- 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) Stranger Phase
B) Original Partnership
C) Mature Partnership
D) Acquaintance 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) Stranger Phase
B) Mature Partnership
C) Acquaintance Phase
D) Original 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) Inner-Group
B) Outer-Group
C) Out-Group
D) In-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) SKILL APPROACH
B) TRAIT APPROACH
C) PATH-GOAL 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) TEAM MANAGEMENT
B) IMPOVERISHED MANAGEMENT
C) AUTHORITY COMPLIANCE
D) COUNTRY-CLUB MANAGEMENT
- 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) IMPOVERISHED MANAGEMENT
B) COUNTRY-CLUB MANAGEMENT
C) AUTHORITY COMPLIANCE
D) TEAM 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) TEAM MANAGEMENT
B) AUTHORITY COMPLIANCE
C) IMPOVERISHED 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) D3
B) D2
C) D4
D) D1
- 11. 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
- 12. Leaders motivate followers by clarifying the way to goals and removing obstacles.
A) SITUATIONAL APPROACH
B) LEADER-MEMBER EXCHANGE THEORY
C) PATH-GOAL 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) Mature Partnership
B) Original Partnership
C) Stranger Phase
D) Acquaintance Phase
- 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) Mature 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) Acquaintance Phase
B) Original Partnership
C) Stranger Phase
D) Mature Partnership
- 16. Inspires followers through vision, charisma, and motivation.
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) Transactional Leadership
C) Servant Leadership
D) Authentic Leadership
- 18. Serving followers first, prioritizing their growth and well-being.
A) Transactional Leadership
B) Servant Leadership
C) Authentic Leadership
D) Transformational Leadership
- 19. Leading with self-awareness, integrity, and transparency.
A) Servant Leadership
B) Transactional Leadership
C) Transformational Leadership
D) Authentic Leadership
- 20. Key Features of Authentic Leadership, EXCEPT ONE:
A) Discipline
B) Self-awareness
C) Balanced processing
D) Relational transparency
- 21. Authentic leaders understand their strengths, weaknesses, values, and emotions.
A) Discipline
B) Relational transparency
C) Transactional Leadership
D) Self-awareness
- 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) Servant Leadership
D) Authentic Leadership
- 23. Key Characteristics of Servant Leadership, EXCEPT ONE:
A) Deteriorate
B) Persuasion
C) Commitment to growth
D) Building community
- 24. Supporting the personal and professional development of followers.
A) Commitment to growth
B) Deteriorate
C) Persuasion
D) Building community
- 25. Understanding personality types, unconscious motives, and leader-follower dynamics.
A) Skill Approach
B) Situational Approach
C) Behavioral Approach
D) Psychodynamic Approach
- 26. People's past experiences shape how they act as leaders or followers (especially early life).
A) Emotional intelligence is crucial
B) Unconscious motive drive behavior
C) Leader-follower dynamics
D) Personality types matter
- 27. Differences in personality or hidden motives can cause conflict, but understanding them can improve team functioning.
A) Conflict and tension are natural
B) Emotional intelligence is crucial
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) Skill Approach
B) Situational Approach
C) Psychodynamic Approach
D) Behavioral Approach
- 29. Concerned with morality, fairness, honesty, and the common good in leadership decisions.
A) Team Leadership
B) Leadership Ethics
C) Gender and Leadership
D) Cultural Leadership
- 30. Examines leadership differences, stereotypes, and barriers between men and women.
A) Leadership Ethics
B) Team Leadership
C) Cultural Leadership
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) Achievement-Oriented Leadership
B) Participative Leadership
C) Directive Leadership
D) Supportive 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) Original Partnership
B) Stranger Phase
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) Original Partnership
C) Acquaintance Phase
D) Mature Partnership
- 34. If followers are not interested in taking on new and different job responsibilities, they become a part of the _______.
A) Out-group
B) Inner-group
C) In-group
D) Outer-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) Acquaintance Phase
D) Mature Partnership
- 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) Supporting Approach
C) Directing style
D) Delegating Approach
- 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) Participative Leadership
B) Achievement-Oriented Leadership
C) Supportive Leadership
D) Directive Leadership
- 38. A boss who trusts and empowers some employees more than others
A) SITUATIONAL APPROACH
B) LEADER-MEMBER EXCHANGE THEORY
C) PATH-GOAL THEORY
D) BEHAVIORAL APPROACH
- 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) Delegating Approach
B) Coaching Approach
C) Supporting Approach
D) Directing style
- 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) TEAM MANAGEMENT
B) IMPOVERISHED MANAGEMENT
C) AUTHORITY COMPLIANCE
D) COUNTRY-CLUB 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) Team orientation
B) Production 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) Coaching Approach
B) Directing style
C) Supporting Approach
D) Delegating Approach
- 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 worker
B) Concern for people
C) Concern for project
D) Concern for production
- 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) Company orientation
B) Team 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) PATH-GOAL APPROACH
C) TRAIT APPROACH
D) SKILL 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) D4
B) D2
C) D1
D) D3
- 47. Adapting leadership style to the needs of followers.
A) PATH-GOAL APPROACH
B) SITUATIONAL APPROACH
C) SKILL APPROACH
D) BEHAVIORAL 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 project
B) Concern for people
C) Concern for worker
D) Concern for production
- 49. Behaviors are essentially relationship behaviors and include building camaraderie, respect, trust, and liking between leaders and followers.
A) INITIATING INSTRUCTURE
B) SECONDARY INSTRUCTURE
C) CONSIDERATION INSTRUCTURE
D) BUILDING 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) Impoverished management
B) Authority management
C) Team management
D) Country-club 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) Country-club management
B) Team 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) Original Partnership
B) Stranger Phase
C) Acquaintance 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) PATH-GOAL THEORY
B) SITUATIONAL APPROACH
C) BEHAVIORAL 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) Mature Partnership
B) Stranger Phase
C) Original Partnership
D) Acquaintance Phase
- 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) In-group
B) Out-group
C) Inner-group
D) Outer-group
- 57. A project manager guiding a team with deadlines while offering support
A) LEADER-MEMBER EXCHANGE THEORY
B) SITUATIONAL APPROACH
C) BEHAVIORAL APPROACH
D) PATH-GOAL THEORY
- 58. Leader sets clear standards of performance and makes the rules and regulations clear to followers.
A) Supportive Leadership
B) Directive Leadership
C) Participative Leadership
D) Achievement-oriented 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) In-group
B) Outer-group
C) Inner-group
D) Out-group
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