Reference no: EM13982058

Exam

Q1. Which statement about implicit leadership theories is least accurate?
a. implicit theories influence a person's evaluation of leaders
b. implicit theories usually involve assumptions about effective leadership
c. implicit theories can result in biased ratings of a leader's behavior
d. implicit theories are seldom found in intelligent people
e. c and d

Q2. How are managers most likely to interpret the reasons for effective performance?
a. internal attributions are made for effective performance by subordinates
b. external attributions are made for effective performance by subordinates
c. internal attributions are made for high LMX members and external attributions are made for low LMX members
d. external attributions are made for high LMX members and internal attributions are made for low LMX members

Q3. Which is the least likely response by a manager who believes that poor performance by a subordinate is caused by a lack of motivation?
a. new incentives
b. more coaching
c. closer monitoring
d. counseling

Q4. Poor performance in the task assigned to a subordinate is most likely to be attributed to a lack of effort or ability when:
a. the manager has prior experience doing the same type of task
b. poor performance has serious consequences for the work unit
c. other subordinates who did this task had similar difficulties
d. the subordinate has performed other types of tasks effectively

Q5. Attributional research shows that most people:
a. overestimate the effect leaders have on organizational performance
b. underestimate the effect leaders have on organizational performance
c. are able to accurately assess a leader's impact on organization performance
d. are biased to look for weaknesses and faults in high level leaders

Q6. Which of the following is a recommended guideline for followers?
a. ask the boss for specific directions on how to deal with difficult problems
b. get approval from the boss before taking action to resolve problems
c. take the initiative to deal with immediate problems in the work
d. follow rules and standard procedures to avoid any blame for problems

Q7. When there is a high LPC relationship, the leader is more likely to:
a. give the subordinate easy assignments to do
b. meet with the subordinate to review performance
c. understand the subordinate's problems and needs
d. dominate conversations with the subordinate

Q8. Studies on how managers perceive poor performance by a subordinate find that:
a. managers are biased toward attributing the cause to external factors such as insufficient resources or lack of cooperation by others
b. managers are biased toward attributing the cause to internal factors such as lack of motivation or ability
c. managers are biased toward attributing the cause to bad luck (random events)
d. most managers make an accurate attribution about the cause of poor performance by a subordinate

Q9. When there is a high LMX relationship, the leader is more likely to:
a. give the subordinate easy assignments to do
b. meet with the subordinate to review performance
c. understand the subordinate's problems and needs
d. dominate conversations with the subordinate

Q10. Which was not a recommendation for effective followers?
a. verify the accuracy of information you provide to the leader
b. point out specific weaknesses in a plan or proposals made by the leader
c. be assertive but diplomatic about resolving role ambiguity
d. point out when a leader is being defensive about suggestions

Q11. Which was not found in the research on leader-member exchange?
a. leaders with different relationships for high and low LMX subordinates were more effective
b. leaders provided more benefits to high LMX subordinates than to low LMX subordinates
c. high LMX subordinates performed better than low LMX subordinates
d. there was more delegation to high LMX subordinates than to low LMX subordinates

Q12. A leader is most likely to be viewed as effective when:
a. organization performance is declining, the leader makes major changes in strategy, and performance rapidly improves
b. organization performance is declining, the leader makes major changes in strategy, and performance slowly improves
c. organization performance is declining, the leader makes small changes in strategy, and performance slowly improves
d. organization performance is improving and the leader makes only incremental changes in the existing strategy to fine tune it

Q13. What is the best way to deal with a subordinate's performance deficiencies?
a. ask the subordinate to suggest remedies
b. tell the subordinate what must be done
c. refer to formal rules and work procedures
d. have the subordinate ask coworkers for advice

Q14. Which influence tactic is least likely to result in target commitment?
a. rational persuasion
b. collaboration
c. exchange
d. inspirational appeals

Q15. If a leader's innovative proposal results in failure, the most unfavorable evaluation of the leader will occur when the group believes:
a. the leader exercised poor judgment in making such a radical proposal
b. the leader was motivated primarily by self interests
c. the leader made unrealistic assumptions about the capabilities of the group
d the leader failed to anticipate the likely reaction by competitors or enemies

Q16. Which tactic is more likely to be used in a follow-up influence attempt than in an initial influence attempt?
a. ingratiation
b. consultation
c. personal appeal
d. pressure

