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WorksheetsLeadership Chapter 7
Total questions: 70
Worksheet time: 35mins
What is the BEST conclusion about the traits of managers?
A very intelligent leader will be effective in any situation.
A leader who is weak on any key trait will not be effective
Some traits improve the chance of being effective, but their relative importance depends on the situation.
The trait approach fails to provide useful insights about the reasons for effective leadership.
What is the MOST important motive for predicting who will seek leadership positions?
power
achievement
affiliation
esteem
Which pattern of traits (from strongest to weakest) is BEST for managers in organizations?
power, affiliation, achievement
achievement, power, affiliation
power, achievement, affiliation
achievement, affiliation, power
Effective managers are LEAST likely to have which of the following traits?
high need for affiliation
emotional maturity
achievement orientation
internal locus of control orientation
What is the MOST accurate conclusion about power motivation of managers?
Most managers have a socialized power orientation.
Managers with a socialized power orientation are usually effective.
Managers with strong power motivation are usually effective, regardless of which type of orientation they have.
Managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation.
A leader with a socialized power orientation is MORE likely to ________.
socialize with subordinates
ask subordinates to attend social events
empower subordinates
clarify social objectives for subordinates
A very narcissistic leader is MOST likely to ________.
have empathy and concern for subordinates
become preoccupied with power and prestige
perceive human relationships in complex terms
seek objective advice from subordinates and peers
Effective leaders are LEAST likely to have a high score on which "big five" trait?
neuroticism
openness to experience
conscientiousness
self confidence
It is better for a leader to have a moderately high level than a very high level of which trait or skill?
interpersonal skill
emotional maturity
self confidence
social intelligence
Research at CCL found that leaders who eventually derailed in their careers ________.
had earlier managerial positions that were very difficult and challenging
had earlier experience in a variety of different of managerial positions
developed many cooperative relationships in their earlier positions
experienced a string of successes in their earlier managerial positions
Research at CCL found that compared to managers who derailed in their career, managers who continued to be successful had more ________.
technical brilliance
ambition to succeed
interpersonal skill
formal education
Social perceptiveness and behavioral flexibility are key components of ________.
interpersonal awareness
vocational intelligence
situational awareness
social intelligence
Which conclusion BEST describes how CEO skills are related to organization performance?
The essential CEO skills are the same for all types of organizations.
The most important skills depend on several aspects of the situation.
CEO skills are not related significantly to company performance
The essential skills for a CEO are the same as for other types of leaders.
In comparison to low-level supervisors, top executives usually need more ________ skills.
processing
technical
conceptual
interpersonal
Which statement about technical skills is MOST accurate?
They are most important for top executives.
They are most important for lower-level managers.
They are equally important for managers at all levels.
They are most important for middle managers.
Which of the following was NOT presented as a guideline for career planning?
Display strengths and hide weaknesses to build an image of superior competence.
Seek information about your strengths and weaknesses and learn from feedback
Select and empower subordinates who have strengths that complement yours.
Take advantage of opportunities to develop relevant skills that are deficient.
________ are relatively stable dispositions to behave in a particular way.
Skills
Personality traits
Self-concepts
Values
Which of the following is NOT an example of a personality trait?
emotional maturity
extroversion
self-confidence
affiliation
Social needs and motives ________.
involve values and beliefs about a person's occupation
are internalized attitudes about what is right and wrong
guide, energize, and sustain behavior
are relatively stable dispositions to behave in a certain way
Which of the following traits is MORE likely to be influenced by learning?
social needs
energy level
physiological needs
temperament
What are internalized attitudes about what is right and wrong, ethical and unethical, and moral and immoral known as?
self-concepts
skills
personality traits
values
Fairness and justice, honesty, equality, and civility are examples of ________.
personality traits
self-concepts
skills
values
Self-concepts, self-identities, and social identities ________.
are internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral
involve values and beliefs about a person's occupation, relationships to others, and worthwhile roles and activities
are relatively stable dispositions to behave in a particular way
relate to the ability to do something in an effective manner
Skills are determined by ________.
learning only
both learning and heredity
neither learning nor heredity
heredity only
Competencies ________.
are determined strictly and solely by heredity
are internalized attitudes about what is right and wrong, and they influence a person's choice of behavior
are often used to describe qualities considered relevant for managers in a particular organization, profession, or situation
may involve traits or skills, but never a combination of related skills and traits
C) are determined strictly and solely by heredity
Social needs and motives ________.
guide, energize, and sustain behavior
are probably less influenced by learning than other traits
do not include the need for achievement, esteem, or affiliation
are unimportant traits
Cross-cultural research suggests that individuals who lack awareness and engage in self-enhancement are seen by their bosses as being highly likely to derail in ________cultures, because they violate the cultural norms for modesty.
neither individualistic nor collectivistic
only individualistic
only collectivistic
both individualistic and collectivistic
Research suggests that genetic factors account for ________ percent of the variance in the attainment of leadership roles, as well as the possession of personality traits associated with leadership, such as social potency and need for achievement.
