Chap 2+3: Leadership Traits and Skills + Behaviors

A leader who is imaginative, open to trying new methods, and enjoys exploring different perspectives would most likely score high on which two traits?

• A) Openness to Experience and Conscientiousness

• B) Openness to Experience and Extraversion

• C) Conscientiousness and Agreeableness

• D) Extraversion and Neuroticism

Answer: B) Openness to Experience and Extraversion

Explanation: Openness to Experience involves being imaginative and open to new ideas, while Extraversion includes being sociable and enthusiastic about interacting with others. These traits combined suggest a leader who is open to exploring different perspectives and actively engages with others.

What does leadership motivation primarily drive a leader to achieve?

• A) Personal accolades and recognition

• B) Organizational and team goals

• C) Minimal involvement in team activities

• D) Avoidance of responsibilities

Answer: B) Organizational and team goals

Which combination of traits would be least effective in a leadership role that requires consistent decision-making under pressure?

• A) High Openness, High Neuroticism

• B) High Conscientiousness, Low Neuroticism

• C) High Agreeableness, High Conscientiousness

• D) High Extraversion, Low Neuroticism

Answer: A) High Openness, High Neuroticism

Explanation: While Openness can be beneficial for creativity, high Neuroticism may lead to stress and anxiety, making it challenging for a leader to make consistent decisions under pressure. Leaders with high Neuroticism may struggle to maintain composure, which is essential in stressful situations

A person who scores low on Agreeableness and high on Extraversion may exhibit which of the following behaviors?

• A) Cooperatively working with others and easily compromising

• B) Being assertive, persuasive, and often competitive in group settings

• C) Preferring solitude and avoiding social conflicts

• D) Showing high levels of empathy and being considerate of others' feelings

Answer: B) Being assertive, persuasive, and often competitive in group settings

Explanation: Low Agreeableness often results in competitiveness and a tendency to prioritize one's own perspective, while high Extraversion involves assertiveness and sociability. This combination may lead to persuasive and dominant behavior in group settings, but not necessarily cooperative behavior

A leader who is dependable, well-organized, and adheres to deadlines likely scores high on which trait, and what might be a potential downside if this trait is too extreme?

• A) Conscientiousness; difficulty adapting to sudden changes

• B) Extraversion; trouble focusing on individual tasks

• C) Openness; lack of practical focus

• D) Neuroticism; high levels of anxiety

Answer: A) Conscientiousness; difficulty adapting to sudden changes

Explanation: High Conscientiousness indicates reliability and organization, which are beneficial for meeting deadlines and being dependable. However, extremely high levels can make it difficult for leaders to adapt to sudden changes, as they may prefer structure and routine.

Which of the following pairs of traits is most likely to create a harmonious but potentially unassertive work environment?

• A) Low Neuroticism and High Extraversion

• B) High Agreeableness and Low Extraversion

• C) High Conscientiousness and Low Openness

• D) High Agreeableness and Low Neuroticism

Answer: D) High Agreeableness and Low Neuroticism

Explanation: High Agreeableness promotes harmony and cooperation, while low Neuroticism allows for emotional stability. This combination creates a positive, low-conflict environment. However, it may lack assertiveness if too focused on avoiding conflict or pleasing others

A leader who is both self-confident and humble can effectively:

• A) Persuade others without appearing arrogant and make decisions based on informed knowledge

• B) Avoid sharing their opinions and maintain a passive role

• C) Overestimate their abilities and dominate conversations

• D) Show indecisiveness and lack of direction

Answer: A) Persuade others without appearing arrogant and make decisions based on informed knowledge

Explanation: Self-confidence combined with humility allows a leader to inspire trust and appear approachable while leveraging their knowledge to make informed decisions. Humility prevents the confidence from turning into arrogance, making the leader effective and credible.

Which traits are most critical for a leader to effectively manage their own emotions and perceive the emotions of others?

