Question 1

What are the consequences of trust?

Accepted Answer

Research has shown that there are a numb

Question 2

Leaders are needed today to:

Accepted Answer

A) create efficient organisational structures. 
B) create visions of the future. 
C) formulate detailed plans. 
D) all of the above. 
A) create efficient organisational structures. 
B) create visions of the future. 
C) formulate detailed plans. 
D) all of the above.

Question 3

Which of the following are examples of substitutes?

Accepted Answer

A) rigid rules and procedures 
B) explicit formalised goals 
C) cohesive work groups 
D) all of the above 
A) rigid rules and procedures 
B) explicit formalised goals 
C) cohesive work groups 
D) all of the above

Question 4

What element of transformational leadership appears to be universal?

Accepted Answer

A) vision 
B) trustworthiness 
C) positiveness 
D) all of the above 
A) vision 
B) trustworthiness 
C) positiveness 
D) all of the above

Question 5

If you described your least preferred co-worker in relatively positive terms,then you are:

Accepted Answer

A) task-oriented. 
B) technical-oriented. 
C) humanistic. 
D) relationship-oriented. 
A) task-oriented. 
B) technical-oriented. 
C) humanistic. 
D) relationship-oriented.

Question 6

Which leadership style identified by House in path-goal theory leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out?

Accepted Answer

A) supportive 
B) participative 
C) achievement-oriented 
D) directive 
A) supportive 
B) participative 
C) achievement-oriented 
D) directive

Question 7

Which of the following is NOT a characteristic of a charismatic leader?

Accepted Answer

A) expresses an idealised goal 
B) takes on minimal risks 
C) willingness to engage in self-sacrifice 
D) articulates an appealing vision 
A) expresses an idealised goal 
B) takes on minimal risks 
C) willingness to engage in self-sacrifice 
D) articulates an appealing vision

Question 8

Employee perceptions of their leaders' behaviours are significant predictors of leader blame for failure.

Accepted Answer

A) True 
 B)False

Question 9

Mentors with the ability to be flexible in situations are more likely to be successful in their leadership efforts.

Accepted Answer

A) True 
 B)False

Question 10

Good leaders tend to be high in:

Accepted Answer

A) extraversion,narcissism and communication. 
B) extraversion,agreeableness and assertiveness. 
C) extraversion,conscientious and openness. 
D) introversion,neuroticism and narcissism. 
A) extraversion,narcissism and communication. 
B) extraversion,agreeableness and assertiveness. 
C) extraversion,conscientious and openness. 
D) introversion,neuroticism and narcissism.

Question 11

The leader-participation model was developed by:

Accepted Answer

A) Robert House. 
B) George Graen. 
C) Vroom and Yetton. 
D) Fred Fiedler. 
A) Robert House. 
B) George Graen. 
C) Vroom and Yetton. 
D) Fred Fiedler.

Question 12

You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles.Each of your employees has filled out and scored the instrument.It is your job to try to explain how to use this information. Which of the following best describes what is proposed by the Fiedler model?

Accepted Answer

A) change the employees 
B) change the situation 
C) change the leader 
D) match leaders and situations 
A) change the employees 
B) change the situation 
C) change the leader 
D) match leaders and situations

Question 13

A person can learn to become more charismatic by doing all of the following EXCEPT:

Accepted Answer

A) creating a bond that inspires others to follow. 
B) developing an aura of charisma by maintaining an optimistic view. 
C) communicating only with words to articulate task adjustments. 
D) bringing out the potential in followers by tapping into their emotions. 
A) creating a bond that inspires others to follow. 
B) developing an aura of charisma by maintaining an optimistic view. 
C) communicating only with words to articulate task adjustments. 
D) bringing out the potential in followers by tapping into their emotions.

Question 14

Initiating structure is described as the extent to which a person is likely to have job relationships that are characterised by mutual trust,respect for employees' ideas and regard for their feelings.

