领导科学章节练习整理版.docx

领导科学章节练习整理版.docx

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领导科学章节练习整理版

Chapter1:

LeadershipisEveryone'sBusiness

1:

Someleadershipresearchershavefocusedonthepersonality,physicaltraits,orbehaviorsoftheleader.（T）

2:

Researchersarguethatorganizationalsuccessesandfailuresoftengetfalselyattributedtotheleader,thoughthesituationmayhaveagreaterimpactonhowtheorganizationfunctionsthandoesanyindividual,includingtheleader.（T）

3:

Leadershipisonlyanart,tobelearnedbyemphasizingthepracticeofleadership.（F）

4:

Greatleaderssometimesseemlargerthanlife.（T）

5:

Naturaltalentsorcharacteristicsdonotoffercertainadvantagesordisadvantagestoaleader.（F）

6:

Individualsskepticallyquestionwhetherleadershipcandevelopthroughformalstudy,believingitcanonlybeacquiredthroughactualperformance.（T）

7:

Formalstudyandactualexperiencecomplementeachother.（T）

8:

Peoplewhodoresearchonleadershipactuallyb.

a.agreeonwhatleadershipis.b.disagreeonwhatleadershipis.

c.introduceexamplesofleadership.d.applydefinitions.e.makemistakes.

9:

disacomplexphenomenoninvolvingtheleader,thefollowers,andthesituation.

a.managementb.organizingc.planningd.leadershipe.training

10:

Thebestwayforyoutobegintounderstandthecomplexitiesofleadershipistoseesomeofthewaysleadershiphasbeenc.

a.explainedb.taughtc.definedd.viewede.lookedupon

11:

One'sdefinitionofleadershipmightalsoinfluencejustwhoisconsideredanappropriateeforstudy.

a.teacherb.politicianc.managerd.CEOe.leader

12:

Somemanagersmaybeeffectiveleaderswithouteverhavingtakenacourseortrainingprograminleadership,andsomescholarsinthefieldofleadershipmayberelativelydleadersthemselves.

a.fantasticb.averagec.extraordinaryd.poore.fair

13:

Leadershipinvolvesbothcand__________sidesofhumanexperiences.

a.irrational/logicalb.bias/unbiasc.rational/emotional

d.thought/actione.planning/supervising

14:

Leadershipincludesactionsandinfluencesbasedonreasonandlogicaswellasthosebasedon__________andc.

a.planning/promotingb.executing/denyingc.inspiration/passion

d.timing/administratinge.accepting/rejecting

15:

Afullappreciationofleadershipinvolveslookingatbothsidesofb.

a.leadershippracticesb.humannaturec.genderdifferences

d.employmentopportunitiese.organizationstrategy

16:

Somesayleadershipisfundamentallyavalue-choosing,andthusavalue-leader,activity,whereasmanagementisc.

a.alsob.inbetweenc.notd.excludede.self-sufficient

17:

Leadershipandmanagementcomplimenteachother,andbotharevitaltoorganizationald.

a.strategyb.goalsc.profitsd.successe.outcomes

18:

Recentlybothpractitionersandscholarshaveemphasizedtherelatednessofleadershipand

e.

a.powerb.strategyc.goalsd.managemente.followership

19:

Effectiveleadershipmustpossesssomethingmorethanjustb.

a.managementpracticesb.commonsensec.organizationstrategy

d.emotionalfeelingse.fairpractices

20:

Naturaltalentsorcharacteristicsmayoffercertainadvantagesordisadvantagestoad.

a.managerb.co-workerc.researcherd.leadere.CEO

Chapter2

LeadershipInvolvesanInteractionbetweentheLeader,theFollowers,andtheSituation

1:

Ifweuseonlyleadersasthelensforunderstandingleadership,thenwegetaverylimitedviewoftheleadershipprocess.（T）

2:

Animportantaspectoftheleaderishowheorsheachievedleadershipstatus.（T）

3:

Thenumberoffollowersreportingtoaleaderhasnosignificantimplications.（F）

4:

Thenatureofproblemsfacedbymanyorganizationsisbecomingsocomplexandthechangesarebecomingsorapidthatmoreandmorepeoplearerequiredtosolvethem.（T）

5:

Thedifferencebetweenleadersandmanagers,orbetweenleadershipandmanagementinvolvemorethanjustnamesbetweentypesofindividuals.（F）

6:

Leaderscreateenvironmentswithinwhichfollowers'innovationsandcreativecontributionsarenot

welcome.（F）7:

Managersaremorelikelytoemphasizeroutinizationandcontroloffollowers'behavior.（T）

8:

Managerstendtodeclinethedefinitionsofsituationspresentedtothem.（F）

9:

Perhapsthefirstresearcherformallytorecognizetheimportanceoftheleader,follower,andsituationintheleadershipprocesswasc.

a.ColinPowellb.JosephHellerc.FredFiedlerd.ZigZieglere.AbrahamMaslow

10:

bdescribestwokindsofrelationshipsandhowtheyaffectthetypesofpowerandinfluencetacticsleaderuse.

a.Leader-ManagerExchangeTheoryb.Leader-MemberExchangeTheory

c.Leader-FollowerExchangeTheoryd.Leader-PartnerExchangeTheory

e.Leader-CommitteeExchangeTheory

11:

bfollowersarethe"yespeople"oforganizations.

