Question 1

__________ is perhaps the most essential aspect of leadership.

Accepted Answer

A)  Flexibility 
B)  Power 
C)  Influence 
D)  Motivation 
A)  Flexibility 
B)  Power 
C)  Influence 
D)  Motivation C

Question 2

State the unique behaviors of transformational leadership and their impact on followers.

Accepted Answer

Transformational leadership involves inspiring, and thereby motivating, individuals to accept the leader's vision and thus reach the organization's goals. Transformational leaders alter feelings, desires, and expectations of others. They change perceptions of the possible and desirable. These leaders develop new approaches to long-standing problems and new options to open issues. They reflect excitement and enthusiasm and generate the same in others. They embrace risk to pursue new opportunities. They are empathetic and intuitive in their ability to relate with others and, in general, are high in emotional intelligence. As a result, they are highly trusted and their organizations perform better.
Transformational leaders have six characteristics. Perhaps the dominant characteristic that transformational leaders possess is their ability to create a vision that binds people to each other and creates a new future. Transformational leaders are also charismatic and ethical. A charismatic leader is a person who has the ability to influence others because of his or her inspirational qualities. Transformational leaders strive to be ethical in their relations with others and are viewed as trustworthy. Transformational leaders are agents of thoughtful change and innovation. They challenge followers to build on their vision by offering innovative solutions and new ideas. Transformational leaders are also considerate. They care about the needs of others and have a great capacity for empathy. Finally, transformational leaders are confident and project optimism and self-confidence. Followers have to see that a leader is passionate about a vision and confident that it can be achieved.

Question 3

Surprisingly, transformational leaders often project a feeling of pessimism.

Accepted Answer

A) True 
 B)False  False

Question 4

The personal characteristics of leaders are relatively stable and generally result in fairly predictable behavior.

Accepted Answer

A) True 
 B)False

Question 5

What steps did Sam Palmisano take to make his vision for IBM a reality?

Accepted Answer

A)  He created a joint venture with Cisco and Microsoft. 
B)  He cut his own bonus and the set the money aside as a pool for the team that implements the vision. 
C)  He initiated a long-term strategic planning retreat for the key management team. 
D)  all of the above 
A)  He created a joint venture with Cisco and Microsoft. 
B)  He cut his own bonus and the set the money aside as a pool for the team that implements the vision. 
C)  He initiated a long-term strategic planning retreat for the key management team. 
D)  all of the above

Question 6

Most large organizations rely solely on on-the-job learning to develop leaders.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is a statement made by Carleton (Carly) Fiorina, CEO for Hewlett-Packard to explain her leadership approach?

Accepted Answer

A)  "At one time, single-mindedness threatened my career." 
B)  "I can be influential because of my technical expertise and industry knowledge." 
C)  "If you want people to speed up, you speed up. You don't talk about it, you do it." 
D)  "Decentralized decision making is my motto." 
A)  "At one time, single-mindedness threatened my career." 
B)  "I can be influential because of my technical expertise and industry knowledge." 
C)  "If you want people to speed up, you speed up. You don't talk about it, you do it." 
D)  "Decentralized decision making is my motto."

Question 8

When followers share the purpose of their leader, they can be counted on to work toward the same goal and objectives.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following situations was not true for Hewlett-Packard?

Accepted Answer

A)  HP's product development process was slow and deliberate compared to the rest of the industry. 
B)  HP's founders and past leaders sought to reach consensus about major issues. 
C)  They needed to become a complex, global company. 
D)  Conflict was strong between Walter Hewlett and Carly Fiorina. 
A)  HP's product development process was slow and deliberate compared to the rest of the industry. 
B)  HP's founders and past leaders sought to reach consensus about major issues. 
C)  They needed to become a complex, global company. 
D)  Conflict was strong between Walter Hewlett and Carly Fiorina.

Question 10

Applying the four leadership styles of the Situational Leadership Model, participating behavior occurs when a leader relies on two-way communication.

