Corporate Communication
Pre-Test Questions
Course Introduction
Corporate Communication explores the strategies, tools, and channels organizations use to effectively convey information both internally to employees and externally to stakeholders, media, and the public. This course examines the development of coherent messaging, brand identity, crisis management, and reputation building, with a focus on integrating traditional and digital communication platforms. Students will analyze case studies, engage in practical exercises, and learn how effective corporate communication supports organizational goals, fosters positive relationships, and navigates complex business environments.
Recommended Textbook
Leadership Theory and Practice 8th Edition by Peter
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Page 2
G. Northouse
Chapter 1: Introduction
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Sample Questions
Q1) Which part of the leadership definition offered in the textbook gives leadership its ethical tone?
A) group
B) process
C) influence
D) common goals
Answer: D
Q2) Which of the following is a planning and budgeting management function?
A) create a vision
B) build teams and coalitions
C) setting timetables
D) aligning people
Answer: C
Q3) The governor of your state possesses French and Raven's legitimate power.
A)True
B)False
Answer: True
Q4) Define leadership as it is presented in your textbook.
Answer: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.
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Chapter 2: Trait Approach
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Q1) The Big Five consists of all of the following factors except ______.
A) openness
B) neuroticism
C) conscientiousness
D) dominance
Answer: D
Q2) Name the five personality traits known as the Big Five Personality Factors. Answer: Openness,Conscientiousness,Extraversion,Agreeableness,Neuroticism
Q3) Social competence in emotional intelligence includes ______.
A) empathy
B) self-regulation
C) confidence
D) motivation
Answer: A
Q4) Stogdill's later studies argued that personality and situational factors were both determinants of leadership.
A)True
B)False
Answer: True
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Chapter 3: Skills Approach
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Q1) Which skills model competency consists of creating a schema for learning and organizing data?
A) personality
B) knowledge
C) perspective taking
D) career experiences
Answer: B
Q2) The skills approach is primarily ______.
A) descriptive
B) prescriptive
C) unscripted
D) technical
Answer: A
Q3) The research by Mumford et al.was done on a sample of ______.
A) higher education administrators
B) high-level managers in industry
C) managers at multiple levels of industry
D) military leaders at multiple levels
Answer: D
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Page 5
Chapter 4: Behavioral Approach
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Q1) Which of the components on Blake & Mouton's Leadership Grid has medium concern for interpersonal relationships and task accomplishment?
A) authority compliance
B) country club
C) impoverished
D) middle of the road
Q2) Behavioral approach contributes to leadership understanding by ______.
A) expanding focus to what leaders do
B) focusing in on leader characteristics
C) expanding focus to who leaders are
D) focusing on adaptive leadership
Q3) Which of the styles on Blake and Mouton's Leadership Grid has low concern for interpersonal relationships and high concern for task accomplishment?
A) authority compliance
B) country club
C) impoverished
D) middle of the road
Q4) Considering Blake and Mouton's Leadership Grid,what variable is along the x-axis?
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Chapter 5: Situational Approach
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Q1) Which of the following is considered a strength of the situational approach?
A) its extensive use in leadership training and development
B) its strong theoretical underpinnings
C) its detailed conceptualizations of developmental levels
D) its applicability to large groups of followers
Q2) Jocelyn is struggling to grasp the process of a new job you have given her.She states she understands the outcome of the project,but not how to start the project.She looks miserable and uninterested in trying to start the project.Which alternative represents the most effective leadership style you should use with Jocelyn?
A) discuss the initial steps and ask her for input on alternative ways she could get started
B) specify what she must do to complete the tasks and let her get started
C) define the steps necessary to complete the assigned tasks and monitor her performance frequently
D) let her know she just needs to get started now
Q3) Give an example of a directive behavior and an example of a supportive behavior.
Q4) A basic assumption of the SLII is that employees' skills and motivation vary over time.Do you agree? Can you think of any exceptions? Does the SLII fit all work situations equally well?
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Chapter 6: Path-Goal Theory
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Q1) The underlying assumption of expectancy theory is that followers will be motivated if ______.
