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Chapter 08 - The Supervisor as Leader
8-1
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any
manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 08 The Supervisor as Leader
Multiple Choice
[QUESTION]
1. Leading is the management function of:
A. influencing people to act or not act in a certain way.
B. seeking direction.
C. implementing ideas.
D. setting up groups and allocating resources.
Answer: A
Page: 207
Difficulty: Easy
[QUESTION]
2. Which of the following is true about managers and/or leaders?
A. A manager inspires achievement.
B. A leader seeks and follows directions.
C. A leader focuses on initiating ideas and getting them started.
D. A manager inspires willingness by instilling in employees a sense of common purpose, a
belief that together they can achieve something worthwhile.
Answer: C
Page: 207
Difficulty: Medium
[QUESTION]
3. A(n) _____ refers to the belief that an individual is the primary cause of what happens to
him/herself.
A. individualistic orientation
B. tolerance for ambiguity
C. polycentric notion
D. internal locus of control
Answer: D
Page: 208
Difficulty: Easy
[QUESTION]
4. Stella supervises 12 cashiers at ABC Grocers. Lately, the cashiers have had several instances
of substantial cash shortages, because Stella has not been verifying their initial cash amounts.
When approached by her manager about this situation, Stella replied, “The cashiers are lazy and
just do not care.” Which of the following traits is Stella exhibiting?
A. Sense of humor
B. External locus of control

8-2
C. Empathy
D. Sense of responsibility
Answer: B
Page: 208
Difficulty: Medium
[QUESTION]
5. People who blame others or events beyond their control when something goes wrong are said
to have a(n):
A. external locus of control.
B. democratic leadership style.
C. internal locus of control.
D. authoritarian leadership style.
Answer: A
Page: 208
Difficulty: Easy
[QUESTION]
6. The leadership style in which the leader allows subordinates to participate in decision making
and problem solving is known as:
A. authoritarian leadership style.
B. laissez-faire leadership style.
C. democratic leadership style.
D. dictatorial leadership style.
Answer: C
Page: 209
Difficulty: Easy
[QUESTION]
7. In which of the following leadership styles is the leader uninvolved and lets the subordinates
direct themselves?
A. Authoritarian leadership
B. Democratic leadership
C. Laissez-faire leadership
D. Dictatorial leadership
Answer: C
Page: 210
Difficulty: Easy
[QUESTION]
8. A leader who focuses on the jobs to be done and the goals to be accomplished is:
A. empathetic.
B. people-oriented.
C. using a laissez-faire leadership style.
D. task-oriented.

8-3
Answer: D
Page: 210
Difficulty: Medium
[QUESTION]
9. Rules followed by Marine Corps officers are “never eat before your troops eat” and “never ask
your troops to do something you wouldn’t do.” This is an example of _____ leadership.
A. authoritarian
B. people-oriented
C. task-oriented
D. laissez-faire
Answer: B
Page: 210
Difficulty: Medium
[QUESTION]
10. According to the Managerial Grid, productivity, job satisfaction, and creativity are highest
with a _____ style of leadership.
A. country club management
B. authority–compliance
C. middle-of-the-road management
D. team management
Answer: D
Page: 211
Difficulty: Medium
[QUESTION]
11. Which of the following statements about the country club management style of leadership is
true?
A. Efficiency in operations results from arranging conditions of work in such a way that human
elements interfere to a minimum degree.
B. Adequate organization performance is possible through balancing the necessity to get out
work with maintaining morale of people at a satisfactory level.
C. Interdependence through a “common stake” in organization purpose leads to relationships of
trust and respect.
D. Thoughtful attention to needs of people for satisfying relationships leads to a comfortable,
friendly organization atmosphere and work tempo.
Answer: D
Page: 211
Difficulty: Medium

