Leadership and Team Management Because leading is one of the four basic managerial functions, _____ leaders.

A) all managers are B) all managers should be C) some managers are D) some managers should be Answer: B Early Leadership trait research looked to find characteristics that might ___ A) distinguish ordinary leaders from great leaders B) define charisma C) identify the physical traits of leaders D) differentiate leaders from non leaders Answer: D Leaders are___. A) Individual people, while leadership is a process. B) the first step in the leadership process C) individual people who study the leadership process D) the final step in the leadership process Answer: A If a trait theory of leadership were true, then all leaders would possess _______. A) Charisma B) the same traits C) Different traits D) even traits Answer: B The most successful early trait theories focused on_____. A) traits of famous leaders B) traits of followers C) traits associated with leadership D) traits with distinguish leaders from nonleaders Answer: C Trait theory helps e plain why ____. A) ome people are leaders B) ome people are not leaders C) uccessful leaders are effective D) !eadership involves e"traversion Answer: C Beha!ioral theories of leadership focused on_____. A) who effective leaders

B) what characteristics effective leaders had C) how to identify effective leaders D) what effective leaders did Answer: D The promise of beha!ioral theories of leadership held that this would be possible. A) pic#ing a leader out of the crowd B) being able to train a person to be a leader C) e"plaining why successful leaders are so successful D) $liminating ineffective leaders Answer: B The "ni!ersity of Iowa studies discussed all of the following leadership styles e cept A) laisse%&faire B) democratic C) Benelovent D) Autocratic Answer: C #hich leadership style tends to centrali$e authority and make unilateral decisions% A) cultural style B) autocratic style C) democratic style D) laisse%&faire Answer: B &ared's boss encourages employees to participate in the decision(making process but does not gi!e them complete freedom to do as they like. )he has this of leadership style. A) monarchial B) autocratic C) laisse%&faire D) democratic Answer: D Monica's boss allows her to make any decision she thinks is important on the spot without consulting anyone. Monica's boss has this kind of leadership style. A) laisse%&faire B) autocratic style C) democratic style D) hands on style Answer: A The Iowa studies indicated that this was the most successful leadership style. A) autocratic B) laisse%&faire

C) comination of autocratic and laisse%&faire D) democratic Answer: D * democratic consultati!e leader A) see#s input and shares the final decision B) ma#es the final decision without input C) see#s input but ma#es the final decision by oneself D) shares the final decision without input Answer: C * democratic participate leader ____. A) see#s input and shares the final decision B) shares the final decision without input C) ma#es the final decision without input D) see#s input but ma#es the final decision by oneself Answer: A Tannenbaum and )chmidt's continuum studies suggested that managers should mo!e toward_____leadership styles. A) manager&centered B) tas# centered C) employee centered D) 'uality centered Answer: C In the +hio )tate studies, _______refers to how strict a leader's standards are. A) independent dimensions B) comprehensive dimensions C) initiating structure D) consideration Answer: C In the +hio )tate studies, ____refers to how much mutual trust e ists between employees and leaders A) consideration of limitations B) consideration C) initiating structure D) initiating ideas Answer: B * high(high leader in the +hio )tate studies achie!ed the highest ratings with respect to A) both employee performance and satisfaction B) employee performance only C) employee satisfaction only

D) employee performance for routine tas#s only Answer: A The +hio )tate studies indicated that leaders who were high in consideration performed A) best in all situations B) best when employee tas#s were routine C) worst when employee tas#s were routine D) best when employee tas#s were nonroutine Answer: B *ccording to the "ni!ersity of Michigan studies, leaders who were ____were associated with higher group producti!ity and higher ,ob satisfaction. A) $mployee oriented B) Initiating structure C) Considerate D) (roduction oriented Answer: A +n the managerial grid, a leader who is high in both concern for people and concern for production would rate A)),) B) *,) C) +,+ D) *,* Answer: D #hich description best characteri$es a -,. leadership style on the managerial grid% A) impoverished management B) ,as# management C) -iddle of the road management D) country club management Answer: B #hich /uadrant of the managerial grid generally idnetifies the most successful leaders% Answer: ,op right The key to the 0iedler contingency model of leadership is to match Answer: leadership style and situation 0iedler assumed a person's leadership style Answer: is fi"ed

The ___dimension reflects the degree of trust and respect subordinates had for their leader in 0iedler's model. Answer: leader member relations &obs in a firm are /uite informal. #orkers are !ersatile and switch tasks and responsibilities depending on the situation. in 0iedler's model, this firm would be said to ha!e ____. Answer: !ow tas# structure * ma,or criticism of 0iedler's work stated that it failed to recogni$e the effecti!e leaders ____. Answer: Can change leadership styles In the situational leadership theory 1)LT2, readiness is defined as _____ to perform a task. Answer: both the ability and willingness ____is defined in situational theory as a high task, low relationship leadership role Answer: ,elling * leader who pro!ides ma imum supporti!e beha!ior and a great deal of e plicit instructions for how to carry out a task is assuming this )LT role. Answer: elling * leader who pretty much lea!es employees on their own is assuming this )LT role. Answer: delegating #hich category of follower is considered to be both unable and unwilling to complete a task Answer: .) #hich category of follower is considered to be able but unwilling to complete a task% Answer: ./ #hich leadership style works best with an 3. type of follower Answer: telling * delegating leadership style works best which type of follower Answer: .0 #hich leadership works best with an 34 type of follower Answer: elling * participating leadership style works best with which type of follower Answer: ./

