MGT 320 ch 14, 15, & 16 – Flashcards
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1. According to the text, the rational and emotional approaches are the two major ways to drive organizational change. True False
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True
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2.The rational approach to change can be represented by the formula, V=n x P x R x T True False
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False
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3. It is easier to drive change when followers are satisfied. True False
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False
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4. Leaders think about organizations as an interlocking set of processes and procedures when they use a systems thinking approach. True False
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True
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5. Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness in siloed thinking. True False
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True
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6. The D and M components of the change model are the hardest for leadership practitioners to accomplish. True False
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False
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7. The rational approach provides leaders with a siloed thinking process on how to drive change. True False
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False
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8. Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that sets them apart from ordinary mortals. True False
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True
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9. Transactional leadership is very common but tends to be transitory. True False
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True
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10. Charismatic leaders are always controversial. True False
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False
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11. Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them. True False
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True
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12. A personalized leadership style seems to be responsible for the feelings of empowerment. True False
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True
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13. Charisma is probably more a function of the leader's personal characteristics than of the followers' reactions to a leader. True False
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False
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14. Emotions are often the fuel driving large-scale initiatives for change. True False
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True
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15. Bass's theory of transformational and transactional leadership is based on surveys and correlational studies. True False
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True
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16. The formula for the rational approach to change is..? A.) C = D x O x T > R B.) C = D x M x P > R C.) C = M x R x D >P D.) C = D x O x L x T
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B.) C = D x M x P > R
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17. The "M" in the rational change formula represents..? A. money. B. manpower. C. model. D. motivation.
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C. model.
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18. According to Beer's model for organizational change, leaders can increase the amount of change by..? A. increasing the amount of resistance in followers. B. decreasing the level of dissatisfaction. C. having no change plan. D. increasing the clarity of vision.
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D. increasing the clarity of vision.
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19. According to Beer's model for organizational change formula, C=DxMxP>R, what does "C" stand for? A. The amount of coordination. B. The type of coordination. C. The amount of change. D. The type of change.
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C. The amount of change.
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20. What is the "fuel" for organizational change? A. Organization's goals B. Follower's emotions C. Vision D. Building trust
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B. Follower's emotions
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21. In general, which is the first step that leaders can take to increase follower dissatisfaction levels? A.) To determine just how satisfied followers are with the current situation. B.) To talk about potential competitive, technology or employee concerns about the status quo. C). To capitalize on some type of financial or political crisis. D). To create some type of benchmark against other organizations.
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A. To determine just how satisfied followers are with the current situation.
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22. Which of the following statements is false? A. A vision helps the organization make choices about what it should and should not do. B. A vision statement does not have to be a solo effort on the part of the leader. C. A vision is the final destination for an organization. D. Often times leaders will work with a team of followers to craft a vision statement.
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C. A vision is the final destination for an organization.
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23. Leaders should think about the organization as a set of interlocking systems in..? A. reframing. B. siloed thinking. C. systems thinking approach. D. resistance.
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C. systems thinking approach.
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24. The type of thinking that occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness is known as..? A. systems thinking. B. reframing. C. resistance. D. siloed thinking.
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D. siloed thinking.
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25. What is the underlying cause for a huge percentage of failures of change initiatives? A. The leader's inability or unwillingness to address culture and capabilities issues. B. Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness. C. The leader does not have a compelling vision or fails to motivate others to do something different. D. Top leaders may fail to demonstrate empathy and listening skills.
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A. The leader's inability or unwillingness to address culture and capabilities issues.
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26. This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. A. Amount of change B. Dissatisfaction C. Resistance D. Process
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D. Process
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27. Which of following is not a common form of resistance to change? A. Loss of power B. Loss of competence C. Loss of charisma D. Loss of rewards
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C. Loss of charisma
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28. When followers are afraid of losing power, a leader's response to this fear would be..? A.) to coach, mentor, train, peer coach, use job aids and so forth. B.) to demonstrate empathy and have good listening skills. C.) to help employees build new relationships before change occurs or soon thereafter. D.) to design and implement a new reward system to support change initiative.
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B. to demonstrate empathy and have good listening skills.
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29. The "S" in SARA refers to..? A. stress. B. shock. C. situational. D. systems.
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B. Shock
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30. In this stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back. A. Acceptance B. Rejection C. Anger D. Shock
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B. Rejection
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31. Usually the first people to realize that a change initiative needs to be implemented are the organization's..? A. first-line supervisors. B. middle managers. C. top leaders. D. individual contributors.
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C. top leaders
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32. Management skills are important for..? A. coaching followers on how to do things differently. B. determining a new vision for the organization. C. increasing dissatisfaction. D. reviewing progress on change plans.
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D. reviewing progress on change plans.