Q17. The status and influence accorded an emergent leader depends primarily on:
a. the leader's social popularity among the members
b. the leader's control over rewards desired by group members
c. the leader's seniority among group members
d. the leader's demonstrated competence and loyalty

Q18. Which influence tactic is most dependent on the agent's reward power?
a. rational persuasion
b. personal appeal
c. legitimating
d. exchange

Q19. Which tactic is most likely to increase the target person's perception that a request or proposal is important for the team or organization?
a. collaboration
b. apprising
c. rational persuasion
d. exchange

Q20. Which influence tactic is most likely to result in target commitment?
a. exchange
b. personal appeal
c. consultation
d. ingratiation

Q21. The most likely outcome for an influence attempt based on legitimate power is:
a. passive resistance
b. compliance
c. active resistance
d. commitment

Q22. Which influence process is most likely to result in continued commitment to a task objective regardless of the manager's subsequent actions?
a. instrumental compliance
b. personal identification
c. compliance with authority
d. internalization

Q23. Which influence tactic is used most frequently in organizations?
a. rational persuasion
b. exchange
c. consultation
d. personal appeals

Q24. Control over information is likely to give a manager power over:
a. subordinates
b. subordinates and peers
c. peers and superiors
d. peers, superiors, and subordinates

Q25. Referent power is most likely to result in which type of influence process?
a. internalization
b. personal identification
c. instrumental compliance
d. collective identification

Q26. Which was not identified by strategic contingencies theory as a determinant of subunit power?
a. subunit size
b. expertise in solving problems
c. centrality in the workflow
d. uniqueness of expertise

Q27. Which influence tactic is used more often in attempts to influence superiors than in attempts to influence subordinates?
a. pressure
b. coalition
c. exchange
d. legitimating

Q28. Which of the following is not part of emotional intelligence?
a. understanding the feelings and emotions of other people
b. understanding relevant functional requirements for other people
c. understanding how to use emotions to facilitate cognitive processes
d. understanding how to cognitively manage emotions

Q29. Research at CCL found that leaders who derailed in their careers:
a. experienced a string of successes in their earlier managerial positions
b. developed many cooperative relationships in their earlier positions
c. had early experience in a variety of different types of managerial positions
d. had experience with earlier positions that were very difficult and stressful

Q30. Which of the following was not presented as a guideline for career planning?
a. seek information about your strengths and weaknesses and learn from feedback
b. display strengths and hide weaknesses to build an image of superior competence
c. take advantage of opportunities to develop relevant skills that are deficient
d. select subordinates with complementary strengths and give them responsibility for aspects of the work they are more qualified to handle

Q31. Effective managers are likely to have:
a. technical and interpersonal skills
b. technical and conceptual skills
c. conceptual and interpersonal skills
d. technical, conceptual, and interpersonal skills

Q32. What was not found in the longitudinal study of managers at AT&T?
a. advancement was faster if a manager was given easy assignments the first few years
b. advancement was faster for managers with strong oral communication skill
c. advancement was faster for managers with strong ambition to advance
d. advancement 20 years later was predicted by assessment scores obtained in the first year

Q33. What is the most accurate conclusion about traits and success as a manager?
a. managers with a personalized power orientation are seldom effective
b. managers with a socialized power orientation are usually effective
c. managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation
d. managers with strong power motivation are usually effective, regardless of which type of orientation they have

Q34. Effective managers are least likely to have which of the following traits?
a. high self confidence
b. high need for affiliation
c. achievement orientation
d. internal locus of control orientation

Q35. What is the most important need for people who become leaders?
a. achievement
b. affiliation
c. power
d. esteem

Q36. Which of the following traits did Miner find was least important for managerial success?
a. desire to exercise power
b. willingness to do routine administrative paperwork
c. desire to compete with peers
d. positive attitude toward authority figures

Q37. The importance of different skills for effective leadership is least likely to be affected by:
a. the level of management
b. the leader's prior experience
c. the type of organization
d. the environmental turbulence

Q38. In comparison to first-line supervisors, top executives usually need more:
a. interpersonal skill
b. self-management skill
c. technical skill
d. conceptual skill

Q39. A very narcissistic leader is most likely to:
a. have empathy and concern for subordinates
b. perceive human relationships in complex terms
c. become preoccupied with power and prestige
d. seek objective advice from subordinates and peers

Q40. A leader with a socialized power concern is more likely to:
a. socialize with subordinates
b. ask subordinates to attend social events
c. clarify social objectives for subordinates
d. empower subordinates