1. Managers and leaders are different because:
- Managers learn a set of skills for planning, organizing directing, and controlling.
- Leaders must find the capacity to help create a vision of what the organization can be.
- Leadership calls for caring about and engaging the whole employee.
- Managers maintain stability while leaders promote change.
2. Leadership is an because of all EXCEPT;
- Leadership is a growing body of objective facts and knowledge.
- Leadership has skills that cannot be learned from a textbook.
- Leadership takes practice.
- Leadership takes hands-on experience.
3. Effective leaders and effective followers are:
- people with different traits-
-people with different behaviors-
- the same people, playing the same role-
- the same people, playing different roles at different times.
4. Possessing the traits of honesty and integrity are essential for leaders in order to:
- build productice relationships.
- build trust.
-both build productive relationship and build trust.
- seek achievement.
5. "High-high" leadership behavior is generally considered desirable because:
- leaders display concern for both people and production.
- leaders will meet people-oriented and task-oriented needs simultaneously.
-both leaders displyaconcern for both people and production and leaders will meet people-oriented and task-oriented needs simultaneously.
-task-oriented behavior was associated with higher productivity.
6. In the leadership Grid, the tern Country Club Management refers to:
- the exertion of minimum efforts to get required work done.
- efficiency in operations from arranging work conditions.
- thoughtful attention to the needs of people for satisfying relationships.
-work accomplishment from committed people and interdependence.
7. Trait research has identified all of the following categories as essential to leadership EXCEPT:
- work -related characteristics.
-social characteristics.
- personality.
- culture.
8. Drive is considered essential to effective leasership because:
- leaders with drive seek achievement'.
- leaders with drive actively pursue goals.
- leaders with drive have stamina.
- all of these choices.
9. Team management is:
- recommended because organization members work together to accomplish tasks.
- considered the most effective style.
- used when efficiency in operations s the dominant orientation.
- both recommeded because organization members work together to accomplish tasks and considered the most effective style.
10. To use Fiedler's Contingency Theory, a leader needs to know:
- wether his leadership style is relationship oriented.
- wheter his leadership style is task-oriented.
- the organizational situation.
- all of these choices.
11. Hersey and Blanchard's Situational Theory Focuses on;
- the characteristics of followers as an important element of the situation.
- the readiness of the leader.
- the characteristics of the leader.
- whether the situation is favorable or unfavorable to the leader.
12. The path-goal theory includes all EXCEPT;
- clarifying the flower's path to the rewards that are available.
- determining whether the situation is favaroble or unfavorable to the leader.
- increasing the rewards the follower values and desires.
- working with subordinates to indentify behaviors for task accomplishment.
13. In the V room-Jago model, the leaders Decision Styles do NOT inclyde;
- decide.
- facilitate.
-delegate.
-empower.
14. The big five personality dimension do NOT include:
- extroversion.
- emotional stability.
- opennes to experience.
- education.
15. a PERSON WITH AN INTERNAL LOCUS OF CONTROL:
- believes that luck is the key to success.
- feels that there is little control over events.
- places primary responsibility on outside forces.
- believes they are"masters of their own fate".
16. A theory Y leader believes all EXCEPT:
- subordinates enjoy work.
- subordinates are lazy and dislike work.
- subordinates seek responsibility.
- subordinates will exercise creativity and imagination.
17. When the perceiver develops an overall impression of a person or situation based on one characteristic________ occurs.
- projection.
- perceptual defense.
- the halo effect.
- external attribution.
18. A person with an overall positive self-concept has:
- low self-esteem.
- high self-esteem.
- intuition.
- end values.
19. A trait that is closely related to authoritariannism is;
- theory y.
- agreeableness.
-charisma.
-gognatism.
20. A leader who is achievement oriented moght assume that subordinates are also achievement oriented- This perceptual distortion is called.
- the halo effect.
- projection.
- intuition.
- stereotyping.
21. Self-awareness refers to
- the ability to connect to others.
- the ability to put oneself in some else's shoes.
- being conscious of your own emotions.
- the ability to be hopeful and optimistic.
22. Assumption can be dangerous because;
- people tend to accept them as "truth.
- they cannot be changed.
- they can be changed.
- people lack self-management.
23. The tendency of people to not voice their true thoughts because they want to please others is:
- situational theory.
- the abilene paradox.
- The abilence paradox.
- the post conventional level.
- theory Y.
24. Synergy is the combined action that occurs when people:
- renew the physical, mental, spiritual, and social aspects of their lives.
- work together to created new alteratives and solutions.
- blame others.
- focus on preserving and enhancing relationship.
25. Intrinsic rewards
- are the internal satisfaction a person receives by performing a particular action.
- are given by another person, typically a supervisor.
- include pay raise and promotions.
- are given to all people withn an organization or a specific department.