LDR 300 Final Exam|30 Questions And Answers free|UOP
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1. Considering a cultural approach to leadership, leadership should be conceptualized as:<br />
• An ability or skill<br />
• A dynamic social process<br />
• A set of behaviors<br />
• A relationship between a leader and a follower<br />
2. Which type of leadership is most similar to transformational leadership?<br />
• Transitional<br />
• Transactional<br />
• Laissez-faire<br />
• Charismatic<br />
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3. Your boss listens to employees personal problems and tries to create a positive<br />
work environment by being agreeable, eager to help, comforting, and<br />
uncontroversial. This is an example of:<br />
• Middle-of-the-road management<br />
• Team management<br />
• Country-club management<br />
• Authority-compliance management<br />
4. Contingency theory is concerned with ______ and _______.<br />
• Traits; situations<br />
• Leaders; followers<br />
• Leadership; situations<br />
• Styles; situations<br />
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5. Leadership focuses on the ________.<br />
• Importance of lateral and upward influence patterns<br />
• elimination of dependency in relationships<br />
• ways to increase a leader's following<br />
• downward influence of a leader on his or her followers<br />
6. Which of the following leadership theories expects the leader to continually be concerned about<br />
subordinate motivation?<br />
• Contingency theory<br />
• Situational leadership theory<br />
• Leader-member exchange theory<br />
• Path-goal theory<br />
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7. Argued that the major activities of management and leadership are played out differently; but both<br />
are essential to an organization:<br />
• Jago<br />
• Bass<br />
• Kotter<br />
• Zaleznik<br />
8. According to research, one way women can advance in leadership is<br />
• By acting masculine and assertive, and not in feminine ways.<br />
• By blending individualized consideration with inspirational motivation.<br />
• By strongly resisting stereotype threats.<br />
• By leading in a more democratic manner than men.<br />
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9. In the skills model, which of these is a general cognitive ability?<br />
• Problem-solving skills<br />
• Information processing<br />
• Motivation<br />
• Knowledge<br />
10. Although there are clear differences between management and leadership,<br />
• Management is more valued than leadership.<br />
• There is little research to support one or the other.<br />
• Leadership is more valued than management.<br />
• The two constructs overlap.<br />
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11. Mary has managed the mailroom for 2 years. Management views Mary as a person with special<br />
leadership talent, such as intelligence, sociability, and determination. What approach is<br />
management using in assessing Mary?<br />
• Trait approach<br />
• Managerial grid approach<br />
• Attribution approach<br />
• Styles approach<br />
12. The team leadership model puts who or what in the driver's seat of team effectiveness?<br />
• Leadership<br />
• Satisfying needs<br />
• Leaders<br />
• Management<br />
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15. The following traits are associated with charismatic leadership:<br />
• Intelligence, self-confidence<br />
• Physical attractiveness, height<br />
• Desire for power, desire to help others<br />
• Self-monitoring, impression management<br />
14. Critical factors for developing a cultural based leadership development program may include:<br />
• Focuses on the organization as a whole rather than the individual, demographic information, and formal<br />
data gathering.<br />
• Focuses on all levels of an organization from the individual to the wider organization, gathers<br />
ethnographic data, and looks at many aspects of cultures.<br />
• There are no critical factors. Leaders should be sent to various countries and allowed to learn that way.<br />
• Starts the evaluation at the assessment phase, gathers formal data, and focuses on the language of the<br />
participants.<br />
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15. In which way are leadership and power often approached?<br />
• From the perspective of the follower<br />
• As positional power<br />
• As a relational concern for both leaders and followers.<br />
• As a form of coercion<br />
16. Subordinates who have strong needs for affiliation prefer which type of leadership<br />
behavior?<br />
• Participative<br />
• Achievement oriented<br />
• Supportive<br />
• Directive<br />
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17. Questionnaires on situational leadership often ask for respondents to look at specific applications<br />
of leadership styles within situations, which may result in:<br />
• Wide range of responses that are hard to validate<br />
• Results that are not in favor of situational leadership<br />
• Negative perceptions toward the organizations<br />
• Biased results in favor of situational leadership<br />
18. How does servant leadership differ from path-goal theory?<br />
• Is unconcerned with the way leaders should treat followers.<br />
• Makes the need for task completion necessary before relationships can thrive.<br />
• Focuses on the need for leaders to perfect themselves before helping others.<br />
• Focuses on the behaviors leaders should exhibit to put followers first.<br />
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19. Of the Big Five personality factors, which is the most strongly associated with leadership?<br />
• Extraversion<br />
• Openness<br />
• Emotional intelligence<br />
• Social status<br />
20. Which best describes the reason situational leadership is so practical for managers to use?<br />
• Its specific nature<br />
• Its straightforward nature<br />
• Assist in relating demographics to leadership<br />
• It is only applicable to lower-level managers<br />
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21.Of the bases of power, research indicates that ________ power is most effective.<br />
• Reward<br />
• Personal<br />
• Legitimate<br />
• Coercive<br />
22. The leader is at the core of group change and activity, representing the backbone of the group or<br />
organization. Leadership is viewed as:<br />
• Leadership as an act<br />
• Personality perspective<br />
• Leadership as a behavior<br />
• Focus of group processes<br />
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23. Critical life events affect authentic leadership because<br />
• They reinforce patterned behaviors.<br />
• They influence a multitude of people.<br />
• They are a common occurrence.<br />
• They act as a catalyst for change.<br />
24. What type of power did Bill Gates have when he and Paul Allen started Microsoft?<br />
• Coercive<br />
• Referent<br />
• Expert<br />
• Legitimate<br />
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25. If your superior tells you that she will offer you a raise provided you perform additional work<br />
beyond the requirements of your job, he/she is exercising ________ power.<br />
• coercive<br />
• reward<br />
• legitimate<br />
• personal<br />
26. The Ohio State studies considered the behaviors of consideration and initiating structure as:<br />
• Cause and effect<br />
• High value and low value<br />
• Distinct and independent<br />
• Interdependent<br />
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27. During a speech given by your department director, he repeatedly emphasizes the importance of reaching<br />
goals set by the organization. He then goes on to lay out the framework to accomplish the goals. According to<br />
contingency theory, which best describes your director?<br />
• High LPC score<br />
• Relationship motivated<br />
• Task motivated<br />
• Position power<br />
28. Liz is a team leader at a local grocery store. Recently, her boss said that she needs to address the negative<br />
attitudes of employees. To try and fix this problem, she has begun awarding gift-cards to employees who have<br />
great attitudes. What internal leadership intervention is Liz addressing?<br />
• Satisfying needs<br />
• Managing conflict<br />
• Facilitating decisions<br />
• Goal focusing<br />
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29. Your parents and older siblings are all successful elected officials. After graduation, it is suggested by<br />
many that you should seek office and, in turn, offer you their support. Which best describes the leadership<br />
approach being demonstrated?<br />
• Style approach to leadership<br />
• Leadership as a process<br />
• Trait perspective<br />
• Expert power<br />
30. To create change, transformational leaders ______________.<br />
• Value out-group member's opinions.<br />
• Focus on the task at hand.<br />
• Leave followers to work on their own.<br />
• Become strong role models for their followers.<br />
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