- 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) LAISSEZ-FAIRE
C) AUTOCRATIC
- 2. power centered in one or a few key individuals
A) LAISSEZ-FAIRE
B) DEMOCRATIC
C) AUTOCRATIC
- 3. More employee grievance
A) LAISSEZ-FAIRE
B) AUTOCRATIC
C) DEMOCRATIC
A) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 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) DEMOCRATIC
B) AUTOCRATIC
C) LAISSEZ-FAIRE
- 7. Objectively communicates criticism and praise to subordinates.
A) AUTOCRATIC
B) LAISSEZ-FAIRE
C) DEMOCRATIC
- 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) LAISSEZ-FAIRE
C) DEMOCRATIC
- 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) Referent Power
B) Reward Power
C) Expert Power
D) Information Power
- 12. Based on followers’ perceptions of the leader’s competence.
A) Coercive Power
B) Referent Power
C) Legitimate Power
D) Expert Power
- 13. Associated with having status or formal job authority.
A) Expert Power
B) Legitimate Power
C) Referent Power
D) Coercive Power
- 14. Derived from having the capacity to provide rewards to others.
A) Information Power
B) Expert Power
C) Legitimate Power
D) Reward Power
- 15. Derived from having the capacity to penalize or punish others.
A) Information Power
B) Expert 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) Legitimate Power
B) Reward Power
C) Information Power
D) Expert Power
- 17. is the influence capacity a leader stems seen by followers as likable, knowledgeable, considerate and role model.
A) Personal Power
B) Reward Power
C) Information 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) Position Power
C) Expert Power
D) Reward 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) Leadership Trait Theory
C) Human skills
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) Skills Approach of Leadership
B) Technical skills
C) Conceptual Skills
D) Leadership Trait Theory
- 21. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Human skills
B) Technical skills
C) Leadership Trait Theory
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) Skills Approach of Leadership
C) Technical skills
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) Conceptual Skills
B) Skills Approach of Leadership
C) Technical skills
D) Human 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) Competencies
B) Skills Approach of Leadership
C) Human skills
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 Outcomes
B) Leadership Trait Theory
C) Skills Approach of Leadership
D) Competencies
- 26. deal with things. It is knowledge about and proficiency in a specific type of work or activity
A) Contingency Leadership Theory
B) Career Experiences
C) Human skills
D) Technical skills
- 27. deal with people. It is called people skills which are equally important in all three levels of management
A) Leader-Member Relations
B) Career Experiences
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) Conceptual Skills
B) Behavioral Leadership Theory
C) Technical skills
D) Leadership Outcomes
- 29. involves problem-solving skills, social judgement skills, and knowledge which are key factors for effective performance.
A) Competencies
B) Leadership Trait Theory
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) Individual Attributes
B) Environmental Influences
C) Career Experiences
D) Behavioral Leadership Theory
- 31. these are effective problem solving and performance.
A) Leadership Outcomes
B) Leader-Member Relations
C) Task Structure
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) Task Structure
C) Career Experiences
D) directive leadership
- 33. are internal and external influences. Internal includes factors such as technology, facilities, expertise of subordinates and communication.
A) Human skills
B) Environmental Influences
C) Path-Goal Theory
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) Leadership Outcomes
B) Behavioral Leadership Theory
C) Technical skills
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) Contingency Leadership Theory
B) directive leadership
C) Environmental Influences
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) Leader-Member Relations
B) Competencies
C) Technical skills
D) Path-Goal Theory
- 37. the nature of jobs and how tasks are structures influence leadership.
A) supportive leadership
B) Position Power
C) Task Structure
D) Contingency Leadership Theory
- 38. is influenced by organizational structure, the formality of management hierarchy, and the type of work environment.
A) Career Experiences
B) participative leadership
C) Contingency Leadership Theory
D) Position Power
- 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) Career Experiences
B) participative leadership
C) directive leadership
D) Individual Attributes
- 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) Career Experiences
B) Position Power
C) participative leadership
D) The Charismatic and Transformational Leadership Theory
- 43. is effective for challenging tasks
A) Environmental Influences
B) Path-Goal Theory
C) Transformational leadership
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) Conceptual Skills
B) Individual Attributes
C) Competencies
D) Leader–Member Exchange (LMX) Theory
- 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) Task Structure
D) The Charismatic and Transformational Leadership Theory
- 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) Task Structure
C) Transformational leadership
D) Contingency Leadership Theory
- 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) supportive leadership
C) Servant leadership Theory
D) Position Power
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