Managers and leaders

1. Q . Managers and leaders are different because:

. Managers learn a set of skills for planning, organizing directing, and controling.

. Leaders must find the capacity to help create a vision of what the organization can be.

. Leadership calls for caring about and engaging the whole employee.

. Managers maintain stability while leaders promote change.

 

2. Q. Leadership is an because of all EXCEPT;

. Leadership is a growing body of objective facts and knowledge

. Leadership has skills that cannot be learned from a textbook.

. Leadership takes practice.

. Leadership takes hands-on experience.

 

3. Q. Effective leaders and effective followers are:

. people with different traits.

.people with different behaviors.

. the same people, playing the same role.

. the same people, playing different roles at different times.

 

4. Q. Possessing the traits of honesty and integrity are essential for leaders in order to:

. build productice relationships.

. build trust.

.both build productive relationship and build trust.

. seek achievement.

 

5. Q. “High-high” leadership behavior is generally considered desirable because:

. leaders display concern for both people and production.

. leaders will meet people-oriented and task-oriented needs simultaneously.

.both leaders displyaconcern for both people and production and leaders will meet people-oriented and task-oriented needs simultaneously.

.task-oriented behavior was associated with higher productivity.

 

6 Q. In the leadership Grid, the tern Country Club Management refers to:

. the exertion of minimum efforts to get required work done.

. efficiency in operations from arranging work conditions.

. thoughtful attention to the needs of people for satisfying relationships.

.work accomplishment from committed people and interdependence.

 

7. Q Trait research has identified all of the following categories as essential to leadership EXCEPT:

. work -related characteristics.

.social characteristics

. personality

. culture

 

8 Q. Drive is considered essential to effective leasership because:

. leaders with drive seek achievement’.

. leaders with drive actively pursue goals.

. leaders with drive have stamina

. all of these choices

 

9. Q. Team management is:

.  recommended because organization members work together to accomplish tasks.

. considered the most effective style

. used when efficiency in operations s the dominant orientation.

. both recommeded because organization members work together to accomplish tasks and considered the most effective style.

 

10 Q. To use Fiedler’s Contingency Theory, a leader needs to know:

. wether his leadership style is relationship oriented.

. wheter his leadership style is task-oriented.

. the organizational situation.

. all of these choices

 

11 Q  Hersey and Blanchard’s Situational Theory Focuses on;

. the characteristics of followers as an important element of the situation.

. the readiness of the leader

. the characteristics of the leader

. whether the situation is favorable or unfavorable to the leader.

 

12 Q. The path-goal theory includes all EXCEPT;

. clarifying the flower’s path to the rewards that are available

. determining whether the situation is favaroble or unfavorable to the leader.

. increasing the rewards the follower values and desires.

working with subordinates to indentify behaviors for task accomplishment.

 

13.Q. In the V room-Jago model, the leaders Decision Styles do NOT inclyde;

. decide.

. facilitate

.delegate

.empower

 

14 Q. The big five personality dimension do NOT include:

. extroversion

. emotional stability

. opennes to experience

. education

 

15 q. aPERSON WITH AN INTERNAL LOCUS OF CONTROL:

. believes that luck is the key to success

. feels that there is little control over events

. places primary responsibility on outside forces

. believes they are”masters of their own fate”

 

16 Q. A theory Y leader believes all EXCEPT:

. subordinates enjoy work

. subordinates are lazy and dislike work

. subordinates seek responsibility

. subordinates will exercise creativity and imagination

 

17 Q When the perceiver develops an overall impression of a person or situation based on one characteristic________ occurs.

. projection

. perceptual defense

. the halo effect

. external attribution

 

18 Q A person with an overall positive self-concept has:

. low self-esteem

.. high self-esteem

. intuition

. end values

 

19 Q. A trait that is closely related to authoritariannism is;

. theory y.

. agreeableness

.charisma

.gognatism

 

20 Q. A leader who is achievement oriented moght assume that subordinates are also achievement oriented. This perceptual distortion is called.

. the halo effect

. projection

. intuition

. stereotyping

 

21 Q Self-awareness refers to

; the ability to connect to others

. the ability to put oneself in some else’s shoes

. being conscious of your own emotions

. the ability to be hopeful and optimistic

 

22 Q .Assumption can be dangerous because;

. people tend to accept them as “truth

. they cannot be changed

. they can be changed

. people lack self-management

 

23 Q. The tendency of people to not voice their true thoughts because they want to please others is:

. situational theory

. the abilene paradox

. The abilence paradox

. the post conventional level

. theory Y.

 

24 Q.   Synergy is the combined action that occurs when people:

. renew the physical, mental, spiritual, and social aspects of their lives

. work together to created new alteratives and solutions

. blame others

. focus on preserving and enhancing relationship

 

25 Q.   Intrinsic rewards

. are the internal satisfaction a person receives by performing a particular action.

. are given by another person, typically a supervisor

. include pay raise and promotions

. are given to all people withn an organization or a specific department.