Deck 15: Dynamics of Leadership

Question 1

One of John Thompson's biggest tests as a leader at Symantec involved the acquisition and integration of Veritas Software.

Answer 1

True

Question 2

John Thompson, CEO of Symantec, says that leaders need to be able to work 24/7 without taking a break.

Answer 2

False

Question 3

Leadership is very straightforward and is used for a specific purpose.

Answer 3

False

Question 4

The use of coercion to influence subordinates is based on the ability of a leader to obtain compliance through inducement and persuasion.

Question 5

Leaders who use their coercion and reward power to influence followers are most effective in creating a sense of commitment.

Question 6

When a leader and his or her staff and colleagues have shared purposes, each can count on the other to act in ways that move everyone toward the common goal.

Question 7

Effective leaders influence their followers by being flexible and open to change.

Question 8

The need for change seems to have decreased in modern organizations.

Question 9

A leader's use of different types of influence can lead to one of three types of responses in employees: resistance, compliance, or commitment.

Question 10

The personal characteristics of leaders are the relatively stable attributes that make each person unique, including their physical, social, and psychological traits.

Question 11

Emotional intelligence is a group of abilities that enable individuals to recognize and understand their own and others' feelings and emotions and to use these insights to guide their own thinking and actions.

Question 12

Emotional intelligence has four components-two that refer to potential and two that address general concerns.

Question 13

Sylvia Montero, a senior executive with Pfizer, grew up in an affluent neighborhood in New York City, and consequently she has trouble relating to low-income employees.

Question 14

Sylvia Montero's self-awareness is one of the things that help her stay motivated and confident that she can meet the challenges she faces as a senior leader at Pfizer.

Question 15

One component of emotional intelligence is self-control, which is the ability to understand the emotional makeup of other people, and the skill to treat people according to their emotional reactions.

Question 16

Because leadership behaviors cannot be learned, individuals will have a difficult time becoming effective leaders if they are not born with the necessary traits.

Question 17

The Theory X and Theory Y models are considered behavioral models of leadership.

Question 18

Theory Y suggests that most employees like to work and achieve something.

Question 19

The managerial grid model identified three leadership styles, which are based on different degrees of concern for productivity and concern for costs.

Question 20

The produce or perish style of leadership does not consider employees' personal needs to be very relevant to achieving the organization's objectives.

Question 21

Behavioral models have added greatly to the understanding and practice of leadership with the focus shifting from who leaders are (personal characteristics) toward what leaders do (behaviors).

Question 22

According to contingency models of leadership, situational factors determine the best leadership style.

Question 23

According to the Situational Leadership Model, relationship behavior includes using two-way communication, listening, encouraging, and involving followers in decision making.

Question 24

The situational contingency in the Situational Leadership Model refers to the readiness of the follower.

Question 25

Based on the Situational Leadership Model, a leader who provides clear instruction and specific direction to followers is using a selling leadership style.

Question 26

Andrea Jung relied primarily on using the delegating style of leadership when she became as CEO of Avon/

Question 27

Andrea Jung, CEO of Avon, was very successful with her initiative to sell Avon products through retail stores.

Question 28

Carl Gayhart is a leader who sees his followers as ready to accomplish particular tasks. He views them as both competent and motivated to take full responsibility for their tasks. According to the Situational Leadership model, Gayhart should use a participating style of leadership.

Question 29

The Vroom-Jago leadership model states that leaders should choose among five leadership styles based on seven contingency variables.

Question 30

In the Vroom-Jago model, leaders who use a facilitate style make the decision and either announce or sell it to the team.

Question 31

In the Vroom-Jago model, leaders who use a delegate style permit the team to make the decision within prescribed limits.

Question 32

Team support is the degree to which employees relate to the interests of the organization as a whole or a specific unit in solving the problem.

Question 33

Most employees have a no desire to participate in decisions that affect their jobs. This serves as a limitation to the Vroom-Jago model of leadership.

Question 34

Transformational leaders inspire others with their vision, often promote this vision over opposition, and demonstrate confidence in themselves and their views.

Question 35

Transformational leaders are good at changing the way organizations are designed by they have little person effect on people in the organization.

Question 36

Transformational leaders are charismatic, but not all charismatic leaders are transformational leaders.

