exam 2
1. Which of the following is an assumption of Theory Y?
People accept and seek responsibility.
2. An organization that emphasizes common cultural values, beliefs, and objectives while highly collaborative is known as a ______.
Theory Z organization
3. Which of the following is not used to describe authoritarian leadership?
Empowering
4. You step into a new position with management of a team. You notice the team relies heavily on you to set goals, they never offer new ideas, and they depend on you to make all decisions. It is likely that your predecessor used which style of leadership?
Authoritarian
5. Upon interviewing for an internship you notice that the workplace is a positive environment, people seem engaged in their work, and participative in meetings during your time there. The leadership of the office likely engages in ______ leadership.
democratic
6. Laissez-faire leadership has been labeled by some as ______.
nonleadership
7. Theory Y managers believe ______.
the average person is inherently resourceful and people have the capacity to engage in a wide range of goal-setting and problem-solving
8. According to Mazlow’s needs theory, physiological needs
Need to be addressed first
9. The leadership grid weighs the concern for people versus the concern for production. What is the leadership style in which the leader has a high concern for people and low concern for production referred to as?
Country club management
10. Leadership styles are not distinct entities, which means a leader may exhibit ______ style in a given situation.
more than one
11. A manager initiates one-on-one meetings to get to know their subordinates better and dedicates a portion of each meeting to knowing what their employees are like in their personal lives and needs, and what makes them unique. They are exhibiting relationship leadership through ______.
employee orientation
12. A commonality among task leadership behaviors is ______.
influencing people towards goal achievement
13. When would be an appropriate time to use more of a task-oriented leadership style?
Your team is immature and confused about the task.
14. A new manager has been in their role for three months. They take time each day to get to know and socialize with their team and are often meeting with employees to discuss various challenges they are facing. However, work efficiency is down, and project deadlines are not being met. It is likely that this manager is disproportionately ______ in their leadership style.
relationship-oriented
15. Skills like managing the budget, scheduling employees, assigning projects to work groups throughout your organization, and running staff meetings are all examples of ______.
administrative skills
16. Leadership skills refer to ______.
learned competencies to influence others
17. ______ skills are central to creating a strategic plan for an organization.
Conceptual
18. Having an awareness of how people are motivated is a component of ______.
being socially perceptive
19. The underlying premise of emotional intelligence is ______.
being sensitive to your own emotions helps you understand your impact on others
20. Conflict creates a need for and is a result of ______.
change
21. A manager who has particular talents in team building, welcoming new people into the group, supporting direct reports, and keeping and spreading a positive attitude might have developed strengths in which of the domains of leadership strengths?
Relationship building
22. An employee who is always completing tasks before deadlines and is a dedicated hard worker might have developed strengths in which of the domains of leadership strengths?
Executing
23. A colleague who makes time each day to plan and map out what needs to be accomplished, and weekly looks at “the big picture” might have developed strengths in which of the domains of leadership strengths?
Strategic thinking
24. ______ can be defined as the scientific study of what makes life worth living.
Positive psychology
25. An employee of yours consistently offers excellent analysis and is able to quote facts and figures from memory during meetings; and they enjoy this aspect of their work. For this employee, analytical thinking might be considered a ______ in CAPP Strengths.
realized strength
26. Realized strengths are personal attributes that represent ______.
our strongest assets
27. In the CAPP Strengths model, weaknesses are ______.
limiting attributes.
28. The four domains of leadership strengths are executing, influencing, relationship building, and ______.
strategic thinking
29. Because others’ strengths may not always be directly recognizable or observable in their situations, it is important to ______.
find opportunities that will allow unseen strengths to emerge
30. Your strengths represent the best you have to offer in ______ others.
influencing
31. Visions are like a guiding philosophy that provides people with ______.
meaning and purpose
32. “Begin with the end in mind” means ______.
a leader’s actions are governed by their understanding of their goals, values, and mission in life
33. As a rule, a vision is of a situation where people are working productively to achieve ______.
a common goal
34. Moving an organization or system to something more positive in the future refers to which characteristic of a vision?
A change
35. Visions are grounded in ______.
values
36. Visions provide a guiding philosophy for people which gives them ______.
meaning and purpose
37. Having a path to follow so followers know when they are on track and when they have slipped off course refers to which characteristics of a vision?
A map
38. Inspiring people to move beyond the status quo to do something for others is an example of this characteristic of a vision.
Challenge
39. Research shows that people will accept change only if it is ______.
not too different from the current state
40. Linking people to the vision process through the use of inclusive language is an example of ______.
articulating a vision