- 1. Believes that money is the only reward that will motivate workers, and issues orders to be fulfilled with no questions asked
A) LAISSEZ-FAIRE
B) AUTOCRATIC
C) DEMOCRATIC
- 2. power centered in one or a few key individuals
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 3. More employee grievance
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
A) AUTOCRATIC
B) DEMOCRATIC
C) LAISSEZ-FAIRE
- 5. Shares decision making with the group members.
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 6. Explains to the group reasons for personal decisions when necessary.
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 7. Objectively communicates criticism and praise to subordinates.
A) LAISSEZ-FAIRE
B) AUTOCRATIC
C) DEMOCRATIC
- 8. Has little or no self-confidence in his or her leadership ability
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 9. Sets no goals for the group
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) DEMOCRATIC
- 10. Minimize communication and group interaction.
A) DEMOCRATIC
B) LAISSEZ-FAIRE
C) AUTOCRATIC
- 11. ased on follower’s identification and liking for the leader.
A) Information Power
B) Reward Power
C) Referent Power
D) Expert Power
- 12. Based on followers’ perceptions of the leader’s competence.
A) Legitimate Power
B) Coercive Power
C) Expert Power
D) Referent Power
- 13. Associated with having status or formal job authority.
A) Coercive Power
B) Expert Power
C) Legitimate Power
D) Referent Power
- 14. Derived from having the capacity to provide rewards to others.
A) Information Power
B) Reward Power
C) Legitimate Power
D) Expert Power
- 15. Derived from having the capacity to penalize or punish others.
A) Expert Power
B) Coercive Power
C) Referent Power
D) Information Power
- 16. Derived from possessing knowledge that others want or need. A boss who has information regarding new criteria to decide employee promotion
A) Expert Power
B) Reward Power
C) Legitimate Power
D) Information Power
- 17. is the influence capacity a leader stems seen by followers as likable, knowledgeable, considerate and role model.
A) Expert Power
B) Reward Power
C) Information Power
D) Personal Power
- 18. is a power of person who holds a rank or a position from a particular office in a formal organizational system.
A) Expert Power
B) Personal Power
C) Position Power
D) Reward Power
- 19. Trait theory or also called the “Great Man Theory” of leadership is an attempt to identify specific characteristics (physical, mental, personality) associated with leadership success
A) Leadership Trait Theory
B) Human skills
C) Technical skills
D) Skills Approach of Leadership
- 20. The organizing principle of this theory is that people can be taught leadership skills in which these skills are what leaders can accomplish whereas traits are who leaders
A) Technical skills
B) Conceptual Skills
C) Skills Approach of Leadership
D) Leadership Trait Theory
- 21. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Human skills
B) Conceptual Skills
C) Technical skills
D) Leadership Trait Theory
- 22. deal with people. It is called people skills which are equally important in all three levels of management
A) Conceptual Skills
B) Human skills
C) Skills Approach of Leadership
D) Technical skills
- 23. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Human skills
B) Conceptual Skills
C) Skills Approach of Leadership
D) Technical skills
- 24. Trait theory or also called the “Great Man Theory” of leadership is an attempt to identify specific characteristics (physical, mental, personality) associated with leadership success
A) Competencies
B) Leadership Trait Theory
C) Skills Approach of Leadership
D) Human skills
- 25. The organizing principle of this theory is that people can be taught leadership skills in which these skills are what leaders can accomplish whereas traits are who leaders are
A) Leadership Trait Theory
B) Leadership Outcomes
C) Competencies
D) Skills Approach of Leadership
- 26. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Human skills
B) Career Experiences
C) Technical skills
D) Contingency Leadership Theory
- 27. deal with people. It is called people skills which are equally important in all three levels of management
A) Individual Attributes
B) Human skills
C) Career Experiences
D) Leader-Member Relations
- 28. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Technical skills
B) Behavioral Leadership Theory
C) Conceptual Skills
D) Leadership Outcomes
- 29. involves problem-solving skills, social judgement skills, and knowledge which are key factors for effective performance.
