Question 1

Which of the following is more an aspect of leadership than an aspect of management?

Accepted Answer

A) Planning 
B) Adopting a visionary stance 
C) Supervising 
D) Monitoring 
A) Planning 
B) Adopting a visionary stance 
C) Supervising 
D) Monitoring

Question 2

Which of the following models maintains that organizations have untapped resources such as creative ability and responsible behaviour?

Accepted Answer

A) Latent resources model 
B) Human resource management model 
C) Positive psychology model 
D) Human resources model 
A) Latent resources model 
B) Human resource management model 
C) Positive psychology model 
D) Human resources model

Question 3

Which of the following is not a dimension of House's path-goal model?

Accepted Answer

A) Directive leadership 
B) Transformational leadership 
C) Supportive leadership 
D) Achievement-oriented leadership 
A) Directive leadership 
B) Transformational leadership 
C) Supportive leadership 
D) Achievement-oriented leadership

Question 4

Compared to autocratic leadership, participative leadership is likely to result in:

Accepted Answer

A) Lower or higher productivity 
B) Higher productivity 
C) Lower productivity 
D) Higher task complexity 
A) Lower or higher productivity 
B) Higher productivity 
C) Lower productivity 
D) Higher task complexity

Question 5

Leaders that have an extraordinarily positive effect on followers are described as:

Accepted Answer

A) Democratic leaders 
B) Authoritative leaders 
C) Charismatic leaders 
D) Strong leaders 
A) Democratic leaders 
B) Authoritative leaders 
C) Charismatic leaders 
D) Strong leaders

Question 6

Low LPC (least preferred co-worker) leaders, according to Fiedler, tend to be:

Accepted Answer

A) Employee-centred 
B) People who gain satisfaction from successful interpersonal relations 
C) Psychologically close to their group members 
D) None of these 
A) Employee-centred 
B) People who gain satisfaction from successful interpersonal relations 
C) Psychologically close to their group members 
D) None of these

Question 7

Lateral leadership refers to the ability to:

Accepted Answer

A) Lead out 
B) Lead passively 
C) Coach other leaders 
D) Lead without formal authority 
A) Lead out 
B) Lead passively 
C) Coach other leaders 
D) Lead without formal authority

Which of the following is more an aspect of leadership than an aspect of management?

Which of the following models maintains that organizations have untapped resources such as creative ability and responsible behaviour?

Which of the following is not a dimension of House's path-goal model?

Compared to autocratic leadership, participative leadership is likely to result in:

Leaders that have an extraordinarily positive effect on followers are described as:

Low LPC (least preferred co-worker) leaders, according to Fiedler, tend to be:

Lateral leadership refers to the ability to:

Historical Influences and Research Methodology

Personality and Intelligence

Psychological Testing, Selection, and Appraisal

Motivation, Job Design, and Extrinsic Rewards

Perception and Communication

Learning, Memory, and Training

Individual Decision Making and Creativity

Attitudes, Values, Job Satisfaction, and Commitment

Groups

Team Building

Power, Politics, and Conflict

Organizational Structure and Design

Organizational Culture

Organizational Change and Development

Health and Work: Stress

Filters

Exam 11: Leadership and Management Style

Which of the following is more an aspect of leadership than an aspect of management?

Which of the following models maintains that organizations have untapped resources such as creative ability and responsible behaviour?

Which of the following is not a dimension of House's path-goal model?

Compared to autocratic leadership, participative leadership is likely to result in:

Leaders that have an extraordinarily positive effect on followers are described as:

Low LPC (least preferred co-worker) leaders, according to Fiedler, tend to be:

Lateral leadership refers to the ability to:

Historical Influences and Research Methodology

Personality and Intelligence

Psychological Testing, Selection, and Appraisal

Motivation, Job Design, and Extrinsic Rewards

Perception and Communication

Learning, Memory, and Training

Individual Decision Making and Creativity

Attitudes, Values, Job Satisfaction, and Commitment

Groups

Team Building

Power, Politics, and Conflict

Organizational Structure and Design

Organizational Culture

Organizational Change and Development

Health and Work: Stress

Filters