Leadership Experience 7th Edition Daft Test Bank 1

Test bank for Leadership Experience 7th Edition Daft
133710227X 9781337102278
Download full test bank at:
https://testbankpack.com/p/test-bank-for-leadership-experience-7th-edition-daft-
133710227x-9781337102278/
Download full solution manual at:

https://testbankpack.com/p/solution-manual-for-leadership-experience-7th-edition-daft-
133710227x-9781337102278/
1. A mental model is an external picture that does not affect a person’s thoughts and actions.
a. True
b. False
ANSWER: False
RATIONALE: A mental model can be thought of as an internal picture that affects a leader’s thoughts,
actions, and relationships with others.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 136
QUESTION TYPE: True / False
HAS VARIABLES: False
LEARNING OBJECTIVES: LEAD.DAFT.18.05.01
NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking
STATE STANDARDS: United States - AK - DISC: Motivation Concepts - DISC: Environmental Influence
TOPICS: 5-2 Mental Models
KEYWORDS: Bloom's: Knowledge
DATE CREATED: 7/5/2016 11:31 AM
DATE MODIFIED: 7/29/2016 6:56 AM
2. Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to
people and situations.
a. True
b. False
ANSWER: True
RATIONALE: Leaders have many mental models that tend to govern how they interpret experiences and
how they act in response to people and situations. Mental models are theories people hold
about specific systems in the world and their expected behavior.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: pp. 136–137
Copyright Cengage Learning. Powered by Cognero. Page 1
KEYWORDS: Bloom’s: Knowledge
3. It is important for leaders to regard their assumptions as fixed truths rather than temporary ideas.
a. True
b. False
ANSWER: False
RATIONALE: It is important for leaders to regard their assumptions as temporary ideas rather than fixed
truths. Questioning assumptions can help leaders understand and shift their mental models.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 138
KEYWORDS: Bloom’s: Comprehension
4. The more aware a leader is of his or her assumptions, the less the leader understands how assumptions guide behavior
and decisions.
a. True
b. False
ANSWER: False
RATIONALE: The more aware a leader is of his or her assumptions, the more the leader understands how
assumptions guide behavior and decisions. In addition, the leader can question whether long-
held assumptions fit the reality of the current situation.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 138
5. A manager with a global mindset sees everything from his or her own limited personal or cultural perspective.
a. True
b. False
ANSWER: False
RATIONALE: A manager with a global mindset can perceive and respond to many different perspectives at
the same time rather than being stuck in a domestic mental model that sees everything from
one’s own limited personal or cultural perspective. One of the best ways managers develop a
global mindset is by engaging with people from different cultures.
POINTS: 1
DIFFICULTY: Moderate
REFERENCES: p. 140
6. The Pike Syndrome illustrates the power of the conditioning that limits people's thinking and behavior.
a. True
b. False
ANSWER: True
RATIONALE: The power of the conditioning that limits people's thinking and behavior is illustrated by what
has been called the Pike Syndrome. When people assume they have complete knowledge of a
situation because of past experiences, they exhibit the Pike Syndrome, a trained incapacity
that comes from rigid commitment to what was true in the past and an inability to consider
alternatives and different perspectives.
POINTS: 1
REFERENCES: p. 142
TOPICS: 5-3 Developing a Leader’s Mind
KEYWORDS: Bloom’s: Application
7. With systems thinking, a leader looks at the dots in isolation rather than seeing the big picture and connecting the dots.
a. True
b. False
ANSWER: False
RATIONALE: Systems thinking is the ability to see the synergy of the whole rather than just the separate
elements of a system. With systems thinking, a leader sees the big picture and connects the
dots rather than just looking at the dots in isolation.
POINTS: 1
REFERENCES: p. 144
8. Leaders who score low in emotional intelligence are typically more effective.
a. True
b. False
ANSWER: False
RATIONALE: Leaders who score high in emotional intelligence are typically more effective and rated as
more effective by peers and subordinates. Emotional intelligence refers to a person’s abilities
to perceive, identify, understand, and successfully manage emotions in self and others.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 146
TOPICS: 5-4 Emotional Intelligence
9. The emotional state of a leader influences the entire team, department, or organization.
a. True
b. False
ANSWER: True
RATIONALE: Emotions are contagious. The emotional state of the leader influences the entire team,
department, or organization.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 148
10. An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization.
a. True
b. False
ANSWER: True
RATIONALE: Traditionally, leadership has been based on inspiring fear in employees. An unspoken notion
among many senior-level executives is that fear is a good thing and benefits the organization.
POINTS: 1
REFERENCES: p. 153
TOPICS: 5-5 Leading with Love versus Leading with Fear
11. Which of the following statements is true of leading with head and heart?
a. The whole leader uses both head and heart when creating structure and handling operational issues.
b. Emotions should not be used in the decision making process in times of uncertainty and rapid change.
c. It keeps morale and motivation high.
d. Wise leaders use only their intellect to make decisions.
ANSWER: c
RATIONALE: Current issues that require leaders to use both head and heart include how to give people a
sense of meaning and purpose when major changes occur almost daily; how to make
employees feel valued and respected in an age of massive layoffs and job uncertainty; and
how to keep morale and motivation high in the face of corporate bankruptcies and
dissolutions, ethical scandals, and economic crises.
POINTS: 1
REFERENCES: p. 136
QUESTION TYPE: Multiple Choice
TOPICS: 5-1 Leading with Head and Heart
12. Working effectively with others requires that individuals:

a. regard their assumptions as fixed truths rather than temporary ideas.
b. use fear to motivate others effectively.
c. draw on subtle aspects of themselves and appeal to those aspects in others.
d. do not let their emotions and beliefs affect others.
ANSWER: c
RATIONALE: Working effectively with other people requires that individuals draw on subtle aspects of
themselves—their thoughts, beliefs, and feelings—and appeal to those aspects in others.
Many people in leadership roles tend to forget the emotional aspect of leading.
POINTS: 1
REFERENCES: p. 136
13. Which of the following will help leaders at MHL Corp keep morale and motivation high when the company faces
financial difficulties?
a. Leading with fear as a powerful motivator
b. Leading with head and heart
c. Creating avoidance behavior in employees
d. Focusing on only the emotional aspect of leading
ANSWER: b
RATIONALE: Current issues that require leaders to use both head and heart include how to give people a
sense of meaning and purpose when major changes occur almost daily; how to make
employees feel valued and respected in an age of massive layoffs and job uncertainty; and
how to keep morale and motivation high in the face of corporate bankruptcies and
dissolutions, ethical scandals, and economic crises.
POINTS: 1
REFERENCES: p. 136

14. Which of the following statements is true of mental models?

a. A leader’s assumptions naturally are not part of his or her mental model.
b. A leader is usually not aware of his mental models.
c. Personal values, attitudes, biases, and prejudices can all affect one’s mental model.
d. A leader creates an effective mental model by viewing the elements of a system as separate components.
ANSWER: c
RATIONALE: Leaders strive to create mental models that are aligned with organizational needs, goals, and
values. However, personal values, attitudes, beliefs, biases, and prejudices can all affect one’s
mental model. A leader’s assumptions play an important role in shaping his or her mental
models.
POINTS: 1
REFERENCES: p. 138
15. An effective leader:

a. goes along with the traditional way of doing things.
b. sticks to a mental model that sees everything from one’s own personal perspective.
c. does not apologize to his or her subordinates.
d. does not follow his or her assumptions because they led to success in the past.
ANSWER: d
RATIONALE: Many leaders become prisoners of their own assumptions and mindsets because these led to
success in the past. They find themselves simply going along with the traditional way of
doing things without even realizing they are making decisions and acting within the limited
frame of their own mental model.
POINTS: 1
REFERENCES: p. 139

16. Assumptions are:

a. regarded by a leader as fixed truths.
b. a part of a leader's mental model.
c. an expression of the organizational mission.
d. a personality trait.
ANSWER: b
RATIONALE: A leader’s assumptions naturally are part of his or her mental model. Leaders have
assumptions about events, situations, and circumstances as well as about people.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 138
17. Which of the following is a characteristic of leaders who think independently?

