- 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) Stranger Phase
B) Mature Partnership
C) Original Partnership
D) Acquaintance Phase
- 2. People who have progressed to this stage in their relationships 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) Stranger Phase
C) Original Partnership
D) Mature Partnership
- 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) Stranger Phase
B) Original Partnership
C) Mature Partnership
D) Acquaintance 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) Inner-Group
B) Outer-Group
C) In-Group
D) Out-Group
- 5. Leader sets clear standards of performance and makes the rules and regulations clear to followers.
A) Directive Leadership
B) Achievement-Oriented Leadership
C) Participative 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) PATH-GOAL APPROACH
C) SKILL APPROACH
D) BEHAVIORAL APPROACH
- 7. This 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) COUNTRY-CLUB MANAGEMENT
B) TEAM MANAGEMENT
C) IMPOVERISHED MANAGEMENT
D) AUTHORITY COMPLIANCE
- 8. Represents a low concern for task accomplishment coupled with a high concern for interpersonal relationships. Deemphasizing production, these leaders stress the attitudes and feelings 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) AUTHORITY COMPLIANCE
B) TEAM MANAGEMENT
C) IMPOVERISHED MANAGEMENT
D) COUNTRY-CLUB MANAGEMENT
- 9. This style is representative of a leader who is unconcerned 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) COUNTRY-CLUB MANAGEMENT
B) AUTHORITY COMPLIANCE
C) TEAM MANAGEMENT
D) IMPOVERISHED 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) D2
B) D3
C) D1
D) D4
- 11. A boss who trusts and empowers some employees more than others.
A) LEADER-MEMBER EXCHANGE THEORY
B) PATH-GOAL THEORY
C) SITUATIONAL APPROACH
D) BEHAVIORAL APPROACH
- 12. Leaders motivate followers by clarifying the way to goals and removing obstacles.
A) BEHAVIORAL APPROACH
B) LEADER-MEMBER EXCHANGE THEORY
C) SITUATIONAL APPROACH
D) PATH-GOAL THEORY
- 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) Acquaintance Phase
B) Stranger Phase
C) Original Partnership
D) Mature Partnership
- 14. It is a testing 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) Original Partnership
C) Stranger 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) Stranger Phase
C) Acquaintance Phase
D) Original Partnership
- 16. Inspires followers through vision, charisma, and motivation.
A) Authentic Leadership
B) Servant Leadership
C) Transactional Leadership
D) Transformational 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) Transactional Leadership
B) Transformational Leadership
C) Servant Leadership
D) Authentic Leadership
- 18. Serving followers first, prioritizing their growth and well-being.
A) Transformational Leadership
B) Servant Leadership
C) Authentic Leadership
D) Transactional Leadership
- 19. Leading with self-awareness, integrity, and transparency.
A) Transactional Leadership
B) Servant Leadership
C) Authentic Leadership
D) Transformational Leadership
- 20. Key Features of Authentic Leadership, EXCEPT ONE:
A) Balanced processing
B) Self-awareness
C) Discipline
D) Relational transparency
- 21. Authentic leaders understand their strengths, weaknesses, values, and emotions.
A) Relational transparency
B) Self-awareness
C) Discipline
D) Transactional Leadership
- 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) Transactional Leadership
B) Authentic Leadership
C) Servant Leadership
D) Transformational 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) Deteriorate
B) Building community
C) Commitment to growth
D) Persuasion
- 25. Understanding personality types, unconscious motives, and leader-follower dynamics.
A) Psychodynamic Approach
B) Situational Approach
C) Behavioral Approach
D) Skill Approach
- 26. People's past experiences shape how they act as leaders or followers (especially early life).
A) Unconscious motive drive behavior
B) Personality types matter
C) Leader-follower dynamics
D) Emotional intelligence is crucial
- 27. Differences in personality or hidden motives can cause conflict, but understanding them can improve team functioning.
A) Emotional intelligence is crucial
B) Conflict and tension are natural
C) Leader-follower dynamics
D) Personality types matter
- 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) Behavioral Approach
B) Situational Approach
C) Psychodynamic Approach
D) Skill Approach
- 29. Concerned with morality, fairness, honesty, and the common good in leadership decisions.
A) Team Leadership
B) Gender and Leadership
C) Leadership Ethics
D) Cultural Leadership
- 30. Examines leadership differences, stereotypes, and barriers between men and women.
A) Cultural Leadership
B) Team Leadership
C) Leadership Ethics
D) Gender and Leadership
- 31. Leader consults with followers,
obtains their ideas and opinions, and
integrates their suggestions into the
decisions about how the group or
organization will proceed.
A) Supportive Leadership
B) Participative Leadership
C) Directive Leadership
D) Achievement-Oriented Leadership
- 32. 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
- 33. 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) Acquaintance Phase
C) Original Partnership
D) Mature Partnership
- 34. If followers are not interested in taking on new and different job responsibilities, they become a part of the _______.
A) Inner-group
B) Outer-group
C) In-group
D) Out-group
- 35. 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) Stranger Phase
B) Original Partnership
C) Mature Partnership
D) Acquaintance Phase
- 36. In this approach, the leader focuses communication on goal achievement, and spends a smaller amount of time using supportive behaviors. Using this style, a leader gives instructions about what and how goals are to be achieved by the followers and then supervises them carefully.
