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Question:

Question 1
1. A manager’s role is that of “”information processor, “” whereas a leader’s role is:
to communicate the big picture — the vision.
to serve as a communication champion.
to communicate written information, facts, and dat
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
Discernment involves all EXCEPT:
detecting unarticulated messages hidden below the surface.
paying attention to patterns and relationships.
listening carefully for undercurrents that have yet to emerge.
trying to convince others to agree with a point of view.
Question 4
4. Messages transmitted through action and behavior are called:
nonverbal communication.
channel richness.
discernment.
communication champion.
Question 5
Face-to-face communication can be described as:
the richest form of communication.
the poorest form of communication.
impersonal one-way communication.
having slow feedback.
Question 6
The sender (such as a leader) initiates a communication by _____________ a thought or idea
encoding
decoding
creating “noise” around
channeling
Question 7
7. The guidelines for using email effectively include:
Don’t act like a newspaper reporter.
Say anything negative about a boss, friend, or colleague.
Keep e-mail messages short and to the point.
Use e-mail to start or perpetuate a feud
Question 8
A team has all the following components EXCEPT:
Teams share a goal.
Teams have individual “”stars. “”
Teams are made up of two or more people.
Teams work together regularly.
Question 9
The “”storming”” stage of team development is characterized by:
conflict and disagreement.
orientation.
establishment of order and cohesion.
cooperation and problem solving.
Question 10
Team types do NOT include:
functional teams.
vertical teams.
cross-functional teams.
self-directed teams.
Question 11
11. Using a third party to settle a dispute is:
mediation
groupthink
distributive justice
bargaining
Question 12
The __________________ reflects a high degree of both assertiveness and cooperativeness.
collaborating style
avoiding style
accommodating style
competing style
Question 13
_______________ is the tendency of people in cohesive groups to suppress contrary opinions.
Team dynamics
Groupthink
Mediation
Collective bargaining
Question 14
Interactive leaders tend to be:
competitive
individualistic
consensus builders.
reluctant to share power.
Question 15
Ethnocentrism is the belief that:
one’s culture and subculture are inherently superior to other cultures.
all cultures have value.
everyone in the organization has the same values, beliefs, and motivations.
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:
ethnocentrism.
power distance.
the glass ceiling.
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.
ethnocentrism
discrimination
inclusion
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.
Collectivism
Diversity training
Inclusion
Ethnocentrism
Question 19
When workers admire a supervisor because of her personal characteristics, the influence is based on:
legitimate power.
reward power.
expert power.
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:
referent power.
expert power.
coercive power.
legitimate power.
Question 21
21. The levels of the Domain of Strategic Leadership include all EXCEPT:
strategy.
vision.
mission.
core competence.
Question 22
22. The levels of the Domain of Strategic Leadership include all EXCEPT:
strategy.
vision.
mission.
core competence.
Question 23
23. To determine strategic direction for the future, leaders do all EXCEPT:
use SWOT analysis.
consider trends in technology.
develop industry foresight.
use the Hersey and Blanchard Situational Theory model.
Question 24
24. Situation analysis includes a search for SWOT which includes all EXCEPT:
strategy.
threats.
strengths.
opportunities.
Question 25
25. Mission answers the question:
Where are we headed?
Who are we as an organization?
What are our weaknesses?
What is our situation? “

 

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