Question 1

A study with 3,000 executives revealed that leaders who obtain the best results typically use


several different   styles in one week.


the style   recommended by the board.


the style   recommended by the group members.


whatever style   matches the latest management fad.

Question 2

A large research study about sex differences in effectiveness between men and women leaders found that


men were rated high   on relationship-oriented skills.


men were rated   lower on orientation toward strategic planning and organizational vision.


women were rated   lower on orientation toward production and obtaining results.


women were rated   higher on relationship-oriented leadership skills.

Question 3

In the Pygmalion effect, group members


rebel against high   expectations.


respond only to   verbal signals.


live up to   expectations set for them.


become   uncomfortable when placed under heavy pressure.

Question 4

An entrepreneurial leader is most likely to


have high   enthusiasm and creativity.


have a moderate   achievement drive.


be calm and   deliberate when an opportunity arises.


work smoothly   within a bureaucracy.

Question 5

A consultative leader


confers with the   group before making a decision.


consults reference   sources before making a decision.


turns over   decision-making authority to the group.


takes a vote before   reaching a decision.

Question 6

The generally accepted leadership style in the modern organization is the


micromanagement   style.


participative style   in general.


democratic form of   participative style.


autocratic style.

Question 7

As a leader, department manager Anna is highly concerned about results, and has little concern for people. Her Managerial Grid style is labeled


1, 9 Accommodating.


9, 1 Controlling.


1, 1 Indifferent.


9, 9 Sound.

Question 8

When workers are aligned, they tend to


oppose many   management policies.


work at cross-purposes   with each other.


follow directions   without question.


pull together for a   higher purpose.

Question 9

The purpose of a tough question by a leader is to help the person or group


stop and think   about why they are doing or not doing something.


understand that   they deserve to be punished.


overcome a loss in   self-confidence.


realize how much   they have to learn.

Question 10

The general purpose of disaster planning is to


deal effectively   with a crisis.


practice   transformational leadership skills.


minimize leadership   liability for a crisis.


prevent a crisis.

Question 11

Contingency leadership theorists believe that in terms of shaping the leader’s behavior,


forces in the   situation are more important that the leader’s personal characteristics.


the leader’s   characteristics are more important than forces in the leadership situation.


the leadership   situation has a negligible influence.


the leader’s   personal characteristics have a negligible influence.

Question 12

The general thrust of path-goal theory is to specify what the leader must do to


make a directive   style of leadership acceptable.


achieve high   productivity and morale in a given situation.


improve the work   attitudes of group members.


make the situation   more favorable.

Question 13

Following Fiedler’s contingency model, a leader can increase situational control by


decreasing the task   structure for group members.


creating conflict   between himself or herself and group members.


increasing his or   her position power.


increasing the   demands on group members.

Question 14

Baxter, a chief operating officer, practices contingency leadership when he


warns workers in   advance about potential punishments.


maintains an   optimistic, positive attitude.


challenges the use   of new technologies.


discards old ideas   that no longer fit the circumstances.

Question 15

A suggestion to the leader based on path-goal theory is for the leader to


give people careful   instructions, even when they can perform the task well.


encourage group   members to provide their own structure.


purposely make   ambiguous the path between goal attainment and receiving a reward.


reduce frustrating   barriers to reaching goals.

Question 16

In Fiedler’s contingency theory, the most important dimension of the situation for determining situational control is


position power.


leader-member   relations.


personal power.


task structure.

Question 17

Plant manager Kristina practices evidence-based leadership when she


uses leadership   practices proven to be effective.


carefully documents   poor performance.


asks group members   to justify their claims.


maintains a log of   her interactions with group members.

Question 18

A recent development in corporate philanthropy is for corporate leaders to demand


a good return on   investment, in terms of social impact, for their donated money.


that the causes   receiving the money become good customers.


that recipients of   their generosity all believe in capitalism.


respect and   recognition from all recipients.

Question 19

A leader at the postconventional level of moral development is likely to


attempt to do the   most good for the most people.


maximize personal   gain in most business transactions.


falsify earnings   statements to be eligible for a big bonus.


be moral just   enough to look good.

Question 20

An authority cited in the leadership text argues that ethics is at the center of leadership because the ethical leader


wants to create a   positive public appearance.


promote conflicts   of interest.


attempts to keep   profits at a bare minimum.


wants everybody to   benefit.

Question 21

Which one of the following questions in an ethical screen deals with the principle of reversibility?


How does it smell?


What would you tell   your child, sibling, or young relative to do?


Who gets hurt?


Is it fair?

Question 22

An ethical screen is used primarily when facing a decision that


is in opposition to   the organizational culture.


affects the   majority of employees within the firm.


is not obviously   ethical or blatantly unethical.


is widely   recognized as criminal behavior.

Question 23

When senior management provides strategic leadership for ethics,


senior managers   emphasize being whistle blowers.


marketing strategy   is converted into ethical strategy.


senior managers   become ethics leaders.


the roles of   stockholders and shareholders become reversed.

Question 24

Which one of the following is the clearest example of socially responsible behavior on the part of a business firm?


Ensuring that all   workers get paid


Safely disposing of   mercury


Creating a pleasant   workplace


Avoiding   involvement in political causes

Question 25

An example of an executive leader helping sustain the environment would be to


use as much   renewable energy as possible at the company.


create attractive   designs on packages.


take a little   company trash home with them after work.


charge customers   for shipping and delivery.