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https://testbankpack.com/p/solution-manual-for-leadership-theory-
application-and-skill-development-5th-edition-lussier-achua-1111827079-
9781285127361/
Chapter 2--Leadership Traits and Ethics
Student:
True False
True False
3. Research has confirmed that there is a limited number of confirmed and agreed up on traits this leaders
have.
True False
True False
5. To be more effective, psychologists recommend that we change our personality, not just our behavior.
True False
6. In a study of two groups of executives, one successful and one whose careers were derailed, the reason
for the latter's failure was poor human relations.
True False
7. The Big Five Model of Personality categorizes traits into the dimensions of insurgency, adjustment,
disagreeableness, conscientiousness, and openness to experience.
True False
8. The Big Five Model of Personality is the most widely accepted way to classify personalities.
True False
True False
10. Personality profiles are used to categorize people as a means of predicting job success.
True False
1
11. Effective leaders are high on all of the factors in the Big Five Model of Personality.
True False
12. High energy is best categorized as the conscientiousness dimension of the Big Five.
True False
13. Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
True False
True False
15. The Dominance trait affects all other traits related to effective leaders.
True False
16. The majority of CEOs, but not all CEOs are extraverts.
True False
True False
18. The four components of emotional intelligence are self-awareness, self-efficacy, social awareness, and
self-management.
True False
19. Self-awareness relates to being conscious of your emotions and how they affect your personal and
professional life.
True False
20. Leaders high in emotional intelligence outperform managers with average people skills.
True False
21. Leaders that are high in self-management are self-motivated, conscientious, adaptable, and optimistic.
True False
22. If an person does not want to be a leader, chances are that he or she will not be an effective leader.
True False
2
23. Dominance is one of the two major traits of the surgency Big Five.
True False
24. Achievement Motivation Theory attempts to explain and predict behavior and performance based on
one's need for power, affiliation, and recognition.
True False
25. David McClelland said that needs are based on personality and are developed as we interact with the
environment.
True False
26. People with strong n Ach want to take responsibility for solving problems and are high risk-takers.
True False
27. People with strong n Pow tend to seek entrepreneurial type positions and are attuned to power and
politics.
True False
28. People with a high n Aff also tend to have a high n Pow.
True False
29. The Leader Motive Profile (LMP) includes a high need for achievement, a moderate need for affiliation,
and a moderate need for power, which is socialized.
True False
30. Leaders need a high n Pow to influence followers, peers, and higher level managers.
True False
True False
True False
True False
3
34. Effective leaders have a higher need for affiliation than power.
True False
True False
36. People with Theory X attitudes hold that employees like to work and do not need to be closely
supervised in order to do their work.
True False
37. Managers with Theory X attitudes tend to display more coercive, autocratic leadership styles using
internal motivation and rewards.
True False
38. The Pygmalion effect proposes that leaders' attitudes and expectations of followers, and their treatment
of them, explain and predict followers' behavior and performance.
True False
39. Self-efficacy is the belief in your own capability to perform in a specific situation.
True False
40. You can be an effective leader, or follower, even if you don't have a positive self-concept.
True False
41. A good way to develop a positive self-concept is by observing and copying others' attitudes.
True False
42. An effective leader tends to have Theory X attitudes with a positive self-concept.
True False
43. A leader with a negative self-concept and a theory Y attitude tends to blame others when things go
wrong.
True False
44. Ethics are the standards of right and wrong that influence behavior.
True False
4
45. The Sarbanes-Oxley Act of 2002 ensures that those who act unethically will be prosecuted.
True False
46. Our ethical behavior is related to our individual needs and personality traits.
True False
True False
48. People with an external locus of control, rather than an internal locus of control, are more likely to use
unethical behavior.
True False
49. Moral development refers to understanding right from wrong and choosing to do the right thing.
True False
50. At the preconventional level of moral development, living up to expectations of acceptable behavior
defined by others motivates behavior to fulfill duties and obligations.
True False
51. The common leadership style at the preconventional level of moral development is autocratic toward
others.
