Educational Leadership
Final Exam
Course Introduction
Educational Leadership explores the principles, theories, and practices involved in guiding and managing educational institutions. This course examines the roles and responsibilities of educational leaders, including decision-making, strategic planning, ethical leadership, and fostering a positive learning environment. Students will analyze current challenges in education, develop effective leadership styles, and gain practical skills in communication, conflict resolution, and team building. Emphasis is placed on the importance of visionary leadership, equity, and creating inclusive school cultures to enhance student achievement and institutional effectiveness.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 7th Edition by Richard L. Hughes
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16 Chapters
813 Verified Questions
813 Flashcards
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Page 2
Chapter 1: What Do We Mean by Leadership
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55 Verified Questions
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Sample Questions
Q1) To many, the word "management" suggests
A)dynamism.
B)risk-taking.
C)efficiency.
D)creativity.
Answer: C
Q2) What are the advantages of formally studying leadership?
Answer: A formal study provides a variety of ways of examining a particular leadership situation. By studying the different ways, researchers have defined and examined leadership, one can use these definitions and theories to better understand what is going on in any leadership situation.
Q3) Identify a myth associated with leadership development.
A)Good leadership is knowing when common sense applies and when it does not.
B)Good leaders are born with the traits and abilities, which make them successful leaders.
C)You can only learn leadership by observing it.
D)Learning to be a better leader depends on the richness of one's experience and the ability and desire to learn.
Answer: B
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Chapter 2: Leader Development
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Sample Questions
Q1) The times when people most need to break out of the mold created by past learning patterns are the times when they are most unwilling to do so.
A)True
B)False
Answer: True
Q2) The tendency to make external attributions for one's own failures, yet make internal attributions for one's successes is called
A)fundamental attribution error.
B)actor/observer difference.
C)self-serving bias.
D)fallacy of the single cause.
Answer: C
Q3) A situation in which one's expectations or predictions help determine the very results predicted is referred to as A)attribution.
B)fundamental attribution error.
C)self-fulfilling prophecy.
D)double-loop learning.
Answer: C
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Chapter 3: Skills for Developing Yourself As a Leader
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43 Verified Questions
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Sample Questions
Q1) Having a good or bad supervisor is a product of luck on the part of followers.
A)True
B)False
Answer: False
Q2) Briefly describe the first 90 days as a leader as was illustrated in the new leader onboarding roadmap.
Answer: Before You Start-Prehire data gathering. Posthire activities.The First Day-Meet your boss. Meet your entire team.The First Two Weeks-Meet team members. Meet peers. Meet stars. Other meetings.The First Two Months-Obtain external perspectives. Strategy, structure, and staffing. Socialize decisions. Substantive issues. Get feedback.The Third Month-Establish culture. Team off-site: Values. Strategy. Ops rhythm. Improvement areas. Subteam analyses.
Q3) New leaders should meet one-on-one with direct reports during the first two weeks if the team is
A)larger than 15 people.
B)fewer than 15 people.
C)larger than 20 people.
D)fewer than 25 people.
Answer: A
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Page 5
Chapter 4: Power and Influence
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Sample Questions
Q1) Often leaders will need to find ways to resolve a problem if bureaucratic rules are invoked by followers. If this is the case, then the followers will have successfully used _____ power to influence their leader.
A)legitimate
B)coercive
C)referent
D)reward
Q2) Write a short discussion on the different influence tactics as assessed by the IBQ.
Q3) A leader is in the best position to use "hard" influence tactics such as legitimizing and pressure tactics after developing a strong base of referent power.
A)True
B)False
Q4) Those who derive a sense of satisfaction from influencing others are said to have a high need for affiliation.
A)True
B)False
Q5) Define and distinguish between power, influence and influence tactics.
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Moral justification means that an action we have taken is morally justified.
A)True
B)False
Q2) Which of the following is NOT included in the "fronts" of leadership required to establish an ethical climate?
A)A core ideology
B)Integrity
C)A process focus
D)All of these are "fronts" of leadership.
