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ORGB |\ 327 |\Leadership |\Final |\Exam |\questions |\
with |\answers
Which |\of |\the |\following |\statements |\regarding |\managers |\and |\leaders |
is |\not |\true? a. |\Managers |\focus |\on |\doing |\things |\right. b. |\Leaders |\are |\concerned |\with |\maintaining |\stability. c. |\Leaders |\place |\great |\concern |\on |\innovation |\and |\change. d. |\Managers |\are |\concerned |\with |\the |\best |\way |\to |\get |\the |\job |\done. e. |\Successful |\managers |\use |\a |\truly |\participative |\form |\of |\leadership. |- |\CORRECT |\ANSWERS |\✔✔b. |\Leaders |\are |\concerned |\with |
maintaining |\stability. A |\manager |\is |\attending |\a |\company |\workshop |\called |\the |\Leadership |\Grid |\to |\help |\him |\improve |\his |\effectiveness |\as |\a |\manager. |\The |
manager |\will |\learn |\how |\to |\implement |\a |\high |\concern |\for |\getting |
the |\job |\done |\while |\showing |\concern |\for |\the |\workers. |\This |\workshop |\best |\illustrates |\which |\leadership |\theory |\paradigm? a. |\trait b. |\behavioural c. |\contingency d. |\management |\to |\leadership |- |\CORRECT |\ANSWERS |\✔✔b. |
behavioural
The |___________ |\leadership |\theory |\paradigm |\attempts |\to |\explain |\the |
appropriate |\leadership |\style |\based |\on |\the |\leader, |\followers, |\and |
situation. a. |\trait b. |\behavioural c. |\contingency d. |\situational |- |\CORRECT |\ANSWERS |\✔✔c. |\contingency 4 |\According |\to |\Mintzberg, |\which |\of |\the |\following |\is |\a |\managerial |
role |\category? a. |\interpersonal b. |\intrapersonal c. |\technical d. |\integrative |- |\CORRECT |\ANSWERS |\✔✔a. |\interpersonal Leaders |\perform |\the |\role |--- |\when |\they |\represent |\the |\organization |
or |\department |\in |\legal, |\social, |\and |\ceremonial |\activities. a. |\symbolic b. |\liaison c. |\negotiator d. |\disturbance |\handler e. |\figurehead |- |\CORRECT |\ANSWERS |\✔✔e. |\figurehead
c. |\punishment |\of |\unethical |\behaviour d. |\diffusion |\of |\responsibility |- |\CORRECT |\ANSWERS |\✔✔c. |\punishment |\of |\unethical |\behaviour People |\with |\a |\strong |\need |\for |\achievement |(n |\Ach) |\tend |\to |\have |\all |\of |\the |\following |\characteristics |\except a. |\self-confidence. b. |\external |\locus |\of |\control. c. |\high |\energy |\traits. d. |\a |\high |\concern |\for |\excellence |- |\CORRECT |\ANSWERS |\✔✔b. |
external |\locus |\of |\control The |\idea |\that |\managers |\should |\let |\employees |\have |\full |\access |\to |
information |\that |\is |\not |\confidential |\is |\consistent |\with a. |\Theory |\Y. b. |\Theory |\X. c. |\the |\Pygmalion |\Effect. d. |\the |\need |\for |\power |\effect. |- |\CORRECT |\ANSWERS |\✔✔a. |\Theory |\Y Emotional |\intelligence |(EI) |\includes |\all |\of |\the |\following |\except a. |\self-awareness b. |\self-esteem c. |\self-management
d. |\relationship |\management |- |\CORRECT |\ANSWERS |\✔✔b. |\self-esteem A |\team |\leader |\has |\concern |\for |\both |\production |\and |\people. |
According |\to |\Leadership |\Grid |\theory |\this |\leadership |\style |\would |\fall |
in |\the |____________ |\area |\of |\the |\leadership |\grid. a. |\low-high b. |\low-low c. |\high-high d. |\high-low e. |\high |\consideration, |\high |\structure |- |\CORRECT |\ANSWERS |\✔✔c. |
high-high University |\of |\Iowa |\research |\identified |\which |\of |\the |\following |
leadership |\styles? a. |\autocratic b. |\democratic c. |\bureaucratic d. |\all |\of |\the |\above e. |\both |\a |\and |\b |- |\CORRECT |\ANSWERS |\✔✔e. |\both |\a |\and |\b According |\to |\your |\textbook, |\contingency |\leadership |\theory |\is |\based |
on a. |\trait |\theory.