10
70
30
50
Cutting-edge genetic research also reveals that people who possess "r64950, a single nucleotide polymorphism (SNP) residing on a neuronal acetylcholine receptor gene (CHRNB3)" are ________.
not likely to have a proactive personality
predicted not to possess social potency and need for achievement
less likely to hold leadership roles
more likely to occupy leadership positions
Which of the following statements is NOT true?
The pattern of traits and skills that best predicts leader effectiveness varies somewhat for different outcomes.
Some traits and skills increase the likelihood that a person will be selected or elected to fill a leadership position
A leader with certain traits can be effective in one situation but ineffective in a different situation
Some traits and skills increase the effectiveness of a leader, and actually guarantee it
Which of the following is NOT a specific trait related to leadership effectiveness?
moderately low need for affiliation
socialized power motivation
external locus of control orientation
personal integrity
Which of the following is a specific trait related to leadership effectiveness?
moderately low achievement orientation
personalized power motivation
emotional stability and maturity
low core self-evaluations
________ help(s) managers cope with the hectic pace, long hours, and unrelenting demands of most managerial jobs.
Personal integrity
Socialized power motivation
High energy level and stress tolerance
Emotional stability and maturity
A leader with high stress tolerance and composure is more likely to do all of the following EXCEPT ________.
stay calm
provide confident, decisive direction to subordinates in a crisis
shift responsibility for a problem to someone else
make better decisions
All of the following are related concepts EXCEPT ________.
self-efficacy
self-control
self-esteem
self-confidence
Leaders with high self-confidence are more likely to ________.
be indecisive in a crisis
put off dealing with difficult problems
lower subordinate commitment by retaining too much control
have high expectations for subordinates as well
Which of the following is NOT a possible consequence of excessive self-confidence in a leader?
benefits of participative leadership realized
intolerance of dissenting viewpoints
rash decision making
denial of evidence that a plan is flawed
People with a strong external control orientation ________.
are less likely to use coercion than persuasion
take more initiative in solving problems
have a less future-oriented perspective
believe they can influence their own destiny
Research shows evidence that an internal locus of control is ________.
not correlated with success in environments that require major product innovations
not always linked to socially responsible behavior
negatively associated with managerial effectiveness
less effective in terms of criteria like profitability and sales growth
People with high emotional maturity are associated with all of the following EXCEPT ________.
being more self-centered
being less prone to mood swings
having more self-control
being less defensive
While there is ample evidence that the traits of ________ are linked to leadership emergence and effectiveness, some of the research also indicates that the combination of these traits, coupled with high self-esteem, is especially important.
socialized power motivation, internal locus of control, and emotional immaturity
self-efficacy, external locus of control, and personal integrity
self-efficacy, external locus of control, and emotional stability
self-confidence, internal locus of control, and emotional stability
People who are low in need for power ________.
usually lack the desire and assertiveness to lobby for necessary resources
are adept at imposing necessary discipline
are more likely to seek positions of authority
may be more attuned to the power politics of organizations
Managers with a socialized power orientation are MOST likely to do which of the following?
accumulate symbols of personal prestige
use power to aggrandize themselves
be unwilling to take advice from people with relevant experience
use a participative style of leadership
________ is a primary determinant of interpersonal trust.
High energy level
Integrity
Stress tolerance
Emotional maturity
Honesty, loyalty, fairness, justice, and altruism are values related to ________.
personalized power motivation
high core self-evaluations
integrity
external locus of control orientation
Narcissism is associated with ________.
high integrity
a low need for esteem
a strong socialized need for power
low emotional maturity
Narcissists in leadership positions ________.
accept responsibility for project failures
seek objective advice from subordinates and peers
surround themselves with subordinates who are loyal and uncritical
make decisions after gathering adequate information about the environment
A narcissistic leader is LESS likely to be effective than a leader who has ________.
