High Performance Teams

Question 1

Michael quits his job to start his own venture. He believes that he has all the qualities required to be a successful entrepreneur. However, his employees are unhappy with the way the organization functions and feel that he lacks the abilities to be a successful entrepreneur. Which behavior would you suggest Michael incorporate in order to be a successful entrepreneur?
a. Possess a keen eye for future deals and business opportunities
b. Adopt a reactive approach rather than being proactive
c. Focus energy on employees first rather than customers or external sources
d. Embrace hierarchy and work within the mainstream of bureaucracy

Answer 1

Possess a keen eye for future deals and business opportunities

Question 2

They are considered task-oriented and are not overly concerned with group members’ attitudes toward a decision.
a. Autocratic Leader
b.Democratic Leader
c. Entrepreneurial Leader
d. Servant Leader

Answer 2

Autocratic leaders

Question 3

They function as collectors of group opinion and take a vote before making a decision
a. Autocratic Leader
b.Democratic Leader
c. Entrepreneurial Leader
d. Servant Leader

Answer 3

Democratic leaders

Question 4

They are visionaries who tenaciously implement the vision, working an 80-hour week if need be
a. Autocratic Leader
b.Democratic Leader
c. Entrepreneurial Leader
d. Servant Leader

Answer 4

Entrepreneurial leader

Question 5

They listen first to express confidence in others
a. Autocratic Leader
b.Democratic Leader
c. Entrepreneurial Leader
d. Servant Leader

Answer 5

Servant leaders

Question 6

Which behavior or attitude is considered task-oriented?
a. Direction setting
b. Aligning people
c. Openness to worker opinions
d. Promoting principles and values

Answer 6

Direction setting

Question 7

Which suggestion paves the way for an effective 360-degree survey?
a. Provide feedback that is aimed at administrative control rather than the personal development of managers.
b. Customize the assessment dimensions based on the leadership competencies that are associated with success in one’s organization.
c. Ensure that managers rated are oblivious to the identity of the employees rating them.
d. Devise a plan that involves transferring managers with poor performance to another department or laying them off altogether.

Answer 7

Customize the assessment dimensions based on the leadership competencies that are associated with success in one’s organization.

Question 8

Eric, the operations head of an investment bank, decides to shift the country headquarters of his organization from New York to Chicago. He implements his decision and starts working toward it by taking his board members’ consent for granted. In this scenario, Eric portrays what style of leadership?
a. Autocratic
b. Consensus
c. Consultative
d. Democratic

Answer 8

Autocratic

Question 9

Which behaviors are typical of a servant leader?
a. Sets idealistic rather than practical goals
b. Is willing to help out wherever needed
c. Tries to resolve all employee problems and concerns regardless of what they might be
d. Displays honest and ethical behavior

Answer 9

Is willing to help out wherever needed

Question 10

Which statement is true about gender differences in leadership style?
a. Women are more likely to choose a relationship-oriented leadership style than their male counterparts.
b. Men are more likely than women to use spoken communication for building relationships and giving emotional support.
c. Women tend toward a command-and-control style whereas men tend toward a transformational style.
d. Men are more suited to responding to the feelings of group members and understanding what they really mean by certain statements.

Answer 10

Women are more likely to choose a relationship-oriented leadership style than their male counterparts.

Question 11

Leaders will build strong relationships with their teams by being consistent in their leadership style and approaching all employees in an equal manner.
a. True
b. False

Answer 11

False

Question 12

Leaders who score low on this factor typically are authoritarian and impersonal in their relationships with group members
a. Consideration
b. Initiating structure
c. Management openness

Answer 12

Consideration

Question 13

Leaders who score high on this dimension endeavor to establish well-defined channels of communication and ways of getting the job done.,
a. Consideration
b. Initiating structure
c. Management openness

Answer 13

Initiating structure

Question 14

Leaders who engage in this behavior are perceived to be giving fair consideration to their subordinates’ suggestions.
a. Consideration
b. Initiating structure
c. Management openness

Answer 14

Management openness

Question 15

Which leader is adopting a relationship-oriented behavior or attitude?
a. Katie provides hands-on guidance and micromanages her team members to ensure efficiency.
b. Roger poses tough questions to his team members to enable them to realize their wrongdoings.
c. Sarah consistently holds her group members to high standards of performance.
d. George motivates his team members by satisfying their needs for recognition and self-esteem.

