Deck 15: Dynamics of Leadership

Question 1

Effective leadership involves the fame and power of the leader.

Answer 1

False

Question 2

The three aspects of leadership are change, influence, and shared purpose.

Answer 2

True

Question 3

When followers share the purpose of their leader, they can be counted on to work toward the same goal and objectives.

Answer 3

True

Question 4

The personal characteristics of leaders are relatively stable and generally result in fairly predictable behavior.

Question 5

Because leadership behaviors can be learned, individuals can become effective leaders with the proper encouragement and support.

Question 6

Theory Y suggests that employees are lazy by nature and work as little as possible.

Question 7

Applying the four leadership styles of the Situational Leadership Model, participating behavior occurs when a leader relies on two-way communication.

Question 8

If managers cannot change their leadership style with each different situation, then this becomes a limitation of the Situational Leadership Model.

Question 9

Transformational leaders lead by having a vision that motivates followers to create a plan for themselves to accomplish what the leader directed.

Question 10

Transformational leaders alter feelings, desires, and expectations of others.

Question 11

Surprisingly, transformational leaders often project a feeling of pessimism.

Question 12

In a study conducted by the Conference Board asking executives to rate the leadership capacity of their organizations, a majority rated their companies as excellent.

Question 13

Most large organizations rely solely on on-the-job learning to develop leaders.

Question 14

Which of the following is a statement made by Carleton (Carly) Fiorina, CEO for Hewlett-Packard to explain her leadership approach?

A) "At one time, single-mindedness threatened my career."
B) "I can be influential because of my technical expertise and industry knowledge."
C) "If you want people to speed up, you speed up. You don't talk about it, you do it."
D) "Decentralized decision making is my motto."

Question 15

Which of the following situations was not true for Hewlett-Packard?

A) HP's product development process was slow and deliberate compared to the rest of the industry.
B) HP's founders and past leaders sought to reach consensus about major issues.
C) They needed to become a complex, global company.
D) Conflict was strong between Walter Hewlett and Carly Fiorina.

Question 16

Rhonda Mercantile has just accepted a new position as nursing supervisor for a large suburban hospital. Rhonda has set two goals. First, nurses should seek to console and counsel not only the patient, but members of the patient's family. Second, nurses should strive to complete a doctor's orders within 15 minutes. In her first meeting with the nursing staff, Rhonda sought to influence the nurses to achieve these goals. Cheryl is displaying __________.

A) leadership
B) her managerial skills
C) strategic vision
D) the job characteristics model

Question 17

__________ is perhaps the most essential aspect of leadership.

A) Flexibility
B) Power
C) Influence
D) Motivation

Question 18

The Orpheus Chamber Orchestra is a counterculture organization that has never had a conductor. Their organizational structure includes which of the following components?

A) a rotating concert master for each performance
B) a rotating core of section leaders
C) involvement of members in the executive board and finance committee
D) all of the above

Question 19

As a result of the orchestra's high-involvement approach, which of the following benefits have been achieved?

A) teamwork
B) customer focus
C) leadership training
D) high pay

Question 20

Michael Baker is the head of the Management Department at Westchester Community College. He often runs into problems when developing the faculty teaching schedule. When this happens, Michael presents the problem to the faculty and acts as a facilitator, defining the problem to be solved and the constraints within which the decision must be made. Michael is using the __________ style of leadership identified in the Vroom-Jago leadership model.

A) facilitate
B) expedite
C) assist
D) promote

Question 21

Transformational leaders are agents of __________.

A) thoughtful change and innovation
B) radical change and inspiration
C) risk aversion and creativity
D) the status quo and current practices

Question 22

What vision did Sam Palmisano champion to restore IBM to greatness?

A) On-demand e-business computing
B) An efficient, extremely powerful consolidated system that will run on open standards
C) To be a provider of computing power for businesses to purchase instead of housing their own computing system
D) all of the above

Question 23

What steps did Sam Palmisano take to make his vision for IBM a reality?

A) He created a joint venture with Cisco and Microsoft.
B) He cut his own bonus and the set the money aside as a pool for the team that implements the vision.
C) He initiated a long-term strategic planning retreat for the key management team.
D) all of the above

Question 24

Organizations invest millions of dollars and untold hours on efforts to improve leadership effectiveness. These investments include all of the following except __________.

A) assigning people to positions to promote learning on the job
B) offering assistance through coaching and mentoring
C) sending employees to formal leadership assessment and training programs
D) developing an organizational culture that promotes self-awareness

Question 25

Which of the following statements correctly describes FedEx's Leadership Evaluation and Awareness Process (LEAP)?

A) Close to 80% of the 3,000 participants "graduate" from the program.
B) Those who succeed have a strong drive for power.
C) The self-evaluation process is the least effective component of the program.
D) Employees realize that leadership carries an unrelenting sense of obligation, even when they are not at work.

Question 26

Christine Yang is a senior colleague in Legal Executive Assistants, Inc. and often finds herself as a mentor to many managers in the organization. As a mentor, Yang likely provides all of the following benefits to managers except:

A) helps managers understand how others respond to their behaviors.
B) helps managers identify weaknesses or blind spots.
C) provides valuable advice concerning the styles of leadership favored in the organization.
D) identifies the employees who are not leadership material.

Question 27

State the unique behaviors of transformational leadership and their impact on followers.