engage themselves in philanthropic activities. c. they maintain the status quo. d. they advocate workplace spirituality programs. ANSWER: a RATIONALE: One of the characteristics of leaders who can accomplish successful change projects is that they recognize and learn from their own mistakes. They also define themselves as change leaders rather than people who want to maintain the status quo. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 465–466 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM Page 6

DATE MODIFIED:

7/29/2016 8:14 PM

14. According to the eight-stage model of planned organizational change, a change process includes: a. creating a stable environment. b. focusing on long-term goals rather than short-term accomplishments. c. communicating financial statements to an organization's stakeholders. d. building a strong coalition of people with a shared commitment. ANSWER: d RATIONALE: According to the eight-stage model of planned organizational change, for successful change, leaders build a strong coalition of people with a shared commitment to the need for and possibility of change. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 467 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:15 PM 15. According to the eight-stage model of planned organizational change, . a. a single leader can implement a major change alone b. a leader can communicate the urgency for change by providing people with required facts and figures c. short-term accomplishments hold trivial importance while considering a major change project d. unless people see positive results of their efforts, motivation can wane during a major change project ANSWER: d RATIONALE: According to the eight-stage model of planned organizational change, unless people see positive results of their efforts, energy and motivation can wane during a major change project. To keep the momentum going, leaders identify some short-term accomplishments that people can recognize and celebrate. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 469 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM Page 7

DATE MODIFIED:

7/5/2016 1:04 PM

16. At HiTech Corp., the leaders' efforts to build a collaborative relationship were met with resistance from union leaders until bankruptcy forced them to work together. This example shows that leaders must: a. make changes stick. b. communicate the urgency for change. c. empower employees to act on the vision. d. communicate the vision and strategy. ANSWER: b RATIONALE: This example shows that leaders must communicate the urgency for change. People have to believe that change is really needed. Leaders communicate the urgency for change in a way that touches people's emotions—in other words, they help people feel the need for change rather than just giving them facts and figures. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 467 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:17 PM 17. Appreciative inquiry can be applied: a. only to large organizations. b. either on a large or small scale. c. to individual leaders on a small scale. d. only to for-profit organizations. ANSWER: b RATIONALE: Appreciative inquiry (AI) engages individuals, teams, or the entire organization in creating change by reinforcing positive messages and focusing on learning from success. AI can be applied on either a large or small scale. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 469 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM Page 8

DATE MODIFIED:

7/5/2016 1:04 PM

18. Appreciative inquiry engages individuals, teams, or the entire organization in creating change by:

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a. reinforcing positive messages and focusing on learning from success. b. implementing new systems and procedure to facilitate the change. c. focusing on short-term accomplishments that people recognize. d. creating a results-oriented and aggressive organizational culture. ANSWER: a RATIONALE: Appreciative inquiry engages individuals, teams, or the entire organization in creating change by reinforcing positive messages and focusing on learning from success. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 469 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:19 PM 19. In the stage of appreciative inquiry process, people identify “the best of what exists”—an organization’s key strengths and best practices. a. dream b. discovery c. destiny d. design ANSWER: b RATIONALE: In the discovery stage of the appreciative inquiry process, people identify “the best of what exists”—an organization’s key strengths and best practices. This stage is about discovering the unique qualities of a group that have contributed to success. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 470 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM a. Page 10

b. c. d. ANSWER: RATIONALE: DATE MODIFIED:

7/5/2016 1:04 PM

20. During the stage of the appreciative inquiry (AI) process, people are asked to narrate stories that identify the best of their experiences with an organization. discovery dream design destiny a In the discovery stage of the appreciative inquiry process, leaders interview people, asking them to tell stories that identify the best of their experiences with the organization. This stage is about discovering the unique qualities of the group that have contributed to success. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 470 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:21 PM 21. The dream stage of the appreciative inquiry process involves: a. translating the ideas identified in the previous stages into concrete action steps. b. formulating action plans for transforming dreams into reality. c. interviewing people and asking them to tell stories that identify the best of their experiences with an organization. d. creating a shared vision of the best possible future, grounded in the reality of what already exists. ANSWER: d RATIONALE:

The dream stage of the appreciative inquiry process is about imagining “what could be” and creating a shared vision of the best possible future, grounded in the reality of what already exists. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 470–471 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence a. Page 11

b. c. d. ANSWER: RATIONALE: TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

15-3 Using Appreciative Inquiry Bloom's: Analysis 7/5/2016 1:04 PM 7/29/2016 8:22 PM

