Educational Leadership Review Questions
Course Introduction
Educational Leadership explores the theories, principles, and practices of effective leadership within educational settings. This course examines the roles and responsibilities of leaders in schools and other educational organizations, addressing topics such as decision-making, school culture, strategic planning, instructional leadership, and ethical considerations. Students will analyze case studies, engage in leadership exercises, and learn to apply research-based strategies to promote positive change, enhance student learning outcomes, and build collaborative professional environments. The course prepares aspiring leaders to navigate contemporary challenges in education and to inspire and guide teams towards achieving educational goals.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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16 Chapters
800 Verified Questions
800 Flashcards
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Page 2
Chapter 1: What Do We Mean by Leadership
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Sample Questions
Q1) According to some leadership experts,leadership:
A) is an interpersonal relation in which others comply because they want to.
B) is the study of leaders independent of the people they interact with.
C) postulates that leaders administer rather than innovate.
D) requires that leaders accept the status quo.
Answer: A
Q2) Which of the following statements about the rational and emotional aspects of leadership is most likely false?
A) Leaders use rational techniques and/or emotional appeals to influence followers.
B) Effective leadership involves actions based exclusively on reason and logic.
C) Aroused feelings can be used by leaders either positively or negatively.
D) Good leadership involves touching others' feelings.
Answer: B
Q3) The study of leadership can help people develop perspectives to better learn from their experiences.
A)True
B)False
Answer: True
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3
Chapter 2: Leader Development
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Sample Questions
Q1) Studies indicate that everyone attends to all aspects of a situation equally and that perception is basically a passive activity.
A)True
B)False
Answer: False
Q2) Which statement about perceptual sets is most likely FALSE?
A) Perceptual sets can influence any of our senses.
B) Perceptual sets are the tendency to perceive everything.
C) Feelings and needs can trigger a perceptual set.
D) Prior experiences can cause a perceptual set.
Answer: B
Q3) Which of the following involves participants being given a limited amount of time to prioritize and respond to a number of notes,phone messages,and letters?
A) Virtual simulations
B) Role playing
C) In-basket exercises
D) Case studies
Answer: C
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4
Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) Why should task forces that are formed to work on key change initiatives be staffed by stars?
A) Minimizes the need to outsource tasks
B) Ensures that key players earn promotions
C) Establishes an effective and reasonable time schedule
D) Improves the odds of good recommendations being made
Answer: D
Q2) Why do followers most likely need to have a high level of technical competence?
A) Technical competence decreases the pressure to belong to a leader's in-group.
B) Technical expertise enables a follower to implement a relevant development plan.
C) Technical competence increases a follower's channel power and situational control.
D) Technical expertise plays a key role in supervisors' performance appraisal ratings of subordinates.
Answer: D
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Chapter 4: Power and Influence
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Sample Questions
Q1) What is coercive power? How can followers use coercive power to influence a leader's behavior? Provide examples to illustrate your response.
Q2) Those who derive a sense of satisfaction from influencing others are said to have a high need for affiliation.
A)True
B)False
Q3) Influence tactics refer to one person's actual behaviors designed to change another person's attitudes,beliefs,values,or behaviors.
A)True
B)False
Q4) What is legitimate power? How does legitimate authority differ from leadership? Provide examples to illustrate your response.
Q5) Discuss expert power and provide examples for illustration.
Q6) Briefly outline the five sources of social power from French and Raven's typology.
Q7) What is the Thematic Apperception Test (TAT)? What does the TAT measure? Briefly describe the components of the test.
Q8) How does the need for power differ from the motivation to manage?
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Discuss how the values of Gen Xers affect the leadership process in the workplace.
Q2) Leaders create and sustain ethical climates in organizations through five "fronts" of leadership.Identify and describe these fronts and discuss how they relate to an ethical climate in an organization.
Q3) In general,members of the Baby Boomer generation:
A) are ambitious and loyal to organizations.
B) came of age during the Watergate scandal.
C) grew up as latchkey kids in divorced families.
D) appreciate teamwork and a work-life balance.
Q4) What are the four qualities of leadership that engender trust according to Bennis and Goldsmith?