8-4
[QUESTION]
12. Which style of leadership is being followed when exertion of minimum effort to get the
required work done is appropriate to sustain organization membership?
A. Middle-of-the-road management
B. Impoverished management
C. Country club management
D. Authority–compliance
Answer: B
Page: 211
Difficulty: Medium
[QUESTION]
13. According to which theory should leaders adjust the degree of task and relationship behavior
in response to the growing maturity of their followers?
A. Life cycle theory of leadership
B. Fiedler’s contingency theory of leadership
C. Path–goal theory of leadership
D. X and Y theory of leadership
Answer: A
Page: 213
Difficulty: Medium
[QUESTION]
14. In the initial stages, when the followers have not acquired the required maturity which of the
following combinations of task and relationship behavior should a leader opt for?
A. High task and low relationship behavior
B. High task and high relationship behavior
C. Low task and high relationship behavior
D. Low task and low relationship behavior
Answer: A
Page: 213
Difficulty: Medium
[QUESTION]
15. The _____ theory of leadership suggests that the primary activities of a leader are to make
desirable and achievable rewards available to organization members who attain organizational
objectives and to clarify the kinds of behavior that must be performed to earn those rewards.
A. contingency
B. X and Y
C. life cycle
D. path–goal
Answer: D
Page: 213
Difficulty: Medium

8-5
[QUESTION]
16. _____ behavior involves telling followers what to do and how they are to do it.
A. Supportive
B. Directive
C. Participative
D. Achievement
Answer: B
Page: 213
Difficulty: Medium
[QUESTION]
17. Participative behavior involves:
A. telling followers what to do and how they are to do it.
B. setting a challenging goal for a follower to meet, and expressing confidence that the follower
can meet this challenge.
C. seeking input from followers about methods for improving business operations.
D. recognizing that above all, followers are human beings.
Answer: C
Page: 213
Difficulty: Medium
[QUESTION]
18. _____ behavior involves setting a challenging goal for a follower to meet, and expressing
confidence that the follower can meet this challenge.
A. Supportive
B. Directive
C. Participative
D. Achievement
Answer: D
Page: 214
Difficulty: Medium
[QUESTION]
19. Which style of leadership involves putting other people’s needs, aspirations, and interests
above one’s own?
A. Top-down hierarchical leadership
B. Authoritarian leadership
C. Entrepreneurial leadership
D. Servant leadership
Answer: D
Page: 214
Difficulty: Medium

8-6
[QUESTION]
20. _____ is based on the attitude that the leader is self-employed.
A. Traditional leadership
B. Transformational leadership
C. Entrepreneurial leadership
D. Servant leadership
Answer: C
Page: 214
Difficulty: Easy
[QUESTION]
21. When the supervisor involves employees in making decisions, he or she cannot always be
sure of the outcomes. Supervisors differ in their level of comfort with this uncertainty, which
refers to their:
A. personal leadership strengths.
B. level of confidence in employees.
C. tolerance for ambiguity.
D. knowledge and experience.
Answer: C
Page: 216
Difficulty: Medium
[QUESTION]
22. In choosing a leadership style, one needs to consider values, level of confidence in
employees, and tolerance for ambiguity. These attributes describe:
A. situation characteristics.
B. leader characteristics.
C. subordinate characteristics.
D. manager characteristics.
Answer: B
Page: 215
Difficulty: Medium
[QUESTION]
23. Which of the following is a subordinate characteristic in choosing a leadership style?
A. Knowledge and experience
B. Time available
C. Effectiveness of the group
D. Values
Answer: A
Page: 215
Difficulty: Medium

8-7
[QUESTION]
24. In choosing a leadership style, one needs to consider the type of organization and the
effectiveness of the group. These attributes describe:
A. situation characteristics.
B. manager characteristics.
C. subordinate characteristics.
D. leader characteristics.
Answer: A
Page: 215
Difficulty: Medium
[QUESTION]
25. If a department, team, or other work group has little experience in making its own decisions,
the supervisor:
A. should use a democratic leadership style.
B. may find that an authoritarian approach is easier to use.
C. may effectively use a participatory decision-making approach.
D. should delegate decisions to groups.
Answer: B
Page: 218
Difficulty: Medium
[QUESTION]
26. People who want a lot of direction will most likely welcome _____ leadership.
A. laissez-faire
B. collaborative
C. servant
D. authoritarian
Answer: D
Page: 216
Difficulty: Medium
[QUESTION]
27. Employees who are eager to assume responsibility will most likely appreciate _____
leadership.
A. dominant
B. bureaucratic
C. authoritarian
D. laissez-faire
Answer: D
Page: 216
Difficulty: Easy