A) they believe their leaders are capable
B) they believe their leaders are motivated
C) they believe they are doing the right thing
D) they believe their efforts will result in a certain outcome
Q2) Path-goal theory suggests that leaders should respond to dogmatic/authoritarian followers from a ______.
A) directive style
B) supportive style
C) participative style
D) achievement style
Q3) Despite the critiques,one of the key strengths of path-goal theory is its ______.
A) practical nature
B) basic focus on traits
C) deep explanatory power
D) emphasis on linkages
Q4) In a sentence,explain what path-goal theory is designed to explain.
Q5) How can a leader's style affect a follower's motivation?
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Chapter 7: Leadermember Exchange Theory
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Q1) What is the relationship between LMX and employee empowerment?
Q2) David's boss Jerome allows David to park in his reserved corporate parking space when Jerome is out of the country on business.David most likely ______.
A) is part of the company's out-group
B) has a high-quality relationship with his boss
C) gets little feedback about his performance
D) does not do extra work beyond his job description
Q3) Subordinates in the out-group receive more information and concern from their leaders than do in-group members.
A)True
B)False
Q4) Potential for discrimination in LMX comes from ______.
A) the high-quality LMX dyadic relationships
B) when followers are in either the in- or out-groups
C) when leaders are open to followers switching in- or out-groups
D) when leaders attempt to have all followers in the in-group
Q5) LMX theory has been studied from various perspectives over the past 40 years.Briefly describe the three major stages of LMX theory development.
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Chapter 8: Transformational Leadership
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Questions
Q1) Alyssa is a team leader of the student ambassadors who give campus tours.Alyssa is a very busy college senior and does not communicate much with the ambassadors.When she does,her communication is typically to tell the ambassadors what they have done wrong on the tours.Alyssa is exhibiting ______.
A) intellectual stimulation
B) management by exception
C) contingent reward
D) laissez faire leadership
Q2) Which of the following is not a personality characteristic of charismatic leadership?
A) agreeable
B) dominant
C) strong moral values
D) desire to influence
Q3) The idealized influence factor is measured on the following components: ______.
A) attributional and behavioral components
B) charisma and inspirational components
C) intellectual stimulation and individualized consideration components
D) positive self-regard and encouraging-the-heart components
Q4) Name the four factors of transformational leadership.
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Chapter 9: Authentic Leadership
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Q1) I had a really poor performance evaluation last week.It really made me think that I should give work more effort than I have been.This is an example of an authentic leadership factor that is a ______.
A) catalyst for change
B) moral reasoning capacity
C) resiliency capacity
D) balanced processing
Q2) The theoretical model of authentic leadership presented in the text focuses on authentic leadership as a process.This is similar to ______.
A) the focus of Katz's skills model
B) the focus of Blake and Mouton's behavioral model
C) Burns's definition of transactional leadership
D) Northouse's definition of leadership in the text
Q3) Which scholar(s)were the catalysts in developing a theory of positive organizational scholarship around authentic leadership?
A) Bass and Steidlmeier
B) Luthans and Avolio
C) Walumbwa
D) Linsky
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Page 11
Chapter 10: Servant Leadership
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Q1) I am attuned to my physical,social,and political environments and my impact on others.I am using which characteristic of a servant leader?
A) stewardship
B) listening
C) persuasion
D) awareness
Q2) Context and culture is ______.
A) an antecedent condition in servant leadership
B) a leader behavior in servant leadership
C) an outcome of transformational leadership
D) an outcome of servant leadership
Q3) Servant leadership can be effective in any organizational context.
A)True
B)False
Q4) Which of the following is not typically involved in servant leadership training?
A) self-assessment exercises
B) educational sessions
C) visualization
D) goal setting
Q5) Give a specific example of putting followers first.
Page 12
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Chapter 11: Adaptive Leadership
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Sample Questions
Q1) Workplace problems with clearly defined and known solutions are ______.
A) biological challenges
B) adaptive challenges
C) technical challenges
D) psychodynamic challenges
Q2) Our organization recently adopted a new website design interface.Some of our employees are having difficulty navigating the new system.This is an example of ______.
A) an adaptive challenge
B) a technical challenge
C) a technical and adaptive challenge
D) a non-challenge
Q3) Which theory focuses predominantly on how the leader's activities relate to the followers and the context in which followers find themselves?
