According to the research on charismatic leadership which


Leadership

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)

1. Which of the following statements is incorrect?

The idea of "one-man leadership" is a contradiction in terms

Leadership is a social influence process shared among all members of a group

Followers are part of the leadership process

Leadership is restricted to the influence exerted by someone in a particular role

2. Among the following, ideal followers are more likely to be perceived as

Independent

Forward-looking

Inspiring

Innovative

3. Which of the following statements about "common sense" is false?

Effective leadership must be something more than just common sense

What seems obvious after you know the results and what you would have predicted beforehand are not the same thing

One of the challenges of understanding leadership is to know when common sense applies and when it does not

The term "common sense" implies practical knowledge about life that most people have not yet acquired

4. Which of the following statements is false?

One needs nothing more than common sense to be a good leader

Leaders need to recognize that others' views are useful

Leaders need to recognize when times change and a new direction is called for

One of the challenges of understanding leadership is to know when common sense applies and when it does not

5. Being a leader is either in one's genes or not. Which of the following statement is true?

Innate factors more than formative experiences influence leadership

Leadership is either innate or acquired, not both

Typically most individuals can be categorized based on their innate qualities as leaders and non-leaders

Each person can make the most of leadership opportunities he or she faces

6. Identify a myth associated with leadership development.

Good leadership is knowing when common sense applies and when it does not

Good leaders are born with the traits and abilities, which make them successful leaders

You can only learn leadership by observing it

Learning to be a better leader depends on the richness of one's experience and the ability and desire to learn

7. Which of the following is not a common myth about leadership development?

Good leadership is all common sense

Leaders are born, not made

Leadership can only be taught

You can only learn leadership from experience

8. The change in organizational practices can be attributed to

Appointing women to leadership positions, which is a departure from past practices

The fact that womens' attitudes have become similar to those of men

Womens' self-reports of traits such as assertiveness

Legislation prohibiting gender-based discrimination at work

9. A trend toward less stereotypically masculine characterizations of leadership is representative of the fact that

Leadership roles have changed

Women themselves have changed

Organizational practices have changed

Culture has changed

10. Encouraging innovation, growth and development and redefined tasks and responsibilities best describes a

Leader

Manager

Manager in a later stage of development

Leader-manager integrated role

11. Leaders

Tend to accept the definitions of situations presented to them

Encourage growth and development in their followers in ways broader than mere job training

Emphasize routinization and control of followers' behavior

Motivate followers more with extrinsic, even contractual consequences, both positive and negative

12. Leaders

Work hard for cooperation

Give clear direction

Give overlapping and ambiguous assignments

Focus on control and results

13. Leaders, as compared to managers, tend to assess their followers' performance

Less in terms of personal criteria

More in terms of specific criteria

Less in terms of holistic criteria

More in terms of idiosyncratic criteria

14. Leaders redefine the parameters of tasks and responsibilities, both for individual followers and for the entire group by all

the following ways except

Taking a short-term perspective

Actively change the situations they are in

Through accentuating critical values

By marshaling energy to cope with some new threat

15. Which of the following statements concerning the manager's role in manager-follower-situation interactions is true?

Managers tend to reject the definitions of situations presented to them

Managers tend to assign broader rather than narrower tasks for followers to perform

Managers assess their followers' performance in terms of fairly general job descri ptions

Managers make sure followers conform to policies or procedures

16. The most commonly cited developmental challenge mentioned by managers, which while adding to personal pressure, also

contributed to professional growth are

Travel requirements

The responsibility of meeting deadlines

Tasks with the possibility of success and failure

Putting in longer hours at work

17. Successful executives mention all of the following as negative feelings while describing how they feel while working through

potent developmental experiences except feeling:

Uncertain

Overwhelmed

Fearful

Challenged

18. In the process of "learning to learn from experience", people operating in the stabilizing period must

Overcome the caution generated by ongoing success

Overcome the tension of challenging what they do not know how to do

Attempt at learning a new set of responses and strategies

Let go of short-term expectations in favor of more long-term learning

19. The content of leadership programs at the university-level

Gives subordinates feedback about their progress

Provides a survey of the major leadership findings

Focuses on strategic planning

Focuses on how to train subordinates

20. __ consist of descriptions of various leadership situations and are used as a vehicle for leadership discussions.

