- 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) acquaintance phase
B) mature partnership
C) Original partnership
D) stranger 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) Original partnership
C) mature 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) mature partnership
B) acquaintance phase
C) Original partnership
D) stranger phase
- 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) Outer-group
B) Inner-group
C) In-group-
D) Put-group
- 5. Leader sets clear standards of performance and makes the rules and regulations clear to followers
A) Participative Leadership
B) Directive Leadership
C) Achievement-Oriented Leadership
D) Supportive 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) SKILL APPROACH
C) PATH-GOAL APPROACH
D) BEHAVIOURAL 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) IMPOVERISHED MANAGEMENT
D) TEAM 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) TEAM MANAGEMENT
B) IMPOVERISHED MANAGEMENT
C) AUTHORITY-COMPLIANCE
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) IMPOVERISHED MANAGEMENT
B) COUNTRY-CLUB MANAGEMENT
C) TEAM MANAGEMENT
D) AUTHORITY-COMPLIANCE
- 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) D4
B) D3
C) D1
D) D2
- 11. Aboss who trusts and empowers some
employees more than others
A) SITUATIONAL APPROACH
B) BEHAVIORAL APPROACH
C) LEADER-MEMBER EXCHANGE THEORY
D) PATH-GOAL THEORY
- 12. Leaders motivate followers by claritying way to goals and removing obstacles.
A) PATH GOAL THEORY
B) SATUATIONAL APPROACH
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) Original partnership
B) stranger phase
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) Acquaintance phase
B) mature partnership
C) Original partnership
D) stranger phase
- 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) stranger phase
B) Original partnership
C) Acquaintance phase
D) mature partnership
- 16. Inspires fellowers through vision, charisma, and
motivatie
A) Servant Leadership
B) Transformational Leadership
C) Transactional Leadership
D) Authentic 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) Servant Leadership
B) Authentic Leadership
C) Transactional Leadership
D) Transformational Leadership
- 18. Serving followers first, prioritizing their growth and well-being.
A) Servant Leadership
B) Authentic Leadership
C) Transformational Leadership
D) Transactional Leadership
- 19. Leading with self-awareness, integrity, and
transparency.
A) Transformational Leadership
B) Authentic Leadership
C) Transactional Leadership
D) Servant Leadership
- 20. Key Features of Authentic Leadership, EXCEPT ONE
A) Discipline
B) Balanced processing
C) Relational transparency
D) Self-awareness
- 21. Authentic leaders understand their strengths, weaknesses, values, and emotions.
A) Balanced processing
B) Self-awareness
C) Discipline
D) Relational transparency
- 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) Servant Leadership
B) Authentic Leadership
C) Transformational Leadership
D) Transactional Leadership
- 23. Key Characteristics of Servant Leadership,
EXCEPT ONE.
A) Commitment to growth
B) Building community
C) Deteriorate
D) Persuasion
- 24. Supporting the personal and professional development of followers.
A) Commitment to growth
B) Deteriorate
C) Building community
D) Persuasion
- 25. Understanding personality types, unconscious paotives, and leader-follower dynamics.
A) Skill Approach
B) Psychodynamic Apropproach
C) Situational Approach
D) Behavioral Approach
- 26. People's past experiences shape how they act as leaders or followers. (especially early life)
A) unconscious motives drive behavior
B) Leader-follower dynamics
C) Personality types matter
D) Emotional intelligence is crucial
- 27. Differences in personality or hidden motives can cause conflict, but understanding them can improve team functioning.
A) Personality types matter
B) Leader-follower aynamics
C) Emotional intelligence is crucial
D) Conflict and tension are natural
- 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) Situational Approach
B) Skill Approach
C) Behavioral Approach
D) Psychodynamic Approach
- 29. Concerned with morality, fairness, honesty, and the common good in leadership decisions.
A) /Leadership Ethics
B) Team Leadership
C) Cultural Leadership
D) Gender and Leadership
- 30. Examines leadership differences, stereotypes, and barriers between men and women.
A) Team Leadership
B) Cultural Leadership
C) Gender and Leadership
D) Leadership Ethics
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