Deck 8: Communication and Leadership

Question 1

The scout role of organizational leaders involves seeking out and being aware of information and opportunities in the organization or environment that can assist the group or organization.

Answer 1

True

Question 2

Dialectical theory suggests that in many situations we face in groups or organizations there is only one seemingly obvious and effective "best way" of dealing with those situations competently.

Answer 2

False

Question 3

Ideally, charismatic leaders should be involved in routinizing their vision.

Answer 3

True

Question 4

Transactional leadership is to managerial leadership as transformational leadership is to organizational leadership.

Question 5

Frames are ways of thinking about some particular idea or event.

Question 6

Framing is communicating in an attempt to shape others' ways of thinking.

Question 7

When supervisors talk about ethics explicitly, the likelihood is reduced that subordinates will speak up with their ethical dissent for fear of harming their relationship with the supervisor.

Question 8

Nonprofit and volunteer organizations probably do not require much institutional leadership.

Question 9

The assumption of the trait approach to managerial leadership is that

A) certain people are born with leadership skills that others do not possess.
B) certain people develop traits that make them into leaders.
C) people with certain characteristics will always become leaders.
D) people born without certain characteristics cannot become leaders.

Question 10

Which of the following is not an assumption of the trait approach to managerial leadership?

A) People are born with leadership skills that others do not possess.
B) People can develop the traits that make them into leaders.
C) Individuals who possess certain characteristics will be effective leaders.
D) Individuals who lack certain characteristics will not be effective leaders.

Question 11

Which of the following is an assumption of the style approach to managerial leadership?

A) People are born with a leadership style that others do not possess.
B) People change their style of leadership to fit the situation.
C) People are generally ineffective without a certain style of leadership.
D) People have a strong preference to lead with a certain style in most situations.

Question 12

As a manager, Jordan likes to make sure that everyone is satisfied and happy with their work and their relationships with others. Jordan is would rather have something done a little slower or with a lower quality than have employees upset with each other. This suggests that Jordan prefers which style of manager?

A) impoverished manager
B) country club manager
C) middle of the road manager
D) team manager

Question 13

As a manager, Arin is always looking for a creative approach that will meet all of the organizational goals and maintain very positive relationships as well. This suggests that Arin prefers which style of manager?

A) team manager
B) middle of the road manager
C) authority compliance manager
D) country club manager

Question 14

According to a situational approach to managerial leadership,

A) certain situations change regularly and so should the leadership.
B) leaders adapt their manager style to a changing situation.
C) certain situations seem to require a particular leadership style.
D) leaders use a particular style to address various situations.

Question 15

Which of the following is not an example of a situational understanding to managerial leadership?

A) The manager needs to adapt to the changing situation.
B) In chaotic, ambiguous situations, the manager should be autocratic.
C) In highly mechanized situations (assembly line), the manager should be autocratic.
D) In a situation mixed with certainty and uncertainty, the manager should be relationship oriented.

Question 16

Which of the following is an assumption of the contingency model of managerial leadership?

A) Managerial leaders need to pick their style based on a stable situation or environment.
B) As the situation changes, the managerial leader changes style.
C) Managerial leaders have certain traits that fit certain situations better than others.
D) As the managerial leader changes style, the situation changes for the followers.

Question 17

As the manager of new restaurant with new employees, Pat began by being very directing so that all the employees knew what to do. As the employees become fairly confident in their job, what should Pat do according to a contingency model of managerial leadership?

A) Pat should continue to be directive because the situation still requires it.
B) Pat should become a delegating leader who lets the employees do their job.
C) Pat should continue to be directive because that is the style employees are used to.
D) Pat should become less directive and more relationship oriented.

Question 18

Which of the following is a reason that managerial leaders need to have an external focus?

A) to maintain relationships within the group
B) to coordinate activities with other groups and managers
C) to make sure the group is meeting deadlines and commitments
D) to seek out opportunities for career advancement through mentoring

Question 19

Which of the following is not a reason that managerial leaders need to have an external focus?

A) to coordinate activities with other groups and managers
B) to maintain relationships within the group
C) to make seek out potential resources that may benefit the group
D) to make others aware of the progress and accomplishments of the group

Question 20

Which of the following is an assumption of a dialectical approach to managerial leadership?

A) Managers often must balance between two contradictory but desirable options.
B) Managers often must choose between two contradictory but desirable options.
C) Managers should choose to change their style when faced with incompatible goals.
D) Managers should choose to change the situations when faced with incompatible goals.

