Question 1

Contrast the influence strategies associated with high position power versus high personal power.

Accepted Answer

Because position power carries the authority of the role and authority for reward and punishment, influence strategies are legitimating tactics, pressure tactics, and exchange tactics [each of which should be described in the response]. In contrast, personal power is derived from another person liking you and therefore being willing to follow your lead; influence strategies are emotional appeals, personal appeals, and friendliness in stark contrast to the more directive approach common to position power.

Question 2

Contrast the two value orientations that are discussed in the textbook.

Accepted Answer

[The student must contrast personal integrity and a service mentality, the two value orientations presented.] Personal integrity refers to adherence to a code of moral values and sound character. A person high in personal integrity is considered to be ethical. Although the other value orientation is a particular ethic, it focuses on consideration of others' interests and concerns, both a concern for others and a preference for including others in decision-making.

Question 3

A leader who can factually explain different viewpoints in complex, ambiguous situations is considered to have analytic skills.

Accepted Answer

A) True 
 B)False  True

Question 4

The textbook states, "without emotional intelligence, smart can be dumb." What does that mean in light of the traits deemed especially important for leadership?

Accepted Answer

The answer of The textbook states, "without emotional intelligence, smart...

Question 5

No leader should have to develop skills in order to live with ambiguity to the extent that a decision affecting him or her is not made for an extended period of time.

Accepted Answer

A) True 
 B)False

Question 6

This chapter identifies eight influence strategies. Name the two that you think you are strongest at and give examples in each case. Name your two weakest and tell why. Are you interested in improving the weakest? Do you know how you could improve them?

Accepted Answer

The two influence strategies that I beli

Question 7

Sometimes in a skill domain one subelement is used to compensate for another. For example, it is not uncommon for people who are strong at oral communication to overrely on it and to neglect written communication. Provide an example of skill substitution in which there are negative ramifications.

Accepted Answer

The answer of Sometimes in a skill domain one subelement...

Question 8

The ten traits discussed in the chapter include:

Accepted Answer

A)  five heredity factors and five environmentally transmitted factors 
B)  six personality characteristics, two classic motivational drives, and two value orientations 
C)  four emotional factors, four intellectual factors, and two drives toward extroversion 
D)  six communication characteristics and four dominant leadership skills 
A)  five heredity factors and five environmentally transmitted factors 
B)  six personality characteristics, two classic motivational drives, and two value orientations 
C)  four emotional factors, four intellectual factors, and two drives toward extroversion 
D)  six communication characteristics and four dominant leadership skills

Question 9

The following is one of the personality characteristics discussed in the chapter:

Accepted Answer

A)  energy 
B)  need for achievement 
C)  task-orientation 
D)  environmental scanning 
A)  energy 
B)  need for achievement 
C)  task-orientation 
D)  environmental scanning

Question 10

The following is one of the guidelines for improving decisiveness:

Accepted Answer

A)  Know your long-term goals 
B)  Assess personal strengths and weaknesses in order to address them 
C)  Prepare for possible emergencies and crises by developing contingency plans 
D)  Be patient and flexible in achieving goals 
A)  Know your long-term goals 
B)  Assess personal strengths and weaknesses in order to address them 
C)  Prepare for possible emergencies and crises by developing contingency plans 
D)  Be patient and flexible in achieving goals

Question 11

It is especially true of position power, as opposed to personal power, that it is acquired over time and that the leader develops it over time.

Accepted Answer

A) True 
 B)False

Question 12

Power is derived from both position and person; when based on the person, it is typically related to the leader's influence skills.

Accepted Answer

A) True 
 B)False

Question 13

Leadership discrimination, cognitive complexity, and ambiguity tolerance are the three major elements that comprise:

Accepted Answer

A)  social skills 
B)  technical skills 
C)  analytic skills 
D)  continual learning 
A)  social skills 
B)  technical skills 
C)  analytic skills 
D)  continual learning

Question 14

Skills are learned characteristics that can be improved by training, education, and practice.

Accepted Answer

A) True 
 B)False

Question 15

The value orientation that is nearly synonymous with the word "ethical" is:

Accepted Answer

A)  service mentality 
B)  personal integrity 
C)  emotional maturity 
D)  responsibility 
A)  service mentality 
B)  personal integrity 
C)  emotional maturity 
D)  responsibility

Question 16

Personal likability and expressiveness are two major elements of:

Accepted Answer

A)  social skill 
B)  influence skill 
C)  technical skill 
D)  communication skill 
A)  social skill 
B)  influence skill 
C)  technical skill 
D)  communication skill

Question 17

The influence strategy that emphasizes the act of involving the target in the process of planning, in providing substantive feedback, or in making changes is also known as:

Accepted Answer

A)  exchange tactics 
B)  consultation 
C)  pressure tactics 
D)  legitimating tactics 
A)  exchange tactics 
B)  consultation 
C)  pressure tactics 
D)  legitimating tactics

Question 18

The need for achievement can become extreme if not tempered with the following traits:

Accepted Answer

A)  personal integrity and adaptability 
B)  emotional maturity and service mentality 
C)  personal resilience and sense of trust 
D)  proactiveness and creativity 
A)  personal integrity and adaptability 
B)  emotional maturity and service mentality 
C)  personal resilience and sense of trust 
D)  proactiveness and creativity

Question 19

Charismatic leaders should break down others' self-confidence in order to enhance personal power.

