Quiz #3 – Leadership

1. LEADERSHIP
a) Doing the right thing, vision, mission & goals, promoters of change.
b) The ability of a leader to get high performance from his or her subordinates.
c) The process of motivation, influencing, and directing others in the org to work productively
in pursuit of org. goals
d) Doing thing right, efficiency and effectiveness, preserve status quo.

2. What do managers do?

a) Doing thing right, efficiency and effectiveness, preserve status quo.
b) Power-influence perspective, competency perspective, behavior perspective, contingency
perspective, transformational perspective.
c) Doing the right thing, vision, mission & goals, promoters of change.
d) The ability of a leader to get high performance from his or her subordinates.

3. What do leaders do?

a) Power-influence perspective, competency perspective, behavior perspective, contingency
perspective, transformational perspective
b) The ability of a leader to get high performance from his or her subordinates.
c) Doing the right thing, vision, mission & goals, promoters of change.
d) Legitimate (hierarchical power), distribution of rewards & sanctions, distribution of
allocation of scarce resources, personal power.

4. EFFECTIVE LEADERSHIP
a) Legitimate (hierarchical power), distribution of rewards & sanctions, distribution of
allocation of scarce resources, personal power
b) The ability of a leader to get high performance from his or her subordinates.
c) Expertise, network of allies, individual attributes
d) Power-influence perspective, competency perspective, behavior perspective, contingency
perspective, transformational perspective.

5. Name the Perspectives of Leadership

a) Expertise, network of allies, individual attributes
b) Legitimate (hierarchical power), distribution of rewards & sanctions, distribution of
allocation of scarce resources, personal power
c) Power-influence perspective, competency perspective, behavior perspective, contingency
perspective, transformational perspective
d) Strategic thinking, achievement motivation, power motivation, charisma, & emotional
intelligence.
6. What are the characteristics of Power-Influence Perspective?
a) Legitimate (hierarchical power), distribution of rewards & sanctions, distribution of
allocation of scarce resources, personal power
b) The cognitive ability to analyze a complex situation, abstract from it, and draw conclusions
about the best strategy for the firm to follow.
c) Expertise, network of allies, individual attributes
d) Strategic thinking, achievement motivation, power motivation, charisma, & emotional
intelligence.

7. Personal Power
a) Expertise, network of allies, individual attributes
b) The cognitive ability to analyze a complex situation, abstract from it, and draw conclusions
about the best strategy for the firm to follow.
c) Strategic thinking, achievement motivation, power motivation, charisma, & emotional
intelligence
d) The unconscious concern for achieving excellence in accomplishment through one's
individual efforts.

8. What are the characteristics of Competency (Trait) Perspective?

a) The unconscious drive to acquire status and power and to have impact on others.
b) Strategic thinking, achievement motivation, power motivation, charisma, & emotional
intelligence
c) The unconscious concern for achieving excellence in accomplishment through one's
individual efforts.
d) The cognitive ability to analyze a complex situation, abstract from it, and draw conclusions
about the best strategy for the firm to follow.

9. STRATEGIC THINKING
a) The unconscious concern for achieving excellence in accomplishment through one's
individual efforts.
b) The unconscious drive to acquire status and power and to have impact on others.
c) The cognitive ability to analyze a complex situation, abstract from it, and draw conclusions
about the best strategy for the firm to follow.
d) The ability of some people to charm or influence others.

10. ACHIEVEMENT MOTIVATION

a) The unconscious concern for achieving excellence in accomplishment through one's
individual efforts.
b) The ability to monitor one's own & other's feelings and emotions, to discriminate among
them, and to use this info to guide one's thinking & actions.
c) The unconscious drive to acquire status and power and to have impact on others.
d) The ability of some people to charm or influence others.
11. POWER MOTIVATION
a) Self-awareness, self-regulation, motivation, empathy, social skills
b) The ability of some pple to charm or influence others.
c) The ability to monitor one's own & other's feelings and emotions, to discriminate among
them, and to use this info to guide one's thinking & actions.
d) The unconscious drive to acquire status and power and to have impact on others.

12. CHARISMA
a) The ability of some pple to charm or influence others.
b) Self-awareness, self-regulation, motivation, empathy, social skills
c) The ability to monitor one's own moods, emotions, and drives, as well as their effect on
others.
d) The ability to monitor one's own & other's feelings and emotions, to discriminate among
them, and to use this info to guide one's thinking & actions.

13. EMOTIONAL INTELLIGENCE

a) Self-awareness, self-regulation, motivation, empathy, social skills
b) The ability to control or redirect disruptive impulses or moods and to think before acting. (
c) The ability to monitor one's own & other's feelings and emotions, to discriminate among
them, and to use this info to guide one's thinking & actions.
d) The ability to monitor one's own moods, emotions, and drives, as well as their effect on
others.

