Deck 2: Leadership Ethics and Traits

Question 1

The adjustment personality dimension includes traits related to emotional stability.

Answer 1

TRUE

Question 2

Leaders high in emotional intelligence outperform managers with average people skills.

Answer 2

TRUE

Question 3

Understanding people's personalities is important because personality affects behavior as well as perceptions and attitudes.

Answer 3

TRUE

Question 4

The four components of emotional intelligence are self-awareness, self-efficacy, social awareness, and self-management.

Question 5

Personality is developed solely based on genetics.

Question 6

Emotional intelligence is a personality dimension related to surgency.

Question 7

The majority of CEOs, but not all CEOs are extraverts.

Question 8

The Big Five Model of Personality categorizes traits into the dimensions of insurgency, adjustment, disagreeableness, conscientiousness, and openness to experience.

Question 9

Research has confirmed that there is a limited number of confirmed and agreed up on traits this leaders have.

Question 10

To be more effective, psychologists recommend that we change our personality, not just our behavior.

Question 11

Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.

Question 12

High energy is best categorized as the conscientiousness dimension of the Big Five.

Question 13

Effective leaders are high on all of the factors in the Big Five Model of Personality.

Question 14

Self-awareness relates to being conscious of your emotions and how they affect your personal and professional life.

Question 15

The Big Five Model of Personality is the most widely accepted way to classify personalities.

Question 16

The Dominance trait affects all other traits related to effective leaders.

Question 17

In a study of two groups of executives, one successful and one whose careers were derailed, the reason for the latter's failure was poor human relations.

Question 18

Intelligence is the best predictor of job performance.

Question 19

Personality profiles are used to categorize people as a means of predicting job success.

Question 20

Researchers agree on the personality traits that leaders have.

Question 21

Without power, there is no leadership.

Question 22

Leaders that are high in self-management are self-motivated, conscientious, adaptable, and optimistic.

Question 23

Self-efficacy is the belief in your own capability to perform in a specific situation.

Question 24

Dominance is one of the two major traits of the surgency Big Five.

Question 25

The Pygmalion effect proposes that leaders' attitudes and expectations of followers, and their treatment of them, explain and predict followers' behavior and performance.

Question 26

David McClelland said that needs are based on personality and are developed as we interact with the environment.

Question 27

Managers with Theory X attitudes tend to display more coercive, autocratic leadership styles using internal motivation and rewards.

Question 28

If an person does not want to be a leader, chances are that he or she will not be an effective leader.

Question 29

People with strong n Pow tend to seek entrepreneurial type positions and are attuned to power and politics.

Question 30

The Leader Motive Profile (LMP) includes a high need for achievement, a moderate need for affiliation, and a moderate need for power, which is socialized.

Question 31

Achievement Motivation Theory attempts to explain and predict behavior and performance based on one's need for power, affiliation, and recognition.

Question 32

People with a high n Aff also tend to have a high n Pow.

Question 33

You can be an effective leader, or follower, even if you don't have a positive self-concept.

Question 34

People with Theory X attitudes hold that employees like to work and do not need to be closely supervised in order to do their work.

Question 35

Effective leaders have a higher need for affiliation than power.

Question 36

People with strong n Ach want to take responsibility for solving problems and are high risk-takers.

Question 37

Leaders need a high n Pow to influence followers, peers, and higher level managers.

Question 38

Effective leaders use personalized power.

Question 39

McClelland identified power as either good or bad.

Question 40

Attitudes help to explain and predict job performance.

Question 41

Ethical leadership requires the ability to do the right thing at the risk of rejection and loss.

Question 42

A good way to develop a positive self-concept is by observing and copying others' attitudes.

Question 43

At the postconventional level of moral development, it is common for lower-level managers to use a leadership style similar to those of higher-level managers.

Question 44

People with an external locus of control, rather than an internal locus of control, are more likely to use unethical behavior.

Question 45

Personality alone is a good predictor of unethical behavior.

Question 46

When people use unethical behavior, it is often due to some type of character flaw.

Question 47

The common leadership style at the preconventional level of moral development is autocratic toward others.

Question 48

At the conventional level of moral development, self-interest motivates behavior.

Question 49

An effective leader tends to have Theory X attitudes with a positive self-concept.

Question 50

Under the stakeholder approach to ethics, one creates a win-win situation for relevant parties affected by the decision.

Question 51

At the preconventional level of moral development, living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations.

Question 52

A leader with a negative self-concept and a theory Y attitude tends to blame others when things go wrong.

