Question 1

The LBDQ-XII assesses behaviors such as being able to tolerate uncertainty and acting as a representative for a group.

Accepted Answer

The LBDQ-XII (Leader Behavior Description Questionnaire) does assess behaviors such as being able to tolerate uncertainty and acting as a representative for a group, among other leadership behaviors.

Question 2

Personality traits,values,and intelligence must be inferred from behavior.

Accepted Answer

Personality traits, values, and intelligence cannot be directly observed or measured, so they must be inferred from a person's behavior, including their words, actions, and decisions. Psychologists and researchers often use various assessments and methods to infer these traits, but ultimately, behavior is the primary source of information.

Question 3

The context and style of a leader's behavior are factors that affect their ability to build teams.

Accepted Answer

The context and style of a leader's behavior play a significant role in how they are able to build effective teams. Different contexts require different approaches, and leaders who can adapt their style to suit the situation are more likely to be successful in building and managing high-performing teams. For example, a leader who is very directive and controlling may be effective in a crisis situation, but this same style may be counterproductive when working with a team of highly skilled experts who require more autonomy and independent decision-making. Similarly, leaders who are able to create a positive and supportive work environment are more likely to inspire trust and commitment from their team members, which can in turn translate into better performance and outcomes.

Question 4

Based on the Leadership Pipeline,people frequently turn out to be effective leaders even when they skip organizational levels.

Accepted Answer

The Leadership Pipeline model suggests that skipping levels can often lead to leadership derailment, as each level builds the necessary skills and experiences for effective leadership at the next level. While it is possible for someone to be an effective leader without going through every level, it is unlikely to be consistently true across multiple individuals and organizations.

Question 5

Researchers at the University of Michigan considered job-centered and employee-centered behaviors to be at opposite ends of a single continuum of leadership behavior.

Accepted Answer

This is a common understanding in the field of organizational behavior and leadership studies.

Question 6

The Leader Behavior Description Questionnaire was developed by Ohio State University researchers.

Accepted Answer

The Leader Behavior Description Questionnaire was indeed developed by Ohio State University researchers.

Question 7

On the Leadership Grid,a 9,9 leader most likely accomplishes goals by forming trusting,respectful relationships with team members.

Accepted Answer

A 9,9 leader is classified as a "Team Leader" on the Leadership Grid, which means they prioritize both people and productivity equally. They are known for building strong relationships with their team members while also achieving high levels of performance. Therefore, it's likely that they accomplish goals by forming trusting, respectful relationships with their team members.

Question 8

According to research into 360-degree feedback,white peers and subordinates generally gave about the same level of ratings for both black and white peers and bosses.

Accepted Answer

Research has found that white peers and subordinates tend to give similar ratings to both black and white peers and bosses in 360-degree feedback.

Question 9

The Leadership Pipeline is a useful model that exemplifies the progression of a manager from a task-oriented leader to a people-oriented leader.

Accepted Answer

The answer of The Leadership Pipeline is a useful model...

Question 10

According to the Leadership Grid,1,1 leaders are the most successful in the workplace.

Accepted Answer

According to the Leadership Grid, leaders who score high in both concern for people and concern for production are the most successful. A score of 1 on both dimensions would indicate a leader who is low on both concerns and therefore not effective.

Question 11

According to Hogan and Warrenfelz,the four major categories of competency models are interpersonal,intrapersonal,business,and followership skills.

Accepted Answer

Hogan and Warrenfelz's competency model includes four categories: intrapersonal skills, interpersonal skills, leadership skills, and business skills, not followership skills.

Question 12

Research shows that when a manager shares the results of their 360-degree feedback with followers and work on an action plan to improve their ratings,ratings do increase over time and in some cases,leadership productivity improves as well.

Accepted Answer

This statement is supported by research and is true. Sharing 360-degree feedback results with followers and developing an action plan to improve can lead to increased ratings over time and improved leadership productivity.

Question 13

Building development plans and getting coaching from others improves a person's chances of changing targeted behaviors.

Accepted Answer

Building development plans helps individuals to clarify their goals, identify barriers, and create actionable steps towards achieving them. Getting coaching from others provides additional support, accountability, and feedback in the process of changing targeted behaviors. Together, these methods can improve a person's chances of success.

Question 14

Instruments providing 360-degree feedback to managers are particularly useful for leadership development.

Accepted Answer

Instruments providing 360-degree feedback can offer a broader perspective on a manager's performance, including input from their subordinates, peers, and supervisors. This can be helpful for identifying areas of improvement and promoting self-awareness, which can contribute to leadership development.

Question 15

A leadership skill consists of three components: a well-defined body of knowledge,a set of related behaviors,and clear criteria of competent performance.

Accepted Answer

This statement accurately describes the components of a leadership skill.

Question 16

Framing is the leadership competency of developing relationships that allow people to work together in the community across their differences.

Accepted Answer

The answer of Framing is the leadership competency of developing...

Question 17

Leaders that rank high in consideration on the Leader Behavior Description Questionnaire (LBDQ)are more likely to assign reasonable deadlines,establish performance standards,and monitor performance levels.

Accepted Answer

Leaders high in consideration focus on building relationships and supporting team members, not necessarily on task-oriented behaviors like setting deadlines and performance standards.

Question 18

A study of more than 700 firms reported that companies that used 360-degree feedback systems had a 10.6 percent increase in shareholder value.

Accepted Answer

The answer of A study of more than 700 firms...

Question 19

The three components of community leadership include mobilization,framing,and building social capital.

Accepted Answer

Mobilization involves identifying community needs and activating community members to address them, framing involves shaping the conversation and defining the issues at hand, and building social capital involves fostering relationships and networks within the community to facilitate collective action.

Question 20

According to research,there is a universal set of leader behaviors that is always associated with leadership success.

Accepted Answer

There is no universal set of leader behaviors that is always associated with leadership success. Different situations and contexts may require different leadership approaches and behaviors. Moreover, leadership style also depends on individual differences, personality traits, and values. Effective leadership involves adapting to the specific needs and goals of the organization and its members.

Quiz 7: Leadership Behavior