The leader(participation model contends that leader beha!ior should Answer: ad1ust to the structure of the tas# involved #hich of the following is included in the class of contingency !ariables that are associated with personal characteristics of the follower Answer: locus of control In highly mechanistic organi$ation Answer: supportive approach seems best * participati!e leadership style works will with subordinates who Answer: have an internal locus of control Leaders who are looking for e ceptionally high performance from subordinates might try this approach Answer: achievement oriented * leader should a!oid a directi!e leadership style when Answer: tas#s are highly structured ,ransactional leaders are leaders who guide by Answer: offering rewards to followers 5isionary leaders are leaders who guide by Answer: articulating a vision of the future Transformational leaders are leaders who guide by Answer: inspiring followers Transformational leaders ha!e Answer: orani%ations that are highly productive #hich term is most closely associated with transformational leaders% Answer: inspiring 3esearch has shown that Answer: Charisma can be learned Trained charismatic leaders had wokers who were ___those who had been led by noncharismatic leaders Answer: more productive than 5isionary leadership differs from charismatic leadership because of its focus on Answer: a positive image of the future

Team leadership and traditional leadership in hierarchial ograni$ations are thought to be Answer: very different 6onsultant estimates state that __team leaders Answer: 2+ percent of managers are not natural A difficult s#ill for a team leader to learn is #nowing when to Answer: intervene with the team * team's ___marks the border between tasks that are strictly the team's responsibility and those that the team shares with other parts of the organi$ations Answer: e"ternal boundary This team leader role re/uires leaders to try to get the best out of their team Answer: Coach #hen a design team is ha!ing problems getting it's new simulation software to work correctly, the team leader takes on this role Answer: troubleshooter #hen a team is considering ,oining forces with another team in the organi$ation, the team leader takes on the role Answer: !iaison #hen two members of a team are ha!ing a personal confilct, the team leaders takes on the role. Answer: conflict manager The key diff between team leader and traditional leadership is that in teams,_______decisions Answer: employees are empowered to ma#e ___is one key reason that employees are fre/uently empowered with decision making ability in today's business world Answer: larger spans of control * uni/ue problem that !irtual leaders face is being understood without a __form of communication Answer: nonverbal Being humble is a characteristics of Answer: 1apanese * ____would a!oid publicly praising a producti!e employee Answer: dutch

* ____is characteri$ed by high performance orientation Answer: german Most leadership theories were de!eloped in the ".), causing them to stress Answer: rationality over spirituality *ll of the following appear to be uni!ersal elements of transformational leadership e cept Answer: aggresiveness #hich of the following in 7+T a key component of emotional intelligence Answer: active imagination )tudies who that the higher the rank a star performer has in an organi$ation the more he or she relies on___for success Answer: emotional intelligence the is the dimension of trust that includes technical skills Answer: competence This is the dimension of trsust that includes how reliable a leader is Answer: consistency This is 8 that includes how honest a leader is Answer: integrity #hich of the following is not a reason that the importance of trust has increased in today's business climate. Answer: only 34 percent of us employees trust their leaders

M9MT(:4; 1Leadership < Team Management2 =ui$$es from Lec(. To ;>

). 5555555 is the ability to influence others that stems from the leader6s desirable traits and characteristics. *. 3eferent power B. $"pert power C. Coercive power

D. !egitimate power 7. 55555 is the ability to inspire confidence and support among the people who are needed to achieve organi%ational goals. A. tewardship B. -anagement 6. Leadership D. -otivation /. $ntertaining clients, being available to outsiders as an organi%ational representative, and escorting official visitors are all behaviors that fit the 55555 role of a manager. A. spo#esperson B. negotiator 6. figurehead D. coach and mentor 0. 8hen an individual maintains composure when dealing with a crisis we can conclude that he or she is 5555555. *. self(confident B. trustworthy C. emotionally stable D. assertive +. ,wo employees cannot agree to compromise. ,heir manager intervenes. ,he manager is filling the role of A. spo#esperson. B. liaison.

6. disturbance handler. D. disseminator. 3. -anagers today must consider each of the following e cept A. diversity. B. stagnation. C. changes in technology. D. changes in organi%ation fle"ibility. 9. 8hich of the following is not an assumption of ,heory :; A. (eople do not li#e to wor#. B. -anagers have to control and coerce employees. 6. ?eople are ambitious. D. (eople prefer to avoid responsibility. 2. !eadership is a function of: A. -anager, leader and follower B. -anager, leader and situation C. -anager, <ollower and situation @. Leader, 0ollower and situation *. ,he administrative assistant for the president of !ever Brothers of (a#istan has held that 1ob for thirty&five years. 8hen the staff needs to accomplish a tas#, they often get her advice. he has which power; *. E pert B. .eward C. !egitimate

D. Coercive )4. -.. =eshan, -anager Bata (a#istan is primarily concerned with efficiency and performance of his subordinates. According to the -ichigan studies he e"hibits which leader behavior; *. &ob(centered B. $mployee&centered C. Initiating&structure D. Consideration
>?). -anaging resistance to change that is 55555 is e"tremely challenging. a. passive b. resolute c. deferred d. e"plicit >?7. All of the following are sources of organi%ational resistance to change e"cept: a. structural inertia b. security c. limited focus of change d. threat to established power relationships >?/. Conflict is functional if it 55555. a. is accepted by all members of a group b. is satisfying to the individual members of the group c. causes group members to argue d. none of the abo!e

>?0 8hich is not a wea#ness of group decision ma#ing; a. It is time consuming. b. There is less originality. c. It suffers from ambiguous responsibility. d. It can be dominated by one or a few members. >?+. 8hat is brainstorming; a. a techni'ue used to build group cohesiveness b. a techni'ue that tends to restrict independent thin#ing c. a process for generating ideas d. a process used mainly when group members cannot agree on a >?3. 8hen employees are re'uired to follow their 1ob description or to comply with company policies, communication is performing a@n) 555555 function. a. control b. motivation c. emotional e"pression d. information >?9. ,he product of a senderAs encoding is the 55555. a. channel b. message c. transmission d. medium >?2. 8hich of the following is not true; a. ,heory B aligns with the participative management style.

b. $mployee involvement programs provide intrinsic motivation. c. ,heory : aligns with the autocratic management style. d. Employee in!ol!ement is incompatible with E39 theory . >?*. ,wo managers are tal#ing about how they get the best out of their employees: Ali: CI tell my employees that times are tough and there is no way of telling when the guys in head office might try to downsi%e. !et me tell you, a bit of fear #eeps them focused on the tas# at hand.D hahid CI tell them that head office is ma#ing them more responsible for deciding how to do their wor#. ,he increased sense of ownership they have ma#es productivity go way upD Eow would these managers be best characteri%ed by Douglas -acgregor; a. Both hold ,heory : assumptions b. Both hold ,heory B assumptions c. hahid holds ,heory : assumptions, Ali holds ,heory B assumptions d. *li holds Theory A assumptions, )hahid holds Theory B assumptions >?)4. 8hich of the following is not an e"ample of upward communication; a. performance reports prepared by lower management for top management review

b. informing employees of policies c. suggestion bo"es d. grievance procedures >?). 8hich of the following statements about personality is correct; a. (ersonality is always stable. b. (ersonality is a part of a person. c. ?ersonality is an aggregate whole. d. (ersonality is for the most part comprised of traits that cannot be measured. >?7 Bou wish to hire a person who is innovative, individualistic, versatile, and entrepreneurial. Candidates for this position would ideally have what classification on the -yers&Briggs ,ype Indicator; a. IF,Gs b. $ ,Gs c. E7T?s d. I <(s >?/ -otivation is best defined as a process that 55555. a. results in a level of effort b. intensifies an individualAs efforts c. accounts for an indi!idualCs efforts toward attaining a goal d. meets an individualAs needs >?0 8hat are the three #ey elements of motivation; a. reactance, congruence and circumstance b. interest, activity and reward

c. awareness, effort and outcome d. intensity, direction and persistence >?+ -aslowAs hierarchy has five levels of needs. 8hich of the following is not one of those levels; a. safety needs b. social needs c. animal needs d. self&actuali%ation needs >?3. Eunger, thirst, se", pay, and physical wor# environment are e"amples of which of AlderferAs needs; a. e istence b. safety c. growth d. physiological >?9 Eow would a ,heory : manager view employees; a. see#ing responsibility b. needing to be coerced to achie!e goals c. viewing wor# as a normal daily activity d. e"ercising self control >?2 8hat other name is the two&factor theory #nown by; a. ,heories : and B b. Moti!ator(Dygiene Theory c. Eierarchy of Feeds ,heory

d. atisfactionHDissatisfaction ,heory >?* 8hat continuum in the two&factor theory is made up of the hygiene factors; a. no dissatisfaction to dissatisfaction. b. no dissatisfaction to satisfaction. c. satisfaction to no satisfaction. d. satisfaction to dissatisfaction. >?)4 -cClellandAs theory of needs concentrates on which three needs; a. achievement, reali%ation and acceptance b. achie!ement, power and affiliation c. power, acceptance and confirmation d. affiliation, control and reali%ation ). 8hich of the following is an accurate statement about transformational leaders; A. ,hey clarify tas# re'uirements. B. ,hey focus on tas#s and pay little attention to followers. C. ,hey are poor motivators. @. They e hibit more than ,ust charisma . 7. A leader, such as Bill Iates of -icrosoft, who can inspire followers above their own self&interests and can have a profound effect on their performance, are #nown as 5555555555555. A. ,ransactional leaders B. Directive leaders C. Informational leaders

@. Transformational leaders /. <iedlerAs least&preferred cowor#er 'uestionnaire see#s to measure what leadership factor; A. ubordinate needs B. LeaderCs style C. ituation D. ubordinate cowor#er influence 0. According to the Jhio tate studies, which of the following dimensions of leader behavior refers to the e"tent to which a leader is li#ely to define and structure his or her role and the roles of group members in the search for goal attainment; A. Intelligence structure B. (sychological structure 6. Initiating structure D. Consideration structure +. .esearch on managerial activities found that managers typically spend the most time: A. In their office B. 8ith subordinates C. .eading and writing reports, memos, and correspondence @. In informal meetings 3. 8hat is the most common element in definitions of leadership; A. leadership is an authority relationship B. leadership is the ability to ma#e good decisions

C. leadership is an attribution made by followers @. leadership is an influence process 9. (articipative leadership is best viewed as a combination of which two approaches for studying leadership; A. ,rait and behavior B. (ower&influence and trait 6. Beha!ior and power(influence D. ,rait and situational 2. .ecent leadership theories such as charismatic and transformational leadership: A. $mphasi%e rational processes more than rational processes B. Emphasi$e emotional processes more than rational processes C. Describe emotional and rational processes as e'ually important D. De&emphasi%ed both rational and emotional processes *. -ost leadership theories emphasi%e: *. Leader characteristics B. <ollower characteristics C. Both leader and follower characteristics D. Characteristics of the leadership situation )4. .esearch by <iedler uncovered three contingency dimensions that define the #ey 5555555555. *. )ituational factors for determining leader effecti!eness B. <ollower factors for determining leader effectiveness C. !eader behavioral style factors for determining leader

effectiveness $. ituational factors for determining follower effectiveness. )). 8hich of the following statements regarding leadership is true; A. All leaders are managers. B. <ormal rights enable managers to lead effectively. C. All managers are leaders. @. 7on(sanctioned leadership is as important as or more important than formal influence. )7. If trait theories of leadership are valid, then leaders are 55555. A. ,rained B. Born C. Authoritarian D. $ducated )/. If behavioral leadership theories are correct, then 55555. A. leadership behaviors are consistent B. leaders are born with leadership behaviors C. leadersA behavior should be altered @. leadership skills can be trained )0. According to the -anagerial Irid, managers perform best using which of the following styles; *. -,B. consideration C. contingency D. development&oriented

