Test Bank for The Leadership Experience, 8th Edition by Richard L. Daft

TEST BANK FOR
3 3

The3Leadership3Experience38th3Edition3Daft
Chapter 31-15

Chapter31

1. The3leadership3process3is3an3influence3relationship3among3leaders3and3followers3who3intend3real3changes3and3outco
mes3that3reflect3their3shared3purposes.
a. True
b. False
ANSWER: True
RATIONALE: The3leadership3process3is3an3influence3relationship3among3leaders3and3followers3who3inten
d3real3changes3and3outcomes3that3reflect3their3shared3purposes.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.35
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1.13-
3Explain3the3full3meaning3of3leadership3and3see3the3leadership3potential3in3yourself3and3ot
hers.
NATIONAL3STANDARDS: United3States3-3BUSPROG:3Reflective3Thinking
STATE3STANDARDS: United3States3-3AK3-3DISC:3Motivation3Concepts3-3DISC:3Environmental3Influence
TOPICS: 1-13Why3We3Need3Leadership
KEYWORDS: Bloom‘s:3Knowledge

2. Leadership3is3a3people3activity.
a. True
b. False
ANSWER: True
RATIONALE: Leadership3is3a3people3activity3and3is3district3from3administration3paperwork3or3planning3
activities.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: p.35
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1.13-
3Explain3the3full3meaning3of3leadership3and3see3the3leadership3potential3in3yourself3and3ot
hers.
NATIONAL3STANDARDS: United3States3-3BUSPROG:3Reflective3Thinking
STATE3STANDARDS: United3States3-3AK3-3DISC:3Leadership3Principles
TOPICS: 1-13Why3We3Need3Leadership
KEYWORDS: Bloom‘s:3Comprehension

3. A3shared3mindset3that3represents3a3fundamental3way3of3thinking3about,3perceiving,3and3understanding3the3world
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,3is 3called3an3emergent3leader.




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, a. True
b. False
ANSWER: False
RATIONALE: Paradigm3is3a3shared3mindset3that3represents3a3fundamental3way3of3thinking3about,3perceiv
ing,3and3understanding3the3world.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.37
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1.23-
3Describe3the3five3fundamental3transformations 3facing3today‘s 3leaders 3and3organizations.

NATIONAL3STANDARDS: United3States3-3BUSPROG:3Moderate3-3BUSPROG:3Reflective3Thinking
STATE3STANDARDS: United3States3-3AK3-3DISC:3Motivation3Concepts3-3DISC:3Environmental3Influence
TOPICS: 1-23The3New3Reality3for3Leaders
KEYWORDS: Bloom‘s:3Knowledge

4. Leaders3today3must3keep3things3running3on3a3steady,3even3keel3for3the3organization3to3be3successful.
a. True
b. False
ANSWER: False
RATIONALE: In3the3past,3many3leaders3assumed3that3if3they3could3just3keep3things3running3on3a3steady,3
even3keel,3the3organization3would3be3successful.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.310
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1.23-
3Describe3the3five3fundamental3transformations 3facing3today‘s 3leaders 3and3organizations.

NATIONAL3STANDARDS: United3States3-3BUSPROG:3Reflective3Thinking
STATE3STANDARDS: United3States3-3AK3-3DISC:3Motivation3Concepts3-3DISC:3Environmental3Influence
TOPICS: 1-23The3New3Reality3for3Leaders
KEYWORDS: Bloom‘s:3Comprehension

5. A3leadership3principles3adopted3from3the3―Code3of3the3West‖3is3taking3pride3in3your3work.
a. True
b. False
ANSWER: True
RATIONALE: The3Cowboy3Code3or3the3Code3of3the3West3are3basic3values3that3provided3an3informal3cod
e3of3conduct3for3pioneers3settling3the3western3American3frontier3have3been3distilled3into3te
n3principles3that3may3still3be3applicable3to3leaders.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.313
QUESTION3TYPE: True3/3False

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, HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1.23-
3Describe3the3five3fundamental3transformations 3facing3today‘s 3leaders 3and3organizations.
NATIONAL3STANDARDS: United3States3-3BUSPROG:3Reflective3Thinking
STATE3STANDARDS: United3States3-3AK3-
3DISC:3Leadership3Principles

TOPICS: 1-23The3New3Reality3for3Leaders
KEYWORDS: Bloom‘s:3Comprehension

6. Derailed3managers3are3successful3people3who3excelled3in3a3functional3area3and3were3expected3to3go3far,3but3t
hey3reached3a3plateau,3were3fired,3or3were3forced3to3retire3early.
a. True
b. False
ANSWER: True
RATIONALE: Derailment3refers3to3a3phenomenon3in3organizations3in3which3a3manager3with3an3impressiv
e3track3record3reaches3a3certain3level3but3goes3off3track3and3can‘t3advance3because3of3a3mi
smatch3between3job3needs3and3the3manager‘s3personal3skills3and3qualities.3Derailed3manag
ers3are3successful3people3who3excelled3in3a3functional3area3and3were3expected3to3go3far,3b
ut3they3reached3a3plateau,3were3fired,3or3were3forced3to3retire3early.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: p.325
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1-53-
3Identify3the3primary 3reasons 3for3leadership3derailment3and3the3new3paradigm3skills 3that3ca
n3help3you3avoid3it.
NATIONAL3STANDARDS: United3States3-3BUSPROG:3Analytic3-3Technology
STATE3STANDARDS: United3States3-3AK3-3DISC:3Motivation3Concepts3-3DISC:3Environmental3Influence
TOPICS: 1-53Leadership3Can3Be3Learned
KEYWORDS: Bloom‘s:3Comprehension

7. An3example3of3a3Level353leader3is3Satya3Nadella,3CEO3of3Microsoft,3who3transformed3the3organization‘s3leader3mind
set3from3a3―know-it-all‖3to3a3―learn-it-all.‖
a. True
b. False
ANSWER: True
RATIONALE: Satya3Nadella,3CEO3of3Microsoft,3who3joined3in319923at3the3age3of3253and3was3relative
ly3unknown,3moved3to3transform3Microsoft3leaders3form3a3know-it-all‖3to3a3―learn-it-
all‖3mindset.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: p.314
QUESTION3TYPE: True3/3False
HAS3VARIABLES: False
LEARNING3OBJECTIVES: 1-323-
3Describe3the3five3fundamental3transformations 3facing3today‘s 3leaders 3and3organizations
.

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