A) Values,loyalty,consistency,and integrity
B) Honesty,values,loyalty,and creativity
C) Creativity,honesty,consistency,and vision
D) Vision,empathy,consistency,and integrity
Q5) Significant research supports the common belief that a generational gap in values exists in the U.S.
A)True
B)False
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) What are the two major predictions made by the Cognitive Resources Theory with respect to intelligence,experience,stress,and group performance?
Q2) Which of the following statements is most likely accurate concerning the thinking-feeling dimension of the Myers-Briggs Type Indicator (MBTI)test?
A) Feeling leaders tend to be curious,spontaneous,and flexible.
B) Thinking leaders like to analyze,criticize,and approach decisions impersonally and objectively.
C) Thinking leaders tend to get nervous before decisions are made and want to see only minimal data before making decisions.
D) Feeling leaders dislike agendas,do not mind going off on tangents,and will revisit earlier decisions if new information arises.
Q3) What is intelligence? What is the relationship between intelligence and leadership?
Q4) The OCEAN model is applicable across many cultures.
A)True
B)False
Q5) Explain the two meanings of personality.
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) Researchers at the University of Michigan considered job-centered and employee-centered behaviors to be at opposite ends of a single continuum of leadership behavior.
A)True
B)False
Q2) Describe the Leadership Grid model and explain why it can be considered an extension of the Ohio State and University of Michigan studies.
Q3) According to Hogan and Warrenfelz,which of the following skills is the most difficult to change?
A) Intrapersonal
B) Interpersonal
C) Leadership
D) Business
Q4) A study of more than 700 firms reported that companies that used 360-degree feedback systems had a 10.6 percent increase in shareholder value.
A)True
B)False
Q5) What are the important gender issues related to 360-degree feedback?
Q6) Compare and contrast intrapersonal skills with interpersonal skills.
Page 9
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) All of the following are guidelines for effectively managing stress EXCEPT:
A) getting an adequate amount of sleep.
B) developing supportive relationships.
C) avoiding exercise late in the day.
D) learning how to relax.
Q2) Name five tips for running meetings provided by Guth and Shaw.
Q3) _____ is defined as the process by which we perceive and respond to situations that challenge us.
A) Performance
B) Depression
C) Emotion
D) Stress
Q4) Which of the following is the LEAST likely way to increase assertiveness?
A) Using first-person pronouns when speaking
B) Learning to say "yes" to others more often
C) Having self-talk that is positive and affirming
D) Being persistent when seeking objectives
Q5) What are the two components necessary for leaders to build trust? How can these components be developed?
Q6) Differentiate between active listening and passive listening. Page 10
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Chapter 9: Motivation, Satisfaction, and Performance
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Sample Questions
Q1) In surveys of job satisfaction,a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.
A)True
B)False
Q2) One limitation of Maslow's Hierarchy of Needs is that it fails to:
A) consider an individual's higher order needs.
B) place enough emphasis on an individual's lower order needs.
C) address the general nature of the various types of basic human needs.
D) make specific predictions as to how individuals will satisfy their needs.
Q3) Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect?
A) Decentralization
B) Interactional justice
C) Empowerment
D) Distributive justice
Q4) What are the components of the operant approach of motivation? According to research,what are the effects of this approach?
Q5) Describe the three components of organizational justice.
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Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) _____ are the informal rules that groups adopt to regulate and regularize group members' behaviors.
A) Values
B) Norms
C) Ethics
D) Outputs
Q2) The phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as:
A) process loss.
B) social loafing.
C) group polarization.
D) group storming.
Q3) Using instruments such as the Campbell Interest and Skills Survey to select personnel may help a team's effort level from an individual perspective.
A)True
B)False
Q4) Describe the four stages of group development as identified by Tuckman.
Q5) Describe four of the six factors which distinguish successful teams.
Q6) What is role conflict? Describe at least three types of role conflict.
Page 13
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Chapter 11: Skills for Developing Others
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Sample Questions
Q1) Subordinates can usually tell whether or not they are doing a good job even without feedback.
A)True
B)False
Q2) Leaders often avoid delegation because the task is a desirable one that could generate power or prestige.