Answer 15

George motivates his team members by satisfying their needs for recognition and self-esteem.

Question 16

Jacob, the sales head of LyfCare Inc., a life insurance provider, is considered to be a very organized and disciplined leader by his employees, thereby scoring high on the scale of initiating structure. This impression likely stems from which of Jacob’s workplace behaviors?
a. Jacob ensures that team members are utilized to the best of their abilities.
b. Jacobs adopts a zero-tolerance attitude and terminates erring team members.
c. Jacob is never biased and does not favor one employee over the other.
d. Jacob emphasizes completing work at the convenience of his team members.

Answer 16

Jacob ensures that team members are utilized to the best of their abilities.

Question 17

Which behavior is typical of the entrepreneurial personality?
a. Acting quickly when opportunity arises
b. Emphasizing rules and regulations when managing people
c. Adopting a reactive approach rather than a proactive approach toward work
d. Inclining toward hierarchy and bureaucracy

Answer 17

Acting quickly when opportunity arises

Question 18

Grace is a finance manager at her firm. She wants to make a decision based on the inputs of her group members and their agreement. Which participative leadership style should Grace use?
a. Democratic
b. Autocratic
c. Consensus
d. Consultative

Answer 18

Consensus

Question 19

Tom is considered to be skilled at adopting task-related attitudes and behaviors to effectively manage his team. Which of his behaviors is most likely the reason for this impression by his team?
a. He patiently addresses the grievances of his team members.
b. He encourages and provides emotional support to his team members.
c. He promotes the principles and values of his organization.
d. He adapts to any situation as required by circumstances.

Answer 19

He adapts to any situation as required by circumstances.

Question 20

Which statement is true according to the leader–member exchange theory?
a. Leaders are more likely to empower group members with whom they have a high-quality exchange.
b. Leaders develop entirely different relationships with each group member and treat no two alike.
c. Managers are more likely to act as servant leaders toward subordinates with whom they have low-quality exchanges.
d. If most group members feel that they have good exchanges with the leader, being treated a little differently by the leader affects their performance.

Answer 20

Leaders are more likely to empower group members with whom they have a high-quality exchange.

Question 21

Lowell is an operations supervisor at a manufacturing plant. A major fire at the plant halted operations for two weeks. When the plant became operational again, Lowell encouraged workers to return to their normal schedules to restore purpose to their lives. In this scenario, which crisis leadership attribute is displayed by Lowell?
a. Preventing future crises through disaster planning
b. Understanding the big picture
c. Reestablishing the usual work routine
d. Leading with compassion

Answer 21

Reestablishing the usual work routine

Question 22

According to the path-goal theory of leadership effectiveness, in which situations would an achievement-oriented style be most appropriate?
a. When leading group members who are unsure of themselves
b. When leading team members who are working on ambiguous and nonrepetitive tasks
c. When group members have low morale due to dissatisfying, frustrating, or stressful tasks
d. When team members are motivated to succeed and assume responsibility

Answer 22

When leading team members who are working on ambiguous and nonrepetitive tasks
When team members are motivated to succeed and assume responsibility

Question 23

According to Fiedler’s Contingency Theory of Leadership Effectiveness, leadership style is a relatively permanent aspect of behavior that is difficult to change.
a. True
b. False

Answer 23

True

Question 24

Which action is the best accepted principle of crisis leadership?
a. Adopt transactional leadership rather than transformational leadership
b. Delay the reestablishment of a regular work routine
c. Take decisive action to remedy the situation
d. Stonewall the problem and defend against critics

