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
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
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
4. Messages transmitted through action and behavior are called:
o nonverbal communication.
o channel richness.
o discernment.
o communication champion.
Question 5
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
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
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
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
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
10. Team types do NOT include:
o functional teams.
o vertical teams.
o cross-functional teams.
o self-directed teams.
Question 11
11. Using a third party to settle a dispute is:
o mediation
o groupthink
o distributive justice
o bargaining
Question 12
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
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
14. Interactive leaders tend to be:
o competitive
o individualistic
o consensus builders.
o reluctant to share power.
Question 15
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
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
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
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
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
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
21. The levels of the Domain of Strategic Leadership include all EXCEPT:
o strategy.
o vision.
o mission.
o core competence.
Question 22
22. The levels of the Domain of Strategic Leadership include all EXCEPT:
o strategy.
o vision.
o mission.
o core competence.
Question 23
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
24. Situation analysis includes a search for SWOT which includes all EXCEPT:
o strategy.
o threats.
o strengths.
o opportunities.
Question 25
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?