• A) Self-confidence and Integrity

• B) Intelligence and Determination

• C) Emotional Intelligence and Sociability

• D) Knowledge of Business and Leadership Motivation

Answer: C) Emotional Intelligence and Sociability

Explanation: Emotional Intelligence involves perceiving and regulating emotions, essential for effective emotional management. Sociability supports this by facilitating positive interactions and understanding others' emotions, aiding in building strong relationships and managing interpersonal dynamics

A leader with a high need for socialized power focuses on:

• A) Achieving personal power and recognition

• B) Delegating all responsibilities to others

• C) Accomplishing team or organizational goals through empowering others

• D) Avoiding leadership roles due to low ambition

Answer: C) Accomplishing team or organizational goals through empowering others

Explanation: A high need for socialized power reflects a focus on achieving group objectives and motivating others towards common goals. This trait emphasizes leading for the benefit of the organization rather than seeking personal power or recognition.

A leader known for integrity is most likely to:

• A) Make decisions based on convenience rather than ethics

• B) Prioritize honesty and ensure their actions align with their words

• C) Seek credit for team accomplishments

• D) Avoid giving feedback to maintain harmony

Answer: B) Prioritize honesty and ensure their actions align with their words

Explanation: Integrity involves being truthful, ethical, and consistent in one’s actions, which fosters trust among team members. Leaders with high integrity prioritize doing what is right, even if it is not the easiest or most convenient choice.

How does above-average cognitive ability enhance a leader’s effectiveness in problem-solving and decision-making?

• A) It helps them delegate all decisions to subordinates

• B) It enables them to analyze complex problems and foresee potential outcomes

• C) It prevents them from seeking input from others

• D) It allows them to ignore feedback that contradicts their views

Answer: B) It enables them to analyze complex problems and foresee potential outcomes

Explanation: High cognitive ability allows leaders to think critically and strategically, which is crucial for problem-solving and anticipating the consequences of decisions. This ability is essential for making informed and effective leadership decisions.

Which Approach emphasizes abilities that can be learned and developed rather than innate personality traits?

• A) Trait Approach

• B) Situational Approach

• C) Skills Approach

• D) Transformational Approach

Answer: C) Skills Approach

Explanation: The Skills Approach shifts focus from inherent personality traits to skills and abilities that leaders can develop through learning and experience, making leadership more accessible as it’s based on teachable competencies.

According to the Model of Primary Leadership Skills, what are the core leadership skills required for effective problem-solving and performance?

A) Administrative, Interpersonal, Conceptual Skills

B) Problem-Solving, Social Judgment, Knowledge

C) Technical, Human, Conceptual Skills

D) Decision-Making, Analytical, Strategic Skills

Answer: B) Problem-Solving, Social Judgment, Knowledge

Explanation: The core competencies of the Skills Model are problem-solving skills, social judgment skills, and knowledge. These skills enable leaders to effectively address issues and enhance performance.

For top-level management, which combination of skills is most critical according to the Skills Approach?

A) Technical and Human Skills

B) Technical and Conceptual Skills

C) Human and Conceptual Skills

D) Technical Skills only

Answer: C) Human and Conceptual Skills

Explanation: Top-level managers need strong conceptual skills for strategic planning and vision, along with human skills to effectively manage people and maintain organizational culture, while technical skills become less critical at this level.

A company is promoting a leader from a supervisory role to a middle management position. Which shift in skill requirements will likely be most pronounced according to the Three-Skill Approach?

A) Decrease in the need for Human Skills, as the leader will have fewer direct reports

B) Increase in the need for Conceptual Skills to support strategic planning and complex decision-making

C) Greater emphasis on Technical Skills, since middle managers must understand specific tasks in detail

D) Decrease in the need for Conceptual Skills, as these skills are mainly required at top management levels

Answer: B) Increase in the need for Conceptual Skills to support strategic planning and complex decision-making

Explanation: As a leader moves to a middle management position, the need for Conceptual Skills increases because they are now responsible for more strategic decision-making and must consider the broader implications of their actions on the organization.

According to the University of Iowa Leadership styles, which leadership style is most likely to result in rapid decision-making but may lead to employee dissatisfaction?

A) Democratic Leadership

B) Autocratic Leadership

C) Laissez-faire Leadership

D) Team Management

Answer: B) Autocratic Leadership

Explanation: Autocratic Leadership centralizes decision-making power with the leader, allowing for quick decisions. However, this style often results in employee dissatisfaction because team members feel they are not listened to or involved in the decision-making process

Which leadership style would be most appropriate in a situation where diverse ideas are needed to solve a complex problem?