8-8
[QUESTION]
28. Organizations that use self-managing work teams generally encourage a variety of employee
characteristics that are associated with the successful use of democratic leadership and a low
degree of:
A. task-oriented behavior.
B. people-oriented behavior.
C. relations-oriented behavior.
D. community-oriented behavior.
Answer: A
Page: 217
Difficulty: Medium
[QUESTION]
29. A structured task—that is, one with a set procedure to follow—is best managed by a(n):
A. relations-oriented leader.
B. authoritarian leader.
C. people-oriented leader.
D. democratic leader.
Answer: B
Page: 218
Difficulty: Medium
[QUESTION]
30. A manager should use a relatively democratic leadership style only when:
A. enough time is available.
B. a task is structured.
C. decisions need to be made quickly.
D. a work group has little experience in making its own decisions.
Answer: A
Page: 218
Difficulty: Medium
[QUESTION]
31. Which of the following statements is true of coaches?
A. They delegate responsibility to carry out operations.
B. They are unwilling to share authority.
C. They are a good analogy for an authoritarian leadership style.
D. They impose their own style of doing things on people.
Answer: A
Page: 219
Difficulty: Medium

8-9
[QUESTION]
32. Which of the following statements is true of a supervisor’s relationship with his/her
employees?
A. A supervisor should be friends with employees and involve them in his/her personal life.
B. Today’s supervisor commands rather than empowers employees.
C. A supervisor should treat employees in a way that reflects his/her role as a part of
management.
D. A supervisor who is feared by employees will inspire them to work harder and better and
thereby yield faster results.
Answer: C
Page: 219
Difficulty: Medium
[QUESTION]
33. When the supervisor listens carefully and shares pertinent information, and employees do not
think the supervisor is hiding something from them, then the supervisor is:
A. being authoritative.
B. breaching the code of secrecy.
C. being a patronizing leader.
D. building trust.
Answer: D
Page: 221
Difficulty: Medium
[QUESTION]
34. The efforts to learn about and match the style of one’s manager are often called:
A. managing down.
B. managing up.
C. managing others.
D. managing change.
Answer: B
Page: 222
Difficulty: Medium
[QUESTION]
35. Mark knows that a co-worker has done something that is not in the company’s best interest.
Mark should:
A. go directly to that co-worker and point out the problem.
B. ignore the situation and hope the co-worker does not do it again.
C. tell his boss immediately.
D. inform his other co-workers.
Answer: A
Page: 223
Difficulty: Medium

8-10
True/False
[QUESTION]
36. Internal locus of control is the belief that an individual is the primary cause of what happens
to him/her.
Answer: True
Page: 208
Difficulty: Easy
[QUESTION]
37. With authoritarian leadership, the supervisor allows employees to participate in decision
making and problem solving.
Answer: False
Page: 209
Difficulty: Medium
[QUESTION]
38. James supervises a staff of highly-trained chemical research scientists. Thus, he does not get
involved and allows the scientists to do what they want. He is using a laissez-faire leadership
style.
Answer: True
Page: 210
Difficulty: Easy
[QUESTION]
39. At the opposite extreme from authoritarian leadership is democratic leadership.
Answer: False
Page: 210
Difficulty: Easy
[QUESTION]
40. Most organizations expect that their supervisors can combine some degree of task orientation
with some degree of people orientation.
Answer: True
Page: 210
Difficulty: Medium
[QUESTION]
41. Position power refers to the extent to which the leader has the support and loyalty of group
members.
Answer: False
Page: 212
Difficulty: Medium

8-11
[QUESTION]
42. Task structure describes any specified procedures that employees should follow in carrying
out the task.
Answer: True
Page: 212
Difficulty: Medium
[QUESTION]
43. If a situation involves good leader–member relations, a structured task, and strong position
power, the situation calls for a leader who is people oriented.
Answer: False
Page: 212
Difficulty: Medium
[QUESTION]
44. Fiedler’s contingency model assumes that the leader’s behavior should adapt to the situation.
Answer: False
Page: 212
Difficulty: Medium
[QUESTION]
45. According to the path-goal theory of leadership, leaders should adjust their degree of task
and relationship behavior in response to the growing maturity of their followers.
Answer: False
Page: 213
Difficulty: Easy
[QUESTION]
46. Supportive behavior involves telling followers what to do and how they are to do it.
Answer: False
Page: 213
Difficulty: Medium
[QUESTION]
47. Achievement behavior involves seeking input from followers about methods for improving
business operations.
Answer: False
Page: 213
Difficulty: Medium
[QUESTION]
48. Ideally, a leader should assign a task that is challenging enough to stretch the follower, but
not so challenging that the follower will be unable to complete the task.
Answer: True