True False
True False
53. The common leadership style at the conventional level of moral development tends to be visionary.
True False
54. At the postconventional level of moral development, it is common for lower-level managers to use a
leadership style similar to those of higher-level managers.
True False
55. When people use unethical behavior, it is often due to some type of character flaw.
True False
5
56. "I was only following orders; my boss told me to inflate the figures" is an example of displacement of
responsibility.
True False
57. Distortion of consequences is the process of using "cosmetic" words to make the behavior sound
acceptable.
True False
58. Under the stakeholder approach to ethics, one creates a win-win situation for relevant parties affected by
the decision.
True False
59. To determine if your decision is ethical, you can ask yourself, "Are all stakeholders happy?"
True False
60. Ethical leadership requires the ability to do the right thing at the risk of rejection and loss.
True False
62. Which of the following is NOT a major reason for executive derailment?
63. Research has found that managers who had derailed tend to have:
6
64. Which of the following is NOT a Big Five personality dimension?
A. surgency
B. agreeableness
C. adjustment
D. attractiveness
65. The personality dimension includes traits related to self-control and how well one remains under
pressure.
A. agreeableness
B. conscientiousness
C. surgency
D. adjustment
A. organization
B. extraversion
C. conformity
D. credibility
67. One of your employees, Quanita, is low on job commitment and tends to engage in counterproductive
behavior. She is likely low on the trait of the conscientiousness dimension?
A. extraversion
B. dependability
C. flexibility
D. Emotional stability
68. The manager of an engineering consulting firm is extraverted and gets along well with others. In
addition, she has managed multiple projects at a time, often under stressful circumstances, but she has
still maintained her equanimity, and seen projects through to completion "with a firm hand." This
manager is displaying:
69. Of the Big Five personality dimensions, the highest correlation with leadership is:
A. conscientiousness.
B. openness to experience.
C. surgency.
D. adjustment.
7
70. Which of the following is NOT a trait of an effective leader?
A. dominance
B. high energy
C. intelligence
D. talent
A. adjustment
B. agreeableness
C. surgency
D. conscientiousness
A. critical thinking.
B. decision making.
C. problem solving.
D. all of the answers are correct
73. Which of the following statements regarding emotional intelligence (EI) is TRUE?
A. self-awareness.
B. social awareness.
C. self-management.
D. self-concept.
A. Social awareness
B. Self-awareness
C. Relationship awareness
D. Self-management
76. Emotional intelligence is related to which of the following Big Five personality dimensions?
A. surgency
B. openness to experience
C. adjustment
D. conscientiousness
8
77. Dominance is so important for managers to have because:
79. People with strong n Ach tend to have all of the following EXCEPT:
A. self-confidence.
B. external locus of control.
C. high energy traits.
D. a high concern for excellence in accomplishments through individual efforts.
A. surgency
B. agreeableness
C. conscientiousness
D. openness to experience
81. Which of the following professions would be a likely choice for a person with high n Aff?
A. accountant
B. teacher
C. police officer
D. computer programmer
83. The Leader Motive Profile (LMP) defines which motive as the highest need for leaders?
A. achievement
B. power
C. affiliation
D. enjoyment
9
84. are positive or negative feelings about people, things, and issues.
A. Attitudes
B. Norms
C. Beliefs
D. Traits
85. "If you want something done right, do it yourself" is an example of attitudes.
A. Theory X
B. Theory Y
C. Theory Z
D. XYZ Profile
86. "If the manager is not around, employees will work just as hard" is an example of attitudes.
A. Theory Y
B. Theory X
C. Theory Z
D. XYZ Profile
88. A manager from a prestigious university believed that employees who were from "lesser schools" lacked
sufficient intelligence and motivation for the high-tech firm that she led. She set goals for these
employees low, and did not trust them with certain important tasks or company information. The
employees, in fact, tended to show dissatisfaction and low performance. At length, many of them quit.
This would be an example of:
A. Theory Y.
B. the Pygmalion effect.
C. negative self-concept.
D. none of the answers are correct
89. refers to the positive or negative attitudes people have about themselves.
A. Self-concept
B. Self-confidence
C. Self-efficacy
D. Self-focus
10
90. is the belief in one's capability to perform in a specific situation.
A. Self-concept
B. Self-confidence
C. Self-efficacy
D. Self-focus
91. Which of the following is NOT one of the guidelines to developing a more positive attitude and
self-concept?
92. As a leader, you know that your expectations and treatment of your employees influence and can predict
how they will behave, how they will perform. This indicates that you know about .
A. Self-concept theory
B. The Impact of the situation on behavior
C. Moral development
D. The Pygmalion effect
93. If the leader typically is afraid to make decisions, is unassertive, and is self-blaming when things go
wrong, the leader is displaying a:
94. If the leader typically is bossy, pushy, and impatient; does much criticizing with little praising; and is
very autocratic, the leader is displaying a:
11
96. Which of the following acts helps protect whistleblowers?
A. personality traits.
B. attitudes.
C. leader-follower relations.
D. the situation.
99. refers to understanding right from wrong and choosing to do the right thing.
A. Personality
B. Moral development
C. Ethics
D. Moral justification
101.At the preconventional level of moral development, which of the following motivate(s) behavior?
102.At the conventional level of moral development, which of the following motivate(s) behavior?
12
103.Lower-level managers at the conventional level of moral development tend to:
105.When we use unethical behavior, we often justify the behavior to protect our so that we don't have
a guilty conscience or feel remorse.
A. personality
B. ego
C. self-concept
D. job
106.The process of reinterpreting immoral behavior in terms of a higher purpose is known as:
A. behavior modification.
B. agreeableness.
C. postbehavior justification.
D. moral justification.
A. distortion of consequences.
B. displacement of responsibility.
C. attribution of blame.
D. diffusion of responsibility.
A. euphemistic labeling.
B. attribution of blame.
C. displacement of responsibility.
D. diffusion of responsibility.
13
109.As a leader or manager, it is important for you to know what influences ethical and unethical behavior.
Which of the following is (are) likely to encourage unethical behavior/
111. Which of the following is NOT one of the questions of the four-way test?
112. Creating a win-win situation for all relevant parties so that everyone benefits from the decision is known
as:
A. ethics.
B. the golden rule.
C. a compromise.
D. the stakeholder approach to ethics.
113. Using the stakeholder approach to ethics, you proudly set low prices but as a result you harm .
A. employees
B. customers
C. society
D. competitors
114. To determine if your decision is ethical from a stakeholder approach, which of the following questions
should be asked?
14
Another random document with
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ÉTIENNE’S ROYAL GREEKS
Text Page (10¼ × 6 inches)
From Novum Jesu Christi D. N. Testamentum, Paris, 1550
Had it not been for this bitter censorship, France might have held her
supremacy for at least another half-century; but with the experiences of
Robert Étienne still in mind, it is easily understood why the Frenchman,
Christophe Plantin, in whom surged the determination to become a master-
printer, sought to establish himself elsewhere.
By the middle of the sixteenth century Antwerp had assumed the proud
position of leading city of Europe. The success that came to the Netherlanders
in commerce as a result of their genius and enterprise later stimulated their
interest in matters of religion, politics, and literature. Just as the tendencies of
the times caused the pendulum to swing away from Italy to France, so now it
swung from France toward the Netherlands. I had never before realized that,
with the possible exception of certain communities in Italy, where the old
intellectual atmosphere still obtained, there was no country in the world in
which culture and intelligence were so generally diffused during the sixteenth
century. How much more than typography these volumes have taught me!
It was inevitable that the art of printing should find in Belgium its natural
opportunity for supreme expression. At the time Plantin turned his eyes in the
direction of Antwerp, one entire quarter of that city was devoted to the
manufacture of books. This apparently discouraged him, for at first he
established himself as a bookbinder a little way out of the city. Later he added
a shop for the sale of books; but in 1555 he moved boldly into Antwerp,
becoming a full-fledged printer and publisher, soon demonstrating his right to
recognition as the master-printer of his time.
By this time the words of Luther had attracted the attention of the
Christian world more particularly than ever to the Bible. The people
considered it the single basis of their faith, and upon their familiarity with it
depended their present and future welfare. It was natural that they should
attach the greatest importance to the possession of the most authentic edition
of the original text. What more glorious task, then, could a printer take upon
himself than to provide correct texts, to translate them with scrupulous
exactitude, and to produce with the greatest perfection the single book upon
which was based the welfare of men and of empires!
CHRISTOPHE PLANTIN, 1514–1589
From Engraving by Edme de Boulonois (c. 1550)
This was the inspiration that came to Christophe Plantin, and which
gradually took form in the Biblia Polyglotta, the great typographic achievement
of the sixteenth century. On the left-hand page should appear the original
Hebrew text, and in a parallel column should be a rendering into the Vulgate
(page 230). On the right-hand page the Greek version would be printed, and
beside it a Latin translation (page 231). At the foot of each page should be a
Chaldean paraphrase.
Antwerp was then under Spanish domination. Plantin at once opened
negotiations with Philip II of Spain, and was finally successful in securing
from that monarch an agreement to subsidize the undertaking,—a promise
which unfortunately was never kept. It is probable that the King was
influenced toward a favorable decision by the struggle that occurred between
Frankfort, Heidelberg, and even Paris, for the honor of being associated with
the great work. Philip subscribed for thirteen copies upon parchment, and
agreed to pay Plantin 21,200 florins. He stipulated, however, that the work
should be executed under the personal supervision of one Arias Montanus,
whom he would send over from Spain. Plantin accepted this condition with
some misgivings, but upon his arrival Montanus captivated all by his personal
charm and profound learning.
In February, 1565, Plantin employed Robert Grandjon, an engraver of
Lyons, to cut the Greek characters for the work, basing his font upon the Royal
Greeks. They are still beautiful because they are still unpractical, but they
cannot compare with their models any more than later fonts of Greek, cut
with the rigid requirements of typography in mind, can compare with these.
Grandjon also supplied Plantin with all his Roman, and part of his Hebrew
types, the balance being cut by Guillaume Le Bé, of Paris, Hautin of Rochelle,
Van der Keere of Tours, and Corneille Bomberghe of Cologne.
PLANTIN’S BIBLIA POLYGLOTTA, Antwerp, 1568
Title Page
(13¼ × 8¼ inches)
Page of Preface from Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼ inches)
Text Page of Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼ inches)
Text Page of Plantin’s Biblia Polyglotta, Antwerp, 1568 (13¼ × 8¼ inches)
PLANTIN’S BIBLIA POLYGLOTTA, Antwerp, 1568
Second Page
(13¼ × 8¼ inches)
The eight massive parts of the Biblia Polyglotta appeared during the years
1568 to 1573. The first volume opens with a splendid engraved title,
representing the union of the people in the Christian faith, and the four
languages of the Old Testament (opp. page). In the lower, right-hand corner
appears the famous Plantin mark. Immediately following are two other
engraved plates (page 232), illustrative as well as decorative in their nature. One
of these pages gives to the faithless Philip an undeserved immortality. There
are also single full-page engravings at the beginning of the fourth and fifth
volumes. Twelve copies were printed on vellum for King Philip. A thirteenth
copy on vellum was never completed. In addition to these, ten other copies
were printed on large Italian imperial paper, and were sold at 200 florins per
copy. There were 300 copies on imperial paper at 100 florins, and 960 printed
on fine royal Troyes paper, which were offered to the public at 70 florins each,
with ten florins discount to libraries. One of the vellum copies was presented
by the King to the Pope, another to the Duke of Alba, and still a third to the
Duke of Savoy, the remaining copies being left in the library of the Escurial.
King Philip was so pleased with the volumes that he created Plantin
Prototypographe, ruler over all the printers in the city,—a polite and inexpensive
way of escaping his obligations. The world acclaimed a new master-printer; but
these honors meant little to pressing creditors.
What a series of misfortunes Plantin endured! Stabbed by a miscreant who
mistook him for some one else; hampered by censorship in spite of previous
assurances of liberty in publications; his property wiped out again and again by
the clashes of arms which finally cost Antwerp her pre-eminence; forever in
debt, and having to sell his books below cost, and to sacrifice his library to
meet pressing financial obligations;—yet always rising above his calamities, he
carried on his printing office until his death in 1589, when he left a
comfortable fortune of above $200,000.
