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3. Definitions of leadership:
a.
b.
c.
d.
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leader traits
leader behaviour
situational
integrative
intra-individual
dyadic
group
organizational
leader characteristics
follower characteristics
both leader and follower characteristics
characteristics of the leadership situation
12. A theory that identifies the essential behaviours for any type of leader is
best classified as:
a.
b.
c.
d.
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in their office
with subordinates
reading and writing reports, memos, and correspondence
in informal meetings
motivate subordinates
implement change
improve time management
identify quality problems in the work
17. Which was not found by most descriptive research on decision processes
in organizations?
a.
b.
c.
d.
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19. The descriptive research shows that effective managers are likely to:
a.
b.
c.
d.
20. According to Mintzberg, which type of role is likely to get the highest
priority?
a.
b.
c.
d.
entrepreneur
spokesperson
disturbance handler
negotiator
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25. What is the primary management function in the initial stage of the
organizational life cycle?
a.
b.
c.
d.
26. Which of the following was not presented as a guideline for managers?
a.
b.
c.
d.
27. Which was not mentioned as one of the four general processes in
managerial work?
a.
b.
c.
d.
making decisions
satisfying customers
developing relationships
influencing people
30. Most critical incidents studies of leaders find all except which of the
following?
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33. Fleishman and Harris found that grievances and turnover were lowest
when:
a.
b.
c.
d.
34. Which results were found in the early Michigan leadership studies?
a. effective supervisors spent much of their time working on the task
with subordinates
b. effective supervisors used close supervision to insure the work was
done correctly
c. effective supervisors were careful not to get too friendly with their
subordinates
d. effective supervisors devoted more time to managerial
functions such as planning, coordinating, and work facilitation
35. An important contribution of the research by Bowers and Seashore was
the emphasis on:
a.
b.
c.
d.
peer leadership
situational factors
influence processes
critical incidents
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36. According to Blake and Mouton, effective leaders are most likely to:
a. have a high concern for the task and a moderate concern for
relationships
b. have a moderate concern for the task, and a high concern for
relationships
c. have a moderate concern for both the task and relationships
d. have a high concern for both the task and relationships
37. According to Blake and Mouton, an effective leader would be most likely
to:
a.
b.
c.
d.
38. What is the best conclusion from research on the high-high theory of
leadership?
a.
b.
c.
d.
39. Which was not mentioned as a reason for differences among behaviour
taxonomies?
a.
b.
c.
d.
distributive aggregation
judgmental classification
factor analysis
theoretical-deductive approach
41. Which of the following is not one of the three behaviour metacategories
identified by
Yukl?
a. task-oriented
b. relations-oriented
c. process-oriented
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d. change-oriented
42. Which of the following is not an example of clarifying behaviour by a
leader?
a.
b.
c.
d.
46. Which of the following was not provided as a guideline for coaching?
a. provide constructive feedback about effective and ineffective
behaviour
b. ask specific questions to help the person analyse his or her
performance
c. encourage the person to look at a problem from different perspectives
d. provide detailed instructions on how to carry out each
assignment
47. Which of the following guidelines for recognizing was recommended?
a. provide more recognition to people in essential, high-visibility jobs
b. provide recognition only for outstanding performance
c. actively look for effective behaviour or contributions to
recognize
d. give praise in private to avoid embarrassing the recipient
48. Which of the following was provided as a guideline for monitoring?
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joint decision-making
delegation
proactive consultation
reactive consultation
53. According to the Vroom and Yetton model of leadership, the leader
should not use
group decision-making when:
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56. Which of the following is not likely to be a benefit from using delegation?
a.
b.
c.
d.
58. Which of the following was not a guideline for how to delegate
effectively?
a. specify the subordinate's scope of authority and limits of discretion
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unpleasant
symbolically important
complex and difficult
urgent but not important
meaning
self efficacy
impact
timing
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68. When there is a high LPC relationship, the leader is more likely to:
a.
b.
c.
d.