22. The final stage of appreciative inquiry is by translating the ideas identified in the previous stages into concrete action steps. creating a destiny creating a vision redesigning an organization discovering organizational strengths a The final stage of appreciative inquiry is creating a destiny by translating the ideas identified in the previous stages into concrete action steps. This involves both celebrating the best of what exists and pushing forward to realize the dream by creating specific programs, activities, and other tangible forces that will implement the design and ensure the continuation of change begun during the AI process. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 471 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:04 PM DATE MODIFIED: 7/29/2016 8:23 PM 23. A key to effective brainstorming is: a. evaluating ideas during spontaneous idea generation. b. generating as many ideas as possible. c. setting practical limits, such as cost and location, on the ideas. d. dividing ideas into smaller units. ANSWER: b RATIONALE: One of the keys to effective brainstorming includes expressing any idea that comes to mind, no matter how weird or fanciful. Brainstormers should not be timid about expressing creative thinking. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 475 QUESTION TYPE: Multiple Choice HAS VARIABLES: False a. Page 12

b. c. d. ANSWER: RATIONALE: LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:23 PM 24. Lateral thinking: solves a problem by orthodox and logical methods.

a. Page 13

b. c. d. ANSWER: RATIONALE: stagnates creativity. is concerned with certainties and "what ought to be." moves people "sideways" to try different perceptions. d Lateral thinking can be defined as a set of systematic techniques used for changing mental concepts and perceptions and generating new ones. With lateral thinking, people move “sideways” to try different perceptions, different concepts, and different points of entry to gain a novel solution. Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 477 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 25. uses a round-robin format to get people from different areas of an organization talking together, generating creative ideas, and identifying areas for potential collaboration. a. Speedstorming b. Brainstorming c. Idea incubation d. Idea championship ANSWER: a RATIONALE: Speedstorming, as the name suggests, was inspired by the phenomenon of speed-dating. It uses a round-robin format to get people from different areas of an organization talking together, generating creative ideas, and identifying areas for potential collaboration. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 475 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Leadership Principle - DISC: Leadership Principles TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM Page 14

DATE MODIFIED:

7/5/2016 1:05 PM

26. Employees resist change because: a. it violates creative intuition. b. it violates the relationship between employees and an organization. c. it involves a lengthy process which can takes years to implement. d. it provides full information about future events. ANSWER: b RATIONALE: The underlying reason why employees resist change is that it violates the personal compact between workers and the organization. Personal compacts are the reciprocal obligations and commitments that define the relationship between employees and organizations. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 482 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 27. Electronic brainstorming generates more ideas than regular brainstorming groups because: a. people can evaluate ideas of other group members. b. the size of the group is generally large. c. more talented people can participate. d. people participate anonymously. ANSWER: d RATIONALE: Studies show that electronic brainstorming generates about 40 percent more ideas than individuals brainstorming alone, and 25 percent to 200 percent more ideas than regular brainstorming groups, depending on group size. Primarily because people participate anonymously, the sky’s the limit in terms of what they feel free to say. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 476 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence

Page 15

TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

15-4 Leading Creativity for Change Bloom's: Analysis 7/5/2016 1:05 PM 7/29/2016 8:24 PM

28. One approach to immersion is to: a. think outside the box.

b. focus on the internal aspects of a situation or problem. c. hold a single perspective toward a product or process. d. prohibit unusual manipulation of product or process components. ANSWER: b RATIONALE: One approach to immersion is to focus on the internal aspects of a situation or problem. People can take a product, situation, or process and break it down into component parts. Manipulating the components in unusual ways can create a valuable new idea. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 479 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 29. Idea champions: a. are the facilitators of brainstorming sessions held in organizations. b. provide a safe harbor where ideas from people throughout an organization can be developed. c. use electronic brainstorming. d. fight to overcome natural resistance and convince others of the value of an idea. ANSWER: d RATIONALE: Idea champions are people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value. Personal energy and effort are needed to successfully promote a new idea. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 474 QUESTION TYPE: Multiple Choice

Page 16

HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 30. Personal compacts: a. are the reciprocal obligations and commitments that define the relationship between employees and organizations. b. represent the second stage of creativity. c. do not incorporate elements such as mutual trust and dependence, as well as shared values. d. occur during a mental pause, a period of mixed tension and relaxation. ANSWER: a RATIONALE: Personal compacts are the reciprocal obligations and commitments that define the relationship between employees and organizations. Personal compacts incorporate elements such as mutual trust and dependence, as well as shared values. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 482 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 3/27/2017 12:19 PM 31. A safe harbor where ideas from employees can be developed without interference from company bureaucracy or politics is called a(n): a. idea champion. b. idea incubator. c. open culture. d. change agent. ANSWER: b RATIONALE: An idea incubator provides a safe harbor where ideas from people throughout an organization can be developed without interference from company bureaucracy or politics. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 474 Page 17

QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:26 PM 32. is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization. a. Investigation b. Analysis c. Experimentation d. Creativity ANSWER: RATIONALE:

d Creativity is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization. Creative people come up with ideas that may meet perceived needs, solve problems, or respond to opportunities and are therefore adopted by the organization. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 474 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 33. As part of the brainstorming process, freewheeling involves: a. evaluating ideas of group members freely during spontaneous idea generation. b. expressing any idea that comes to mind, no matter how weird or fanciful. c. providing freedom to generate as many ideas as possible. d. bringing people together in an interactive group over a computer network. ANSWER: b RATIONALE: One of the keys to effective brainstorming is welcoming freewheeling which involves people expressing any idea that comes to mind, no matter how weird or fanciful. POINTS: 1 DIFFICULTY: Moderate

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REFERENCES: p. 475 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 34. is a set of systematic techniques for changing mental concepts and perceptions and generating new ones. a. Lateral thinking b. Idea incubation c. Brainstorming d. Idea championship ANSWER: a RATIONALE: Lateral thinking can be defined as a set of systematic techniques used for changing mental concepts and perceptions and generating new ones. With lateral thinking, people move “sideways” to try different perceptions, different concepts, and different points of entry to gain a novel solution. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 477 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 35. Crescent Corp., a company manufacturing electronic appliances, sends teams of six people to live together for eight weeks and use the company’s products for household chores such as cooking, washing, laundry, and cleaning. This enables the team members to test their products in realistic settings and generate ideas on how to improve them. This is an example of: a. downsizing. b. appreciative inquiry. c. brainstorming. d. referent power. ANSWER: c

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RATIONALE:

This is an example of brainstorming. Some companies practice an extreme type of brainstorming, based on the popularity of television reality shows, that puts people together for an extended time period to come up with ideas. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 476 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 36. To encourage change and innovation, organizations: a. reject quick wins in favor of long-term benefits. b. avoid the use of lateral thinking. c. encourage employee resistance. d. strive to hire people who display creative characteristics. ANSWER: d RATIONALE: Many organizations that want to encourage change and innovation strive to hire people who display creative characteristics. Leaders can help individuals be more creative by facilitating brainstorming, promoting lateral thinking, enabling immersion, allowing pauses, and nurturing creative intuition. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 475 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/24/2016 9:16 PM 37. To build a culture that encourages , leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, openness, exploration, and informed risk-taking. a. organizational justice b. appreciative inquiry c. technological innovation Page 20

d. corporate entrepreneurship ANSWER: d RATIONALE: To build a culture that encourages corporate entrepreneurship, leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, openness, exploration, and informed risk-taking. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 474 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 38. A(n) is something that awakens an individual’s hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to “fix” weaknesses or shortcomings. a. intuitive thinking process b. personal compact c. after-action review d. positive emotional attractor ANSWER: d RATIONALE:

A positive emotional attractor is something that awakens an individual’s hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to “fix” weaknesses or shortcomings. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 484 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:27 PM 39. The manager at Seasons Hotel wanted to change the incentive system to offer bonuses tied to the hotel's financial performance, but the employees refused to comply. This example shows that the manager: a. violated employees’ personal compact. b. used ethical leadership. Page 21

c. applied the appreciative inquiry approach. d. used expert power to implement changes. ANSWER: a RATIONALE:

This example shows that the manager at Seasons Hotel violated employees’ personal compact. The underlying reason why employees resist change is that it violates the personal compact between workers and an organization. Personal compacts are the reciprocal obligations and commitments that define the relationship between employees and organizations. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 482 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Promotion - BUSPROG: Analytic STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Application DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 40. Changing people’s thinking and behavior is possible by: a. establishing organizational hierarchies. b. furnishing people with necessary facts and figures about a change project. c. focusing on trying to fix people's weaknesses and shortcomings. d. helping people establish new, emotional relationships that provide hope. ANSWER: d RATIONALE:

Changing people’s thinking and behavior is possible, and the keys to doing so incorporate five elements: a positive emotional attractor, supportive relationships, repetition of new behaviors, participation and involvement, and after-action reviews. Leaders help people establish new, emotional relationships that provide hope, make people believe they have the power to change, and inspire people with the expectation that change will happen. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 484–485 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM Page 22

DATE MODIFIED:

7/29/2016 8:28 PM

41. is a technique for leading change that engages individuals, teams, or an entire organization by reinforcing positive messages and focusing on learning from success. ANSWER: Appreciative inquiry RATIONALE: Appreciative inquiry is a technique for leading change that engages individuals, teams, or an entire organization in creating change by reinforcing positive messages and focusing on learning from success. It can accelerate large-scale organizational change by positively engaging a large group of people in the change process. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 469 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 42. During the stage of appreciative inquiry, the unique qualities of a group that have contributed to an organization's success are identified. ANSWER: discovery RATIONALE: In the discovery stage of appreciative inquiry, people identify "the best of what exists"—an organization's key strengths and best practices. This stage is about discovering the unique qualities of the group that have contributed to success. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 470 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 43. The stage of the appreciative inquiry (AI) process is about imagining “what could be” and creating a shared vision of the best possible future, grounded in the reality of what already exists. ANSWER: dream

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RATIONALE:

The dream stage of appreciative inquiry (AI) is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists. By allowing people to express their dreams for the future, AI inspires hope and energy for change. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 470–471 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:33 PM 44. During the ANSWER: RATIONALE:

stage of appreciative inquiry, action plans for transforming dreams into reality are formulated. design The design stage of appreciative inquiry formulates action plans for transforming dreams into reality. This involves people making decisions about what an organization needs to do in order to be what it wants to be. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 471 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

15-3 Using Appreciative Inquiry Bloom's: Analysis 7/5/2016 1:05 PM 7/29/2016 8:33 PM

45. are people who passionately believe in a new idea and fight to overcome natural resistance and convince others of its value. ANSWER: Idea champions RATIONALE: Idea champions are people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value. Change does not happen by itself. Personal energy and effort are needed to successfully promote a new idea. POINTS: 1 DIFFICULTY: Easy

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REFERENCES: p. 474 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 46. is a technique to encourage creativity that uses a face-to-face interactive group to spontaneously suggest a broad range of creative ideas to solve a problem. ANSWER: Brainstorming RATIONALE: Brainstorming is a technique to encourage creativity that uses a face-to-face interactive group to spontaneously suggest a broad range of creative ideas to solve a problem. The keys to effective brainstorming are avoiding criticism, expressing any idea that comes to mind, and generating as many ideas as possible. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 475 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:34 PM 47. is a set of systematic techniques for breaking away from customary mental concepts and generating new ones. ANSWER: Lateral thinking RATIONALE: Lateral thinking is a set of systematic techniques for breaking away from customary mental concepts and generating new ones. It appears to solve a problem by an unorthodox or apparently illogical method. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 477 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge Page 25

DATE CREATED: DATE MODIFIED:

7/5/2016 1:05 PM 7/29/2016 8:35 PM

48. means to go deeply into a single area or topic to spark personal creativity, which has been called thinking “inside the box." ANSWER: Immersion RATIONALE: Immersion means to go deeply into a single area or topic to spark personal creativity, which has been called thinking "inside the box." One approach to immersion is to focus on the internal aspects of a situation or problem. POINTS: 1 DIFFICULTY: Easy REFERENCES: pp. 478–479 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:36 PM 49.

are the reciprocal obligations and commitments that define the relationship between employees and organizations. ANSWER: Personal compacts RATIONALE: Personal compacts are the reciprocal obligations and commitments that define the relationship between employees and organizations. They include such things as job tasks, performance requirements, evaluation procedures, and compensation packages. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 482 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 50.

are quick sessions during which leaders evaluate the outcome of change activities to see what worked, what didn’t, and what can be learned from it. ANSWER: After-action reviews

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RATIONALE:

An excellent mechanism for evaluation and feedback of a change is the after-action review. After-action reviews are quick sessions during which leaders review the outcome of change activities to see what worked, what didn’t, and what can be learned from it. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 485 QUESTION TYPE: Completion HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Knowledge DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 51. Describe the seven key characteristics of leaders who can accomplish successful change projects. ANSWER: Following are the seven key characteristics of leaders who can accomplish successful change projects: 1. They define themselves as change leaders rather than people who want to maintain the status quo. 2. They demonstrate courage. 3. They believe in employees’ capacity to assume responsibility. 4. They are able to assimilate and articulate values that promote adaptability. 5. They recognize and learn from their own mistakes. 6. They are capable of managing complexity, uncertainty, and ambiguity. 7. They have vision and can describe their vision for the future in vivid terms. POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 465–466 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.02 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: KEYWORDS: DATE CREATED: DATE MODIFIED:

15-1 Leadership Means Leading Change Bloom's: Analysis 7/5/2016 1:05 PM 7/29/2016 8:38 PM

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52. According to the eight-stage model of planned organizational change, why is it important for leaders to have the right people on board? ANSWER: Considering the complexities of change, no single person can implement a change, especially a major one, alone. For successful change, leaders build a strong coalition of people with a shared commitment to the need for and possibility of change. They include people with enough power to make sure the change happens, as well as people who can make the change more acceptable to end users. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 467 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/5/2016 1:05 PM 53. According to the eight-stage model of planned organizational change, why is it important for leaders to achieve and celebrate quick wins? ANSWER: According to the eight-stage model of planned organizational change, unless people see positive results of their efforts, energy and motivation can wane during a major change project. To keep the momentum going, leaders identify some short-term accomplishments that people can recognize and celebrate. A highly visible and successful short-term accomplishment boosts the credibility of a change process and renews everyone's enthusiasm and commitment. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 469 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:41 PM 54. Explain the destiny stage of appreciative inquiry.

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ANSWER:

The final stage of the appreciative inquiry (AI) process is creating a destiny by translating the ideas identified in the discovery, dream, and design stages into concrete action steps. This involves both celebrating the best of what exists and pushing forward to realize the dream by creating specific programs, activities, and other tangible forces that will implement the design and ensure the continuation of change begun during the AI process. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 471 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:39 PM 55. Discuss electronic brainstorming. ANSWER: Electronic brainstorming or brainwriting brings people together in an interactive group over a computer network. People can submit ideas as well as read and extend others’ ideas. Studies show that electronic brainstorming generates about 40 percent more ideas than individuals brainstorming alone, and 25 percent to 200 percent more ideas than regular brainstorming groups, depending on group size. Primarily because people participate anonymously, the sky’s the limit in terms of what they feel free to say. Creativity also increases because people can write down their ideas immediately, avoiding the possibility that a good idea might slip away while the person is waiting for a chance to speak in a face-to-face group. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 476 QUESTION TYPE: Subjective Short Answer HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:43 PM 56. How can leaders foster a creative culture in organizations? ANSWER: For creative acts that benefit the organization to occur consistently, the interests and actions of everyone should be aligned with the organization's purpose, vision, and goals, and leaders should make a commitment of time, energy, and resources to support creativity. One popular approach is to provide an idea incubator. An idea incubator provides a safe harbor where Page 29

ideas from people throughout the organization can be developed without interference from company bureaucracy or politics. To build a culture that encourages corporate entrepreneurship, leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, openness, exploration, and informed risk-taking. One important outcome of entrepreneurship is to facilitate idea champions. Idea champions are people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value. A creative culture is an open culture that encourages people to look everywhere for new ideas. Leaders promote openness by rotating people into different jobs, allowing them time off to participate in volunteer activities, and giving them opportunities to mix with people different from themselves. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 474 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:48 PM 57. Explain the importance of allowing pauses for promoting creativity. ANSWER: Answers will vary. Students should consider that creativity often occurs during a mental pause, a period of mixed tension and relaxation. Leaders can apply the idea of mental pauses by allowing people to have quiet spaces when they need them. Simply breaking up a group session and telling people to go take a walk or work on something simple and repetitive for a while can kick-start the creative process. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 479 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Comprehension DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/24/2016 8:35 PM 58. Discuss the five key elements that can be incorporated to change people's thinking and behavior in organizations. Page 30

ANSWER:

The keys to changing people's thinking and behavior incorporate the following five elements: 1. Provide a positive emotional attractor. A positive emotional attractor is something that awakens a person's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings. 2. Make sure people have a support system. Leaders have people establish new, emotional relationships that provide hope, make people believe they have the power to change, and inspire people with the expectation that change will happen. 3. Use repetition. People need the opportunity to experiment and practice the new skills and habits over and over until the new pattern of behavior becomes automatic. 4. Involve people early. When people are involved in helping to design the change, they will be more committed to it. Although this approach is time-consuming, it pays off by giving people a sense of control over the change activity. They come to understand the change better and become committed to its successful implementation. 5. Apply after-action reviews. After-action reviews are quick sessions during which leaders review the outcome of change activities to see what worked, what didn't, and what can be learned from it.