8-12
Page: 214
Difficulty: Medium
[QUESTION]
49. The servant leaders’ primary task is to lead rather than serve the people around them.
Answer: False
Page: 214
Difficulty: Easy
[QUESTION]
50. Entrepreneurial leadership is based on the attitude that the leader is working for an employer.
Answer: False
Page: 214
Difficulty: Easy
[QUESTION]
51. One common characteristic of good leaders is the ability to act as a good role model.
Answer: True
Page: 215
Difficulty: Easy
[QUESTION]
54. The more confidence the supervisor has in employees, the more he or she will involve them
in planning and decision making.
Answer: True
Page: 215-216
Difficulty: Easy
[QUESTION]
55. Women, as a rule, bring the same set of values and experiences to the workplace as men.
Answer: False
Page: 216
Difficulty: Medium
[QUESTION]
53. Employees who are tolerant of ambiguity will accept a leadership style that gives them more
say in solving problems.
Answer: True
Page: 216
Difficulty: Easy
[QUESTION]
52. People who want a lot of direction will welcome democratic leadership.
Answer: False
Page: 216

8-13
Difficulty: Easy
[QUESTION]
56. Employees who don’t identify with the organizational or departmental goals need more
active direction and control from the supervisor.
Answer: True
Page: 217
Difficulty: Medium
[QUESTION]
57. Generally, someone who is new on the job will need a supervisor who engages more in task-
oriented rather than in relationship-oriented behavior.
Answer: False
Page: 217
Difficulty: Medium
[QUESTION]
58. Organizations that use self-managing work teams tend to train employees to assume
extensive responsibility.
Answer: True
Page: 217
Difficulty: Easy
[QUESTION]
59. A task such as generating ideas to improve customer service is a structured task.
Answer: False
Page: 218
Difficulty: Medium
[QUESTION]
60. A democratic leader is in a position to make decisions quickly.
Answer: False
Page: 218
Difficulty: Medium
[QUESTION]
61. Leading is clearly an application of human relations skills.
Answer: True
Page: 219
Difficulty: Medium
[QUESTION]
62. Today’s supervisor seeks consensus and spends time with employees to learn what they need
for job success and career development.
Answer: True

8-14
Page: 219
Difficulty: Medium
[QUESTION]
63. For employees, the supervisor is the person who most directly represents management and
the organization.
Answer: True
Page: 220
Difficulty: Medium
[QUESTION]
64. Employees have no choice but to pursue the supervisor’s vision, even when they cannot trust
the supervisor.
Answer: False
Page: 220
Difficulty: Medium
[QUESTION]
65. The most important way to build trust is to engage in fair, predictable behavior.
Answer: True
Page: 221
Difficulty: Medium
[QUESTION]
66. If the manager offers criticism that seems unreasonable, the supervisor should first try to find
constructive aspects of the criticism.
Answer: False
Page: 221
Difficulty: Medium
[QUESTION]
67. The best way to look good to the manager is to have a high-performing department.
Answer: True
Page: 221
Difficulty: Medium
[QUESTION]
68. You can better meet your manager’s expectations if you understand him or her as an
individual.
Answer: True
Page: 222
Difficulty: Easy

8-15
[QUESTION]
69. Prospective employers look more favorably on job candidates who are not already employed.
Answer: False
Page: 222
Difficulty: Medium
[QUESTION]
70. If you get along well with your peers in the same and other departments, they will help you
look good and get your job done.
Answer: True
Page: 223
Difficulty: Easy
Essay
[QUESTION]
71. Define the term “leading.” Indicate whether you would make a good leader and explain why
or why not.
Answer: Leading is the management function of influencing people to act or not act in a certain
way. The rest of the answer can vary depending upon whether the student feels he/she can
influence the behavior of others.
Page: 207
Difficulty: Medium
[QUESTION]
72. List any three common leadership traits you admire most in a leader and define each trait.
Answer: Some traits that might be considered significant are the following: Sense of
responsibility, self-confidence, high energy level, empathy, internal locus of control, and sense
of humor. Students may define any three.
Page: 208
Difficulty: Medium
[QUESTION]
73. If you were asked to lead an organization and had to choose among authoritarian, democratic,
and laissez-faire leadership styles, which one would you choose? Explain your choice with
examples.
Answer: Students’ answers may vary. The examples must match the corresponding leadership
style.
Page: 209-210
Difficulty: Medium

