A) Support B) Strengths C) Strategies D) Structures
A) Daniel Goleman B) Warren Bennis C) Max Weber D) Thomas Carlyle
A) Serving others B) Achieving personal power C) Exercising authority D) Maintaining control
A) Behavioral theory B) Trait theory C) Contingency theory D) Situational leadership theory
A) Transactional B) Authoritarian C) Servant D) Transformational
A) John Adair B) Warren Bennis C) Daniel Goleman D) Max Weber
A) Referent power B) Reward power C) Coercive power D) Legitimate power
A) Authoritarian B) Laissez-faire C) Democratic D) Transactional
A) Impulsiveness B) Lack of empathy C) Self-awareness D) Rigidity
A) Excuses B) Integrity C) Deception D) Manipulation
A) Simon Sinek B) Jim Collins C) Peter Drucker D) John C. Maxwell
A) Strict authoritarianism B) Indecisiveness C) Isolation from the team D) Empathy
A) Inspiring and motivating followers to achieve their best B) Controlling every aspect of team performance C) Ignoring the team's development D) Avoiding team feedback and communication
A) Specific, Measurable, Achievable, Relevant, Time-bound B) Sequential, Multifaceted, Analytical, Recurrent, Team-oriented C) Strategic, Motivational, Adaptable, Resilient, Transformative D) Subjective, Merit-based, Arbitrary, Temporary
A) Avoiding personal development and growth B) Building strong relationships and understanding team emotions C) Micromanagement of tasks D) Ignoring team dynamics and feelings
A) Interrupting team members constantly B) Overlooking team input and feedback C) Active listening D) Monopolizing conversations
A) Autocratic B) Laissez-faire C) Transactional D) Transformational
A) Avoiding long-term planning B) Having a clear idea of the future direction and goals for the team C) Focusing only on short-term objectives D) Ignoring team aspirations
A) To avoid any form of communication with the team B) To micromanage every team task C) To provide guidance and support for team improvement D) To criticize and demoralize team members |