Question 1

A very narcissistic leader is most likely to:&#10;A)have empathy and concern for subordinates&#10;B)perceive human relationships in complex terms&#10;C)become preoccupied with power and prestige&#10;D)seek objective advice from subordinates and peers

Accepted Answer

A narcissistic leader is excessively preoccupied with themselves, their image, and their status. As a result, they tend to prioritize power and prestige over the well-being of their subordinates. Empathy and concern for subordinates or seeking objective advice from them would not align with their self-centered tendencies. They may perceive human relationships as simple and hierarchical rather than complex.

Question 2

Effective managers are least likely to have which of the following traits?&#10;A)emotional maturity&#10;B)high need for affiliation&#10;C)achievement orientation&#10;D)internal locus of control orientation

Accepted Answer

Effective managers are less likely to have a high need for affiliation because they must be able to make tough decisions and prioritize organizational goals over personal relationships. Emotional maturity, achievement orientation, and internal locus of control are all important traits for effective managers to have.

Question 3

Which of the following was not presented as a guideline for career planning?&#10;A)seek information about your strengths and weaknesses and learn from feedback&#10;B)display strengths and hide weaknesses to build an image of superior competence&#10;C)take advantage of opportunities to develop relevant skills that are deficient&#10;D)select and empower subordinates who have strengths that complement yours

Accepted Answer

Displaying strengths and hiding weaknesses is not a recommended guideline for career planning. Instead, it is important to acknowledge weaknesses and work on improving them, while also leveraging strengths to advance in a career. The other options (seeking feedback, developing skills, and empowering subordinates) are important strategies for career planning.

Question 4

A leader with a socialized power orientation is more likely to:&#10;A)socialize with subordinates&#10;B)ask subordinates to attend social events&#10;C)clarify social objectives for subordinates&#10;D) empower subordinates

Accepted Answer

A leader with a socialized power orientation focuses on empowering others and sharing power, rather than using power for personal gain.

Question 5

Research at CCL found that compared to managers who derailed in their career,managers who continued to be successful had more:&#10;A)ambition to succeed&#10;B)interpersonal skill&#10;C)formal education&#10;D)technical brilliance

Accepted Answer

The research found that managers who continued to be successful had stronger interpersonal skills compared to those who derailed in their careers. While ambition, formal education, and technical brilliance may also be important, interpersonal skills were found to be the distinguishing factor between successful and derailed managers.

Question 6

Which conclusion best describes how CEO skills are related to organization performance?&#10;A)the essential CEO skills are the same for all types of organizations&#10;B)CEO skills are not related significantly to company performance&#10;C)the essential skills for a CEO are the same as for other types of leaders&#10;D)the most important skills depend on several aspects of the situation

Accepted Answer

The article suggests that the most important CEO skills depend on several aspects of the situation, such as the industry, company size, and stage of development. Therefore, the best conclusion is that the most important skills vary depending on the specific circumstances.

Question 7

Effective leaders are least likely to have a high score on which &#34;big five&#34; trait?&#10;A)self confidence&#10;B)conscientiousness&#10;C)openness to experience&#10;D)neuroticism

Accepted Answer

Neuroticism is the trait most commonly associated with negative outcomes such as anxiety, moodiness, and emotional instability. Effective leaders tend to be resilient and stable, so they are typically less neurotic.

Question 8

What is the most accurate conclusion about power motivation of managers?&#10;A)most managers have a socialized power orientation&#10;B)managers with a socialized power orientation are usually effective&#10;C)managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation&#10;D)managers with strong power motivation are usually effective, regardless of which type of orientation they have

Accepted Answer

Research suggests that managers with a socialized power orientation (i.e. motivated by a desire to advance the goals of the organization and benefit others) tend to be more effective than managers with a personalized power orientation (i.e. motivated by a desire for personal gain and status). Thus, choice C is the most accurate conclusion.

Question 9

Which statement about technical skills is most accurate&#34;&#10;A)they are most important for top executives&#10;B)they are most important for middle managers&#10;C)they are most important for lower level managers&#10;D)they are equally important for managers at all levels

Accepted Answer

Technical skills are most important for lower level managers who are responsible for the day-to-day operations of the organization. As managers move up the hierarchy, they need more conceptual and human skills to manage people and resources effectively. Top executives may have less need for technical skills as they delegate more operational tasks to lower level managers.

Question 10

What is the best conclusion about the traits of managers?&#10;A)a very intelligent leader will be effective in any situation&#10;B)a leader who is weak on any key trait will not be effective&#10;C)some traits improve the chance of being effective, but their relative importance depends on the situation&#10;D) the trait approach fails to provide useful insights about the reasons for effective leadership

Accepted Answer

The conclusion drawn from the statement is that while traits are important, their importance will vary depending on the situation. Therefore, option C is the most suitable choice. Option A is too extreme and option B suggests that one weak trait will automatically result in ineffective leadership. Option D is not supported by the statement.

Question 11

Research at CCL found that leaders who eventually derailed in their careers:&#10;A)experienced a string of successes in their earlier managerial positions&#10;B)developed many cooperative relationships in their earlier positions&#10;C)had earlier experience in a variety of different of managerial positions&#10;D)had earlier managerial positions that were very difficult and challenging

Accepted Answer

The answer of Research at CCL found that leaders who...

Question 12

What is the most important motive for predicting who will seek leadership positions?&#10;A)power&#10;B)achievement&#10;C)affiliation&#10;D)esteem

Accepted Answer

The answer of What is the most important motive for...

Question 13

In comparison to low-level supervisors,top executives usually need more:&#10;A)conceptual skills&#10;B)technical skills&#10;C)interpersonal skills&#10;D)processing skills

Accepted Answer

The answer of In comparison to low-level supervisors,top executives usually...

Question 14

It is better for a leader to have a moderately high level than a very high level of which trait or skill?&#10;A)self confidence&#10;B)emotional maturity&#10;C)social intelligence&#10;D)interpersonal skill

Accepted Answer

The answer of It is better for a leader to...

Question 15

Which pattern of traits (from strongest to weakest)is best for managers in organizations?&#10;A)power, affiliation, achievement&#10;B)achievement, power, affiliation&#10;C)power, achievement, affiliation&#10;D)achievement, affiliation, power

Accepted Answer

The answer of Which pattern of traits (from strongest to...

Question 16

Social perceptiveness and behavioral flexibility are key components of:&#10;A)interpersonal awareness&#10;B)vocational intelligence&#10;C)situational awareness&#10;D)social intelligence

Accepted Answer

The answer of Social perceptiveness and behavioral flexibility are key...

Deck 6: Managerial Traits and Skills