Deck 11: Leadership: Managing the Paradox

Question 1

What is one way to enhance the quality of Leader-Member Exchanges LMX) between leaders and their employees?

A) A manager invests in their employees' skills, and empowers them to grow and learn.
B) Leader keeps out of his or her employees' way, and focuses on tracking the financial gains of the team's performance.
C) Unethical leadership practices.
D) Leader invests in building their external network of business contacts.

Answer 1

A

Question 2

The mood contagion model argues that:

A) leaders transmit their own moods to team members, and this affects their behavior.
B) a leader who is experiencing negative affects emotions) also displays negative behaviors.
C) leaders need to balance negative mood states with positive mood states.
D) leaders and team members are unaware of their own moods, but infer them based upon the behaviors of others.

Answer 2

A

Question 3

Environmental conditions, such as change, uncertainty, and risk, affect how people perceive leaders. Under conditions of uncertainty, people with high and stable self-esteem show a stronger preference for __________ leadership, but people with low and unstable self-esteem prefer __________ leadership.

A) task-oriented; relationship-oriented
B) extrinsically-motivated; intrinsically-motivated
C) democratic; autocratic
D) directive style of; participative style of

Answer 3

C

Question 4

In terms of leadership selection, an investigation of team performance showed that teams with __________ leaders performed better on all organizational decision-making tasks than did teams whose leaders were __________.

A) quickly selected; slowly selected
B) passive; aggressive
C) randomly selected; systematically selected
D) team-selected; top-management selected

Question 5

There is overwhelming evidence that environmental and situational factors strongly affect leadership. Of the following, which is the best example of one of those situational factors?

A) Positive personality
B) Pragmatism about solutions
C) Seating arrangements
D) Diversity of network contacts

Question 6

What is the main point of difference between autocratic and democratic leadership styles?

A) The mental image of an ideal leader as an implicit benchmark determining a person's receptivity toward an actual leader.
B) Possession of authority.
C) Emotional connection with team.
D) Task-orientation of team.

Question 7

__________ leaders allow members of their team more freedom in their work, permit team members to use their own judgment in solving problems, and grant members authority. Conversely, __________ leaders typically act as the spokesperson of their group, push for more work and higher production, and determine what should be done and how it should be accomplished.

A) Person-focused; task-oriented
B) Participatory; contingent
C) Transactional; transformational
D) Extrinsically-motivated; intrinsically-motivated

Question 8

Transformational leaders rely on three behaviors to produce change: intellectual stimulation, charisma, and:

A) a commanding presence.
B) individualized consideration.
C) discipline.
D) pragmatism.

Question 9

Which of the following behaviors is typical from leaders of a transactional leadership style?

A) Develop employees that are adaptive and proactive in response to change.
B) Have more satisfied subordinates.
C) Reward compliant behavior and punish employees if they fail to complete tasks.
D) Create teams that are characterized by collective openness to experience, agreeableness, extraversion, and greater conscientiousness.

Question 10

According to the LMX Leader-Member-Exchange) model, which of the following statements is true about how the theory operates?

A) Leaders give different team members differential amounts of attention and treatment, and develop different relationships with different team members.
B) Teams need to rotate leadership among different members of the team so as to involve all of the members.
C) Leaders need to use both reward and punishment to motivate team members to perform tasks in addition to providing regular feedback to team members.
D) Leaders need to offer resources, such as coaching and expertise to team members, who need to reciprocate by competent tasks and assignments.

Question 11

In regard to using power, Wageman and Mannix identify patterns of power use by team members. Which of the power use patterns is considered the most effective?

A) Abdication
B) Overuse
C) Managing the resource
D) Expert power

Question 12

The theory that argues that leadership is largely an inborn characteristic of a person, and is largely inflexible and not easily developed, learned, or acquired is best termed:

A) incremental theory.
B) leadership paradox.
C) entity theory.
D) leader categorization theory.

Question 13

The leadership paradox is best stated as the fact that:

A) teams usually need leaders, but the very presence of a leader threatens the autonomy of a team.
B) leaders often know what to do, but are reluctant to share that knowledge with their team.
C) leaders must pay attention to cognition rationality) and emotion intuition) when making decisions.
D) leaders often change their mind immediately after having made a decision.

Question 14

Traits such as being authoritative, having an impressive appearance, and exhibiting kindness are characteristics and skills desirable in __________ leaders.

A) elected
B) appointed
C) randomly selected
D) systematically selected

Question 15

The trait theory of leadership argues that leadership is largely an inborn characteristic of a person. Which of the following traits is attributed to people who are one of these types of theoretical leaders?

A) Their leadership style encourages team freedom and autonomy.
B) Their command is viewed as decentralized.
C) They have great humility and nobility.
D) They take and are given too little blame for corporate failures.

Question 16

According to French and Raven, there are many different sources of power that people use in organizations and teams. A person who is the leader or CEO of a company has __________ power; a person who has special training in a given subject has __________ power; a person who uses praise has __________ power.

A) expert; referent; reward
B) legitimate; expert; reward
C) reward; expert; referent
D) legitimate; referent; reward

Question 17

The following are key determinants that can lead to the growth of close, trusting relationships between leaders and their teams EXCEPT:

A) a subordinates' similarity to the leader.
B) demonstrated competence and performance.
C) team member extraversion.
D) diversity of team members.

Question 18

The research on personality and leadership has found evidence for all of the following EXCEPT:

A) intelligence, and in particular, GMA General Mental Ability) is linked to career success.
B) narcissistic people are more likely to emerge as leaders in a group, but they are no more skilled than others.
C) there is some indication from cross-sectional data that first-born children may be more intelligent.
D) male leaders engage in more task-oriented behavior; female leaders engage in more relational-oriented behaviors.

Question 19

Transformational leadership is based on a leader's__________; transactional leadership is based on a leader's __________.

A) power to reinforce team members for their successful completion of a task; ability to motivate their teams to work toward goals that go beyond immediate self-interest
B) ability to motivate their teams to work toward goals that go beyond immediate self-interest; power to reinforce team members for their successful completion of a task
C) active engagement with a team through highly visible behaviors; passive engagement with a team via laissez-faire behaviors
D) passive engagement with a team via laissez-faire behaviors; active engagement with a team through highly visible behaviors

Question 20

In regard to leader mood, the effects of a leader's anger on teamwork are all of the following EXCEPT:

A) boosts idealism.
B) lowers performance.
C) a decline in positive mood.
D) decreased motivation.

Question 21

All of the following strategies may encourage participative management EXCEPT:

A) task delegation.
B) parallel suggestion involvement.
C) job involvement.
D) theory X management.

Question 22

Organizational involvement may involve top-management teams TMT). One advantage of TMT with regard to participative management is:

A) by restructuring the tasks performed by employees to make them more rewarding, people are more engaged.
B) by moving away from commitment and toward bureaucracy, the hierarchy of leadership is concentrated at the top of the organization.
C) TMT, as opposed to individuals, are more likely to represent the wide range of interests of people in the organization.
D) by involving people at the lowest levels of the organization, they learn how to maximize the organization's goals.

Question 23

What is one of the key reasons why leaders should be vigilant about their use of power, and seek feedback as to the effectiveness of their behaviors?

A) Power can make people focus more on negative, threatening information rather than positive information.
B) Many leaders who have power engage in a more limited array of behaviors.
C) Leaders often have an egocentrically-biased view of themselves, believing themselves to be more fair, generous, and trustworthy than others evaluate them to be.
D) Those who lack power are often blindly trusting of those who are in positions of power.