Multiple -Choice Question

Leadership Management & Organisation

1. Which statement best describes people-orientated leadership behaviour? A. Jamal listened carefully when Jessica explained why the customer was unhappy. B. George instructed his team members to call at last three potential new clients every week. C. Samantha assigned part of the project to each team member. D. Bella reprimanded Lilly for her tardiness. 2. Which of the following actions occur during the first stage of the development of individualized leadership/LMX? A. In-groups and out-groups are created. B. Leaders create a positive exchange with every subordinate. C. Each dyad involves a unique exchange independent of other dyads. D. Leadership is individualised for each subordinate. 3. Zac has been promoted to team leader. His team consists of high school students who have never had jobs before. The procedures the workers need to follow are long and complicated. Based on Hersey and Blanchard's situational theory, which of the following leadership styles should he use? A. Delegating leadership style B. Selling leadership style C. Telling leadership style D. Participating leadership style 4. Which of the following things should leaders know in order to use Fiedler's contingency theory of leadership? A. They should conclude that they are task-oriented leaders if they are moderately well liked, have some power, and supervise jobs that contain some ambiguity. B. They should identify themselves as relationship-oriented leaders if they define the task structure and can establish authority over subordinates. c. They should assume that they are more effective as task-oriented leaders if they perform better in situations of intermediate favourability. D. They should diagnose the situation and determine whether iesder-member relations, task structure, and position power are favourable or unfavourable. 5. Which of the following statements is true of the Vroom-lago contingency model of leadership? A. It made the assumption that new leaders could take over as situations change. B. it states that the leader's responsibility is to increase subordinates' motivation to attain personal and oreanitational goals. C. It discusses the extent to which the leader's style is relationship- or task-oriented. D. It tells the leader precisely the correct amount of participatioa by subordinates to use int making a particular decision. 6. Abby works in a high-pressure emvironment managing deliveries and drivers for a busy fumiture outlet. When unplanined road closures throw off the delivery schedule and drivars are frustrated, she stays calm and makes changes without drama. Which of the following personatity dimensions does Abby demonstrate in this situation? A. Extroversion B. Emotional stabelity C. Openness D. Conscientiousness 7. Helen, the operations head of an organization, received a corrplaint stating that one of the managers was regularly harassing his subordinates. Instead of taking action, she nerlected the Issue as she had high regard for the manager. She was sure that the allegations agairat the manager were not true. In the given scenario, the assumption made by Heten is an example of A. projection B. the halo effect C. perceptual defense D. stereotyping 8. Which of the following statements is true of leaders who subscribe to the assumptions of Theory y? A. They belleve that the average human being prefers to be directed and wisher to ovoid responsibility. 8. They do not believe that people will seek out greater responsibility and will cxercise Imagination and creativity. c. They believe that the average human being has an inherent datike of work and will awoid it if possible. D. They do not believe people have to be coerced and controlled in orcier to perform effectively. 9. Victocia, an advertising manager, works effectively when dealing with routine and well-defined tasks, but she is not very good with tasks that require creativity. Hence, she assumes that hersubordinates atso have difficulty being creative. In the given scenaria, Victocia's assumption is an example of A. projection B. self-serving bias C. halo effect D. internal attribution. 10. Gibert heads the accounts team of HFC Inc. He received negative feedback from his clients about one of the projects that he managed. He held his subordinates responable as he felt that they were inefficient and worked carelessly. The judgment made by Grbert is an example of A. perpetual defense B. self-serving bias C. halo effect D. internal attribution 11. You think that you are at the postconventional level of personal moral development. Which of the following behavlours distinguishes you from pecole at the other levels? A. You act in your own interest. B. You act independently, regardiess of your friends' expectations. C. You follow the norms at school and work. D. You try to fit in with your coworkers. 12. Kasper Inc. wants its workers to act ethically, treat each other well, and treat its customers weil. What is the most effective way to communicate this to the workers? A. The leaders should model the behaviour they want the workers to follow. B. The leaders should create a code of ethics. C. The leaders should hold meetings to talk about customer service. D. Employees who act unethically should be puniched. 13. The management at Eastrock School of Business and Manazement has given janitors the responsibdity of managing supplies while keeping within the budget. Thus, the jaritors feel that they are part of the team that keeps the organization running smoothly. In the given scenario, the management's style of leadership is: A. preconventional management. 8. charismatic leadership. c. authoritarian leadership. D. servant feadership. 14. An exampie of intrinsic positive motivation is: A. volunteering for a fun task. B. receiving a gift card for good periormance. C. reading a book because it's required for a class. D. practicing a song to avoid embarrassment when playing the violin in the school band. 15. Falrmont Hotels \& Revorts lets its best performing employees design their rewards. This is done to ensure that the rewards are valued by the employees and serve as further motivation. Falrmont Hotels \& Resorts uses theory to motivate its employees. A. equity B. job enlargement C. expectancy D. Maslow's hierarchy of needs. 16. Maeve is a popular manager. Mamy people enjoy being around her. She has a good head on her shoulders, and many of her followers respect her opinion and adopt her viewpoint. Maeve has: A. expert power. B. reward power. C. Iegitimate power. D. referent power. 17. In a time of economic difficulty, Eric is a cautious leader. Selecting the next product that his company will produce is a big decision. The product development department has several options. To help him decide, he has asked each product group to present their products to him. next week in a type of competition. After the presentations, he will choose the product that will set the company's course for the coming year. What type of leader is Eric? A. Transactional leaders B. Coalitional leader C. Transformational leader- D. Machiavellian leader 18. Jeanette is good at traditional management functions, she does the planning and bucigeting for her division, She determines what her employees need and rewards them for completing tastos that she absigns. Although she is an effective leader, she does not inspire followers to go beyond the scope of their duties. What type of leader is Jeanette? A. Transactional leaders B. Coalitional leader C. Transformational leader D. Machiavelian leader 19. Research indicates that most people feel a sense of obligation to give something back in retutr for favours others do for them. In the context of the principles for asserting leader influence, which of the following principles should a leader employ to exploit the given research finding? A. Asking for what you want D. Relying on the rule of reciprocity C. Asserting formal authority D. Developing allites 20. that includes expert power and referent power is based on perfonal characteristics and interpersonal relationships. A. Hard powet B. Legitimate power C. Soft power D. Personalised power 21. Mary Beth and Jo Lynne have been on the social team for two months. Even though the deadline for committing to a location for the annual awards dinner is quickly approaching, the antagonism between Mary Beth and Jo Lynne has made it impossible to move forward. What type of confict is preventing the team's success? A. Groupthink B. Relationship confisct C. Time conflict D. Task conflict 22. The leader's role during the stage of team development is to encourage participation by each team member and heip. people find their common vision and values. A. forming B. norming C. storming D. performing 23. Which of the following statements is true of the glass celling? A. When executives choose a successor for a top position, they tend to choose someone Who is different from them, B. The existence of "glass walls" facilitates important lateral movement within an organization. C. Prevaling attitudes are invisible obstacles to women's advancement. D. Women represent a large percentage of top executives and board members in American compsites. 24. Antonia is a surgeon at City Hospital. To help patients with a specific condition, she needs the hospital to purchase a new piece of expensive equipment and train the staff in its use. Which of the following forces have made Antonia a change leader? A. E-business B. Social media C. Technological advances D. Shifting social attitudes 25. Employees resist change because: A. It violates creative intultion. B. it violates the relationship between employees and an organization. C. it involves a lengthy process which can takes years to implement. D. it provides full information about future events