Question 1

The "born" leader falls into the __________ theory of leadership

Accepted Answer

A)  expert power 
B)  trait 
C)  reward power 
D)  None of the above 
A)  expert power 
B)  trait 
C)  reward power 
D)  None of the above C

Question 2

Managers with authoritarian personalities allow for dissent and participation in the policymaking process.

Accepted Answer

A) True 
 B)False  False

Question 3

A leader that is able to do big things-like changing an organizational culture is known as a transformational leader.

Accepted Answer

A) True 
 B)False  True

Question 4

The Lewin, Lippitt and White studies are the basis of what we consider transactional leadership style today.

Accepted Answer

A) True 
 B)False

Question 5

Leadership is the exercise of formal and informal authority to do things they may never have done or do not wish to do.

Accepted Answer

A) True 
 B)False

Question 6

The "heroic" style leader

Accepted Answer

A)  Operates with stress and this carries over into the organization as a whole. 
B)  Finds it difficult to delegate authority. 
C)  Is an inherently theatrical style of leadership. 
D)  All of the above. 
A)  Operates with stress and this carries over into the organization as a whole. 
B)  Finds it difficult to delegate authority. 
C)  Is an inherently theatrical style of leadership. 
D)  All of the above.

Question 7

The trait theory of leadership:

Accepted Answer

A)  Argues that leaders have unique characteristics 
B)  Argues that leaders are born not made. 
C)  Argues that leaders are fundamentally different from followers. 
D)  All of the above. 
A)  Argues that leaders have unique characteristics 
B)  Argues that leaders are born not made. 
C)  Argues that leaders are fundamentally different from followers. 
D)  All of the above.

Question 8

Fred Fiedler's study on leadership suggest that the leader should adjust his style to accommodate followers, but the Tannenbaum & Schmidt studies suggest otherwise, i.e., it is sometimes easier to adjust the work environment to fit a leader's style.

Accepted Answer

A) True 
 B)False

Question 9

Over-management in the public sector is a benefit to the public organization because with multiple eyes on the job, there is less tendency for error.

Accepted Answer

A) True 
 B)False

Question 10

Having a manager oversee every task he/she delegates to an employee, even when this oversight is not needed is:

Accepted Answer

A)  Micromanagement. 
B)  macromanagement. 
C)  Management by objectives. 
D)  antimanagement. 
A)  Micromanagement. 
B)  macromanagement. 
C)  Management by objectives. 
D)  antimanagement.

Question 11

The "two presidencies phenomenon" as expounded by Aaron Wildavsky divides the presidency into two different spheres of influence. These are

Accepted Answer

A)  environmental policy and labor relations. 
B)  foreign and domestic policy. 
C)  legislative and executive actions. 
D)  budgetary issues and policy planning. 
A)  environmental policy and labor relations. 
B)  foreign and domestic policy. 
C)  legislative and executive actions. 
D)  budgetary issues and policy planning.

Question 12

Charismatic leadership was a notion developed by Max Weber to describe leaders who have referent power.

Accepted Answer

A) True 
 B)False

Question 13

Contingency theories of leadership stress the relationship between leadership style and the situation.

Accepted Answer

A) True 
 B)False

Question 14

Environmental constraints rather than traits matter in how successful a leader will be in a given organization.

Accepted Answer

A) True 
 B)False

Question 15

Whereas ______ leadership focuses on incremental change, ______ leadership focuses on radical change.

Accepted Answer

A)  transformational; transactional 
B)  transactional; contingency 
C)  transactional; transformational 
D)  micromangement; overmanagement 
A)  transformational; transactional 
B)  transactional; contingency 
C)  transactional; transformational 
D)  micromangement; overmanagement

The "born" leader falls into the __________ theory of leadership

Managers with authoritarian personalities allow for dissent and participation in the policymaking process.

A leader that is able to do big things-like changing an organizational culture is known as a transformational leader.

The Lewin, Lippitt and White studies are the basis of what we consider transactional leadership style today.

Leadership is the exercise of formal and informal authority to do things they may never have done or do not wish to do.

The "heroic" style leader

The trait theory of leadership:

Fred Fiedler's study on leadership suggest that the leader should adjust his style to accommodate followers, but the Tannenbaum & Schmidt studies suggest otherwise, i.e., it is sometimes easier to adjust the work environment to fit a leader's style.

Over-management in the public sector is a benefit to the public organization because with multiple eyes on the job, there is less tendency for error.

Having a manager oversee every task he/she delegates to an employee, even when this oversight is not needed is:

The "two presidencies phenomenon" as expounded by Aaron Wildavsky divides the presidency into two different spheres of influence. These are

Charismatic leadership was a notion developed by Max Weber to describe leaders who have referent power.

Contingency theories of leadership stress the relationship between leadership style and the situation.

Environmental constraints rather than traits matter in how successful a leader will be in a given organization.

Whereas leadership focuses on incremental change, leadership focuses on radical change.

Defining Public Administration

Political Cultural Environment of Public Policy Its Administration

The Continuous Reinventing of Government

Intergovernmental Relations

Honor, Ethics, Accountability

The Evolution of Management Organizational Theory

Organizational Behavior

Managerialism Informational Technology

Strategic Management in the Public Sector

Social Equity

Personnel Management Labor Relations

Public Financial Management

Program Audit Evaluation

Filters

Exam 10: Leadership

The "born" leader falls into the __________ theory of leadership

Managers with authoritarian personalities allow for dissent and participation in the policymaking process.

A leader that is able to do big things-like changing an organizational culture is known as a transformational leader.

The Lewin, Lippitt and White studies are the basis of what we consider transactional leadership style today.

Leadership is the exercise of formal and informal authority to do things they may never have done or do not wish to do.

The "heroic" style leader

The trait theory of leadership:

Fred Fiedler's study on leadership suggest that the leader should adjust his style to accommodate followers, but the Tannenbaum & Schmidt studies suggest otherwise, i.e., it is sometimes easier to adjust the work environment to fit a leader's style.

Over-management in the public sector is a benefit to the public organization because with multiple eyes on the job, there is less tendency for error.

Having a manager oversee every task he/she delegates to an employee, even when this oversight is not needed is:

The "two presidencies phenomenon" as expounded by Aaron Wildavsky divides the presidency into two different spheres of influence. These are

Charismatic leadership was a notion developed by Max Weber to describe leaders who have referent power.

Contingency theories of leadership stress the relationship between leadership style and the situation.

Environmental constraints rather than traits matter in how successful a leader will be in a given organization.

Whereas ______ leadership focuses on incremental change, ______ leadership focuses on radical change.

Defining Public Administration

Political Cultural Environment of Public Policy Its Administration

The Continuous Reinventing of Government

Intergovernmental Relations

Honor, Ethics, Accountability

The Evolution of Management Organizational Theory

Organizational Behavior

Managerialism Informational Technology

Strategic Management in the Public Sector

Social Equity

Personnel Management Labor Relations

Public Financial Management

Program Audit Evaluation

Filters

Whereas leadership focuses on incremental change, leadership focuses on radical change.