Question 1

In the context of the root causes of managerial incompetence and derailment,which of the following occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results?

Accepted Answer

Chronic managerial incompetence occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results, indicating a long-term inability to manage effectively.

Question 2

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

Accepted Answer

Self-starters are individuals who take initiative and are proactive in finding solutions without waiting for permission. They also offer alternative solutions and are not afraid to take calculated risks.

Question 3

In the context of the dark side of leadership,which of the following describes the common reasons why people in positions of authority have difficulty engaging followers,building teams,or getting results through others?

Accepted Answer

Managerial derailment refers to the failure of managers to achieve desired results due to poor interpersonal skills, inability to build teams, or ineffective leadership, which aligns with the difficulties described in the question.

Question 4

Diligent leaders are most likely to

Accepted Answer

Diligent leaders often pay close attention to details and may become overly involved in the work of their staff, leading to micromanagement.

Question 5

Which of the following is a root cause of managerial incompetence and involves irritating,counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams and cause followers to exert less effort toward goal accomplishment?

Accepted Answer

Dark-side personality traits, such as narcissism or impulsivity, can hinder a manager's ability to effectively lead and create a positive work environment.

Question 6

In the context of the root causes of management incompetence and derailment,which of the following is most likely true of leaders with a reserved dark-side personality trait?

Accepted Answer

Leaders with a reserved dark-side personality trait tend to become extremely withdrawn and uncommunicative when dealing with stress.

Question 7

In the context of the root causes of management incompetence and derailment,which of the following is most likely true of leaders with a bold dark-side personality trait?

Accepted Answer

Leaders with a bold dark-side personality trait often have an inflated sense of self-worth and are unable to learn from their mistakes, frequently blaming others for their failures.

Question 8

Managers who derail because of an inability to build relationships with co-workers are most likely

Accepted Answer

Managers who are unable to build relationships with co-workers may exert a domineering or controlling behavior, which can lead to conflict and work disruption. Over sensitivity or self-consciousness can also be factors, but they are less likely to result in such a degree of dysfunction. Laziness is unrelated to the ability to build relationships.

Question 9

In the context of dark-side personality traits,which of the following is most likely true of leaders who are dutiful?

Accepted Answer

Leaders who are high in dutifulness are likely to be conscientious and rule-abiding, making it difficult for them to refuse unrealistic requests. They may prioritize pleasing others over standing up for themselves, which can lead them to agree to things they are not comfortable with.

Question 10

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?

Accepted Answer

According to Jim Collins, the first stage of the five-stage process toward failure is when firms become insulated by success and leaders adopt an entitlement mentality. They become complacent and believe they are entitled to success without putting in the necessary effort and innovation to maintain it.

Question 11

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,the situation is known as

Accepted Answer

The scenario described in the question is best described as episodic managerial incompetence. This refers to a temporary inability of a manager to build teams and achieve results due to a tough situational or follower event. It is not chronic incompetence or authoritarian management, and while it could potentially lead to impoverished management, that term specifically refers to a lack of concern for both people and results, which is not necessarily the case in this scenario.

Question 12

In the context of the root causes of management incompetence and derailment,identify a true statement about dark-side traits?

Accepted Answer

Dark-side traits often emerge during high-stress situations as coping mechanisms. They may not be easily detectable in interviews or through bright-side personality inventories, and they can have a significant impact on performance for individuals in both leadership and followership roles. Dark-side traits are not necessarily tied to a leader's public image, but rather are inherent aspects of their personalities.

Question 13

In the context of dark-side personality traits in leaders,which trait is associated with an unhealthy mistrust of others,constant questioning of the motives and integrity of followers,and vigilance for signs of disloyalty?

Accepted Answer

The trait associated with an unhealthy mistrust of others, constant questioning of motives and integrity of followers, and vigilance for signs of disloyalty is skepticism. Diligence refers to being persistent and hardworking, reserved suggests being quiet and introverted, and caution refers to being careful and attentive to potential danger or risk.

Question 14

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

Accepted Answer

Competent managers are known for their ability to build teams and achieve results through others. They possess the necessary skills and knowledge to coordinate and motivate team members towards the accomplishment of team goals. Cheerleaders are usually good at motivating and encouraging others, but may not have the managerial skills to ensure that tasks are performed efficiently. Taskmasters, on the other hand, tend to focus too much on the completion of tasks at the expense of team dynamics and morale. Figurehead managers are merely symbolic leaders who do not have the authority or influence to drive results through others.

Question 15

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

Accepted Answer

The management derailment pattern of being unable to lead and build a team is often related to the presence of dark-side traits, such as narcissism, psychopathy, or Machiavellianism. These traits can interfere with the leader's ability to communicate effectively, collaborate with others, and provide constructive feedback. As a result, the team morale and productivity may suffer, leading to conflict, turnover, and poor performance.

Question 16

In the context of managerial incompetence,which of the following is used to determine the level of incompetence among people in positions of authority?

Accepted Answer

The Dr. Gordy test is specifically designed to assess managerial incompetence by evaluating behaviors and characteristics that indicate a lack of effective leadership skills.

Question 17

In the context of leadership motivation,which of the following statements is true of successful leaders?

Accepted Answer

The answer of In the context of leadership motivation,which of...

Question 18

Which of the following 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?

Accepted Answer

Competent managers are likely to have gained insight into their dark-side traits and found ways to negate their debilitating effects on followers. This is because competent managers tend to have a high level of self-awareness and are often proactive in seeking development opportunities to improve their leadership skills. They are also more likely to receive feedback from their peers and subordinates, which can help them identify and mitigate their negative behaviors. Taskmasters, cheerleaders, and figureheads may not have as much self-awareness or inclination to seek feedback, which could make it more difficult for them to recognize and address their dark-side traits.

Question 19

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

Accepted Answer

Subject matter expertise refers to the knowledge and skills a person has in a specific area that can be used to solve problems or make decisions related to that area. Managerial competence and team-building know-how are more focused on leadership and interpersonal skills, while technical expertise is specific to a particular technology or system.

Question 20

According to research,between 50 and 90 percent of all new businesses fail within five years because of

Accepted Answer

The most common reason for the failure of new businesses is managerial incompetence. This can include poor decision-making, lack of planning, and inadequate financial management skills. While insufficient investment capital and poor target marketing can certainly contribute to the failure of a business, these issues are often symptoms of deeper managerial problems. Unethical business practices can also lead to the downfall of a business, but this is typically less common than the other factors mentioned.

Quiz 16: The Dark Side of Leadership