A) trait
B) LMX
C) adaptive
D) authentic
Q4) Describe the difference between "Get on the Balcony" and "Identify Adaptive Challenges."
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Chapter 12: Followership
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Q1) A follower typed as compulsive,according to Zaleznik,could be described as ______.
A) having a high need to control and a high level of engagement
B) having a low need to control and a low level of engagement
C) having a high need to control and a low level of engagement
D) having a low need to control and a high level of engagement
Q2) Sarah has a very visible job in her company.She supports her CEO,and wherever she goes she speaks highly of her boss,even when her boss has made bad decisions that have negatively impacted others.In Chaleff's model,Sarah would best be described as what type of follower?
A) partner
B) resource
C) implementer
D) individualist
Q3) The psychological need followers have for membership in the human community is most closely aligned with the notions of ______.
A) purpose in Authentic Leadership
B) individualized Consideration in Transformational Leadership
C) achievement-orientation in Path Goal Theory
D) in-groups and out-groups in LMX
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Page 14
Chapter 13: Leadership Ethics
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Sample Questions
Q1) Teleological theories include all of the following except ______.
A) ethical egoism
B) utilitarianism
C) altruism
D) ethical egalitarianism
Q2) Concern about the ethics of leaders is a relatively recent phenomenon.
A)True
B)False
Q3) While ethical behavior is important for everyone in an organization,why is it especially important for leaders?
Q4) What are the three elements of The Toxic Triangle?
Q5) Donna is a personally-focused,destructive leader.One of her subordinates,Michael,goes along with Donna's decisions and supports her.Michael has been described as immature and needy.Which type of susceptible follower is Michael?
A) conformer
B) colluder
C) conspirator
D) charismatic
Q6) Name the five principles of ethical leadership.
Page 15
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Chapter 14: Team Leadership
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Sample Questions
Q1) How can a leader create unified commitment on a team?
Q2) Team effectiveness is evaluated on these desired team outcomes: ______.
A) performance and development
B) norming and forming
C) technical and empathetical
D) controlling and delegating
Q3) Hill's model for team leadership outlines a total of seven leadership actions.
A)True
B)False
Q4) One of my team members constantly has his ideas minimized by other group members.He appears disheartened and has withdrawn from the team brainstorming processes.I should employ which internal relational leadership action with this team?
A) goal focusing
B) satisfying individual member needs
C) modeling ethical practices
D) buffering team members from environmental distractions
Q5) Describe the monitoring function of team leadership.How does it change in a fast-paced environment?
Q6) Effective team performance is said to begin with the leader doing what?
Page 16
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Chapter 15: Gender and Leadership
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Q1) Name the four levels at which leadership effectiveness can be promoted for women.
Q2) Which is not a stereotype of gender influences on leadership?
A) females are sometimes too masculine
B) females are sometimes not feminine enough
C) males have more communal characteristics
D) males have more agentic characteristics
Q3) The research on female and male leadership has generally tended to focus on establishing differences between women and men.
A)True
B)False
Q4) The number of women of color in U.S.Congress is ______.
A) higher than White males
B) lower than White females
C) higher than all males
D) 50% of all women in Congress
Q5) Name three counties in the world with a woman currently or recently occupying the highest level of political leadership.
Q6) Why should men be concerned about the labyrinth of women's leadership?
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Chapter 16: Culture and Leadership
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Q1) Hofstede's five dimensions on which culture differs include all of the following except
A) uncertainty avoidance
B) masculinity-femininity
C) performance orientation
D) long-term-short-term orientation
Q2) As defined in research by Trompenaars (1994),describe the characteristics of the egalitarian versus hierarchical dimension,and person-task orientation.
Q3) Our team leader asks us about our needs,is generous with his time,and considerate of our personal and professional goals.Which of the global leadership behaviors is our leader using?
A) participative
B) team-oriented
C) autonomous
D) humane oriented
Q4) According to Ting-Toomey (1999),why should global leaders be skilled in creating transcultural visions?
Q5) What are two factors that can inhibit cultural awareness?
Q6) How are diversity and multiculturalism in the workplace different?
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