Chat with us, powered by LiveChat BAM 550 – Leadership Set-1 Exam | Gen Paper

BAM 550 – Leadership Text: Leadership: Enhancing The Lessons of Experience Authors: Sixth Edition, 2008 ISBN: 978-0-07-340504-9 Richard Hughes, Robert Ginnett, and Gordon CurphyLeadership Multiple Choice Questions (Enter your answers on the enclosed answer sheet) Which of the following statements concerning the rational and emotional aspects of leadership is false? Leaders can use rational techniques and/or emotional appeals in order to influence followers Leadership includes actions and influences based only on reason and logic Aroused feelings can be used either positively or negatively Good leadership involves touching others’feelings 2. To many, the word management suggests Dynamism Risk-taking Efficiency Creativity 3. According to the text, leadership is often more associated with Consistency Planning Paperwork Change 4. This is a conventional distinction made between managers and leaders. Managers maintain while leaders develop Managers innovate while leaders administer Managers inspire while leaders control Managers originate while leaders imitate 5. Which of the following statements about leaders versus managers is false? Leadership is a value-laden, activity, management is not Leaders focus on risk taking; managers perform functions such as planning and controlling Leaders are thought to do things right, managers do the right things Leaders develop, managers maintain 6. According to the text, which of the following statements is true? Leadership and management have some unique functions with an area of overlap A good leader can be a good manager, but the reverse is never true Leadership and management are not related Leadership and management are effectively the same for all practical purposes 7. What best describes the leader-follower relationship? The relationship is a one-way street Leadership and followership are the same thing Leadership and followership merge and are linked concepts It is based on the idea of’one-man leadership’ Ideal leaders according to a survey were commonly characterized as all of the following except Honest Competent Forward-looking Cooperative According to a survey research by Judith Rosener, in terms of their leadership experiences, Women tended to describe themselves in transactional terms Men tended to describe themselves in somewhat transformational terms Men influenced others primarily in terms of personal characteristics Women helped subordinates develop commitment for broader goals than their own self-interest What term did Rosener coin to describe how some women leaders encouraged participation and shared power and information, but went far beyond what is commonly thought of as participative management? Autocratic leadership Laissez faire leadership Interactive leadership Transactional leadership11. Women leaders’ interactive leadership style developed Due to their socialization experiences and career paths Because of exchanges with subordinates for services rendered By influencing others primarily through their organizational position and authority Because of their organizational position 12. According to female executives, what is the major factor that prevents senior female executives from advancing to corporate leadership? Lack of significant general management Male stereotyping and preconceptions Inhospitable corporate culture Exclusion from informal networks 13. According to female executives. which of the following factors least prevents women from advancing to corporate leadership? Women not being in the pipeline long enough Exclusion from informal networks Inhospitable corporate culture Lack of significant line experience Most male CEOs attribute the paucity of women in corporate leadership roles to which of the following? Exclusion from informal networks Women not in pipeline long enough Male stereotyping and preconceptions Inadequacies in the quality of experience for the top spots According to a recent study, one of the general factors that explains the shift toward more women leaders is that women themselves have changed. It is evident in all except: A trend toward less stereotypically masculine characterizations of leadership Women’s aspirations and attitudes have become less similar to those of men over time A legislation prohibiting gender-based discrimination at work Changes in organizational norms that put a higher priority on results than an “old boy” networkThe symbolic message often intended by appointment of women to important leadership positions is evidence of the fact that Culture has changed Women themselves have changed Leadership roles have changed Organizational practices have changed Which of the following statements concerning the reflection component of the AOR model is false? Leaders are always aware of the value of reflection in leadership development It is the most neglected component of the AOR model It can provide leaders with a variety of insights into how to frame problems differently A reason for the reflection component to be neglected often may be due to time pressure at work What describes a kind of learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions? Deutero-Iearning Double loop learning Triple-loop learning Single-loop learning Confronting one’s beliefs, inviting others to challenge you and working on personal blind spots are aspects of the process