Deck 7: Leader Traits and Skills

Question 1

Which statement about technical skills is MOST accurate?

A) They are most important for top executives.
B) They are most important for middle managers.
C) They are most important for lower-level managers.
D) They are equally important for managers at all levels.

Answer 1

C

Question 2

Which of the following traits is MORE likely to be influenced by learning?

A) physiological needs
B) temperament
C) energy level
D) social needs

Answer 2

D

Question 3

Social perceptiveness and behavioral flexibility are key components of ________.

A) interpersonal awareness
B) vocational intelligence
C) situational awareness
D) social intelligence

Answer 3

D

Question 4

Effective managers are LEAST likely to have which of the following traits?

A) emotional maturity
B) high need for affiliation
C) achievement orientation
D) internal locus of control orientation

Question 5

What is the MOST important motive for predicting who will seek leadership positions?

A) power
B) achievement
C) affiliation
D) esteem

Question 6

Which of the following is NOT an example of a personality trait?

A) self-confidence
B) affiliation
C) extroversion
D) emotional maturity

Question 7

Which conclusion BEST describes how CEO skills are related to organization performance?

A) The essential CEO skills are the same for all types of organizations.
B) CEO skills are not related significantly to company performance.
C) The essential skills for a CEO are the same as for other types of leaders.
D) The most important skills depend on several aspects of the situation.

Question 8

A very narcissistic leader is MOST likely to ________.

A) have empathy and concern for subordinates
B) perceive human relationships in complex terms
C) become preoccupied with power and prestige
D) seek objective advice from subordinates and peers

Question 9

What is the MOST accurate conclusion about power motivation of managers?

A) Most managers have a socialized power orientation.
B) Managers with a socialized power orientation are usually effective.
C) Managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation.
D) Managers with strong power motivation are usually effective, regardless of which type of orientation they have.

Question 10

Effective leaders are LEAST likely to have a high score on which "big five" trait?

A) self confidence
B) conscientiousness
C) openness to experience
D) neuroticism

Question 11

Which pattern of traits (from strongest to weakest) is BEST for managers in organizations?

A) power, affiliation, achievement
B) achievement, power, affiliation
C) power, achievement, affiliation
D) achievement, affiliation, power

Question 12

It is better for a leader to have a moderately high level than a very high level of which trait or skill?

A) self confidence
B) emotional maturity
C) social intelligence
D) interpersonal skill

Question 13

Social needs and motives ________.

A) guide, energize, and sustain behavior
B) are relatively stable dispositions to behave in a certain way
C) are internalized attitudes about what is right and wrong
D) involve values and beliefs about a person's occupation

Question 14

A leader with a socialized power orientation is MORE likely to ________.

A) socialize with subordinates
B) ask subordinates to attend social events
C) clarify social objectives for subordinates
D) empower subordinates

Question 15

What is the BEST conclusion about the traits of managers?

A) A very intelligent leader will be effective in any situation.
B) A leader who is weak on any key trait will not be effective.
C) Some traits improve the chance of being effective, but their relative importance depends on the situation.
D) The trait approach fails to provide useful insights about the reasons for effective leadership.

Question 16

Which of the following was NOT presented as a guideline for career planning?

A) Seek information about your strengths and weaknesses and learn from feedback.
B) Display strengths and hide weaknesses to build an image of superior competence.
C) Take advantage of opportunities to develop relevant skills that are deficient.
D) Select and empower subordinates who have strengths that complement yours.

Question 17

Research at CCL found that leaders who eventually derailed in their careers ________.

A) experienced a string of successes in their earlier managerial positions
B) developed many cooperative relationships in their earlier positions
C) had earlier experience in a variety of different of managerial positions
D) had earlier managerial positions that were very difficult and challenging

Question 18

Research at CCL found that compared to managers who derailed in their career, managers who continued to be successful had more ________.

A) ambition to succeed
B) interpersonal skill
C) formal education
D) technical brilliance

Question 19

________ are relatively stable dispositions to behave in a particular way.

A) Personality traits
B) Skills
C) Values
D) Self-concepts

Question 20

In comparison to low-level supervisors, top executives usually need more ________ skills.

