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| 1 | |
Which of these is not a type of power available to a manager? |
| | A) | Reward |
| | B) | Expert |
| | C) | Referent |
| | D) | Command |
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| 2 | |
In order to empower employees, all of the following conditions must be met EXCEPT: |
| | A) | employees must already have acquired the relevant skills. |
| | B) | workers need to be recognized for their efforts. |
| | C) | there is a clear definition of the values and mission of the company. |
| | D) | employees must be supported in their decision-making. |
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| 3 | |
All of the following are personal traits related to effective leadership EXCEPT: |
| | A) | intelligence. |
| | B) | dominance. |
| | C) | self-confidence. |
| | D) | humility. |
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| 4 | |
Several behavioural models of leadership identify two basic kinds of leader behaviours. These are: |
| | A) | employee-centred and task-oriented. |
| | B) | employee-centred and manager-centred. |
| | C) | person-oriented and task-oriented. |
| | D) | supportive and directive. |
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| 5 | |
What type of behaviour is a leader exhibiting when he trusts his subordinates and treats them with respect? |
| | A) | Employee-centred behaviour |
| | B) | Supportive behaviour |
| | C) | Directive behaviour |
| | D) | Task-oriented behaviour |
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| 6 | |
Contingency models argue that whether a manager will be an effective leader is the result of an interplay between several factors. Which of the following is not one of these factors? |
| | A) | What the manager is like |
| | B) | The manager's behaviours |
| | C) | The manager's intelligence |
| | D) | The nature of the situation |
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| 7 | |
The Path - Goal theory of leadership proposes that leaders can motivate subordinates by which of the following?
I. Identifying their desired outcomes
II. Rewarding high performance and goal attainment
III. Clarifying and clearing the paths leading to goal attainment |
| | A) | I and II |
| | B) | I and III |
| | C) | II and III |
| | D) | I, II, and III |
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| 8 | |
Which of the following is not a characteristic that Fiedler identified as an important determinant of how favourable a situation is to the leader? |
| | A) | Leader-Member Relations |
| | B) | Position Power |
| | C) | Subordinates' Maturity |
| | D) | Task Structure |
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| 9 | |
According to Path-Goal theory, when a leader looks out for the best interests of subordinates, the leader is exhibiting what type of behaviour? |
| | A) | Directive |
| | B) | Participative |
| | C) | Achievement-oriented |
| | D) | Supportive |
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| 10 | |
Effective leadership in organizations occurs when managers take steps to lead in a way that is appropriate for the situation or context in which leadership occurs and for the subordinates who are being led. The Leader Substitutes Model alerts managers to the fact that ______________. |
| | A) | sometimes they should substitute one leadership style for another |
| | B) | sometimes they need to substitute one source of power for another |
| | C) | sometimes they don't need to exert influence over subordinates |
| | D) | subordinates are often able to report to more than one leader at a time |
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| 11 | |
Managers can engage in transformational leadership by:
I. Being charismatic leaders
II. Engaging in development consideration
III. Intellectually stimulating subordinates |
| | A) | I and II |
| | B) | II and III |
| | C) | I and III |
| | D) | I, II, and III |
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| 12 | |
Transformational leaders change their followers in all of the following ways EXCEPT: |
| | A) | motivate them to work for their own personal gain or benefit. |
| | B) | motivate them to work for the good of the organization as a whole. |
| | C) | make them aware of how important their jobs are. |
| | D) | make them aware of their own needs for growth. |
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| 13 | |
Charismatic leaders have all of the following EXCEPT: |
| | A) | a vision that entails dramatic improvements in performance. |
| | B) | the ability to clearly communicate their vision. |
| | C) | a "larger than life" and exuberant personality. |
| | D) | self-confidence and enthusiasm. |
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| 14 | |
According to research, when female managers are compared to male managers, |
| | A) | female managers engage in more consideration behaviours. |
| | B) | female managers engage in less initiating structure behaviours. |
| | C) | female managers sometimes have better interpersonal skills. |
| | D) | male managers are consistently more effective. |
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| 15 | |
While each manager has his or her own personal style of leading, some research suggests that leadership styles vary by country or culture as well. Two primary variables that are found to vary across cultures are people orientation and time horizon. Typical managers in Canada have a ________________ people orientation and ____________ time horizon. |
| | A) | high, short-term |
| | B) | low, short-term |
| | C) | high, long-term |
| | D) | low, long-term |
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