LDR 300 Final Exam

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LDR/300 Final Exam
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• 1. Considering a cultural approach to leadership,
  leadership should be conceptualized as
• An ability or skill
• A dynamic social process
• A set of behaviors
• A relationship between a leader and a follower
• 2. Which type of leadership is most similar to
  transformational leadership?
• Transitional
• Transactional
• Laissez-faire
• Charismatic
• 3. Your boss listens to employees personal
  problems and tries to create a positive work
  environment by being agreeable, eager to help,
  comforting, and uncontroversial. This is an
  example of
• Middle-of-the-road management
• Team management
• Country-club management
• Authority-compliance management

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• 4. Contingency theory is concerned with ______
  and _______.
• Traits situations
• Leaders followers
• Leadership situations
• Styles situations
• 5. Leadership focuses on the ________.
• Importance of lateral and upward influence
  patterns
• elimination of dependency in relationships
• ways to increase a leader's following
• downward influence of a leader on his or her
  followers
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• 6. Which of the following leadership theories
  expects the leader to continually be concerned
  about subordinate motivation?
• Contingency theory
• Situational leadership theory
• Leader-member exchange theory
• Path-goal theory
• 7. Argued that the major activities of management
  and leadership are played out differently but
  both are essential to an organization
• Jago
• Bass
• Kotter
• Zaleznik
• 8. According to research, one way women can
  advance in leadership is
• By acting masculine and assertive, and not in
  feminine ways.
• By blending individualized consideration with
  inspirational motivation.
• By strongly resisting stereotype threats.
• By leading in a more democratic manner than men.

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• 9. In the skills model, which of these is a
  general cognitive ability?
• Problem-solving skills
• Information processing
• Motivation
• Knowledge
• 10. Although there are clear differences between
  management and leadership,
• Management is more valued than leadership.
• There is little research to support one or the
  other.
• Leadership is more valued than management.
• The two constructs overlap.
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• 11. Mary has managed the mailroom for 2 years.
  Management views Mary as a person with special
  leadership talent, such as intelligence,
  sociability, and determination.  What approach is
  management using in assessing Mary?
• Trait approach
• Managerial grid approach
• Attribution approach
• Styles approach
• 12. The team leadership model puts who or what in
  the driver's seat of team effectiveness?
• Leadership
• Satisfying needs
• Leaders
• Management
• 13. The following traits are associated with
  charismatic leadership
• Intelligence, self-confidence
• Physical attractiveness, height
• Desire for power, desire to help others
• Self-monitoring, impression management

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• 14. Critical factors for developing a cultural
  based leadership development program may include
• Focuses on the organization as a whole rather
  than the individual, demographic information, and
  formal data gathering.
• Focuses on all levels of an organization from the
  individual to the wider organization, gathers
  ethnographic data, and looks at many aspects of
  cultures.
• There are no critical factors. Leaders should be
  sent to various countries and allowed to learn
  that way.
• Starts the evaluation at the assessment phase,
  gathers formal data, and focuses on the language
  of the participants.
• 15. In which way are leadership and power often
  approached?
• From the perspective of the follower
• As positional power
• As a relational concern for both leaders and
  followers.
• As a form of coercion
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• 16. Subordinates who have strong needs for
  affiliation prefer which type of leadership
  behavior?
• Participative
• Achievement oriented
• Supportive
• Directive
• 17. Questionnaires on situational leadership
  often ask for respondents to look at specific
  applications of leadership styles within
  situations, which may result in
• Wide range of responses that are hard to validate
• Results that are not in favor of situational
  leadership
• Negative perceptions toward the organizations
• Biased results in favor of situational leadership
• 18. How does servant leadership differ from
  path-goal theory?
• Is unconcerned with the way leaders should treat
  followers.
• Makes the need for task completion necessary
  before relationships can thrive.
• Focuses on the need for leaders to perfect
  themselves before helping others.
• Focuses on the behaviors leaders should exhibit
  to put followers first.

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• 19. Of the Big Five personality factors, which is
  the most strongly associated with leadership?
• Extraversion
• Openness
• Emotional intelligence
• Social status
• 20. Which best describes the reason situational
  leadership is so practical for managers to use?
• Its specific nature
• Its straightforward nature
• Assist in relating demographics to leadership
• It is only applicable to lower-level managers
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• 21. Of the bases of power, research indicates
  that ________ power is most effective.
• Reward
• Personal
• Legitimate
• Coercive
• 22. The leader is at the core of group change and
  activity, representing the backbone of the group
  or organization. Leadership is viewed as
• Leadership as an act
• Personality perspective
• Leadership as a behavior
• Focus of group processes
• 23. Critical life events affect authentic
  leadership because
• They reinforce patterned behaviors.
• They influence a multitude of people.
• They are a common occurrence.
• They act as a catalyst for change.

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• 24. What type of power did Bill Gates have when
  he and Paul Allen started Microsoft?
• Coercive
• Referent
• Expert
• Legitimate
• 25. If your superior tells you that she will
  offer you a raise provided you perform additional
  work beyond the requirements of your job, he/she
  is exercising ________ power.
• coercive
• reward
• legitimate
• personal
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• 26. The Ohio State studies considered the
  behaviors of consideration and initiating
  structure as
• Cause and effect
• High value and low value
• Distinct and independent
• Interdependent
• 27. During a speech given by your department
  director, he repeatedly emphasizes the importance
  of reaching goals set by the organization. He
  then goes on to lay out the framework to
  accomplish the goals. According to contingency
  theory, which best describes your director?
• High LPC score
• Relationship motivated
• Task motivated
• Position power

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• 28. Liz is a team leader at a local grocery
  store. Recently, her boss said that she needs to
  address the negative attitudes of employees. To
  try and fix this problem, she has begun awarding
  gift-cards to employees who have great attitudes.
  What internal leadership intervention is Liz
  addressing?
• Satisfying needs
• Managing conflict
• Facilitating decisions
• Goal focusing
• 29. Your parents and older siblings are all
  successful elected officials. After graduation,
  it is suggested by many that you should seek
  office and, in turn, offer you their support.
  Which best describes the leadership approach
  being demonstrated?
• Style approach to leadership
• Leadership as a process
• Trait perspective
• Expert power
• 30. To create change, transformational leaders
  ______________.
• Value out-group member's opinions.
• Focus on the task at hand.
• Leave followers to work on their own.
• Become strong role models for their followers.

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