Unique number:

Assignment 03

167284

MBL921-M
MBL II TEST
MBL II TOETS

MAY/JUNE 2007
MEI/JUNIE 2007

LEADERSHIP AND ORGANISATIONAL DYNAMICS

LEIERSKAP EN ORGANISATORIESE DINAMIKA
DURATION
TYDSDUUR

:
:

1 HOUR
1 UUR

100 MARKS
100 PUNTE

EXAMINERS / EKSAMINATORE:
FIRST / EERSTE:
EXTERNAL / EKSTERN:

PROF AE BOOYSEN
PROF SM NKOMO
PROF DT BEATY

This paper consists of 8 pages plus instructions for the completion of a mark-reading sheet.
Hierdie vraestel bestaan uit 8 bladsye plus instruksies vir die voltooiing van n merkleesblad.
Please complete the attendance register on the back page, tear off and hand to the invigilator.
Voltooi asseblief die bywoningsregister op die agterblad, skeur af en oorhandig aan die opsiener.
Student number/
Studentenommer

Examination Centre/
Eksamensentrum

THIS IS A CLOSED BOOK EXAMINATION / HIERDIE IS N TOEBOEKEKSAMEN

THE EXAMINATION PAPER MUST BE RETURNED WITH THE MARK-READING SHEET.
DIE EKSAMENVRAESTEL MOET SAAM MET DIE MERKLEESBLAD INGEHANDIG WORD.
INSTRUCTIONS TO CANDIDATES:
PLEASE ANSWER ALL THE QUESTIONS ON THE
MARK-READING SHEET.

INSTRUKSIES AAN KANDIDATE:

BEANTWOORD ASSEBLIEF AL DIE VRAE OP DIE
MERKLEESBLAD.

This examination paper remains the property of the University of South Africa and may not be removed from the
examination room.
Hierdie vraestel bly die eiendom van die Universiteit van Suid-Afrika en mag nie uit die eksamenlokaal
verwyder word nie.
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MULTIPLE CHOICE QUESTIONS / MEERVOUDIGE KEUSEVRAE

100 MARKS / PUNTE
Answer all questions.
Beantwoord al die vrae.
Use the mark reading sheet to answer the questions.
Gebruik die merkleesblad vir die beantwoording van die vrae.
1.

Decisions about what to delegate to a subordinate are most likely to be influenced by:
1.
2.
3.
4.

2.

Which was not recommended as a guideline for psychological empowerment?

1.
2.
3.
4.

3.

2.
3.
4.

organization performance is declining, the leader makes major

performance rapidly improves
organization performance is declining, the leader makes major
performance slowly improves
organization performance is declining, the leader makes small
performance slowly improves
organization performance is improving and the leader makes only
existing strategy to fine tune it

changes in strategy, and

changes in strategy, and
changes in strategy, and
incremental changes in the

Which of the following is a recommended guideline for followers?

1.
2.
3.
4.

6.

higher costs for selection and training of competent employees

employee dissatisfaction with increased job responsibility
opposition by middle managers who fear a loss of power
customer feelings of inequity about inconsistent treatment

A leader is most likely to be viewed as effective when:

1.

5.

ensure that control systems are functioning properly

provide direct access to relevant information
provide adequate resources to support the work
encourage initiative and problem solving by employees

Which of the following is not likely to be an adverse consequence of psychological empowerment?

1.
2.
3.
4.

4.

how much the subordinate wants the assignment

how much the manager is overloaded with extra work
how competent and trustworthy the subordinate is
how long the subordinate has worked for the manager

ask the boss for specific directions on how to deal with difficult problems
get approval from the boss before taking action to resolve problems
take the initiative to deal with immediate problems in the work
follow rules and standard procedures to avoid any blame for problems

Which two kinds of power have been found to be related most strongly to leader effectiveness in
motivating subordinates?
1.
2.
3.
4.

expert and referent power

reward and referent power
expert and legitimate power
reward and expert power
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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

7.

Control over information is likely to give a manager power over:

1.
2.
3.
4.

8.

Effective managers are likely to have:

1.
2.
3.
4.

9.

descriptive and universal

prescriptive and universal
descriptive and situational
prescriptive and situational

Which of the following is least likely to be an outcome of leader supporting behaviour?

1.
2.
3.
4.