Accepted Answer

A) True 
 B)False

Question 15

According to the Ohio State studies,the extent to which a leader is likely to have job relationships characterised by mutual trust and respect for his or her employees is:

Accepted Answer

A) consideration. 
B) initiating structure. 
C) concern for production. 
D) task-oriented. 
A) consideration. 
B) initiating structure. 
C) concern for production. 
D) task-oriented.

Question 16

___________ is a poor indicator of leader effectiveness.

Accepted Answer

A) Experience 
B) Intelligence 
C) Self-monitoring 
D) Extraversion 
A) Experience 
B) Intelligence 
C) Self-monitoring 
D) Extraversion

Question 17

Your supervisor has been studying leadership and has described so many theories to you that you are really confused.You ask him to explain the similarities of the many theories so that you can understand the relationship between them. Which theoretical framework is comparable to employee-oriented leadership?

Accepted Answer

A) initiating structure 
B) directive 
C) consideration 
D) all of the above 
A) initiating structure 
B) directive 
C) consideration 
D) all of the above

Question 18

Some of your management team has been hindering the leadership abilities of other managers.You have a discussion with them to explain the difference between leadership and management.What will you say?

Accepted Answer

Leadership is defined as the ability to

Question 19

VARIANT
What are the benefits for you to consider becoming a mentor?

Accepted Answer

There are personal benefits to the leade

Question 20

If behavioural leadership studies are correct,then:

Accepted Answer

A) leadership can be learned. 
B) leaders are born with leadership behaviours. 
C) leadership trait theories are incorrect. 
D) leader behaviour should be altered. 
A) leadership can be learned. 
B) leaders are born with leadership behaviours. 
C) leadership trait theories are incorrect. 
D) leader behaviour should be altered.

What are the consequences of trust?

Leaders are needed today to:

Which of the following are examples of substitutes?

What element of transformational leadership appears to be universal?

If you described your least preferred co-worker in relatively positive terms,then you are:

Which leadership style identified by House in path-goal theory leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out?

Which of the following is NOT a characteristic of a charismatic leader?

Employee perceptions of their leaders' behaviours are significant predictors of leader blame for failure.

Mentors with the ability to be flexible in situations are more likely to be successful in their leadership efforts.

Good leaders tend to be high in:

The leader-participation model was developed by:

A person can learn to become more charismatic by doing all of the following EXCEPT:

Initiating structure is described as the extent to which a person is likely to have job relationships that are characterised by mutual trust,respect for employees' ideas and regard for their feelings.

According to the Ohio State studies,the extent to which a leader is likely to have job relationships characterised by mutual trust and respect for his or her employees is:

___________ is a poor indicator of leader effectiveness.

Some of your management team has been hindering the leadership abilities of other managers.You have a discussion with them to explain the difference between leadership and management.What will you say?

VARIANT What are the benefits for you to consider becoming a mentor?

If behavioural leadership studies are correct,then:

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters

Exam 11: Leadership

What are the consequences of trust?

Leaders are needed today to:

Which of the following are examples of substitutes?

What element of transformational leadership appears to be universal?

If you described your least preferred co-worker in relatively positive terms,then you are:

Which leadership style identified by House in path-goal theory leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out?

Which of the following is NOT a characteristic of a charismatic leader?

Employee perceptions of their leaders' behaviours are significant predictors of leader blame for failure.

Mentors with the ability to be flexible in situations are more likely to be successful in their leadership efforts.

Good leaders tend to be high in:

The leader-participation model was developed by:

A person can learn to become more charismatic by doing all of the following EXCEPT:

Initiating structure is described as the extent to which a person is likely to have job relationships that are characterised by mutual trust,respect for employees' ideas and regard for their feelings.

According to the Ohio State studies,the extent to which a leader is likely to have job relationships characterised by mutual trust and respect for his or her employees is:

___________ is a poor indicator of leader effectiveness.

Some of your management team has been hindering the leadership abilities of other managers.You have a discussion with them to explain the difference between leadership and management.What will you say?

VARIANT What are the benefits for you to consider becoming a mentor?

If behavioural leadership studies are correct,then:

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Organisational Change and Stress Management

Filters