Question 1
A study with 3,000 executives revealed that leaders who obtain the best results typically use
several different styles in one week.
the style recommended by the board.
the style recommended by the group members.
whatever style matches the latest management fad.
Question 2
A large research study about sex differences in effectiveness between men and women leaders found that
men were rated high on relationship-oriented skills.
men were rated lower on orientation toward strategic planning and organizational vision.
women were rated lower on orientation toward production and obtaining results.
women were rated higher on relationship-oriented leadership skills.
Question 3
In the Pygmalion effect, group members
rebel against high expectations.
respond only to verbal signals.
live up to expectations set for them.
become uncomfortable when placed under heavy pressure.
Question 4
An entrepreneurial leader is most likely to
have high enthusiasm and creativity.
have a moderate achievement drive.
be calm and deliberate when an opportunity arises.
work smoothly within a bureaucracy.
Question 5
A consultative leader
confers with the group before making a decision.
consults reference sources before making a decision.
turns over decision-making authority to the group.
takes a vote before reaching a decision.
Question 6
The generally accepted leadership style in the modern organization is the
micromanagement style.
participative style in general.
democratic form of participative style.
autocratic style.
Question 7
As a leader, department manager Anna is highly concerned about results, and has little concern for people. Her Managerial Grid style is labeled
1, 9 Accommodating.
9, 1 Controlling.
1, 1 Indifferent.
9, 9 Sound.
Question 8
When workers are aligned, they tend to
oppose many management policies.
work at cross-purposes with each other.
follow directions without question.
pull together for a higher purpose.
Question 9
The purpose of a tough question by a leader is to help the person or group
stop and think about why they are doing or not doing something.
understand that they deserve to be punished.
overcome a loss in self-confidence.
realize how much they have to learn.
Question 10
The general purpose of disaster planning is to
deal effectively with a crisis.
practice transformational leadership skills.
minimize leadership liability for a crisis.
prevent a crisis.
Question 11
Contingency leadership theorists believe that in terms of shaping the leader’s behavior,
forces in the situation are more important that the leader’s personal characteristics.
the leader’s characteristics are more important than forces in the leadership situation.
the leadership situation has a negligible influence.
the leader’s personal characteristics have a negligible influence.
Question 12
The general thrust of path-goal theory is to specify what the leader must do to
make a directive style of leadership acceptable.
achieve high productivity and morale in a given situation.
improve the work attitudes of group members.
make the situation more favorable.
Question 13
Following Fiedler’s contingency model, a leader can increase situational control by
decreasing the task structure for group members.
creating conflict between himself or herself and group members.
increasing his or her position power.
increasing the demands on group members.
Question 14
Baxter, a chief operating officer, practices contingency leadership when he
warns workers in advance about potential punishments.
maintains an optimistic, positive attitude.
challenges the use of new technologies.
discards old ideas that no longer fit the circumstances.
Question 15
A suggestion to the leader based on path-goal theory is for the leader to
give people careful instructions, even when they can perform the task well.
encourage group members to provide their own structure.
purposely make ambiguous the path between goal attainment and receiving a reward.
reduce frustrating barriers to reaching goals.
Question 16
In Fiedler’s contingency theory, the most important dimension of the situation for determining situational control is
position power.
leader-member relations.
personal power.
task structure.
Question 17
Plant manager Kristina practices evidence-based leadership when she
uses leadership practices proven to be effective.
carefully documents poor performance.
asks group members to justify their claims.
maintains a log of her interactions with group members.
Question 18
A recent development in corporate philanthropy is for corporate leaders to demand
a good return on investment, in terms of social impact, for their donated money.
that the causes receiving the money become good customers.
that recipients of their generosity all believe in capitalism.
respect and recognition from all recipients.
Question 19
A leader at the postconventional level of moral development is likely to
attempt to do the most good for the most people.
maximize personal gain in most business transactions.
falsify earnings statements to be eligible for a big bonus.
be moral just enough to look good.
Question 20
An authority cited in the leadership text argues that ethics is at the center of leadership because the ethical leader
wants to create a positive public appearance.
promote conflicts of interest.
attempts to keep profits at a bare minimum.
wants everybody to benefit.
Question 21
Which one of the following questions in an ethical screen deals with the principle of reversibility?
How does it smell?
What would you tell your child, sibling, or young relative to do?
Who gets hurt?
Is it fair?
Question 22
An ethical screen is used primarily when facing a decision that
is in opposition to the organizational culture.
affects the majority of employees within the firm.
is not obviously ethical or blatantly unethical.
is widely recognized as criminal behavior.
Question 23
When senior management provides strategic leadership for ethics,
senior managers emphasize being whistle blowers.
marketing strategy is converted into ethical strategy.
senior managers become ethics leaders.
the roles of stockholders and shareholders become reversed.
Question 24
Which one of the following is the clearest example of socially responsible behavior on the part of a business firm?
Ensuring that all workers get paid
Safely disposing of mercury
Creating a pleasant workplace
Avoiding involvement in political causes
Question 25
An example of an executive leader helping sustain the environment would be to
use as much renewable energy as possible at the company.
create attractive designs on packages.
take a little company trash home with them after work.
charge customers for shipping and delivery.
