chapter 01 what does it mean to be a leader

8/9/2019 Chapter 01 What Does It Mean to Be a Leader

1/34

1. Leadership involves maintaining the status quo, not creating change.

a. True

b. False

ANSWER: False

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

Leadership is reciprocal. The people involved in the relationship want substantive

changes -leadership involves creating change, not maintaining the status quo.

1

Easy

p. 5

LEARNING OBJECTIVES: LEA.AFT.l5.!".! 1

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#nited $tates - A- $/* Leadership &rinciples

The 0eed +or Leadership

%loom1s* nowledge

igital story* Engage

". The qualities needed +or e++ective leadership are the same as those needed to be an

e++ective +ollower.

a. True

b. False

ANSW

ER:

RATIO

NALE:

POINT

S:

DIFFIC

ULTY:

REFERE

NCES:

True

A stereotype is that leaders are somehow di++erent, that they

are above others2 however, in reality, the qualities needed

+or e++ective leadership are the same as those needed to be

an e++ective +ollower.1

3oderate

p. 6

LEARNING OBJECTIVES: LEA.AFT.l5.!".! 1

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%#$&'()* 'e+lective Thining

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#nited $tates - A-

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&rinciples

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4. At present, social connectedness and mobility are the central aspects o+ every leader1s ob.

a. True

b. False

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ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

True

$ocial connectedness and mobility are becoming central aspects o+ every leader1s ob.

I

Easyp. 7

LEARNING OBJECTIVES: LEA.AFT.l5.!".!

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The 0ew 'eality +or Leaders

%loom1s* nowledge


7. n a hyperconnected, networed age, competition becomes more important than collaboration.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

False

n a hyperconnected, networed age, collaboration becomes more important than

competition. $uccess+ul leaders harness and mae the most o+ ideas, talent, and

resources +rom across boundaries o+ all inds.

I

Easy

p. 8!

LEARNING OBJECTIVES: LEA.AFT.l5.!".!"

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%loom1s* /omprehension

igital story* /onnect


4/34

9. A derailed manager has the ability to see the big picture when promoted into a general management position.

a. True

b. False

ANSWER: False

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

A hero leader may mae more risy and daring decisions, o+ten without considering the

greater good, whereas a humble leader will see advice and tae time to thin through

the possible consequences o+ his or her actions.

I

Easy

p. 12


NATIONAL STANDARDS: #nited $tates- %#$&'()* 'e+lective Thiniing-%#$&'()* 'e+lective Thining

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The

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Lead

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:. erailed managers are people who reached a plateau, were +ired, or were +orced to

retire early, and later e;celled in a +unctional area.a. True

b. False

ANSW

ER:

RATIO

NALE:

POINTS: DIFFICULTY: REFERENCES:


5/34

5. A humble leader may mae more risy and daring decisions, whereas a hero leader will see advice.

a. True

b. False

ANSWER: FalseF

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to retire

early.

I

3oderate

p.21

LEARNING

OBJECTIVES:

LEA.AFT.l5.!8.!4

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Thin-%#$&'()*

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Leadership

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RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

#nsuccess+ul managers are o+ten insensitive and critical, not trustworthy, do not learn

+rom +eedbac and mistaes, can1t build and develop the right teams, and are unable to

see the big picture when promoted into a general management position.

1

3oderate

p."8

LEARNING OBJECTIVES: LEA.AFT.85.!8.!4

NATIONAL STANDARDS: #nited $tates- %#$&'()* 'e+lective Thin-

%#$&'()* Analytic

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#nited $tates - AK- $/* Leadership &rinciples

Leadership /an %e Learned

%loom1s* nowledge


8. The best leaders, at all levels, are those who are genuinely interested in other

people and +ind ways to bring out the best in them.

a. True

b. False

ANSW

ER:

RATIO

NALE:

POINTS:

DIFFIC

ULTY:

REFERE

NCES:

True

The best leaders, at all levels, are those who are genuinely

interested in other people and +md ways to bring out the

best in them. $uccess+ul organi


7/34

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8/34

=. 3anagers and leaders are inherently di++erent types o+ people as leadership and management cannot go hand-in

hand.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

False

3anagers and leaders are not inherently di++erent types o+ people. Leadership cannot

replace management2 the two have to go hand-in-hand.

