Deck 1: Who Is a Leader

Question 1

Good followers perform leadership roles when needed.

Answer 1

True

Question 2

There are managers who are not effective leaders.

Answer 2

True

Question 3

A manager is a person who is being influenced by a leader.

Answer 3

False

Question 4

A leader always has the ability to influence others.

Question 5

Your manager's leadership style will not directly affect how happy you are on the job and whether you stay or go.

Question 6

Networking to develop relationships to gain information and favors is what type of behavior?

A) disseminator
B) monitor
C) liaison
D) informational

Question 7

Leaders perform the decisional role when they act as:

A) entrepreneur
B) disturbance handler
C) negotiator
D) all of the answers are correct

Question 8

The group performance affects the __________ performance.

A) organizational
B) stockholder
C) individual
D) none of the answers are correct

Question 9

The major difference between the trait and behavioral leadership theories is that:

A) neither are universal theories
B) both are universal theories
C) both are contingent theories
D) both are interdependent

Question 10

The difference between trait and behavioral leadership theories is that:

A) trait theory explains personal characteristics of effective leaders
B) behavioral theory explains what leaders actually do on the job
C) trait theory determines which leadership style is most appropriate situation in a given situation
D) none of the answers are correct

Question 11

The contingency leadership theory is interrelated with the trait and behavioral leadership theories because it uses these two theories as the foundation for determining the leadership style most appropriate in a given situation based on:

A) the leader, followers, and situation
B) the leader, manager, and subordinates
C) the leader, mentor, and entrepreneur
D) individual, group, and situation

Question 12

Do you agree that, in general, mean or tough bosses are not successful leaders?

Question 13

Why does the leadership role pervade all management behavior?

Question 14

What is the key difference between the entrepreneur and disturbance-handler roles?

Question 15

Do you agree with the interrelationships and triangle analogy, of the levels of leadership analysis?

Question 16

Can a person develop critical-thinking skills of applying the leadership theory, and develop leadership skills, without first understanding the leadership theory?

Question 17

Recall a present or past job. Were you both a leader and a follower? Explain.

Question 18

Briefly explain the influencing relationship between the leader and followers where you work(ed).

Question 19

State one or more objectives from an organization where you work(ed).

Question 20

Are the managers where you work(ed) effective at influencing their employees to bring about change? Explain.

Question 21

Do managers where you work(ed) treat their employees as valuable assets? Explain.

Question 22

Do you believe that you are a born leader? Do you believe that you can develop your leadership skills to improve job performance?

Question 23

Give one job example of the specific behavior you or some other leader displayed when performing the figurehead, leader, and liaison roles. For each of the three roles, be sure to identify the leader as you or another, the role by its name, and the specific behavior.

Question 24

Give one job example of the specific behavior you or some other leader conducted when performing the monitor, disseminator, or spokesperson roles. For each of the three roles, be sure to identify the leader as you or another, the role by its name, and the specific behavior.

Question 25

Give one job example of the specific behavior you or some other leader performed when fulfilling the entrepreneur, disturbance-handler, resource-allocator, and negotiator roles. For each of the four roles, be sure to identify the leader as you or another, the role by its name, and the specific behavior.

Question 26

Give examples of traits and behaviors that helped make your past or present manager a successful leader.