Answer 24

Take decisive action to remedy the situation

Question 25

When deadlines are nearer, Roger assigns tasks and methods to accomplish them to his subordinates rather than giving them authority to choose on their own. He does this because he has found that when timelines are short, empowerment is less effective than delegation. In this scenario, Roger is practicing which type of leadership?
a. Evidence-based
b. Relationship-oriented
c. Participative
d. Achievement-oriented

Answer 25

Evidence-based

Question 26

Frederick, a new manager, is faced with the task of estimating the timeline for completion of a project. Which action should he take if he decides to follow the evidence-based leadership approach?
a. Maintain a log of his interactions with group members and their activities
b. Use the methods that have proven to be effective in similar situations
c. Delegate the responsibility to his subordinates
d. Consult with his team members on how to estimate a timeline

Answer 26

Use the methods that have proven to be effective in similar situations

Question 27

Team manager Sara considers her subordinate Ethan a member of her in-group. Weyland, another member of Sara’s team, does not have high quality exchanges with Sara. Ethan and Weyland are equally good at their job, and their objective performances are equal. Given this information, according to the conclusions of the leader-member exchange theory, how will Sara most likely rate the performance of Ethan and Weyland?
a. Rate Ethan higher than Weyland
b. Rate both Ethan and Weyland the same since they are equally good
c. Rate Weyland higher than Ethan

Answer 27

Rate Ethan higher than Weyland

Question 28

Carlos prides himself on being able to hire skilled team members and then letting them take initiative and responsibility for their tasks. He sets high standards for each of his employees. John has been on Carlos’s team for 6 months and feels that he is not competent enough and, therefore, becomes less motivated. According to the path-goal theory of leadership effectiveness, what would be the best course of action in helping John?
a. Carlos should hold John accountable for his performance and set high expectations.
b. Carlos should seek John’s feedback on important business decisions so that he feels more competent and valued.
c. Carlos should adopt an achievement-oriented leadership style with John.
d. Carlos should listen to and encourage John and also coach John to accomplish tasks.

Answer 28

Carlos should listen to and encourage John and also coach John to accomplish tasks.

Question 29

Which type of leadership is based on the belief that leaders are most effective when they make their behavior dependent on situational forces, including group member characteristics?
a. Contingency approach to leadership
b. Supportive leadership
c. Crisis leadership
d. Participative leadership

Answer 29

Contingency approach to leadership

Question 30

Karen’s team is assigned a new project that is stressful and dissatisfying. As a result, her group members are unsure of themselves and lose motivation. When she realizes this, Karen takes steps to boost their morale, as she is concerned about their well-being. According to the path-goal theory of leadership effectiveness, which style of leadership should Karen assume?
a. Achievement-oriented
b. Directive
c. Participative
d. Supportive

Answer 30

Supportive

Question 31

Jeremy is an effective leader who is capable of helping his subordinates complete their tasks. However, he is considered intimidating by some of his team members and is often unable to boost the group’s morale. Jeremy feels that since his strengths are task oriented, management should place him as the leader of team members who need task-related guidance. Jeremy is a strong believer of which leadership theory or approach?
a. Leader-member exchange theory
b. Path-goal theory of leadership effectiveness
c. Fiedler’s contingency theory of leadership effectiveness
d. Normative decision model

Answer 31

Fiedler’s contingency theory of leadership effectiveness

Question 32

Which attitude or behavior is recommended to successfully lead a business through crisis?
a. After a major crisis, the leader should take time to consult with a variety of experts before taking immediate action.
b. Leaders should recognize that they may need to re-evaluate company values during times of crisis.
c. A leader should encourage workers to take time off and adjust their hours to give them time to process what happened and recover from the crisis.
d. A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling.

Answer 32

A leader should provide employees with opportunities to talk about what happened, such as holding group meetings to discuss the crisis or arranging for grief counseling.