1

3oderate

p. 84-87

LEARNING OBJECTIVES: LEA.AFT.85.!".!7

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>ow Leadership i++ers +rom 3anagement

%loom1s* nowledge


8!. 3anagement is concerned with communicating the vision and developing a shared culture and set o+ core values that

can lead to the desired +uture state.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

False

Leadership is concerned with communicating the vision and developing a shared culture

and set o+ core values that can lead to the desired +uture state. ?hereas the vision

describes the destination, the culture and values help de+ine the ourney toward it so that

everyone is lined up in the same direction.

1

3oderate

p. 85

LEARNING OBJECTIVES: LEA.AFT.85.!".!7


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%loom1s* nowledge



9/34

88. n terms o+ relationships, management +ocuses on getting the most results out o+ people so that production goalsare achieved.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

True

n terms o+ relationships, management +ocuses on getting the most results out o+ people

so that production goals are achieved and goods and services are provided to

customers in a timely manner.

1

3oderate

p. 85

LEARNING OBJECTIVES: LEA.AFT.l5.!".!7


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%loom1s* nowledge


8". The role o+leadership is to motivate people through rewards and punishments.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

False

Leadership relies on in+luence which is less liely to use coercion. The role o+

leadership is to attract and energi


10/34

84. Leadership sills and qualities can be learned solely from a te;tboo

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

False

Leadership is an art because many leadership sills and qualities cannot be learned

+rom a te;tboo. It taes practice and hands-on e;perience, as well as intense personal

e;ploration and development.

1

3oderate

p.23

LEARNING OBJECTIVES: LEA.AFT.l5.!8.!:


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3astering the Art and $cience o+ Leadership



14. Leaders in+luence people to change by providing an inspiring vision o+ the +uture and shaping the culture and values

needed to attain it.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

True

n+luence theories o+ leadership e;amine in+luence processes between leaders and

+ollowers. Leaders in+luence people to change by providing an inspiring vision o+ the

+uture and shaping the culture and values needed to attain it.

1

Easy

p. 8@



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Evolving Theories o+ Leadership

%loom1s* nowledge



11/34

85. According to the relational theories o+ leadership, interpersonal relationships are seen as the most important +acet o+

leadership e++ectiveness.

a. True

b. False

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

True

According to the relational theories o+ leadership, interpersonal relationships are seen as

the most important +acet o+leadership e++ectiveness. Leadership is viewed as a

relational process that meaning+ully engages all participants and enables each person to

contribute to achieving the vision.

1

Easy

p. 8@



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%loom1s* nowledge


8:. denti+y the correct statement regarding leadership.

a. Leadership involves administrative paperwor.

b. Leadership involves noncoercive in+luence.

c. Leadership involves unidirectional in+luence.

d. Leadership involves maintaining the status quo.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

b

Leadership involves in+luence2 it occurs among people2 those people intentionally desiresigni+icant changes2 and the changes re+lect purposes shared by leaders and +ollowers.

n+luence means that the relationship among people is not passive2 however, also

inherent in this de+mition is the concept that in+luence is multidirectional and

noncoerc1ve.

1

3oderate

p. 5



STATE STANDARDS:

TOPICS:

KEYWORDS:

NOTES:

#nited $tates - A- $/* Leadership &rinciplesThe 0eed +or Leadership




12/34

89. ?hich o+ the +ollowing statements is true o+ people involved in the leadership relationship

a. They share a passive relationship.

b. They see changes dictated by leaders.

c. They intentionally desire signi+icant changes.

d. They use coercion to bring about change.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

c

Leadership involves in+luence2 it occurs among people2 those people intentionally desiresigni+icant changes2 and the changes re+lect purposes shared by leaders and +ollowers.

1

Easy

p. 5



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8@. An important aspect o+leadership is*

a. dictating changes required in an organi


13/34

8=. ?hich o+ the +ollowing statements is a stereotype aboutleaders

a. Leaders are di++erent and above others.

b. All leaders are sometimes +ollowers as well.

c. Leaders should not commit to something outside their own sel+-interest.

d. Leadersneednotnowhowto+olloworsetane;arnple+oro8hers.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

a

A stereotype is that leaders are somehow di++erent, that they are above others2

however, in reality, the qualities needed +or e++ective leadership are the same as those

needed to be an e++ective +ollower.

