Chapter 1 15.
A key reason behind using the phrase "desirable
1. Which of the following is a phenomenon that refers to situations in
which people feel themselves at risk of being judged by others holding
negative images about them? The stereotype threats
2.  Leaders tend to ask questions pertaining to the "how" and "when" of
situations, whereas managers tend to ask questions pertaining to the "what"
and "why" of things. False
3.  A key reason behind using the phrase "desirable opportunities" in a
definition of leadership was precisely to distinguish between leadership and
management. False
4.  According to Robert Kelley's basic styles of followership, ________
are the "yes people" of organizations and are very active at doing their
organization's work. Conformist Follower
5. As followers are often at the levels where many organizational
problems occur, they can give leaders relevant information so that good
solutions are implemented. True
6. Leadership is a complex phenomenon involving the leader, the
followers, and the situation. True
7. In survey research by Judith Rosener that identified several
differences in how men and women described their leadership experiences,
it was found that.
women helped subordinates develop commitment to broader goals
than their own self-interest.
8. The glass cliff refers to the finding that female candidates for an
executive position are more likely to be hired than equally qualified male
candidates when an organization's performance is declining. True
9. Research indicates that men tend to view leadership as an
exchange with subordinates for services rendered. True
10. Most early research on leadership was based on the assumption that
leadership is a general personal trait expressed independently of the
situation in which the leadership is manifested. This view is commonly
known as. The heroic theory
11. The mere presence of a group can cause people to act differently
than when they are alone. True
12. According to Robert Kelley, the best followers are self-starters who
take initiative for themselves. True
13. Some managers are likely to be effective leaders without ever
having taken a course or training program in leadership. True
14. What is Hollander's approach to leadership called? Transactional
opportunities" in the definition of leadership was precisely to
distinguish between leadership and Tyranny
16. Leadership is most associated with words like Vision
17. Unlike the constructionist approach, the role approach
believes that leadership is co-created through acts of leading and
following, whoever may be performing those acts. False
18. The interactional framework for analyzing leadership
includes Followers, Leaders, and Situation
19. Leaders have a short-term view, whereas managers have a
long-term view in management. False
20. Craig, a marketing manager at HeliZone Inc., rarely takes
initiative or suggests new ideas during project meetings. He
does his work halfheartedly and needs to be guided by his
manager on a regular basis. According to Robert Kelley's basic
styles of followership, Craig most likely is a(n) Passive follower
21. Which of the following words is most often associated with
the word "management"? Efficiency
22. When followers have a say in the selection or election of a
leader, they are likely to have low expectations and make few
demands. False
23. According to Robert Kelley's basic styles of followership, which
of the following statements is true about pragmatist followers?
They are rarely committed to their group's work goals.
24. According to leadership researchers, leadership is an
interpersonal relation in which others comply because they
want to.
25. Which of the following is a conventional distinction between
managers and leaders? Managers maintain, while leaders
develop.
26. Suggests words like efficiency, planning, paperwork,
procedures, regulations, control, and consistency. Management
27. Refers to the intriguing finding that female candidates for an
executive position are more likely to be hired than equally
qualified male candidates when an organization's performance is
declining. Glass Cliff
28. Take initiative for themselves. Active Followers
 29. The desire of a person to convince oneself that the information
being presented is true or reasonable. Independent, Critical
Thinking
30. Most early research on leadership was based on the assumption
that leadership is a general personal trait expressed independently of the
situation in which the leadership is manifested. Heroic Theory
31. The "yes people" of organizations. Conformist followers
32. Display none of the characteristics of the exemplary follower.
Passive followers
33. Rarely committed to their group's work goals, but they have learned
not to make waves. Pragmatist Followers
34. Present a consistent picture to both leaders and co-workers of being
independent, innovative, and willing to stand up to superiors. Exemplary
followers
35. Does not consider possibilities beyond what he or she is told, does
not contribute to the cultivation of the organization, and accepts the
leader's ideas without assessing or evaluating them. Dependent,
Uncritical thinking
CHAPTER 2
1. According to Patricia O'Connell's webs of belief, which of the
following web is the foundation for leaders to function in complex,
uncertain, and changing environments where leadership solutions to
challenges depend on mutual trust and respect among parties?
AUTHENTICITY
2. Which of the following fundamental archetypes of leadership is most
likely to take risks and action in a crisis? THE WARRIOR-KNIGHT
ARCHETYPE
3. According to Patricia O'Connell's webs of belief, which of the
following webs of belief undergirds how one balances active
participation in the events of one's life with alternating periods of
observation, reflection, detachment, and rest? FLANEUR
4. Which of the following terms describes a kind of learning between an
individual and the environment in which learners seek relatively little
feedback that may significantly confront their fundamental ideas or
actions? SINGLE-LOOP LEARNING
5. Studies indicate that perception is basically a passive activity
suggesting that everyone attends to all aspects of a situation equally.