14

carefully study each possible option before acting

experiment with innovative ideas and approaches
get authorization before taking action in order to protect themselves
get complete agreement from concerned parties before taking action

A theory that identifies the essential behaviours for any type of leader is best classified as:
1.
2.
3.
4.

13.

there is a high level of interpersonal stress

the task is complex and unstructured
the leader has little prior experience with the task
the task requires frequent problem solving

The descriptive research shows that effective managers are likely to:
1.
2.
3.
4.

12.

very favourable
moderately favourable
unfavourable
either very favourable or unfavourable

According to Cognitive Resources Theory, there is less likely to be a relation between intelligence and
leader effectiveness when:
1.
2.
3.
4.

11.

technical and interpersonal skills

technical and conceptual skills
conceptual and interpersonal skills
technical, conceptual, and interpersonal skills

A leader with a high LPC score will perform best when the situation is:
1.
2.
3.
4.

10.

subordinates
subordinates and peers
peers and superiors
peers, superiors, and subordinates

better time management for the leader

reduced stress for the subordinates
more cooperative leader-subordinate relationships
lower absenteeism and turnover by subordinates

Which of the following characteristics of the job or organization is most likely to be a

facilitating condition for the effectiveness of empowerment?
1.
2.
3.
4.

cultural values emphasizing reliable, efficient operations

a competitive strategy of low cost, standard product or service
repeated transactions in a continuing relationship with customers
a high degree of standardization and formalization

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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

15.

Attributional research shows that most people:

1.
2.
3.
4.

16.

Which influence process is most likely to result in continued commitment to a task objective regardless of
the manager's subsequent actions?
1.
2.
3.
4.

17.

2.
3.
4.

chief executives have little influence on organization performance due to the overwhelming
influence of economic and market conditions
chief executives have a strong impact on organization performance and are the primary
determinant of whether the organization prospers or declines
chief executives have a moderate impact on organizational performance when measured over a
period of several years
chief executives influence stock prices but have little or no influence on the firm's actual economic
performance

Compared to close charismatics, distant charismatics are more likely to be described as:
1.
2.
3.
4.

22.

leader characteristics
leader and subordinate characteristics
leader and situational characteristics
leader, subordinate, and situational characteristics

What is the best summary of findings in research on leadership succession?

1.

21.

the task is simple and repetitive

work roles are ambiguous
the task is tedious and stressful
work roles are interdependent

Charismatic leadership is best understood by examining:

1.
2.
3.
4.

20.

interpersonal skill
self-management skill
technical skill
conceptual skill

According to Path-goal Theory, directive leadership is most effective when:

1.
2.
3.
4.

19.

instrumental compliance
personal identification
compliance with authority
internalization

In comparison to first-line supervisors, top executives usually need more:

1.
2.
3.
4.

18.

overestimate the effect leaders have on organizational performance

underestimate the effect leaders have on organizational performance
are able to accurately assess a leader's impact on organization performance
are biased to look for weaknesses and faults in high level leaders

being dynamic and active

having a sense of humour
having persuasive speaking skills
having expertise and intelligence

Effective managers are most likely to:

1.
2.
3.

concentrate on solving the easy problems first

concentrate on solving the most difficult problems first
deal with each problem as soon as it is discovered
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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

4.

look for ways to solve related problems at the same time

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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

23.

Which of the following is a cognitive strategy for self management?

1.
2.
3.
4.

24.

Referent power is most likely to result in which type of influence process?

1.
2.
3.
4.

25.

the level of management

the leader's prior experience
the type of organization
the environmental turbulence

What is the major situational variable in Hersey and Blanchard's leadership theory?
1.
2.
3.
4.

30.

interpersonal awareness
vocational intelligence
situational awareness
social intelligence

The importance of different skills for effective leadership is least likely to be affected by:
1.
2.
3.
4.

29.

pressure
coalition
exchange
legitimating

Social perceptiveness and behavioural flexibility are key components of:

1.
2.
3.
4.

28.

rational persuasion
exchange
consultation
personal appeals

Which influence tactic is used more often in attempts to influence superiors than in attempts to influence
subordinates?
1.
2.
3.
4.

27.

internalization
personal identification
instrumental compliance
collective identification

Which influence tactic is used most frequently in organizations?

1.
2.
3.
4.