Accepted Answer

A) True 
 B)False

Question 11

Michael Baker is the head of the Management Department at Westchester Community College. He often runs into problems when developing the faculty teaching schedule. When this happens, Michael presents the problem to the faculty and acts as a facilitator, defining the problem to be solved and the constraints within which the decision must be made. Michael is using the __________ style of leadership identified in the Vroom-Jago leadership model.

Accepted Answer

A)  facilitate 
B)  expedite 
C)  assist 
D)  promote 
A)  facilitate 
B)  expedite 
C)  assist 
D)  promote

Question 12

As a result of the orchestra's high-involvement approach, which of the following benefits have been achieved?

Accepted Answer

A)  teamwork 
B)  customer focus 
C)  leadership training 
D)  high pay 
A)  teamwork 
B)  customer focus 
C)  leadership training 
D)  high pay

Question 13

The Orpheus Chamber Orchestra is a counterculture organization that has never had a conductor. Their organizational structure includes which of the following components?

Accepted Answer

A)  a rotating concert master for each performance 
B)  a rotating core of section leaders 
C)  involvement of members in the executive board and finance committee 
D)  all of the above 
A)  a rotating concert master for each performance 
B)  a rotating core of section leaders 
C)  involvement of members in the executive board and finance committee 
D)  all of the above

Question 14

Transformational leaders lead by having a vision that motivates followers to create a plan for themselves to accomplish what the leader directed.

Accepted Answer

A) True 
 B)False

Question 15

Transformational leaders alter feelings, desires, and expectations of others.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following statements correctly describes FedEx's Leadership Evaluation and Awareness Process (LEAP)?

Accepted Answer

A)  Close to 80% of the 3,000 participants "graduate" from the program. 
B)  Those who succeed have a strong drive for power. 
C)  The self-evaluation process is the least effective component of the program. 
D)  Employees realize that leadership carries an unrelenting sense of obligation, even when they are not at work. 
A)  Close to 80% of the 3,000 participants "graduate" from the program. 
B)  Those who succeed have a strong drive for power. 
C)  The self-evaluation process is the least effective component of the program. 
D)  Employees realize that leadership carries an unrelenting sense of obligation, even when they are not at work.

Question 17

Transformational leaders are agents of __________.

Accepted Answer

A)  thoughtful change and innovation 
B)  radical change and inspiration 
C)  risk aversion and creativity 
D)  the status quo and current practices 
A)  thoughtful change and innovation 
B)  radical change and inspiration 
C)  risk aversion and creativity 
D)  the status quo and current practices

Question 18

What vision did Sam Palmisano champion to restore IBM to greatness?

Accepted Answer

A)  On-demand e-business computing 
B)  An efficient, extremely powerful consolidated system that will run on open standards 
C)  To be a provider of computing power for businesses to purchase instead of housing their own computing system 
D)  all of the above 
A)  On-demand e-business computing 
B)  An efficient, extremely powerful consolidated system that will run on open standards 
C)  To be a provider of computing power for businesses to purchase instead of housing their own computing system 
D)  all of the above

Question 19

The three aspects of leadership are change, influence, and shared purpose.

Accepted Answer

A) True 
 B)False

Question 20

Christine Yang is a senior colleague in Legal Executive Assistants, Inc. and often finds herself as a mentor to many managers in the organization. As a mentor, Yang likely provides all of the following benefits to managers except:

Accepted Answer

A)  helps managers understand how others respond to their behaviors. 
B)  helps managers identify weaknesses or blind spots. 
C)  provides valuable advice concerning the styles of leadership favored in the organization. 
D)  identifies the employees who are not leadership material. 
A)  helps managers understand how others respond to their behaviors. 
B)  helps managers identify weaknesses or blind spots. 
C)  provides valuable advice concerning the styles of leadership favored in the organization. 
D)  identifies the employees who are not leadership material.

__________ is perhaps the most essential aspect of leadership.

State the unique behaviors of transformational leadership and their impact on followers.

Surprisingly, transformational leaders often project a feeling of pessimism.

The personal characteristics of leaders are relatively stable and generally result in fairly predictable behavior.

What steps did Sam Palmisano take to make his vision for IBM a reality?

Most large organizations rely solely on on-the-job learning to develop leaders.

Which of the following is a statement made by Carleton (Carly) Fiorina, CEO for Hewlett-Packard to explain her leadership approach?

When followers share the purpose of their leader, they can be counted on to work toward the same goal and objectives.

Which of the following situations was not true for Hewlett-Packard?

Applying the four leadership styles of the Situational Leadership Model, participating behavior occurs when a leader relies on two-way communication.

As a result of the orchestra's high-involvement approach, which of the following benefits have been achieved?

The Orpheus Chamber Orchestra is a counterculture organization that has never had a conductor. Their organizational structure includes which of the following components?

Transformational leaders lead by having a vision that motivates followers to create a plan for themselves to accomplish what the leader directed.

Transformational leaders alter feelings, desires, and expectations of others.

Which of the following statements correctly describes FedEx's Leadership Evaluation and Awareness Process (LEAP)?

Transformational leaders are agents of __________.

What vision did Sam Palmisano champion to restore IBM to greatness?

The three aspects of leadership are change, influence, and shared purpose.

Christine Yang is a senior colleague in Legal Executive Assistants, Inc. and often finds herself as a mentor to many managers in the organization. As a mentor, Yang likely provides all of the following benefits to managers except:

Managing in a Dynamic Environment

The Evolution of Management

Environmental Forces

Managing Globally

Entrepreneurship

Ethics and Stakeholder Social Responsibility

Planning and Strategy

Fundamentals of Decision Making

Planning and Decision Aids

Controlling in Organizations

Organizational Design

Organizational Change and Learning

Managing Human Resources

Work Motivation

Organizational Communication

Managing Work Teams

Organizational Culture and Cultural Diversity

Filters

Exam 15: Dynamics of Leadership

__________ is perhaps the most essential aspect of leadership.

State the unique behaviors of transformational leadership and their impact on followers.

Surprisingly, transformational leaders often project a feeling of pessimism.

The personal characteristics of leaders are relatively stable and generally result in fairly predictable behavior.

What steps did Sam Palmisano take to make his vision for IBM a reality?

Most large organizations rely solely on on-the-job learning to develop leaders.

Which of the following is a statement made by Carleton (Carly) Fiorina, CEO for Hewlett-Packard to explain her leadership approach?

When followers share the purpose of their leader, they can be counted on to work toward the same goal and objectives.

Which of the following situations was not true for Hewlett-Packard?

Applying the four leadership styles of the Situational Leadership Model, participating behavior occurs when a leader relies on two-way communication.

As a result of the orchestra's high-involvement approach, which of the following benefits have been achieved?

The Orpheus Chamber Orchestra is a counterculture organization that has never had a conductor. Their organizational structure includes which of the following components?

Transformational leaders lead by having a vision that motivates followers to create a plan for themselves to accomplish what the leader directed.

Transformational leaders alter feelings, desires, and expectations of others.

Which of the following statements correctly describes FedEx's Leadership Evaluation and Awareness Process (LEAP)?

Transformational leaders are agents of __________.

What vision did Sam Palmisano champion to restore IBM to greatness?

The three aspects of leadership are change, influence, and shared purpose.

Christine Yang is a senior colleague in Legal Executive Assistants, Inc. and often finds herself as a mentor to many managers in the organization. As a mentor, Yang likely provides all of the following benefits to managers except:

Managing in a Dynamic Environment

The Evolution of Management

Environmental Forces

Managing Globally

Entrepreneurship

Ethics and Stakeholder Social Responsibility

Planning and Strategy

Fundamentals of Decision Making

Planning and Decision Aids

Controlling in Organizations

Organizational Design

Organizational Change and Learning

Managing Human Resources

Work Motivation

Organizational Communication

Managing Work Teams

Organizational Culture and Cultural Diversity

Filters