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33. Persons derive authority because of their exemplary characteristics in the..? A. charismatic authority system. B. traditional authority system. C. legal-rational authority system. D. legal authority system.
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A. charismatic authority system.
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34. The _____ authority system is associated with leaders thought to possess divine or superhuman qualities. A. traditional B. legal-rational C. charismatic D. personalized
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C. charismatic
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35. Transactional leadership..? A.) occurs when a person possesses authority not because of tradition, but because of the laws that govern the position occupied. B.) serves to change the status quo by appealing to followers' values and their sense of higher purpose. C.) occurs when the traditions of society dictate who has authority and how this authority can be used. D.) occurs when leaders and followers are in some type of exchange relationship in order to get needs met.
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D. occurs when leaders and followers are in some type of exchange relationship in order to get needs met.
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36. This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose. A. Supportive B. Transactional C. Transformational D. Participative
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C. Transformational
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37. Which of the following statements is true? A. Transactional leaders are always controversial. B. All transformational leaders are charismatic. C. All charismatic leaders are transformational. D. Transactional leaders are also adept at reframing issues.
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B. All transformational leaders are charismatic.
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38. 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? A. Crises B. Feelings of empowerment C. Rhetorical skillsD. Task interdependence
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C. Rhetorical skills
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39. According to research, the leader's vision is..? A.) consistent with current realities. B.) usually presented in written form so subordinates can study it. C.) often depressing (in the short run) for the subordinates who must change their view. D.) often a collaborative effort.
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D. often a collaborative effort.
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40. Which of the following statements about transformational leaders is true? A.) They are inherently future-oriented. B.) Their vision is based solely on their own values. C.) They sometimes take credit for others' accomplishments. D.) They tend to be emotionally expressive.
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A. They are inherently future-oriented.
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41. Charismatic leaders..? A.) use abstract and colorless rational discourse to reframe issues. B.) make extensive use of stories to make their points. C.) are adept at tailoring their language to particular groups. D.) are good in engaging groups mentally and emotionally.
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B. make extensive use of stories to make their points.
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42. Charismatic leaders tend to be..? A. extremely smart. B. data-driven. C. emotionally expressive. D. fairly introverted.
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C. emotionally expressive.
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43. This takes place when followers do no more than abide by the policies and procedures surrounding change requests. A. Cooperation B. Compliance C. Commitment D. Malicious compliance
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B. Compliance
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44. Which of the following is perhaps the most important situational factor associated with charismatic leadership? A. Innovation B. Task interdependence C. Organizational downsizing D. Presence/absence of a crisis
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D. Presence/absence of a crisis
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45. What is probably the most important and overlooked situational variable that affects charismatic leadership? A. Task B. Stability C. Time D. Innovation
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C. Time
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46. According to Bass, transformational leaders...? A. possess good visioning. B. motivate followers by setting goals. C. promise rewards for desired performance. D.) perpetuates the status quo.
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A. possess good visioning.
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47. In this type of leadership, the MLQ assesses the extent to which leaders avoid responsibilities, fail to make decisions, are absent when needed or fail to follow up on requests. A. Bureaucratic B. Autocratic C. Laissez-faire D. Democratic
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C. Laissez-faire
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48. According to the MLQ, which leadership type is a significantly better predictor of organizational effectiveness as compared to the others? A. Autocratic B. Transactional C. Laissez-faire D. Transformational
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D. Transformational
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49. The FFM personality dimension of agreeableness most strongly correlates with which component of transformational leadership? A. Inspiring trust B. Visionary thinking C. Empowering others D. High impact delivery
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C. Empowering others
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16. According to research, between 50-90 percent of all new businesses fail within five years due to..? A. insufficient capital. B. managerial incompetence. C. location. D. lack of planning.
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B. managerial incompetence.
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17. These individuals are good at building teams and getting results through others. A. Cheerleaders B. Results only managers C. Competent managers D. In name only managers
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C. Competent managers
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18. Which of the following individuals are only focused on getting results and would gladly trash any teammate if it would help them get promoted? A.) Results only managers B.) In name only managers C.) Competent managers D.) Cheerleaders
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A. Results only managers
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19. Cheerleaders ..? A.) Only focus on getting results B.) Avoid the spotlight C.) Tend to treat followers poorly D.) Are people-centered
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D. Are people-centered
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20. These persons in positions of authority do not want attention and have difficulties with both building teams and getting results. A. Results only managers B. Competent managers C. In name only managers D. Cheerleaders
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C. In name only managers
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21. The key to success for organizations is to make sure that..? A.) They have higher percentages of in name only managers who occupy critical positions B.) They have a higher percentage of competent managers than their competitors C.) They have a high percentage of cheerleaders D.) They have results-only-managers in pivotal leadership roles
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B. They have a higher percentage of competent managers than their competitors
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22. Which of the following underlies the derailment pattern of the inability of managers to lead and build a team? A.) The presence of dark side traits B.) Inadequate distribution channels C.) Poor decisions concerning which products to develop D.) Lying about business results
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A. The presence of dark side traits
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23. Derailed managers who derail due to an inability to build relationships with coworkers have which of the following characteristics? A). Failure to staff effectively B.) Organizational isolation C.) Lack of hard work D.) Difficulty making strategic transitions
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B. Organizational isolation
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24. What is cited as one of the primary reasons for CEO failure? A.) Making poor decisions concerning which markets to pursue B.) Problems developing a vision or strategy for the company C.) People problems D.) Failure to keep promises, commitments or deadlines
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C. People problems
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25. Among the root causes of managerial derailment identified in the Leader-Follower-Situation model, a "lack of fit" falls under which group of causes? A). An overlap of causes related to the leader and the situation. B.) An overlap of causes related to the leader and the follower. C.) An overlap of causes related to the follower and the situation. D.) Causes related to the leaders.