14. What are the sub components of Emotional Intelligence?

a) The ability to monitor one's own moods, emotions, and drives, as well as their effect on
others.
b) The ability to control or redirect disruptive impulses or moods and to think before acting.
c) A passion for work that goes beyond money or status, and a propensity to pursue goals with
energy and persistence.
d) Self-awareness, self-regulation, motivation, empathy, social skills

15. Self-awareness
a) A passion for work that goes beyond money or status, and a propensity to pursue goals with
energy and persistence.
b) Understanding the feelings and viewpoints of subordinates, and taking those into account
when making decision.
c) The ability to control or redirect disruptive impulses or moods and to think before acting.
d) The ability to monitor one's own moods, emotions, and drives, as well as their effect on
others.
16. Motivation
a) A passion for work that goes beyond money or status, and a propensity to pursue goals with
energy and persistence.
b) Tries to link effectiveness of leaders with their behavior toward subordinates; people-oriented
behavior and task-oriented behavior
c) Understanding the feelings and viewpoints of subordinates, and taking those into account
when making decision.
d) Friendliness with a purpose.

17. Empathy
a) A leadership style that includes showing mutual trust and respect for subordinates,
demonstrating genuine concern for their needs.
b) Friendliness with a purpose.
c) Understanding the feelings and viewpoints of subordinates, and taking those into account
when making decision.
d) Tries to link effectiveness of leaders with their behavior toward subordinates; people-oriented
behavior and task-oriented behavior.

18. Contingency Perspective consists of what 3 contingencies?

a) How well followers respect, trust, and like their leaders.
b) Fiedler's contingency theory, path-goal theory, leadership substitute theory.
c) Degree to which the jobs of subordinates are highly structured w/clear work responsibilities,
well define task, explicit goals, & specific procedures.
d) Leader-member relations, task structure, position power

19. LEADER-MEMBER RELATIONS

a) How well followers respect, trust, and like their leaders.
b) Is based on the assumption that leaders can change their style to match the situation.
c) The power that derives from formal hierarchical power over subordinates, including the
legitimate power to hire, fire, reward, & punish subordinates.
d) Degree to which the jobs of subordinates are highly structured w/clear work responsibilities,
well define task, explicit goals, & specific procedures.

20. TASK STRUCTURE

a) Directive leadership, supportive leadership, participative leadership, achievement-oriented
leadership
b) The power that derives from formal hierarchical power over subordinates, including the
legitimate power to hire, fire, reward, & punish subordinates.
c) Is based on the assumption that leaders can change their style to match the situation.
d) Degree to which the jobs of subordinates are highly structured w/clear work responsibilities,
well define task, explicit goals, & specific procedures.
21. POSITION POWER
a) Is based on the assumption that leaders can change their style to match the situation.
b) The power that derives from formal hierarchical power over subordinates, including the
legitimate power to hire, fire, reward, & punish subordinates.
c) Occurs when leaders tell subordinates exactly what they are supposed to do, giving them
goals, specific tasks, guidelines for performing those task
d) Directive leadership, supportive leadership, participative leadership, achievement-oriented
leadership.

22. PATH-GOAL THEORY

a) A leadership style in which the leader is approachable and friendly, shows concern for the
welfare of subordinates, and treats them as equals.
b) Directive leadership, supportive leadership, participative leadership, achievement-oriented
leadership
c) Is based on the assumption that leaders can change their style to match the situation.
d) Occurs when leaders tell subordinates exactly what they are supposed to do, giving them
goals, specific tasks, guidelines for performing those task

23. What are the leadership styles of the Path-Goal theory?

a) Occurs when leaders tell subordinates exactly what they are supposed to do, giving them
goals, specific tasks, guidelines for performing those task
b) Directive leadership, supportive leadership, participative leadership, achievement-oriented
leadership
c) A leadership style in which the leader is approachable and friendly, shows concern for the
welfare of subordinates, and treats them as equals.
d) A leadership style in which the leader consults with his or her subordinates, asking for their
opinions before making a decision.

24. DIRECTIVE LEADERSHIP

a) A leadership style in which the leader consults with his or her subordinates, asking for their
opinions before making a decision.
b) When a leader sets high goals & performance expectations, & displays confidence in
subordinates, encouraging them to take on greater responsibilities.
c) A leadership style in which the leader is approachable and friendly, shows concern for the
welfare of subordinates, and treats them as equals.
d) Occurs when leaders tell subordinates exactly what they are supposed to do, giving them
goals, specific tasks, guidelines for performing those task

25. SUPPORTIVE LEADERSHIP

a) Personal characteristics of subordinates and nature of the work environment
b) A leadership style in which the leader is approachable and friendly, shows concern for the
welfare of subordinates, and treats them as equals.
c) When a leader sets high goals & performance expectations, & displays confidence in
subordinates, encouraging them to take on greater responsibilities.
d) A leadership style in which the leader consults with his or her subordinates, asking for their
opinions before making a decision.