a. They are willing to stand apart.
b. They interpret data according to preestablished rules.
c. They determine a course of action based on what others think.
d. They tend to believe assumptions as "truth."
ANSWER: a
RATIONALE: People who think independently are willing to stand apart, to have opinions, to say what they
think, and to determine a course of action based on what they personally believe rather than
on what other people think or say.
POINTS: 1
REFERENCES: p. 140
KEYWORDS: Bloom’s: Analysis
18. Good leadership is about:

a. interpreting data based on preestablished routines.
b. blindly accepting rules and labels created by others.
c. following the rules set by others.
d. standing up for what one believes is the best for the organization.
ANSWER: d
RATIONALE: Good leadership is not about following the rules of others but standing up for what one
believes is best for the organization.
POINTS: 1
REFERENCES: p. 140
19. To think independently means:

a. paying attention to outdated information.
b. staying mentally alert and thinking critically.
c. thinking of solutions based on preestablished routines or categories.
d. having the need to win at all costs and in all situations.
ANSWER: b
RATIONALE: To think independently means staying mentally alert and thinking critically. Independent
thinking is one part of what is called leader mindfulness.
POINTS: 1
REFERENCES: p. 140

20. Which of the following will help leaders to develop open-mindedness?

a. They have to maintain strong preconceptions and suspend beliefs and opinions.
b. They have to stick to mental models that worked in the past.
c. They have to forget many of their conditioned ideas.
d. They have to allow their subordinates to do the thinking for them.
ANSWER: c
RATIONALE: Leaders have to forget many of their conditioned ideas to be open to new ones. This
openness—putting aside preconceptions and suspending beliefs and opinions—can be
referred to as “beginner’s mind.”
POINTS: 1
REFERENCES: p. 142
21. The expert mind becomes a danger in organizations because it:

a. puts aside preconceptions and suspends beliefs and opinions.
b. forgets many of its conditioned ideas.
c. rejects new ideas based on past experience and knowledge.
d. often becomes open to the perspectives of other people.
ANSWER: c
RATIONALE: When someone becomes an expert in a particular subject, their mind often becomes closed to
the perspectives of other people. The expert mind becomes a danger in organizations because
it rejects new ideas based on past experience and knowledge.
POINTS: 1
REFERENCES: p. 142
22. Which of the following is a characteristic of effective leaders?

a. They understand the limitations of past experience.
b. They see the questioning of their ideas as a threat.
c. They encourage beginners to blindly accept paradoxes.
d. They advise new employees to openly agree with long-held assumptions.
ANSWER: a
RATIONALE: Effective leaders strive to keep open minds and cultivate an organizational environment that
encourages curiosity and learning. They understand the limitations of past experience and
reach out for diverse perspectives.
POINTS: 1
23. Which of the following statements is true of systems thinking?

a. It includes the ability to see the separate elements of a system.
b. It creates a gap between current reality and the vision of a better future.
c. It sees diverse perspectives as a threat.
d. It is a mental discipline for seeing patterns and interrelationships.
ANSWER: d
RATIONALE: Systems thinking enables leaders to look for patterns of movement over time and focus on
the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish
the performance of the whole. Systems thinking is a mental discipline and framework for
seeing patterns and interrelationships.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 144
TOPICS: 5-3 Developing a Leader's Mind
KEYWORDS: Bloom's: Comprehension
24. Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of _____.
a. systems thinking
b. stereotyping
c. emotional intelligence
d. personal mastery
ANSWER: d
RATIONALE: Personal mastery embodies three qualities—clarity of mind, clarity of objectives, and
organizing to achieve objectives.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 145
25. Which of the following statements is true of leaders engaged in personal mastery?
a. They do not challenge assumptions and standard ways of doing things.
b. They open the gap between current reality and the vision of a better future.
c. They retain traditional mental models that have been successful in the past.
d. They break through denial of reality in themselves and others.
ANSWER: d
RATIONALE: Leaders engaged in personal mastery break through denial of reality in themselves and
others. Their quest for truth leads to a deeper awareness of themselves and of the larger
systems and events within which they operate.
POINTS: 1
REFERENCES: p. 145
26. Which of the following is an element of personal mastery?

