Entrepreneurship Study Guide Questions
Course Introduction
This course introduces students to the fundamentals of entrepreneurship, focusing on the process of identifying business opportunities, developing viable business models, and turning innovative ideas into successful ventures. Through case studies, interactive discussions, and hands-on projects, students learn about market research, business planning, financing, marketing, and managing growth in start-up environments. The course also explores the challenges and rewards of entrepreneurial leadership and encourages students to develop an entrepreneurial mindset, whether they aim to launch their own business or foster innovation within existing organizations.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
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13 Chapters
2079 Verified Questions
2079 Flashcards
Source URL: https://quizplus.com/study-set/270
Page 2
Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
Source URL: https://quizplus.com/quiz/131722
Sample Questions
Q1) Of the three managerial leadership skills that all leaders need to be successful and top-level managers in an organization need to have a greater need for interpersonal and decision-making skills than technical skills.
A)True
B)False
Answer: True
Q2) The ____ level of analysis can also be called the dyadic process. A) group
B) individual
C) organizational
D) none of the answers are correct
Answer: B
Q3) The qualities needed for effective leadership are the same as those needed to be an effective follower.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
Source URL: https://quizplus.com/quiz/131723
Sample Questions
Q1) What is the primary use of personality profiles?
Answer: Personality profiles are used to identify stronger and weaker traits to aid in matching people to the jobs that best fit their personality strengths.
Q2) Recall a present or past manager. Using Exhibit 2.5, which combinations of attitudes best describe your manager's leadership style? Give examples of the manager's behavior that illustrates his or her attitudes.
Answer: Students' answers will vary.
Q3) "If the manager is not around, employees will work just as hard" is an example of ____ attitudes.
A) Theory Y
B) Theory X
C) Theory Z
D) XYZ Profile
Answer: A
Q4) Personality alone is a good predictor of unethical behavior.
A)True
B)False
Answer: False
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
Source URL: https://quizplus.com/quiz/131724
Sample Questions
Q1) To motivate employees with a high n Ach, a manager should assign them routine tasks with vague goals and objectives to encourage them to put out more effort.
A)True
B)False
Answer: False
Q2) Giving Praise. Select your own situation in which giving praise is appropriate. If it's not obvious through giving praise, write out a short explanation of the situation. Answer: Step 1. Tell the employee exactly what was done correctly. Answers will vary.
Step 2. Tell the employee why the behavior is important. Answers will vary.
Step 3. Stop for a moment of silence.
Step 4. Encourage repeat performance. Answers will vary.
Q3) What are the Leadership Grid leadership styles?
Answer: The Leadership Grid leadership styles are the impoverished leader (1,1), authority-compliance leader (9,1), country-club leader (1,9), middle-of-the-road leader (5,5), and team leader (9,9).
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Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
Source URL: https://quizplus.com/quiz/4437
Sample Questions
Q1) The role of the leader is to answer questions and provide encouragement and resources using the facilitate leadership style.
A)True
B)False
Q2) ____ leadership is appropriate when followers are open to autocratic leadership, have external locus of control, and follower ability is high.
A) Directive
B) Supportive
C) Participative
D) Achievement-oriented
Q3) To determine whether a leader's style is more task-motivated or more relationship-motivated, Fiedler uses his Least Preferred Coworker Scale.
A)True
B)False
Q4) Identify the path-goal leadership model style and variables.
Q5) What is the difference between a theory and a model?
Q6) What are the three substitutes for leadership?
Q7) Explain substitutes and neutralizers of leadership.
Page 6
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
Source URL: https://quizplus.com/quiz/131725
Sample Questions
Q1) Explain the differences between position and personal power.
Q2) The last step in the networking interview process is to:
A) establish rapport.
B) ask prepared questions.
C) deliver your one-minute self-sell.
D) Follow up with a thank you note and status report
Q3) List and explain the steps in the networking process.
Q4) Personal power is derived from the follower, based on the leader's behavior.
A)True
B)False
Q5) List and explain the steps in the networking process.