a.Alienatedfollowersb.Conformistfollowersc.Passivefollowers

d.Pragmatistfollowerse.Exemplaryfollowers

12:

ehabituallypointoutallthenegativeaspectsoftheorganizationtoothers.

a.Conformistfollowersb.Passivefollowersc.Pragmatistfollowers

d.Exemplaryfollowerse.Alienatedfollowers

13:

afollowersdisplaynoneofthecharacteristicsoftheexemplaryfollower.

a.Passiveb.Pragmatistc.Exemplaryd.Alientatede.Conformist

14:

bfollowerspresentaconsistentpicturetobothleadersandcoworkersofbeingindependent,innovative,andwillingtostanduptosuperiors.

a.Pragmatistb.Exemplaryc.Alientatedd.Conformiste.Passive

15:

afollowersarerarelycommittedtotheirgroup'sworkgoals,buttheyhavelearnednottomakewaves.

a.Pragmatistb.Exemplaryc.Alientatedd.Conformiste.Passive

16:

Thenatureoffollowers'motivationtodotheirworkisalsoc.

a.ethicalb.changingc.importantd.suppliede.channeled

17:

aleadership,atrendinhowwomenlead,focusesonachievingresultsthroughenhancingemployees'self-worthandmotivatingthemtoperformatahigherlevel.

a.Interactiveb.Innovativec.Listeningd.Pioneeringe.Challenging

18:

caremorelikelytomotivateotherswithextrinsicconsequences.

a.Leadersb.Followersc.Managersd.Individualse.Interactors

19:

Fairhomn（1991）arguedthatorganizationsmayneedbdifferentkindsofpeopleatthehelm.

a.threeb.twoc.fourd.sixe.eight

20:

Thethreedomainsofleadershipinteractionarea:

a.leader,follower,situationb.manager,leader,follower

c.follower,leader,situationd.noneoftheabovee.alloftheabove

Chapter3:

LeadershipisDevelopedthroughEducationandExperience

1:

Makingthemostofexperienceiskeytodevelopingone'sleadershipability.（T）

2:

Themostproductivewaytodevelopasaleaderistotravelalongthespiralofexperience.（T）

3:

Experienceisnotjustamatterofwhateventshappentoyou;italsodependsonhowyouperceivethoseevents.（T）

4:

Perceptualsetsdonotinfluencewhatweattendtoordonotattendto,whatweobserveordonotobserve.（F）

5:

Anotherperceptionalvariablethatcanaffectouractionsistheself-fulfillingprophecy.（T）

6:

Perhapstheleastimportantcomponentoftheaction-observation-reflectionmodelisreflection.（F）

7:

Anotherwaytoconceptualizereflectioninleadershipdevelopmentinvolvesthinkingframes.（T）

8:

Thepeopleyouassociatewithcanstimulatedevelopmentinmanyways.（T）

9:

Fundamentalattributionerrorisb:

a.atendencytounderestimatedthedispositionalcausesofbehaviorandoverestimatetheenvironmentalcauseswhenothersfail.

b.atendencytooverestimatethedispositionalcausesofbehaviorandunderestimatetheenvironmentalcauseswhenothersfail.

c.atendencytounderestimatethedispositionaloutcomesofbehaviorandoverestimatetheenvironmentalandenrichmentwhenotherssucceed.

d.alloftheabove.e.noneoftheabove.

10:

Self-servingbiasisc:

a.thetendencytomakeexternalattributionsforone'sownsuccess.

b.thetendencytomakeexternalattributionsforone'sowncareerpath.

c.thetendencytomakeexternalattributionsforone'sownfailures,yetmakeinternalattributionsforone'ssuccesses.

d.noneoftheabove.e.alloftheabove.

11:

Theactor/observerdifferencerefersa:

a.tothefactthatpeoplewhoareobservinganactionaremuchmorelikelythantheactortomakethefundamentalattributionerror.

b.tothefactthatpeoplewhoareobservinganactionaremuchmorelikelythantheactortomakethefundamentalmultipleerror.

c.tothefactthatpeoplewhoareobservinganactionaremuchmorelikelythantheactortomakethefundamentalperspectiveerror.

d.alloftheabove.e.noneoftheabove.

12:

Reflectionisimportantbecausea:

a.itcanprovideleaderswithavarietyofinsightsintohowtoframeproblemsdifferently,lookatsituationsfrommultipleperspectivesorbetterunderstandsubordinates.

b.itcanprovideleaderswithlimitedinsightsintohowtoframeproblemsdifferently,lookatsituationsfrommultipleperspectives,orbetterunderstandsubordinates.

c.itcanprovideleaderswithnoinsightsintohowtoframeproblemsdifferently,lookatsituationsfrommultipleperspectives,orbetterunderstandsubordinates.

d.itcantakeoutoftheordinaryexperiencetofocusone'sattentionondevelopmentalchallenges.

e.itwillclarifythevalueofreflection.

13:

Double-looplearninginvolvesa:

a.awillingnesstoconfrontone'sownviewsandaninvitationtootherstodosotoo.

b.akindoflearningbetweentheindividualandtheenvironment.

c.interactionwithothersandtheenvironment.

d.publictestingofideasagainstvalidinformation.

e.learningbetweenthec