Deck 15: Leadership and Change

Question 1

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

Answer 1

True

Question 2

"In-name-only" managers try very hard to be in the spotlight.

Answer 2

False

Question 3

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

Answer 3

False

Question 4

Bad leadership can occur in many levels in the organization.

Question 5

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

Question 6

These individuals are good at building teams and getting results through others.

A)Cheerleaders
B)Results only managers
C)Competent managers
D)In name only managers

Question 7

Cheerleaders get higher ratings because of their ability to please others get results or not make waves.

Question 8

Only competent managers have high levels of situational awareness.

Question 9

Bad leadership is very clear-cut and easily identified.

Question 10

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

Question 11

The majority of people in positions of authority are managers that are competent.

Question 12

Everyone has at least one dark-side personality trait.

Question 13

The base rate of managerial incompetence maybe between 25 to 30 percent.

Question 14

Which of the following individuals are only focused on getting results and would gladly trash any teammate if it would help them get promoted?

A)Results only managers
B)In name only managers
C)Competent managers
D)Cheerleaders

Question 15

Cheerleaders

A)Only focus on getting results
B)Avoid the spotlight
C)Tend to treat followers poorly
D)Are people-centered

Question 16

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

A)insufficient capital.
B)managerial incompetence.
C)location.
D)lack of planning.

Question 17

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

Question 18

These persons in positions of authority do not want attention and have difficulties with both building teams and getting results.

A)Results only managers
B)Competent managers
C)In name only managers
D)Cheerleaders

Question 19

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

Question 20

Most managers exhibiting derailment behavioral patterns are aware of the negative impact they have on others.

Question 21

Dutiful leaders

A)Tend to blame others for their mistakes
B)Frustrate and disempower their staffs through micro-management
C)Deal with stress by sucking up to superiors
D)Are unconcerned about the welfare of their staff

Question 22

Among the root causes of managerial derailment identified in the Leader-Follower-Situation model, a "lack of fit" falls under which group of causes?

A)An overlap of causes related to the leader and the situation.
B)An overlap of causes related to the leader and the follower.
C)An overlap of causes related to the follower and the situation.
D)Causes related to the leaders.

Question 23

Poor followership was one of the root causes of managerial derailment identified in the Leader-Follower-Situation model which is classified as being under which group of causes?

A)Causes related to the followers
B)An overlap of causes related to the leader and the follower
C)Causes related to the leaders
D)An overlap of causes related to the follower and the situation

Question 24

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

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

Question 25

Competent mangers have high levels of

A)situational awareness.
B)self awareness.
C)neither situational nor self awareness.
D)Both situational and self awareness.

Question 26

Which dark-side personality trait is often associated perfectionist tendencies?

A)Excitable
B)Diligent
C)Skeptical
D)Colorful

Question 27

What is cited as one of the primary reasons for CEO failure?

A)Making poor decisions concerning which markets to pursue
B)Problems developing a vision or strategy for the company
C)People problems
D)Failure to keep promises, commitments or deadlines

Question 28

Leaders that are _____________ tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments.

A)skeptical
B)bold
C)mischievous
D)imaginative

Question 29

Smart mangers tend to do a better job of

A)recognizing problems.
B)developing work processes.
C)hiring staff.
D)all of the above.

Question 30

The key to success for organizations is to make sure that

A)They have higher percentages of in name only managers who occupy critical positions
B)They have a higher percentage of competent managers than their competitors
C)They have a high percentage of cheerleaders
D)They have results-only-managers in pivotal leadership roles

Question 31

Which of the following is not a dark side personality trait?

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

Question 32

The term "organizational fit" refers to

A)the degree of agreement between personal and organizational values and beliefs.
B)the degree of congruence between a manager's skill set and the organization's needs.
C)the organization's strategic alignment within their competitive sector given the organization's leadership profile.
D)None of the above.

Question 33

An example of a situational factor that can interfere with a person's ability to be seen as a competent manager would be

A)governmental regulations.
B)mergers.
C)competitive threats.
D)All of these are situational factors.

Question 34

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

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

Question 35

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, this is known as

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

Question 36

Bad leadership is associated with which of the following managerial derailment factors?

A)Inability to adapt.
B)Failure to meet business objectives.
C)Inability to build relationships.
D)Inability to build and lead teams.

Question 37

Which of the following underlies the derailment pattern of the inability of managers to lead and build a team?

A)The presence of dark side traits
B)Inadequate distribution channels
C)Poor decisions concerning which products to develop
D)Lying about business results

Question 38

Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and challenging the 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 39

Derailed managers who derail due to an inability to build relationships with coworkers have which of the following characteristics?

A)Failure to staff effectively
B)Organizational isolation
C)Lack of hard work
D)Difficulty making strategic transitions

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

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

Question 42

Which of the following statements concerning dark side traits in true?

A)Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories.
B)Everyone has at least one dark side personality trait.
C)Dark-side traits are usually apparent only when leaders are not attending to their public image.
D)All of these statements are true.

Question 43

Explain the Dr. Gordy test.

Question 44

What are "dark" side personality traits and how might they come into play with college basketball coaches?

Question 45

Contrast episodic managerial incompetence and chronic managerial incompetence.

Question 46

Name and briefly describe the four managerial derailment patterns.

Question 47

Which of the following statements concerning dark side traits is inaccurate?

A)Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories.
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 are coping mechanisms for dealing with stress.

Question 48

Briefly contrast managerial incompetence with managerial derailment.

Question 49

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

Question 50

These managerial types have gained insight into their dark-side traits and have found ways to negate their debilitating effects on followers.

A)Competent Managers
B)Results Only Managers
C)Cheerleaders
D)In Name Only Managers

Question 51

Briefly contrast bad leadership with managerial incompetence.

Question 52

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