51. Leaders and followers who possess higher levels of this type of intelligence

51. Leaders and followers who possess higher levels of this type of intelligence

tend to be quick learners and have the ability to make accurate deductions, assumptions and inferences with relatively unfamiliar information.

A. Analytic intelligence

B. Practical intelligence

C. Creative intelligence

D. Social intelligence

52. Students in a school for the mentally challenged did very poorly on

standardized tests yet consistently found ways to defeat the school’s elaborate security system. In this situation the students possessed a relatively high level of

A. Social intelligence

B. Analytic intelligence

C. Practical intelligence

D. Creative intelligence

53. A leader who has a lot of knowledge and experience in leading a

pharmaceutical research team may feel like a duck out of water when asked to lead a major fund-raising effort for a charitable institution. This example illustrates that practical intelligence

A. Is concerned with knowledge and experience

B. Is domain specific

C. Is the ability to learn

D. Is the ability to produce work that is novel

54. The ability to produce work that is both novel and useful is called

A. Practical intelligence

B. Social intelligence

C. Analytic intelligence

D. Creative intelligence

55. Most intelligence and aptitude tests are good examples of

A. Systems thinking

B. Convergent thinking

C. Picture thinking

D. Divergent thinking

56. What is traditionally viewed as creativity and are skills that help people

recognize novel patterns or connections?

A. Practical intelligence

B. Analytic intelligence

C. Synthetic ability

D. Intrinsic motivation

57. What term relates to a component of creative intelligence that deals with

people either preferring to modify what already exists or completely starting over with new solutions?

A. Thinking style

B. Environmental factors

C. Personality factors

D. Analytic intelligence

58. Lower prudence, higher openness to experience and higher surgency scores are related to

A. Intrinsic motivation

B. Personality factors

C. Analytic intelligence

D. Environmental factors

59. Creative people are most likely to focus on

A. The need to meet deadlines

B. Impressing others

C. Making money

D. Solving the problem at hand

60. Which of the following statements concerning 360-degree feedback systems is false?

A. Companies that used 360-degree feedback systems had a 10.6 per cent decrease in shareholder value

B. Most 360-degree feedback systems are designed to make comparisons between people

C. 360-degree feedback are data based and provide good development

feedback

D. It provides insight into self-perceptions and others’ perceptions of

leadership skills

61. Which of the following statements about 360-degree feedback systems is

true?

A. 360-degree feedback results affect behavioral change per se

B. 360-degree feedback are the only sources of “how” feedback for

leadership practitioners

C. 360-degree feedback should be built around an organization’s

competency model

D. It is mandatory for all leaders to receive 360-degree feedback

62. Strategic differences with management and difficulty making strategic

transitions are behaviors exhibited by derailed managers who

A. Have shown inability to develop or adapt to new bosses

B. Have shown inability to build and lead a team

C. Have failed to meet business objectives

D. Have problems with interpersonal relationships

63. Derailed managers exhibiting the derailment pattern that has to do with an inability to build relationships with coworkers are characterized by which of the following?

A. Failure to staff effectively

B. Organizational isolation

C. Lack of hard work

D. Difficulty making strategic transitions

64. What is cited as the most common reason for CEO failure?

A. Making poor decisions concerning which markets to pursue

B. Problems developing a vision or strategy for the company

C. The inability to meet earnings projections

D. Failure to keep promises, commitments or deadlines

65. Which of the following underlies the derailment pattern of the inability of

managers to lead and build a team?

A. The presence of dark side traits

B. Inadequate distribution channels

C. Poor decisions concerning which products to develop

D. Lying about business results

66. As a difference between male-female patterns, females were more likely to

derail because of

A. Their inflexibility

B. Their arrogance

C. Their abrasive interpersonal style

D. Their inability to deal with complex organizational issues

67. The insight component of the development pipeline concerned with

A. On-the-job experiences

B. Providing leaders accurate feedback on their strengths

C. Acquiring new knowledge and skills

D. Working on development goals that matter

68. Seventy to eighty percent of the action steps in a development plan should be

A. Observation

B. Past experience

C. Job related

D. Acquiring new knowledge

69. Which of the following would most likely result in consistently higher effort and performance?

A. Goals that are both specific and difficult

B. Goals that are very difficult to achieve

C. “Do your best” goals

D. Having clear goals

70. Which of the following statements about goals is false?

A. Determining just how challenging to make goals creates a dilemma for

leaders

B. Goal commitment is critical and is often as high as commitment to goals followers helped to set

C. Followers exerted the greatest effort when goals were accompanied by

feedback

D. Easily attainable goals result in higher levels of effort and performance

71. This occurs when leaders articulate high expectations for followers.

A. Hawthorne effect

B. Pygmalion effect

C. Placebo effect

D. Hierarchy effect

72. Leaders who have little faith in their followers’ ability to accomplish a goal are rarely disappointed. This refers to

A. Placebo effect

B. Pygmalion effect

C. Golem effect

D. Hierarchy effect

73. “Motivated performance is the result of conscious choice” is a fundamental assumption of

A. Self-efficacy

B. Expectancy theory

C. Equity theory

D. Goal setting

74. In effort-to-performance expectancy,

A. The follower must determine whether the outcome is sufficiently positive to be worth the time and effort

B. The follower estimates the likelihood of receiving a reward, given that she achieves the desired level of performance

C. The follower must determine the likely outcomes, assuming that the

previous two conditions have been met

D. The follower estimates the likelihood of performing the desired behavior adequately, assuming she puts forth the required effort

75. Personal inputs refer to

A. Skills

B. Recognition

C. Job satisfaction

D. Personal growth