8-16
[QUESTION]
74. Describe Blake and Mouton’s Managerial Grid.
Answer: Robert R. Blake and Jane S. Mouton recommend that supervisors and other managers
be strong in both leadership orientations. They developed a Managerial Grid that identifies seven
styles of leadership by managers. Along one axis is the manager’s concern for people, and along
the other is the manager’s concern for production. Blake and Mouton’s research led them to
conclude that productivity, job satisfaction, and creativity are highest with team management,
style of leadership. To apply this model of leadership, supervisors identify where their current
style of leadership falls on the managerial grid, and then determine the kinds of changes they
must make to adopt the team management style, which is high in concern for both people and
production.
Page: 211
Difficulty: Medium
[QUESTION]
75. Compare and contrast Fiedler’s contingency model to Hersey-Blanchard’s life cycle theory.
Answer: Similarities-Both focus on relationships and tasks. Both are contingency theories.
Differences-Fiedler recommends that a leader determines whether his or her preferred leadership
style fits the situation, whereas Hersey-Blanchard’s theory assumes that the leader’s behavior
should adapt to the situation.
Page: 212-213
Difficulty: Medium
[QUESTION]
76. Identify the criteria for choosing a leadership style.
Answer: Supervisors should pick a leadership style that suits the characteristics of the leader, the
employees, and the situation. Answers can also include individual characteristics of each of these
three categories.
Page: 215-219
Difficulty: Medium
[QUESTION]
77. How should supervisors build and maintain relationships with their employees?
Answer: A supervisor who is liked and respected by employees will inspire them to work harder
and better. But this does not mean the supervisor should be friends with employees. Instead, the
supervisor should consistently treat them in a way that reflects his/her role as a part of
management. Today’s supervisor empowers rather than commands employees, seeking
consensus and spending time with employees to learn what they need for job success and career
development.
Page: 219
Difficulty: Medium

8-17
[QUESTION]
78. How can supervisors be good role models for their employees?
Answer: For employees, the supervisor is the person who most directly represents management
and the organization. Thus, when employees evaluate the organization, they look at the
supervisor’s behavior. To set a good example for employees, the supervisor should follow all the
rules and regulations that cover employees. The supervisor should be impartial in the treatment
of employees. Supervisors also should be ethical.
Page: 220
Difficulty: Medium
[QUESTION]
79. You are a supervisor in a school cafeteria. You want to improve your relations with the
employees by building trust. How would you do this?
Answer: Engage in fair, predictable behavior. Keep the lines of communication open, listen
carefully, and share information.
Page: 221
Difficulty: Medium
[QUESTION]
80. What strategies can you adopt to improve your relations with your boss?
Answer: Try to understand him or her, observe how he or she handles different situations, try to
determine his/her leadership style, notice what issues are important to him/her, try to adapt your
style to match his/her style, and ask what his/her expectations are of you and how your
performance will be measured.
Page: 222
Difficulty: Medium

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"Got to think about the future, you know. Can't keep you here
forever. Nasty unreasonable prejudice against keeping well men in
hospitals."
Vyrko allowed the expected laugh to come forth. "But since," he
said, gladly accepting the explanation that was so much more
credible than the truth, "I haven't any idea who I am, where I live,
or what my profession is—"
"Can't remember anything? Don't know if you can take shorthand,
for instance? Or play the bull fiddle?"
"Not a thing." Vyrko felt it hardly worth while to point out his one
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electronic typewriter.
"Behold," he thought, "the Man of the Future. I've read all the time
travel stories. I know what should happen. I teach them everything
Kirth-Labbery knew and I'm the greatest man in the world. Only the
fictional time travel never happens to a poor dope who took for
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just beginning to get two-dimensional black-and-white short-range
television. We had (will have?) stereoscopic full-color world-wide
video—which I'm about as capable of constructing here as my friend
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Mouse of the Future...."
The doctor had been thinking, too. He said, "Notice you're a great
reader. Librarian's been telling me about you—went through the
whole damn hospital library like a bookworm with a tapeworm!"
Vyrko laughed dutifully. "I like to read," he admitted.
"Ever try writing?" the doctor asked abruptly, almost in the tone in
which he might reluctantly advise a girl that her logical future lay in
Port Saïd.
This time Vyrko really laughed. "That does seem to ring a bell, you
know.... It might be worth trying. But at that, what do I live on until