1

3oderate

p. 6



STATE STANDARDS:

TOPICS:

KEYWORDS:

NOTES:


The 0eed +or Leadership%loom1s* /omprehension


"!. It becomes easier +or people to see their own opportunities +or leadership when they*

a. start seeing leaders as individuals who are above others.

b. understand that the concept o+ leadership cannot continue to develop.

c. stop equating leadership with greatness and public visibility.

d. comprehend that leadership involves maintaining the statns quo.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

c

?hen people stop equating leadership with greatness and public visibility, it becomes

easier to see their own opportunities +or leadership and recogni


14/34

"8. ?hich o+ the +ollowing is a characteristic o+ old paradigm leaders

a. They are +acilitators.

b. They are humble.

c. They are collaborators.

d. They are diversity avoiders.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

d

'e+er to E;hibit 8.". (ld paradigm leaders are diversity avoiders. 3any o+today1sorgani


15/34

"4. $teve leads the administrative department o+ 3ayo &vt. Ltd. >e encourages people to per+orm to their

ma;imum potential by providing support and regular +eedbac. >e ensures that the opinions o+ his team

members are considered be+ore a decision is taen. >e does not believe in rigidity and inviolate

procedures. n the conte;t o+ the given scenario, $teve holds that*

a. wealthy employees should be given more power.

b. people at the bottom o+8he mganiuman capital is becoming more important than +mancial capital, which increases the

power o+ employees. $uccess today depends on the intellectual capacity o+ all

employees.

I

/hallenging

p.9


NATIONAL STANDARDS: #nited $tates- %#$&'()* Analytic

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%loom1s* Application

igital story* &er+orm

"7. ?hich o+ the +ollowing statements is true o+ leaders who wor collaboratively

a. They learn to eep the lines o+ communication open.

b. They wield their authority rather than using in+luence.

c. They encourage internal competition and aggressiveness.

d. They hoard power rather than share it.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

a

Leaders with a collaborative mindset learn to eep the lines o+ communication open

and use in+luence rather than wielding their authority to quell harm+ul politicing, get

buy-in on important matters, and move things +orward.

I

3oderate

p. 8!



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16/34

"5. aniel, a management pro+essor, wants to e;plain why a new paradigm leader is a +acilitator rather than

being a controller. ?hich o+ the +ollowing is the correct reason

a. The most important element o+ an organi


17/34

"9. Erica, a team manager, was nown +or heading proects with diligence and conscientiousness. >owever, she was

insensitive and e;cessively ambitious. $he did not tae +eedbac in a constructive manner. As a result, this prevented

her +rom moving +orward in terms o+ her career since she had problems communicating with her team members and

motivating them. n the conte;t o+ the given scenario, which o+ the +ollowing phenomenon does Erica e;perience

a. /ommunication apprehension

b. Fear-based motivation

c. &aradigm change

d. eraihnent

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

d

eraihnent re+ers to a phenomenon in organi


18/34

"=. E;ecutive coaches*

a. help leaders develop emotional distance +rom their +ollowers.

b. encourage leaders to con+ront their +laws that inhibit e++ective leadership.

c. intentionally value stability over change.

d. help people through the transition to an old paradigm o+ e++ective leadership.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

b

E;ecutive coaches encourage leaders to con+ront their own +laws and hang-ups thatinhibit e++ective leadership, and then help them develop stronger emotional and

interpersonal sills.

I

3oderate

p."4

LEARNING OBJECTIVES: LEA.AFT.l5.!8.!4


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4!. 3anagers and leaders are di++erent because*

a. managers promote noncon+ormity while leaders promote con+ormity.

b. managers ma;imi


19/34


20/34

44. ?hich o+ the +ollowing is a personal quality o+leaders

a. Emotional distance

b. >umility

c. /on+ormity

d. nsight into organi


21/34

45. Fred, the president o+ /hoice nc., is providing general guidelines to managers in his organiave the courage to admit mistaes and doubts.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

d

3anagement means providing answers and solving problems, whereas leadership

requires the courage to admit mistaes and doubts, to listen, and to trust and learn +rom

others.