A)True
B)False
Q3) Any type of team-building intervention will address and remove the underlying causes of team problems.
A)True
B)False
Q4) Goals are most effective when they are:
A) vaguely worded.
B) challenging.
C) general.
D) easy.
Q5) What are three reasons that delegation is important?
Q6) Define the term delegation.
Q7) Describe the five steps of coaching.
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Chapter 12: The Situation
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Q1) Organizations with a _____ culture tend to have formalized rules and procedures.
A) clan
B) adhocracy
C) hierarchy
D) market
Q2) Which of the following is NOT a characteristic of an adaptive problem?
A) The problem can only be solved by changing the system itself.
B) It may be difficult to reach a consensus on what the problem really is.
C) The problem may be complex,but there is an expert solution to solve it.
D) Current resources and ways of thinking may be insufficient to solve the problem.
Q3) Explain how level of authority affects leaders' and followers' behavior.
Q4) Solving a morale problem exemplifies a structured task.
A)True
B)False
Q5) Spatial complexity makes it easier for leaders to have face-to-face communication with subordinates and to provide personal support and encouragement.
A)True
B)False
Q6) Differentiate between organizational culture and organizational climate.
Page 15
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Chapter 13: Contingency Theories of Leadership
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Sample Questions
Q1) Situational Leadership suggests that effective leaders base behavior upon:
A) valued rewards.
B) follower maturity.
C) task structure.
D) leader-member relations.
Q2) According to the normative decision model,acceptance of a decision is not always critical for implementation.
A)True
B)False
Q3) Which of the following statements about the path-goal theory is most likely FALSE?
A) The three sub-elements in situation favorability are the task,the formal authority system,and the primary work group.
B) Redundant leader behaviors might be interpreted by followers as a lack of understanding.
C) If a task is very structured,informal authority decreases follower motivation levels.
D) It maintains that follower and situational variables can impact each other.
Q4) What is follower readiness? Provide an example.
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16
Chapter 14: Leadership and Change
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Sample Questions
Q1) How can the C = D × M × P > R model help leadership practitioners?
Q2) How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?
Q3) Discuss how a leadership practitioner can utilize the SARA model.
Q4) Use the emotional approach to outline a major change of your choice.If you were the leader of the change initiative,then what would you specifically need to do or attend to in order to drive your initiative? Be specific.
Q5) Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.
A)True
B)False
Q6) Which of the following leader actions would LEAST likely increase follower dissatisfaction levels?
A) Lowering employee performance standards
B) Comparing benchmarks against other organizations
C) Capitalizing on some type of financial or political crisis
D) Talking about potential competitive threats against the organization
Q7) Briefly describe how image and trust building influence charismatic and transformational leaders.
Page 17
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Chapter 15: The Dark Side of Leadership
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Sample Questions
Q1) Managers who derail due to an inability to build relationships with co-workers are most likely:
A) overly sensitive.
B) domineering.
C) self-conscious.
D) lazy.
Q2) Diligent leaders are most likely to:
A) blame others for their mistakes.
B) deal with stress by trying to gain favors from superiors.
C) frustrate their staffs through micro-management.
D) be unconcerned about the welfare of their staff.
Q3) One of the reasons a leader is unable to build teams is due to dark-side personality traits.
A)True
B)False
Q4) Figureheads tend to exhibit the behaviors associated with skeptical,cautious,and imaginative dark-side traits.
A)True
B)False
Q5) Briefly contrast managerial incompetence with managerial derailment.
Page 18
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Sample Questions
Q1) A leadership vision consists of six related components.
A)True
B)False
Q2) The majority of work performed by executive teams requires that all team members be present.
A)True
B)False
Q3) What is the main purpose of using the model of performance?
A) Identifying job satisfaction levels in the industry
B) Benchmarking the organizational climate
C) Initiating performance appraisals
D) Managing problem performers
Q4) Leaders should focus primarily on developing edge before defining the team's core values.
A)True
B)False
Q5) Name and describe the five general approaches to managing conflict that were described by Thomas.
Page 19
Q6) Fisher and Ury offered several tips for successful negotiation.Name and briefly describe those tips.
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Page 20