Question 1

Starlight Creations is beginning to prepare for what they expect will be a grand exit (many people retiring) in the next five years. Part of the concern is that this will leave a gap in upper management. How can Starlight Creations build a pipeline of leadership talent?

Accepted Answer

Although not everyone is suited to being a good leader, evidence shows that people can be trained to be more effective leaders. In response, more companies are using management development programs to build a pipeline of leadership talent. They also provide leadership coaching to targeted employees. Leadership coaching is "about enhancing a person's abilities and skills to lead and to help the organization meet its operational objectives."

Question 2

Charismatic leadership is now considered part of ________ leadership.

Accepted Answer

Charismatic leadership, which was assumed to be an individual inspirational and motivational characteristic of particular leaders, much like other trait-theory characteristics, was viewed as a category of its own, but now it is considered part of transformational leadership.

Question 3

Research shows that followers seek and admire leaders who create feelings of

Accepted Answer

Research shows that followers seek and admire leaders who create feelings of significance. Such leaders make followers feel that what they do at work is important and meaningful.

Question 4

Which of the following is NOT positively associated with transformational leadership, according to research?

Accepted Answer

Transformational leaders, in one description, "engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group." Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things-significantly higher levels of intrinsic motivation, trust, commitment, and loyalty-that can produce significant organizational change and results.

Question 5

When do managers make mistakes?

Accepted Answer

Mistakes can happen when managers don't appreciate people are the key resource, underlead by treating people like other resources, or fail to be held accountable.

Question 6

Which of these tactics exert more overt pressure?

Accepted Answer

Some refer to the first five influence tactics-rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals-as "soft" tactics because they are friendlier than, and not as coercive as, the last four tactics-exchange, coalition, pressure, and legitimating tactics, which are "hard" tactics because they exert more overt pressure.

Question 7

Which of the following are true of leaders?

Accepted Answer

Managers conduct planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company's vision and strategic plan. Leaders create and articulate that vision and plan.

Question 8

Beverly, the manager of a branch location of a large law firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Beverly could best be described as which type of leader?

Accepted Answer

Beverly's leadership style prioritizes the needs and growth of her employees, much like a servant leader. She treats company resources as if they were her own, which shows her commitment to using them effectively and efficiently while also benefiting the staff. Additionally, her focus on continued development and training for her employees is consistent with the servant leadership style.

Question 9

Which of the following is a characteristic of transformational leaders?

Accepted Answer

Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage people to do exceptional things, with higher levels of intrinsic motivation, trust, commitment, and loyalty that can produce significant organizational change and results.

Question 10

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.

Accepted Answer

In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect, and liking, and a sense of common fates.

Question 11

Leaders especially want ________ who are productive, reliable, honest, cooperative, proactive, and flexible.

Accepted Answer

Leaders want followers who are productive, reliable, honest, cooperative, proactive, and flexible. They do not want followers who are reluctant to take the lead on projects, fail to generate ideas, are unwilling to collaborate, or who withhold information, provide inaccurate feedback, or hide the truth.

Question 12

Men typically rate themselves as

Accepted Answer

Based on a study, men rated themselves as more effective than women.

Question 13

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader?

Accepted Answer

Starbucks CEO Howard Schultz is cited as being one of the foremost practitioners of servant-style leadership. Schultz has made sure his employees have health insurance and work in a positive environment, and as a result Starbucks has a strong brand following.

Question 14

Why has leadership become required for survival?

Accepted Answer

As the business world has become more competitive and volatile, doing things the same way as last year (or doing it 5 percent better) is no longer a formula for success. More changes are required for survival-hence the need for leadership.

Question 15

A ________ leader is one who focuses on providing increased service to others.

Accepted Answer

Servant leaders focus on providing increased service to others, meeting the goals of both followers and the organization rather than themselves.

Question 16

Employees at City Bank and Trust were really impressed with Liam, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Liam is a ________ leader.

Accepted Answer

A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal, or in short, a vision.

Question 17

The ________ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

Accepted Answer

The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates.

Question 18

Niall, an up-and-coming business executive, is trying to get a seat on the board of directors. He has hired you as a leadership coach to help him achieve this goal. As his leadership coach, how would you advise him?

Accepted Answer

Subtle flattery and agreement with the other person's opinion (both forms of ingratiation) were shown to increase the likelihood that executives would win a seat on boards of directors.

Question 19

In managerial leadership, which part is leadership?

Accepted Answer

In the workplace, many people are capable of exhibiting managerial leadership, defined as "the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives." Here, the "influencing" part is leadership and the "facilitating" part is management.

Question 20

"Do my subordinates perform unambiguous, easily understood tasks?" This question reflects the ________ dimension of situational control.

Accepted Answer

"Do my subordinates perform unambiguous, easily understood tasks?" This question reflects the dimension of situational control called task structure.

Quiz 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader