Situational or follower events temporarily interfere with a leaders ability to build a team

Episodic Managerial Incompetence

Listening, empathy, healing, awareness, persuasion, foresight, and building community are

Servant Leadership characteristics

When taxing situational or follower events permanently disrupt a persons ability to get results

Chronic Managerial Incompetence

Addictive task is when

A groups ouput involves a combination of individuals output

What isn't a Common Reasons for avoiding Delegation

Worried the people will do a better job than the leaders

What scale predicts leadership success in hierarchical or bureaucratic organizations?

Miners Sentence Completion scale

Expectation x Capabilities x opportunity x motivation

Lack of Self-awareness, intelligence, technical expertise, the team know how are examples of

Root causes of incompetence, Root causes of derailment

Implicit prejudice, In group favoritism, Overclaiming Credit and Conflicts of interest are all

Biases that affect moral decision making

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MANT252

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Questions 75

Answers

1
Situational or follower events temporarily interfere with a leaders ability to build a team
Organizational fit
Chronic Managerial Incompetence
Episodic Managerial Incompetence
2
Used for the benefit of others or the organization and may involve some self-sacrifice.
socialized
Contextualized
Personalized
3
GAPS= Goals, abilities, perceptions, success
False S = Standards
True
False S= solidify
4
What is the type/s of based thinking
all of the above
Ends-based
Rule-Based
Core-based
5
Listening, empathy, healing, awareness, persuasion, foresight, and building community are
Slave Leadership characteristics
Authentic Leadership characteristics
Servant Leadership characteristics
Genuine Leadership characteristics
6
The number of hierarchical levels appearing on an organizational chart is known as
Spatial Complexity
Minimal complexity
Horizontal Complexity
Vertical complexity
7
What is not a quality of a first quadrant leader?
Very Independent
High levels of both trust and expertise
Hates delegating
Both B and C
8
The fortitude to face risk and overcome fears associated with taking ethical action
Moral Pride
Moral Efficacy
Moral Ownership
Moral Courage
9
Establishing culture, Improvement in areas and sub-team analysis occur in
The first month
In the first year
In the third month
In the first two weeks
10
What is not a quality of second quadrant leaders
Haven't formed relationships
Don't follow through with commitments
Easily approachable
New to the firm
11
When a person's behavior violates important norms the best tactics to use are
Hard Tactics
Rational Tactics
Soft tactics
12
Which of the following help create an ethical climate
All of the above
Structural Reinforcement
policies, procedures, and integrity
Core ideology and process focus
13
Obtain external perspectives, socialize decisions, Sustaining ideas and creating strategy occur
In the third month
In the first two months
in the first week
on the first day
14
The Team Leadership Model (TLM) composes of what three factors
Input, organization and output
Input, process and delivery
input, process and output
Input delivery and output
15
Asserts that Organizational change is a systematic process and some changes can take yrs/mnths
Broom Model
Beers Theory
Bass Theory
Beer's Model
16
The sense of responsibility for one's ethical behavior
Moral Ownership
Moral courage
Moral Pride
Moral Efficacy
17
When taxing situational or follower events permanently disrupt a persons ability to get results
Episodic Managerial incompetence
Organizational fit
social Loafing
Chronic Managerial Incompetence
18
Which motivational approach utilizes rewards, punishments, contingent and non contingent
Empowerment
Operant Approach
Goal setting
19
Clan Cultures do not
Strong sense of cohesiveness
Have an Outward focus
Have an Inward focus
Emphasize flexibility and discretion
20
What Leadership asserts personal, interpersonal, managerial and organizational features
Moral- centered leadership
Principle-centered leadership
Concept- centered leadership
Ethically- centered leadership
21
Addictive task is when
Working on a task which gives great reward
none of the above
A groups ouput involves a combination of individuals output
Groups will not stop working until a task is complete
22
Team, Network, complexity, collective and shared leadership are all part of what
Smart Leadership
Global Leadership
Collective leadership
International leadership
23
Vision, empathy, consistency, and Integrity are four qualities that engender trust
True
False
24
Openness to express, conscientiousness, extraversion, agreeableness and Neuroticism make up the
Five-Factor
Ocean model
1 & 2
Trait approach theory
25
When lasting cooperation is required what tactics are best used
Hard Tactics
Soft tactics
Rational tactics
26
Meet team members, meet staff, meeting peers and other meetings occur
on the second day
in the second month
in the first two weeks
in the first week
27
Which theory attempted to prove that leaders and followers are fundamentally different
Great Man Theory
Trait approach theory
Triarchie theory
Five-factor theory
28
The Influence behavior Questionnaire (IBQ) is made up of
All of the above
Rational persuasion, Exchange and Inspirational appeals
Consultation, pressure tactics and ingratitation
Coalition tactics, legitimizing tactics and personnel appeal
29
Self Talk= A (triggering Event) B (your thinking) and C...
B and C
your feelings
your behavior
your effort
30
The number of boxes at any particular organizational level in the chart is known as
Horizontal complexity
Spatial Complexity
Vertical complexity
31
What key part/s are required to build a team according to TLM
Development
Draw
Design
All of the above
32
The relevant knowledge or experience that can be leveraged to solve problems
Self Awareness
Team building KNow-how
Subject matter expertise
Team Cohesiveness
33
What isn't a Common Reasons for avoiding Delegation
Fear the job will not be done properly
Worried the people will do a better job than the leaders
Takes to much time for leaders
Leaders feel guilty delegating
34
Emotional Intelligence can be broken down into which two models?
mixed and direction model
Ability and direction model
none of the above
ability and mixed model
35
What is not essential for team success
Appropriate norms
Social facilitation
Group boundaries
Task Structure
36
Leaders behavior changing dependent on the critical aspects of a situation is known as
Task Autonomy
Multiple influence model
Maslow's Theory
Role Theory
37
Having a high need to achieve results is part of what motivational approach
Achievement Orientation
Maslow's Hierarchy of needs
Operant approach
Siddlers need to achieve
38
What scale predicts leadership success in hierarchical or bureaucratic organizations?
Skidders two dimension scale
Millenials scale
Miners Sentence Completion scale
Peter & Millers Accuracy scale
39
What argues that leaders do not treat all leaders like a uniform group of equals
Situational Leadership model
LMX
Path-goals theory
Normative decision model
40
Exercised for personal needs by selfish, impulsive individuals.
Socialized power
Personalized power
Contextualized power
41
Achieving one need at a time with a total of 5 needs to achieve success is
goal setting
Maslows
Achievement Orientation
empowerment
42
Performance =
Expectation x Dedication x time x capabilities
Expectation - attitude x motiavtion x oppurtunities
Expectation x Capabilities x opportunity x motivation
Capabilities x Time x opportunity x Motivation
43
Which answer is not a strategy for managing conflict?
Sharing (compromise)
Collaboration ( Integration)
Avoidance (Neglection)
Time (Sorting itself)
44
When Illegal actions are taken by followers who believe this is what their leaders want.
Overbounding
Opithimy
Ollopoly
Olliesim
45
Lack of Self-awareness, intelligence, technical expertise, the team know how are examples of
Root causes of incompetence
Chronic Managerial incompetence
Root causes of derailment
Managerial destruction
46
Capacity to produce effects on others, or the potential to influence others.
Power
Leadership
Influence
Ownership
47
How many dimensions are there for assessing leadership across all global cultures
5
6
4
8
48
What is not a quality of fourth quadrant leadership?
low confidence
Promoted from another department
Promoted among peers
49
What is not a quality of third quadrant leaders
New from College
Joining from a different industry
NO technical competence
Forms relationships easily
50
Implicit prejudice, In group favoritism, Overclaiming Credit and Conflicts of interest are all
Biases that can help moral decision making
Biases that help in making decisions
Biases that affect moral decision making
Required to make hard decisions
51
What group shows more consideration and there are personal approaches to influence followers
small span
large span
wide span
52
What is the rational approach to Organizational change
C= Dx M x P < R
C= D / M x P < R
C= D x M x P > R
C= D+M x P > R
53
Dysfunctional roles, role conflict, person-role conflict are all examples of what
problems that impede performance
problems that promote productivity
problems that create conflict in the group
54
Kaplan & Norton adjusting to the environment includes what of the following features
Global scale, Customer Segmentation and links to customers
None of the above
A and B
Cross-functional teams, Innovation and knowledge workers
55
Triarchic Theory three types of intelligence which help solve complex mental problems are
practical, critical and creative
Practical, critical and analytic
Analytic, creative and critical
Analytic, practical and creative
56
Which of the following is not a developmental period
The veterans ( 1922-1943)
Baby boomers (1942-1960)
Millsins (1982-2005)
Gen Xers (1961-1981)
57
which stage is not part of Tuckman's group formation theory
Storming
Forming
Norming
Adjoining
58
What should a leader not do when using affective punishment
Focus on the act, not punishment
Provide guidance on how to improve
Focus on your personal relationship with the employer
Recognize their bias towards internal factors
59
Organizational Justice does not include
Procedural Justice
Interactional Justice
Interdimensional Justice
Distributive Justice
60
Which is not a characteristic of transformational leadership?
Superb Rhetoric Skills
Imaginative future orientated thinking
concerned with the flow of the business
Personalized leadership style
61
Which is not true about authentic leadership
Enhancing self-awareness people in orgs find meaning in work
Fostering more inclusive structures can build abetterclimate
Self-aware and self consciously align actions with values
More exclusive structures are better for productivity
62
Optimizing one part of the organization at the expense of sub-optimizing overall effectiveness
Siloed thinking
Chain Management
Organizational Management
optimal management
63
A more directive and less time spent with individuals is what kind of group size
Wide Span
Small span
Large Span
64
When a leader has high expectations for followers.
Golem Effect
Pygmalion effect
65
Instrumental values refer to desired end states (family security, social recognition)
False it refers to the modes of behaviour
True
66
Which answer is not a situational level of abstraction
Environmental
Organizational
Task
situational
67
When leaders get results but are morally or ethically challenged
Unethical Leadership
Managerial Incompetence
Destructive leadership
68
Building the repertoire of behaviors one can utilize to complete a task successfully
Building behavioral Knowledge
Building Technical competence
Creating behavioral awareness
Building behavioral competence
69
Separating people from problem, Preparing to negotiate and focusing on interests not positions
Triarchie Theory
Fiddlers Theory
Golemanas Negotiating
Fisher & Ury Theory
70
Motivation 5 + Affectivity + Herzberg + Org Justice make up the 8 theories of satisfaction
True
False
71
When followers ignore or actively sabotage change requests.
Malicious Compliance
Compliance
Distasteful Followership
Commitment
72
What is not a characteristic of good goal setting
Challenging
Specific
Rushed
Observable
73
Taxonomy power is made up of Expert, Referent, reward, coercive and.... (French & Raven)
Social
Managerial
Legitimate
knowledge
74
What is not a characteristic of Transactional Leadership?
Maintain and improve the current situation
Guard and Defend Culture
Creating a structure for control
Promoting people to control themselves
75
Effective relationships with Superiors clarify expectations about their role on the team etc
False
True

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