a. The behavior of accepting what one gets in the future rather than what one wants in the future
b. The practice of bridging the disparity between current reality and the vision of a better future
c. The discipline of continually focusing on what one wants as the desired future
d. The discipline of accepting assumptions and standard ways of doing things
ANSWER: c
RATIONALE: Leaders engaged in personal mastery know what is important to them so that their objectives
are clear. One element of personal mastery is the discipline of continually focusing and
defining what one wants as the desired future.
POINTS: 1
REFERENCES: p. 145
27. An effective leader lets his or her vision of a better future pull reality toward it by:
a. reorganizing current activities to work toward the vision.
b. lowering the vision.
c. opening the gap between the vision and the reality.
d. accepting standard ways of doing things.
ANSWER: a
RATIONALE: Organizing to achieve objectives is a way to bridge the disparity between current reality and
the vision of a better future. The effective leader lets the vision pull reality toward it by
reorganizing current activities to work toward the vision. The less effective way is to let
reality pull the vision downward toward it.
POINTS: 1
REFERENCES: p. 146
28. Leaders working to improve one element of personal mastery can become significantly more effective because:
a. all leaders score higher than most people on tests of cognitive ability.
b. all elements of mind prevent shifting of mental models.
c. all leaders have similar scores in emotional intelligence tests.
d. all five elements of mind are interdependent.
ANSWER: d
RATIONALE: All five elements of mind are interrelated. Since they are all interdependent, leaders working
to improve even one element of their mental approach can move forward in a significant way
toward mastering their minds and becoming more effective.
POINTS: 1
REFERENCES: p. 146
29. A key component of leadership is:

a. accepting the standard way of doing things.
b. being emotionally connected to others.
c. regarding assumptions as fixed truths.
d. employing fear-based motivation.
ANSWER: b
RATIONALE: A key component of leadership is being emotionally connected to others and understanding
how emotions affect working relationships and performance.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 147
30. Which of the following is a basic component of emotional intelligence?

a. Personal mastery
b. Clarity of objectives
c. Self-management
d. Systems thinking
ANSWER: c
RATIONALE: The competencies and abilities of emotional intelligence are grouped into four fundamental
categories. They are self-awareness, self-management, social awareness, and relationship
management.
POINTS: 1
DIFFICULTY: Easy
31. Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He
makes tough decisions by believing his "gut feelings." He knows how his emotions affect his work; hence, he acts
carefully according to them. Which of the following qualities of leaders does Daniel possess?
a. Social awareness
b. Self-awareness
c. Systems thinking
d. Relationship management
ANSWER: b
RATIONALE: Self-awareness includes the ability to recognize and understand your own emotions and how
they affect your life and work. It is the basis of all the other competencies. Leaders with a
high level of self-awareness learn to trust their “gut feelings” and realize that these feelings
can provide useful information about difficult decisions.
POINTS: 1
REFERENCES: p. 150
STATE STANDARDS: United States - AK - DISC: Individual Dynamics
32. George, the financial manager of a firm, executes his tasks with commitment. He takes his responsibilities seriously.
Which of the following characteristics of leaders does George possess?
a. Adaptability
b. Empathy
c. Relationship management
d. Conscientiousness
ANSWER: d
RATIONALE: Conscientiousness refers to managing and honoring one’s responsibilities.
POINTS: 1
REFERENCES: p. 151
33. Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that
his team's projects adhere to the company's high standards. He remains calm when things go wrong and provides
resourceful solutions. Which of the following qualities of leaders does Adam display?
a. Systems thinking
b. Self-management
c. Social capital
d. Self-awareness
ANSWER: b
RATIONALE: Showing initiative to seize opportunities and achieve high internal standards is a part of self-
management. Leaders skilled at self-management remain hopeful and optimistic despite
obstacles, setbacks, or even outright failures.
POINTS: 1
REFERENCES: p. 151
34. Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions
experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone.
She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does
Lily possess?
a. Empathy
b. Conscientiousness
c. Adaptability