Simulations

Role playing

Case studies

Games

2l. What is the advantage of role playing as a leadership concept?

Individualized feedback to students through leadership behavior ratings

Depict the challenges commonly faced in the work environment

Used as a vehicle for leadership discussions

Greater transferabiIity to the workplace

22. Improving interpersonal, oral-communication and written-communication skills are a part of leadership training programs

for

Mid-level managers

First-level supervisors

Colleges or universities

Maintenance personnel

23. This technique wherein participants are given a limited amount of time prioritize and respond to a number of notes, is

particularly useful in assessing and improving a manager's planning and time management skills.

Simulations

Role playing

In-basket exercises

Case studies

24. In leaderless group discussions, facilitators and observers rate participants, which are used to provide managers with

feedback about their

Supervisory skills

Interpersonal skills

Planning skills

Time management skills

25. These represent the most sophisticated and expensive method for assessing leadership potential.

Internet measures

Structured interviews

Paper-and-pencil measures

Assessment centers

26. What is the purpose of modern-day assessment centers?

To select officers for the military

To assess, identify and develop leadership potential

To select civil servants for the government

To select special agents and spies

27. What is the first step in improving the bench strength of the leaders within an organization?

To promote the right people

To cultivate employee loyalty

To be up-to-date with the latest developments in technology

To evaluate and reward its leaders

28. How can one differentiate between successful and unsuccessful leaders?

By the attributes of their followers

By the attributes they possess

By the productivity of their followers

By the behaviors they exhibit

29. What is a disadvantage of judging the effectiveness of a leader based on the subordinates' ratings?

Results are due to factors beyond leaders' control

There may be no links between ratings and unit performance

Raters' unwillingness to provide tough feedback

Raters are unaware of true performance

30. What is the advantage of judging the effectiveness of a leader based on superiors' ratings?

Multiple raters

Subject of leaders' behaviors

Frequently used

Actual results

3l. Oftentimes these individuals are given lower performance appraisal ratings because superiors do not want them to get

promoted.

Cheerleaders

Results only managers

I n name on Iy managers

Competent managers

32. This phenomenon is becoming more prevalent as organizations move toward virtual teams or increase the number of

people anyone superior may supervise.

Superiors may be largely unaware or unfamiliar with a target leader's performance

Superiors do not take the time to provide accurate performance appraisal ratings

Superiors have difficulty dealing with conflict

Superiors would rather give average ratings than deal with the emotions associated with unflattering ratings

33. An in-depth examination of a leader's behavior in a particular set of circumstances is a(n)

Case study

Correlational study

Experiment

Nomothetic study

34. A politician's advisor explains how demographic changes in the politician's district make it important for the politician to

spend relatively more time in the district seeing constituents than she has needed to in the recent past. This is an example of

Ingratiation

An inspirational appeal

A consultation

A rational persuasion

35. When a minister makes an impassioned plea to members of his congregation about the good works which could be

accomplished if a proposed addition to the church were built, he is

Making a personal appeal

Making an inspirational appeal

Making a rational persuasion

Using ingratiation

36. This occurs when agents ask targets to participate in planning an activity.

Rational persuasion

Ingratiation

Consultation

Personal appeal

37. A salesperson's good-natured or flattering banter with you before you make a decision about purchasing a product

exemplifies

Rational persuasion

Consultation

Personal appeal

Ingratiation

38. Coalition tactics

Are used when agents seek the aid of others to influence the target

Occur when agents ask targets to participate in planning an activity

Occur when the agent attempts to get you in a good mood before making a request

Are used when agents ask another to do a favor out of friendship

39. __ occur when agents make requests based on their position or authority.

