CramX Logo
RegisterLog in
Leadership: Theory and Practice, 7th Edition Test Bank - Document preview page 1

Leadership: Theory and Practice, 7th Edition Test Bank - Page 1

Document preview content for Leadership: Theory and Practice, 7th Edition Test Bank

Leadership: Theory and Practice, 7th Edition Test Bank

Prepare more efficiently with Leadership: Theory and Practice, 7th Edition Test Bank, a study guide designed for quick revision and exam mastery.

Jack Murphy
Contributor
4.7
0
about 1 year ago
Preview (16 of 467 Pages)
100%
Log in to unlock
Page 1 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 1 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor ResourceMultiple Choice1._______________argued that the major activities of management and leadership are played outdifferently; but both are essential to an organizationa. Jagob. Zaleznikc. Kotterd. BassAns: CCognitive Domain: KnowledgeAnswer Location:Leadership and ManagementQuestion Type:MC2. Power is described asa. A relational concern for both leaders and followersb. Use of force over others to manipulate themc. Letting any follower do whateverhe or shewantsd. Forcing people to engage in extreme behaviorsAns: ACognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC3. The “Great Man/Person” trait definition of leadershipa. Is about the interaction between leaders and followersb. Can be learnedc. Is restricted to those with inborn talent, qualities,or characteristicsd. Is about developing leadership skillsAns: CCognitive Domain: KnowledgeAnswer Location:Leadership DescribedQuestion Type:MC4. The four key elements ofthedefinition of leadership used in the text area. Trait, goal, emergent, expert
Page 2 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 2 preview image
Page 3 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 3 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resourceb. Process, influence, group, goalc. Values, ethics, process, performanced. Capability, competency, skill, relationshipAns: BCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC5. In their discussion about management and leadership, Bennis and Nanus said that leadersa. “Do things right”b. “Do the right thing”c. “Do what followers want”d. “Do enough to get the job done”Ans: BCognitive Domain: ComprehensionAnswer Location:Leadership and ManagementQuestion Type:MC6. People in the organization like me because I know what I am doing and share knowledge withfollowers. I havea. Position powerb. Personal powerc. Information powerd. Legitimate powere. Reward powerAns: BCognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC7. Chiefexecutiveofficers of any company havea. Legitimate powerb. Referent powerc. Expert powerd. Personal powere. Emergent powerAns: ACognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC
Page 4 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 4 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource8. I can emerge as the leader in my group project bya. Telling all group members exactly what to dob. Communicating and listening well with group membersc. Sitting at the head of the tabled. Being designated by the instructor as the group leaderAns: BCognitive Domain: ComprehensionAnswer Location:Assigned versus Emergent LeadershipQuestion Type:MC9.Kellerman argues that in the last forty years there has been a shift in leadership power froma. Shared power to top down powerb. Leader dominated power to shared power with followersc. Follower dominated power to shared power with leadersd. Referent power focus to coercive power focusAns: BCognitive Domain:AnalysisAnswer Location:Leadership and PowerQuestion Type:MC10. Information power isa. Associated with having formal job authorityb. Based on followers liking of their leaderc. Derived from having the ability to provide rewardsd. Focused on the social contract between leaders and followerse. Derived from possessing knowledge that others want or needAns: ECognitive Domain: KnowledgeAnswer Location:Leadership and PowerQuestion Type:MC11.Who is said toengageleadership?a. Followersb. Groupsc. Organizationsd. LeadersAns: D
Page 5 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 5 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor ResourceCognitive Domain:AnalysisAnswer Location:Definition andComponentsQuestion Type:MC12. Who is responsible for the leadership process?a. Followersb. Leadersc. Organizationsd. Followers and leadersAns: DCognitive Domain:AnalysisAnswer Location:Definition and componentsQuestion Type:MC13. The common goals element of the definition of leadership meansa. Leaders and followers have a mutual purposeb. Leaders and followers have similar personalitiesc. Leaders and followers have similar interestsd. Leaders and followers have a mutual desire for powerAns: ACognitive Domain: ComprehensionAnswer Location:Definition and componentsQuestion Type:MC14. The statement “She/he is born to be a leader” suggests aa. Process definition of leadershipb. Trait definition of leadershipc. Gender bias definition of leadershipd. Coercive definition of leadershipAns: BCognitive Domain: ComprehensionAnswer Location:Definition and componentsQuestion Type:MC15. Social identity theory would suggest leadership emergence occurs whena. The group identifies with the leaderb. They acquire the skills to do the job wellc. The group assigns them the role of leader