Question 53

Distortion of consequences is the process of using "cosmetic" words to make the behavior sound acceptable.

Question 54

Our ethical behavior is related to our individual needs and personality traits.

Question 55

Ethics are the standards of right and wrong that influence behavior.

Question 56

Moral development refers to understanding right from wrong and choosing to do the right thing.

Question 57

The common leadership style at the conventional level of moral development tends to be visionary.

Question 58

The Sarbanes-Oxley Act of 2002 ensures that those who act unethically will be prosecuted.

Question 59

"I was only following orders; my boss told me to inflate the figures" is an example of displacement of responsibility.

Question 60

To determine if your decision is ethical, you can ask yourself, "Are all stakeholders happy?"

Question 61

Of the Big Five personality dimensions, the highest correlation with leadership is:

A) conscientiousness.
B) openness to experience.
C) surgency.
D) adjustment.

Question 62

____ is dependent on the other three EI approaches.

A) Social awareness
B) Self-awareness
C) Relationship awareness
D) Self-management

Question 63

Which of the following is NOT a trait of an effective leader?

A) dominance
B) high energy
C) intelligence
D) talent

Question 64

Which of the following is NOT a belief of David McClelland?

A) Needs are based on personality.
B) All people possess the need for achievement, power, and affiliation, but to varying degrees.
C) Our needs are motivated by our behavior.
D) Needs are developed as we interact with the environment.

Question 65

Emotional intelligence includes all of the following EXCEPT:

A) self-awareness.
B) social awareness.
C) self-management.
D) self-concept.

Question 66

Which of the following is NOT a major reason for executive derailment?

A) They used a bullying style viewed as intimidating, insensitive, and abrasive.
B) They were viewed as being cold, aloof, and arrogant.
C) They betrayed personal trust.
D) They undermanaged.

Question 67

Which of the following is NOT a Big Five personality dimension?

A) surgency
B) agreeableness
C) adjustment
D) attractiveness

Question 68

High n Pow is categorized as the Big Five dimension of ____.

A) surgency
B) agreeableness
C) conscientiousness
D) openness to experience

Question 69

Dominance is so important for managers to have because:

A) you've got to want to be a leader.
B) the dominance traits affects all the other traits related to effective leaders.
C) successful leaders want to take charge.
D) all of the answers are correct

Question 70

Intelligence refers to:

A) critical thinking.
B) decision making.
C) problem solving.
D) all of the answers are correct

Question 71

The ____ personality dimension includes traits related to self-control and how well one remains under pressure.

A) agreeableness
B) conscientiousness
C) surgency
D) adjustment

Question 72

Research has found that managers who had derailed tend to have:

A) worked too hard, then burned out.
B) displayed a lack of trust in their subordinates.
C) relied on only one contemporary leadership theory.
D) been overly ambitious.

Question 73

Self-confidence is best categorized as the ____ Big Five dimension.

A) adjustment
B) agreeableness
C) surgency
D) conscientiousness

Question 74

One of your employees, Quanita, is low on job commitment and tends to engage in counterproductive behavior. She is likely low on the ____ trait of the conscientiousness dimension?

A) extraversion
B) dependability
C) flexibility
D) Emotional stability

Question 75

Which of the following is NOT a trait of high conscientiousness?

A) organization
B) extraversion
C) conformity
D) credibility

Question 76

Which of the following statements regarding personality is true?

A) Personality is developed based on genetics and environmental factors.
B) Personality is distinguishing personal characteristics.
C) Personality affects behavior as well as perceptions and attitudes.
D) Personality predicts behavior and job performance.
E) A, c and d

Question 77

People with strong n Ach tend to have all of the following EXCEPT:

A) self-confidence.
B) external locus of control.
C) high energy traits.
D) a high concern for excellence in accomplishments through individual efforts.

Question 78

Which of the following statements regarding emotional intelligence (EI) is TRUE?

A) EI is the ability to work well with people.
B) An offshoot of EI is IQ (intelligence quotient).
C) IQ outweighs EI when it comes to personal achievement.
D) There are five components of EI.

Question 79

The manager of an engineering consulting firm is extraverted and gets along well with others. In addition, she has managed multiple projects at a time, often under stressful circumstances, but she has still maintained her equanimity, and seen projects through to completion "with a firm hand." This manager is displaying:

A) surgency, agreeableness, and adjustment.
B) conscientiousness and surgency.
C) openness to experience and surgency.
D) none of the answers are correct

Question 80

Emotional intelligence is related to which of the following Big Five personality dimensions?

A) surgency
B) openness to experience
C) adjustment
D) conscientiousness