A) Autocratic Leadership

B) Democratic Leadership

C) Laissez-faire Leadership

D) Impoverished Management

Answer: B) Democratic Leadership

Explanation: Democratic Leadership encourages participation and input from team members, making it ideal for situations requiring diverse ideas and collaborative problem-solving. This approach fosters trust and appreciation, though it can be time-consuming

The Leadership Grid

The Leadership Grid identifies different management styles based on concern for people and concern for results. What is the main characteristic of the '1,9 Country-Club Management' style?

A) Focus on productivity with minimal concern for employee satisfaction

B) Balanced approach with equal emphasis on tasks and relationships

C) Prioritization of relationships to create a friendly atmosphere, often at the expense of task completion

D) Minimal effort to maintain organizational membership with little regard for either people or tasks

Answer: C) Prioritization of relationships to create a friendly atmosphere, often at the expense of task completion

Explanation: Country-Club Management emphasizes the needs of people to create a comfortable and friendly work environment, potentially neglecting task accomplishment.

In the Ohio State studies, what are 'initiating structure behaviors' primarily focused on?

A) Building interpersonal relationships among team members

B) Providing a clear framework for task completion and role definition

C) Empowering employees to make their own decisions

D) Creating a relaxed and enjoyable work atmosphere

Answer: B) Providing a clear framework for task completion and role definition

Explanation: Initiating structure behaviors are task-oriented and involve organizing work, defining roles, and scheduling activities to ensure goals are met.

According to the University of Michigan Studies, what is the relationship between employee-oriented behaviors and job performance?

A) Employee-oriented behaviors always lead to higher job performance

B) High employee-oriented behaviors may lead to lower job performance but higher job satisfaction

C) Employee-oriented behaviors have no impact on job performance

D) Employee-oriented behaviors are more effective in high-pressure environments

Answer: B) High employee-oriented behaviors may lead to lower job performance but higher job satisfaction

Explanation: The studies suggest that while employee-oriented behaviors can enhance job satisfaction and lower absenteeism, they might not always correlate with high job performance, as the focus on employee needs could detract from task completion.

Which leadership style is characterized by a low concern for both tasks and relationships, potentially leading to social loafing?

A) Democratic Leadership

B) Laissez-faire Leadership

C) Autocratic Leadership

D) Authority-Compliance Management

Answer: B) Laissez-faire Leadership

Explanation: Laissez-faire Leadership involves minimal involvement from the leader, which can result in social loafing where team members rely on each other without clear direction or motivation, potentially undermining team performance.

In the context of the Leadership Grid, what distinguishes '9,1 Authority-Compliance Management' from '5,5 Middle-of-the-Road Management'?

A) Authority-Compliance Management focuses on achieving high task completion with low concern for employee morale, while Middle-of-the-Road seeks to balance both concerns.

B) Authority-Compliance Management emphasizes employee satisfaction over task completion, while Middle-of-the-Road prioritizes efficiency.

C) Authority-Compliance Management is characterized by high employee involvement, while Middle-of-the-Road is characterized by low employee involvement.

D) Authority-Compliance Management ignores tasks entirely, while Middle-of-the-Road emphasizes achieving work through personal relationships.

Answer: A) Authority-Compliance Management focuses on achieving high task completion with low concern for employee morale, while Middle-of-the-Road seeks to balance both concerns.

Explanation: Authority-Compliance Management is focused on task efficiency at the expense of employee satisfaction, while Middle-of-the-Road Management aims to balance the two, resulting in adequate performance without fully satisfying either concern.

Which leadership behavior is likely to create an environment of trust and respect, as highlighted in the Ohio State studies?

A) Initiating Structure

B) Task-Oriented Leadership

C) Consideration Behaviors

D) Production-Oriented Behaviors

Answer: C) Consideration Behaviors

Explanation: Consideration Behaviors are relationship-oriented and focus on building camaraderie, respect, and trust between leaders and followers, fostering a supportive work environment.

In which scenario would an autocratic leadership style be least effective?

A) Military operations requiring quick, decisive action

B) Manufacturing settings with strict rules and processes

C) Creative industries where innovation and input are crucial

D) Emergency medical situations needing immediate decisions

Answer: C) Creative industries where innovation and input are crucial

Explanation: Autocratic leadership can stifle creativity and input from team members, making it less effective in environments that rely on innovation and collaborative brainstorming, unlike military or emergency settings where rapid decision-making is critical.