- 1. Believes that money is the only reward that will motivate workers, and issues orders to be fulfilled with no questions asked
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 2. power centered in one or a few key individuals
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 3. More employee grievance
A) DEMOCRATIC
B) LAISSEZ-FAIRE
C) AUTOCRATIC
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 5. Shares decision making with the group members.
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) AUTOCRATIC
- 6. Explains to the group reasons for personal decisions when necessary.
A) AUTOCRATIC
B) DEMOCRATIC
C) LAISSEZ-FAIRE
- 7. Objectively communicates criticism and praise to subordinates.
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 8. Has little or no self-confidence in his or her leadership ability
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 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) Expert Power
B) Information Power
C) Reward Power
D) Referent Power
- 12. Based on followers’ perceptions of the leader’s competence.
A) Coercive Power
B) Legitimate Power
C) Referent Power
D) Expert Power
- 13. Associated with having status or formal job authority.
A) Referent Power
B) Expert Power
C) Coercive Power
D) Legitimate Power
- 14. Derived from having the capacity to provide rewards to others.
A) Information Power
B) Legitimate Power
C) Expert Power
D) Reward Power
- 15. Derived from having the capacity to penalize or punish others.
A) Expert Power
B) Information Power
C) Referent Power
D) Coercive Power
- 16. Derived from possessing knowledge that others want or need. A boss who has information regarding new criteria to decide employee promotion
A) Expert Power
B) Reward 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) Information Power
B) Expert Power
C) Reward Power
D) Personal 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) Skills Approach of Leadership
B) Technical skills
C) Human skills
D) Leadership Trait Theory
- 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) Skills Approach of Leadership
B) Leadership Trait Theory
C) Conceptual Skills
D) Technical skills
- 21. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Conceptual Skills
B) Human skills
C) Technical skills
D) Leadership Trait Theory
- 22. deal with people. It is called people skills which are equally important in all three levels of management
A) Technical skills
B) Human skills
C) Skills Approach of Leadership
D) Conceptual Skills
- 23. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Human skills
B) Technical skills
C) Conceptual 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) Competencies
B) Leadership Trait Theory
C) Human skills
D) Skills Approach of Leadership
- 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) Competencies
B) Leadership Trait Theory
C) Skills Approach of Leadership
D) Leadership Outcomes
- 26. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Human skills
B) Contingency Leadership Theory
C) Career Experiences
D) Technical skills
- 27. deal with people. It is called people skills which are equally important in all three levels of management
A) Individual Attributes
B) Career Experiences
C) Leader-Member Relations
D) Human skills
- 28. deal with ideas or have to do with mental work such as creating vision and strategic plans for the organization.
A) Leadership Outcomes
B) Behavioral Leadership Theory
C) Conceptual Skills
D) Technical skills
- 29. involves problem-solving skills, social judgement skills, and knowledge which are key factors for effective performance.
A) Leadership Trait Theory
B) Competencies
C) Technical skills
D) Career Experiences
- 30. involves general cognitive ability, crystalized cognitive ability, motivation and personality which have an impact on leadership skills and knowledge
A) Career Experiences
B) Environmental Influences
C) Individual Attributes
D) Behavioral Leadership Theory
- 31. these are effective problem solving and performance.
A) Leader-Member Relations
B) Task Structure
C) Leadership Outcomes
D) Path-Goal Theory
- 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) Contingency Leadership Theory
B) Career Experiences
C) Task Structure
D) directive leadership
- 33. are internal and external influences. Internal includes factors such as technology, facilities, expertise of subordinates and communication.
A) Environmental Influences
B) Path-Goal Theory
C) Human skills
D) supportive leadership
- 34. Sometimes called the “Style Theory” which suggests that leaders are not born but can be made based on the learnable behavior
A) Conceptual Skills
B) Behavioral Leadership Theory
C) Technical skills
D) Leadership Outcomes
- 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) directive leadership
B) Environmental Influences
C) Contingency Leadership Theory
D) Leadership Outcomes
- 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) Competencies
B) Path-Goal Theory
C) Technical skills
D) Leader-Member Relations
- 37. the nature of jobs and how tasks are structures influence leadership.
A) Task Structure
B) supportive leadership
C) Contingency Leadership Theory
D) Position Power
- 38. is influenced by organizational structure, the formality of management hierarchy, and the type of work environment.
A) Position Power
B) Career Experiences
C) Contingency Leadership Theory
D) participative leadership
- 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) achievement-oriented leadership
B) Environmental Influences
C) The Charismatic and Transformational Leadership Theory
D) Path-Goal Theory
- 40. is effective with ambiguous tasks, so specific guidelines and traditional patterns of decision making should be clear
A) Individual Attributes
B) Career Experiences
C) directive leadership
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) supportive leadership
B) Servant leadership Theory
C) Position Power
D) Contingency Leadership Theory
- 42. is effective when tasks are unclear and followers are autonomous, and
A) Career Experiences
B) participative leadership
C) The Charismatic and Transformational Leadership Theory
D) Position Power
- 43. is effective for challenging tasks
A) Transformational leadership
B) Environmental Influences
C) Path-Goal Theory
D) achievement-oriented 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) Competencies
B) Conceptual Skills
C) Leader–Member Exchange (LMX) Theory
D) Individual Attributes
- 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) The Charismatic and Transformational Leadership Theory
B) Position Power
C) supportive leadership
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) Transformational leadership
B) Task Structure
C) Contingency Leadership Theory
D) Position Power
- 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) Position Power
B) Servant leadership Theory
C) Behavioral Leadership Theory
D) supportive leadership
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