Q31. Research at CCL found that leaders who derailed in their careers: a. experienced a string of successes in their earlier managerial positions b. developed many cooperative relationships in their earlier positions c. had early experience in a variety of different types of managerial positions d. had experience with earlier positions that were very difficult and stressful Q32. The importance of different skills for effective leadership is least likely to be affected by: a. the level of management b. the leader's prior experience c. the type of organization d. the environmental turbulence Q33. Effective managers are least likely to have which of the following traits? a. high self confidence b. high need for affiliation c. achievement orientation d. internal locus of control orientation Q34. Which of the following is not part of emotional intelligence? a. understanding the feelings and emotions of other people b. understanding relevant functional requirements for other people c. understanding how to use emotions to facilitate cognitive processes d. understanding how to cognitively manage emotions Q35. A very narcissistic leader is most likely to: a. have empathy and concern for subordinates b. perceive human relationships in complex terms c. become preoccupied with power and prestige d. seek objective advice from subordinates and peers Q36. In comparison to first-line supervisors, top executives usually need more: a. interpersonal skill b. self-management skill c. technical skill d. conceptual skill Q37. Research at CCL found that in comparison to managers who derailed in their career, managers who continued to be successful had more: a. ambition to succeed b. technical brilliance c. interpersonal skill d. self confidence Q38. What is the most important need for people who become leaders? a. achievement b. affiliation c. power d. esteem Q39. What is the most accurate conclusion about traits and success as a manager? a. managers with a personalized power orientation are seldom effective b. managers with a socialized power orientation are usually effective c. managers with a socialized power orientation are more likely to be effective than managers with a personalized power orientation d. managers with strong power motivation are usually effective, regardless of which type of orientation they have Q40. Which of the following traits did Miner find was least important for managerial success? a. desire to exercise power b. willingness to do routine administrative paperwork c. desire to compete with peers d. positive attitude toward authority figures