A) conceptual
B) technical
C) interpersonal
D) processing

Question 21

Cross-cultural research suggests that individuals who lack awareness and engage in self-enhancement are seen by their bosses as being highly likely to derail in ________cultures, because they violate the cultural norms for modesty.

A) only individualistic
B) only collectivistic
C) both individualistic and collectivistic
D) neither individualistic nor collectivistic

Question 22

Which of the following is NOT a possible consequence of excessive self-confidence in a leader?

A) rash decision making
B) intolerance of dissenting viewpoints
C) denial of evidence that a plan is flawed
D) benefits of participative leadership realized

Question 23

Cutting-edge genetic research also reveals that people who possess "r64950, a single nucleotide polymorphism (SNP) residing on a neuronal acetylcholine receptor gene (CHRNB3)" are ________.

A) more likely to occupy leadership positions
B) less likely to hold leadership roles
C) not likely to have a proactive personality
D) predicted not to possess social potency and need for achievement

Question 24

Social needs and motives ________.

A) do not include the need for achievement, esteem, or affiliation
B) are unimportant traits
C) guide, energize, and sustain behavior
D) are probably less influenced by learning than other traits

Question 25

Research shows evidence that an internal locus of control is ________.

A) negatively associated with managerial effectiveness
B) less effective in terms of criteria like profitability and sales growth
C) not always linked to socially responsible behavior
D) not correlated with success in environments that require major product innovations

Question 26

Which of the following is a specific trait related to leadership effectiveness?

A) personalized power motivation
B) moderately low achievement orientation
C) low core self-evaluations
D) emotional stability and maturity

Question 27

Which of the following statements is NOT true?

A) Some traits and skills increase the likelihood that a person will be selected or elected to fill a leadership position.
B) Some traits and skills increase the effectiveness of a leader, and actually guarantee it.
C) A leader with certain traits can be effective in one situation but ineffective in a different situation.
D) The pattern of traits and skills that best predicts leader effectiveness varies somewhat for different outcomes.

Question 28

Which of the following is NOT a specific trait related to leadership effectiveness?

A) external locus of control orientation
B) personal integrity
C) socialized power motivation
D) moderately low need for affiliation

Question 29

A leader with high stress tolerance and composure is more likely to do all of the following EXCEPT ________.

A) stay calm
B) make better decisions
C) provide confident, decisive direction to subordinates in a crisis
D) shift responsibility for a problem to someone else

Question 30

Competencies ________.

A) are often used to describe qualities considered relevant for managers in a particular organization, profession, or situation
B) may involve traits or skills, but never a combination of related skills and traits
C) are determined strictly and solely by heredity
D) are internalized attitudes about what is right and wrong, and they influence a person's choice of behavior

Question 31

________ help(s) managers cope with the hectic pace, long hours, and unrelenting demands of most managerial jobs.

A) High energy level and stress tolerance
B) Emotional stability and maturity
C) Personal integrity
D) Socialized power motivation

Question 32

Self-concepts, self-identities, and social identities ________.

A) are relatively stable dispositions to behave in a particular way
B) are internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral
C) relate to the ability to do something in an effective manner
D) involve values and beliefs about a person's occupation, relationships to others, and worthwhile roles and activities

Question 33

What are internalized attitudes about what is right and wrong, ethical and unethical, and moral and immoral known as?

A) personality traits
B) values
C) self-concepts
D) skills

Question 34

People with high emotional maturity are associated with all of the following EXCEPT ________.

A) having more self-control
B) being less defensive
C) being less prone to mood swings
D) being more self-centered

Question 35

People with a strong external control orientation ________.

A) believe they can influence their own destiny
B) have a less future-oriented perspective
C) take more initiative in solving problems
D) are less likely to use coercion than persuasion

Question 36

Research suggests that genetic factors account for ________ percent of the variance in the attainment of leadership roles, as well as the possession of personality traits associated with leadership, such as social potency and need for achievement.

A) 10
B) 30
C) 50
D) 70

Question 37

Skills are determined by ________.

A) learning only
B) heredity only
C) both learning and heredity
D) neither learning nor heredity

Question 38

Fairness and justice, honesty, equality, and civility are examples of ________.

A) personality traits
B) values
C) self-concepts
D) skills

Question 39

All of the following are related concepts EXCEPT ________.