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A. An overlap of causes related to the leader and the situation.
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26. Poor followership was one of the root causes of managerial derailment identified in the Leader-Follower-Situation model which is classified as being under which group of causes? A.) Causes related to the followers B.) An overlap of causes related to the leader and the follower C.) Causes related to the leaders D.) An overlap of causes related to the follower and the situation
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C. Causes related to the leaders
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27. Bad leadership is associated with which of the following managerial derailment factors? A. Inability to adapt. B. Failure to meet business objectives. C. Inability to build relationships. D. Inability to build and lead teams.
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B. Failure to meet business objectives.
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28. An example of a situational factor that can interfere with a person's ability to be seen as a competent manager would be..? A. governmental regulations. B. mergers. C. competitive threats. D. All of these are situational factors.
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D. All of these are situational factors.
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29. When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results, this is known as..? A. chronic managerial incompetence. B. authoritarian management. C. impoverished management. D. episodic managerial incompetence.
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D. episodic managerial incompetence.
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30. The term "organizational fit" refers to..? A.) the degree of agreement between personal and organizational values and beliefs. B). the degree of congruence between a manager's skill set and the organization's needs. C.) the organization's strategic alignment within their competitive sector given the organization's leadership profile. D.) None of the above.
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A. the degree of agreement between personal and organizational values and beliefs.
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31. Competent mangers have high levels of...? A.) situational awareness. B.) self awareness. C.) neither situational nor self awareness. D.) Both situational and self awareness.
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D. Both situational and self awareness.
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32. Smart mangers tend to do a better job of..? A. recognizing problems. B. developing work processes. C. hiring staff. D. all of the above.
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D. all of the above.
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33. _________ is defined as the relevant knowledge a person can leverage to solve a problem. A.) Managerial competence B.)Technical expertise C.) Subject matter expertise D.) Team building know how
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C. Subject matter expertise
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34. __________ are followers who seek forgiveness rather than permission and offer alternative solutions. A. Slackers B. Brown-nosers C. Criticizers D. Self-starters
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D. Self-starters
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35. Which of the following is not a dark side personality trait? A. Cautious B. Mischievous C. Charismatic D. Diligent
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C. Charismatic
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36. Leaders that are _____________ tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments. A. skeptical B. bold C. mischievous D. imaginative
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C. mischievous
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37. Because of their narcissistic tendencies, ________ leaders often get quite a bit done. A. reserved B. bold C. dutiful D. colorful
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B. bold
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38. Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and challenging the integrity of their followers, and are vigilant for signs of disloyalty. Which dark-side personality trait is defined by this statement? A. Bold B. Excitable C. Skeptical D. Cautious
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C. Skeptical
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39. Dutiful leaders..? A.) Tend to blame others for their mistakes B.) Frustrate and disempower their staffs through micro-management C.) Deal with stress by sucking up to superiors D.) Are unconcerned about the welfare of their staff
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C. Deal with stress by sucking up to superiors
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40. Which dark-side personality trait is often associated perfectionist tendencies? A. Excitable B. Diligent C. Skeptical D. Colorful
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B. Diligent
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41. Which of the following statements concerning dark side traits is inaccurate? A. )Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories. B.) Everyone has at least one dark side personality trait. C.) Dark-side traits are usually apparent only when leaders are attending to their public image. D.) Dark-side traits usually emerge during crises or periods of high stress and are coping mechanisms for dealing with stress.
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C. Dark-side traits are usually apparent only when leaders are attending to their public image.
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42. These managerial types have gained insight into their dark-side traits and have found ways to negate their debilitating effects on followers. A. Competent Managers B. Results Only Managers C. Cheerleaders D.In Name Only Managers
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A. Competent Managers
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43. Which of the following statements concerning dark side traits in true? A.) Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories. B). Everyone has at least one dark side personality trait. C.) Dark-side traits are usually apparent only when leaders are not attending to their public image. D.) All of these statements are true.