Pressure tactics

Legitimizing tactics

Exchanges

Coalition tactics

40. A judge who gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging

over your head" if he breaks the law again is using

Legitimizing tactics

Coalition tactics

Pressure tactics

Rational persuasion

41. Leaders who have only coercive or legitimate power may be able to use only __ to influence followers.

Coalition tactics

Inspirational appeals

Consultations

Ingratiation

42. People typically use legitimizing or pressure tactics when

They are at a disadvantage

An influencer has the upper hand

They expect resistance

Parties are relatively equal in power

43. One of the predictions for what the __ generation might look like as its members move through their 20s is that they will

develop community norms based on rules, standards and personal responsibility.

Boomer

Xer

Nexter

Veteran

44. Moral reasoning refers to

The process leaders use to make decisions about values and ethics

The espoused values of individuals

The morality of individuals per se

The process leaders use to make decisions about ethical and unethical behaviors

45. In the pre-conventional level of moral development, the criteria for moral behavior

Are based primarily on self -interest

Are based primarily on gaining others' approval

Are based on universal, abstract principles

Are based primarily on behaving conventionally

46. What do leaders with strong recognition values value the most?

Achievement

Fame

Meeting new people

Moral rules

47. Leaders with strong __ values enjoy competition, being seen as influential and drive hard to make an impact.

Recognition

Altruistic

Power

Hedonism

48. Film directors, musical conductors or marketing leaders are examples of leaders with strong

Affiliation values

Power values

Security values

Aesthetics values

49. Leaders with these values are motivated by pleasure, variety and excitement and can often be found in the entertainment,

hospitality, recreation, sports, sales or travel industries.

Tradition

Hedonism

Altruistic

Affiliation

50. This is not an organizational level of leadership in the principle-centered leadership approach.

Managerial

Personal

Cultural

Interpersonal

5l. Leaders and followers who possess higher levels of this type of intelligence tend to be quick learners and have the ability to

make accurate deductions, assumptions and inferences with relatively unfamiliar information.

Analytic intelligence

Practical intelligence

Creative intelligence

Social intelligence

52. Students in a school for the mentally challenged did very poorly on standardized tests yet consistently found ways to defeat

the school's elaborate security system. In this situation the students possessed a relatively high level of

Social intelligence

Analytic intelligence

Practical intelligence

Creative intelligence

53. A leader who has a lot of knowledge and experience in leading a pharmaceutical research team may feel like a duck out of

water when asked to lead a major fund-raising effort for a charitable institution. This example illustrates that practical

intelligence

Is concerned with knowledge and experience

Is domain specific

Is the ability to learn

Is the ability to produce work that is novel

54. The ability to produce work that is both novel and useful is called

Practical intelligence

Social intelligence

Analytic intelligence

Creative intelligence

55. Most intelligence and aptitude tests are good examples of

Systems thinking

Convergent thinking

Picture thinking

Divergent thinking

56. What is traditionally viewed as creativity and are skills that help people recognize novel patterns or connections?

Practical intelligence

Analytic intelligence

Synthetic ability

Intrinsic motivation

57. What term relates to a component of creative intelligence that deals with people either preferring to modify what already

exists or completely starting over with new solutions?

Thinking style

Environmental factors

Personality factors

Analytic intelligence

58. Lower prudence, higher openness to experience and higher surgency scores are related to

Intrinsic motivation

Personality factors

Analytic intelligence

Environmental factors

59. Creative people are most likely to focus on

The need to meet deadlines

Impressing others

Making money

Solving the problem at hand

60. Which of the following statements concerning 360-degree feedback systems is false?

Companies that used 360-degree feedback systems had a 10.6 per cent decrease in shareholder value

Most 360-degree feedback systems are designed to make comparisons between people

360-degree feedback are data based and provide good development feedback

It provides insight into self-perceptions and others' perceptions of leadership skills

61. Which of the following statements about 360-degree feedback systems is true?

360-degree feedback results affect behavioral change per se

360-degree feedback are the only sources of "how" feedback for leadership practitioners

360-degree feedback should be built around an organization's competency model

It is mandatory for all leaders to receive 360-degree feedback

62. Strategic differences with management and difficulty making strategic transitions are behaviors exhibited by derailed

managers who

Have shown inability to develop or adapt to new bosses

Have shown inability to build and lead a team

Have failed to meet business objectives

Have problems with interpersonal relationships

63. Derailed managers exhibiting the derailment pattern that has to do with an inability to build relationships with coworkers

are characterized by which of the following?