A) self-confidence
B) self-control
C) self-esteem
D) self-efficacy

Question 40

Leaders with high self-confidence are more likely to ________.

A) have high expectations for subordinates as well
B) lower subordinate commitment by retaining too much control
C) put off dealing with difficult problems
D) be indecisive in a crisis

Question 41

While there is ample evidence that the traits of ________ are linked to leadership emergence and effectiveness, some of the research also indicates that the combination of these traits, coupled with high self-esteem, is especially important.

A) self-confidence, internal locus of control, and emotional stability
B) self-efficacy, external locus of control, and emotional stability
C) socialized power motivation, internal locus of control, and emotional immaturity
D) self-efficacy, external locus of control, and personal integrity

Question 42

Narcissism is associated with ________.

A) a low need for esteem
B) a strong socialized need for power
C) low emotional maturity
D) high integrity

Question 43

The two primary components of social intelligence are ________.

A) empathy and emotional self-awareness
B) empathy and behavioral flexibility
C) social perceptiveness and self-awareness
D) social perceptiveness and behavioral flexibility

Question 44

________ is a primary determinant of interpersonal trust.

A) Stress tolerance
B) Emotional maturity
C) Integrity
D) High energy level

Question 45

Empathy, charm, tact, and diplomacy are examples of ________ skills.

A) technical
B) cognitive
C) conceptual
D) interpersonal

Question 46

A person with high cognitive complexity ________.

A) sees things in simplistic terms
B) has difficulty seeing how diverse elements fit together to make a meaningful whole
C) is able to predict future events from current trends
D) cannot see shades of gray, and instead views things as black and white

Question 47

Managers with a socialized power orientation are MOST likely to do which of the following?

A) use a participative style of leadership
B) be unwilling to take advice from people with relevant experience
C) accumulate symbols of personal prestige
D) use power to aggrandize themselves

Question 48

________ skills include knowledge about human behavior and group processes, the ability to understand the feelings, attitudes, and motives of others.

A) Technical
B) Social
C) Conceptual
D) Cognitive

Question 49

What is defined as the ability to determine the requirement for leadership in a particular situation and select an appropriate response?

A) emotional intelligence
B) social intelligence
C) empathy
D) self-regulation

Question 50

In general terms, ________ skills involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events.

A) technical
B) interpersonal
C) social
D) cognitive

Question 51

________ skills include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager's organizational unit.

A) Technical
B) Interpersonal
C) Conceptual
D) Cognitive

Question 52

People who are low in need for power ________.

A) are more likely to seek positions of authority
B) may be more attuned to the power politics of organizations
C) usually lack the desire and assertiveness to lobby for necessary resources
D) are adept at imposing necessary discipline

Question 53

Narcissists in leadership positions ________.

A) surround themselves with subordinates who are loyal and uncritical
B) make decisions after gathering adequate information about the environment
C) seek objective advice from subordinates and peers
D) accept responsibility for project failures

Question 54

Which traits are relevant to the ability to learn from experience and adapt to change?

A) self confidence, emotional stability, and an external locus of control orientation
B) achievement orientation, emotional stability, and an external locus of control orientation
C) achievement orientation, emotional stability, and an internal locus of control orientation
D) self-confidence, emotional stability, and an internal locus of control orientation

Question 55

Leaders with a high need for affiliation ________.

A) are likely to be greatly effective in their managerial roles
B) use rewards to gain approval, not to recognize effective performance
C) confront genuine differences instead of avoiding conflict
D) focus on accomplishing the task over interpersonal relationships

Question 56

________ facilitates emotional stability and information processing in stressful situations and it helps leaders maintain their own optimism and enthusiasm about a project or mission in the face of obstacles or setbacks.

A) Self-awareness
B) Self-regulation
C) Empathy
D) Social intelligence

Question 57

Which of the following is NOT one of the traits in the "Big Five" model?

A) surgency
B) dependability
C) intellectance
D) introversion

Question 58

Honesty, loyalty, fairness, justice, and altruism are values related to ________.

A) integrity
B) external locus of control orientation
C) high core self-evaluations
D) personalized power motivation

Question 59

Emotional intelligence ________.