False
With in-basket exercises, participants are given a limited amount of
time to prioritize and respond to a number of notes, letters, and phone
messages from an actual manager's inbox. False
7. A personal relationship in which a more experienced mentor
(usually someone two to four levels higher in an organization)
acts as a guide, role model, and sponsor of a less experienced
protégé is known as MENTORING
8. Leaders and followers use development plans as road maps for
changing their own behaviors TRUE
9. The most productive way to develop as a leader is to travel
along the spiral of experience. TRUE
10. Good coaches not only discuss what needs to change but also
make coaches practice targeted behaviors. TRUE
11. In single-loop learning, individuals tend to learn about subjects
outside the comfort zone of their belief systems. TRUE
12. Simone, a senior sales manager at ReadMe Inc., cares about
developing the skills of her teammates and works beside them as
a role model. In the context of the five fundamental archetypes of
leadership, she most likely belongs to the. TEACHER-MENTOR
ARCHETYPE
13. According to the fundamental archetypes of leadership, the
Warrior-Knight archetype refers to a leader who challenges the
status quo and guides adaptation. FALSE
14. According to the fundamental archetypes of leadership, the
Visionary-Alchemist archetype refers to a leader who provides
oversight, control, moral guidance, and caring protectiveness.
FALSE
15. In the context of perception, which of the following terms is best
described as the explanations people develop for the
characteristics, behaviors, or actions to which they attend?
ATTRIBUTION
16. The times when people most need to break out of the mold
created by past learning patterns are the times when they are
most unwilling to do so. TRUE
17. Jonathan, a front desk executive at Read Books Inc., handled 40
customer calls per day. He was then sent to a training program last
month to improve his communication skills, which cost the
organization $500. This month, Read Books observes that his
 growth is positive and substantial and that he is able to handle 60
customer calls per day. His productivity has increased by $700.
This scenario most likely exemplifies RETURN ON INVESTMENT
18. Leadership practitioners have a tendency to concentrate on
coaching their solid or top followers. FALSE
19. According to Patricia O'Connell's webs of belief, which of the
following webs of belief is associated with respecting and caring for all
creation, and honoring the needs and identities of everyone in every
culture? REVERENCE
20. Which of the following involves participants being given a limited
amount of time to prioritize and respond to a number of notes, phone
messages, and letters from a fictitious manager's in-basket? IN-BASKET
EXERCISES
21. ________ describe leadership situations and are used as vehicles
for leadership discussions. CASE STUDIES
22. Kyra, a 16-year-old high school girl, is skeptical about her first day at
a new school. She believes that nobody will talk to her and that her new
teachers will be rude to her. She enters the class in a negative mood and
speaks rudely to everyone. Eventually, she sees that her beliefs about the
new school and teachers come true. Which of the following is most likely
exemplified in this scenario? THE HEROIC THEORY
23. According to the A-O-R model, leadership development is enhanced
when the consequences of actions and their significances are considered.
FALSE
24. Mentoring is the same as coaching. FALSE
25. People who are observing an action are much more likely than the
actor to make the fundamental attribution error. This is called THE
ACTOR/OBSERVER DIFFERENCE
26. Can influence any of our senses, and they are the tendency or bias
to perceive one thing and not another. PERCEPTUAL SET
27. Tendency to overestimate the dispositional causes of behavior and
underestimate the environmental causes when others fail. FUNDAMENTAL
ATTRIBUTION ERROR
28. Participants are assigned parts to play (such as a supervisor and an
unmotivated subordinate) in a job-related scenario. ROLEPLAYING
29. Takes place whenever a leader helps followers to change their
behaviors. INFORMAL COACHING
In this step leaders help followers determine which skills or
behaviors will have the biggest payoff if developed. usually this step
involves reviewing the results of performance appraisals, 360-degree
feedback, values, personality assessment reports, and so on. INSPIRE
COMMITMENT
31. Leaders need to periodically review how they are role-modeling
development and what they are doing to foster development in the
workplace. because most people want to be successful, doing this
step well will help attract and retain followers to the work group.
SHAPE THE ENVIRONMENT
32. The most productive way to develop as a leader is to travel along.
SPIRAL OF EXPERIENCE
33. Given to students in the form of personality, intelligence, values, or
interest test scores or leadership behavior ratings. INDIVIDUALIZED
FEEDBACK
Chapter 3
1. When new leaders meet with their entire teams the first day on the
job, these initial meetings tend to have more interactive dialogue
than one-way communication. False
2. The last step in a GAPS analysis is to write a journal that includes
specialized knowledge or a number of skills that have helped one
succeed in one's current and previous jobs. False
3. The last phase in development planning concerns ongoing
development. True
4. In the context of the new leader onboarding road map, which of the
following statements is true of new leaders in the first two weeks?
-They should schedule one-on-one meetings with all their peers
in peers' offices.