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D. All of these statements are true.
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1. A leadership vision consists of six related components. True False
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False
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2. The idea component of the leader's vision is always a solo effort by the leader. True False
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False
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3. A leaders credibility will erode if team members are not being held accountable for behavior that is misaligned with a team's operating principles. True False
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True
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4. Leaders should spend a lot of time worrying about edge even before the team's core values are defined. True False
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False
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5. Researchers found that first-line and midlevel managers spend more than 75% of their time dealing with conflict. True False
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False
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6. Researchers have determined that conflict always has a negative effect on the team. True False
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False
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7. The accommodation approach to managing conflict involves giving in to someone else's concerns without any effort to accomplish one's own ends. True False
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True
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8. Winning a negotiation at your counterpart's expense will usually result in a long-term gain. True False
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False
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9. In some situations, it is more constructive not to seek a win-win outcome. True False
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True
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10. One of Fisher and Ury's main points when talking about successful negotiation is to focus on positions not on interests. True False
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False
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11. Leaders will be only as effective as the followers and teams they lead. True False
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True
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12. The two components that make up capabilities are training and goal setting. True False
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False
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13. The work performed at the executive level requires all team members to be present. True False
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False
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14. Making a sports team run several laps around an athletic field would potentially be an example of punishment. True False
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True
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15. Correctly administered punishment does not cause emotional side effects. True False
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True
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16. People get more involved in the leader's vision when ________ are used. A. formal speeches B. PowerPoint presentations C. stories D. long presentations
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C. Stories
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17. Which of the following is not a component of the leadership vision? A. Ideas B. Edge C. Operating principles D. Expectations
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C. Operating principles
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18. Which of the following would not cause a conflict? A. Groups members face uncertain demands. B. Members are competing for rewards. C. Teams have low levels of task interdependence. D. Members of teams have strong differences in values and goals.
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C. Teams have low levels of task interdependence.
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19. Researchers have found that _________ can cause a radical change in political power. A. communication B. conflict C. negotiation D. none of the above
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B. conflict
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20. Which of the following is not one of the five general approaches to managing conflict? A. Avoidance B. Sharing C. Negotiation D. Competition
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C. Negotiation
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21. __________ is an approach to managing conflict that is characterized by a compromise between domination and appeasement. A. Avoidance B. Sharing C. Collaboration D. Accommodation
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B. Sharing
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22. Which of the following is a true statement about negotiation? A. Negotiators should separate the people from the problem. B.) Win-win negotiation is always the best method of negotiation. C. Negotiation generally involves only two people. D.) All of the above statements are true.
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A. Negotiators should separate the people from the problem.
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23. The model of performance is ..? A. Expectations = f (Performance X Capabilities X Opportunities X Motivation) B. Performance = f (Expectations X Capabilities X Opportunities X Motivation) C. Capabilities = f (Expectations X Performance X Opportunities X Motivation) D. Performance = f (Expectations X Capabilities X Programs X Rewards)
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B. Performance = f (Expectations X
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24. Which of the following statements about executive teams are accurate? A.) Executive teams often are bogged down making operational decisions. B.) Because of their level in the organization, most executive teams are shielded from many of the resource constraints other teams face throughout the organization. C.) Not all the work that is done at the executive level requires all of the team (and sometimes not any of the team) to be present. D.) All of these are accurate statements.
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C. Not all the work that is done at the executive level requires all of the team (and sometimes not any of the team) to be present.
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1. Bad leadership can occur in many levels in the organization. True False
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True
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2. Bad leadership is very clear-cut and easily identified. True False
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False
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3. The base rate of managerial incompetence maybe between 25 to 30 percent. True False
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False
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4. The root cause of most major industrial accidents and incidents can be traced back to management cost-cutting initiatives. True False
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True
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5. The Dr. Gordy test is used to determine the level of incompetence among persons in positions of authority. True False
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True
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6. Cheerleaders get higher ratings because of their ability to please others get results or not make waves. True False
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True
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7. "In-name-only" managers try very hard to be in the spotlight. True False
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False
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8. The majority of people in positions of authority are managers that are competent. True False
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False
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9. One of the reasons a leader is unable to build teams is potentially having dark side personality traits. True False
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True
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10. Most managers exhibiting derailment behavioral patterns are aware of the negative impact they have on others. True False
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False
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11. Only competent managers have high levels of situational awareness. True False
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False
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12. A manager's ability to make decisions and build cohesive teams is associated with their level of intelligence. True False
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True
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13. People in positions of authority can leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed. True False
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True
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14. Everyone has at least one dark-side personality trait. True False
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True
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15. The dark-side traits are usually apparent when leaders are attending to their public image. True False
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False
