LDR 300 Final Exam

Q1. Considering a cultural approach to leadership,

leadership should be conceptualized as:
1. An ability or skill
2. A dynamic social process
3. A set of behaviors
4. A relationship between a leader and a follower
Q2. Which type of leadership is most similar to
transformational leadership?
1. Transitional
2. Transactional
3. Laissez-faire
4. Charismatic
Q3. 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:
1. Middle-of-the-road management
2. Team management
3. Country-club management

4. Authority-compliance management

Q4. Contingency theory is concerned with

______ and _______.
1. Traits; situations
2. Leaders; followers
3. Leadership; situations
4. Styles; situations
Q5. Leadership focuses on the ________.
1. Importance of lateral and upward influence patterns
2. elimination of dependency in relationships
3. ways to increase a leader's following
4. downward influence of a leader on his or her
followers
Q6. Which of the following leadership theories
expects the leader to continually be concerned
about subordinate motivation?
1. Contingency theory
2. Situational leadership theory
3. Leader-member exchange theory
4. Path-goal theory

Q7. Argued that the major activities of

management and leadership are played out
differently; but both are essential to an
organization:
1. Jago
2. Bass
3. Kotter
4. Zaleznik
Q8. According to research, one way women can advance in
leadership is
1. By acting masculine and assertive, and not in
feminine ways.
2. By blending individualized consideration with
inspirational motivation.
3. By strongly resisting stereotype threats.
4. By leading in a more democratic manner than men.
Q9. In the skills model, which of these is a general
cognitive ability?
1. Problem-solving skills
2. Information processing
3. Motivation
4. Knowledge

Q10. Although there are clear differences between

management and leadership,
1. Management is more valued than leadership.
2. There is little research to support one or the other.
3. Leadership is more valued than management.
4. The two constructs overlap.
Q11. 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?
1. Trait approach
2. Managerial grid approach
3. Attribution approach
4. Styles approach
Q12. The team leadership model puts who or what
in the driver's seat of team effectiveness?
1. Leadership
2. Satisfying needs
3. Leaders
4. Management
Q13. The following traits are associated with
charismatic leadership:
1. Intelligence, self-confidence

2. Physical attractiveness, height

3. Desire for power, desire to help others
4. Self-monitoring, impression management
Q14. Critical factors for developing a cultural based
leadership development program may include:
1. Focuses on the organization as a whole rather than
the individual, demographic information, and formal
data gathering.
2. Focuses on all levels of an organization from the
individual to the wider organization, gathers
ethnographic data, and looks at many aspects of
cultures.
3. There are no critical factors. Leaders should be sent
to various countries and allowed to learn that way.
4. Starts the evaluation at the assessment phase,
gathers formal data, and focuses on the
language of the participants.

Q15. In which way are leadership and power often approached?

1. From the perspective of the follower
2. As positional power
3. As a relational concern for both leaders and
followers.
4. As a form of coercion

Q16. Subordinates who have strong needs for

affiliation prefer which type of leadership
behavior?
1. Participative
2. Achievement oriented
3. Supportive
4. Directive
Q17. Questionnaires on situational leadership often
ask for respondents to look at specific applications
of leadership styles within situations, which may
result in:
1. Wide range of responses that are hard to validate
2. Results that are not in favor of situational leadership
3. Negative perceptions toward the organizations
4. Biased results in favor of situational leadership

Q18. How does servant leadership differ from path-goal theory?

1. Is unconcerned with the way leaders should treat
followers.

2. Makes the need for task completion necessary before

relationships can thrive.
3. Focuses on the need for leaders to perfect
themselves before helping others.
4. Focuses on the behaviors leaders should exhibit to
put followers first.
Q19. Of the Big Five personality factors, which is
the most strongly associated with leadership?
1. Extraversion
2. Openness
3. Emotional intelligence
4. Social status
Q20. Which best describes the reason situational
leadership is so practical for managers to use?
1. Its specific nature
2. Its straightforward nature
3. Assist in relating demographics to leadership
4. It is only applicable to lower-level manager

Q21. Of the bases of power, research indicates that

________ power is most effective.

1. Reward
2. Personal
3. Legitimate
4. Coercive
Q22. The leader is at the core of group change and
activity, representing the backbone of the group or
organization. Leadership is viewed as:
1. Leadership as an act
2. Personality perspective
3. Leadership as a behavior
4. Focus of group processes
Q23. Critical life events affect authentic leadership
because
1. They reinforce patterned behaviors.
2. They influence a multitude of people.
3. They are a common occurrence.
4. They act as a catalyst for change.
Q24. What type of power did Bill Gates have when
he and Paul Allen started Microsoft?
1. Coercive
2. Referent
3. Expert

4. Legitimate
Q25. 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.
1. coercive
2. reward
3. legitimate
4. personal
Q26. The Ohio State studies considered the
behaviors of consideration and initiating structure
as:
1. Cause and effect
2. High value and low value
3. Distinct and independent
4. Interdependent

Q27. 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?

1. High LPC score

2. Relationship motivated
3. Task motivated
4. Position power
Q28. 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?
1. Satisfying needs
2. Managing conflict
3. Facilitating decisions
4. Goal focusing
Q29. 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?
1. Style approach to leadership
2. Leadership as a process
3. Trait perspective
4. Expert power

Q30. To create change, transformational

leaders ______________.
1. Value out-group member's opinions.
2. Focus on the task at hand.
3. Leave followers to work on their own.
4.

Become strong role models for their followers.

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