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1. Which of the following pertains to the amount of time people take to prepare for an interview and their overall job performance and satisfaction? A. Openness to experience B. Agreeableness C. Surgency D. Dependability 2. “Because of their narcissistic tendencies, these leaders often get quite a bit done. But their feelings of entitlement and inability to learn from experience often results in trails of bruised followers.” Which dark-side personality trait is defined by this statement? A. Bold B. Excitable C. Skeptical D. Cautious 3. Dutiful leaders A. Tend to blame others for their mistakes B. Frustrate and disempower their staffs through micro-management C. Deal with stress by sucking up to superiors D. Are unconcerned about the welfare of their staff 4. Which dark-side personality trait is often associated with extremely high dependability scores? A. Excitable B. Diligent C. Skeptical D. Colorful 5. These managerial types have gained insight into their dark-side traits and have found ways to negate their debilitating effects on followers. A. Competent Managers B. Results Only Managers C. Cheerleaders D. In Name Only Managers 6. A person’s all-around effectiveness in activities directed by thought is called A. Motivation B. Intelligence C. Perception D. Cognition 7. Intelligence A. Affects behavior equally across all situations B. Is relatively easy to change C. Can be inferred in different ways D. Can be modified through education and experience 8. ‘Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level.’ In terms of the Leadership Grid, what leadership orientation does this signify? A. Team management B. Country Club management C. Impoverished management D. Middle-of-the-road management 9. These skills and behaviors do not involve interacting with others and are among the most difficult to change. A. Intrapersonal B. Interpersonal C. Leadership D. Business 10. Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the A. Intrapersonal skills category B. Leadership skills category C. Interpersonal skills category D. Business skills category 11. Community leaders A. Have positional power B. Can get tasks accomplished C. Tend to have fewer resources D. Can discipline followers who do not adhere to organizational norms 12. The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is A. Framing B. Building social capital C. Mobilization D. Interaction facilitation 13. Leaders can motivate followers with strong _____ values by giving them opportunities to improve society and help others who are less fortunate. A. Affiliation B. Hedonism C. Altruism D. Security 14.

What is the motivational strategy of followers with strong scientific values? A. They enjoy analyzing data to get at the truth B. The more they are paid, the more they are motivated to work C. They are motivated when they work in organizations that have strong customs D. They believe fame, visibility and publicity are important 15. Leaders who suffer from extrinsic motivational bias falsely believe followers are more motivated by A. Job security B. Money C. Recognition D. Helping others 16. Some people are motivated to persist in certain behaviors for the simple reason that they like to do them. This is called A. Extrinsic motivation B. Overjustification effect C. Intrinsic motivation D. Observer effect 17. Which of the following statements concerning the overjustification effect is true? A. The overjustification effect occurs in a number of situations B. Rewards seen as providing “informational” value typically result in a decrease in intrinsic motivation for the task C. Overjustification effect is more a reality than a myth D. External rewards may backfire if they are given to people already intrinsically motivated to perform the tasks 18. What are the most powerful determinants of task behaviors, according to Locke and Latham? A. Values B. Goals C. Abilities D. Needs 19. Receiving conflicting information from two or more people about their expectations for your work behavior reflects A. Intersender role conflict B. Intrasender role conflict C. Interrole conflict D. Person-role conflict 20. This role conflict occurs when a store manager encourages a salesperson to mislead customers about the quality of the store’s products when this behavior is inconsistent with the salesperson’s values and beliefs. A. Interrole conflict B. Intrasender role conflict C. Intersender role conflict D. Person-role conflict 21. A person is experiencing _____ if he/she wonders, “Just what am I supposed to be doing?” A. Role ambiguity B. Role conflict C. Role overload D. Role insufficiency 22. These are the informal rules that groups adopt to regulate and regularize group members’ behaviors. A. Values B. Norms C. Meanings D. Groupthink 23. The sum of forces that attract members to a group, provide resistance to leaving it and motivate them to be active in it is called A. Group polarization B. Social facilitation C. Group cohesion D. Punctuated equilibrium 24. One of the disadvantages of highly cohesive group is finding that, people in such groups often become more concerned with striving for unanimity than in objectively appraising different courses of action. This phenomenon is called A. Groupthink B. Punctuated equilibrium C. Overbounding D. Ollieism 25. A highly cohesive group with members who overstep their boundaries or even violate laws to please the leader illustrates A. Groupthink B. Ollieism C. Overbounding D. Teamwork