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