Question 1

In the context of styles offollowership, a(n) is both a critical, independent thinker and active in an organizat

Accepted Answer

effective follower

Question 2

Managing up involves:

Accepted Answer

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. 
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. D

Question 3

Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their performance.

Accepted Answer

A) True 
 B)False  False

Question 4

If a leader's actions and decisions contradict the best interests of an organization, effective followers:

Accepted Answer

A) take a stand. 
B) follow the leader. 
C) sacrifice their personal integrity. 
D) follow passively. 
A) take a stand. 
B) follow the leader. 
C) sacrifice their personal integrity. 
D) follow passively.

Question 5

An alienated follower:

Accepted Answer

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. 
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.

Question 6

Briefly describe an alienated follower.

Accepted Answer

An alienated follower is an independent,

Question 7

A follower can be a resource for the leader by:

Accepted Answer

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. 
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.

Question 8

An effective follower-leader relationship is based on .

Accepted Answer

A) mutnal respect 
B) authority 
C) submission 
D) conformity 
A) mutnal respect 
B) authority 
C) submission 
D) conformity

Question 9

Which of the following is a way that leaders can provide feedback that benefits followers?

Accepted Answer

A) Making feedback timely 
B) Using elements of organizational objectives 
C) Focusing on the person, not performance 
D) Making feedback general 
A) Making feedback timely 
B) Using elements of organizational objectives 
C) Focusing on the person, not performance 
D) Making feedback general

Question 10

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.

Accepted Answer

The answer of should not be used simply to criticize...

Question 11

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.

Accepted Answer

The answer of A subordinate with useful , a personal...

Question 12

Effective feedback:

Accepted Answer

A) is general in nature. 
B) looks toward the future. 
C) describes the mistakes of the past. 
D) focuses on fault-fmding. 
A) is general in nature. 
B) looks toward the future. 
C) describes the mistakes of the past. 
D) focuses on fault-fmding.

Question 13

Building a relationship with a leader implies submitting to authority.

Accepted Answer

A) True 
 B)False

Question 14

Dependent, uncritical thinkers:

Accepted Answer

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. 
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.

Question 15

In the context offollowership styles, leave the thinking to their leaders.

Accepted Answer

A) pragmatic survivors 
B) alienated followers 
C) passive followers 
D) conformists 
A) pragmatic survivors 
B) alienated followers 
C) passive followers 
D) conformists

Question 16

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.

Accepted Answer

A) True 
 B)False

Question 17

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?

Accepted Answer

A) Pragmatic survivor 
B) Conformist 
C) Passive follower 
D) Alienated follower 
A) Pragmatic survivor 
B) Conformist 
C) Passive follower 
D) Alienated follower

Question 18

Followers can influence their leaders by being:

Accepted Answer

A) a resource for the leader. 
B) critical of an organization. 
C) submissive and passive. 
D) dependent, uncritical thinkers. 
A) a resource for the leader. 
B) critical of an organization. 
C) submissive and passive. 
D) dependent, uncritical thinkers.

Question 19

Briefly discuss the demands on effective followers.

Accepted Answer

To be effective, followers have to know

Question 20

Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader-follower relationship.This requires the follower to have:

Accepted Answer

A) the courage to leave. 
B) the will to participate in transformation. 
C) the ability to face the challenge. 
D) the willingness to assume responsibility. 
A) the courage to leave. 
B) the will to participate in transformation. 
C) the ability to face the challenge. 
D) the willingness to assume responsibility.

In the context of styles offollowership, a(n) is both a critical, independent thinker and active in an organizat

Managing up involves:

Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their performance.

If a leader's actions and decisions contradict the best interests of an organization, effective followers:

An alienated follower:

Briefly describe an alienated follower.

A follower can be a resource for the leader by:

An effective follower-leader relationship is based on .

Which of the following is a way that leaders can provide feedback that benefits followers?

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.

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.

Effective feedback:

Building a relationship with a leader implies submitting to authority.

Dependent, uncritical thinkers:

In the context offollowership styles, leave the thinking to their leaders.

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.

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?

Followers can influence their leaders by being:

Briefly discuss the demands on effective followers.

Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader-follower relationship.This requires the follower to have:

What Does It Mean to Be a Leader

Traits, Behaviors, and Relationships

Contingency Approaches to Leadership

The Leader As an Individual

Leadership Mind and Heart

Courage and Moral Leadership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Creating Vision and Strategic Direction

Shaping Culture and Values

Leading Change

Filters

Exam 7: Followership

In the context of styles offollowership, a(n) is both a critical, independent thinker and active in an organizat

Managing up involves:

Leadership coaching involves telling followers what to do, directing and controlling their behavior, and judging their performance.

If a leader's actions and decisions contradict the best interests of an organization, effective followers:

An alienated follower:

Briefly describe an alienated follower.

A follower can be a resource for the leader by:

An effective follower-leader relationship is based on .

Which of the following is a way that leaders can provide feedback that benefits followers?

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.

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.

Effective feedback:

Building a relationship with a leader implies submitting to authority.

Dependent, uncritical thinkers:

In the context offollowership styles, leave the thinking to their leaders.

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.

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?

Followers can influence their leaders by being:

Briefly discuss the demands on effective followers.

Sometimes organizational or personal changes create a situation in which a follower must withdraw from a particular leader-follower relationship.This requires the follower to have:

What Does It Mean to Be a Leader

Traits, Behaviors, and Relationships

Contingency Approaches to Leadership

The Leader As an Individual

Leadership Mind and Heart

Courage and Moral Leadership

Motivation and Empowerment

Leadership Communication

Leading Teams

Developing Leadership Diversity

Leadership Power and Influence

Creating Vision and Strategic Direction

Shaping Culture and Values

Leading Change

Filters