Page 6 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 6 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resourced. They become most like the group prototypeAns: DCognitive Domain: ComprehensionAnswer Location:Assigned versus Emergent LeadershipQuestion Type:MC16. Coercive leadershipa. Isnot allowing a player to play in competition becausehe or she waslate to practiceb. Isforcing followers to engage in extreme behaviorsc. Is using the influence relationship to affect changed. Is supporting ethical behavior amongst team membersAns: BCognitive Domain:AnalysisAnswer Location:Leadership and CoercionQuestion Type:MC17. Tocoercemeans toa. Influence others toward a common goalb. Influence others to behave ethicallyc. Influence others to do something against their willd. Influence others using positive rewardsAns: CCognitive Domain: ComprehensionAnswer Location:Leadership and CoercionQuestion Type:MC18. Non-leadership isa.A relationalinteraction between agroup of people toward common goalsb.Sharinggoal developmentwithfollowersc.Leadership that is focused on individual goalsd. Leadership that is focused on working with followers to achieve common goalsAns: CCognitive Domain: ComprehensionAnswer Location:Leadership and CoercionQuestion Type:MC19. The primary functions of leadership area. Directing, ruling, encouraging
Page 7 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 7 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resourceb. Aligning, visioning, inspiringc. Building,maintaining, staffingd. Budgeting, controlling, problemsolvingAns: BCognitive Domain: ComprehensionAnswer Location:Leadership and ManagementQuestion Type:MC20. Simonet and Tett (2012) found that management is distinct from leadership bya. Extrinsic motivationb. Intrinsic motivationc. Strategic planningd. Creative thinkingAns: ACognitive Domain: ComprehensionAnswer Location:Leadership and ManagementQuestion Type:MC21. Differences between management and leadership includea. Leaders are emotionally involved,whereas managers have low emotional involvementb. Managers shape ideas,whereas leaders are reactive in solving problemsc. Leaders are unidirectional influencers,whereas managers are multidirectional influencersd. Leaders are controlling,whereas managers are motivatingAns: ACognitive Domain: ComprehensionAnswer Location:Leadership and ManagementQuestion Type:MC22. The primary functions of management area. Producing change and movementb. Producing positive leadership outcomesc. Producing a creative visiond. Producing order and consistencyAns: DCognitive Domain: ComprehensionAnswer Location:Leadership and ManagementQuestion Type:MC
Page 8 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 8 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource23.One key to emergingas a leadera. Is to be perceived by others as likable and knowledgeableb. Is to be forceful in asserting your opinionsc. Is toavoid listening to opposing opinionsd. Is to be perceived by others as commanding and dominantAns: ACognitive Domain: ComprehensionAnswer Location:Assigned versus EmergentQuestion Type:MC24. Which of the following bases of power are considered personalpower?a. Informationb. Referentc. Coercived. Rewarde. LegitimateAns: BCognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC25. Scholarly research and popular work on the nature of leadership exploded in this decadea. 1950b. 1960c. 1970d. 1980Ans: DCognitive Domain: KnowledgeAnswer Location:Leadership DefinedQuestion Type:MC26. The emerging approach called servant leadershipa. Focuses on followers needsb. Focuses on traitsc. Focuses on adapting to solve problemsd. Focuses on spiritualityAns: ACognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC
Page 9 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 9 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource27. Whichway of classifying leadership involves capabilities to make leadershippossible?a. Group processb. Personalityc. Skillsd. PowerAns: CCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC28. The process definition of leadership impliesa. Leadership is linearb. Leadership is one-way, top-downc. Leadership is leadercenteredd. Leadership is reciprocal between leaders and followersAns: DCognitive Domain: KnowledgeAnswer Location:Definition and ComponentsQuestion Type:MC29. Although there are clear differences between management and leadership,a. There is little research to support one or the otherb. Leadership is more valued than managementc. The two constructs overlapd. Management is more valued than leadershipAns: CCognitive Domain: ComprehensionAnswer Location:Leadership and managementQuestion Type:MC30.Argued that leaders and managers are distinct; they are different types of peoplea.Jagob.Zaleznikc.Kotterd.Basse.BurnsAns: B