)+. Behavioral theories fail to consider which of the following elements affecting leadership; A. ,raits B. )ituational factors C. $mployee satisfaction D. $mployee turnover )3. 8hich of the following proposed a contingency theory; *. 0iedler B. urber C. Irey D. Deic#man )9. According to -int%berg, which type of role is li#ely to get the highest priority; A. $ntrepreneur B. po#esperson 6. @isturbance handler D. Fegotiator )2. In a crisis situation, effective leaders are li#ely to: A. Consult with subordinates B. .educe their e"posure C. Act more considerate @. *ct more decisi!e )*. 8hat is the primary management function in the initial stage of the organi%ational life cycle;

A. Coordinating wor# activities B. +btaining resources C. Increasing member motivation D. Improving efficiency 74. 8hich of the following is not an e"ample of Initiating tructure as defined in the Jhio tate studies; A. !etting subordinates #now what is e"pected of them B. Critici%ing poor wor# 6. 6onsulting with subordinates before making changes D. Coordinating the activities of subordinates
>?) 8hat sort of groups are defined by the organi%ationAs structure; a. informal b. tas# c. friendship d. formal >?7 Eami%, Ali and Ahsan wor# in different departments, but often eat lunch together. ,hey are an e"ample of what type of group; a. formal b. informal c. command d. tas# >?/ 8hich of the following statements most accurately describes interest groups; a. ,hey are longer lasting than friendship groups. b. ,hey develop because individual members have one or more common characteristics. c. They are formed because of some common ob,ecti!e.

d. ,hey are governed by labor laws. >?0 .esearch indicates that poor 55555 is probably the most fre'uently cited source of interpersonal conflict. a. motivation b. leadership c. training d. communication >?+ Clarification to employees about how well they are doing, and what can be done to improve performance, are e"amples of which function of communication; a. information b. control c. moti!ation d. emotional e"pression >?3 ,he communication used by managers to provide 1ob instructions is 55555 communication. a. downward b. lateral c. formal d. directional >?9 8hich of the following is an e"ample of downward communication flow; a. suggestion bo"es b. envelope attitude surveys c. feedback on ,ob performance d. identifying with and discussing problems with the boss >?2. All of the following are e"amples of downward communication flows e"cept 55555.

a. managers assigning goals b. managers informing employees of procedures c. managers pointing out problems that need attention d. employees completing attitude sur!eys >?* Communication messages that are passed through a big number of people will most li#ely suffer from which of the following; a. disruption b. distortion c. lac# of non&verbal cues d. decoding >?)4 ,he 55555 communication networ# is best illustrated by an unstructured committee. a. wheel b. all(channel c. interpersonal d. circle >?)) ,he most effective communication networ# for facilitating the emergence of a leader is 55555. a. chain b. all&channel c. wheel d. direct >?)7 An informal communication networ# is typically called a 55555. a. gossip monger b. grape!ine c. chain

d. free acting system >?)/ 8hich of the following is a phenomenon in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views; a. group conformity b. groupshift c. groupthink d. compromise >?)0 According to -aslow, when does a need stop motivating; a. when it is substantially satisfied b. it never stops motivating c. when one returns to a lower level need d. when one chooses to move to a higher level need >?)+ 8hat is the primary organi%ational factor that satisfies peopleAs physiological needs; a. their relationships with co&wor#ers b. recognition c. pay d. admiration >?)3. Desires for associations with those who are significant to us, such as family members, supervisors, and friends, are e"amples of AlderferAs 55555 needs. a. e"istence b. relatedness c. association d. esteem >?)9 $.IAs 555555 needs include the intrinsic component from -aslowAs esteem category and the characteristics included under self&actuali%ation.

a. e"istence b. relatedness c. growth d. physiological >?)2. 8hich one of the following is not characteristic of $.I theory; a. It proposes three levels of needs: e"istence, relatedness, and growth. b. -ore than one level of needs may serve as motivators at the same time. c. It involves a frustration&regression process. d. The e istence needs must be satisfied before the relatedness needs become important. e. It is an e"tension and improvement of -aslowAs theory. >?)*. In what way are ,heory : and ,heory B managers ali#e; a. they are s#eptical about their employeesA ability to operate independently b. they have a negative view of human behavior c. they ac#nowledge that people in the wor#place are mostly motivated by higher order needs d. their beha!ior follows their assumptions >?74. A ,heory B manager would assume that employees would 55555. a. disli#e wor# b. need to be controlled c. avoid responsibility d. e ercise self direction

) 8hich of the following is not included in the definition of conflict; a. (erception

b. Disruption of tas#s c. omething that is cared about d. Fegative effects 7 8hich of the following is not one of the views of conflict; a. ,raditional b. Euman relations c. Interactionist d. <unctional / ,he traditional view of conflict argues that conflict 55555. a. Eelps to generate discussion b. Can be avoided c. Improves productivity d. -ust be avoided 0 ,he 555555 view of conflict argues that conflict arises from management failure. a. Euman relations b. Interactionist c. ,raditional d. <unctional + ,he human relations view of conflict advocates 55555 conflict.

