Deck 7: Group Leadership

Question 1

Research on the trait perspective on leadership in groups shows that

A) highly intelligent individuals will almost always make great leaders.
B) individuals with personality traits such as conscientiousness, extroversion, and agreeableness usually make effective leaders.
C) effective leadership is a person not a process.
D) leaders are not born; they are developed.

Answer 1

D

Question 2

Based on leadership research, which of the following conclusions is supported?

A) Leaders are born, not made.
B) The democratic or participative leadership style should be chosen over the autocratic or directive style.
C) Certain traits determine who will emerge as a leader and who will be an effective leader.
D) Effective leaders adapt to changing situations, using styles flexibly.

Answer 2

D

Question 3

The situational leadership model includes which of the following leadership styles?

A) Laissez-faire style
B) Participative style
C) Readiness style
D) Servant style

Answer 3

B

Question 4

Those group members likely to be eliminated from consideration as the leader of an informal group include which of the following?

A) Members who express strong, unqualified assertions
B) Members who are bossy and dictatorial
C) Members who seem uninformed, unintelligent, and unskilled
D) All of the above

Question 5

A central, overriding point about leadership is that effective leaders

A) adapt to changing situations.
B) exhibit a set of well-defined traits shared by all.
C) use only the participative leadership style.
D) are transactional leaders.

Question 6

Hersey and Blanchard combine three variables in their situational model of leadership. They are

A) interpersonal emphasis, socio-emotional emphasis, and readiness level.
B) task emphasis, productivity emphasis, and readiness level.
C) task emphasis, socio-emotional emphasis, and readiness level.
D) productivity emphasis, task emphasis, and readiness level.

Question 7

"Leadership is a process, not a person." This means

A) a leader must possess certain traits to be effective.
B) transactional leaders are more apt to be successful than transformational leaders.
C) leadership is a leader-follower transaction, a partnership between leaders and followers.
D) All of the above

Question 8

In general, an informal group with zero history selects a leader by

A) knowing who immediately appears to have leadership traits.
B) a process of elimination.
C) knowing in advance of group interactions who would make a great leader.
D) None of the above

Question 9

Psychopathic "leaders," according to research,

A) typically appear charming, confident, decisive, fearless, and mentally tough.
B) constitute about 1% of business executives.
C) are defined as individuals who have no conscience and feel no remorse or empathy.
D) Both a and c

Question 10

You want to be the leader of your informal group. You should

A) be informed about problems that interest the group.
B) participate often, but do not dominate the conversation.
C) listen carefully to other group members.
D) All of the above

Question 11

Which of the following is a valid conclusion, based on research, about the trait perspective on leadership?

A) The traits perspective provides great insight regarding what makes great leaders.
B) Physical attractiveness and sociability virtually guarantee that a group leader will be effective.
C) Some traits may be necessary but not sufficient for an emergent leader to be effective.
D) Traits that help a leader be effective in one group virtually assures effectiveness in all groups.

Question 12

You are likely to be an emergent leader of a small informal group if you

A) provide a solution to a crisis facing the group.
B) demonstrate effective listening.
C) exhibit high levels of emotional intelligence.
D) All of the above

Question 13

Which of the following is a difference between leaders and managers?

A) Leaders usually operate from a position of authority; managers do not.
B) Leaders exercise positional influence (supervisor-subordinate); managers exercise interpersonal influence (leader-follower relationship).
C) Leaders typically strive to maintain the status quo (current policies/practices); managers usually strive to change the status quo.
D) Leaders usually strive to change the status quo; managers implement but don't strive to change the status quo.

Question 14

"Readiness" in the Hersey and Blanchard perspective on situational leadership effectiveness refers to

A) the ability group members bring to a particular task or activity.
B) the ability to "sell" group members on a particular decision.
C) a willingness, or confidence, commitment, and motivation a group member exhibits to accomplish a specific task.
D) Both a and c

Question 15

The tendency to give too much credit to leaders for group outcomes, both good and bad, is called

A) romance of leadership.
B) transformational leadership.
C) charismatic leadership.
D) fallacy of followership.

Question 16

Virtual groups pose unique leadership challenges. Among them are

A) relationship building is difficult.
B) multicultural groups may experience confusion and tension when there is no consensus regarding how leadership should be displayed in a virtual format.
C) meetings can be more difficult to facilitate, especially with the frequent stop-start interruptions, technological blips, and mute-unmute distractions.
D) All of the above

Question 17

Team leaders in virtual groups compared to face-to-face groups typically

A) must work harder to sustain strong membership satisfaction.
B) need to work less to sustain strong member satisfaction.
C) need to work about the same in both types of groups to sustain strong group membership.
D) won't see any pattern in this regard.