Page 10 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 10 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor ResourceCognitive Domain: KnowledgeAnswer Location:Leadership and managementQuestion Type:MC31.Leaders' power to provide pay raises and promotions isa.Rewardb.Coercivec.Legitimated.Referente.ExpertAns: ACognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC32.Defining leadership as a process meansa.It is a transactional event.b.It is focused on influence.c. It is an inborn trait or characteristicd.It may only take place in groups.Ans: CCognitive Domain: KnowledgeAnswer Location:Leadership DefinedQuestion Type:MC33.The following isnotone of the classifications for a definition of leadership:a.The focus of group processb.An artistic processc.A behaviord.A personality traite.An instrument of goal achievementAns:BCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC
Page 11 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 11 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource34.The primary functions of management area.Planning, organizing, staffing, and controlling.b.Forming, storming, norming, and reforming.c.Building, breaking down, rebuilding, and maintaining.d.Ruling, listening, adapting, and adjusting.e.Directing, framing, extending, and encouraging.Ans: ACognitive Domain: KnowledgeAnswer Location:Leadership and managementQuestion Type:MC35.Some positive communication behaviors that account for successful leader emergence area.Sense of humor, facial expressiveness.b.Being dominant, speaking frequently.c.Differentiating oneself from the group, challenging group norms.d.Being informed, initiating new ideas.Ans: DCognitive Domain: ComprehensionAnswer Location:Assigned versus EmergentQuestion Type:MC36.Leadership definitions have evolved during the 20thcentury in the following way:a.The trait approach remains the most popular approach over time.b.A leader's power remains a key requirement for goal accomplishment.c.Focus on leadership effectiveness became prominent in the 1970s.d.Leadership research peaked in the 1980s.Ans: DCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC37.Fisher associates all of the following positive communication behaviors with emergentleadership,excepta.Being verbally involvedb.Establishing rolesc.Seeking others' opinionsd.Initiating new ideasAns: B
Page 12 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 12 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor ResourceCognitive Domain: ComprehensionAnswer Location:Assigned versus EmergentQuestion Type:MC38.You are told you need to work weekends. Your supervisor gives you a pay raise in return.What type of power is your supervisor using?a.Referentb.Expertc.Legitimated.Rewarde.CoerciveAns: DCognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC39.Leadership is a phenomenon that takes place in the context of the interaction between leadersand followers. This viewpoint would suggest leadership is accessible by all:a.Rewardb.Referentc.Processd.Traite.LegitimateAns: CCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC40.You really enjoy working for your boss and look up to her or him as a role model. You aremore than willing to work hard for the organization because of your relationship with your boss.This is an example ofa.Legitimate powerb.Coercive powerc.Position powerd.Personal powere.Reward powerAns: DCognitive Domain:ApplicationAnswer Location:Leadership and PowerQuestion Type:MC
Page 13 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 13 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource41.On the way to track practice you get pulled over for speeding. When you arrive to practicelate, the coach makes you run laps. This is an example ofa.Legitimate powerb.Coercive powerc.Expert powerd.Personal powere.Reward powerAns: BCognitive Domain: ComprehensionAnswer Location:Leadership and PowerQuestion Type:MC42.Often leadership occurs within a context where one individual influences a group of others toaccomplish goals. Whichbestdescribes this component of leadership?a.Leadership occurs in groups.b.Leadership involves influence.c.Leadership includes organizations.d.Leadership includes attention to common goals.Ans: ACognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC43.Watson and Hoffman's study on leadership emergence with regard to gender-biasedperceptions would suggesta.Influential women were rated the same as men in terms of leadership.b.Women are much more likeable than men.c.Emergence in leadership has little to do with gender bias.d.There continue to be barriers to women's emergence as leaders in some settings.e.Men are always more influential within groups and organizations.Ans:DCognitive Domain:ApplicationAnswer Location:Assigned versus EmergentQuestion Type:MC
