Question 1<\/p>\n
1. A manager’s role is that of “information processor,” whereas a leader’s role is:<\/p>\n
to communicate the big picture — the vision.<\/p>\n
to serve as a communication champion.<\/p>\n
to communicate written information, facts, and dat<\/p>\n
both to communicate the big picture — the vision and to serve as a communication champion.<\/p>\n
Question 2<\/p>\n
2. Being a good listener expands a leader’s role in the eyes of others because of all EXCEPT:<\/p>\n
o active listening is an ongoing part of a leader’s communication.<\/p>\n
o total attention is focused on the message.<\/p>\n
o a leader concentrates on what to say next rather than on what is being sai<\/p>\n
o a good listener finds areas of interest, affirms others, and builds trust.<\/p>\n
Question 3<\/p>\n
Discernment involves all EXCEPT:<\/p>\n
detecting unarticulated messages hidden below the surface.<\/p>\n
paying attention to patterns and relationships.<\/p>\n
listening carefully for undercurrents that have yet to emerge.<\/p>\n
trying to convince others to agree with a point of view.<\/p>\n
Question 4<\/p>\n
4. Messages transmitted through action and behavior are called:<\/p>\n
nonverbal communication.<\/p>\n
channel richness.<\/p>\n
discernment.<\/p>\n
communication champion.<\/p>\n
Question 5<\/p>\n
Face-to-face communication can be described as:<\/p>\n
the richest form of communication.<\/p>\n
the poorest form of communication.<\/p>\n
impersonal one-way communication.<\/p>\n
having slow feedback.<\/p>\n
Question 6<\/p>\n
The sender (such as a leader) initiates a communication by _____________ a thought or idea<\/p>\n
encoding<\/p>\n
decoding<\/p>\n
creating \u201cnoise\u201d around<\/p>\n
channeling<\/p>\n
Question 7<\/p>\n
7. The guidelines for using email effectively include:<\/p>\n
Don\u2019t act like a newspaper reporter.<\/p>\n
Say anything negative about a boss, friend, or colleague.<\/p>\n
Keep e-mail messages short and to the point.<\/p>\n
Use e-mail to start or perpetuate a feud<\/p>\n
Question 8<\/p>\n
A team has all the following components EXCEPT:<\/p>\n
Teams share a goal.<\/p>\n
Teams have individual “stars.”<\/p>\n
Teams are made up of two or more people.<\/p>\n
Teams work together regularly.<\/p>\n
Question 9<\/p>\n
The “storming” stage of team development is characterized by:<\/p>\n
conflict and disagreement.<\/p>\n
orientation.<\/p>\n
establishment of order and cohesion.<\/p>\n
cooperation and problem solving.<\/p>\n
Question 10<\/p>\n
Team types do NOT include:<\/p>\n
functional teams.<\/p>\n
vertical teams.<\/p>\n
cross-functional teams.<\/p>\n
self-directed teams.<\/p>\n
Question 11<\/p>\n
11. Using a third party to settle a dispute is:<\/p>\n
mediation<\/p>\n
groupthink<\/p>\n
distributive justice<\/p>\n
bargaining<\/p>\n
Question 12<\/p>\n
The __________________ reflects a high degree of both assertiveness and cooperativeness.<\/p>\n
collaborating style<\/p>\n
avoiding style<\/p>\n
accommodating style<\/p>\n
competing style<\/p>\n
Question 13<\/p>\n
_______________ is the tendency of people in cohesive groups to suppress contrary opinions.<\/p>\n
Team dynamics<\/p>\n
Groupthink<\/p>\n
Mediation<\/p>\n
Collective bargaining<\/p>\n
Question 14<\/p>\n
Interactive leaders tend to be:<\/p>\n
competitive<\/p>\n
individualistic<\/p>\n
consensus builders.<\/p>\n
reluctant to share power.<\/p>\n
Question 15<\/p>\n
Ethnocentrism is the belief that:<\/p>\n
one’s culture and subculture are inherently superior to other cultures.<\/p>\n
all cultures have value.<\/p>\n
everyone in the organization has the same values, beliefs, and motivations.<\/p>\n
everyone in the organization has the same attitudes about work and life.<\/p>\n
Question 16<\/p>\n
The invisible bar that separates women and minorities from top leadership jobs is called:<\/p>\n
ethnocentrism.<\/p>\n
power distance.<\/p>\n
the glass ceiling.<\/p>\n
uncertainty avoidance.<\/p>\n
Question 17<\/p>\n
17. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.<\/p>\n
ethnocentrism<\/p>\n
discrimination<\/p>\n
inclusion<\/p>\n
uncertainty avoidance<\/p>\n
Question 18<\/p>\n
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.<\/p>\n
Collectivism<\/p>\n
Diversity training<\/p>\n
Inclusion<\/p>\n
Ethnocentrism<\/p>\n
Question 19<\/p>\n
When workers admire a supervisor because of her personal characteristics, the influence is based on:<\/p>\n
legitimate power.<\/p>\n
reward power.<\/p>\n
expert power.<\/p>\n
referent power.<\/p>\n
Question 20<\/p>\n
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:<\/p>\n
referent power.<\/p>\n
expert power.<\/p>\n
coercive power.<\/p>\n
legitimate power.<\/p>\n
Question 21<\/p>\n
21. The levels of the Domain of Strategic Leadership include all EXCEPT:<\/p>\n
strategy.<\/p>\n
vision.<\/p>\n
mission.<\/p>\n
core competence.<\/p>\n
Question 22<\/p>\n
22. The levels of the Domain of Strategic Leadership include all EXCEPT:<\/p>\n
strategy.<\/p>\n
vision.<\/p>\n
mission.<\/p>\n
core competence.<\/p>\n
Question 23<\/p>\n
23. To determine strategic direction for the future, leaders do all EXCEPT:<\/p>\n
use SWOT analysis.<\/p>\n
consider trends in technology.<\/p>\n
develop industry foresight.<\/p>\n
use the Hersey and Blanchard Situational Theory model.<\/p>\n
Question 24<\/p>\n
24. Situation analysis includes a search for SWOT which includes all EXCEPT:<\/p>\n
strategy.<\/p>\n
threats.<\/p>\n
strengths.<\/p>\n
opportunities.<\/p>\n
Question 25<\/p>\n
25. Mission answers the question:<\/p>\n
Where are we headed?<\/p>\n
Who are we as an organization?<\/p>\n
What are our weaknesses?<\/p>\n
What is our situation?<\/p>\n","protected":false},"excerpt":{"rendered":"
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