Q&A Hero

Q: Which of the following occurs when we communicate extreme agitation in interpersonal relationships or electronic messages? a) A halo effect b) Job burnout c) Workplace rage d) A flameout

Q: Job burnout and workplace rage can result from long term __________. a) employment uncertainty b) constructive stress c) physical illness d) destructive stress

Q: Riya, an accountant in an insurance firm, is asked to work overtime to clear her work backlog. She feels anxious about her performance and starts being aggressive toward her colleagues and family members. Which of the following conditions is the cause of Riya's reactions? a) Multiple personalities b) Constructive stress c) Destructive stress d) Personal wellness

Q: Excessive stress at workplace leads to all of the following EXCEPT: a) physical exhaustion. b) reduced job satisfaction. c) personal problems. d) higher performance.

Q: Define and explain the difference between transactional leadership and transformational leadership.

Q: What is emotional intelligence? List and define its four competencies.

Q: Identify and define the four leadership styles based on concern for task and concern forpeople.

Q: Compare and contrast Fiedler's contingency model and House's path-goal theory.

Q: Why is it that both position power and personal power are required for effective leadership?

Q: __________ is "other centered" and not "self-centered" in order to help organizations benefit society.

Q: There are __________ primary emotional intelligence competencies.

Q: __________ is an ability to understand the emotions in oneself and others and be able to use this understanding to handle one's relationships effectively.

Q: __________ is the ability to empathize, to understand the emotions of others, and to use this understanding to better deal with them.

Q: Of the four leadership styles in House's path-goal theory, the one focused on setting challenging goals, expecting high performance, and showing confidence is the __________ style.

Q: Fred Fiedler uses an instrument called the __________ to classify our leadership styles as either task motivated or relationship motivated.

Q: A(n) __________ leader is one with a high concern for task, a low concern for people, and who tends to act in a unilateral command-and-control manner.

Q: __________ is the capacity to influence through formal authority.

Q: The ability to get someone else to do what you want done is called __________.

Q: __________ is the process of inspiring others to work hard to accomplish important tasks.

Q: Moral leadership builds trust from a foundation of personal integrity.

Q: Research shows that men are more effective leaders than women even if both use similar leadership styles.

Q: Charismatic leadership and transactional leadership are very similar in nature because both focus on creating enthusiasm and inspiration.

Q: Robert House believed that a leader cannot move back and forth among the four leadership styles: directive, supportive, achievement-oriented, and participative.

Q: In the Fiedler scheme, the task-motivated leader is most effective at extreme (i.e., high-control or low-control) situations.

Q: The autocratic leadership style is one of command and control.

Q: Research has categorized management behaviors into two sets: task-oriented behaviors and people-oriented behaviors.

Q: Expert power is the ability to influence others because they admire you and want to identify positively with you.

Q: Referent power comes from having the knowledge of an expert.

Q: Legitimate power comes with the position held in an organization.

Q: __________ has integrity and appears to others as "good" or "right" by ethical standards. a) Transactional leadership b) Autocratic leadership c) Moral leadership d) Laissez-faire leadership

Q: According to the Hersey-Blanchard situational leadership model, _________ involves giving specific task directions and closely supervising work. a) selling b) telling c) delegating d) participating

Q: Which of the following is NOT a challenge that managers face on their quest to succeed as leaders? a) Shorter time frames for getting things accomplished b) Solving less complex problems c) Focusing on long-term goals while managing short-term pressures d) Second chances become less available

Q: Servant leadership is _________ centered. a) employee b) leader c) service d) follower

Q: A potential cost of using consultative and group decisions is: a) shortage of ideas. b) conflict among employees. c) lost efficiency. d) loss of authority among leaders.

Q: Authority decisions work best when: a) leaders know little about a situation. b) leaders have adequate time for discussion. c) leaders are capable of acting alone. d) the group resists the decision made by leaders.

Q: __________ gives people job freedom and power to influence affairs in an organization. a) Delegation b) Ethical management c) Empowerment d) Entrepreneurship

Q: Serving others and helping them use their talents to help organizations benefit society is called __________. a) participative leadership b) ethical leadership c) servant leadership d) transactional leadership

Q: __________ is strong on communicating, participation, and dealing with problems by teamwork. a) Ethical leadership b) Task-oriented leadership c) Interactive leadership d) Instructional leadership

Q: All of the following are examples of emotionally intelligent competencies EXCEPT: a) social awareness. b) the ability to empathize with others. c) the use of position power to manage people. d) the ability to understand one's own moods and emotions.

Q: __________ raise the confidence, aspirations, and performance of followers through empowerment, intellectual stimulation, and integrity. a) Autocratic leaders b) Transactional leaders c) Transformational leaders d) Directive leaders

Q: A(n) __________ develops special leader-follower relationships and inspires followers in extraordinary ways. a) charismatic leader b) human relations leader c) autocratic leader d) task-oriented leader

Q: __________ is inspirational and arouses extraordinary effort and performance. a) Transactional leadership b) Transformational leadership c) Autocratic leadership d) Task leadership

Q: Jason, a manager, directs the efforts of others through tasks, rewards, and structures. He uses the __________ approach to leadership. a) transformational b) participative c) human relations d) transactional

Q: A group decision is made by: a) a leader and then communicated to the group. b) group members themselves. c) the CEO of an organization. d) a leader after receiving information, advice, or opinions from group members.

