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