d. |\All |\managers |\perform |\four |\major |\functions: |\planning, |\organizing, |\leading, |\and |\controlling |- |\CORRECT |\ANSWERS |\✔✔a. |\A |\manager |
always |\has |\the |\ability |\to |\influence |\others; |\a |\leader |\may |\not Successful |\leaders |\need |\these |\three |\managerial |\leadership |\skills: a. |\technical, |\intrapersonal, |\and |\decision-making b. |\planning, |\decision-making, |\and |\organizing c. |\decision-making, |\interpersonal, |\and |\technical d. |\leading, |\planning, |\and |\decision-making |- |\CORRECT |\ANSWERS |
✔✔c. |\decision-making, |\interpersonal, |\and |\technical Which |\of |\the |\following |\is |\one |\of |\Mintzberg's |\informational |
leadership |\roles? a. |\negotiator b. |\liaison c. |\monitor d. |\resource |\allocator |- |\CORRECT |\ANSWERS |\✔✔c. |\monitor The |____________ |\level |\of |\analysis |\can |\also |\be |\called |\the |\dyadic |
process. a. |\group b. |\individual c. |\organizational
d. |\executive |- |\CORRECT |\ANSWERS |\✔✔b. |\individual If |\the |\leader |\typically |\is |\afraid |\to |\make |\decisions, |\is |\unassertive, |
and |\is |\self-blaming |\when |\things |\go |\wrong, |\the |\leader |\is |\displaying |
a a. |\Theory |\Y |\positive |\self-concept b. |\Theory |\Y |\negative |\self-concept c. |\Theory |\X |\positive |\self-concept d. |\Theory |\X |\negative |\self-concept |- |\CORRECT |\ANSWERS |\✔✔b. |\Theory |\Y |\negative |\self-concept At |\the |\preconventional |\level |\of |\moral |\development, |\which |\of |\the |
following |\motivate(s) |\behaviour? a. |\living |\up |\to |\expectations |\of |\acceptable |\behaviour |\defined |\by |
others b. |\universal |\principles |\of |\right |\and |\wrong c. |\self-interest d. |\personality |- |\CORRECT |\ANSWERS |\✔✔c. |\self-interest According |\to |\your |\text, |\people |\all |\want |\to |\view |\themselves |\in |\a |
positive |\manner. |\When |\people |\behave |\unethically, |\they |\often |\justify |
the |\behaviour |\to |\protect |\their |_________ |\so |\that |\they |\don't |\have |\to |
feel |\bad. a. |\personality
c. |\empowerment d. |\low |\turnover |- |\CORRECT |\ANSWERS |\✔✔c. |\empowerment According |\to |\the |\University |\of |\Iowa |\studies |\on |\leadership |\styles, |\a |
democratic |\leader a. |\closely |\supervises |\workers b. |\makes |\the |\decisions c. |\tells |\employees |\what |\to |\do d. |\works |\with |\employees |\to |\determine |\what |\to |\do |- |\CORRECT |
ANSWERS |\✔✔d. |\works |\with |\employees |\to |\determine |\what |\to |\do Based |\on |\extensive |\research, |\Blake |\and |\Mouton |\would |\expect |\the |
best |\performance |\from |\a |\firm |\whose |\leadership a. |\displays |\an |\ultimate |\priority |\of |\meeting |\employees' |\needs. b. |\sets |\the |\highest |\priority |\on |\task |\completion. c. |\puts |\a |\balanced |\and |\moderate |\managerial |\effort |\between |
meeting |\employees' |\needs |\and |\task |\completion. d. |\puts |\the |\highest |\priority |\on |\both |\meeting |\employees' |\needs |\and |
task |\completion. |- |\CORRECT |\ANSWERS |\✔✔d. |\puts |\the |\highest |
priority |\on |\both |\meeting |\employees' |\needs |\and |\task |\completion Which |\of |\the |\following |\is |\not |\one |\of |\the |\contributions |\of |
behavioural |\leadership |\theory?
