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Your Answer: Leadership does not necessarily take place within a hierarchical
structure of an organisation.
Correct Answer: When people operate as leaders their role is always clearly
established and defined.
It is true to say that not every leader is a manager, nor does leadership necessarily
take place within a hierarchical structure of an organisation, but it is not true to say
that when people operate as leaders their role is always clearly established and
defined. Many people operate as leaders without their role ever being clearly
established.
3. Legitimate power is based on the subordinate’s perception that the leader has a
right to exercise influence because of the leader’s:
Legitimate Power is based on the subordinate’s perception that the leader has the
right to influence because of their role or position within the organisation. The other
forms of power, as identified by French and Raven are: Reward Power based on the
subordinate’s perception that the leader has the ability and resources to obtain
rewards for those who comply; Coercive Power based on fear and the subordinate’s
perception that the leader has the ability to punish or bring about undesirable
outcomes for those who do not comply Referent Power based on the subordinate’s
identification with the leader and; Expert Power based on the subordinate’s
perception of the leader as someone who is competent and who has some special
knowledge or expertise.
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5. Needs such as training the group, setting standards and maintaining discipline, and
appointing sub-leaders may be called:
6. Which of the following qualities did the University of Michigan Institute for Social
Research find in effective supervisors?
One of the best known works on leadership style is that by Tannenbaum and
Schmidt. They suggest a continuum of possible leadership behaviour available to
the manager and along which various styles of leadership may be placed. The
manager may be characterised according to the degree of control that is
maintained. The four styles of leadership by the manager are identified as: tells
(the manager identifies a problem, chooses a decision and tells subordinates), sells
(the manager stills chooses a decision but attempts to persuade subordinates to
accept it, consults (the manager identifies a problem but does not choose a decision
until subordinates have made suggestions and joins (the manager defines the
problem and then passes to the group, with the manager as a member, the right to
make the decision).
10. Another contingency model of leadership is the path-goal theory. This suggests that
subordinates will see leadership behaviour as a motivating influence if.
11. Hersey and Blanchard present a form of situational leadership based on the
___________ of the people the leader is attempting to influence.
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12. When determining the most appropriate form of leadership, which of the following
should be considered?
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