I

3oderate

p. 85



STATE STANDARDS:

TOPICS:

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NOTES:



%loom1s* Application

igital story* &er+orm

4:. 3elanie has been promoted as the operations head o+ Ape; nc. $he aims to lead the organi


22/34


23/34

4=. The belie+ that leaders were born with certain natural abilities o+ power and in+luence characteri


24/34

78. n Leadership Era ", o+leadership wored because leaders could analy


25/34

74. ?hich o+ the +ollowing statements is true o+ Leadership Era 7

a. This is the era o+ )reat 3an leadership and the emphasis on personal traits o+ leaders.

b. This era may be conceptuali


26/34

75. 3any people have never tried to be a leader because*

a. they do not have leadership sills.

b. they lac the personality traits necessary +or leadership.

c. they have no understanding o+ what leaders actually do.

d. leadership requires e;ecutive coaching.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

c

3any people have never tried to be a leader because they have no understanding o+what leaders actually do. The chapters in this boo are designed to help one gain a +irm

nowledge o+ what leadership means and some o+ the sills and qualities that mae a

good leader.

I

3oderate

p."7



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7:. Leadership involves in+luence that ismultidirectional and

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

noncoercive

Leadership involves in+luence2 it occurs among people2 those people intentionally desire

signi+icant changes2 and the changes re+lect purposes shared by leaders and +ollowers.n+luence means that the relationship among people is not passive2 however, also

inherent in this de+mition is the concept that in+luence is multidirectional and

noncoerc1ve.

I

Easy

p. 5



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%loom1s* nowledge



27/34

79. Leadership is a activity.

ANSWER:

RATIONALE:

POINTS:

DIFFICULTY:

REFERENCES:

people

Leadership is a people activity and is distinct +rom administrative paperwor or

planning activities. Leadership occurs among people2 it is not something done to people.

I

Easy

p. 5



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%loom1s* nowledge


7@. can be de+ined as the attairnnent o+ organiow Leadership i++ers +rom 3anagement

%loom1s* nowledge



28/34


29/34

5". o+leadership emphasi


30/34


31/34

5:. %rie+ly describe how all leaders are sometimes +ollowers as well.

ANSWER:

POINTS:

DIFFICULTY:

REFERENCES:

Followers are an important part o+ the leadership process, and all leaders are

sometimes +ollowers as well. )ood leaders now how to +ollow, and they set an

e;ample +or others. The issue o+ intention or will means that people-leader and

+ollowers-are actively involved in the pursuit o+ change. Each person taes personal

responsibility to achieve the desired +uture.

I

3oderate

p. 6



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59. %rie+ly e;plain why leaders o+ today promote diversity in organi


32/34

5@. %rie+ly describe some o+ the characteristics o+ derailedmanagers.

ANSWER:

POINTS:

DIFFICULTY:

REFERENCES:

erailed managers +ail to meet business obectives because they spend too much time

promoting themselves rather than woring. They are overly ambitious and sel+ish and

may not +ollow through on promises. They are o+ten insensitive and critical,

not8rnstwotthy, donotlearn+rorn+Blbacandrnistae2 , cant build and develop8he right teams, and

are unable to see the big picture when promoted into a general rnanagernentposition

I

3oderate

p.21



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%loom1s* nowledge


5=. %rie+ly e;plain why leadership is an art as well as a science.

ANSWER:

POINTS:

DIFFICULTY:

REFERENCES:

Leadership can be learned, but it is important to remember that leadership is both an art

and a science. It is an art because many leadership sills and qualities cannot be

learned +rom a te;tboo. Leadership taes practice and hands-on e;perience, as well

as intense personal e;ploration and development. >owever, leadership is also a science

because a growing body o+ nowledge and obective +acts describes the leadership

process and how to use leadership sills to attain organi


33/34

:!. %rie+ly e;plain the importance o+ studying leadership.

ANSWER:

POINTS:

DIFFICULTY:

REFERENCES:

nowing about leadership research helps people analy


34/34

:4. )ive an overview o+ the various leadership theories and the +our leadership eras.

ANSWER:

POINTS:

DIFFICULTY:

REFERENCES:

pp. 89-"!

1

3oderate

p. 89-"!


NATIONAL STANDARDS: #nited $tates- %#$&'()* AnalyticSTATE STANDARDS:

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chapter 01 what does it mean to be a leader

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