Q3) According to Darley, what, ethically, should one do when one is part of a performance measurement system?
Q4) Moral reasoning is a process one uses to make an ethical decision and does not necessarily refer to the individual's morality.
A)True
B)False
Q5) Ethical problems are almost inherent in systems designed to measure performance.
A)True
B)False
Q6) Write a short note on authentic leadership.
Page 7
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Stress is often defined as the result of conflicts with superiors or the apprehension associated with performance evaluation.
A)True
B)False
Q2) Individuals higher in extraversion
A)prefer to work by themselves.
B)are not interested in competing with others.
C)have relatively little interest in influencing others.
D)appear self-confident.
Q3) Self-control, trustworthiness, conscientiousness, adaptability and innovation correspond to
A)self-awareness.
B)self-regulation.
C)motivation.
D)empathy.
Q4) Explain the two meanings of personality.
Q5) Define the term intelligence and discuss the relationship between intelligence and leadership.
Q6) Describe at least three major definitions of emotional intelligence.
Q7) List and define the three aspects of the Triarchic Theory of Intelligence.
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the:
A)intrapersonal skills category.
B)leadership skills category.
C)interpersonal skills category.
D)business skills category.
Q2) Which of these refers to how much a leader is friendly and supportive toward subordinates?
A)Goal emphasis
B)Consideration
C)Initiating structure
D)Work facilitation
Q3) Instruments providing 360-degree feedback to managers are particularly useful for leadership development.
A)True
B)False
Q4) Compare and contrast intrapersonal skills with interpersonal skills.
Q5) What is community leadership? Give an example.
Q6) Briefly describe what the term "Competency Models" refers to.
Q7) What is framing and how does it help a community?
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) A leader in the first quadrant of the credibility matrix has a ______ of trust and a ______ of expertise.
A)low level, low level
B)low level, high level
C)high level, high level
D)high level, low level
Q2) Oral communication is the most personal but the least effective way to communicate.
A)True
B)False
Q3) Write a short note on how leaders can build expertise.
Q4) The correct sequence of events that take place in stress management according to the ABC model is
A)the triggering event followed by feelings and behaviors.
B)the triggering event, followed by your thinking and then feelings and behaviors.
C)the triggering event followed by feelings and behaviors and then your thinking.
D)None of these is correct.
Q5) List and describe the steps involved in problem solving.
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Chapter 9: Motivation, Performance, and Effectiveness
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Sample Questions
Q1) List and define the three components of organizational justice.
Q2) Which of the following statements is inaccurate concerning "pay for performance"?
A)These programs offer to pay bonuses or commissions for results obtained.
B)"Pay for performance" generally only applies to sales positions.
C)One of the shortfalls of "pay for performance" systems is that they can be subject to situational factors that are not related to performance.
D)All of these statements are true.
Q3) Name, define, and contract the three types of satisfaction researchers generally consider when looking at a person's attitudes about work.
Q4) Herzberg labeled the factors that led to satisfaction at work as
A)positive affectivity.
B)hygiene factors.
C)motivators.
D)negative affectivity.
Q5) Motivation is the direction, intensity and persistence of behavior.
A)True
B)False
Q6) Compare and contrast performance and effectiveness.
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Chapter 10: Satisfaction, Engagement, and Potential
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Sample Questions
Q1) According to Ginnett's model of team leadership, groups must grapple with the issues of leadership climate and competence. These fit best within the realm of A)authority.
B)group boundaries.
C)norms.
D)task structure.
Q2) Social contact is better satisfied by organizations than by groups. A)True B)False
Q3) Teams can operate effectively under one fixed type of authority over time. A)True B)False
Q4) An outsider to a group often is able to learn more about norms than an insider. A)True B)False
Q5) With role ambiguity, the problem is lack of clarity about just what the expectations are. A)True B)False
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Chapter 11: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Having specific goals is closely related to having ___________ goals.
A)quality
B)energizing
C)observable
D)specific
Q2) Supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.