a. |\Task |\and |\relationship |\behaviour |\tend |\to |\correlate |\strongly |\with |
subordinate |\performance. b. |\It |\led |\to |\the |\shift |\in |\paradigm |\to |\contingency |\leadership |\theory. c. |\Organizations |\need |\both |\production |\and |\people |\leadership. d. |\A |\manager |\does |\not |\have |\to |\perform |\both |\production |\and |
people |\functions. |- |\CORRECT |\ANSWERS |\✔✔a. |\Task |\and |\relationship |
behaviour |\tend |\to |\correlate |\strongly |\with |\subordinate |\performance What |\is |\Sandberg's |\leadership |\style |\according |\to a. |\the |\University |\of |\Iowa |\Leadership |\Styles? b. |\the |\University |\of |\Michigan |\study? c. |\the |\Leadership |\Grid? |- |\CORRECT |\ANSWERS |\✔✔Sandberg's |
leadership |\style, |\according |\to |\the |\University |\of |\Iowa |\Leadership |
Styles, |\falls |\under |\the |\Democratic |\leadership. |\Sheryl |\supports |\and |
practices |\participative |\leadership |\style, |\and |\she |\can |\be |\seen |\as |\a |
transformational |\leader |\who |\presented |\ideas |\in |\her |\thought- provoking |\book |"Lean |\In." |\Sandberg |\spends |\most |\of |\her |\time |\in |
meetings |\and |\on |\emails. |\She |\feels |\very |\strongly |\about |\motivating, |
influencing |\teams |\and |\individuals |\as |\part |\of |\her |\job |\and |\teamwork |
in |\Facebook |\company. |\Sheryl's |\style |\feels |\almost |\a |\visionary, |\with |\a |
charismatic |\woman |\experience |\and |\strong |\direct |\communicating |
style |\to |\deliver |\in |\the |\organization. Which |\of |\the |\following |\statements |\regarding |\managers |\and |\leaders |
is |\not |\true?
d. |\situational e. |\restrictive |- |\CORRECT |\ANSWERS |\✔✔b. |\prescriptive Which |\of |\the |\following |\styles |\is/are |\represented |\in |\the |\path-goal |
leadership |\model? a. |\directive b. |\supportive c. |\participative d. |\achievement-oriented e. |\all |\of |\the |\above |- |\CORRECT |\ANSWERS |\✔✔e. |\all |\of |\the |\above According |\to |\your |\textbook, |\a |\is |\an |\example |\for |\use |\in |\a |\given |
situation. a. |\leadership |\theory b. |\leadership |\model c. |\contingency |\theory d. |\leadership |\conjecture e. |\leadership |\metaphor |- |\CORRECT |\ANSWERS |\✔✔a. |\leadership |
theory The |\two |\major |\leadership |\styles |\in |\the |\continuum |\leadership |\model |\are a. |\boss-centred |\and |\leader-centred.
b. |\boss-centred |\and |\subordinate-centred. c. |\leader-centred |\and |\subordinate-centred. d. |\team-centred |\and |\organization-centred. e. |\people-centred |\and |\task-centred. |- |\CORRECT |\ANSWERS |\✔✔b. |
boss-centred |\and |\subordinate-centred Which |\of |\the |\following |\is |\not |\one |\of |\the |\variables |\that |\determines |
situational |\favourableness?: a. |\task |\structure b. |\locus |\of |\control c. |\position |\power d. |\leader-member |\relations e. |\none |\of |\the |\above |- |\CORRECT |\ANSWERS |\✔✔b. |\locus |\of |\control The |\normative |\leadership |\model |\uses |\decision |\trees |\that |\are a. |\time-driven |\and |\development-driven b. |\leader-driven |\and |\follower-driven c. |\task-driven |\and |\people-driven d. |\goal-driven |\and |\decision-driven |- |\CORRECT |\ANSWERS |\✔✔a. |\time- driven |\and |\development-driven According |\to |\leadership |\substitute |\theory, |______________ |\reduce |\or |
limit |\the |\effectiveness |\of |\a |\leader's |\behaviour.