I get started?"
"Hospital trustees here administer a rehabilitation fund. Might
wangle a loan. Won't be much, of course; but I always say a single
man's got only one mouth to feed—and if he feeds more, he won't
be single long!"
"A little," said Vyrko with a glance at the newspaper headlines,
"might go a long way."
It did. There was the loan itself, which gave him a bank account on
which, in turn, he could acquire other short-term loans—at
exorbitant interest. And there was the election.
He had finally reconstructed what he should know about it. There
had been a brilliant Wheel-of-If story in one of the much later pulps,
on If the Republicans had won the 1948 election. Which meant that
actually they had lost; and here, in October of 1948, all newspapers,
all commentators, and most important, all gamblers, were convinced
that they must infallibly win.
On Wednesday, November third, Vyrko repaid his debts and settled
down to his writing career, comfortably guaranteed against
immediate starvation.
A half-dozen attempts at standard fiction failed wretchedly. A matter
of "tone," editors remarked vaguely, on the rare occasions when
they did not confine themselves to the even vaguer phrases of
printed rejection forms. A little poetry sold—"if you can call that
selling," Vyrko thought bitterly, comparing the financial position of
the poet here and in his own world.
His failures were beginning to bring back the bitterness and
boredom, and his thoughts turned more and more to that future to
which he could never know the answer.

Twins. It had to be twins—of opposite sexes, of course. The only
hope of the continuance of the race lay in a matter of odds and
genetics.
Odds.... He began to think of the election bet, to figure other angles
with which he could turn foreknowledge to profit. But his pulp-
reading had filled his mind with fears of the paradoxes involved. He
had calculated the election bets carefully; they could not affect the
outcome of the election, they could not even, in their proportionately
small size, affect the odds. But any further step....
Vyrko was, like most conceited men, fond of self-contempt, which he
felt he could occasionally afford to indulge in. Possibly his strongest
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solution to all his problems.
He could write for the science fiction pulps.
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the proper "tone," was the future. Possibly start off with a story on
the Religious Wars; he'd done all that research on his novel. Then....
It was not until he was about to mail the manuscript that the full
pattern of the truth struck him.
Soberly, yet half-grinning, he crossed out KIRTH VYRKO on the first
page and wrote NORBERT HOLT.
Manning Stern rejoiced loudly in this fresh discovery. "This boy's got
it! He makes it sound so real that...." The business office was
instructed to pay the highest bonus rate (unheard of for a first story)
and an intensely cordial letter went to the author outlining
immediate needs and offering certain story suggestions.
The editor of Surprising was no little surprised at the answer:

... I regret to say that all my stories will be based on one
consistent scheme of future events and that you must allow me
to stick to my own choice of material....
"And who the hell," Manning Stern demanded, "is editing this
magazine?" and dictated a somewhat peremptory suggestion for a
personal interview.
The features were small and sharp, and the face had a sort of dark
aliveness. It was a different beauty from Lavra's, and an infinitely
different beauty from the curious standards set by the 1949 films;
but it was beauty and it spoke to Norbert Holt.
"You'll forgive a certain surprise, Miss Stern," he ventured. "I've read
Surprising for so many years and never thought...."
Manning Stern grinned. "That the editor was also surprising? I'm
used to it—your reaction, I mean. I don't think I'll ever be quite used
to being a woman ... or a human being, for that matter."
"Isn't it rather unusual? From what I know of the field...."
"Please God, when I find a man who can write, don't let him go all
male-chauvinist on me! I'm a good editor," said she with becoming
modesty (and don't you ever forget it!), "and I'm a good scientist. I
even worked on the Manhattan Project—until some character
discovered that my adopted daughter was a Spanish War orphan.
But what we're here to talk about is this consistent-scheme gimmick
of yours. It's all right, of course; it's been done before. But where I
frankly think you're crazy is in planning to do it exclusively."
Norbert Holt opened his briefcase. "I've brought along an outline
that might help convince you...."
An hour later Manning Stern glanced at her watch and announced,
"End of office hours! Care to continue this slugfest over a martini or
five? I warn you—the more I'm plied, the less pliant I get."