A)True
B)False
Q3) Morale is at the top of the Rocket Model of Team Effectiveness.
A)True
B)False
Q4) Leaders often avoid delegation because the task is a desirable one.
A)True
B)False
Q5) Briefly explain why getting helpful feedback is essential to a subordinate's performance and development.
Q6) Name five of the common reasons for avoiding delegation that were named in the textbook.
Page 13
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Chapter 12: Skills for Developing Others
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Sample Questions
Q1) Organizational climate is partly a function of organizational culture.
A)True
B)False
Q2) The role theory clarified how situational demands and constraints cause
A)vertical complexity.
B)horizontal complexity.
C)role overload.
D)role conflict.
Q3) Briefly explain the fundamental premises of Hunt and Osborn's multiple-influence model.
Q4) Define task interdependence and describe the leadership style for jobs with high interdependence.
Q5) Which of the following is an advantage of decentralized organizations?
A)Uniform policies and procedures.
B)Minimal participation in the decision process.
C)Greater acceptance and ownership of decision outcomes.
D)Clearer coordination procedures.
Q6) The degree of formalization in an organization tends to vary with its size.
A)True
B)False
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Chapter 13: The Situation
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Sample Questions
Q1) The path-goal theory assumes that leaders use the same styles with different subordinates.
A)True
B)False
Q2) This is the weakest element of situational favorability.
A)Subordinate acceptance
B)Leader-member relations
C)Task structure
D)Position power
Q3) If a decision has a rational or objectively determinable "better or worse" alternative, the leader should select the better alternative. This refers to
A)strategic agility.
B)decision acceptance.
C)problem solving.
D)decision quality.
Q4) The contingency model of leadership maintains that leaders are flexible in their behavior.
A)True
B)False
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Chapter 14: Contingency Theories of Leadership
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Sample Questions
Q1) The rational approach provides leaders with a siloed thinking process on how to drive change.
A)True
B)False
Q2) The D and M components of the change model are the hardest for leadership practitioners to accomplish.
A)True
B)False
Q3) What is the underlying cause for a huge percentage of failures of change initiatives?
A)The leader's inability or unwillingness to address culture and capabilities issues.
B)Leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.
C)The leader does not have a compelling vision or fails to motivate others to do something different.
D)Top leaders may fail to demonstrate empathy and listening skills.
Q4) Briefly describe how image and trust building influence charismatic and transformational leaders.
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Chapter 15: Leadership and Change
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Sample Questions
Q1) Which of the following individuals are only focused on getting results and would gladly trash any teammate if it would help them get promoted?
A)Results only managers
B)In name only managers
C)Competent managers
D)Cheerleaders
Q2) Name and briefly describe the four managerial derailment patterns.
Q3) Poor followership was one of the root causes of managerial derailment identified in the Leader-Follower-Situation model which is classified as being under which group of causes?
A)Causes related to the followers
B)An overlap of causes related to the leader and the follower
C)Causes related to the leaders
D)An overlap of causes related to the follower and the situation
Q4) Discuss the idea of organizational fit and how it can affect leadership success.
Q5) What is cited as one of the primary reasons for CEO failure?
A)Making poor decisions concerning which markets to pursue
B)Problems developing a vision or strategy for the company
C)People problems
D)Failure to keep promises, commitments or deadlines
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Chapter 16: The Dark Side of Leadership
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Sample Questions
Q1) Name the 2 dimensions Thomas used to describe the 5 approaches to conflict management. Also name those 5 approaches.
Q2) In some situations, it is more constructive not to seek a win-win outcome.
A)True
B)False
Q3) The accommodation approach to managing conflict involves giving in to someone else's concerns without any effort to accomplish one's own ends.
A)True
B)False
Q4) Researchers have determined that conflict always has a negative effect on the team.
A)True
B)False
Q5) Making a sports team run several laps around an athletic field would potentially be an example of punishment.
A)True
B)False
Q6) Fisher and Ury offered several tips for successful negotiation. Name and briefly describe those tips.
Page 18
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