Deck 6: Leadership and Management Skills

Question 1

Which of the following describes how a person can manage leadership anxiety by ? being tenacious in stressful situations,considering stressful events as interesting,? seeing them as opportunities for development,and trying to influence the outcome?

A) persistence
B) optimism
C) passion
D) realism

Answer 1

A

Question 2

During the course of a person's career,some promotions will be given on the basis of _________; others will be based on demonstrated talent and dedication.

A) dependability, personality, or other tangible qualities
B) creativity, personality, or other intangible qualities
C) position and personality
D) creativity, humor, and other intangible qualities

Answer 2

creativity, personality, or other intangible qualities

Question 3

Effective leaders are able to experience failure as a part of the __________ process.

A) organizational knowledge
B) continual learning
C) hands
D) participative learning

Answer 3

continual learning

Question 4

What should leaders do in order to avoid becoming hubristic?

A) Write letters to family and friends depicting how wonderful they are.
B) Keep a journal of their accomplishments that also mentions who received or deserved credit for the accomplishment.
C) Do nothing out of the ordinary; hubris is a positive quality admired by many.
D) Act as if they are humble and people will perceive them that way.

Question 5

A vital leadership skill for the future is the ability to

A) handle computers effectively.
B) cope with new information technologies.
C) build strong organizations.
D) organize others.

Question 6

Clarity,consensus,and intensity are three approaches that can help leaders promote

A) ideas.
B) strong personalities.
C) shared values.
D) production.

Question 7

__________ means the keeping of promises and commitments as well as the refusing to make promises that compromise the well -being of coworkers and the organization.

A) Integrity
B) Reliability
C) Validity
D) Constancy

Question 8

A leader is said to be hubristic when

A) the employees admire their leader excessively and consider him/her a demigod.
B) he/she is willing to do all of the work himself/herself.
C) he/she is unsure of the company's policy and procedure.
D) he/she is full of excessive pride, holding the belief that he/she is invincible and omnipotent.

Question 9

In developing leadership skills,a person must start by being able to

A) organize people according to what they like to do.
B) decide which people will work well together.
C) draw on past experiences.
D) critically think about how to organize the members of the group.

Question 10

Of the options for decision making in Vroom and Yetton’s leadership -participation model, which focuses on a leader sharing problems with followers as a group and collectively obtaining ideas and suggestions from them?

A) level 1
B) level 2
C) level 4
D) level 5

Question 11

According to David Campbell of the Center for Creative Leadership,vision is

A) a conceptual road map from the organization's present position to some imagined future.
B) a description of the way to an imagined future using detailed examples.
C) an imagined future that contains only mystical qualities.
D) none of the above.

Question 12

__________ means bringing people together so that their varied talents and skills can be complementary and mutually supportive, thereby giving employees a sense of cooperation.

A) Involvement
B) Integration
C) Consideration
D) Assimilation

Question 13

__________ promotes understanding because it shows that leaders think highly of their Employees' input and that they take employee comments seriously.

A) Evaluation
B) Communication
C) Listening
D) Learning

Question 14

Which of the following two concepts do Likert's continuum and Blake and Mouton's
Grid have most in common regarding managerial styles?

A) leadership and task
B) task and relationships
C) production and leadership
D) relationships and concern

Question 15

According to Hart,which of the following are considered as words that convey ? certainty?

A) expand, mobilize, and support
B) assurance, confidence, and conviction
C) profit, budget, and overhead
D) rosy, reassuring, and bright

Question 16

The planning function may be more important for a manager in an industry in which

A) creativity is at a premium.
B) motivation may be the most important issue.
C) change and innovation are the rule.
D) routine work assignments are followed.

Question 17

Which of the following listings presents the four tasks used in response to failure in The appropriate order?

A) resolve, predict, assess, and review
B) analyze, predict, review, and assess
C) review, assess, predict, and resolve
D) predict, assess, review, and resolve

Question 18

Many employees resist change in the workplace because

A) they like the status quo.
B) they do not like the status quo.
C) change will not affect them.
D) change is reliable.

Question 19

According to Likert's management continuum,what system would a manager be
Following if he/she openly placed confidence and trust in his/her subordinates while controlling them through negotiation and communication?

A) system 1
B) system 2
C) system 3
D) system 4

Question 20

The four components of the model of strategic communication are

A) education, goal setting, anxiety management, and communication competence.
B) goal setting, managerial skills, technical skills, and situational competence.
C) education, messages, channels, and receivers.
D) goal setting, situational knowledge, communication competence, and anxiety management.

Question 21

In Likert's Systems of Management,a system 2 style of manager concentrates on the relationships between superiors and subordinates.

Question 22

The four essential tasks in responding to failure are review,assess,predict,and
resolve.

Question 23

Defining a code of ethics is one of the most difficult aspects of leadership.

Question 24

One of the four steps of managing change in an organization is to focus the
organization on a vision.

Question 25

Trust is an essential component of leadership.

Question 26

In Kuhnert and Lewis's Transactional Leadership Theory,a transaction occurs when one party gives up something to another party.

Question 27

The abilities to see your job in its relationship to the entire organization and to
recognize how the organization interacts with its environment are called human skills.

Question 28

A higher level of company loyalty is one of the possible benefits of shared
organizational values.

Question 29

The four functions of management are planning,organizing,motivating,and
coordinating.

Question 30

Understanding means giving people the opportunity to think and act for themselves within the guidelines of the shared values and vision of the organization.

Question 31

Certainty words are tangible and concrete words that reflect reality.

Question 32

In Likert's Systems of Management,a system 1 style of management is task oriented and has a highly structured,authoritarian focus.