d. Systems thinking
ANSWER: a
RATIONALE: Socially aware leaders practice empathy, which means being able to put yourself in other
people’s shoes, sense their emotions, and understand their perspective. These leaders
understand that effective leadership sometimes means pushing people beyond their comfort
zone.
POINTS: 1
REFERENCES: p. 151
35. Which of the following is true of people who work in fear-based organizations?
a. They lead with head and heart.
b. They often leave the organization.
c. They take risks and challenge the status quo.
d. They respect and trust their managers.
ANSWER: b
RATIONALE: A fear-based organization loses its best people, and the knowledge they take with them, to
other firms. In addition, even if people stay with the organization, they typically don’t
perform up to their real capabilities.
POINTS: 1
REFERENCES: p. 154
36. When leaders rely on negative emotions such as fear to fuel productive work, they:
a. may slowly destroy people's spirits.
b. remove avoidance behavior.
c. encourage risk-taking behavior.
d. destroy the opportunity to blind employees to reality.
ANSWER: a
RATIONALE: Leaders can rely on negative emotions such as fear to fuel productive work, but by doing so
they may slowly destroy people’s spirits, which ultimately is bad for employees and the
organization.
POINTS: 1
REFERENCES: p. 154
37. Which of the following is a consequence of the fear inspired by some leaders?
a. Avoidance behavior among employees is eliminated.
b. Damaging behaviors are avoided.
c. Employees do not provide feedback.
d. Employees have positive feelings about their work.
ANSWER: c
RATIONALE: When leaders inspire fear, they destroy the opportunity for feedback, blinding them to reality
and denying them the chance to correct damaging decisions and behaviors.
POINTS: 1
REFERENCES: p. 155-156
38. Which of the following statements is true of leading with love?

a. It encourages people to maintain secrecy and cautiousness.
b. It attracts people who take risks.
c. It helps to maintain an emotional distance among people.
d. It binds employees and the organization to the past.
ANSWER: b
RATIONALE: Leaders can learn to bind people together for a shared purpose through positive forces such
as caring and compassion, listening, and connecting to others on a personal level. The
emotion that attracts people to take risks, learn, grow, and move the organization forward
comes from love, not fear.
POINTS: 1
REFERENCES: p. 156
39. _____ means questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and
thinking.
ANSWER: Independent thinking
RATIONALE: Independent thinking means questioning assumptions and interpreting data and events
according to one’s own beliefs, ideas, and thinking, not according to pre-established rules,
routines, or categories defined by others.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 140
QUESTION TYPE: Completion
40. _____ is a state of paying attention to new information and a readiness to create new mental categories in the face of
evolving information and shifting circumstances.
ANSWER: Mindfulness
RATIONALE: Mindfulness is defined as a state of paying attention to new information and a readiness to
create new mental categories in the face of evolving information and shifting circumstances.
Mindfulness involves independent thinking, and it requires leader curiosity and learning.
POINTS: 1
DIFFICULTY: Easy

