- 1. Begin to develop greater trust and respect for each other. They also tend to focus less on their own self-interests and more on the purposes and goals of the group.
A) Original partnership
B) mature partnership
C) stranger phase
D) acquaintance phase
- 2. People who have progressed to this stage in their Telationships experience a high degree of mutual trust, respect, and obligation toward each other.
They have tested their relationship and found that they can depend on each other.
A) acquaintance phase
B) mature partnership
C) Original partnership
D) stranger phase
- 3. They have lower-quality exchanges, similar to those of out-group members. the interactions in the leader-follower dyad generally are rule bound, relying heavily on contractual relationships. Leaders and followers relate to each other within prescribed organizational roles.
A) Original partnership
B) acquaintance phase
C) stranger phase
D) mature partnership
- 4. These negotiations involve exchanges in which followers do certain activities that go beyond their formal job descriptions, and the leader, in turn, does more for these followers.
A) In-group-
B) Put-group
C) Outer-group
D) Inner-group
- 5. Leader sets clear standards of performance and makes the rules and regulations clear to followers
A) Supportive Leadership
B) Directive Leadership
C) Achievement-Oriented Leadership
D) Participative Leadership
- 6. A manager sets clear goals (task) while also motivating employees (relationship).
However, a limitation is that this approach ignores situational differences.
A) TRAIT APPROACH
B) PATH-GOAL APPROACH
C) BEHAVIOURAL APPROACH.
D) SKILL APPROACH
- 7. style of leadership places heavy emphasis on task and job requirements, and less emphasis on people, except to the extent that people are tools for getting the job done. Communicating with subordinates is not emphasized except for the purpose of giving instructions about the task.
A) AUTHORITY-COMPLIANCE
B) COUNTRY-CLUB MANAGEMENT
C) TEAM MANAGEMENT
D) IMPOVERISHED MANAGEMENT
- 8. Represents a low concern for task accomplishment coupled with a high concern for interpersonal relationships. Deemphasizing production, this leaders stress the attitudes and feetings of people, making sure the personal and social needs of followers are met. They try to create a positive climate by being agreeable, eager to help, comforting, and uncontroversial.
A) IMPOVERISHED MANAGEMENT
B) AUTHORITY-COMPLIANCE
C) TEAM MANAGEMENT
D) COUNTRY-CLUB MANAGEMENT
- 9. Style is representative of a leader who is uneoncerned with both the task and interpersonal relationships. This type of leader goes through the motions of being a leader but acts uninvolved and withdrawn. This leader often has little contact with followers and could be described as indifferent, noncommittal, resigned, and apathetic.
A) AUTHORITY-COMPLIANCE
B) IMPOVERISHED MANAGEMENT
C) TEAM MANAGEMENT
D) COUNTRY-CLUB MANAGEMENT
- 10. Followers are the highest in development, having both a high degree of competence and a high degree of commitment to getting the job done. They have the skills to do the job and the motivation to get it done.
A) D1
B) D3
C) D4
D) D2
- 11. Aboss who trusts and empowers some
employees more than others
A) PATH-GOAL THEORY
B) BEHAVIORAL APPROACH
C) SITUATIONAL APPROACH
D) LEADER-MEMBER EXCHANGE THEORY
- 12. Leaders motivate followers by claritying way to goals and removing obstacles.
A) SATUATIONAL APPROACH
B) PATH GOAL THEORY
C) LEADER-MEMBER EXCHANGE THEORY
D) BEHAVIORAL APPROACH
- 13. Begin to develop greater trust and respect for each other. They also tend to focus less on their own self-interests and more on the purposes and goals of the group
A) stranger phase
B) Original partnership
C) mature partnership
D) Acquaintance phase
- 14. It is atesting period for both the leader and the follower to assess whether the follower is interested in taking on more roles and responsibilities and to assess whether the leader is willing to provide new challenges for followers
A) Original partnership
B) stranger phase
C) Acquaintance phase
D) mature partnership
- 15. They have developed an extremely effective way of relating that produces positive outcomes for themselves and the organization. In effect, partnerships are transformational in that they assist leaders and followers in moving beyond their own self-interests to accomplish the greater good of the team and organization.
A) mature partnership
B) Acquaintance phase
C) stranger phase
D) Original partnership
- 16. Inspires fellowers through vision, charisma, and
motivatie
A) Transformational Leadership
B) Authentic Leadership
C) Servant Leadership
D) Transactional Leadership
- 17. leadership involves an exceptional
form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership.
A) Transformational Leadership
B) Servant Leadership
C) Transactional Leadership
D) Authentic Leadership
- 18. Serving followers first, prioritizing their growth and well-being.
A) Transformational Leadership
B) Authentic Leadership
C) Transactional Leadership
D) Servant Leadership
- 19. Leading with self-awareness, integrity, and
transparency.
A) Authentic Leadership
B) Transformational Leadership
C) Servant Leadership
D) Transactional Leadership
- 20. Key Features of Authentic Leadership, EXCEPT ONE
A) Relational transparency
B) Discipline
C) Balanced processing
D) Self-awareness
- 21. Authentic leaders understand their strengths, weaknesses, values, and emotions.
A) Relational transparency
B) Self-awareness
C) Balanced processing
D) Discipline
- 22. Primary focus of the leader is to serve others first-employees, team members, or the community-before considering their own power or position.
A) Transformational Leadership
B) Transactional Leadership
C) Authentic Leadership
D) Servant Leadership
- 23. Key Characteristics of Servant Leadership,
EXCEPT ONE.
A) Commitment to growth
B) Deteriorate
C) Building community
D) Persuasion
- 24. Supporting the personal and professional development of followers.
A) Deteriorate
B) Building community
C) Commitment to growth
D) Persuasion
- 25. Understanding personality types, unconscious paotives, and leader-follower dynamics.
A) Situational Approach
B) Psychodynamic Apropproach
C) Behavioral Approach
D) Skill Approach
- 26. People's past experiences shape how they act as leaders or followers. (especially early life)
A) Personality types matter
B) Leader-follower dynamics
C) Emotional intelligence is crucial
D) unconscious motives drive behavior
- 27. Differences in personality or hidden motives can cause conflict, but understanding them can improve team functioning.
A) Leader-follower aynamics
B) Personality types matter
C) Conflict and tension are natural
D) Emotional intelligence is crucial
- 28. Approach views leadership as
deeply connected to psychological patterns, personality, and unconscious behavior, helping leaders understand why people (including themselves) act the way they do.
A) Skill Approach
B) Psychodynamic Approach
C) Situational Approach
D) Behavioral Approach
- 29. Concerned with morality, fairness, honesty, and the common good in leadership decisions.
A) Gender and Leadership
B) Cultural Leadership
C) /Leadership Ethics
D) Team Leadership
- 30. Examines leadership differences, stereotypes, and barriers between men and women.
A) Cultural Leadership
B) Gender and Leadership
C) Team Leadership
D) Leadership Ethics
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