a. $ncouraging b. Jpen communication for resolving c. Iroup therapy for resolving d. Acceptance of conflict 3 8hich method is used to enhance the s#ills of the current or new employees to perform current 1ob more efficiently; a. ,raining b. Development c. Improvement d. Gob rotation 9 8hich method is used to enhance the s#ills of the current or new employees to perform future 1obs more efficiently; a. ,raining b. Development c. Improvement d. Gob rotation 2 An organi%ation that has developed the continuous capacity to adapt and change is termed a@n) 55555. a. Continuous improvement process b. Innovative organi%ation

c. Double&loop learning organi%ation d. !earning organi%ation * 55555 involves correcting errors using past routines and present policies. a. (rocess reengineering b. ingle&loop learning c. Double&loop learning d. Continuous improvement process )4 8hich of the following is an e"ample of a piece&rate plan; a. ,ime and a half for overtime b. .s. )+ for each unit produced c. (roductivity bonus d. Commission )) -uch of the compensation of Ali traders is in the form of stoc# options. ,he amount of options distributed is based on the companyAs net profits. 8hat sort of compensation plan is this; a. (rofit&sharing b. Iainsharing c. -erit based d. $sop )7

8hat is the term used for a pay plan where pay levels are based on how many s#ills employees have or how many 1obs they can do; a. A variable pay plan b. <le"ible pay c. Competency&based pay d. Iainsharing )/ #ill&based pay plans are not consistent with which of the following theories;. a. $.I theory b. ,he achievement need c. .einforcement theory d. ,wo&factor theory )0 (aying people to e"pand their s#ill levels is consistent with which need; a. Affiliation b. Achievement c. ocial d. ecurity )+ 8hy are fle"ible benefit plans consistent with e"pectancy theoryAs thesis; a. ,hey allow organi%ations to minimi%e costs associated with benefits b. ,hey provides a suite of tangible rewards that can be offered as motivation c. Jrgani%ational rewards should be lin#ed to each individual employeeAs goals

d. ,hey ma#e employment at firms providing such programs more attractive )3 8hich of the following types of teams allows for collaboration between team members who are physically dispersed; a. !ocal b. Interactive c. Kirtual d. Ilobal )9 8hich is not one of the primary factors that differentiate virtual teams from facetoface teams; a. ,he absence of nonverbal cues b. !imited social conte"t c. Decreased satisfaction with wor# processes d. ,he ability to overcome time and space constraints )2 8hich of the following is not the benefit of virtual teams; a. Defined and agreed roles b. Ieographically dispersed members c. Iroup interaction and cohesion d. $ffective lines of communication )* 8hich of the following is FJ, a role in team meetings;

a. (rimary facilitator b. -inute ta#er c. ,ime #eeper d. Disturbance handler 74 ending the minutes of the meeting is part of 555555555555555 a. (lan b. Conduct c. Close d. <ollow

M9MT:4; LE*@E3)DI? < TE*M M*7*9EME7T T+@*B ="IE

ALE!A> >ui%,

=uestion F . of .G 1 )tart timeH .>H.4H4> ?M 2 ,he base of economy has moved from : )elect correct optionH

,otal - & )

Manufacturing to ser!ices

ervices to manufacturing

-anufacturing to productivity

(roductivity to manufacturing

=uestion F 4 of .G 1 )tart timeH .>H.;H;. ?M 2

,otal - & )

According to Bla#e and -outon, a leader having a *,) style fall in which category of leader; )elect correct optionH

Kisionary

!aisse%&faire

*uthority

$ffusive

=uestion F ; of .G 1 )tart timeH .>H.GH>G ?M 2 !eaders always depend on their 555555555. )elect correct optionH

,otal - & )

Children

<riends

.elatives

0ollowers

=uestion F I of .G 1 )tart timeH .>H.GH;J ?M 2

,otal - & )

8hich of the following are the responsibilities of e"emplary followers; )elect correct optionH

Challenge the leader

$ncourage the leader

Defend the leader

*ll of gi!en options

=uestion F G of .G 1 )tart timeH .>H.JH>G ?M 2

,otal - & )

8hich dimension of the Big <ive model refers to an individualAs propensity to defer to others; )elect correct optionH

Conscientiousness

*greeableness

$"traversion

<eeling

=uestion F : of .G 1 )tart timeH .>H.KH;: ?M 2

,otal - & )

Interpersonal roles include which of the following three roles; )elect correct optionH

Disseminating, figurehead and liaison

0igurehead, leader and liaison

Disturbance handler, monitor and entrepreneur

-onitor, resource allocator and negotiator

=uestion F J of .G 1 )tart timeH .>H.-HII ?M 2 8hich of the following best #nows Chow wor# is doneD; )elect correct optionH

,otal - & )

!eader

Instructor

-entor

Manager

=uestion F K of .G 1 )tart timeH .>H4.H>> ?M 2 8hat is the most important asset of an organi%ation; )elect correct optionH

,otal - & )

?eople

-oney

Building

-achinery

=uestion F - of .G 1 )tart timeH .>H4.HIK ?M 2

,otal - & )

8hich of the following statements about personality is correct; )elect correct optionH

(ersonality is always stable

(ersonality is a part of a person

?ersonality is an aggregate whole

(ersonality is for the most part comprised of traits that cannot be measured

=uestion F .> of .G 1 )tart timeH .>H4;H4. ?M 2 8hich of the following are the traits of charismatic leader; )elect correct optionH

,otal - & )

elf confidence

A vision

,he image of a change agent *ll of the gi!en options

=uestion F .. of .G 1 )tart timeH .>H4IHII ?M 2

,otal - & )