Historically, Plantin’s contribution to the art of printing can scarcely be
overestimated, yet technically he should be included in the second rather than
the first group of early master-printers. The century that had elapsed since
Gutenberg had removed many of the mechanical difficulties which had been
obstacles to his predecessors. The printer could now secure printed copy to be
edited and improved. Scholars were easily obtainable from the universities for
editing and proofreading. Printing machinery could be purchased instead of
being manufactured from original models. The sale of books had been greatly
systematized. A printer could now devote himself to his art without dividing
himself into various semi-related parts. Plantin proved himself a business man.
Who else ever established a printing or publishing business on such an
enduring basis that it continued for three hundred years! In bequeathing it to
his daughter and his son-in-law, Moretus, Plantin made the interesting
injunction that the printing office was always to be maintained by the son or
successor who was most competent to manage it. If no son qualified, then the
successor must be selected outside the family. Fortunately, however, there were
sons who, each in his generation but with diminishing ability, proved his right
to assume the responsibility, and the business was actually continued in the
family down to 1867. A few years later the property was purchased by the city
of Antwerp for 1,200,000 francs, and turned into a public museum.
I never visit the Plantin Museum at Antwerp without feeling that I have
come closer to the old master-printers and their ideals. Here is the only great
printing establishment of the past that time and the inroads of man have left
intact. The beauty of the building, the harmony of the surroundings, the old
portraits, the comfort yet the taste shown in the living-rooms,—all show that
the artist-printer sought the same elements in his life that he expressed in his
work. Entering from the Marché du Vendredi, I find myself face to face with a
small tablet over the door on which is the device of Christophe Plantin, “first
printer to the King, and the king of printers.” Here the familiar hand, grasping
a pair of compasses, reaches down from the clouds, holding the compasses so
that one leg stands at rest while the other describes a circle, enclosing the
legend Labore et Constantia. Within the house one finds the actual types, and
presses, and designs by Rubens and other famous artists, that were employed
in making the Plantin books. The rooms in which the master printer lived
make his personality very real. In those days a man’s business was his life, and
the home and the workshop were not far separated. Here the family life and
the making of books were so closely interwoven that the visitor can scarcely
tell where one leaves off and the other begins.
The Terence of 1635 is the volume I selected for my collection (page 242).
While not really beautiful, it is a charming little book. The copper-plate title
(page 241) serves not only its original purpose but is also an illustration. The
Elzevirs were wise enough to go back a hundred years and revive the practice
of the copper-plate title, which had been discarded by intermediate printers
because of its expense. The types themselves, far superior to other fonts in use
at that time by other printers, were especially designed for the Elzevirs by
Christoffel van Dyck. The interspacing of the capitals and the small capitals,
the arrangement of the margins, and the general layout all show taste and
knowledge of typographical precedent. The presswork would appear to better
advantage except for the impossibility of securing ink of consistent quality.
The Elzevirs showed a great advance in business organization over any of
their predecessors. Freed from oppressive censorship, they were able to issue a
long list of volumes which were disposed of through connections established
in the principal book centers of Italy, France, Germany, and Scandinavia, as
well as throughout the Netherlands themselves. There is no record of any
Elzevir publication proving a failure; but, by the same token, one cannot say
that the Elzevirs accomplished as much for the art to which they devoted
themselves as did the master-printers in whose steps they followed.
Curiously enough, it was not until the eighteenth century that England
produced volumes which were pre-eminent in any period. Caxton’s work,
extraordinary as it was, competed against books made at the same time in
Venice by Jenson, and were not equal to these Italian masterpieces. I have a
leaf from a Caxton volume which I often place beside my Jenson volume, and
the comparison always increases my wonder and admiration for the great
Italian printer. Caxton’s work was epoch-making, but until John Baskerville
issued his Virgil in Birmingham, in 1757, England had not produced a volume
that stood out, at the moment of its publication, as the best of its time.
John Baskerville
(1706–1775)