Failure to staff effectively

Organizational isolation

Lack of hard work

Difficulty making strategic transitions

64. What is cited as the most common reason for CEO failure?

Making poor decisions concerning which markets to pursue

Problems developing a vision or strategy for the company

The inability to meet earnings projections

Failure to keep promises, commitments or deadlines

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

The presence of dark side traits

Inadequate distribution channels

Poor decisions concerning which products to develop

Lying about business results

66. As a difference between male-female patterns, females were more likely to derail because of

Their inflexibility

Their arrogance

Their abrasive interpersonal style

Their inability to deal with complex organizational issues

67. The insight component of the development pipeline concerned with

On-the-job experiences

Providing leaders accurate feedback on their strengths

Acquiring new knowledge and skills

Working on development goals that matter

68. Seventy to eighty percent of the action steps in a development plan should be

Observation

Past experience

Job related

Acquiring new knowledge

69. Which of the following would most likely result in consistently higher effort and performance?

Goals that are both specific and difficult

Goals that are very difficult to achieve

"Do your best" goals

Having clear goals

70. Which of the following statements about goals is false?

Determining just how challenging to make goals creates a dilemma for leaders

Goal commitment is critical and is often as high as commitment to goals followers helped to set

Followers exerted the greatest effort when goals were accompanied by feedback

Easily attainable goals result in higher levels of effort and performance

71. This occurs when leaders articulate high expectations for followers.

Hawthorne effect

Pygmalion effect

Placebo effect

Hierarchy effect

72. Leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed. This refers to

Placebo effect

Pygmalion effect

Golem effect

Hierarchy effect

73. "Motivated performance is the result of conscious choice" is a fundamental assumption of

Self-efficacy

Expectancy theory

Equity theory

Goal setting

74. In effort-to-performance expectancy,

The follower must determine whether the outcome is sufficiently positive to be worth the time and effort

The follower estimates the Likelihood of receiving a reward, given that she achieves the desired level of performance

The follower must determine the likely outcomes, assuming that the previous two conditions have been met

The follower estimates the likelihood of performing the desired behavior adequately, assuming she puts forth the required

effort

75. Personal inputs refer to

Skills

Recognition

Job satisfaction

Personal growth

76. Which of the following is most important in the equity theory?

The evaluation of equality of inputs or equality of outcomes

The absolute value of one's own outcomes considered by itself

The absolute value of one's own inputs considered by itself

The relationship between the two ratios

77. Which of the following statements about the equity theory is true?

If the ratios are significantly different, a follower is not motivated to take change

As long as there is general equality between the two ratios, there is motivation to change

The perception of inequity creates a state of tension and an inherent pressure for change

Exactly what the follower will be motivated to do depends on the direction of equality

78. One's core beliefs about being able to successfully perform a given task is called

A. Self-actualization

B .Self-efficacy

Self-esteem

Self-fulfillment

79. Which of the following is an advantage of decentralized organizations?

Uniform policies and procedures

Minimal participation in the decision process

Greater acceptance and ownership of decision outcomes

Clearer coordination procedures

80. What is the disadvantage of functional organizations?

Poor coordination across departments

Duplication of resources

Less in depth technical expertise

Weak coordination across different product groupings

81. What is the advantage of a product organization design?

Centralized decision making and control

Efficient use of scarce resources

Skill development for technical personnel

It places a premium on organizational goals

82. An organization with a stable, well-established product line and the need for close coordination between functions would be

best off with which type of design?