8hich of the following terms describes basic convictions that Ca specific mode of conduct or end state of e"istence is personally or socially preferable to an opposite mode of conduct.D )elect correct optionH

5alues

Attitudes

Convictions

(references

=uestion F .4 of .G 1 )tart timeH .>H4:H.; ?M 2

,otal - & )

8hich of the following is Fot a category of followers with reference to leadership; )elect correct optionH

(ragmatic followers

*lienated followers

Conventional followers

(roactive followers

=uestion F .; of .G 1 )tart timeH .>H4JHI; ?M 2

,otal - & )

8hich is the primary management function in the initial stage of the organi%ational life cycle; )elect correct optionH

Coordinating wor# activities

+btaining resources

Increasing member motivation

Improving efficiency

=uestion F .I of .G 1 )tart timeH .>H4-H>K ?M 2 8hich of the following is the best definition of attitude; )elect correct optionH

,otal - & )

Attitudes indicate how one will react to a given event

Attitudes are the yardstic# by which one measures oneAs actions

Attitudes are the emotional part of an evaluation of some person, ob1ect or event

*ttitudes are e!aluati!e statements of what one belie!es about something or someone

=uestion F .G of .G 1 )tart timeH .>H;>H;J ?M 2

,otal - & )

Eow would someone who is described as an $ ,G on the -yers&Briggs ,ype Indicator best be described; )elect correct optionH

As a visionary

As a conceptuali%er

As an innovator

*s an organi$er

,ari' -ehmood olution.

8hich of the following is the best definition of attitude; )elect correct optionH

Attitudes indicate how one will react to a given event

Attitudes are the yardstic# by which one measures oneAs actions

Attitudes are the emotional part of an evaluation of some person, ob1ect or event

*ttitudes are e!aluati!e statements of what one belie!es about something or someone

8hich of the following is FJ, the 'uality of a leader; )elect correct optionH

Kision

Ability

$nthusiasm

9ender

8hich is the primary management function in the initial stage of the organi%ational life cycle; )elect correct optionH

Coordinating wor# activities

+btaining resources

Increasing member motivation

Improving efficiency

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sec@s)

>ui% tart ,ime: )4:42 (=uestion F I of .G 1 )tart timeH .>H..HG> ?M 2 ,otal - & )

8hich of the following developed the first comprehensive contingency model for leadership; )elect correct optionH

Eersey and Blanchard

Bla#e and -outon

0red 0iedler

Gohn Lotter

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sec@s)

>ui% tart ,ime: )4:42 (-

=uestion F G of .G 1 )tart timeH .>H.;H>- ?M 2

,otal - & )

According to Mniversity of -ichigan researchers, which type of leaders is associated with higher group productivity and higher 1ob satisfaction; )elect correct optionH

ituational

$mployee&oriented

?roduction(oriented

Initiating structure&oriented

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F : of .G 1 )tart timeH .>H.IH;J ?M 2 ,otal - & )

All of the following are classifications on the -yers&Briggs ,ype Indicator e"cept: )elect correct optionH

$"trovertedHintroverted

ensingHintuitive

(erceivingH1udging

IndependentLdependent

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sec@s)

>ui% tart ,ime: )4:42 (=uestion F J of .G 1 )tart timeH .>H.GH44 ?M 2 ,otal - & )

8hich of the following are the responsibilities of e"emplary followers; )elect correct optionH

Challenge the leader

$ncourage the leader

Defend the leader

*ll of gi!en options

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sec@s)

>ui% tart ,ime: )4:42 (=uestion F K of .G 1 )tart timeH .>H.:HG. ?M 2 ,otal - & )

8hat does the -eyers&Briggs ,ype Indicator classification of C$ or ID stand for; )elect correct optionH

$"trovertedHintuitive

$motionalHintroverted

E tro!ertedLintro!erted

$motionalHintuitive

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F - of .G 1 )tart timeH .>H.KH4. ?M 2 8ho fi"es the blame for brea#down; )elect correct optionH ,otal - & )

Manager

!eader

Instructor

-entor

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F .> of .G 1 )tart timeH .>H.KHG> ?M 2 ,otal - & )

According to Bla#e and -outon, a leader having a *,) style fall in which category of leader; )elect correct optionH

5isionary

!aisse%&faire

Authority

$ffusive

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sec@s)

>ui% tart ,ime: )4:42 (=uestion F .. of .G 1 )tart timeH .>H4>H.. ?M 2 8hich of the following is FJ, generally true; )elect correct optionH ,otal - & )

atisfied wor#ers are productive wor#ers

(roductive wor#ers are satisfied wor#ers

)atisfaction is the ma,or determinant of a workerCs +rgani$ational 6iti$enship Beha!ior

atisfaction comes down to fairness of outcomes, treatments or procedures

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F .4 of .G 1 )tart timeH .>H4.H4I ?M 2 ,otal - & )

Eow would someone who is described as an $ ,G on the -yers&Briggs ,ype Indicator best be described; )elect correct optionH

As a visionary

As a conceptuali%er

As an innovator

*s an organi$er

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22
sec@s)

>ui% tart ,ime: )4:42 (-

=uestion F .; of .G 1 )tart timeH .>H44H>: ?M 2 8hich of the following is not true of charismatic leaders; )elect correct optionH

,otal - & )

,hey have a vision and the ability to articulate the vision

,hey have behavior that is unconventional

,hey are willing to ta#e high personal ris#

They e hibit beha!iors that are consistent with their followersC beha!iors

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F .I of .G 1 )tart timeH .>H4;H4> ?M 2 555555555 is #nown as the founder of CFF. )elect correct optionH ,otal - & )