A) Coaching Approach
B) Delegating Approach
C) Supporting Approach
D) Directing style
- 37. It characterizes a leader who gives followers instructions about their task, including what is expected of them, how it is to be done, and the timeline for when it should be completed.
A) Directive Leadership
B) Achievement-Oriented Leadership
C) Participative Leadership
D) Supportive Leadership
- 38. A boss who trusts and empowers some employees more than others
A) LEADER-MEMBER EXCHANGE THEORY
B) BEHAVIORAL APPROACH
C) SITUATIONAL APPROACH
D) PATH-GOAL THEORY
- 39. In this approach, the leader focuses communication on goal achievement, and spends a smaller amount of time using supportive behaviors. Using this style, a leader gives instructions about what and how goals are to be achieved by the followers and then supervises them carefully.
A) Directing style
B) Supporting Approach
C) Coaching Approach
D) Delegating Approach
- 40. Represents a low concern for task accomplishment coupled with a high concern for interpersonal relationships. Deemphasizing production, these leaders stress the attitudes and feelings 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) AUTHORITY COMPLIANCE
B) COUNTRY-CLUB MANAGEMENT
C) IMPOVERISHED MANAGEMENT
D) TEAM MANAGEMENT
- 41. Leadership behaviors that stress the technical and Performance aspects of a job. From this orientation, workers are viewed as a means for getting accomplished.
A) Production orientation
B) Team orientation
C) Company orientation
D) Employee orientation
- 42. In this approach, the leader offers less goal input and social support, facilitating followers' confidence and motivation in reference to the goal. The Hands-off leader lessens involvement in planning, control of details, and goal clarification.
A) Supporting Approach
B) Coaching Approach
C) Delegating Approach
D) Directing style
- 43. This concern includes building organizational commitment and trust, promoting the personal worth of followers, providing good working conditions, maintaining a fair salary structure, and promoting good social relations.
A) Concern for project
B) Concern for production
C) Concern for people
D) Concern for worker
- 44. The behavior of leaders who approach subordinates with a strong human relations emphasis. They take an interest in workers as human beings, value their individuality, and give special attention to their personal needs.
A) Team orientation
B) Company orientation
C) Employee orientation
D) Production orientation
- 45. A manager sets clear goals (task) while also motivating employees (relationship).
However, a limitation is that this approach ignores situational differences.
A) BEHAVIORAL APPROACH
B) SKILL APPROACH
C) TRAIT APPROACH
D) PATH-GOAL APPROACH
- 46. 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) D2
C) D4
D) D3
- 47. Adapting leadership style to the needs of followers.
A) SKILL APPROACH
B) BEHAVIORAL APPROACH
C) SITUATIONAL APPROACH
D) PATH-GOAL APPROACH
- 48. Refers to how a leader is concerned with achieving organizational tasks. It involves a wide range of activities, including attention to policy decisions, new product development, process issues, workload, and sales volume, to name a few.
A) Concern for production
B) Concern for worker
C) Concern for people
D) Concern for project
- 49. Behaviors are essentially relationship behaviors and include building camaraderie, respect, trust, and liking between leaders and followers.
A) CONSIDERATION INSTRUCTURE
B) BUILDING INSTRUCTURE
C) INITIATING INSTRUCTURE
D) SECONDARY INSTRUCTURE
- 50. This style places a strong emphasis on both tasks and interpersonal relationships. It promotes a high degree of participation and teamwork in the organization and satisfies a basic need in employees to be involved and committed to their work.
A) Team management
B) Country-club management
C) Authority management
D) Impoverished management
- 51. 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) Team management
B) Country-club management
C) Impoverished management
D) Authority compliance
- 52. It is a testing 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) Original Partnership
C) Stranger Phase
D) Mature Partnership
- 53. Leaders motivate followers by clarifying way to goals and removing obstacles.
A) BEHAVIORAL APPROACH
B) PATH-GOAL THEORY
C) LEADER-MEMBER EXCHANGE THEORY
D) SITUATIONAL APPROACH
- 54. Leader's relationships with individual followers vary
A) BEHAVIORAL APPROACH
B) PATH-GOAL THEORY
C) SITUATIONAL APPROACH
D) LEADER-MEMBER EXCHANGE THEORY
- 55. People who have progressed to this stage in their relationships 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) Original Partnership
B) Acquaintance Phase
C) Stranger Phase
D) Mature Partnership
- 56. People who have progressed to this stage in their relationships 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) Inner-group
B) Out-group
C) In-group
D) Outer-group
- 57. A project manager guiding a team with deadlines while offering support
A) BEHAVIORAL APPROACH
B) SITUATIONAL APPROACH
C) LEADER-MEMBER EXCHANGE THEORY
D) PATH-GOAL THEORY
- 58. Leader sets clear standards of performance and makes the rules and regulations clear to followers.
A) Directive Leadership
B) Achievement-oriented leadership
C) Supportive Leadership
D) Participative Leadership
- 59. Followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the _____.
A) Outer-group
B) Out-group
C) In-group
D) Inner-group
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