5. Which of the following is most likely a benefit of keeping a journal? -
documenting ideas for future speeches
6. When new leaders meet with their entire teams the first day on the
job, these initial meetings tend to have more interactive dialogue
than one-way communication. False
7. The onboarding road map is focused on internal hires—those within
an organization. False
8. New hires should check with their bosses to see if they can get
copies of budget information. TRUE
 9. New leaders should minimize their personal interactions with direct
reports during their first two months on the job. TRUE
10. Leadership practitioners can enhance the learning value of their
experiences by taking a 10 percent stretch. TRUE
11. Leaders who state that they have an open-door policy have
clearly invited feedback and are open to discussing things. FALSE
12. Keeping a journal is likely to increase the likelihood that leaders
will be able to look at an event from a different perspective. TRUE
13. Individuals with high levels of technical competence are unlikely
to belong to a leader's in-group. FALSE
14. Research indicates that technical expertise plays only a small
role in supervisors' performance appraisal ratings of subordinates.
FALSE
15. Having a high level of technical competence is important
because many leaders, particularly first-line supervisors, often spend
considerable time training followers. TRUE
16. The first step in building technical competence is to determine
how one's job contributes to the overall success of his or her
organization. TRUE
17. Research has shown that some executives are derailed because
they are unable or unwilling to adapt to superiors with leadership
styles different from their own. TRUE
18. The phrase "influence without authority" reflects the idea that few
people are required to influence others in the workplace. FALSE
19. Practicing a Theory Y attitude guarantees that you will always
get along with your coworkers. FALSE
20. The first phase of development planning involves periodically
reviewing the plan, reflecting on learning, and modifying or updating
the plan as appropriate. FALSE
21. The last step in a GAPS analysis is to write a journal that
includes specialized knowledge or a number of skills that have
helped one succeed in one's current and previous jobs. FALSE
22. In the context of the perception’s quadrant of the GAPS analysis,
a great way of obtaining information is through performance reviews
or 360-degree feedback instruments. TRUE
23. The goals and standards quadrants of the GAPS analysis are
focused on the present. FALSE
24. The last phase in development planning concerns ongoing
development. TRUE
The first way to transfer learning to new environments is to
continually update one's development plan. TRUE
In the context of the first day on the job, identify a true statement
about the first meeting of the new leaders with their new bosses. The
meeting should end by arranging a follow-up meeting to review
progress.
27. When a team has fewer than 15 people, what should new
leaders do during the first two weeks? meet individually with
everyone on the team.
28. In the context of the new leader onboarding road map, which
of the following statements is true of new leaders in the first
two weeks? They should schedule one-on-one meetings
with all their peers in peers' offices.
29. During the first two weeks on the job, a new leader should
schedule one-on-one meetings with peers. Which of the
following issues should be discussed with peers? The way
issues are raised and decisions are made on their boss's
team
30. In the context of the new leader onboarding road map, which
of the following steps most likely involves gathering
benchmarking information from other organizations, meeting
with key external customers and suppliers, and if appropriate,
meeting with the former team leader? The First 2 Months
31. What is the fastest way to alter the culture and norms of a
team? Change the people in the team
32. Task forces that are formed to work on key change initiatives
should be staffed by stars because. This will improve the odds
of good recommendations being made.
33. Which of the following is most likely an outcome of regularly
practicing a 10 percent stretch? Decreasing apprehensions
about doing something new or different.
34. Which of the following is most likely a benefit of keeping a journal?
Documenting ideas for future speeches.
35. Technical competence is especially important for first-line
supervisors because they spend considerable time training
their followers.
36. Why do followers most likely need to have a high level of technical
competence? Technical expertise plays a key role in
supervisors' performance appraisal ratings of subordinates.
 37. Which of the following statements is true of individuals with high
levels of technical competence? They are highly likely to be
delegated tasks.
38. Which of the following statements is true of leaders with high
levels of technical competence? Followers are generally more
satisfied with them rather than leaders with average levels of
technical competence.
39. Which of the following leadership styles are supervisors most likely
to use when interacting with subordinates with poor technical skills?
a close, directive leadership style.
40. Which statement is most likely true about followers having a good
working relationship with their superiors? Superiors and followers
with good relationships tend to experience less conflict.
41. Which of the following statements is true about building effective
relationships with superiors? Followers should think of their own
and their superior's success as interdependent.
42. Which of the following is one of the best ways to establish and
maintain good peer relationships? acknowledge common
interests and goals.

43. Which of the following is the first step while conducting a GAPS
analysis? To clearly identify what one wants to do or where one
wants to go with one's career over the next year or so.
44. When building a development plan, one's career objective comes
directly from. The goals quadrant of the GAPS analysis.
45. Which of the following statements is true of a gaps-of-the-GAPS
analysis?  It helps leadership practitioners identify high-priority
development needs.