And an hour after that she stated, "We might get some place if we'd
stay some place. I mean the subject seems to be getting elusive."
"The hell," Norbert Holt announced recklessly, "with editorial
relations. Let's get back to the current state of the opera."
"It was paintings. I was telling you about the show at the—"
"No, I remember now. It was movies. You were trying to explain the
Marx Brothers. Unsuccessfully, I may add."
"Un ... suc ... cess ... fully," said Manning Stern ruminatively. "Five
martinis and the man can say unsuccessfully successfully. But I try to
explain the Marx Brothers yet! Look, Holt. I've got a subversive
orphan at home and she's undoubtedly starving. I've got to feed her.
You come home and meet her and have potluck, huh?"
"Good. Fine. Always like to try a new dish."
Manning Stern looked at him curiously. "Now was that a gag or not?
You're funny, Holt. You know a lot about everything and then all of a
sudden you go all Man-from-Mars on the simplest thing. Or do
you...? Anyway, let's go feed Raquel."
And five hours later Holt was saying, "I never thought I'd have this
reason for being glad I sold a story. Manning, I haven't had so much
fun talking to—I almost said 'to a woman.' I haven't had so much
fun talking since—"
He had almost said since the agnoton came. She seemed not to
notice his abrupt halt. She simply said "Bless you, Norb. Maybe you
aren't a male-chauvinist. Maybe even you're.... Look, go find a
subway or a cab or something. If you stay here another minute, I'm
either going to kiss you or admit you're right about your stories—and
I don't know which is worse editor-author relations."
Manning Stern committed the second breach of relations first. The
fan mail on Norbert Holt's debut left her no doubt that Surprising

would profit by anything he chose to write about.
She'd never seen such a phenomenally rapid rise in author
popularity. Or rather you could hardly say rise. Holt hit the top with
his first story and stayed there. He socked the fans (Guest of Honor
at the Washinvention), the pros (first President of Science Fiction
Writers of America), and the general reader (author of the first pulp-
bred science fiction book to stay three months on the best seller
list).
And never had there been an author who was more pure damned
fun to work with. Not that you edited him; you checked his copy for
typos and sent it to the printers. (Typos were frequent at first; he
said something odd about absurd illogical keyboard arrangement.)
But just being with him, talking about this, that and those.... Raquel,
just turning sixteen, was quite obviously in love with him—praying
that he'd have the decency to stay single till she grew up and "You
know, Manningcita, I am Spanish; and the Mediterranean girls...."
But there was this occasional feeling of oddness. Like the potluck
and the illogical keyboard and that night at SCWA....
"I've got a story problem," Norbert Holt announced there. "An idea,
and I can't lick it. Maybe if I toss it out to the literary lions...."
"Story problem?" Manning said, a little more sharply than she'd
intended. "I thought everything was outlined for the next ten years."
"This is different. This is a sort of paradox story, and I can't get out
of it. It won't end. Something like this: Suppose a man in the remote
year X reads a story that tells him how to work a time machine. So
he works the time machine and goes back to the year X minus 2000
—let's say, for instance, our time. So in 'now' he writes the story that
he's going to read two thousand years later, telling himself how to
work the time machine because he knows how to work it because he
read the story which he wrote because—"
Manning was starting to say "Hold it!" when Matt Duncan interrupted
with, "Good old endless-cycle gimmick. Lot of fun to kick around, but

Bob Heinlein did it once and for all in By His Bootstraps. Damnedest
tour de force I ever read; there just aren't any switcheroos left."
"Ouroboros," Joe Henderson contributed.
Norbert Holt looked a vain question at him; they knew that one word
per evening was Joe's maximum contribution.
Austin Carter picked it up. "Ouroboros, the worm, that circles the
universe with its tail in its mouth. The Asgard Serpent, too. And I
think there's something in Mayan literature. All symbols of infinity—
no beginning, no ending. Always out by the same door where you
went in. See that magnificent novel of Eddison's, The Worm
Ouroboros; the perfect cyclic novel, ending with its
recommencement, stopping not because there's a stopping place,
but because it's uneconomical to print the whole text over infinitely."
"The Quaker Oats box," said Duncan. "With a Quaker holding a box
with a Quaker holding a box with a Quaker holding a...."
It was standard professional shop-talk. It was a fine evening with
the boys. But there was a look of infinitely remote sadness in
Norbert Holt's eyes.
That was the evening that Manning violated her first rule of editor-
author relationships.
They were having martinis in the same bar in which Norbert had, so
many years ago, successfully said unsuccessfully.
"They've been good years," he remarked, apparently to the olive.
There was something wrong with this evening. No bounce. No
yumph. "That's a funny tense," Manning confided to her own olive.
"Aren't they still good years?"
"I've owed you a serious talk for a long time."