41. _____ includes arousing followers’ thoughts and imaginations as well as their ability to identify and solve problems
creatively.
ANSWER: Intellectual stimulation
RATIONALE: Intellectual stimulation includes arousing followers’ thoughts and imaginations as well as
stimulating their ability to identify and solve problems creatively.
POINTS: 1
REFERENCES: p. 142
42. _____ enables leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow,
direction, shape, and networks of relationships that accomplish the performance of the whole.
ANSWER: Systems thinking
RATIONALE: Systems thinking enables leaders to look for patterns of movement over time and focus on
the performance of the whole. It is the ability to see the synergy of the whole rather than just
the separate elements of a system and to learn to reinforce or change whole system patterns.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 144
43. _____ embodies three qualities—clarity of mind, clarity of objectives, and organizing to achieve objectives.
ANSWER: Personal mastery
RATIONALE: Personal mastery means mastering oneself in a way that facilitates one's leadership and
achieves desired results. Mastering oneself embodies three qualities—clarity of mind, clarity
of objectives, and organizing to achieve objectives.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 145
44. _____ refers to a person's abilities to perceive, identify, understand, and successfully manage emotions in self and
others.
ANSWER: Emotional intelligence
RATIONALE: Emotional intelligence refers to a person’s abilities to perceive, identify, understand, and
successfully manage emotions in self and others. Being emotionally intelligent means being
able to effectively manage ourselves and our relationships.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 146
45. _____ means that leaders who are able to maintain balance and keep themselves motivated are positive role models to
help motivate and inspire those around them.
ANSWER: Emotional contagion
RATIONALE: Emotional contagion means that leaders who are able to maintain balance and keep
themselves motivated can serve as positive role models to help motivate and inspire those
around them. The energy level of the entire organization increases when leaders are
optimistic and hopeful rather than angry or depressed.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 148
46. _____ refers to the ability to navigate the currents of organizational life, build networks, and effectively use political
behavior to accomplish positive results.
ANSWER: Organizational awareness
RATIONALE: Organizational awareness refers to the ability to navigate the currents of organizational life,
build networks, and effectively use political behavior to accomplish positive results.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 151
47. _____, a component of emotional intelligence, refers to the ability to understand others.
ANSWER: Social awareness
RATIONALE: Social awareness, a component of emotional intelligence, relates to one’s ability to
understand others. Socially aware leaders practice empathy, which means being able to put
yourself in other people’s shoes, sense their emotions, and understand their perspective.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 151
48. The components of emotional intelligence include _____, self-awareness, self-management, and relationship
management.

ANSWER: social awareness
RATIONALE: The four components of emotional intelligence include self-awareness, self-management,
social awareness, and relationship management.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 150
49. Organizations driven by _____ are marked by an emphasis on positive interpersonal relationships.
ANSWER: love
RATIONALE: Organizations driven by love are marked by openness and authenticity, a respect for diverse
viewpoints, and emphasis on positive interpersonal relationships.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 156
50. What are mental models? What is their importance?

ANSWER: Mental models are theories people hold about specific systems in the world and their
expected behavior. A system means any set of elements that interact to form a whole and
produce a specified outcome. They are important because leaders have many mental models
that tend to govern how they interpret experiences and how they act in response to people and
situations.
POINTS: 1
DIFFICULTY: Easy
QUESTION TYPE: Subjective Short Answer

KEYWORDS: Bloom’s: Evaluation
51. Describe the Pike Syndrome. How does it apply to leadership?

ANSWER: The power of the conditioning that limits our thinking and behavior is illustrated by the Pike
Syndrome. In an experiment, a northern pike is placed in one half of a large glass-divided
aquarium, with numerous minnows placed in the other half. The hungry pike makes
repeated attempts to get the minnows but succeeds only in battering itself against the glass,
finally learning that trying to reach the minnows is futile. The glass divider is then removed,
but the pike makes no attempt to attack the minnows because it has been conditioned to
believe that reaching them is impossible. When people assume they have complete
knowledge of a situation because of past experiences, they exhibit the Pike Syndrome, a
trained incapacity that comes from rigid commitment to what was true in the past and an
inability to consider alternatives and different perspectives.
POINTS: 1
REFERENCES: p. 142
52. Describe systems thinking. What is its importance in leadership?

ANSWER: Systems thinking is the ability to see the synergy of the whole rather than just the separate
elements of a system and to learn to reinforce or change whole system patterns. With systems
thinking, a leader sees the big picture and connects the dots rather than just looking at the
dots in isolation. Systems thinking enables leaders to look for patterns of movement over
time and focus on the qualities of rhythm, flow, direction, shape, and networks of
relationships that accomplish the performance of the whole. Systems thinking is a mental
discipline and framework for seeing patterns and interrelationships. It is important to see
organizational systems as a whole because of their complexity. Complexity can overwhelm
leaders, undermining confidence. When leaders can see the structures that underlie complex
situations, they can facilitate improvement.
POINTS: 1
REFERENCES: p. 144
KEYWORDS: Bloom’s: Evaluation
53. Explain the interdependence of the elements of mind.

ANSWER: All five elements of mind are interrelated. Independent thinking and open-mindedness
improve systems thinking and enable personal mastery, helping leaders shift and expand their
mental models. Since they are all independent, leaders working to improve even one element
of their mental approach can move forward in a significant way toward mastering their minds
and becoming more effective.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p. 146
54. What are the characteristics of an organization driven by fear?

