Reference no: EM13746243

Question 1. A manager's role is that of "information processor," whereas a leader's role is:

o to communicate the big picture --- the vision.
o to serve as a communication champion.
o to communicate written information, facts, and dat
o both to communicate the big picture --- the vision and to serve as a communication champion.

Question 2. Being a good listener expands a leader's role in the eyes of others because of all EXCEPT:

o active listening is an ongoing part of a leader's communication.
o total attention is focused on the message.
o a leader concentrates on what to say next rather than on what is being sai
o a good listener finds areas of interest, affirms others, and builds trust.

Question 3. Discernment involves all EXCEPT:

o detecting unarticulated messages hidden below the surface.
o paying attention to patterns and relationships.
o listening carefully for undercurrents that have yet to emerge.
o trying to convince others to agree with a point of view.

Question 4. Messages transmitted through action and behavior are called:

o nonverbal communication.
o channel richness.
o discernment.
o communication champion.

Question 5. Face-to-face communication can be described as:

o the richest form of communication.
o the poorest form of communication.
o impersonal one-way communication.
o having slow feedback.

Question 6. The sender (such as a leader) initiates a communication by _____________ a thought or idea

o encoding
o decoding
o creating "noise" around
o channeling

Question 7. The guidelines for using email effectively include:

o Don't act like a newspaper reporter.
o Say anything negative about a boss, friend, or colleague.
o Keep e-mail messages short and to the point.
o Use e-mail to start or perpetuate a feud

Question 8. A team has all the following components EXCEPT:

o Teams share a goal.
o Teams have individual "stars."
o Teams are made up of two or more people.
o Teams work together regularly.

Question 9. The "storming" stage of team development is characterized by:

o conflict and disagreement.
o orientation.
o establishment of order and cohesion.
o cooperation and problem solving.

Question 10. Team types do NOT include:

o functional teams.
o vertical teams.
o cross-functional teams.
o self-directed teams.

Question 11. Using a third party to settle a dispute is:

o mediation
o groupthink
o distributive justice
o bargaining

Question 12. The __________________ reflects a high degree of both assertiveness and cooperativeness.

o collaborating style
o avoiding style
o accommodating style
o competing style

Question 13. _______________ is the tendency of people in cohesive groups to suppress contrary opinions.

o Team dynamics
o Groupthink
o Mediation
o Collective bargaining

Question 14. Interactive leaders tend to be:

o competitive
o individualistic
o consensus builders.
o reluctant to share power.

Question 15. Ethnocentrism is the belief that:

o one's culture and subculture are inherently superior to other cultures.
o all cultures have value.
o everyone in the organization has the same values, beliefs, and motivations.
o everyone in the organization has the same attitudes about work and life.

Question 16. The invisible bar that separates women and minorities from top leadership jobs is called:

o ethnocentrism.
o power distance.
o the glass ceiling.
o uncertainty avoidance.

Question 17. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.

o ethnocentrism
o discrimination
o inclusion
o uncertainty avoidance

Question 18. ____________is designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace.

o Collectivism
o Diversity training
o Inclusion
o Ethnocentrism

Question 19. When workers admire a supervisor because of her personal characteristics, the influence is based on:

o legitimate power.
o reward power.
o expert power.
o referent power.

Question 20. If Paul, a salesman, does not perform as well as expected, his supervisor can put a negative letter in his file. This is an example of:

o referent power.
o expert power.
o coercive power.
o legitimate power.

Question 21. The levels of the Domain of Strategic Leadership include all EXCEPT:

o strategy.
o vision.
o mission.
o core competence.

Question 22. The levels of the Domain of Strategic Leadership include all EXCEPT:

o strategy.
o vision.
o mission.
o core competence.

Question 23. To determine strategic direction for the future, leaders do all EXCEPT:

o use SWOT analysis.
o consider trends in technology.
o develop industry foresight.
o use the Hersey and Blanchard Situational Theory model.

Question 24. Situation analysis includes a search for SWOT which includes all EXCEPT:

o strategy.
o threats.
o strengths.
o opportunities.

Question 25. Mission answers the question:

o Where are we headed?
o Who are we as an organization?
o What are our weaknesses?
o What is our situation?