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1. Why is it extremely important to develop good competency models for critical leadership positions?

A. Because they become the framework around which all human resource systems are aligned

B. To ensure an organization’s selection process is hiring candidates with the right skills

C. Because they can develop well-researched processes for promoting leadership talent

D. To clarify an organization’s strategy for the next 5–10 years

2. Adopting valid and well-researched processes for hiring, developing or promoting leadership talent is necessary for developing

A. A good competency model

B. A good leadership talent management system

C. A critical leadership position

D. A performance appraisal system

3. What are the leading causes of managerial incompetence?

A. Poor relationships with subordinates

B. Poor performance

C. Poor promotion decisions

D. Poor talent management practices

4. Which of the following assessment techniques is a very poor predictor of leadership effectiveness?

A. Job simulation

B. Personality test

C. Job knowledge test

D. Application blank

5. This is the best and most valid assessment technique for making leadership hiring decisions.

A. Reference check

B. Work sample/skill test

C. Application blank

D. Unstructured interview

6. In _____, applicants are put through a series of leadership potential assessment techniques and only the applicants who “pass” one assessment are allowed to move on to the next.

A. Compensatory approach

B. Qualitative approach

C. Multiple hurdles approach

D. Quantitative approach

7. The interviewers asks the leaders a predetermined set of questions in

A. Panel interviews

B. Structured interviews

C. Semi-structured interviews

D. Unstructured interviews

8. In structured interviews

A. It is difficult to compare the results of interviews from different leaders

B. The interviewer has the latitude to allow the interview to proceed in whatever direction seems appropriate

C. The common set of questions make it much easier to compare different leaders’ skills

D. The interviewer does not follow a predetermined set of questions

9. The ability to control others through the fear of punishment or the loss of valued outcomes is

A. Expert power

B. Reward power

C. Legitimate power

D. Coercive power

10. Policemen giving tickets for speeding is an example of

A. Legitimate power

B. Reward power

C. Coercive power

D. Expert power

11. Followers are more likely to use _____ power to change their leader’s behavior if they have a relatively high amount of referent power with their fellow co-workers.

A. Reward

B. Coercive

C. Legitimate

D. Expert

12. Research findings by French and Raven generally indicates that leaders who relied primarily on _____ and _____ power had subordinates who were more motivated and satisfied, were absent less and performed better.

A. Referent; expert

B. Coercive; referent

C. Expert; reward

D. Reward; legitimate

13. Which of the following statements concerning power and influence is incorrect?

A. Effective leaders typically take advantage of all their sources of power

B. Leaders in well-functioning firms are not influenced by their subordinates

C. Leaders vary in the extent to which they share power with subordinates

D. Effective leaders generally work to increase their various power bases

14. _____ is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends.

A. Influence

B. Personalized power

C. Socialized power

D. Influence tactics

15. The Thematic Apperception Test is a(n)

A. Neuropsychological test

B. Personality inventory

C. Intelligence test

D. Projective personality test

16. The need for power has been found to be positively related to all the following leadership effectiveness criteria, except

A. Success of nontechnical managers

B. Success of technical managers

C. Managers’ performance ratings

D. Managers’ promotion rates

17. As a group, this generation of workers tends to be technologically savvy, independent and skeptical of institutions and hierarchy.

A. The Nexters

B. The Veterans

C. The Baby Boomers

D. The Gen Xers

18. The generation of workers born after 1980 are called the

A. Gen Xers

B. Nexters

C. Baby Boomers

D. Veterans

19. Gen Xers define leadership as

A. Giving employees what they need to work well and comfortably

B. Sitting in meetings and making profound vision statements

C. Creating a level playing field for all

D. Being critical and patronizing of employees

20. Prophet generations

A. Are born during a great war

B. Were born during a cultural renewal

C. Are born after a spiritual awakening

D. Were born after a great war

21. These generational archetypes are born when social idealism and spiritual

agendas among the young foster a revolt against the established institutional order.

A. Prophet generations

B. Nomad generations

C. Hero generations

D. Artist generations

22. These generational archetypes are born after a spiritual awakening, leading to a time of individual pragmatism and national chauvinism.

A. Prophet generations

B. Nomad generations

C. Hero generations

D. Artist generations

23. Artist generations

A. Are born after a spiritual awakening

B. Were born after a great crisis

C. Were born during a cultural renewal

D. Are born during a great crisis

24. Boomers in middle age are

A. A prophet generation

B. A hero generation

C. A nomad generation

D. An artist generation

25. Nexters are

A. An artist generation

B. A hero generation

C. A nomad generation

D. A prophet generation





Leadership: Enhancing The Lessons of Experience


Sixth Edition, 2008

ISBN: 978-0-07-340504-9


XXXXX XXXXX, XXXXX Ginnett, and Gordon Curphy


McGraw-Hill/Irwin, New York, NY, 10020.


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