A) Technical skills
B) Career Experiences
C) Competencies
D) Leadership Trait Theory
- 30. involves general cognitive ability, crystalized cognitive ability, motivation and personality which have an impact on leadership skills and knowledge
A) Environmental Influences
B) Career Experiences
C) Individual Attributes
D) Behavioral Leadership Theory
- 31. these are effective problem solving and performance.
A) Path-Goal Theory
B) Leadership Outcomes
C) Leader-Member Relations
D) Task Structure
- 32. knowledge and skills in solving problems acquired by leaders during their leadership career and which are also developed through challenging job assignments, mentoring, and trainings.
A) Contingency Leadership Theory
B) Career Experiences
C) directive leadership
D) Task Structure
- 33. are internal and external influences. Internal includes factors such as technology, facilities, expertise of subordinates and communication.
A) Human skills
B) supportive leadership
C) Path-Goal Theory
D) Environmental Influences
- 34. Sometimes called the “Style Theory” which suggests that leaders are not born but can be made based on the learnable behavior
A) Technical skills
B) Leadership Outcomes
C) Behavioral Leadership Theory
D) Conceptual Skills
- 35. The leadership contingency theory movement is credited in large part to Fiedler (1967, 1971), who stated that leader–member relations, task structure, and the position power of the leader determine the effectiveness of the type of leadership exercised.
A) Contingency Leadership Theory
B) Environmental Influences
C) directive leadership
D) Leadership Outcomes
- 36. If group members respect the manger and also feel a personal attachment to him or her, formal authority will be less important to accomplishing work
A) Path-Goal Theory
B) Technical skills
C) Competencies
D) Leader-Member Relations
- 37. the nature of jobs and how tasks are structures influence leadership.
A) Contingency Leadership Theory
B) Task Structure
C) supportive leadership
D) Position Power
- 38. is influenced by organizational structure, the formality of management hierarchy, and the type of work environment.
A) participative leadership
B) Contingency Leadership Theory
C) Career Experiences
D) Position Power
- 39. Path–goal theory first appeared in 1970 in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974).
A) Environmental Influences
B) Path-Goal Theory
C) achievement-oriented leadership
D) The Charismatic and Transformational Leadership Theory
- 40. is effective with ambiguous tasks, so specific guidelines and traditional patterns of decision making should be clear
A) participative leadership
B) directive leadership
C) Individual Attributes
D) Career Experiences
- 41. is effective for repetitive tasks, thus leaders support a friendly climate at work to ease frustration and make task more tolerable for more productive performance
A) supportive leadership
B) Servant leadership Theory
C) Contingency Leadership Theory
D) Position Power
- 42. is effective when tasks are unclear and followers are autonomous, and
A) The Charismatic and Transformational Leadership Theory
B) Position Power
C) participative leadership
D) Career Experiences
- 43. is effective for challenging tasks
A) Transformational leadership
B) achievement-oriented leadership
C) Path-Goal Theory
D) Environmental Influences
- 44. Leaders do not always have positive relationships with all followers, which ultimately results in the formation of LMX exchanges that vary in quality
A) Competencies
B) Leader–Member Exchange (LMX) Theory
C) Conceptual Skills
D) Individual Attributes
- 45. The word charisma was first used to describe a special gift that certain individuals possess that gives them the capacity to do extraordinary things
A) Task Structure
B) Position Power
C) The Charismatic and Transformational Leadership Theory
D) supportive leadership
- 46. as its name implies, is a process that changes and transforms people’s emotions, values, ethics, standards and long-term goals and involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them
A) Task Structure
B) Contingency Leadership Theory
C) Position Power
D) Transformational leadership
- 47. is defined as leadership that transcends self-interest to serve the needs of others, by helping them grow professionally and personally in which the core is self-sacrifice for others without regard to what one might receive in return
A) supportive leadership
B) Behavioral Leadership Theory
C) Servant leadership Theory
D) Position Power
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