Leadership Experience 7th Edition Daft – Test Bank

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Sample Questions Posted Below

 

 

 

 

1. A mental model is an external picture that does not affect a person’s thoughts and actions.

  a. True
  b. False

 

ANSWER:   False

 

2. Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations.

  a. True
  b. False

 

ANSWER:   True

 

3. It is important for leaders to regard their assumptions as fixed truths rather than temporary ideas.

  a. True
  b. False

 

ANSWER:   False

 

4. The more aware a leader is of his or her assumptions, the less the leader understands how assumptions guide behavior and decisions.

  a. True
  b. False

 

ANSWER:   False

 

5. A manager with a global mindset sees everything from his or her own limited personal or cultural perspective.

  a. True
  b. False

 

ANSWER:   False

 

6. The Pike Syndrome illustrates the power of the conditioning that limits people’s thinking and behavior.

  a. True
  b. False

 

ANSWER:   True

 

7. With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting the dots.

  a. True
  b. False

 

ANSWER:   False

 

8. Leaders who score low in emotional intelligence are typically more effective.

  a. True
  b. False

 

ANSWER:   False

 

9. The emotional state of a leader influences the entire team, department, or organization.

  a. True
  b. False

 

ANSWER:   True

 

10. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization.

  a. True
  b. False

 

ANSWER:   True

 

11. Which of the following statements is true of leading with head and heart?

  a. The whole leader uses both head and heart when creating structure and handling operational issues.
  b. Emotions should not be used in the decision making process in times of uncertainty and rapid change.
  c. It keeps morale and motivation high.
  d. Wise leaders use only their intellect to make decisions.

 

ANSWER:   c

 

12. Working effectively with others requires that individuals:

  a. regard their assumptions as fixed truths rather than temporary ideas.
  b. use fear to motivate others effectively.
  c. draw on subtle aspects of themselves and appeal to those aspects in others.
  d. do not let their emotions and beliefs affect others.

 

ANSWER:   c

 

13. Which of the following will help leaders at MHL Corp keep morale and motivation high when the company faces financial difficulties?

  a. Leading with fear as a powerful motivator
  b. Leading with head and heart
  c. Creating avoidance behavior in employees
  d. Focusing on only the emotional aspect of leading

 

ANSWER:   b

 

14. Which of the following statements is true of mental models?

  a. A leader’s assumptions naturally are not part of his or her mental model.
  b. A leader is usually not aware of his mental models.
  c. Personal values, attitudes, biases, and prejudices can all affect one’s mental model.
  d. A leader creates an effective mental model by viewing the elements of a system as separate components.

 

ANSWER:   c

 

15. An effective leader:

  a. goes along with the traditional way of doing things.
  b. sticks to a mental model that sees everything from one’s own personal perspective.
  c. does not apologize to his or her subordinates.
  d. does not follow his or her assumptions because they led to success in the past.

 

ANSWER:   d

 

16. Assumptions are:

  a. regarded by a leader as fixed truths.
  b. a part of a leader’s mental model.
  c. an expression of the organizational mission.
  d. a personality trait.

 

ANSWER:   b

 

17. Which of the following is a characteristic of leaders who think independently?

  a. They are willing to stand apart.
  b. They interpret data according to preestablished rules.
  c. They determine a course of action based on what others think.
  d. They tend to believe assumptions as “truth.”

 

ANSWER:   a

 

18. Good leadership is about:

  a. interpreting data based on preestablished routines.
  b. blindly accepting rules and labels created by others.
  c. following the rules set by others.
  d. standing up for what one believes is the best for the organization.

 

ANSWER:   d

 

19. To think independently means:

  a. paying attention to outdated information.
  b. staying mentally alert and thinking critically.
  c. thinking of solutions based on preestablished routines or categories.
  d. having the need to win at all costs and in all situations.

 

ANSWER:   b

 

20. Which of the following will help leaders to develop open-mindedness?

  a. They have to maintain strong preconceptions and suspend beliefs and opinions.
  b. They have to stick to mental models that worked in the past.
  c. They have to forget many of their conditioned ideas.
  d. They have to allow their subordinates to do the thinking for them.

 

ANSWER:   c

 

21. The expert mind becomes a danger in organizations because it:

  a. puts aside preconceptions and suspends beliefs and opinions.
  b. forgets many of its conditioned ideas.
  c. rejects new ideas based on past experience and knowledge.
  d. often becomes open to the perspectives of other people.

 

ANSWER:   c

 

22. Which of the following is a characteristic of effective leaders?

  a. They understand the limitations of past experience.
  b. They see the questioning of their ideas as a threat.
  c. They encourage beginners to blindly accept paradoxes.
  d. They advise new employees to openly agree with long-held assumptions.

 

ANSWER:   a

 

23. Which of the following statements is true of systems thinking?

  a. It includes the ability to see the separate elements of a system.
  b. It creates a gap between current reality and the vision of a better future.
  c. It sees diverse perspectives as a threat.
  d. It is a mental discipline for seeing patterns and interrelationships.