Question 33

In situations of high control or low control, leaders with a task-motivated style are more effective:
a. Leader-Member Exchange Theory
b. Fiedler’s Contingency Theory
c. Path-Goal Theory
d. Normative Decision Model

Answer 33

Fiedler’s Contingency Theory

Question 34

Managers are more likely to act as servant leaders toward subordinates with whom they have high-quality exchanges.,
a. Leader-Member Exchange Theory
b. Fiedler’s Contingency Theory
c. Path-Goal Theory
d. Normative Decision Model

Answer 34

Leader-member exchange theory

Question 35

When development of group members is a high priority, the leader or manager relies more on the group to make a decision even if the process is time consuming.,
a. Leader-Member Exchange Theory
b. Fiedler’s Contingency Theory
c. Path-Goal Theory
d. Normative Decision Model

Answer 35

Normative decision model

Question 36

A manager should choose a leadership style that takes into account the characteristics of the group members and the demands of the task.
a. Leader-Member Exchange Theory
b. Fiedler’s Contingency Theory
c. Path-Goal Theory
d. Normative Decision Model

Answer 36

Path-Goal Theory

Question 37

A leader makes the decision alone and either announces or sells it to the group.,
a. Decide
b. Consult
c. Delegate
d. Facilitate

Answer 37

Decide

Question 38

A leader presents the problem to group members individually or in a meeting, gathers their suggestions, and then makes the decision.,
a. Decide
b. Consult
c. Delegate
d. Facilitate

Answer 38

Consult

Question 39

A leader permits the group to make the decision within prescribed limits.,
a. Decide
b. Consult
c. Delegate
d. Facilitate

Answer 39

Delegate

Question 40

A leader defines the problem to be solved and the boundaries in which the decision must be made.
a. Decide
b. Consult
c. Delegate
d. Facilitate

Answer 40

Facilitate

Question 41

Which is an advantage of practicing high corporate social responsibility?
a. The focus on rationalization to reduce unethical activities
b. Its encouragement of the practice of entitlement
c. The ability to attract high-quality employees
d. Its practice of punishing whistle-blowers

Answer 41

The ability to attract high-quality employees

Question 42

Sadie hires a new manager. In a couple of weeks, she receives reports that the new manager often plays favorites and does not act in a trustworthy manner. However, since Sadie was the one to hire the new manager, she overlooks these flaws because acknowledging them would reflect that she made a hiring mistake. In this scenario, Sadie’s behavior reflects which concept?
a. A sense of entitlement
b. Motivated blindness
c. A post-conventional level of moral development
d. Integrity

Answer 42

Motivated blindness

Question 43

Which example illustrates whistleblowing?
a. Winston adheres to his principles and beliefs irrespective of pressures from his superiors.
b. Angela feels that she is eligible to use company resources for personal purposes because of her seniority.
c. Jacob reports questionable accounting practices in his company to a government officer.
d. Nancy always thinks about how she can do the best for all her colleagues and society in general.

Answer 43

Jacob reports questionable accounting practices in his company to a government officer.

Question 44

Francis, a customer service executive, always greets his customers courteously and tries to make them as comfortable as possible. Which ethical leadership behavior is Francis exhibiting?
a. Building community
b. Integrity in dealing with others
c. Paying attention to all stakeholders
d. Respect for an individual

Answer 44

Respect for an individual

Question 45

Which statement is true of developing an ethical mind?
a. It requires employees to report wrongdoings of organizations to government officials to remain ethical.
b. It requires a leader to focus on receiving external rewards and avoiding punishment.
c. It begins with the belief that retaining an ethical compass is essential to the health of an organization.
d. It involves focusing on the intent of an action rather than on the action itself.

Answer 45

It begins with the belief that retaining an ethical compass is essential to the health of an organization.

Question 46

George, a senior manager in a company, appears to be fair and reasonable when deciding on salary increases and bonuses for his employees. He tries to create an impression of being a good leader who cares for his employees. Which level of moral development is shown by George in the given example?
a. Conventional level
b. Preconventional level
c. Post-conventional level
d. Nonconventional level

Answer 46

Conventional level

Question 47

Authentic leaders are like to display which characteristic?
a. They have a deep commitment to their growth and also that of other stakeholders.
b. They are primarily concerned with receiving external rewards and avoiding punishment.
c. They focus on the intent of an action rather than on the action itself.
d. They tend to lay off valuable employees to reduce payroll costs.

