1. A business manager needs their subordinates to problem solve in an uncertain an changing environment. That manager might consider which emerging leadership approach?

a. Spiritual leadership

b. Servant leadership

c. Authentic leadership

d. Adaptive leadership

2. A manager who encourages subordinates to take time off from work to recuperate from stressful projects might be utilizing leadership as a ______.

a. relationship

b. behavior

c. skill

d. task

3. Differences in preferred leadership styles and political viewpoints around the world are the result of what?

a. Authority

b. Culture

c. Democracy

d. None of these

4. Demand for effective leadership exists at ______.

a. local, community, and national levels

b. personal and interpersonal levels

c. international levels

d. business and non-profit levels

5. In the face of criticism Mother Teresa responded with strong will, and she was a leader who practiced what she preached. Which trait does this most closely align with?

a. sociability

b. integrity

c. intelligence

d. charisma

6. Which researcher identified 22 values leadership traits after studying 1,700 managers in 62 different cultures?

a. Hofstede

b. Stogdill

c. House

d. Kouzes and Posner

7. Intelligence includes having good language skills, ______ skills, and ______.

a. perceptual; determination

b. critical thinking; confidence

c. perceptual; reasoning ability

d. writing; intensity

8. Which of the following is an outcome of democratic leadership?

a. Efficiency

b. Productive

c. Established goals

d. Cohesiveness

9. In their research on leadership styles, Lewin, Lippitt, and White studied the impact of authoritarian, democratic, and laissez-fair styles on what subject group?

a. Business executives

b. 10-year-old boys

c. College students

d. Laborers

10. A manager initiates one-on-one meetings to get to know their subordinates better and dedicates a portion of each meeting to knowing what their employees are like in their personal lives and needs, and what makes them unique. They are exhibiting relationship leadership through ______.

a. consideration behavior

b. employee orientation

c. concern for people

d. production orientation

11. When a leader organizes work, defines roles and responsibilities, and schedules work activities, they are ______.

a. orienting workers to production means

b. initiating structure

c. showing concern for production

d. teambuilding

12. A master glass blower who focuses on his workers production quality, training, technical skill, and development of new and interesting designs is attending to which label of task leadership?

a. initiating structure

b. production orientation

c. concern for production

d. employee orientation

13. Sarahs company, All About Fit, is looking to expand by adding a mens clothing line to their highly successful womens line. She needs to hire a manager to oversee production and inventory for the line. She should be looking for someone with high ______.

a. technical competence

b. technical competence and interpersonal skills

c. conceptual skills

d. none of these

14. Amanda needs to cut 10% of her operating budget by the end of the fiscal year. She asked her team members to create alternatives to help her do so. She now has five very different solutions, and she needs to select the best one for the team. According to your text, Amanda should ______.

a. selects the solution that causes the least amount of conflict

b. examines the relative strengths and weaknesses of each solution

c. picks the solution that gives her the most benefit personally

d. considers alternatives her team did not bring to the table

15. Marcus collects classic cars. He recently found a 1965 Ford Mustang convertible for sale. The current owner tells him the car makes an odd grinding noise but that he has taken the car to three mechanics and none of them can identify the problem. Even though Marcus is not a mechanic, he knows he can solve the problem, so he buys the car. His strategy is to take the engine apart, clean everything, and put it all back together. Marcus behavior is an example of ______.

a. having a strategic plan

b. identifying the problem

c. taking a risk to solve a problem

d. none of these

16. Juan is running for Student Body President. One of the aspects of his platform is the way parking passes are distributed to students. He believes seniors should be given priority over all other students, with juniors next, then graduate students, with sophomores getting all of the remaining passes. He does not believe freshmen need to have a car, as all freshmen are required to live on campus. As he has spoken to campus organizations, he has repeatedly painted a visual of how much better campus would be under his plan. This is an example of ______.

a. handling conflict

b. creating vision

c. strategic planning

d. managing resources

17. A manager who has particular talents in team building, welcoming new people into the group, supporting direct reports, and keeping and spreading a positive attitude might have developed strengths in which of the domains of leadership strengths?

a. Influencing

b. Relationship building

c. Executing

d. Strategic thinking

18. An employee who is always completing tasks before deadlines and is a dedicated hard worker might have developed strengths in which of the domains of leadership strengths?

a. Executing

b. Influencing

c. Relationship building

d. Strategic thinking

19. An employee of yours consistently offers excellent analysis and is able to quote facts and figures from memory during meetings; and they enjoy this aspect of their work. For this employee, analytical thinking might be considered a ______ in CAPP Strengths.

a. weakness

b. learned behavior

c. realized strength

d. unrealized strength

20. In order to be most effective, a leader should maximize their ______ while minimizing their ______.

a. realized strengths, weaknesses

b. strategic thinking; relationship building

c. unrealized strengths; learned behaviors

d. realized strengths; relationship building

21. What is a common mistake leaders make when it come to their followers?

a. Overlook their strengths

b. Do not spend enough time with them

c. Do not delegate enough work

d. Fail to understand their preference

22. Angela recently revealed a new vision for her organization. At first everyone was on board, but over time it was gotten progressively harder for the members to follow through on their commitments. Yet, Angela knows this is the right move for her organization, so she continues to act out her vision. By doing this, Angela is trying to ______.

a. build credibility with her followers

b. save face from admitting she was wrong

c. shows her followers that she is more important than her followers

d. builds an inclusive organization

23. Setting challenging goals to motivate your team is an example of ______.

a. authoritarian leadership

b. managing people

c. implementing a vision

d. creating a vision

24. Your manager provides you with quarterly reports detailing your departments progress towards meeting the new organizational goals. Over the last year your department has been making sustained progress and your manager stops by to tell you to keep doing what you have been doing since it appears to be working. Your manager is aware that ______.

a. implementing a vision takes time

b. empowering your employees helps build commitment to goals

c. leaders do not work in a vacuum

d. all of these

25. A visions ability to point the way to a new way of doing things better refers to a ______.

a. change

b. map

c. picture

d. challenge

26. A leader can implement the vision by ______.

a. doing it all by themselves

b. demanding change overnight

c. empowering others

d. all of these

27. The goal towards which a group is working, and which provides organization for its activities is its ______.

a. vision

b. strength

c. mission

d. value

28. Which of the following is potentially a negative group norm?

a. not bringing cell phones to a meeting

b. having a business casual Friday

c. allowing side conversations in meetings

d. complimenting co-workers on a job well done

29. Leaders can assist in building cohesiveness by ______.

a. creating a climate of trust

b. becoming authoritarian

c. engaging laissez-faire leadership

d. all of these

30. Employees in a store prefer working for Joe, the day manager, rather than Peter, the night manager. Joe is very careful in how he treats his employees, whereas Peter is brutally honest in his assessment of his employees mistakes. What best describes the behaviors in scenario above?

a. providing structure

b. giving constructive feedback

c. rewarding results

d. establishing norms