Question 37

The key defining characteristics of charismatic leaders is that they are agents of thoughtful change and innovation.

Question 38

Carlos Ghosn, CEO of Nissan Motors, is known to motivate employees to continuously strive to improve.

Question 39

Carlos Ghosn's bravery and compassion are the major reasons for his effectiveness as a leader at Nissan Motors.

Question 40

Transformational leaders project optimism and self-confidence.

Question 41

A poll of 700 employees working in dozens of different companies found that 43 percent believed there was a leadership vacuum in their organizations.

Question 42

On-the-job learning is most effective for people who take personal responsibility for their own development.

Question 43

Mentors most often are peer-level individuals outside of the organization who provide advice and guidance about a variety of career-related concerns.

Question 44

Weyerhaeuser's philosophy is that remarkable leaders can inspire and motivate others to accomplish great tasks.

Question 45

Pricewaterhouse-Coopers (PwC) emphasizes the need to be able to "think global, act local" to their employees.

Question 46

Tahir Ayub, a partner with PwC, believes there is little value in listening to different perspectives before making decisions.

Question 47

When John Thompson arrived at Symantec, it was known mostly for its _______________ program.

A) mail security
B) Norton SystemWorks
C) Norton Ghost
D) Norton AntiVirus

Question 48

Which of the following is not true for Symantec?

A) Today, almost every Fortune 500 firm uses Symantec products
B) John Thompson joined Symantec because it offered him a chance to be a true leader
C) Symantec is a $65 million consumer electronics company
D) Symantec recently acquired Veritas Software

Question 49

Amanda Unruh has just accepted a new position as nursing supervisor for a large suburban hospital. Unruh has set two goals. First, nurses should seek to console and counsel not only the patient, but members of the patient's family. Second, nurses should strive to complete a doctor's orders within 15 minutes. In her first meeting with the nursing staff, Unruh sought to influence the nurses to achieve these goals. Unruh is displaying __________.

A) her managerial skills
B) leadership
C) strategic vision
D) strong organizational motivation

Question 50

Leadership is a(n) __________ relationship among leaders and followers who strive for real __________ and outcomes that reflect their __________.

A) influence; change; shared purpose
B) motivational; direction; values
C) influence; growth; personal style
D) strategic; change; desired goals

Question 51

Phung Tran is known for his demanding leadership style. He charged into the office one afternoon and demanded that a detailed report be on his desk by 5 p.m. "Otherwise," he said, "someone will have to pay the piper." Tran is using the _________ tactic to influence.

A) autocratic
B) position
C) coercive
D) referent

Question 52

__________ is influence based on a leader's knowledge and technical skills.

A) Expertise
B) Referent
C) Cognitive
D) Legitimate

Question 53

Leaders who create focus towards a common goal by striving to create a vision reflecting the concerns and aspirations of followers is a description which element of leadership?

A) shared purpose
B) motivation
C) influence
D) shared goals

Question 54

One useful framework for understanding the influence of leaders identified different types of influence tactics used by leaders. Which of the following is not a type of leadership influence?

A) expertise
B) formal position
C) reciprocity
D) coercion

Question 55

__________ is usually the response of followers to the influential use of formal position and rewards by a leader.

A) Commitment
B) Compliance
C) Motivation
D) Resistance

Question 56

A leader's use of different types of influence can lead to which of three types of responses in followers?

A) rebellion, acceptance, or rejection
B) acquiescence, rebellion, or dejection
C) attraction, retention, or rejection
D) commitment, compliance, or resistance

Question 57

Formal position and reward influence tactics tend to result in follower __________.

A) resistance
B) commitment
C) compliance
D) hesitancy

Question 58

Cody Vasut is the vice president for business administration of a local legal firm. Vasut is a very demanding manager who often uses coercive power. Vasut's use of coercive power is likely to result in high levels of __________.

A) resentment
B) commitment
C) compliance
D) resistance

Question 59

Expertise and charisma tend to result in follower __________.

A) commitment
B) compliance
C) resistance
D) development

Question 60

Which of the following statements is not true concerning a leader's use of different types of influence?

A) Expertise and charisma tend to result in subordinate commitment
B) Negative rewards usually lead to greater performance levels in the short run
C) Coercion tends to result in resistance
D) Formal position and reward tend to result in compliance

Question 61

Which of the following is not true regarding change?