Andy Irove

am 8alton

Ted Turner

(hil Lnight

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22
sec@s)

>ui% tart ,ime: )4:42 (=uestion F .G of .G 1 )tart timeH .>H4;HG> ?M 2 ,otal - & )

A deliberate arrangement of people to accomplish some specific purpose is: )elect correct optionH

A structure

A process

*n organi$ation

An assembly operation

>uestion ? ) of )+ @ tart time: )4:)7:74 (- ) ,otal - & ) ,he base of economy has moved from : elect correct option: Manufacturing to ser!ices ervices to manufacturing -anufacturing to productivity (roductivity to manufacturing

>uestion ? 7 of )+ @ tart time: )4:)/:/) (- ) ,otal - & ) According to Bla#e and -outon, a leader having a *,) style fall in which category of leader; elect correct option: Kisionary !aisse%&faire *uthority $ffusive >uestion ? / of )+ @ tart time: )4:)+:4+ (- ) ,otal - & ) !eaders always depend on their 555555555. elect correct option: Children <riends .elatives 0ollowers >uestion ? 0 of )+ @ tart time: )4:)+:/9 (- ) ,otal - & ) 8hich of the following are the responsibilities of e"emplary followers; elect correct option: Challenge the leader $ncourage the leader Defend the leader *ll of gi!en options

>uestion ? + of )+ @ tart time: )4:)9:4+ (- ) ,otal - & ) 8hich dimension of the Big <ive model refers to an individualAs propensity to defer to others; elect correct option: Conscientiousness *greeableness $"traversion <eeling >uestion ? 3 of )+ @ tart time: )4:)2:/3 (- ) ,otal - & ) Interpersonal roles include which of the following three roles;

elect correct option: Disseminating, figurehead and liaison 0igurehead, leader and liaison Disturbance handler, monitor and entrepreneur -onitor, resource allocator and negotiator

>uestion ? 9 of )+ @ tart time: )4:)*:00 (- ) ,otal - & ) 8hich of the following best #nows Chow wor# is doneD; elect correct option: !eader Instructor Mentor -anager >uestion ? 2 of )+ @ tart time: )4:7):44 (- ) ,otal - & ) 8hat is the most important asset of an organi%ation; elect correct option: ?eople -oney Building -achinery >uestion ? * of )+ @ tart time: )4:7):02 (- ) ,otal - & ) 8hich of the following statements about personality is correct; elect correct option: (ersonality is always stable (ersonality is a part of a person ?ersonality is an aggregate whole (ersonality is for the most part comprised of traits that cannot be measured >uestion ? )4 of )+ @ tart time: )4:7/:7) (- ) ,otal - & ) 8hich of the following are the traits of charismatic leader; elect correct option: elf confidence A vision ,he image of a change agent

*ll of the gi!en options >uestion ? )) of )+ @ tart time: )4:70:00 (- ) ,otal - & ) 8hich of the following terms describes basic convictions that Ca specific mode of conduct or end state of e"istence is personally or socially preferable to an opposite mode of conduct.D elect correct option: 5alues Attitudes Convictions (references >uestion ? )7 of )+ @ tart time: )4:73:)/ (- ) ,otal - & ) 8hich of the following is Fot a category of followers with reference to leadership; elect correct option: (ragmatic followers *lienated followers Conventional followers (roactive followers >uestion ? )/ of )+ @ tart time: )4:79:0/ (- ) ,otal - & ) 8hich is the primary management function in the initial stage of the organi%ational life cycle; elect correct option: Coordinating wor# activities +btaining resources Increasing member motivation Improving efficiency >uestion ? )0 of )+ @ tart time: )4:7*:42 (- ) ,otal - & ) 8hich of the following is the best definition of attitude; elect correct option: Attitudes indicate how one will react to a given event Attitudes are the yardstic# by which one measures oneAs actions Attitudes are the emotional part of an evaluation of some person, ob1ect or event *ttitudes are e!aluati!e statements of what one belie!es about something or someone

>uestion ? )+ of )+ @ tart time: )4:/4:/9 (- ) ,otal - & ) Eow would someone who is described as an $ ,G on the -yers&Briggs ,ype Indicator best be described; elect correct option: As a visionary As a conceptuali%er As an innovator *s an organi$er MI@TE3M EA*MI7*TI+7 )pring 4>.> M9MT:4;( Leadership <ampM Team Management ( M9MT:4; 1alt. codeND3M:4;2 1)ession ( :2 TimeH :> min M ( II

=uestion 7oH .

1M(.2

!eadership is best defined as 555555555555. N The ability to influence a group in goal achie!ement N Leeping order and consistency in the midst of change N Implementing the vision and strategy provided by management N Coordinating and staffing the organi%ation and handling day&to&day problems

=uestion 7oH 4

1M(.2

8hich management roles include entrepreneur, disturbance handler, resource allocator and negotiator;

N Interpersonal

N Informational N @ecisional N Fone of the given options

=uestion 7oH ;

1M(.2

Information roles include which of the following three roles;

N Disseminating, figurehead and liaison N -onitor, resource allocator and negotiator N Disturbance handler, monitor and entrepreneur O Monitor ,disseminator and spokesperson

=uestion 7oH I

1M(.2

Decisional roles include which of following three roles;

N Entrepreneur, disturbance handler and resource allocator N Disseminating, figurehead and liaison N -onitor resource allocator and negotiator N Disturbance handler, monitor and entrepreneur

=uestion 7oH G

1M(.2

8hich of the following is 7ot true about decision processes in organi%ations;