 

ANSWER:   d

 

24. Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of _____.

  a. systems thinking
  b. stereotyping
  c. emotional intelligence
  d. personal mastery

 

ANSWER:   d

 

25. Which of the following statements is true of leaders engaged in personal mastery?

  a. They do not challenge assumptions and standard ways of doing things.
  b. They open the gap between current reality and the vision of a better future.
  c. They retain traditional mental models that have been successful in the past.
  d. They break through denial of reality in themselves and others.

 

ANSWER:   d

 

26. Which of the following is an element of personal mastery?

  a. The behavior of accepting what one gets in the future rather than what one wants in the future
  b. The practice of bridging the disparity between current reality and the vision of a better future
  c. The discipline of continually focusing on what one wants as the desired future
  d. The discipline of accepting assumptions and standard ways of doing things

 

ANSWER:   c

 

27. An effective leader lets his or her vision of a better future pull reality toward it by:

  a. reorganizing current activities to work toward the vision.
  b. lowering the vision.
  c. opening the gap between the vision and the reality.
  d. accepting standard ways of doing things.

 

ANSWER:   a

 

28. Leaders working to improve one element of personal mastery can become significantly more effective because:

  a. all leaders score higher than most people on tests of cognitive ability.
  b. all elements of mind prevent shifting of mental models.
  c. all leaders have similar scores in emotional intelligence tests.
  d. all five elements of mind are interdependent.

 

ANSWER:   d

 

29. A key component of leadership is:

  a. accepting the standard way of doing things.
  b. being emotionally connected to others.
  c. regarding assumptions as fixed truths.
  d. employing fear-based motivation.

 

ANSWER:   b

 

30. Which of the following is a basic component of emotional intelligence?

  a. Personal mastery
  b. Clarity of objectives
  c. Self-management
  d. Systems thinking

 

ANSWER:   c

 

31. Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He makes tough decisions by believing his “gut feelings.” He knows how his emotions affect his work; hence, he acts carefully according to them. Which of the following qualities of leaders does Daniel possess?

  a. Social awareness
  b. Self-awareness
  c. Systems thinking
  d. Relationship management

 

ANSWER:   b

 

32. George, the financial manager of a firm, executes his tasks with commitment. He takes his responsibilities seriously. Which of the following characteristics of leaders does George possess?

  a. Adaptability
  b. Empathy
  c. Relationship management
  d. Conscientiousness

 

ANSWER:   d

 

33. Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team’s projects adhere to the company’s high standards. He remains calm when things go wrong and provides resourceful solutions. Which of the following qualities of leaders does Adam display?

  a. Systems thinking
  b. Self-management
  c. Social capital
  d. Self-awareness

 

ANSWER:   b

 

34. Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone. She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does Lily possess?

  a. Empathy
  b. Conscientiousness
  c. Adaptability
  d. Systems thinking

 

ANSWER:   a

 

35. Which of the following is true of people who work in fear-based organizations?

  a. They lead with head and heart.
  b. They often leave the organization.
  c. They take risks and challenge the status quo.
  d. They respect and trust their managers.

 

ANSWER:   b

 

36. When leaders rely on negative emotions such as fear to fuel productive work, they:

  a. may slowly destroy people’s spirits.
  b. remove avoidance behavior.
  c. encourage risk-taking behavior.
  d. destroy the opportunity to blind employees to reality.

 

ANSWER:   a

 

37. Which of the following is a consequence of the fear inspired by some leaders?

  a. Avoidance behavior among employees is eliminated.
  b. Damaging behaviors are avoided.
  c. Employees do not provide feedback.
  d. Employees have positive feelings about their work.

 

ANSWER:   c

 

38. Which of the following statements is true of leading with love?

  a. It encourages people to maintain secrecy and cautiousness.
  b. It attracts people who take risks.
  c. It helps to maintain an emotional distance among people.
  d. It binds employees and the organization to the past.

 

ANSWER:   b

 

39. _____ means questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking.

ANSWER:   Independent thinking

 

40. _____ is a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances.

ANSWER:   Mindfulness

 

41. _____ includes arousing followers’ thoughts and imaginations as well as their ability to identify and solve problems creatively.

ANSWER:   Intellectual stimulation

 

42. _____ enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole.

ANSWER:   Systems thinking

 

43. _____ embodies three qualities—clarity of mind, clarity of objectives, and organizing to achieve objectives.

ANSWER:   Personal mastery

 

44. _____ refers to a person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others.

ANSWER:   Emotional intelligence

 

45. _____ means that leaders who are able to maintain balance and keep themselves motivated are positive role models to help motivate and inspire those around them.

ANSWER:   Emotional contagion

 

46. _____ refers to the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results.

ANSWER:   Organizational awareness

 

47. _____, a component of emotional intelligence, refers to the ability to understand others.

ANSWER:   Social awareness

 

48. The components of emotional intelligence include _____, self-awareness, self-management, and relationship management.

ANSWER:   social awareness

 

49. Organizations driven by _____ are marked by an emphasis on positive interpersonal relationships.

ANSWER:   love

 

50. What are mental models? What is their importance?

ANSWER:   Mental models are theories people hold about specific systems in the world and their expected behavior. A system means any set of elements that interact to form a whole and produce a specified outcome. They are important because leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations.

