Deck 3: Leading Teams

Question 1

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

A)A manager invests in their employees' skills,and empowers them to grow and learn.
B)A 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)A leader invests in building their external network of business contacts.

Answer 1

A

Question 2

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.

Answer 2

D

Question 3

All of the following strategies may encourage participative management EXCEPT:

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

Answer 3

D

Question 4

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 5

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 6

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 7

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 8

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 9

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 10

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 11

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 knowledge 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 12

________ 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 13

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 14

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 15

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.

Question 16

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 17

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 18

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

Question 19

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 20

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 21

Transformational leadership can have a dark side and under some conditions,charismatic leaders can promote disenchantment among team members.The tendency for team members to draw sinister conclusions about a leader's behavior is best termed:

A)the leader-team perceptual distance.
B)a mood-contagion.
C)the leader-member influence exchange.
D)the hypocrisy attribution dynamic.

Question 22

In a simulated job interview and hiring task,both men and women prefer to hire a man over a woman if the two are equally qualified,and men prefer to hire a man even when he is clearly less qualified.

Question 23

The perceived status of a leader can affect the team's preferences regarding leadership style.Low-status leaders are rated as more effective by their teams when they use a directive style.

Question 24

Sometimes there is a wide disparity in perceptions between leaders and the teams they lead.The disconnect between how much a leader and their team members perceive things differently,especially regarding goal accomplishment and constructive conflict is best termed:

A)power distance.
B)the implicit leadership theory.
C)harmonious passion.
D)the leader-team perceptual distance.

Question 25

Incremental theories of leadership focus on how leaders do two things,vis-à-vis teamwork in their organizations:

A)first it focuses on how leaders restructure the tasks performed by employees,and second,how changing office layouts by leadership lead to greater cost savings for the organization.
B)first it focuses on an increased commitment toward bureaucracy,and second looks at how leaders' efforts to keep the hierarchy of leadership concentrated at the top of the organization affects their competition.
C)first it focuses on how leaders directly interact with their teams,and second,it looks at how leaders structure the external environment so that the team can best achieve its goals.
D)first it focuses on the implications of seating arrangements in the office,and second it looks at how leaders resolve disputes between employees.

Question 26

Leaders have a different point of view from those who strictly manage employees.A manager's main concerns with a team are: ________,whereas a leader's main concerns with a team are: ________.

A)selecting talent,motivating employees,coaching team members; scheduling work,processes,budgeting
B)understanding the underlying forces working in an organization; meeting budget and sales goals
C)evaluating employees,planning for changes to the project schedule; building trust and positive relationships within the team,initiating actions to make the team and work environment better
D)shape goals,coordinate team efforts,and energize team members; maintain project procedures,gain approvals from senior management,find project investors

Question 27

With respect to leadership,________ refers to the extent to which a leader expects his or her subordinates to acknowledge a formal power relationship and therefore,be more obedient and accepting of the leaders' influence.

A)power distance
B)participative management
C)the leadership paradox
D)fundamental attribution error

Question 28

Another view of leadership focuses on a continuum of behavior ranging from a type of leadership with a formal hierarchy and power emanating from the top down to the other end of the range where:

A)leaders seek sole possession of power and control.
B)leadership is distributed among,and stems from,team members.
C)those lowest in the organization have the most power due to threats and sabotage.
D)a heavy leadership commitment toward bureaucracy and task monitoring.

Question 29

The question of how one leads others who are supposed to lead themselves is the essence of the team paradox encountered by leaders of self-managing and self-directing teams.When a team leader encounters the challenge posed by this paradox,which of the following reactions is most common/likely by the leader?

A)Restructuring the tasks performed by the team to make them more rewarding
B)Resistance to change,role conflict,and the unwillingness to relinquish power
C)Hiring more people to join the team and share the work
D)A willingness to relinquish power,embracing change,and a relaxing of the rules/norms used to reinforce the leader's authority

Question 30

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 31

Shared leadership emanates from ________,________,and ________.Moreover,shared leadership is related to growth in ________,which ________.

A)tech support; achievement of goals; a directive leader; team ego; increases team cohesion
B)a leader's purpose; financial goals; investor pressure; stock price; enhances company value.
C)shared purpose; social support; external coaching; group trust; enhances performance
D)client directives; client goals; financial incentives; client success; preserves jobs.

Question 32

Leader passion for a goal is always considered to be a desirable trait.Both harmonious passion and obsessive passion positively influence a leader and a team's ability to develop challenging goals because they prompt teams to thoughtfully plan their goal-setting.

Question 33

People tend to dislike prototypical leaders and like non-prototypical leaders who are evaluated to be more effective because they are not as similar to their team members.

Question 34

People perceive women and evaluate their behavior less favorably when they are in leadership positions.Women are regarded as less competent than men and in group interactions,and people give men more opportunities to speak than women.

Question 35

The romanticized conception of leadership is that leaders have the ability to control and influence the fates of their organizations and people.Why do so many people believe that fixed traits,such as intelligence and personality,can predict those persons who will be good leaders?

A)This fundamental attribution error is due to people's tendency to overemphasize the impact of a stable personality and dispositional traits,and to underemphasize the impact of a given situation on a person's behavior.
B)This psychological contract bias is due to a person's belief in mutual obligations between the leader and another party,such as an employee.
C)This hypocrisy attribution dynamic is due to the tendency for team members to draw sinister conclusions about a leader's behavior.
D)This leader-team perceptual distance mindset is mainly due to the more disconnect between what the leader sees and what the team sees.