ANSWER: An organization can hold many kinds of fear, including fear of failure, fear of change, fear of
personal loss, fear of being judged, and fear of the boss. All of these fears can prevent people
from doing their best, from taking risks, and from challenging and changing the status quo.
Fear gets in the way of people feeling good about their work, themselves, and the
organization. It creates an atmosphere in which people feel powerless, so that their
confidence, commitment, enthusiasm, imagination, and motivation are diminished. One
major drawback of leading with fear is that it creates avoidance behavior because no one
wants to make a mistake. Fear in the workplace weakens trust and communication.
POINTS: 1
REFERENCES: p. 155
55. What is a global mindset? Discuss the differences between leaders with and without a global mindset.

ANSWER: A global mindset can be defined as the ability of managers to appreciate and influence
individuals, groups, organizations, and systems that represent different social, cultural,
political, institutional, intellectual, or psychological characteristics. A manager with a global
mindset can perceive and respond to many different perspectives at the same time rather than
being stuck in a domestic mental model that sees everything from one’s own limited personal
or cultural perspective.
POINTS: 1
REFERENCES: p. 140
QUESTION TYPE: Essay
56. "Emotional contagion" means that leaders who are able to maintain balance and motivation positive role models to
help motivate and inspire those around them. Discuss and give examples.
ANSWER: Emotions are contagious. The emotional state of the leader influences the entire team,
department, or organization. For example, the energy level of the entire organization
increases when leaders are optimistic and hopeful rather than angry or depressed. Therefore,
leaders should recognize the importance not only of keeping their own emotions in balance
but also of helping others manage negative emotions so they don't infect the entire team or
organization.
POINTS: 1
REFERENCES: p. 148
57. Distinguish between leading with love and leading with fear. Discuss the limitations of leading with fear and the
benefits of leading with love.
ANSWER: Traditional organizations have relied on fear as a motivator. Although fear does motivate
people, it prevents people from feeling good about their work and often causes avoidance
behavior. Fear can reduce trust and communication so that important problems and issues are
hidden or suppressed. Leaders can choose to lead with love instead of fear. Love can be
thought of as a motivational force that enables people to feel alive, connected, and energized.
People respond to love because it meets unspoken needs for respect and affirmation. Rational
thinking is important to leadership, but it takes love to build trust, creativity, and enthusiasm.
POINTS: 1
58. What will happen if Tag's Inc. continues to make products based on an outdated mental model?
a. The products compete successfully on the market.
b. The company becomes vulnerable.
c. Employees continue to respect and trust the company's management.
d. Employees secretly work to develop new products.
ANSWER: b
RATIONALE: Organizations are vulnerable when leaders stick with obsolete mental models in the face of
new realities. For example, market share for the BlackBerry smartphone has plummeted in
recent years because leaders at Research in Motion stayed with what worked in the past and
had a hard time shifting their mental model to keep the company competitive in an
environment that changed quickly with the introduction of Apple and Samsung smartphones.
POINTS: 1
REFERENCES: p. 139
DATE CREATED: 7/10/2016 11:19 PM
59. When Marney became the team leader, she made an effort to be mindful, a quality that the previous team leader did
not have. Being mindful means that Marney will:
a. be open to new ideas.
b. encourage team members to work together without conflict.
c. interact often with team members.
d. reward team members for superior performance.
ANSWER: a
RATIONALE: Mindfulness can be defined as a state of focused attention on the present moment and a
readiness to create new mental categories in the face of evolving information and shifting

