Test Bank For The Leadership Experience 5th Edition Richard L Daft

Test Bank for The Leadership Experience, 5th Edition: Richard L.
Daft
Test Bank for The Leadership Experience, 5th

Edition: Richard L. Daft
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-richard-l-daft/
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CHAPTER 7—FOLLOWERSHIP
TRUE/FALSE
1. The nature of leader-follower relationships involves reciprocity, the mutual exchange of

influence.
ANS: T PTS: 1 REF: p. 196
2. Characterized by both mindfulness and a willingness to act, effective followers are essential for
the organization to be effective.
3. The alienated follower is both a critical, independent thinker who is active in the organization.
ANS: F PTS: 1 REF: p. 196
4. Covey's work shows a maturity continuum that leads from independence to dependence.
5. Effective followers have the courage to initiate change and put themselves at risk or in conflict
with others.
6. Effective followers have to know what they stand for and be willing to express their own ideas to
their leaders even this might mean risking their jobs.
7. No matter what position you hold in the organization, when you move to Interdependence, you
step into a leadership role.
8. A dependent person has developed a sense of self-worth and an attitude of self-reliance.
9. One of the strategies for managing up is to be a resource for the leader.
10. According to the author, building a relationship with the leader implies submission and authority.
© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
413
11. Feedback should be seen as a route to improvement not something to be feared.
12. One aspect of being a good follower is to understand what leaders want and need.
13. People should wait for an annual review to know how they’re doing or how they can improve.
14. Coaching helps followers upgrade their skills and enhance their career development.
15. Supportive coaching involves showing or telling a person what needs to be done.
MULTIPLE CHOICE
1. Studying followership, is important for all reasons EXCEPT:

a. Followers do not become leaders.
b. Followers have an influence on the leader.
c. Desirable qualities in a leader are also desirable in a follower.
d. Leaders and followers are roles that individuals shift in and out of in various conditions.
ANS: A PTS: 1 REF: p. 196
2. Dependent, uncritical thinkers:

a. are aware of the significance of their actions.
b. are aware of the actions of others.
c. accept the leader's ideas without thinking.
d. weigh the impact of decisions on the company vision.
ANS: C PTS: 1 REF: p. 197
3. Effective followers:
a. assume responsibility for their own behavior and its impact on the organization.
b. do not presume that a leader will provide them with security or permission to act.
c. exercise their potential and initiate opportunities.
d. all of these choices
ANS: D PTS: 1 REF: p. 202
414
4. If a leader's actions and decisions contradict the best interests of the organization, effective
followers:
a. take a stand.
b. follow the leader.
c. sacrifice their personal integrity.
d. follow passively.
5. According to Covey, moving from dependence to independence includes:

a. being proactive.
b. starting with a clear mental image of your destination.
c. both being proactive and starting with a clear mental image of your destination.
d. taking neither initiative nor personal responsibility.
ANS: C PTS: 1 REF: p. 204-205
6. Moving to interdependence involves all EXCEPT:

a. blaming others when things go wrong.
b. open communication.
c. teamwork.
d. building positive relationships.
7. Followers can influence their leaders by:

a. being a resource for the leader.
b. building a relationship.
c. helping the leader be a good leader.
d. all of these choices
8. A follower can be a resource for the leader by:

a. informing the leader about their own ideas, beliefs, needs, and constraints.
b. giving up idealized leader images.
c. thanking the leader.
d. building a relationship.
9. According to the author, tips for using feedback to develop followers do NOT include:
a. Make regular feedback a habit.
b. Use elements of organizational objectives.
c. Be generous with positive feedback.
d. Train followers to view feedback as an opportunity.
ANS: B PTS: 1 REF: p. 214
415
10. Leadership coaching is a method of:
a. directing a follower with the aim of improving specific skills.
b. facilitating a follower with the aim of improving specific skills.
c. enhancing personal productivity.
d. all of the choices
11. In the coaching process, observations are:

a. specific training sessions.
b. discussions and agreement
c. visible occurrences in which the leader identifies a performance gap.
d. specific goals, action steps, measures of success, and a timeline.
12. Effective feedback describes all EXCEPT:

a. why the leader thinks there is a need for improvement.
b. the nature of the leader-follower relationship.
c. the precise behavior and its consequences.
d. why the leader either approves of the behavior.
13. Effective feedback does all EXCEPT:

a. describes the desired behaviors and outcomes.
b. looks toward the future.
c. describes the mistakes of the past.
d. minimizes fault-finding.
14. Followers want their leaders to be all EXCEPT:

a. charismatic.
b. forward-thinking.
c. inspiring.
d. competent.
15. Viewing the leader realistically includes:

a. asking questions about the leader’s experiences.
b. useing mindful initiatives.
c. giving up idealized images.
d. plying the leader for company stories.
416
16. A leader can be a better leader when:
a. taking full credit for accomplishments.
b. followers say what they need in order to be good followers.
c. followers compliment the leader and thank him or her for behavior.
d. both followers say what they need in order to be good followers and followers compliment
the leader and thank him or her for behavior.
17. Bosses want followers:

a. to understand their customers.
b. to know what is happening in the organization’s industry.
c. to know how changes in technology might affect the organization.
18. Effective interdependence includes:

a. authority.
b. knowledge.
c. empathetic listening.
d. power.
19. Synergy is the combined action that occurs when people:

a. renew the physical, mental, spiritual, and social aspects of their lives.
b. work together to create new alternatives and solutions.
c. blame others.
d. focus on preserving and enhancing relationships.
20. To be a truly effective follower—or a leader—requires:

a. interdependence.
b. dependence.
c. passive thinking.
d. conformity.
21. A follower can provide strength to the leader:

a. by supporting the leader.
b. by contributing to the organization in areas that complement the leader’s position.
c. both by supporting the leader and by contributing to the organization in areas that
complement the leader’s position.
d. by submissively following orders.
417
22. The passive follower exhibits:
a. critical, independent thinking.
b. the courage to initiate change.
c. neither critical thinking nor active participation.
d. the same toward everyone.
23. The alienated follower:

a. is active in the organization.
b. is a passive, yet independent, critical thinker.
c. does not try to avoid risk or conflict.
d. does not utilize critical thinking skills.
24. One corporate governance consultant points out that ineffective followers:
a. are as much to blame for ethical lapses as leaders.
b. are as much to blame for legal lapses as leaders.
c. both are as much to blame for ethical lapses as leaders and are as much to blame for legal
lapses as leaders.
d. are not responsible for ethical problems in an organization.
25. A dependent, uncritical thinker does all EXCEPT:

a. considers only what he or she is told.
b. approaches problems with thoughtful questions.
c. avoids contributing to the cultivation of the organization.
d. accepts the leader’s ideas without assessing them.
26. Government appointees often demonstrate this followership style because they have their own
agendas and a short period of time in which to implement them.
a. pragmatic survivor
b. conformist
c. passive follower
d. alienated follower
27. Sometimes organizational or personal changes create a situation in which a follower must
withdraw from a particular leader–follower relationship. This is called the courage to:
a. leave.
b. participate in transformation.
c. challenge.
d. assume responsibility.
418
28. Clarity of direction means:
a. creating an inspiring vision.
b. clearly communicating where the group or organization is going.
c. providing a basis for understanding leader decisions.
29. Supportive coaching does NOT involve:

a. asking questions.
b. serving as a resource.
c. telling a person what needs to be done.
d. helping others create their own solutions.
30. The benefits followers receive from leadership coaching include:

a. gaining a new perspective.
b. the opportunity to receive clear, direct feedback.
c. dealing with organizational politics.
COMPLETION
1. ____________________ is failing to consider possibilities beyond what one is told; accepting

the leader's ideas without thinking.
ANS: Uncritical thinking
PTS: 1 REF: p. 197
2. In the four followership styles, the ____________________ is a person in the organization who
is passive, yet independent, critical thinker.
ANS: alienated follower
PTS: 1 REF: p. 198
3. The ____________________ is a critical, independent thinker who actively participates in the

organization.
ANS: effective follower
PTS: 1 REF: p. 200
419
4. ____________________ occurs when a leader uses evaluation and communication to help
individuals and the organization learn and improve.
ANS: Feedback
PTS: 1 REF: p. 214
5. One way to influence your leader is to ____________________
ANS:
Be a resource
Build a relationship
Help the leader be a good leader
View the leader realistically
PTS: 1 REF: p. 209
6. According to the Maturity Continuum, the move toward ____________________ is the

realization that the best things happen by working cooperatively with others.
ANS: interdependence
PTS: 1 REF: p. 204
7. ______________________refers to facilitating follower learning by asking questions, allowing