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new incentives
more coaching
closer monitoring
counselling
the manager has prior experience doing the same type of task
poor performance has serious consequences for the work unit
other subordinates who did this task had similar difficulties
the subordinate has performed other types of tasks effectively
74. How are managers most likely to interpret the reasons for effective
performance?
a. internal attributions are made for effective performance by
subordinates
b. external attributions are made for effective performance by
subordinates
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exemplification
improvisation
intimidation
self-promotion
self-monitoring
cue modification
positive self-talk
self-reward
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a.
b.
c.
d.
affiliation power
dyadic power
referent power
expert power
instrumental compliance
personal identification
compliance with authority
internalization
carry out the request with only the minimum necessary effort
delay taking action to see if the agent is serious about the request
tell the agent why you are too busy now to carry out the request
appeal to a higher authority to rescind or change the request
88. Which two kinds of power have been found to be related most strongly to
leader
effectiveness in motivating subordinates?
a.
b.
c.
d.
subunit size
expertise in solving problems
centrality in the workflow
uniqueness of expertise
subordinates
subordinates and peers
peers and superiors
peers, superiors, and subordinates
91. Referent power is most likely to result in which type of influence process?
a. internalization
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b. personal identification
c. instrumental compliance
d. collective identification
92. The status and influence accorded an emergent leader depends primarily
on:
a.
b.
c.
d.
95. The most likely outcome for an influence attempt based on legitimate
power is:
a.
b.
c.
d.
passive resistance
compliance
active resistance
commitment
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97. Which influence tactic is most dependent on the agents reward power?
a.
b.
c.
d.
rational persuasion
personal appeal
legitimating
exchange
rational persuasion
exchange
consultation
personal appeals
exchange
personal appeal
consultation
ingratiation
ingratiation
consultation
personal appeal
pressure
pressure
coalition
exchange
legitimating
102. Which tactic is most likely to involve the importance of a request for
the team or organization?
a. collaboration
b. apprising
c. rational persuasion
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d. exchange
103.
a.
b.
c.
d.
technical skill
interpersonal skill
cognitive skill
administrative skill
What was not found in the longitudinal study of managers at AT&T?
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ambition to succeed
technical brilliance
interpersonal skill
self confidence
Research at CCL found that leaders who derailed in their careers:
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115.
a.
b.
c.
d.
interpersonal skill
self-management skill
technical skill
conceptual skill
Which of the following is not part of emotional intelligence?
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d. social intelligence
119. The importance of different skills for effective leadership is least likely
to be
affected by:
a. the level of management
b. the leaders prior experience
c. the type of organization
d. the environmental turbulence
120. Which of the following was not presented as a guideline for career
planning?
a. seek information about your strengths and weaknesses and learn
from feedback
b. display strengths and hide weaknesses to build an image of
superior competence
c. take advantage of opportunities to develop relevant skills that are
deficient
d. select subordinates with complementary strengths and give them
responsibility for aspects of the work they are more qualified to handle
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127.
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b. organizational policies
c. leader behaviour
d. leader position power
130. In the Multiple Linkage Model, long-term group effectiveness depends
primarily on:
a.
b.
c.
d.
131.
group size
task structure
position power
leader-member relations
A leader with a high LPC score will perform best when the situation is:
very favourable
moderately favourable
unfavourable
either very favourable or unfavourable
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c. the leader and subordinates are highly experienced in doing the task
d. nobody has much prior experience in doing the task
136. According to Cognitive Resource Theory, when there is high
interpersonal
stress, the best predictor of leader
success is the leader's:
a.
b.
c.
d.
stress tolerance
intelligence
experience
use of group problem solving
141. According to Conger and Kanungo, charismatic leaders are most likely
to advocate:
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internalization
personal identification
social identification
instrumental compliance
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d. inspirational motivation
151.
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157. A CEO who makes major changes that were risky but effective in
coping with a
serious crisis for the organization is most likely to be viewed as:
a.
b.
c.
d.
a charismatic leader
a transformational leader
a transactional leader
a transforming leader
Additional 6 Questions
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Inspirational appeals
Consultation
Rational persuasion
Legitimising
Individual
Dyadic
Group
Organisational
Prescriptive theory
Hierarchical theory
Multi-level theory
Complexity theory
162. Which of the following was not mentioned as a reason for changes in
managerial work?
a.
b.
c.
d.
Globalisation
Cultural diversity of employees
Human nature
Communication technology
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