1、领导科学章节练习整理版Chapter 1 :Leadership is Everyones Business1 : Some leadership researchers have focused on the personality, physical traits, or behaviors of the leader. (T) 2 : Researchers argue that organizational successes and failures often get falsely attributed to the leader, though the situation ma
2、y have a greater impact on how the organization functions than does any individual, including the leader. (T)3 : Leadership is only an art, to be learned by emphasizing the practice of leadership. (F)4 : Great leaders sometimes seem larger than life. (T)5 : Natural talents or characteristics do not
3、offer certain advantages or disadvantages to a leader. (F)6 : Individuals skeptically question whether leadership can develop through formal study, believing it can only be acquired through actual performance. (T)7 : Formal study and actual experience complement each other. (T)8 : People who do rese
4、arch on leadership actually b . a. agree on what leadership is. b. disagree on what leadership is. c. introduce examples of leadership. d. apply definitions. e. make mistakes.9 : d is a complex phenomenon involving the leader, the followers, and the situation. a. management b. organizing c. planning
5、 d. leadership e. training10 : The best way for you to begin to understand the complexities of leadership is to see some of the ways leadership has been c . a. explained b. taught c. defined d. viewed e. looked upon11 : Ones definition of leadership might also influence just who is considered an app
6、ropriate e for study. a. teacher b. politician c. manager d. CEO e. leader12 : Some managers may be effective leaders without ever having taken a course or training program in leadership, and some scholars in the field of leadership may be relatively d leaders themselves. a. fantastic b. average c.
7、extra ordinary d. poor e. fair13 : Leadership involves both c and _ sides of human experiences. a. irrational/logical b. bias/unbias c. rational/emotional d. thought/action e. planning/supervising14 : Leadership includes actions and influences based on reason and logic as well as those based on _ an
8、d c . a. planning/promoting b. executing/denying c. inspiration/passion d. timing/administrating e. accepting/rejecting15 : A full appreciation of leadership involves looking at both sides of b . a. leadership practices b. human nature c. gender differences d. employment opportunities e. organizatio
9、n strategy16 : Some say leadership is fundamentally a value-choosing, and thus a value-leader, activity, whereas management is c . a. also b. in between c. not d. excluded e. self-sufficient17 : Leadership and management compliment each other, and both are vital to organizational d . a. strategy b.
10、goals c. profits d. success e. outcomes18 : Recently both practitioners and scholars have emphasized the relatedness of leadership and e . a. power b. strategy c. goals d. management e. followership19 : Effective leadership must possess something more than just b . a. management practices b. common
11、sense c. organization strategy d. emotional feelings e. fair practices20 : Natural talents or characteristics may offer certain advantages or disadvantages to a d . a. manager b. co-worker c. researcher d. leader e. CEO Chapter 2Leadership Involves an Interaction between the Leader, the Followers, a
12、nd the Situation1 : If we use only leaders as the lens for understanding leadership, then we get a very limited view of the leadership process. (T)2 : An important aspect of the leader is how he or she achieved leadership status. (T)3 : The number of followers reporting to a leader has no significan
13、t implications. (F)4 : The nature of problems faced by many organizations is becoming so complex and the changes are becoming so rapid that more and more people are required to solve them. (T)5 : The difference between leaders and managers, or between leadership and management involve more than just
14、 names between types of individuals. (F)6 : Leaders create environments within which followers innovations and creative contributions are not welcome. (F) 7 : Managers are more likely to emphasize routinization and control of followers behavior. (T)8 : Managers tend to decline the definitions of sit
15、uations presented to them. (F)9 : Perhaps the first researcher formally to recognize the importance of the leader, follower, and situation in the leadership process was c . a. Colin Powell b. Joseph Heller c. Fred Fiedler d. Zig Ziegler e. Abraham Maslow10 : b describes two kinds of relationships an
16、d how they affect the types of power and influence tactics leader use. a. Leader-Manager Exchange Theory b. Leader-Member Exchange Theory c. Leader-Follower Exchange Theory d. Leader-Partner Exchange Theory e. Leader-Committee Exchange Theory11 : b followers are the yes people of organizations. a. A
17、lienated followers b. Conformist followers c. Passive followers d. Pragmatist followers e. Exemplary followers12 : e habitually point out all the negative aspects of the organization to others. a. Conformist followers b. Passive followers c. Pragmatist followers d. Exemplary followers e. Alienated f
18、ollowers13 : a followers display none of the characteristics of the exemplary follower. a. Passive b. Pragmatist c. Exemplary d. Alientated e. Conformist14 : b followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors.