N Ma,or decisions are made in an orderly, rational manner N Decision processes are prolonged for important decisions N Decision processes are to some e"tent political N -a1or decisions may result from a series of small, incremental choices

=uestion 7oH :

1M(.2

A situation in which one can influence on the group member or in the organi%ation is called: N $"posure N $"perience N ?osition N Action

=uestion 7oH J

1M(.2

omeone subscribing to theory : would agree with which of the following statements; N Indi!iduals are dominated by MaslowCs lower le!el needs N Individuals are dominated by -aslowAs higher level needs N Individuals are not clearly dominated by any particular level of -aslowAs hierarchy of needs N Individuals are in reality independent of -aslowAs hierarchy of needs

=uestion 7oH K

1M(.2

,he 'uality of a leader to foresee an organi%ationAs position is called:

N -ission N 5ision N Ioal N Jb1ective

=uestion 7oH -

1M(.2

,o achieve goals, leaders need which of the following factors;

N tamina N $nergy N Eealth N *ll of the gi!en options

=uestion 7oH .>

1M(.2

,he degree to which 1ob assignments are proceduri%ed is classified in the <iedler model as 55555. N !eader&member relations N Initiating structure N ,as# orientation N Task structure

=uestion 7oH ..

1M(.2

According to which of the following leadership styles the main role of the leader is to facilitate and communicate; N ,elling N elling N (articipating N @elegating

=uestion 7oH .4

1M(.2

8hich of the following can be the best description of high !(C leader; N 5ery critical of coworkers with whom it is difficult to work N Kery participative when ma#ing decisions about the wor# N !ess li#ely to be effective as a leader in most situations N Eas a primary motivation to maintain cooperative relationships

=uestion 7oH .;

1M(.2

8hich type of leadership focus on rewards in e"change for motivation, productivity effective tas# accomplishment;

N Transactional leadership N ,ransformational leadership N Charismatic leadership N Kisionary leadership

=uestion 7oH .I

1M(.2

8hich of the following is an environmental force that shapes personality; N Ienetic inheritance N Iender N Eeight N E perience

=uestion 7oH .G

1M(.2

,he belief that Cviolence is wrongD is an evaluative statement. uch an opinion falls in which component of an attitude.

N Cognitive N $ffective N .eflective N Beha!ioral

=uestion 7oH .:

1M(.2

8hich of the following statements would have been most li#ely made by an employee with a high degree of 1ob involvement;

O PMy skills make me e ceptionally !aluable to the company.D N CIAm a harder wor#er than most of my colleagues, even to the degree I am carrying some of the la%ier ones.D N CIt felt great to get promotedO I guess the guys upstairs really did appreciate the way I had been running things.D N PI love my 1ob, it is engaging, well&paid, and low pressure enough that I donAt have to be always worrying about it in my time off.D

=uestion 7oH .J

1M(.2

8hich of the following is true regarding the relationship between satisfaction and absenteeism; N ,here is a consistent positive relationship between the two N There is a consistent negati!e relationship between the two N ,here is a curvilinear relationship between the two N 8hen fairness is controlled for, there is a direct relationship between the two

=uestion 7oH .K

1M(.2

,wo people see the same thing at the same time yet interpret it differently. 8here do the factors that operate to shape their dissimilar perceptions reside;

N The percei!ers N ,he target N ,he timing N ,he conte"t

=uestion 7oH .-

1M(.2

All of the following are classifications on the -yers&Briggs ,ype Indicator e ceptH

N (erceivingH1udging O IndependentLdependent N $"trovertedHintroverted N ensingHintuitive

=uestion 7oH 4>

1M(.2

According to heila -urray, which of the following is 7ot true; N !eaders have a mission N !eaders are big thin#ers N Leaders a!oid risk N !eaders use power wisely

=uestion 7oH 4.

1M(.2

8hich of the following is the power to give positive benefit or rewards; O 3eward ?ower N Coercive power N $"pert power N .eferent power

=uestion 7oH 44

1M(.2

8hich employee trait is Least li#ely to facilitate effective empowerment;

N Eigh need for achievement N $"ternal locus of control orientation N Eigh self acceptance N 3ele!ant technical knowledge

=uestion 7oH 4;

1M(.2

8hich level of -aslowAs hierarchy of needs deals with satisfying oneAs hunger, thirst, and need for se";

N afety O ?hysiological N ocial N $steem

=uestion 7oH 4I

1M(.2

According to -aslow, when does a need stop motivating; O #hen it is substantially satisfied N It never stops motivating N 8hen one returns to a lower level need N 8hen one chooses to move to a higher level need

=uestion 7oH 4G

1M(.2

8hich of the following were considered higher&order needs by -aslow;

N afety, social, esteem N $steem, self&actuali%ation,safety O )ocial, esteem, self(actuali$ation N (hysiological, safety, social

=uestion 7oH 4:

1M(.2

8hich of the following is a need theory of motivation; N MaslowCs need hierarchy theory N AlderrferAs $.I theory N ,wo factor theory N All of the given options

=uestion 7oH 4J

1M(.2

In a crisis situation, effective leaders are li#ely to: N Consult with subordinates N .educe their e"posure O *ct more decisi!ely N Fone of the given options

=uestion 7oH 4K

1M(.2

8hich of the following processes is emphasi%ed in the definition of leadership;

N Influencing followers to ha!e complete trust in the leader N -otivating followers to do more than they initially e"pected N <acilitating collective efforts to accomplish shared ob1ectives N $mpowering each follower to become self reliant

=uestion 7oH 4-

1M(;2

!ist down the impression management strategies adopted by employees;

*nswer H 0ollowing may considered strategies

* ( The @emotion(pre!entati!e strategies