circumstances. Mindfulness involves independent thinking, and it requires leader curiosity
and learning. Mindful leaders are open-minded and stimulate the thinking of others through
their curiosity and questions. Mindfulness is the opposite of mindlessness, which means
blindly accepting rules and labels created by others. Mindless people let others do the
thinking for them, but mindful leaders are always open to new ideas and approaches.
POINTS: 1
60. Cleo is afraid of being viewed as weak, so she uses only her head when managing her team of employees. Which
leadership task is Cleo missing in her management style?
a. Setting goals
b. Handling operational issues
c. Tracking the company's finances
d. Developing employees' skills
ANSWER: d
RATIONALE: To succeed in today’s environment requires whole leaders who use both head and heart.
Leaders have to use their heads to tend to organizational issues such as goals and strategies,
production schedules, structure, finances, operational issues, and so forth. They also have to
use their hearts to tend to human issues, such as understanding, supporting, and developing
others. Using heart in leadership is particularly important in times of uncertainty and rapid
change.
POINTS: 1
REFERENCES: p. 136
61. Which of the following statements describes a leader practicing critical thinking?
a. Brenda focused on the most important issues.
b. Jonah sought different opinions.
c. Lisa criticized the quality of her employees' work.
d. Winston was only pleased when the products his group produced were perfect.
ANSWER: b
RATIONALE: Good leaders apply critical thinking to explore a situation, problem, or question from
multiple perspectives and integrate all the available information into a possible solution.
When leaders think critically, they question all assumptions, vigorously seek divergent
opinions, and try to give balanced consideration to all alternatives.
POINTS: 1
REFERENCES: p. 142
62. Which of the following components is the most important part of systems thinking?
a. The individual parts of a system
b. The complexity of a system
c. The relationship among the parts that form the system
d. The entire system rather than the parts
ANSWER: c
RATIONALE: It is the relationship among the parts that form a whole system—whether it be a community,
an automobile, a nonprofit agency, a human being, or a business organization—that matters.
Systems thinking enables leaders to look for patterns of movement over time and focus on
the performance of the whole. Systems thinking is a mental discipline and framework for
seeing patterns and interrelationships.
POINTS: 1
REFERENCES: p. 144
TOPICS: 5-3 Developing a Leader's Mind
KEYWORDS: Bloom's: Evaluation
63. Which of the following actions will inspire employees to put forth their best efforts?
a. Cecilia threatens employees with job termination.
b. Joey listens carefully to his employees, making them feel valued.
c. April sets an example for employees by working long hours, nights, and weekends.
d. John gives all of his employees the same raise every year.
ANSWER: b
RATIONALE: When leaders inspire fear, they destroy the opportunity for feedback, blinding them to reality
and denying them the chance to correct damaging decisions and behaviors.
POINTS: 1
REFERENCES: p. 156

Leadership Experience 7th Edition Daft Test Bank 1

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership Experience 7th Edition Daft Test Bank 1

Uploaded by

Copyright:

Available Formats

Test bank for Leadership Experience 7th Edition Daft

Download full solution manual at:

12. Working effectively with others requires that individuals:

Copyright Cengage Learning. Powered by Cognero. Page 6

14. Which of the following statements is true of mental models?

15. An effective leader:

Copyright Cengage Learning. Powered by Cognero. Page 7

16. Assumptions are:

17. Which of the following is a characteristic of leaders who think independently?

18. Good leadership is about:

19. To think independently means:

Copyright Cengage Learning. Powered by Cognero. Page 9

20. Which of the following will help leaders to develop open-mindedness?

21. The expert mind becomes a danger in organizations because it:

22. Which of the following is a characteristic of effective leaders?

23. Which of the following statements is true of systems thinking?

26. Which of the following is an element of personal mastery?

29. A key component of leadership is:

30. Which of the following is a basic component of emotional intelligence?

Copyright Cengage Learning. Powered by Cognero. Page 16

38. Which of the following statements is true of leading with love?

Copyright Cengage Learning. Powered by Cognero. Page 19

Copyright Cengage Learning. Powered by Cognero. Page 22

50. What are mental models? What is their importance?

Copyright Cengage Learning. Powered by Cognero. Page 23

51. Describe the Pike Syndrome. How does it apply to leadership?

52. Describe systems thinking. What is its importance in leadership?

53. Explain the interdependence of the elements of mind.

54. What are the characteristics of an organization driven by fear?

Copyright Cengage Learning. Powered by Cognero. Page 25

Copyright Cengage Learning. Powered by Cognero. Page 27

Copyright Cengage Learning. Powered by Cognero. Page 30

You might also like