Deck 15: The Dark Side of Leadership

Question 1

Dark-side traits are usually apparent when leaders are attending to their public image.

Answer 1

False

Question 2

Criticizers tend to complain and do all they can to get out of work.

Answer 2

False

Question 3

Managers' ability to make decisions and build cohesive teams is associated with their level of intelligence.

Answer 3

True

Question 4

The vast majority of people in positions of authority are competent.

Question 5

Figureheads tend to exhibit the behaviors associated with skeptical,cautious,and imaginative dark-side traits.

Question 6

Only cheerleaders have high levels of situational awareness.

Question 7

People who possess bold,mischievous,colorful,and imaginative dark-side traits often do well in interviews and get hired as a result.

Question 8

The base rate of managerial incompetence is estimated as 25 to 30 percent.

Question 9

Cheerleaders strive to get along with others and make the workplace fun.

Question 10

The Dr.Gordy test is used to determine the level of incompetence among persons in positions of authority.

Question 11

Everyone has at least one dark-side personality trait.

Question 12

The increasing pressure on organizations to find good leaders quickly has a tendency to cause leaders to fail because of inadequate preparation for promotion.

Question 13

A single derailment pattern of behavior is typically enough to cause a manager to fail.

Question 14

Figurehead managers try very hard to be in the spotlight.

Question 15

Destructive leadership can occur at many levels in the organization.

Question 16

The root cause of most major industrial accidents and incidents can be traced back to management cost-cutting initiatives.

Question 17

Destructive leadership is very clear-cut and easily identified.

Question 18

One of the reasons a leader is unable to build teams is due to dark-side personality traits.

Question 19

A derailed manager exhibiting an inability to build relationships with co-workers is insensitive to the needs and plights of followers and is often overly competitive,demanding,and domineering.

Question 20

People in positions of authority often leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed.

Question 21

Managers who derail due to an inability to build relationships with co-workers are most likely:

A) overly sensitive.
B) domineering.
C) self-conscious.
D) lazy.

Question 22

Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team?

A) The presence of dark-side traits
B) Inadequate distribution channels
C) Poor product development decisions
D) Lying about business and financial results

Question 23

Jim Collins' study of highly successful companies that subsequently failed indicated that these firms went through a five-stage process toward failure.What is the first stage of the process?

A) Leaders focus on succession planning initiatives,and firms expand globally.
B) Firms focus on external factors such as competitors and changing technologies.
C) Leaders strive to merge with successful companies to gain more market share.
D) Firms become insulated by success,and leaders adopt an entitlement mentality.

Question 24

Which dark-side personality trait is associated with a leader who becomes withdrawn during times of stress?

A) Excitable
B) Reserved
C) Skeptical
D) Dutiful

Question 25

Which dark-side personality trait most likely describes a leader who is spineless and won't stand up for subordinates?

A) Skeptical
B) Colorful
C) Dutiful
D) Imaginative

Question 26

Diligent leaders are most likely to:

A) blame others for their mistakes.
B) deal with stress by trying to gain favors from superiors.
C) frustrate their staffs through micro-management.
D) be unconcerned about the welfare of their staff.

Question 27

Which individuals achieve short-lived results because they treat followers very poorly?

A) Taskmasters
B) Figureheads
C) Competent managers
D) Cheerleaders

Question 28

Which of the following statements concerning dark-side traits is most likely FALSE?

A) Many dark-side traits covary with social skills.
B) Everyone has at least one dark-side personality trait.
C) Dark-side traits are usually apparent only when leaders are attending to their public image.
D) Dark-side traits usually emerge during crises or periods of high stress and serve as coping mechanisms.

Question 29

Which managerial types have most likely gained insight into their dark-side traits and found ways to negate the debilitating effects of these traits on followers?

A) Competent Managers
B) Taskmasters
C) Cheerleaders
D) Figureheads

Question 30

Because of their narcissistic tendencies,_____ leaders often get quite a bit done.

A) reserved
B) bold
C) dutiful
D) colorful

Question 31

Which type of leader does not want attention and has difficulties with both building teams and getting results?

A) Taskmasters
B) Competent managers
C) Figureheads
D) Cheerleaders

Question 32

Which of the following is NOT a dark-side personality trait?

A) Cautious
B) Mischievous
C) Charismatic
D) Diligent

Question 33

Leaders with this dark-side trait have an unhealthy mistrust of others,are constantly questioning the motives and integrity of their followers,and are vigilant for signs of disloyalty.Which dark-side personality trait is defined by this statement?

A) Bold
B) Excitable
C) Skeptical
D) Cautious

Question 34

Cheerleaders:

A) only focus on getting results.
B) avoid the spotlight.
C) tend to treat followers poorly.
D) are people-centered.

Question 35

In the context of managerial derailment,_____ is a factor associated with destructive leadership.

A) inability to adapt to new situations
B) failure to meet business objectives
C) inability to build relationships
D) inability to build and lead teams

Question 36

Which individuals are good at building teams and getting results through others?

A) Cheerleaders
B) Taskmasters
C) Competent managers
D) Figurehead managers

Question 37

_____ are followers who seek forgiveness rather than permission and offer alternative solutions.

A) Slackers
B) Brown-nosers
C) Criticizers
D) Self-starters

Question 38

When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results,it is known as:

A) chronic managerial incompetence.
B) authoritarian management.
C) impoverished management.
D) episodic managerial incompetence.

Question 39

According to research,between 50-90 percent of all new businesses fail within five years due to:

A) insufficient investment capital.
B) managerial incompetence.
C) unethical business practices.
D) poor target marketing.

Question 40

_____ is defined as the relevant knowledge a person can leverage to solve a problem.

A) Managerial competence
B) Technical expertise
C) Subject matter expertise
D) Team-building know-how

Question 41

Explain the Dr.Gordy test.

Question 42

Name and briefly describe the four managerial derailment patterns.

Question 43

Briefly describe the two dimensions of managerial incompetence and the four types of leaders.

Question 44

What are dark-side personality traits,and how might they come into play with college athletic coaches?

Question 45

Contrast episodic managerial incompetence and chronic managerial incompetence.

Question 46

Why do you think dark-side tendencies are the leading cause of managerial incompetence? Describe how the four types of leaders exhibit or handle their dark-side tendencies.

Question 47

Differentiate between destructive leadership and managerial incompetence.

Question 48

Discuss the idea of organizational fit and how it can affect leadership success.

Question 49

How do dark-side traits have a bigger influence on performance for people in leadership versus followership roles?

Question 50

Briefly contrast managerial incompetence with managerial derailment.