Question 18

Your boss at work-a small business enterprise-exhibits no empathy for employees' personal problems and challenges, seems to lack remorse for treating employees wretchedly, and appears to have no ethical or moral qualms about lying to employees and cheating customers. Yet your boss is obviously intelligent and even charming in some situations. Your boss exhibits significant signs of a

A) transformational leader.
B) psychopathic executive.
C) horrible boss.
D) All of the above

Question 19

Which of the following is a valid conclusion based on research about the situational perspective on leadership effectiveness?

A) No single style of leadership will be effective in all situations.
B) When the readiness level of followers is low, the participating and delegating styles are most appropriate.
C) Using the telling style with an able and talented veteran worker will seem like micromanaging and will likely produce resentment.
D) When the readiness level of followers is high, the participating and delegating styles are most appropriate.

Question 20

You want to emerge as leader of a group. To be successful you should

A) express strong opinions on subjects of group interest.
B) accept accountability for your actions when leader.
C) manifest conformity to the group's norms, values, and goals.
D) display proper motivation to lead.

Question 21

If you want to become leader of a small group, avoid

A) tardiness or missing meetings entirely.
B) nonparticipation in group discussions.
C) conformity to group norms.
D) expressing uninformed viewpoints.

Question 22

Leadership

A) requires followership.
B) implies change.
C) is always charismatic.
D) is inherently transforming.

Question 23

You should strive to establish participative leadership in all groups because it is the most effective leadership style.

Question 24

Charisma is strongly associated with effective group leadership.

Question 25

All cultures prefer the participative style of leadership.

Question 26

Small zero-history groups typically select a leader by a process of elimination in which potential candidates are removed from consideration until only one person typically remains to be leader.

Question 27

You can be either a manager or a leader in groups, but not both.

Question 28

Extraordinary leadership is the result of extraordinary communication.

Question 29

When asked to picture a "leader," respondents typically picture a white male.

Question 30

The central overriding point regarding leadership in small groups is that leadership is a matter of choosing the participative (democratic) style of leadership rather than the directive (autocratic) style.

Question 31

There is a universal set of traits that conflates with leader effectiveness.

Question 32

Leadership is fundamentally a person not a process.

Question 33

Almost any group member can become a charismatic leader with enough training.

Question 34

All cultures studied thus far show that strong leadership is highly desired.

Question 35

A principal problem with the trait approach to effective leadership is the assumption that leadership is a process not a person.

Question 36

Servant leadership is one style identified in Hersey and Blanchard's situational leadership model.

Question 37

There are no special guidelines for being an effective follower that diverge from what makes an effective group member and a competent communicator in small groups.

Question 38

Servant leadership is ethical leadership.

Question 39

Leadership is a leader-follower social influence process.

Question 40

Showing respect for followers is a critical communication imperative for leaders to be effective.

Question 41

Individuals' expectations, beliefs, and assumptions about what constitutes an effective leader is referred to as an implicit theory of leadership.

Question 42

The principal problem with the trait perspective on leadership is the assumption that leadership resides in a person not in transactions between leaders and followers.

Question 43

All cultures accord great status to effective leaders.

Question 44

All leadership is transformational to some degree.

Question 45

The laissez-faire leadership style does not really qualify as leadership because leadership is a social influence process, and the laissez-faire style provides no social influence on the group.

Question 46

An implicit theory of leadership posits that individuals' expectations, beliefs, and assumptions about what constitutes an effective leader influence the dynamics that favor emergence of certain individuals as group leaders.

Question 47

Groups typically evaluate male and female leaders as equally competent when the autocratic-directive style is used but evaluate women as substantially less competent leaders than men when they use the democratic-participative style.

Question 48

The distributive leadership perspective posits that finding the right balance between task requirements and social needs in a group is essential to leadership effectiveness.

Question 49

Displaying emotional intelligence is more challenging in virtual groups, and charisma seems to have less influence on virtual group members.

Question 50

Based on research, humble leaders typically perform better than charismatic leaders.

Question 51

A virtuous cycle is defined as the more respect shown to those with less power in a group the more these lower power members typically become engaged and motivated to improve and provide creative solutions to problems.