POINTS: 1 DIFFICULTY: Moderate REFERENCES: pp. 484–485 QUESTION TYPE: Essay HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/5/2016 1:05 PM DATE MODIFIED: 7/29/2016 8:53 PM 59. Antonia is a surgeon at City Hospital. To help patients with a specific condition, she needs the hospital to purchase a new piece of expensive equipment and train the staff in its use. Which of the following forces have made Antonia a change leader? a. E-business b. Social media c. Technological advances d. Shifting social attitudes ANSWER: c RATIONALE: Refer to Exhibit 15.1. Forces driving the need for organizational change leadership include technological advances, globalization, social media and the information revolution, economic turbulence, shifting social attitudes, changing market forces, e-business and mobile commerce, and increasing regulation. In this situation, technological advances have created better equipment. POINTS: 1 Page 31

DIFFICULTY: Easy REFERENCES: p. 465 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.01 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-1 Leadership Means Leading Change KEYWORDS: Bloom's: Application DATE CREATED: DATE MODIFIED:

7/24/2016 9:25 PM 7/24/2016 9:37 PM

60. According to the eight-stage model of planned organizational change, leaders should: a. avoid making big changes at once. b. take advantage of a crisis. c. depend on employees to solve any problems. d. stop after achieving a small success. ANSWER: b RATIONALE: People have to believe that change is really needed. Leaders communicate the urgency for change in a way that touches people’s emotions—in other words, they help people feel the need for change rather than just giving them facts and figures. Consider Peter Löscher, the first outsider ever hired as CEO of Siemens, who says ‘‘never miss the opportunities that come from a good crisis.’’ Löscher, who has now left Siemens, stepped in at a very difficult time, with the company facing bribery charges, and he needed to make massive changes in structure and culture. He spent his first 100 days traveling around the world talking with employees about how the bribery scandal had tarnished Siemens’s proud heritage. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 467 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.03 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-2 A Framework for Change KEYWORDS: Bloom's: Analysis DATE CREATED: 7/24/2016 9:41 PM DATE MODIFIED: 7/29/2016 8:57 PM 61. Which phase of the appreciative inquiry process includes translating ideas into concrete action steps? a. Destiny b. Discovery c. Design d. Dream Page 32

ANSWER: RATIONALE:

a The final stage of AI is creating a destiny by translating the ideas identified in the previous stages into concrete action steps. This involves both celebrating the best of what exists and pushing forward to realize the dream by creating specific programs, activities, and other tangible forces that will implement the design and ensure the continuation of change begun during the AI process. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 471 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.04 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-3 Using Appreciative Inquiry KEYWORDS: Bloom's: Analysis DATE CREATED: 7/24/2016 10:25 PM DATE MODIFIED: 7/24/2016 10:38 PM 62. They were stuck. No one could think of a way to reduce costs enough to make the project worth the time it would take to complete. Jerry stood up and suggested, "Let's take a break for lunch. Everybody meet back here in two hours with a new idea." This is an example of: a. speedstorming. b. immersion. c. lateral thinking. d. pausing. ANSWER: d RATIONALE: Some of the best ideas often occur when people take time off from working on a problem and change what they are doing. Allowing pauses activates different parts of the brain. POINTS: 1 DIFFICULTY: Easy REFERENCES: p. 479 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.05 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-4 Leading Creativity for Change KEYWORDS: Bloom's: Application DATE CREATED: 7/24/2016 10:43 PM DATE MODIFIED: 7/24/2016 11:01 PM 63. Jossalyn hoped that several team members would volunteer to work at the company's booth at the trade show. She pointed out that meeting potential clients and increasing sales through contacts made at the trade show could create Page 33

long- term success for those who work at the trade show and the company. This is an example of: a. providing a positive emotional attractor. b. providing a support system. c. using repetition. d. fixing weaknesses. ANSWER: a RATIONALE: A positive emotional attractor (PEA) is something that awakens a person’s hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings. POINTS: 1 DIFFICULTY: Moderate REFERENCES: p. 484 QUESTION TYPE: Multiple Choice HAS VARIABLES: False LEARNING OBJECTIVES: LEAD.DAFT.18.15.06 NATIONAL STANDARDS: United States - BUSPROG: Analytic | Technology STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence TOPICS: 15-5 Implementing Change KEYWORDS: Bloom's: Application DATE CREATED: 7/24/2016 11:06 PM DATE MODIFIED: 7/24/2016 11:19 PM

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