low self-confidence and optimism combined with a personalized power orientation and low emotional maturity
strong self-confidence and optimism combined with a personalized power orientation and high emotional maturity
strong self-confidence and optimism combined with a socialized power orientation and high emotional maturity
low self-confidence and optimism combined with a socialized power orientation and low emotional maturity
Leaders with a high need for affiliation ________.
use rewards to gain approval, not to recognize effective performance
confront genuine differences instead of avoiding conflict
are likely to be greatly effective in their managerial roles
focus on accomplishing the task over interpersonal relationships
Which of the following is NOT one of the traits in the "Big Five" model?
introversion
intellectance
surgency
dependability
________ skills include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager's organizational unit.
Conceptual
Cognitive
Technical
Interpersonal
In general terms, ________ skills involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events.
cognitive
social
interpersonal
technical
A person with high cognitive complexity ________.
cannot see shades of gray, and instead views things as black and white
is able to predict future events from current trends
sees things in simplistic terms
has difficulty seeing how diverse elements fit together to make a meaningful whole
Empathy, charm, tact, and diplomacy are examples of ________ skills
interpersonal
conceptual
technical
cognitive
________ skills include knowledge about human behavior and group processes, the ability to understand the feelings, attitudes, and motives of others.
Cognitive
Conceptual
Social
Technical
________ facilitates emotional stability and information processing in stressful situations and it helps leaders maintain their own optimism and enthusiasm about a project or mission in the face of obstacles or setbacks.
Social intelligence
Empathy
Self-regulation
Self-awareness
Emotional intelligence ________.
is something you are either born with or not
is easily learned
can't be taught
requires coaching for significant improvement
What is defined as the ability to determine the requirement for leadership in a particular situation and select an appropriate response?
self-regulation
empathy
social intelligence
emotional intelligence
The two primary components of social intelligence are ________.
social perceptiveness and behavioral flexibility
social perceptiveness and self-awareness
empathy and behavioral flexibility
empathy and emotional self-awareness
Which traits are relevant to the ability to learn from experience and adapt to change?
self-confidence, emotional stability, and an internal locus of control orientation
achievement orientation, emotional stability, and an internal locus of control orientation
self-confidence, emotional stability, and an external locus of control orientation
achievement orientation, emotional stability, and an external locus of control orientation
Managerial level affects ________.
nothing related to the three broad categories of skills
the relevance of the three broad categories of skills but not the relative importance of specific types of skills within each category
the relevance of the three broad categories of skills and the relative importance of specific types of skills within each category
neither the relevance of the three broad categories of skills nor the relative importance of specific types of skills within each category
Which is true about higher levels of management?
There is less variation in the activities that need to be coordinated.
The complexity of relationships that need to be understood and managed is greater.
The number of activities to be coordinated is smaller.
The problems that need to be solved are more routine and clearly defined.
The quality of strategic decisions ultimately depends on ________ skills, even though some ________ knowledge is necessary to make these decisions, and ________ skills are necessary for developing relationships, obtaining information, and influencing subordinates to implement decisions.
interpersonal; conceptual; technical
conceptual; technical; interpersonal
technical; interpersonal; conceptual
technical; conceptual; interpersonal
________ are mainly responsibly for implementing policy and maintaining the workflow within the existing organizational structure
Higher-level managers
Top executives
Low-level managers
Middle-level managers
The role of ________ requires a roughly equal mix of technical, interpersonal, and conceptual skills.
higher-level managers
top executives
low-level managers
middle-level managers
More ________ skills are needed by middle- and lower-level managers who are expected to participate in strategic planning, product innovation, and leading change.
conceptual
social
technical
interpersonal
________ skills are more important for top executives in organizations where operating decisions are highly centralized.
Technical
Cognitive
Conceptual
Interpersonal
Which of the following statements is NOT true?
Few trait studies include mediating processes to explain why leadership traits and skills are relevant for predicting effectiveness in the current position or career success.
Considerable progress has been made in identifying traits and skills relevant for managerial effectiveness and advancement.
Most trait studies are guided by a theory that explains how traits are related to managerial effectiveness and advancement.
It is difficult to interpret the relevance of abstract traits except by examining how they are expressed in the actual behavior of leaders and the effects of leader decisions and actions.
The relationship of traits and skills is ________, and ________ amount of the trait is usually optimal.
always linear; the maximum rather than a moderate
often curvilinear; a moderate rather than the maximum
always linear; a moderate rather than the maximum
often curvilinear; the maximum rather than a moderate
A better understanding of leadership in an organization may be gained by examining the ________.
pattern of traits for the entire organization
traits of non-managerial employees
traits of the chief executive officer
pattern of traits for the executive team
