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1 | | If we use only leaders as the lens for understanding leadership, then we get a very limited view of the leadership process. |
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| | A) | True |
| | B) | False |
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2 | | An important aspect of the leader is how he or she achieved leaders status. |
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| | A) | True |
| | B) | False |
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3 | | The number of followers reporting to a leader has no significant implications. |
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| | A) | True |
| | B) | False |
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4 | | The nature of problems faced by many organizations is becoming so complex and the changes are becoming so rapid that more and more people are required to solve them. |
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| | A) | True |
| | B) | False |
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5 | | The difference between leaders and managers, or between leadership and management involve more than just names between types of individuals. |
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| | A) | True |
| | B) | False |
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6 | | Leaders create environments within which followers innovations and creative contributions are not welcome. |
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| | A) | True |
| | B) | False |
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7 | | Managers are more likely to emphasize routinization and control of followers' behavior. |
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| | A) | True |
| | B) | False |
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8 | | Managers tend to decline the definitions of situations presented to them. |
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| | A) | True |
| | B) | False |
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9 | | Perhaps the first researcher formally to recognize the importance of the leader, follower, and situation in the leadership process was ____________. |
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| | A) | Colin Powell |
| | B) | Joseph Heller |
| | C) | Fred Fiedler |
| | D) | Zig Ziegler |
| | E) | Abraham Maslow |
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10 | | ____________ describes two kinds of relationship and how they affect the types of power and influence tactics leader use. |
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| | A) | Leader-Manager Exchange Theory |
| | B) | Leader-Member Exchange Theory |
| | C) | Leader-Follower Exchange Theory |
| | D) | Leader-Partner Exchange Theory |
| | E) | Leader-Committee Exchange Theory |
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11 | | ____________ followers are the "yes people" of organizations. |
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| | A) | Alientated followers |
| | B) | Conformist followers |
| | C) | Passive followers. |
| | D) | Pragmatist followers |
| | E) | Exemplary followers |
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12 | | ____________ habitually point out all the negative aspects of the organization to others. |
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| | A) | Conformist followers |
| | B) | Passive followers |
| | C) | Pragmatist followers |
| | D) | Exemplary followers |
| | E) | Alientated followers |
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13 | | ____________ followers display none of the characteristics of the exemplary follower. |
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| | A) | Passive |
| | B) | Pragmatist |
| | C) | Exemplary |
| | D) | Alientated |
| | E) | Conformist |
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14 | | ____________ followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. |
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| | A) | Pragmatist |
| | B) | Exemplary |
| | C) | Alientated |
| | D) | Conformist |
| | E) | Passive |
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15 | | ____________ followers are rarely, committed to their group's work goals, but they have learned not to make waves. |
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| | A) | Pragmatist |
| | B) | Exemplary |
| | C) | Alientated |
| | D) | Conformist |
| | E) | Passive |
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16 | | The nature of followers' motivation to do their work is also ____________. |
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| | A) | ethical |
| | B) | changing |
| | C) | important |
| | D) | supplied |
| | E) | channeled |
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17 | | ____________ create environments within which followers' innovation and creative contributions are welcome. |
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| | A) | Managers |
| | B) | Leaders |
| | C) | Followers |
| | D) | Interactors |
| | E) | Individuals |
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18 | | ____________ are more likely to emphasize routinization and control of followers' behavior. |
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| | A) | Leaders |
| | B) | Followers |
| | C) | Managers |
| | D) | Individuals |
| | E) | Interactors |
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19 | | Fairhomn (1991) argued that organizations may need ____________ different kinds of people at the helm. |
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| | A) | three |
| | B) | two |
| | C) | four |
| | D) | six |
| | E) | eight |
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20 | | The three domains of leadership interact are: |
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| | A) | leader, follower, situation |
| | B) | manager, leader, follower |
| | C) | follower, leader, situation |
| | D) | none of the above |
| | E) | all of the above |