- 1. Believes that money is the only reward that will motivate workers, and issues orders to be fulfilled with no questions asked
A) DEMOCRATIC
B) LAISSEZ-FAIRE
C) AUTOCRATIC
- 2. power centered in one or a few key individuals
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) AUTOCRATIC
- 3. More employee grievance
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) AUTOCRATIC
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 5. Shares decision making with the group members.
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) AUTOCRATIC
- 6. Explains to the group reasons for personal decisions when necessary.
A) LAISSEZ-FAIRE
B) AUTOCRATIC
C) DEMOCRATIC
- 7. Objectively communicates criticism and praise to subordinates.
A) AUTOCRATIC
B) DEMOCRATIC
C) LAISSEZ-FAIRE
- 8. Has little or no self-confidence in his or her leadership ability
A) AUTOCRATIC
B) DEMOCRATIC
C) LAISSEZ-FAIRE
- 9. Sets no goals for the group
A) DEMOCRATIC
B) LAISSEZ-FAIRE
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) Reward Power
B) Expert Power
C) Referent Power
D) Information Power
- 12. Based on followers’ perceptions of the leader’s competence.
A) Coercive Power
B) Legitimate Power
C) Referent Power
D) Expert Power
- 13. Associated with having status or formal job authority.
A) Coercive Power
B) Legitimate Power
C) Referent Power
D) Expert Power
- 14. Derived from having the capacity to provide rewards to others.
A) Expert Power
B) Information Power
C) Reward Power
D) Legitimate Power
- 15. Derived from having the capacity to penalize or punish others.
A) Coercive Power
B) Referent Power
C) Information Power
D) Expert 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) Personal Power
B) Information Power
C) Reward Power
D) Expert Power
- 18. is a power of person who holds a rank or a position from a particular office in a formal organizational system.
A) Reward Power
B) Expert Power
C) Position Power
D) Personal 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) Human skills
B) Technical skills
C) Leadership Trait Theory
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) Leadership Trait Theory
D) Skills Approach of Leadership
- 21. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Leadership Trait Theory
B) Human skills
C) Technical skills
D) Conceptual Skills
- 22. deal with people. It is called people skills which are equally important in all three levels of management
A) Human skills
B) Technical skills
C) Conceptual Skills
D) Skills Approach of Leadership
- 23. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Technical skills
B) Conceptual Skills
C) Skills Approach of Leadership
D) Human 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) Leadership Trait Theory
B) Human skills
C) Skills Approach of Leadership
D) Competencies
- 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) Competencies
B) Leadership Outcomes
C) Skills Approach of Leadership
D) Leadership Trait Theory
- 26. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Technical skills
B) Human skills
C) Contingency Leadership Theory
D) Career Experiences
- 27. deal with people. It is called people skills which are equally important in all three levels of management
A) Leader-Member Relations
B) Individual Attributes
C) Human skills
D) Career Experiences
- 28. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Behavioral Leadership Theory
B) Technical skills
C) Conceptual Skills
D) Leadership Outcomes
- 29. involves problem-solving skills, social judgement skills, and knowledge which are key factors for effective performance.
A) Leadership Trait Theory
B) Competencies
C) Career Experiences
D) Technical skills
- 30. involves general cognitive ability, crystalized cognitive ability, motivation and personality which have an impact on leadership skills and knowledge
A) Environmental Influences
B) Individual Attributes
C) Career Experiences
D) Behavioral Leadership Theory
- 31. these are effective problem solving and performance.
A) Task Structure
B) Path-Goal Theory
C) Leadership Outcomes
D) Leader-Member Relations
- 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) Career Experiences
B) directive leadership
C) Task Structure
D) Contingency Leadership Theory
- 33. are internal and external influences. Internal includes factors such as technology, facilities, expertise of subordinates and communication.
A) supportive leadership
B) Path-Goal Theory
C) Human skills
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) Behavioral Leadership Theory
C) Leadership Outcomes
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) Environmental Influences
B) Contingency Leadership Theory
C) Leadership Outcomes
D) directive leadership
- 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) Technical skills
B) Leader-Member Relations
C) Path-Goal Theory
D) Competencies
- 37. the nature of jobs and how tasks are structures influence leadership.
A) Task Structure
B) Contingency Leadership Theory
C) supportive leadership
D) Position Power
- 38. is influenced by organizational structure, the formality of management hierarchy, and the type of work environment.
A) Career Experiences
B) participative leadership
C) Contingency Leadership Theory
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) achievement-oriented leadership
B) The Charismatic and Transformational Leadership Theory
C) Path-Goal Theory
D) Environmental Influences
- 40. is effective with ambiguous tasks, so specific guidelines and traditional patterns of decision making should be clear
A) Individual Attributes
B) Career Experiences
C) directive leadership
D) participative leadership
- 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) Contingency Leadership Theory
B) supportive leadership
C) Position Power
D) Servant leadership Theory
- 42. is effective when tasks are unclear and followers are autonomous, and
A) Career Experiences
B) Position Power
C) participative leadership
D) The Charismatic and Transformational Leadership Theory
- 43. is effective for challenging tasks
A) achievement-oriented leadership
B) Environmental Influences
C) Transformational leadership
D) Path-Goal Theory
- 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) Individual Attributes
B) Conceptual Skills
C) Leader–Member Exchange (LMX) Theory
D) Competencies
- 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) Position Power
B) supportive leadership
C) Task Structure
D) The Charismatic and Transformational Leadership Theory
- 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) Transformational leadership
B) Position Power
C) Contingency Leadership Theory
D) Task Structure
- 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) Servant leadership Theory
B) Behavioral Leadership Theory
C) Position Power
D) supportive leadership
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