When |\you |\seek |\the |\input |\of |\others |\and |\are |\open |\to |\developing |\a |
plan |\together |\to |\achieve |\a |\given |\objective, |\you |\are |\using |\the |
______________ |\influencing |\tactic. a. |\leadership b. |\consultation c. |\legitimization d. |\relational |- |\CORRECT |\ANSWERS |\✔✔b. |\consultation ____________ |\is |\the |\process |\of |\developing |\relationships |\for |\the |
purpose |\of |\socializing |\and |\politicking. Select |\one: a. |\Reciprocity b. |\Networking c. |\Power |\friending d. |\Pressure |\tactic |- |\CORRECT |\ANSWERS |\✔✔b. |\Networking According |\to |\your |\textbook, |\the |\key |\to |\any |\negotiation |\is a. |\preparation b. |\making |\trade-offs |- |\CORRECT |\ANSWERS |\✔✔a. |\preparation The |\creation |\of |\obligations |\and |\the |\development |\of |\alliances |\that |
are |\used |\to |\accomplish |\objectives |\is |\known |\as a. |\extortion
b. |\reciprocity c. |\networking d. |\coalition |\building |- |\CORRECT |\ANSWERS |\✔✔b. |\reciprocity When |\there |\doesn't |\seem |\to |\be |\any |\progress, |\it |\may |\be |\wise |\to |
____________ |\negotiations. a. |\cease b. |\concede c. |\compromise d. |\postpone |- |\CORRECT |\ANSWERS |\✔✔d. |\postpone What |\is |\the |\correct |\order |\for |\the |\message |\receiving |\process? a. |\listening, |\analyzing, |\and |\checking |\understanding b. |\listening, |\paraphrasing, |\and |\analyzing c. |\listening, |\analyzing, |\and |\following |\up d. |\listening, |\analyzing |\and |\giving |\feedback e. |\analyzing, |\listening, |\and |\checking |\understanding |- |\CORRECT |
ANSWERS |\✔✔a. |\listening, |\analyzing, |\and |\checking |\understanding __________ |\is |\the |\process |\of |\thinking |\about |\and |\evaluating |\the |
message. a. |\Listening
Which |\of |\the |\following |\is |\not |\one |\of |\the |\guidelines |\you |\should |\use |
when |\getting |\feedback |\on |\messages? a. |\Ask |\questions. |
b. |\Be |\aware |\of |\nonverbal |\communication. |
c. |\Verify |\the |\message. d. |\Be |\open |\to |\feedback. |- |\CORRECT |\ANSWERS |\✔✔c. |\Verify |\the |
message The |\effort |\to |\appear |\supportive, |\appreciative, |\and |\respectful |\to |\gain |\favor |\from |\a |\leader |\is |\called a. |\manipulation b. |\deceit c. |\duplicity d. |\ingratiation e. |\self-promotion |- |\CORRECT |\ANSWERS |\✔✔d. |\ingratiation The |________________ |\exhibits |\a |\little |\of |\all |\four |\follower |\styles, |
depending |\on |\which |\style |\fits |\with |\the |\prevailing |\situation. a. |\alienated |\follower b. |\conformist |\follower c. |\passive |\follower d. |\effective |\follower e. |\pragmatic |\follower |- |\CORRECT |\ANSWERS |\✔✔e. |\pragmatic |\follower
The |\determinants |\of |\follower |\influence |\include a. |\relative |\power |\position b. |\locus |\of |\control c. |\education |\and |\experience d. |\all |\of |\the |\above e. |\a |\and |\c |\only |- |\CORRECT |\ANSWERS |\✔✔d. |\all |\of |\the |\above The |\concept |\of |______________ |\is |\defined |\as |\the |\set |\of |\resources |\that |
exists |\in |\the |\structure |\of |\relations |\between |\members |\of |\the |\group, |
which |\helps |\them |\get |\ahead. a. |\social |\mobility b. |\social |\exchange c. |\social |\capital d. |\trust e. |\group |\synergy |- |\CORRECT |\ANSWERS |\✔✔c. |\social |\capital Which |\of |\the |\following |\theories |\approaches |\leadership |\as |\an |
exchange |\relationship |\that |\develops |\between |\a |\leader |\and |\a |
follower |\over |\time |\during |\role-making |\activities? a. |\differential |\leadership |\theory b. |\dyadic |\theory c. |\dyanetics |\theory