Answer 47

They have a deep commitment to their growth and also that of other stakeholders.

Question 48

Adrian, the owner of a food product export company, must rebuild the image of the company because of unethical practices by some senior employees. These activities resulted in huge layoffs and loss of customers for the company. The trust of shareholders also deteriorated. Which action should Adrian avoid if he wants to make his company ethically and socially responsible?
a. Create a pleasant workplace
b. Have informal training sessions on ethical and social behaviors
c. Engage in social entrepreneurship
d. Impose penalties on whistle-blowers

Answer 48

Impose penalties on whistle-blowers

Question 49

Which statement is true of corporate social responsibility?
a. Company leaders should focus on receiving external rewards and avoiding punishment.
b. Company leaders should work with suppliers to improve physical and mental working conditions.
c. Company leaders should impose severe penalties on whistle-blowers in order to remain ethical.
d. Company leaders should have a level of moral development that makes them look good.

Answer 49

Company leaders should work with suppliers to improve physical and mental working conditions.

Question 50

Tilsiter Inc., a highly profitable industrial group with a large number of businesses, decides to start wastewater treatment plants in various locations as part of its social responsibility initiatives. The firm’s management feels that this initiative would be highly profitable and also generate many employment opportunities. Which concept is illustrated in this scenario?
a. Virtuous circle
b. Preconventional development
c. Rationalization
d. Entitlement

Answer 50

Virtuous circle

Question 51

Michelle, an auditor, firmly believes in honesty and always presents the real findings of auditing processes assigned to her. She continues to be honest despite pressures from her superiors to manipulate results. Which ethical characteristic does Michelle possess?
a. Rationalization
b. Capability
c. Entitlement
d. Integrity

Answer 51

Integrity

Question 52

Craig, a businessman, obtains confidential information on one of his rival companies. The information, if misused, could possibly destroy his rivals. Craig considers what he would advise his son to do if he was in a similar situation. In the given scenario, Craig demonstrates which ethical principle or concept?
a. Universalist principle of disclosure
b. Deontological principle of reversibility
c. Principle of rationalization
d. Utilitarian notion of doing good for the greatest number of people

Answer 52

Deontological principle of reversibility

Question 53

A person’s intuition and common sense
a. How does it smell?
b. Is it fair?
c. Is it right?
d. Who gets hurt?

Answer 53

How does it smell?

Question 54

Deontological theory of justice
a. How does it smell?
b. Is it fair?
c. Is it right?
d. Who gets hurt?

Answer 54

Is it fair?

Question 55

Deontological theory of ethics
a. How does it smell?
b. Is it fair?
c. Is it right?
d. Who gets hurt?

Answer 55

Is it right?

Question 56

The utilitarian notion of attempting to do the greatest good for the greatest number of people
a. How does it smell?
b. Is it fair?
c. Is it right?
d. Who gets hurt?

Answer 56

Who get’s hurt?

Question 57

A self-regulatory mechanism rooted in a person’s sense of what is right and wrong,
a. Moral Identity
b. Motivated blindness
c. Rationalization

Answer 57

Moral identity

Question 58

The tendency to see what one wants to see and miss contradictory information,
a. Moral Identity
b. Motivated blindness
c. Rationalization

Answer 58

Motivated blindnes

Question 59

The tendency to focus on the intent of the action rather than on the action itself
a. Moral Identity
b. Motivated blindness
c. Rationalization

Answer 59

Rationalization

Question 60

Engaging in philanthropy
a. Donating money to charity,
b. Using a market-based method for solving social problems,
c. Using energy from solar panels

Answer 60

Donating money to charity,

Question 61

Using a market-based method for solving social problems,
a. Donating money to charity,
b. Using a market-based method for solving social problems,
c. Using energy from solar panels

Answer 61

Engaging in social entrepreneurship

Question 62

Using energy from solar panels
a. Donating money to charity,
b. Using a market-based method for solving social problems,
c. Using energy from solar panels

Answer 62

Helping to build a sustainable environment