Accepted Answer

A) True 
 B)False

Question 20

The following is inconsistent with the six leadership skills discussed in the chapter:

Accepted Answer

A)  communication skills 
B)  influence skills 
C)  analytic skills 
D)  computational skills 
A)  communication skills 
B)  influence skills 
C)  analytic skills 
D)  computational skills

Contrast the influence strategies associated with high position power versus high personal power.

Contrast the two value orientations that are discussed in the textbook.

A leader who can factually explain different viewpoints in complex, ambiguous situations is considered to have analytic skills.

The textbook states, "without emotional intelligence, smart can be dumb." What does that mean in light of the traits deemed especially important for leadership?

No leader should have to develop skills in order to live with ambiguity to the extent that a decision affecting him or her is not made for an extended period of time.

This chapter identifies eight influence strategies. Name the two that you think you are strongest at and give examples in each case. Name your two weakest and tell why. Are you interested in improving the weakest? Do you know how you could improve them?

Sometimes in a skill domain one subelement is used to compensate for another. For example, it is not uncommon for people who are strong at oral communication to overrely on it and to neglect written communication. Provide an example of skill substitution in which there are negative ramifications.

The ten traits discussed in the chapter include:

The following is one of the personality characteristics discussed in the chapter:

The following is one of the guidelines for improving decisiveness:

It is especially true of position power, as opposed to personal power, that it is acquired over time and that the leader develops it over time.

Power is derived from both position and person; when based on the person, it is typically related to the leader's influence skills.

Leadership discrimination, cognitive complexity, and ambiguity tolerance are the three major elements that comprise:

Skills are learned characteristics that can be improved by training, education, and practice.

The value orientation that is nearly synonymous with the word "ethical" is:

Personal likability and expressiveness are two major elements of:

The influence strategy that emphasizes the act of involving the target in the process of planning, in providing substantive feedback, or in making changes is also known as:

The need for achievement can become extreme if not tempered with the following traits:

Charismatic leaders should break down others' self-confidence in order to enhance personal power.

The following is inconsistent with the six leadership skills discussed in the chapter:

Approaches for Motivating Followers, Achieving Results, and Inspiring Change

Understanding Theories of Organizational Leadership

From Early Managerial to Transactional Theories of Leadership

Task-Oriented Leadership Behaviors

People-Oriented Leadership Behaviors

Charismatic and Transformational Behaviors 184

Vision-Oriented Leadership Behaviors

The Goals Approach and Assessment of Results

Gender, Ethnicity, and Culture

Leadership Imperatives for Inspiring Change

Leadership Development at Individual and Organizational Levels

Filters

Exam 4: Traits and Skills Contributing to Leader Effectiveness

Contrast the influence strategies associated with high position power versus high personal power.

Contrast the two value orientations that are discussed in the textbook.

A leader who can factually explain different viewpoints in complex, ambiguous situations is considered to have analytic skills.

The textbook states, "without emotional intelligence, smart can be dumb." What does that mean in light of the traits deemed especially important for leadership?

No leader should have to develop skills in order to live with ambiguity to the extent that a decision affecting him or her is not made for an extended period of time.

This chapter identifies eight influence strategies. Name the two that you think you are strongest at and give examples in each case. Name your two weakest and tell why. Are you interested in improving the weakest? Do you know how you could improve them?

Sometimes in a skill domain one subelement is used to compensate for another. For example, it is not uncommon for people who are strong at oral communication to overrely on it and to neglect written communication. Provide an example of skill substitution in which there are negative ramifications.

The ten traits discussed in the chapter include:

The following is one of the personality characteristics discussed in the chapter:

The following is one of the guidelines for improving decisiveness:

It is especially true of position power, as opposed to personal power, that it is acquired over time and that the leader develops it over time.

Power is derived from both position and person; when based on the person, it is typically related to the leader's influence skills.

Leadership discrimination, cognitive complexity, and ambiguity tolerance are the three major elements that comprise:

Skills are learned characteristics that can be improved by training, education, and practice.

The value orientation that is nearly synonymous with the word "ethical" is:

Personal likability and expressiveness are two major elements of:

The influence strategy that emphasizes the act of involving the target in the process of planning, in providing substantive feedback, or in making changes is also known as:

The need for achievement can become extreme if not tempered with the following traits:

Charismatic leaders should break down others' self-confidence in order to enhance personal power.

The following is inconsistent with the six leadership skills discussed in the chapter:

Approaches for Motivating Followers, Achieving Results, and Inspiring Change

Understanding Theories of Organizational Leadership

From Early Managerial to Transactional Theories of Leadership

Task-Oriented Leadership Behaviors

People-Oriented Leadership Behaviors

Charismatic and Transformational Behaviors 184

Vision-Oriented Leadership Behaviors

The Goals Approach and Assessment of Results

Gender, Ethnicity, and Culture

Leadership Imperatives for Inspiring Change

Leadership Development at Individual and Organizational Levels

Filters