26.

self monitoring
cue modification
positive self talk
self reward

leader maturity
subordinate maturity
task structure
subordinate role interdependence

According to Bass, effective transformational leaders:

1.
2.
3.
4.

select subordinates who will be loyal and uncritical

challenge strongly held values of followers to get their attention
delegate most decisions to self-managed teams
use a combination of transformational and transactional behaviours

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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

31.

Which was recommended for leaders when communicating a vision?

1.
2.
3.
4.

32.

Effective leaders are most likely to:

1.
2.
3.
4.

33.

disseminate evidence to support popular stereotypes

insist on tolerance of any differences in cultural values
defend the right of people to choose their own team members
explain the benefits of diversity for the team or organization.

What is the most common element in definitions of leadership?

1.
2.
3.
4.

38

exchange
personal appeal
consultation
ingratiation

Which was recommended as a guideline for managing diversity in organizations?

1.
2.
3.
4.

37.

passive resistance
compliance
active resistance
commitment

Which influence tactic is most likely to result in target commitment?

1.
2.
3.
4.

36.

the leader's social popularity among the members

the leader's control over rewards desired by group members
the leader's seniority among group members
the leader's demonstrated competence and loyalty

The most likely outcome for an influence attempt based on legitimate power is:
1.
2.
3.
4.

35.

make important task decisions by themselves

make decisions that will benefit powerful stakeholders
help to get agreement on objectives and strategies
emphasize individual rights over collective responsibility

The status and influence accorded an emergent leader depends primarily on:
1.
2.
3.
4.

34.

set a concrete deadline for attaining key aspects of the vision

explain in a general way how the vision can be attained
remind followers about the obstacles so they do not become complacent
offer incentives to followers for their help in attaining the vision

leadership is an authority relationship

leadership is the ability to make good decisions
leadership is an attribution made by followers
leadership is an influence process

What is the primary management function in the initial stage of the organizational life cycle?
1.
2.
3.
4.

coordinating work activities

obtaining resources
increasing member motivation
improving efficiency

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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

39.

Which of the following was provided as a guideline for monitoring?

1.
2.
3.
4.

40.

A manager should not delegate tasks that are:

1.
2.
3.
4.

41.

interdependent work roles

feedback from the work itself
cohesive work group
clear rules and standards

According to Burns, transforming leaders are most likely to appeal to:

1.
2.
3.
4.

46.

achievement
affiliation
power
esteem

Which of the following conditions is a substitute for supportive leadership?

1.
2.
3.
4.

45.

affiliation power
dyadic power
referent power
expert power

What is the most important need for people who become leaders?
1.
2.
3.
4.

44.

exemplification
improvisation
intimidation
self promotion

What kind of power is dependent upon friendship and trust?

1.
2.
3.
4.

43.

unpleasant
symbolically important
complex and difficult
urgent but not important

Which of the following is not one of the impression management tactics described in the chapter?
1.
2.
3.
4.

42.

measure outcomes rather than wasting time trying to assess the causal processes
develop independent sources of information about the performance of the work unit
use prior performance as the primary basis for assessing current performance
conduct progress review meetings more often for complex, unstructured tasks that take a long
time to complete

fairness and reciprocity

economic self interest
respect for rules and tradition
ideals and moral values

Most leadership theories emphasize:

1.
2.
3.
4.

leader characteristics
follower characteristics
both leader and follower characteristics
characteristics of the leadership situation

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MBL921-M
MAY/JUNE 2007 (TEST)
MEI/JUNIE 2007 (TOETS)

47.

In comparison to low-level managers, most top executives:

1.
2.
3.
4.

48.

In a crisis situation, effective leaders are likely to:

1.
2.
3.
4.

49.

consult with subordinates

reduce their exposure
act more considerate
act more decisive

Which of the following is not an example of clarifying behaviour by a leader?

1.
2.
3.
4.

50.

are more focused on solving immediate problems

are more autocratic in their decision making
have a stronger concern about efficiency
have a longer time perspective

explain the reasons for an assignment

clearly explain what results are expected
ask the subordinate to set performance goals
explain the relative priority of different tasks

Which of the following is not an example of supporting behaviour?

1.
2.
3.
4.

express confidence in a subordinate who has a difficult task

give an award to a subordinate who set a new sales record
remember details about a subordinate's interests and family
help a subordinate deal with a personal problem

UNISA 2007

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