"You don't have to pay the debt. We don't go in much for being
serious, do we? Not so dead-earnest-catch-in-the-throat serious."
"Don't we?"
"I've got an awful feeling," Manning admitted, "that you're building
up to a proposal, either to me or that olive. And if it's me, I've got
an awful feeling I'm going to accept—and Raquel will never forgive
me."
"You're safe," Norbert said dryly. "That's the serious talk. I want to
marry you, darling, and I'm not going to."
"I suppose this is the time you twirl your black mustache and tell me
you have a wife and family elsewhere?"
"I hope to God I have!"
"No, it wasn't very funny, was it?" Manning felt very little, aside from
wishing she were dead.
"I can't tell you the truth," he went on. "You wouldn't believe it. I've
loved two women before; one had talent and a brain, the other had
beauty and no brain. I think I loved her. The damnedest curse of
Ouroboros is that I'll never quite know. If I could take that tail out of
that mouth...."
"Go on," she encouraged a little wildly. "Talk plot-gimmicks. It's
easier on me."
"And she is carrying ... will carry ... my child—my children, it must
be. My twins...."
"Look, Holt. We came in here editor and author—remember back
when? Let's go out that way. Don't go on talking. I'm a big girl, but I
can't take ... everything. It's been fun knowing you and all future
manuscripts will be gratefully received."
"I knew I couldn't say it. I shouldn't have tried. But there won't be
any future manuscripts. I've written every Holt I've ever read."

"Does that make sense?" Manning aimed the remark at the olive, but
it was gone. So was the martini.
"Here's the last." He took it out of his breast-pocket, neatly folded.
"The one we talked about at SCWA—the one I couldn't end. Maybe
you'll understand. I wanted somehow to make it clear before...."
The tone of his voice projected a sense of doom, and Manning
forgot everything else. "Is something going to happen to you? Are
you going to—Oh, my dear, no! All right, so you, have a wife on
every space station in the asteroid belt; but if anything happens to
you...."
"I don't know," said Norbert Holt. "I can't remember the exact date
of that issue...." He rose abruptly. "I shouldn't have tried a goodbye.
See you again, darling—the next time round Ouroboros."
She was still staring at the empty martini glass when she heard the
shrill of brakes and the excited up-springing of a crowd outside.
She read the posthumous fragment late that night, after her eyes
had dried sufficiently to make the operation practicable. And through
her sorrow her mind fought to help her, making her think, making
her be an editor.
She understood a little and disbelieved what she understood. And
underneath she prodded herself, "But it isn't a story. It's too short,
too inconclusive. It'll just disappoint the Holt fans—and that's
everybody. Much better if I do a straight obit, take up a full page on
it...."
She fought hard to keep on thinking, not feeling. She had never
before experienced so strongly the I-have-been-here-before
sensation. She had been faced with this dilemma once before, once
on some other time-spiral, as the boys in SCWA would say. And her
decision had been....

"It's sentimentality," she protested. "It isn't editing. This decision's
right. I know it. And if I go and get another of these attacks and
start to change my mind...."
She laid the posthumous Holt fragment on the coals. It caught fire
quickly.
The next morning Raquel greeted her with, "Manningcita, who's
Norbert Holt?"
Manning had slept so restfully that she was even tolerant of foolish
questions at breakfast. "Who?" she asked.
"Norbert Holt. Somehow the name popped into my mind. Is he
perhaps one of your writers?"
"Never heard of him."
Raquel frowned. "I was almost sure.... Can you really remember
them all? I'm going to check those bound volumes of Surprising."
"Any luck with your ... what was it...? Holt?" Manning asked the girl
a little later.
"No, Manningcita. I was quite unsuccessful."
... unsuccessful.... Now why in Heaven's name, mused Manning
Stern, should I be thinking of martinis at breakfast time?

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