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Question
Emotional intelligence is a powerful predictor of leadership success because it gives you the ability to monitor your own and others' emotions and deal with them effectively.Answer
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Related questions
Q:
Mary has decided she needs to quit smoking for her health and the health of her family. She has spoken with her doctor and has gathered information from the Internet and directly from friends who have quit smoking. What does Mary need to do next?
a. Reward herself in some way as reinforcement
b. Get some feedback from friends and family on her progress
c. Apply the information she has learned and practice the act of quitting smoking
d. Develop a desire to change her habit
Q:
Which of the following is nota key guideline for a healthy diet?
a. Only eat low calorie foods so that you can eat more and not feel hungary.
b. Avoid too much sodium.
c. If you drink alcohol, do so in moderation.
d. Maintain a diet that is balanced and varied.
Q:
When it comes to a right livelihood,
a. most people cannot adopt it due to family and financial commitments.
b. seeking it is primarily a matter of conscious choice.
c. people who embrace this concept consider money their top priority.
d. those who choose it tend to require high amounts of leisure time.
Q:
The ability to perform daily tasks vigorously with enough energy left over to enjoy leisure activities is an appropriate definition of ____________________.
Q:
____________________ can be defined as an inner attitude that emphasizes energy, creative choice, and a powerful force for living.
Q:
Helen hands Linda a self-development book and tells her that it will help her break her tendency to procrastinate. Helen's advice is unlikely to help if Linda isn't already motivated to change.
Q:
Good health is receiving greater attention today because we are all thinking and read about it and spending more time in the gyms.
Q:
When developing your life plan, it is important to meet the expectations of othersespecially those of family, friends, and mentorsin the choices you make.
Q:
Case 17.1
William is a 38-year-old computer systems executive. He has come to a point in his life where he is reassessing his ambitions and personal life. He attends professional development conferences regularly and is working on an MBA. Although he eats a low-fat diet and exercises regularly, he works 70-80 hours a week, seldom sees his children except after they are in bed, does not visit his place of worship except on religious holidays, and feels as though his wife is a stranger. William believes that if he can earn just 20 percent more, he can relax because his family will be financially secure.
Refer to Case 17.1. William has decided to change a significant habit in his life. At this time, he is reading about the habit and gathering ideas on how to change it. William is in which stage of the change process?
a. Motivation
b. Knowledge
c. Practice
d. Reinforcement
Q:
What is the best way to deal with sexual harassment in the workplace?
Q:
What is the glass ceiling? Compare and contrast both the male and female perspectives regarding barriers of the glass ceiling. Which perspective do you believe is more accurate and why?
Q:
Amanda's coworker often forwards emails and engages in banter that is lewd and sexually offensive. She and several other colleagues feel uncomfortable around this employee because of his behavior. This is an example of ____________________ sexual harassment.
Q:
The ____________________ guarantees continuation of any paid health benefits, plus a return to the same or an equivalent job, for employees (both men and women) who take up to twelve weeks' unpaid time off so that they can care for themselves or an ailing family member such as a parent, child, or spouse.
Q:
The term "____________________" refers to the choice a woman makes to slow her career advancement by taking time out to have a family.
Q:
The Supreme Court determined that sexual harassment only exists if behavior is severe or pervasive enough to cause the victim to be fired or held back from a promotion.
Q:
Choosing flexible work options could create job insecurity if you fail to exercise scheduling responsibly or fail to make your achievements visible to your boss.
Q:
Working fathers who want to take paternity leave or time off to help raise their children often suffer discrimination and are generally regarded more negatively than women who make the same decisions.
Q:
In many types of occupations, women still earn less than men doing the same job.
Q:
Which of the following has notfueled the growth of telecommuting among workers today?
a. The availability of powerful home-office computers and communication technologies
b. Large-scale use of temporary workers due to massive downsizing
c. The demands of workers who want to blend work and family
d. The trend toward team-based projects and work structures
Q:
Women who work in male-dominated workplaces can assimilate and build their chances of success by
a. finding female mentors with direct experience working and achieving in similar conditions.
b. demonstrating professionalism through engaging with male colleagues in only formal situations.
c. conversing with everyone using a task-oriented mindset.
d. avoiding the use of flex time or compressed work week scheduling.
Q:
The opening Chapter 16 vignette highlighted the unusual and delicate position the CEO of IBM encountered at a golf tournament because that person was a woman. What did Virginia Rometty do?
a. Concentrated on the goal of her company.
b. Encouraged the women golfers.
c. Allowed the male top executives to represent IBM as sponsors of the tournament because more men play golf.
d. Made a point of inviting the wives of the CEO's who were attending as their companies were some of IBM's best customers.
Q:
Which of the following is not a challenge to women in top-level positions?
a. Those positions can require duties or outside activities that accomodate men with non-working or part-time working wives.
b. There is social pressure to fulfill the duties and actions of traditional females.
c. Husbands are beginning to compromise their ambitions to support their wife's career.
d. Their balance of work and life is more difficult.
Q:
Women in senior management positions say the real problems for most women's career advancement in organizations
a. are a lack of significant management and line experience and less time on the job.
b. are preconceptions of women held by men and the exclusion of women from informal networks of communication.
c. are family issues that get in the way of their ability to travel and work late.
d. are women who, once in an advanced position, won't help other women advance.
Q:
What is the hate crime bill and why was it considered necessary?
Q:
To develop a culture that values and enhances diversity, organizations need ____________________ that give managers and employees the tools they need to work more effectively with one another regardless of their backgrounds.
Q:
In many cases, a(n) ____________________ involves the false assumption that all members of a group share the same characteristics.
Q:
Throughout life, we often prejudge people most on their primary dimensions.
Q:
Case 15.1
Topco, Inc. is a manufacturer of electric fans and other low-tech cooling devices. Joan is the HR director. She is conducting a workshop for her managers on valuing diversity. In an open discussion about the managers' concerns on this topic, Bob says, "I don't care what someone's race or gender, or whatever, is. I just have a tough time with the soft, fat, college-educated kids who come in here and tell me how to do my job." Jane chimes in, "The real issue here is men's inability to relate to women, each other, and minorities. I've yet to meet a male manager who can really understand someone who's not one of his drinking buddies." After a few more comments, Joan continues with the training program.
Joan spends some time demonstrating that highly skilled talented people will leave their company if not valued, how an inappropriate joke creates tension, and how failure to value individual employees could even lead to acts of sabotage. She then moves to brainstorming what each manager can do as an individual to enhance diversity. She closes the day's session with a discussion of how diversity training programs need to be seen as a process and need to have clear objectives that permit assessment and be supported by managers and top managers if they are to succeed.
Refer to Case 15.1. Joan's closing is an example of what steps an organization can take to enhance diversity?
a. Review employment practices.
b. Create additional education programs.
c. Implement an affirmative action program.
d. Consider and begin a committed organizational redesign.
Q:
Which of the following is good definition of subtle discrimination?
a. Several 50-60 year old employees are given early retirement packages so that the organization can grow by hiring double the number of young job applicants.
b. Management neglects to respond to an African-American employee's complaints about receiving harassing emails.
c. People who do not value differences often equate difference with a deficiency.
d. The rest of Janice's management team is composed of men who schedule important meetings without her and limit her access to important documents.
Q:
Create two brief case studies of two different individuals: one that clearly illustrates depression and one that clearly illustrates anxiety.