Question 1

Transformational leadership can have a dark side and under some conditions,charismatic leaders can promote disenchantment among team members.The tendency for team members to draw sinister conclusions about a leader's behavior is best termed:

Accepted Answer

The tendency for team members to draw sinister conclusions about a leader's behavior is best termed as the hypocrisy attribution dynamic. This refers to the perception that a leader's words and actions are inconsistent, which can lead to a loss of trust and respect among team members. This can be a result of a leader's failure to live up to their own standards or expectations or a perceived discrepancy between what a leader says and what they do.

Question 2

In a simulated job interview and hiring task,both men and women prefer to hire a man over a woman if the two are equally qualified,and men prefer to hire a man even when he is clearly less qualified.

Accepted Answer

This statement is supported by research studies that have found evidence of gender bias in hiring decisions. Despite equal qualifications or even less qualifications, both men and women have shown a preference for hiring men over women in simulated job interviews and hiring tasks.

Question 3

The perceived status of a leader can affect the team's preferences regarding leadership style.Low-status leaders are rated as more effective by their teams when they use a directive style.

Accepted Answer

Low-status leaders may be seen as lacking the expertise or credibility to lead the team effectively. In order to compensate for this, they may need to use a more directive style to assert their authority. Research has shown that in these cases, team members rate the leader as more effective when they use a directive style rather than a more participative or laissez-faire style. However, this does not mean that directive leadership is always the most effective approach, as it depends on the situation and the needs of the team.

Question 4

Sometimes there is a wide disparity in perceptions between leaders and the teams they lead.The disconnect between how much a leader and their team members perceive things differently,especially regarding goal accomplishment and constructive conflict is best termed:

Accepted Answer

The question refers specifically to the difference in perception between a leader and their team members, which is best described by the concept of leader-team perceptual distance. Power distance refers to the degree of social inequality between leaders and followers, while the implicit leadership theory describes people's beliefs about what traits and behaviors make a good leader. Harmonious passion is a concept related to work engagement and describes a positive emotional state towards work activities. None of these concepts address the specific question about the difference in perception between leaders and their teams.

Question 5

Incremental theories of leadership focus on how leaders do two things,vis-à-vis teamwork in their organizations:

Accepted Answer

Incremental theories of leadership focus on how leaders interact with their teams and structure the external environment to achieve goals. The other options (A, B, D) are not related to the focus of incremental theories of leadership.

Question 6

Leaders have a different point of view from those who strictly manage employees.A manager's main concerns with a team are: ________,whereas a leader's main concerns with a team are: ________.

Accepted Answer

Leaders focus on building trust, positive relationships, and improving the team and work environment, while managers often concentrate on evaluating performance and planning for project changes.

Question 7

With respect to leadership,________ refers to the extent to which a leader expects his or her subordinates to acknowledge a formal power relationship and therefore,be more obedient and accepting of the leaders' influence.

Accepted Answer

Power distance refers to the extent to which a leader expects subordinates to acknowledge a formal power relationship and therefore be more obedient and accepting of the leader's influence. It is a cultural dimension that influences leadership style and behavior in different countries and organizations. High power distance cultures tend to have more authoritarian leadership styles, whereas low power distance cultures tend to have more participative and collaborative leadership styles.

Question 8

Another view of leadership focuses on a continuum of behavior ranging from a type of leadership with a formal hierarchy and power emanating from the top down to the other end of the range where:

Accepted Answer

The question is asking for the end of the range where leadership stems from team members, indicating a distributed leadership approach. Option A describes authoritarian leadership, Option C describes a toxic workplace culture, and Option D describes a bureaucratic approach, none of which fit the requested end of the continuum.

Question 9

The question of how one leads others who are supposed to lead themselves is the essence of the team paradox encountered by leaders of self-managing and self-directing teams.When a team leader encounters the challenge posed by this paradox,which of the following reactions is most common/likely by the leader?

Accepted Answer

Leaders of self-managing teams often face resistance to change, role conflict, and an unwillingness to relinquish power when confronted with the paradox of leading a team that is supposed to lead itself. This reaction stems from the challenge of adjusting to a less traditional leadership role and the discomfort associated with giving up control.

Question 10

Organizational involvement may involve top-management teams (TMT).One advantage of TMT with regard to participative management is:

Accepted Answer

TMTs are comprised of representatives from different areas and levels of the organization, which means they are more likely to reflect the diverse interests of the organization's members. This can lead to more effective decision-making and participative management. Choices A and D refer to other factors that may contribute to organizational involvement but are not specific to TMTs. Choice B suggests moving away from participative management, which is not an advantage.

Question 11

Shared leadership emanates from ________,________,and ________.Moreover,shared leadership is related to growth in ________,which ________.

Accepted Answer

Shared leadership originates from a shared purpose, social support, and external coaching. Additionally, shared leadership is linked to growth in group trust, which improves performance. Option A is incorrect because tech support and a directive leader are specific examples that do not represent the general concept of shared leadership. There is no evidence to support option B's association between shared leadership and financial goals/stock prices. Option D is incorrect because client directives and financial incentives do not establish the foundation for shared leadership.

Question 12

Leader passion for a goal is always considered to be a desirable trait.Both harmonious passion and obsessive passion positively influence a leader and a team's ability to develop challenging goals because they prompt teams to thoughtfully plan their goal-setting.

Accepted Answer

While harmonious passion is beneficial as it aligns with personal identity and promotes well-being, leading to sustainable motivation and positive team influence, obsessive passion can be detrimental. It often leads to rigid persistence, stress, and burnout, potentially harming the leader's and team's well-being and negatively impacting thoughtful goal-setting and team dynamics.

Question 13

People tend to dislike prototypical leaders and like non-prototypical leaders who are evaluated to be more effective because they are not as similar to their team members.

Accepted Answer

People tend to prefer and have more positive attitudes towards prototypical leaders, those who embody the group's norms and values, as they are seen as more representative and effective in leading the group. Non-prototypical leaders might face more challenges in gaining the same level of acceptance and trust.

Question 14

People perceive women and evaluate their behavior less favorably when they are in leadership positions.Women are regarded as less competent than men and in group interactions,and people give men more opportunities to speak than women.

Accepted Answer

This phenomenon is known as gender bias or the double standard of evaluation, and numerous studies have shown its existence in various settings and contexts. It reflects deeply entrenched stereotypes and expectations about gender roles and abilities, which affect the way that people judge and treat women as leaders and members of groups. To overcome these biases and promote gender equality, it is important to raise awareness, challenge assumptions, and encourage diversity and inclusion in all spheres of life.

Question 15

The romanticized conception of leadership is that leaders have the ability to control and influence the fates of their organizations and people.Why do so many people believe that fixed traits,such as intelligence and personality,can predict those persons who will be good leaders?

Accepted Answer

The fundamental attribution error is a common cognitive bias in which people tend to overemphasize the impact of a stable personality and dispositional traits on behavior, and to underemphasize the impact of situational factors. This bias can lead people to believe that fixed traits, such as intelligence and personality, can predict who will be a good leader.

Quiz 3: Leading Teams