Page 14 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 14 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource44.Kotter suggested that management produces_______ and ________.a.Change and structureb.Vision and orderc.Order and consistencyd.Change and movementAns: CCognitive Domain: KnowledgeAnswer Location:Leadership and managementQuestion Type:MC45.Although there are clear differences between management and leadership,a.There is little research to support one or the other.b.Leadership is more valued than management.c.The two constructs overlap.d.Management is more valued than leadership.Ans: CCognitive Domain:ApplicationAnswer Location:Leadership and managementQuestion Type:MC46.In which way will leadership and power be approached in upcoming chapters?a.As a form of coercion.b.As positional power.c.From the perspective of the follower.d.As a relational concern for both leaders and followers.e.As a tool to be used by the leader.Ans: DCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC47.Understanding the nature of leadership has proved to be quite the challenge for practitionersand researchers becausea.Its appeal is limited to academics and scholars.b.Very little research has been done.c.It has not received much attention.d.It is a highly valued phenomenon that is very complex.Ans: DCognitive Domain: Comprehension
Page 15 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 15 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor ResourceAnswer Location:SummaryQuestion Type:MC48.Your parents and older siblings are all successful elected officials. After graduation, it issuggested by many that you should seek office and, in turn, offer you their support. Which bestdescribes the leadership approach being demonstrated?a. Behavioralapproach to leadershipb.Leadership as a processc.Trait perspectived.Expert powerAns: CCognitive Domain:ApplicationAnswer Location:Leadership DefinedQuestion Type:MC49.As captain of the soccer team, your primary concern is winning games and maintaining thestrength of the team. Your players couldn’tcare less aboutteamwork and just want to win.Which component of leadership would you recommend the leader focus on?a.Rolesb.Common goalsc.Processd.InfluenceAns: BCognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC50.The leader is at the core of group change and activity, representing the backbone of the groupor organization. Leadership is viewed asa.Focus of group processesb.Personality perspectivec.Leadership as an actd.Leadership as a behaviorAns: ACognitive Domain: ComprehensionAnswer Location:Leadership DefinedQuestion Type:MC
Page 16 of 16
Leadership: Theory and Practice, 7th Edition Test Bank - Page 16 preview imagePeter G. Northouse,Leadership: Theory and Practice, Seventh Edition: Instructor Resource51.Jeffrey is thechieffinancialofficer of an established marketing firm. He recently learnedthat the company is going to try to merge with a new firm. He shares this potential merger withonly a few of his mid-level managers he trusts. Jeffrey hasa. Information and referent powerb. Reward and referent powerc. Information and legitimate powerd. Personal and information powerAns: CCognitive Domain:ApplicationAnswer Location:Leadership and PowerQuestion Type:MC52.Coercive leadership is not considered ideal leadership as defined in this text becausea. Influence in leadership includes followers and leaders working toward a common goalb. Process is a part of the definition in both coercion and leadershipc. Forcing and manipulative behaviors are legitimate leadership tacticsd. Coercive leadership involves both individual and common goalsAns: ACognitive Domain:ApplicationAnswer Location:Leadership and PowerQuestion Type:MC53. My boss really does not get the technical aspects of the job my group is trying to complete. Iunderstand the intricacies of the project and my team members come to me with all of theirquestions. What has happened in this work setting?a. I have taken control and power of the groupb. I have undermined my bossc. I have emerged as the team leaderd. My boss is no longer a leaderAns: CCognitive Domain:ApplicationAnswer Location:Emergent and Assigned LeadershipQuestion Type:MC54. Writing about and researching leadership isa. Declining in popularityb. A universally appealing topic
Preview Mode

This document has 467 pages. Sign in to access the full document!

Study Now!

X-Copilot AI
Unlimited Access
Secure Payment
Instant Access
24/7 Support
Document Chat

Document Details

Subject
Business Management
Textbook
Leadership: Theory And Practice by ...

Related Documents

View all
Textbook Guides

Leadership: Theory And Practice, 7th Edition Solution Manual

4.2
00
Solved Assignments

CIS 337 Unit 7 Assignment Final Project Part IV Pr

Class Notes

Analysis of Leadership in Monster Inc

Class Presentation

Evaluation of Alphabet's Mission, Vision, and 8-29

Class Notes

Boundless Management

Solved Assignments

Uncovering the Martha Stewart Tax Scandal Insider

Class Notes

Boundless Business

Solved Assignments

JetBlue Airlines Case Analysis

Class Notes

Effective Speaker Notes Template for BUS 210 Prese

Class Notes

Leading as a Function of Management