A) is easily learned
B) can't be taught
C) requires coaching for significant improvement
D) is something you are either born with or not

Question 60

A narcissistic leader is LESS likely to be effective than a leader who has ________.

A) strong self-confidence and optimism combined with a personalized power orientation and high emotional maturity
B) low self-confidence and optimism combined with a personalized power orientation and low emotional maturity
C) low self-confidence and optimism combined with a socialized power orientation and low emotional maturity
D) strong self-confidence and optimism combined with a socialized power orientation and high emotional maturity

Question 61

________ skills are more important for top executives in organizations where operating decisions are highly centralized.

A) Conceptual
B) Cognitive
C) Interpersonal
D) Technical

Question 62

People who demonstrate emotional maturity have a more accurate awareness of their strengths and weaknesses, and have a self-improvement orientation instead of denying weaknesses and fantasizing success.

Question 63

A better understanding of leadership in an organization may be gained by examining the ________.

A) traits of non-managerial employees
B) traits of the chief executive officer
C) pattern of traits for the executive team
D) pattern of traits for the entire organization

Question 64

________ are mainly responsibly for implementing policy and maintaining the workflow within the existing organizational structure.

A) Low-level managers
B) Middle-level managers
C) Higher-level managers
D) Top executives

Question 65

Most studies find a positive correlation between need for affiliation and managerial effectiveness.

Question 66

People with a strong internal locus of control orientation believe that events are determined mostly by chance or fate and they can do little to improve their lives.

Question 67

The relationship of traits and skills is ________, and ________ amount of the trait is usually optimal.

A) often curvilinear; a moderate rather than the maximum
B) always linear; a moderate rather than the maximum
C) often curvilinear; the maximum rather than a moderate
D) always linear; the maximum rather than a moderate

Question 68

Managers who derailed were less able to handle pressure and were more prone to moodiness, angry outbursts, and inconsistent behavior.

Question 69

Which of the following statements is NOT true?

A) Considerable progress has been made in identifying traits and skills relevant for managerial effectiveness and advancement.
B) Most trait studies are guided by a theory that explains how traits are related to managerial effectiveness and advancement.
C) It is difficult to interpret the relevance of abstract traits except by examining how they are expressed in the actual behavior of leaders and the effects of leader decisions and actions.
D) Few trait studies include mediating processes to explain why leadership traits and skills are relevant for predicting effectiveness in the current position or career success.

Question 70

Achievement orientation includes a set of related needs and values, including a strong performance orientation and concern for task objectives.

Question 71

People who have an external locus of control are more likely to be effective managers.

Question 72

Social intelligence is defined as the ability to determine the requirements for leadership in a particular situation and select an appropriate response.

Question 73

People with a low need for power are rated higher as leaders by their subordinates because they seek to empower others.

Question 74

More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change.

A) technical
B) interpersonal
C) conceptual
D) social

Question 75

The "Big Five" model of personality includes five broadly defined personality traits that include extroversion, self-efficacy, and need for achievement, power, and affiliation.

Question 76

The quality of strategic decisions ultimately depends on ________ skills, even though some ________ knowledge is necessary to make these decisions, and ________ skills are necessary for developing relationships, obtaining information, and influencing subordinates to implement decisions.

A) conceptual; technical; interpersonal
B) technical; interpersonal; conceptual
C) interpersonal; conceptual; technical
D) technical; conceptual; interpersonal

Question 77

Which is true about higher levels of management?

A) The complexity of relationships that need to be understood and managed is greater.
B) The problems that need to be solved are more routine and clearly defined.
C) The number of activities to be coordinated is smaller.
D) There is less variation in the activities that need to be coordinated.

Question 78

Managerial level affects ________.

A) the relevance of the three broad categories of skills and the relative importance of specific types of skills within each category
B) the relevance of the three broad categories of skills but not the relative importance of specific types of skills within each category
C) neither the relevance of the three broad categories of skills nor the relative importance of specific types of skills within each category
D) nothing related to the three broad categories of skills

Question 79

The most useful taxonomy proposed for classifying managerial skills has three broadly defined skill categories called technical skills, interpersonal skills, and conceptual skills.

Question 80

The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills.

A) low-level managers
B) middle-level managers
C) higher-level managers
D) top executives