Deck 7: Leadership in Public Organizations

Question 1

______ are concerned with vision and judgment, whereas ______ are concerned with mastering routines.

A) Leaders; employees
B) Leaders; managers
C) Managers; leaders
D) Managers; employees

Answer 1

B

Question 2

People that possess ______ achieving styles are motivated to master their own tasks.

A) relational
B) instrumental
C) transformational
D) direct

Answer 2

D

Question 3

All of the following are dimensions of emotional intelligence EXCEPT for ______.

A) managing emotions
B) motivating oneself
C) the ability to cry
D) handling relationships

Answer 3

C

Question 4

______ refers to the degree to which the position enables the leader to get others to comply with his or her directions.

A) Position power
B) Task structure
C) Personal relationships
D) Compliance

Question 5

According to Ancona, leadership has four specific capabilities: ______.

A) sensemaking, visioning, relating to others, and inventing new ways to get things done
B) visioning, relating to others, enthusiasm, and inventing new ways to get things done
C) inventing new ways to get things done, encouraging the heart, visioning, and enthusiasm
D) sensemaking, visioning, relating to others, and enthusiasm

Question 6

For ______ cultures, successful leaders should be supportive and paternalistic.

A) individualistic
B) collectivist
C) socialist
D) all of these

Question 7

The traditional command and control type of leadership structure does not encourage ______.

A) risk and innovation
B) diplomacy and understanding
C) democracy and charter
D) industry and invention

Question 8

All of the following are characteristics of leadership EXCEPT for ______.

A) a strong drive for responsibility and task completion
B) creativity and originality in problem solving
C) a capacity for absorbing stress
D) an untenable positive approach

Question 9

Fiedler identified two leadership styles: the ______-oriented leader (who is quite efficient and goal oriented) and the ______-oriented leader (who derives satisfaction from successful interpersonal relationships).

A) organization; team
B) task; relationship
C) success; relationship
D) task; social

Question 10

All of the following were identified as cultural dimensions comprising the GLOBE model EXCEPT for ______.

A) performance orientation
B) human orientation
C) unassertiveness
D) uncertainty avoidance

Question 11

______ leadership occurs when leaders and followers engage with one another in such a way that they raise one another to higher levels of morality and motivation.

A) Moral
B) Transactional
C) Transformational
D) Powerful

Question 12

A(n) ______ leadership style will be most effective in situations where subordinates are engaged in work that is stressful, frustrating, or unsatisfying.

A) supportive
B) directive
C) participative
D) achievement-oriented

Question 13

Leaders and followers should engage in a structured ______.

A) dialogue
B) monologue
C) epilogue
D) prologue

Question 14

In the countries which score ______ on power distance, subordinates are more likely to disagree with their leaders and desire a "consultative style" of management.

A) low
B) high
C) in the middle
D) none of these

Question 15

Contingency leadership stipulates that ______.

A) group effectiveness is dictated by employee commitment
B) group effectiveness is not affected by the relationship between the styles of leadership
C) the contingent group dynamics affect the results achieved by the leader
D) the effectiveness of a group is dependent on the relationship between the style of leadership and the degree to which the situation enables the leader to exert influence

Question 16

Leaders must have which of the following traits or competencies?

A) self-understanding
B) high energy
C) integrity
D) all of these

Question 17

According to Gardner, what type of mind is able to bring together information and ideas from many different sources in a way that makes sense?

A) disciplined
B) ethical
C) synthesizing
D) creating

Question 18

The two dimensions in the leadership grid are ______.

A) concern for organization and employees
B) concern for production and people
C) concern for people and profits
D) concern for productivity and people

Question 19

The readiness of an individual or a group to perform a specific task depends on the ______ and ______ to perform the task.

A) aptitude; readiness
B) facility; enthusiasm
C) ability; willingness
D) capacity; motivation

Question 20

According to Gardner, what type of mind moves beyond self-interest to make decisions based on a sense of social responsibility?

A) disciplined
B) ethical
C) synthesizing
D) respectful

Question 21

______ is concerned with facilitating extraordinary performance, affirming human potential, and facilitating the best of the human condition.

A) Positive leadership
B) Collaborative leadership
C) Connective leadership
D) Servant leadership

Question 22

What makes a good leader?

Question 23

Relationship behavior is defined as the extent to which the leader engages in spelling out the duties and responsibilities of an individual or group.

Question 24

Leadership is exercised by the person in the group who energizes the group, whether or not he or she carries the title of "leader."

Question 25

In earlier studies of leadership, factors such as age, height, weight, and appearance seemed to have everything to do with leadership.

Question 26

What are the five dimensions of collaboration?

A) governance, administration, autonomy, mutuality, and trust-building
B) governance, administration, autonomy, mutuality, and respect
C) equality, administration, autonomy, mutuality, and trust-building
D) governance, administration, equality, autonomy, and mutuality

Question 27

Leaders tended to be more intelligent, more dependable or responsible, and more active in social situations than others.

Question 28

The situational model of leadership suggests that the effectiveness of a group is contingent on the relationship between the style of leadership and the degree to which the situation enables the leader to exert influence.

Question 29

The transactional leader exchanges rewards for services rendered so as to improve subordinates' job performance.

Question 30

Identify and explain the various ways in which leaders establish their credibility through their actions.

Question 31

Compare and contrast the different styles of leadership. Develop scenarios where each style might be most appropriate.

Question 32

Despite younger leaders and older leaders growing up in quite different eras, their formative experiences with respect to leadership are remarkably similar.

Question 33

Compare and contrast managers and leaders. What are the similarities, if any? What are the differences, if any? Discuss, providing relevant examples where appropriate.

Question 34

Explore what part power plays in leadership. Do different styles of leadership access or use power differently?

Question 35

Achievement-oriented leadership is a style that involves consultation with subordinates and a serious consideration of their ideas before the leader makes a decision.

Question 36

Leadership is always provided by those in formal positions of authority.

Question 37

Charismatic leadership in whatever its form constitutes a moral "slippery slope."

Question 38

The successful leader stimulates resonance among those who follow.