of Attribution Double-loop learning Self-fulfilling prophecy Single-loop learning 20. Mastering __ can be thought of as learning how to learn. Double-loop learning Single-loop learning Deutero-Iearning Triple-loop learningMultiple Choice Questions (Enter your answers on the enclosed answer sheet) Why is it extremely important to develop good competency models for critical leadership positions? Because they become the framework around which all human resource systems are aligned To ensure an organization’s selection process is hiring candidates with the right skills Because they can develop well-researched processes for promoting leadership talent To clarify an organization’s strategy for the next 5-10 years Adopting valid and well-researched processes for hiring, developing or promoting leadership talent is necessary for developing A good competency model A good leadership talent management system A critical leadership position A performance appraisal system 3. What are the leading causes of managerial incompetence? Poor relationships with subordinates Poor performance Poor promotion decisions Poor talent management practices Which of the following assessment techniques is a very poor predictor of leadership effectiveness? Job simulation Personality test Job knowledge test Application blank This is the best and most valid assessment technique for making leadership hiring decisions. Reference check Work sample/skill test Application blank Unstructured interview In —-1 applicants are put through a series of leadership potential assessment techniques and only the applicants who “pass” one assessment are allowed to move on to the next. Compensatory approach Qualitative approach Multiple hurdles approach Quantitative approach 7. The interviewers asks the leaders a predetermined set of questions in Panel interviews Structured interviews Semi-structured interviews Unstructured interviews 8. In structured interviews It is difficult to compare the results of interviews from different leaders The interviewer has the latitude to allow the interview to proceed in whatever direction seems appropriate The common set of questions make it much easier to compare different leaders’ skills The interviewer does not follow a predetermined set of questions The ability to control others through the fear of punishment or the loss of valued outcomes is Expert power Reward power Legitimate power Coercive power 10. Policemen giving tickets for speeding is an example of Legitimate power Reward power Coercive power Expert power Followers are more likely to use __ power to change their leader’s behavior if they have a relatively high amount of referent power with their fellow co-workers. Reward Coercive Legitimate Expert Research findings by French and Raven generally indicates that leaders who relied primarily on __ and __ power had subordinates who were more motivated and satisfied, were absent less and performed better. Referent; expert Coercive; referent Expert; reward Reward; legitimate Which of the following statements concerning power and influence is incorrect? Effective leaders typically take advantage of all their sources of power Leaders in well-functioning firms are not influenced by their subordinates Leaders vary in the extent to which they share power with subordinates Effective leaders generally work to increase their various power bases __ is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends. Influence Personalized power Socialized power Influence tactics 15. The Thematic Apperception Test is a(n) Neuropsychological test Personality inventory Intelligence test Projective personality test The need for power has been found to be positively related to all the following leadership effectiveness criteria, except Success of nontechnical managers Success of technical managers Managers’ performance ratings Managers’ promotion rates As a group, this generation of workers tends to be technologically savvy, independent and skeptical of institutions and hierarchy. The Nexters The Veterans The Baby Boomers The Gen Xers 18. The generation of workers born after 1980 are called the Gen Xers Nexters Baby Boomers Veterans 19. Gen Xers define leadership as Giving employees what they need to work well and comfortably Sitting in meetings and making profound vision statements Creating a level playing field for all Being critical and patronizing of employees 20. Prophet generations Are born during a great war Were born during a cultural renewal Are born after a spiritual awakening Were born after a great war These generational archetypes are born when social idealism and spiritual agendas among the young foster a revolt against the established institutiona I order. Prophet generations Nomad generations Hero generations Artist generationsThese generational archetypes are born after a spiritual awakening, leading to a time of individual pragmatism and national chauvinism. Prophet generations Nomad generations Hero generations Artist generations 23. Artist generations Are born after a spiritual awakening Were born after a great crisis Were born during a cultural renewal Are born during a great crisis 24. Boomers in middle age are A prophet generation A hero generation A nomad generation An artist generation 25. Nexters are An artist generation A hero generation A nomad generation A prophet generation

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