19、 a. Pragmatist b. Exemplary c. Alientated d. Conformist e. Passive15 : a followers are rarely committed to their groups work goals, but they have learned not to make waves. a. Pragmatist b. Exemplary c. Alientated d. Conformist e. Passive16 : The nature of followers motivation to do their work is al
20、so c . a. ethical b. changing c. important d. supplied e. channeled17 : a leadership, a trend in how women lead, focuses on achieving results through enhancing employees self-worth and motivating them to perform at a higher level. a. Interactive b. Innovative c. Listening d. Pioneering e. Challengin
21、g18 : c are more likely to motivate others with extrinsic consequences. a. Leaders b. Followers c. Managers d. Individuals e. Interactors19 : Fairhomn (1991) argued that organizations may need b different kinds of people at the helm. a. three b. two c. four d. six e. eight20 : The three domains of l
22、eadership interaction are a : a. leader, follower, situation b. manager, leader, follower c. follower, leader, situation d. none of the above e. all of the above Chapter 3 :Leadership is Developed through Education and Experience1 : Making the most of experience is key to developing ones leadership
23、ability. (T)2 : The most productive way to develop as a leader is to travel along the spiral of experience. (T)3 : Experience is not just a matter of what events happen to you; it also depends on how you perceive those events. (T)4 : Perceptual sets do not influence what we attend to or do not atten
24、d to, what we observe or do not observe. (F)5 : Another perceptional variable that can affect our actions is the self-fulfilling prophecy. (T)6 : Perhaps the least important component of the action-observation-reflection model is reflection. (F) 7 : Another way to conceptualize reflection in leaders
25、hip development involves thinking frames. (T)8 : The people you associate with can stimulate development in many ways. (T)9 : Fundamental attribution error is b : a. a tendency to underestimated the dispositional causes of behavior and overestimate the environmental causes when others fail. b. a ten
26、dency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail. c. a tendency to underestimate the dispositional outcomes of behavior and overestimate the environmental and enrichment when others succeed. d. all of the above. e. none of the abo
27、ve.10 : Self-serving bias is c : a. the tendency to make external attributions for ones own success. b. the tendency to make external attributions for ones own career path. c. the tendency to make external attributions for ones own failures, yet make internal attributions for ones successes. d. none
28、 of the above. e. all of the above.11 : The actor/observer difference refers a : a. to the fact that people who are observing an action are much more likely than the actor to make the fundamental attribution error. b. to the fact that people who are observing an action are much more likely than the
29、actor to make the fundamental multiple error. c. to the fact that people who are observing an action are much more likely than the actor to make the fundamental perspective error. d. all of the above. e. none of the above.12 : Reflection is important because a : a. it can provide leaders with a vari
30、ety of insights into how to frame problems differently, look at situations from multiple perspectives or better understand subordinates. b. it can provide leaders with limited insights into how to frame problems differently, look at situations from multiple perspectives, or better understand subordi
31、nates. c. it can provide leaders with no insights into how to frame problems differently, look at situations from multiple perspectives, or better understand subordinates. d. it can take out of the ordinary experience to focus ones attention on developmental challenges. e. it will clarify the value
32、of reflection.13 : Double-loop learning involves a : a. a willingness to confront ones own views and an invitation to others to do so too. b. a kind of learning between the individual and the environment. c. interaction with others and the environment. d. public testing of ideas against valid information. e. learning between the c