A) Leaders must be open to change
B) Employees usually embrace change
C) Leaders have to be analytical and flexible
D) Acquiring a company may be easier than creating fundamental cultural changes

Question 62

Which of the following is not one of the main categories of leadership models and approaches?

A) personal characteristics
B) behavioral
C) transactional contingency
D) contingency

Question 63

Which of the following is not true about the personal characteristics of leaders?

A) They are fixed at birth and cannot be changed
B) They include physical, social, and psychological traits
C) They create images in the minds of other people that fit the stereotype of an effective leader
D) They are the relatively stable attributes that make each person unique

Question 64

Miguel Valdez is the new manager of an exotic game hunting club. As the leader of this organization, Valdez is called on to recognize and understand his own feelings and emotions about hunting exotic game. He must also use these insights to guide his behavior toward members and employees of the club. Valdez displays __________.

A) ethical leadership
B) cognitive thinking
C) variable intelligence
D) emotional intelligence

Question 65

When applied to leadership effectiveness, emotional intelligence includes several components. Which of the following is not one of these components?

A) social awareness
B) self-control
C) self-confidence
D) social skill

Question 66

As a high school student, Sylvia Montero, an executive at Pfizer, had the benefit of a(n) _____________.

A) effective mentor
B) strong group of friends
C) high ACT score
D) all of the above

Question 67

Sylvia Montero, an executive at Pfizer, used her _____________ to keep her motivated to press on during adverse times.

A) intelligence
B) self-awareness
C) dedication
D) network

Question 68

Which of the following statements describes a socially skilled leader?

A) They are generally well liked
B) They have a knack for finding common ground
C) They use their emotional insights to understand people's concerns, motivations, feelings and aspirations
D) All of the above are true

Question 69

__________ is the ability to understand the emotional makeup of other people, and the skill to treat people according to their emotional reactions.

A) Social awareness
B) Self-control
C) Self-awareness
D) Social skill

Question 70

__________ models of leadership focus on differences in the actions of effective and ineffective leaders.

A) Situational
B) Behavioral
C) Process
D) Trait

Question 71

__________ initially developed the Theory X and Theory Y leadership model.

A) Abraham Maslow
B) Machiavelli
C) Frederick Taylor
D) Douglas McGregor

Question 72

Managers who believe that people are motivated mainly by money, lazy, self-centered, and have poor work habits generally have a __________ leadership style.

A) Theory Z
B) Theory Y
C) Theory X
D) trait-based

Question 73

Leaders who believe that their employees work hard, cooperate, and have positive attitudes are said to exhibit a __________ leadership style.

A) Theory X
B) Theory Y
C) Theory Z
D) trait-based

Question 74

Nicholas Teague is the CEO of a national chain of hairstyling salons. Teague seeks to lead his division mangers by creating opportunities for them to succeed and then removing barriers in order to release their individual potential. Teague leads according to the __________ leadership model.

A) Theory X
B) Theory Y
C) Theory Z
D) trait-based

Question 75

The managerial grid model identified several leadership styles that combine different degrees of concern for production and concern for people. Which of the following is not one of these leadership styles?

A) middle-of-the road style
B) impoverished style
C) publish or prejudice style
D) team style

Question 76

The managerial grid model was developed by ___________.

A) Abraham Maslow and Douglas McGregor
B) Douglas McGregor and Gary Yukl
C) Carl Jung and Lillian Gilbreath
D) Robert Blake and Jane Mouton

Question 77

The __________ style of the managerial grid model is characterized by low concern for both people and production.

A) laissez-faire
B) impoverished
C) country club
D) team

Question 78

Michael Turley is the manager of the produce department of a major grocery store. Turley uses his leadership style to create a secure and comfortable atmosphere and he trusts that employees will respond with high performance. Blake and Mouton would conclude that Turley uses a __________ leadership style.

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

Question 79

Managers who use the __________ style of leadership don't consider employees' personal needs to be relevant to achieving the organization's objectives.

A) country club
B) impoverished
C) produce or perish
D) middle-of-the road

Question 80

Managers who use the __________ style of leadership seek a balance between workers' needs and the organization's productivity goals.

A) country club
B) team
C) middle-of-the road
D) produce or perish