the individual to learn through trial and error, and serving as a resource for the follower’s journey
of discovery and development
ANS: Supportive coaching
PTS: 1 REF: p. 216
8. ________________ uses evaluation and communication to help individuals and the organization
learn and improve.
ANS: Feedback
PTS: 1 REF: p. 214
9. Being a resource for the leader, building a relationship, helping the leader to be a good leader,
and viewing the leader realistically are _____________________
ANS:
strategies for managing up
ways to influence the leader
PTS: 1 REF: p. 209
420
10. ______________helps a follower develop by showing or telling the follower what needs to be
done and how to do it.
ANS: Directive coaching
PTS: 1 REF: p. 216
SHORT ANSWER
1. Describe the model of followership styles.
ANS:
Robert E. Kelley described five styles of followership categorized according to two dimensions,
the quality of independent, critical thinking, versus dependent, uncritical thinking. The extent to
which one is active or passive, and is a critical or a dependent, uncritical thinker determines
whether one is an alienated follower, a conformist, a pragmatic survivor, a passive follower or an
effective follower.
PTS: 1 REF: p. 197-201
2. Discuss the demands on effective followers.
ANS:
Effective followers have to know what they stand for and be willing to express their own Ideas
and opinions to their leaders, even though this might mean risking their jobs, being demeaned, or
feeling inadequate.
PTS: 1 REF: p. 201-203
3. Describe Covey's model for developing and applying personal leadership qualities.
ANS:
Developing Personal Potential can be accomplished through Stephen Covey's approach, which
defines a habit as the intersection of knowledge, skill, and desire. Seven habits are arranged
along a continuum from dependence to interdependence. Each habit builds on the previous one
so individuals grow further along the maturity continuum as they develop personal effectiveness
habits.
PTS: 1 REF: p. 203-205
4. Why is it important for a follower to view the leader realistically?
ANS:
Understanding that leaders are fallible and will make mistakes leads to acceptance. Effective
followers present realistic images of themselves and do not cover their weaknesses or mistakes.
Instead of criticizing a leader to others, it is far more constructive to disagree with a leader
directly on occasions relevant to the operation of the organization.
PTS: 1 REF: p. 208-209
421
Test Bank for The Leadership Experience, 5th Edition: Richard L. Daft
5. What is coaching?
ANS:
Rather than telling followers what to do, directing and controlling their behavior, and judging
their performance, which is a traditional management role, coaching involves empowering
followers to explore, helping them understand and learn, providing support, and removing
obstacles that stand in the way of their ability to grow and excel.
PTS: 1 REF: p. 215
ESSAY
1. How can leaders optimize the use of feedback and minimize the conflict and fear that often
accompanies it ?
ANS:
pp. 214
PTS: 1 REF: p. 214
2. What do followers want from their leaders? Discuss
ANS:
pp. 211-214
PTS: 1 REF: p. 211-214
3. How does coaching develop a follower’s potential?
ANS:
pp. 215-217
PTS: 1 REF: p. 215-217
422
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Test Bank for The Leadership Experience, 5th Edition: Richard L.

Test Bank for The Leadership Experience, 5th

To download the complete and accurate content document, go to:

Visit TestBankBell.com to get complete for all chapters

1. The nature of leader-follower relationships involves reciprocity, the mutual exchange of

ANS: T PTS: 1 REF: p. 196

ANS: T PTS: 1 REF: p. 200

ANS: F PTS: 1 REF: p. 196

ANS: F PTS: 1 REF: p. 204

ANS: T PTS: 1 REF: p. 200

ANS: T PTS: 1 REF: p. 201

ANS: T PTS: 1 REF: p. 205

8. A dependent person has developed a sense of self-worth and an attitude of self-reliance.

ANS: F PTS: 1 REF: p. 204

9. One of the strategies for managing up is to be a resource for the leader.

ANS: T PTS: 1 REF: p. 209

ANS: F PTS: 1 REF: p. 210

ANS: T PTS: 1 REF: p. 212

ANS: T PTS: 1 REF: p. 206

ANS: F PTS: 1 REF: p. 214

ANS: T PTS: 1 REF: p. 215

ANS: F PTS: 1 REF: p. 216

1. Studying followership, is important for all reasons EXCEPT:

2. Dependent, uncritical thinkers:

5. According to Covey, moving from dependence to independence includes:

6. Moving to interdependence involves all EXCEPT:

7. Followers can influence their leaders by:

8. A follower can be a resource for the leader by:

11. In the coaching process, observations are:

12. Effective feedback describes all EXCEPT:

13. Effective feedback does all EXCEPT:

14. Followers want their leaders to be all EXCEPT:

15. Viewing the leader realistically includes:

17. Bosses want followers:

18. Effective interdependence includes:

19. Synergy is the combined action that occurs when people:

20. To be a truly effective follower—or a leader—requires:

21. A follower can provide strength to the leader:

23. The alienated follower:

25. A dependent, uncritical thinker does all EXCEPT:

29. Supportive coaching does NOT involve:

30. The benefits followers receive from leadership coaching include:

1. ____________________ is failing to consider possibilities beyond what one is told; accepting

ANS: Uncritical thinking

PTS: 1 REF: p. 197

ANS: alienated follower

PTS: 1 REF: p. 198

3. The ____________________ is a critical, independent thinker who actively participates in the

ANS: effective follower

PTS: 1 REF: p. 200

PTS: 1 REF: p. 214

5. One way to influence your leader is to ____________________

PTS: 1 REF: p. 209

6. According to the Maturity Continuum, the move toward ____________________ is the

PTS: 1 REF: p. 204

7. ______________________refers to facilitating follower learning by asking questions, allowing

ANS: Supportive coaching

PTS: 1 REF: p. 216

PTS: 1 REF: p. 214

PTS: 1 REF: p. 209

ANS: Directive coaching

PTS: 1 REF: p. 216

1. Describe the model of followership styles.