Bureaucratic

Functional

Matrix

Product

83. What is the greatest disadvantage of the matrix design?

Decreased lateral communication and coordination

Inefficient utilization of human resources

Employees end up working for two bosses

It can create scheduling nightmares

84. This represents the degree to which a leader's work group is affected by the activities of other subunits within the

organization.

Centralization

LateraI interdependence

Horizontal complexity

Spatial complexity

85. This is the weakest element of situational favorability.

Subordinate acceptance

Leader-member relations

Task structure

Position power

86. The highest levels of situational favorability occur when

Leader-member relations are good, the task is structured and position power is high

There are high levels of leader-member conflict, the task is unstructured and the leader does not have the power to

reward/punish subordinates

Leader-member relations are good, the task is unstructured and position power is low

There are high levels of leader-member conflict, the task is structured and the leader has the power to reward/punish

subordinates

87. Which leader behaviors are marked by attention to the competing demands of treating followers equally while recognizing

status differentials between the leader and the followers?

Achievement-oriented leadership

Directive leadership

Participative leadership

Supportive leadership

88. Leaders exhibiting participative leadership

Are very similar to the task behaviors from SLT

Are very similar to the relationship behaviors in SLT

Engage in the behaviors that mark consultative and group behaviors

Would be seen as both demanding and supporting in interactions with their followers

89. Internal-Iocus-of-control followers

Are much more satisfied with leaders who exhibit achievement-oriented behaviors than they are with leaders who are

supportive

Believe outcomes are a result of their own decisions

Are more satisfied with directive leader behaviors than they are with participative leader behaviors

Believe they are, relatively speaking, "pawns of fate"

90. Which of the following is not a variable in the path-goal theory?

Achievement

Leader Behaviors

Followers

The Situation

9l. The __ authority system is associated with leaders thought to possess, divine or superhuman qualities.

Traditional

Legal-rational

Charismatic

Personalized

92. Transactional leadership

Occurs when a person possesses authority not because of tradition, but because of the laws that govern the position occupied

Serves to change the status quo by appealing to followers' values and their sense of higher purpose

Occurs when the traditions of society dictate who has authority and how this authority can be used

Occurs when leaders and followers are in some type of exchange relationship in order to get needs met

93. This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.

Supportive

Transactional

Transformational

Participative

94. Which of the following statements is true?

Transactional leaders are always controversial

All transformational leaders are charismatic

All charismatic leaders are transformational

Transactional leaders are also adept at reframing issues

95. According to the research on charismatic leadership, which of the following characteristics would fall in the leader category in

the L-F-S interactional framework?

Crises

Feelings of empowerment

Rhetorical skills

Task interdependence

96. According to research, the leader's vision is

Consistent with current realities

Usually presented in written form so subordinates can study it

Often depressing (in the short run) for the subordinates who must change their view

Often a collaborative effort

97. Which of the following statements about transformational leaders is true?

They are inherently future-oriented

Their vision is based solely on their own values

They sometimes take credit for others' accomplishments

They tend to be emotionally expressive

98. Charismatic leaders

Use abstract and colorless rational discourse to reframe issues

Make extensive use of stories to make their points

Are adept at tailoring their language to particular groups

Are good in engaging groups mentally and emotionally

99. Charismatic leaders tend to be

Extremely smart

Data-driven

Emotionally expressive

Fairly introverted

100. This takes place when followers do no more than abide by the policies and procedures surrounding change requests.

Cooperation

Compliance

Commitment

Malicious compliance

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The assignment provided you is related to Human resource management. Please choose the correct options from the four alternatives to make its conceptually correct sentence. Q1. A trend toward less stereotypically masculine characterizations of leadership is representative of the fact which: a) Leadership roles have changed b) Women themselves have changed c) Organizational practices have changed d) Culture has changed Q2. Motivating innovation, growth and development and redefined tasks and responsibilities best illustrates a: a) Leader b) Manager c) Manager in a later phase of growth d) Leader-manager integrated role Q3. Leaders: a) Work hard for cooperation b) Provide clear direction c) Provide overlapping and ambiguous assignments d) Concentrate on control and results