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| 1 | |
The process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals is known as: |
| | A) | leadership. |
| | B) | management. |
| | C) | charisma. |
| | D) | strategic thinking. |
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| 2 | |
Which of the following statements describes a key difference between managers and leaders according to Bennis and Kotter? |
| | A) | Managers do the right things, whereas leaders do things right. |
| | B) | Managers focus on vision, mission, and goals, whereas leaders focus on efficiency. |
| | C) | Management is about coping with change, whereas leadership is about coping with complexity. |
| | D) | Leaders see themselves as promoters of change, whereas managers focus on preserving the status quo. |
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| 3 | |
The ability of a leader to get high performance from his or her subordinates is known as: |
| | A) | efficient leadership. |
| | B) | high-performance leadership. |
| | C) | effective leadership. |
| | D) | community leadership. |
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| 4 | |
William Bratton, former commissioner of the New York City Police Department advocated zero-tolerance policing. This included prosecution of panhandlers and vandals. His push was opposed by the city's courts, which feared the policy would swamp the court system with small crime cases. Bratton elicited the help of New York Mayor Rudolph Giuliani who explained that although zero-tolerance policing would initially increase the workload of the courts, over time this would decline as the crime rate fell in New York. Bratton and Giuliani then had a series of press conferences on the subject. The courts dropped their opposition. Bratton's power in this example most likely flows from his: |
| | A) | network of allies. |
| | B) | expertise. |
| | C) | individual attributes. |
| | D) | legitimate power. |
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| 5 | |
Which of the following is something that a leader with people-oriented behavior would most likely do? |
| | A) | establish stretch goals |
| | B) | challenge employees |
| | C) | ensure employees follow company rules |
| | D) | listen to employee suggestions |
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| 6 | |
Which of the following statements about the behavior perspective on leadership is most accurate? |
| | A) | The best leaders are those that are task-oriented. |
| | B) | Effective leaders such as Jack Welsh are task-oriented and not people oriented. |
| | C) | Generally absenteeism is worse in subordinates who work for leaders with low levels of people-oriented leadership behaviors. |
| | D) | All of the above statements are correct. |
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| 7 | |
Which of the following is a contingency theory of leadership? |
| | A) | power-influence theory |
| | B) | Fiedler's theory |
| | C) | trait theory |
| | D) | emotional intelligence theory |
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| 8 | |
Which of the following is an assumption that Fiedler makes? |
| | A) | Leaders can change their style to fit the situation. |
| | B) | The effectiveness of a leaders should be judged on his or her own performance. |
| | C) | Leaders cannot change their style. |
| | D) | There are three main types of leaders. |
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| 9 | |
A leader who helps an organization achieve its current objectives is known as a(n): |
| | A) | achievement-oriented leader. |
| | B) | directive leader. |
| | C) | transactional leader. |
| | D) | objective leader. |
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| 10 | |
Transformational leaders: |
| | A) | make meaningful changes in the activities and architecture of the organization. |
| | B) | communicate with some of the staff irregularly because they are busy communicating with other stakeholders. |
| | C) | practice "do as I say" rather than "do as I do" because they realize that everyone cannot do the same thing. |
| | D) | realize that they have the answers and employees help them to carry out the solutions. |
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