Question 21

Which of the following is not an assumption of a dialectical approach to managerial leadership?

A) Managers often must balance between two contradictory but desirable options.
B) Managers may need to switch back and forth between two contradictory but desirable options.
C) Managers often cannot eliminate one of two contradictory but desirable options.
D) Managers should choose to change the situations and their style when faced with incompatible goals.

Question 22

Which of the following is not true of both managerial leadership and organizational leadership as defined in the text?

A) Both must have effective communication skills.
B) Both must be able to influence others to follow them.
C) Both must have previous leadership experience.
D) Both must be able to provide direction to followers.

Question 23

Which of the following is an important difference between organizational leadership and managerial leadership as defined in the text?

A) Organizational leaders must have effective communication skills.
B) Organizational leaders must be able to influence others to follow them.
C) Organizational leaders may not have personal contact with everyone they must lead.
D) Organizational leaders must provide directions to the people they lead.

Question 24

Which of the following is not a characteristic of charismatic organizational leaders?

A) They try to maintain the current values of an organizational culture.
B) They generally are strong, confident communicators.
C) They generally address some problem or fix something that is a perceive injustice.
D) They develop loyal followers by achieving early success.

Question 25

Which of the following fits the definition of routinization of charismatic leadership?

A) having a routine way of starting each day before leading the organization
B) developing a particular set of routine leadership skills
C) developing a routine pattern or ritual of leading, such as giving inspirational speeches to followers
D) having a routine way to separate work and non-work life aspects

Question 26

Which of the following is not a characteristic of a visionary leader?

A) They must effectively communicate their vision to followers.
B) They must have a clear vision of where they want to lead the organization.
C) They must develop relationships with other stakeholders to achieve their vision.
D) They try to maintain the culture of their organization.

Question 27

Which of the following is a characteristic of a visionary leader?

A) They develop relationships with other stakeholders to achieve their vision.
B) They routinize their vision so that it is predicable to followers.
C) They try to make themselves the focus of the organization.
D) They try to maintain the culture of their organization.

Question 28

Which of the following is not a characteristic of a transformational leader?

A) They develop a new goal or mission for an existing organization.
B) They maintain the status quo through rewards and punishments.
C) They create ways of letting go of old ways of doing things.
D) They routinize new ways of doing things to avoid backsliding.

Question 29

Ben and Jerry would not be considered transformational leaders because they did not

A) have a mission or goal they were trying to achieve.
B) develop routines for buying supplies from small, local suppliers.
C) convince others to follow their new way of doing things.
D) transform an existing organization into something different.

Question 30

Which of the following is not true of institutional leaders?

A) They maintain the basic values and culture of the organization.
B) They defend the organizational values by emphasizing its successes.
C) They do not change anything about their organization and its mission.
D) They do not think that the environment is stable enough to keep the mission the same.

Question 31

Which of the following is true of institutional leaders?

A) They have a new vision for the institution that the lead.
B) They convince followers to accept major changes in how things are done.
C) They defend the organizational values by emphasizing its successes.
D) They perceive that there is a problem or wrong that needs to be addressed.

Question 32

A good definition of leadership framing would be which of the following?

A) framing or limiting what followers should focus on
B) framing one meaning for an event or activity over another
C) framing one part of the organization as more important than another
D) framing or limiting which duties or responsibilities the leader addresses

Question 33

Charismatic, visionary, transformational, and institutional leaders are all involved in framing because they all communicate to

A) an inner circle of followers who then frame the situation to the rest of the organization.
B) frame certain problems as needing to be addressed.
C) followers to influence them to accept a particular understanding of their situation.
D) frame the future as having new possibilities.

Question 34

Compare and contrast managerial/group leadership and organizational leadership.

Question 35

Explain the four stages of Hersey and Blanchard's contingency model of managerial leadership. Include in your explanation what determines whether and when a leader should transition from one stage to another.

Question 36

Defend the claim: "Contingency theories of managerial/group leadership are more communicative than trait theories."

Question 37

Explain the role of external communication for successful managerial/group leaders.

Question 38

Give a contemporary leadership example that illustrates the claim: "Leadership is about managing dialectical tensions." Be sure to identify the dialectical tension apparent in your example and how the leader attempted to manage it through communication.

Question 39

Compare and contrast visionary leadership and institutional leadership. Explain which you would rather be and why.

Question 40

Explain the concept of framing and its importance to organizational leadership.

Question 41

Consider the recent presidential (or governor) election. What type of leadership did the winner exhibit? What type of leadership did the other candidate exhibit?