Q: A(n) __________ is made by a leader after receiving information, advice, or opinions from group members. a) individual decision b) authority decision c) group decision d) consultative decision

Q: A(n) __________ is made by a leader and then communicated to the group. a) consensus decision b) authority decision c) group decision d) consultative decision

Q: The leader's decision options in the Vroom-Jago leader-participation model are authority, consultative, and __________. a) individual decisions b) managerial decisions c) group decisions d) adversarial decisions

Q: The Vroom-Jago model __________. a) focuses on how managers lead through their use of decision-making methods b) is only useful in programmed decision situations c) forces managers to make decisions without participation d) helps managers avoid participation

Q: The two groups identified in the LMX (leader"member exchange) theory are: a) task and people. b) functional and reference. c) in-group and out-group. d) classical and behavioral.

Q: According to House's path-goal theory, which of the following leadership styles increases worker self-confidence by emphasizing individual abilities and offering needed assistance? a) Directive leadership b) Participative leadership c) Supportive leadership d) Achievement-oriented leadership

Q: According to House's path-goal theory, when job assignments are unclear, __________ helps to clarify task objectives and expected rewards. a) directive leadership b) supportive leadership c) participative leadership d) achievement-oriented leadership

Q: Which of the following is NOT one of the four leadership styles in House's path-goal theory? a) Supportive b) Democratic c) Directive d) Participative

Q: In the context of the Hersey-Blanchard situational leadership model, the __________ style works best when followers are unable and unwilling or insecure. a) participating b) delegating c) selling d) telling

Q: In the context of the Hersey-Blanchard situational leadership model, the __________ style works best in high-readiness situations with able and willing or confident followers. a) participating b) delegating c) selling d) telling

Q: All of the following are leadership styles in the Hersey-Blanchard leadership model EXCEPT: a) participating. b) delegating. c) selling. d) buying.

Q: Which of the following is NOT a leadership style in the Hersey-Blanchard leadership model? a) Tasking b) Participating c) Delegating d) Selling

Q: Leadership situations are analyzed in Fiedler's model according to three contingency variables, which are: a) money, competitive dynamics, and regulation. b) leader-member relations, task structure, and position power. c) manager personalities, labor relations, and union activity. d) self-awareness, social awareness, and relationship management.

Q: Research suggests that __________ are the most effective leaders. a) autocratic leaders b) human relations leaders c) laissez-fair leaders d) democratic leaders

Q: A(n) __________ has little concern for task and people. a) democratic leader b) laissez-faire leader c) participative leader d) autocratic leader

Q: A leader who has strong concerns for both task and people is called a(n): a) laissez-faire leader. b) autocratic leader. c) democratic leader. d) human relations leader.

Q: Susan, a manager at ABC International, focuses on authority and obedience, delegates little, and acts in a unilateral command-and-control fashion. Susan can be described as a(n) __________. a) democratic leader b) human relations leader c) laissez-faire leader d) autocratic leader

Q: __________ is the recurring pattern of behaviors exhibited by a leader. a) Management style b) Expert style c) Leadership style d) Coercive style

Q: __________ is a trait that involves enjoying influencing others to achieve shared goals and is shared by successful leaders. a) Drive b) Business knowledge c) Honesty d) Motivation

Q: Which of the following terms describes a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully? a) Charismatic leadership b) Visionary leadership c) Autocratic leadership d) Servant leadership

Q: A __________ is a clear sense of the future. a) vision b) norm c) dream d) goal

Q: Which of the following is a type of personal power? a) Legitimate power b) Coercive power c) Reward power d) Referent power

Q: __________ achieves influence by personal identification. a) Reward power b) Referent power c) Coercive power d) Legitimate power

Q: The ability to influence the behavior of others because of a special knowledge and skills is called __________. a) expert power b) leadership power c) reward power d) legitimate power

Q: __________ is the capacity to influence through formal authority. a) Coercive power b) Expert power c) Reward power d) Legitimate power

Q: Your manager says that he will refuse your request for the weekend off to attend a concert unless you work the night shift for the rest of the week. In this case, he is using ________. a) legitimate power b) reward power c) expert power d) coercive power

Q: The capability to punish or withhold positive outcomes as a way of influencing the behavior of other people is called __________. a) referent power b) person power c) expert power d) coercive power

Q: _______ is NOT a type of position power. a) Coercive power b) Expert power c) Reward power d) Legitimate power

Q: Mary's manager has told her that if she can complete her project on time, she will get an extra bonus of $10,000. Mary's manager is using __________. a) expert power b) reward power c) manipulative power d) referent power

Q: __________ achieves influence by offering something of value. a) Legitimate power b) Coercive power c) Reward power d) Expert power

Q: The ability to get someone else to do something that you want done is called __________. a) authority b) power c) bullying d) drive

Q: __________ builds the commitment and enthusiasm that allow people to apply their talents to help accomplish plans. a) Planning b) Organizing c) Leading d) Controlling

Q: Of the four functions that make up the management process, __________ sets the direction and objectives. a) planning b) organizing c) leading d) controlling

Q: Of the four functions that make up the management process, which of the following brings together the resources to turn plans into action? a) Planning b) Organizing c) Leading d) Controlling

Q: _________ is the process of inspiring others to work hard to accomplish important tasks. a) Controlling b) Planning c) Leadership d) Organizing

Q: Discuss and compare McGregor's Theory X and Theory Y.