 

51. Describe the Pike Syndrome. How does it apply to leadership?

ANSWER:   The power of the conditioning that limits our thinking and behavior is illustrated by the Pike Syndrome. In an experiment, a northern pike is placed in one half of a large glass-divided aquarium, with numerous minnows placed in the other half. The hungry pike makes repeated attempts to get the minnows but succeeds only in battering itself against the glass, finally learning that trying to reach the minnows is futile. The glass divider is then removed, but the pike makes no attempt to attack the minnows because it has been conditioned to believe that reaching them is impossible. When people assume they have complete knowledge of a situation because of past experiences, they exhibit the Pike Syndrome, a trained incapacity that comes from rigid commitment to what was true in the past and an inability to consider alternatives and different perspectives.

 

52. Describe systems thinking. What is its importance in leadership?

ANSWER:   Systems thinking is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. With systems thinking, a leader sees the big picture and connects the dots rather than just looking at the dots in isolation. Systems thinking enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole. Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm leaders, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement.

 

53. Explain the interdependence of the elements of mind.

ANSWER:   All five elements of mind are interrelated. Independent thinking and open-mindedness improve systems thinking and enable personal mastery, helping leaders shift and expand their mental models. Since they are all independent, leaders working to improve even one element of their mental approach can move forward in a significant way toward mastering their minds and becoming more effective.

 

54. What are the characteristics of an organization driven by fear?

ANSWER:   An organization can hold many kinds of fear, including fear of failure, fear of change, fear of personal loss, fear of being judged, and fear of the boss. All of these fears can prevent people from doing their best, from taking risks, and from challenging and changing the status quo. Fear gets in the way of people feeling good about their work, themselves, and the organization. It creates an atmosphere in which people feel powerless, so that their confidence, commitment, enthusiasm, imagination, and motivation are diminished. One major drawback of leading with fear is that it creates avoidance behavior because no one wants to make a mistake. Fear in the workplace weakens trust and communication.

 

55. What is a global mindset? Discuss the differences between leaders with and without a global mindset.

ANSWER:   A global mindset can be defined as the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics. A manager with a global mindset can perceive and respond to many different perspectives at the same time rather than being stuck in a domestic mental model that sees everything from one’s own limited personal or cultural perspective.

 

56. “Emotional contagion” means that leaders who are able to maintain balance and motivation positive role models to help motivate and inspire those around them. Discuss and give examples.

ANSWER:   Emotions are contagious. The emotional state of the leader influences the entire team, department, or organization. For example, the energy level of the entire organization increases when leaders are optimistic and hopeful rather than angry or depressed. Therefore, leaders should recognize the importance not only of keeping their own emotions in balance but also of helping others manage negative emotions so they don’t infect the entire team or organization.

 

57. Distinguish between leading with love and leading with fear. Discuss the limitations of leading with fear and the benefits of leading with love.

ANSWER:   Traditional organizations have relied on fear as a motivator. Although fear does motivate people, it prevents people from feeling good about their work and often causes avoidance behavior. Fear can reduce trust and communication so that important problems and issues are hidden or suppressed. Leaders can choose to lead with love instead of fear. Love can be thought of as a motivational force that enables people to feel alive, connected, and energized. People respond to love because it meets unspoken needs for respect and affirmation. Rational thinking is important to leadership, but it takes love to build trust, creativity, and enthusiasm.

 

58. What will happen if Tag’s Inc. continues to make products based on an outdated mental model?

  a. The products compete successfully on the market.
  b. The company becomes vulnerable.
  c. Employees continue to respect and trust the company’s management.
  d. Employees secretly work to develop new products.

 

ANSWER:   b

 

59. When Marney became the team leader, she made an effort to be mindful, a quality that the previous team leader did not have. Being mindful means that Marney will:

  a. be open to new ideas.
  b. encourage team members to work together without conflict.
  c. interact often with team members.
  d. reward team members for superior performance.

 

ANSWER:   a

 

60. Cleo is afraid of being viewed as weak, so she uses only her head when managing her team of employees. Which leadership task is Cleo missing in her management style?

  a. Setting goals
  b. Handling operational issues
  c. Tracking the company’s finances
  d. Developing employees’ skills

 

ANSWER:   d

 

61. Which of the following statements describes a leader practicing critical thinking?

  a. Brenda focused on the most important issues.
  b. Jonah sought different opinions.
  c. Lisa criticized the quality of her employees’ work.
  d. Winston was only pleased when the products his group produced were perfect.

 

ANSWER:   b

 

62. Which of the following components is the most important part of systems thinking?

  a. The individual parts of a system
  b. The complexity of a system
  c. The relationship among the parts that form the system
  d. The entire system rather than the parts

 

ANSWER:   c

 

63. Which of the following actions will inspire employees to put forth their best efforts?

  a. Cecilia threatens employees with job termination.
  b. Joey listens carefully to his employees, making them feel valued.
  c. April sets an example for employees by working long hours, nights, and weekends.
  d. John gives all of his employees the same raise every year.

 

ANSWER:   b

 

 

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