Q6) Inspirational appeals generally work well with people whose behavior is more influenced by logical thinking.
A)True
B)False
Q7) The exchange influencing tactic should be used with people whom you have authority over.
Page 7
A)True
B)False
Q8) List the steps in the negotiation process.
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Page 8
Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
Source URL: https://quizplus.com/quiz/131762
Sample Questions
Q1) Situational Communication. You have just walked into the back of the room, where your employees are working in the front. There is a lot of smoke, which they do not realize, in the back of the room. Your employees are very highly capable and like to participate in decision making. As a situational communicator, you should do what?
Q2) The advantage of the collaborating conflict style is that:
A) working relationships are maintained.
B) conflict is resolved quickly.
C) it tends to lead to the best solution to the conflict, using assertive behavior.
D) none of the answers are correct
Q3) Identify two common approaches to getting feedback, and explain why they don't work.
Q4) Which of the following is true about the avoiding conflict style?
A) Should never be used.
B) Does not result in resolution of the conflict.
C) Often results in problems worsening.
D) Should be used if continuing the confrontation may result in retaliation or physical harm.
E) B, c, and d
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Page 9
Chapter 7: Followership and Leader-Member Exchange
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180 Verified Questions
180 Flashcards
Source URL: https://quizplus.com/quiz/131763
Sample Questions
Q1) An organization that is intent on creating positive dyadic relationships across traditional boundaries to include more participants is at the __________ stage of development of the dyadic approach.
A) vertical dyadic linkage theory
B) leader-member exchange theory
C) team-building
D) system and networks
Q2) The LMX-7 scale is the most commonly used instrument for defining and measuring the quality of relationships.
A)True
B)False
Q3) As workers' education and experience increases, leaders have to shift to a more top-down directive style of leading.
A)True
B)False
Q4) Discuss the focus of the systems and networks approach from a Leader-Follower perspective.
Q5) Explain how LMX relationships can lead to unintended bias in HR practices.
Q6) Discuss the three follower influencing characteristics.
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
Source URL: https://quizplus.com/quiz/131764
Sample Questions
Q1) Team norms get formed through critical events and symbols.
A)True
B)False
Q2) Briefly describe the seven characteristics of effective teams.
Q3) Discuss the advantages and disadvantages of working in teams.
Q4) Explain the differences between conventional and self-managed teams.
Q5) Being a member of a team rarely makes it possible to satisfy more needs than if one worked alone.
A)True
B)False
Q6) The part of a meeting that covers agenda items:
A) should be the shortest part of the meeting.
B) need not be recorded in the minutes, as the agenda is already published.
C) dispenses with Robert's Rules to save time and encourage creativity.
D) should allow for some flexibility of time.
Q7) Team cohesion is increased when members agree on a common purpose and direction.
A)True
B)False
Q9) What are the benefits of using cross-functional teams? Page 11
Q8) Outline the three parts of conducting effective meetings.
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
Source URL: https://quizplus.com/quiz/131765
Sample Questions
Q1) Describe some key attributes of transformational leaders.
Q2) The key to successful stewardship is based on all of the following values EXCEPT:
A) strong teamwork orientation.
B) effective listening.
C) equality assumption.
D) reward assumption.
Q3) Describe the various sources from which one can draw his or her personal meaning.
Q4) What is servant leadership?
Q5) ____ is the ability to imagine different and better conditions and the ways to achieve them.
A) Vision
B) Charisma
C) Followership
D) Personal meaning
Q6) The hallmark of servant leadership is the desire to help others.
A)True
B)False
Q7) Explain the difference between transformational and transactional leadership.
Page 13
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
Source URL: https://quizplus.com/quiz/131766
Sample Questions
Q1) Describe the characteristics of low- and high-performance cultures.
Q2) Employees learn what is valued most in an organization by watching what attitudes and behaviors leaders pay attention to and reward and whether the leaders' own behavior matches the espoused values.
A)True
B)False
Q3) For diversity to succeed, there has to be an explicit corporate philosophy that unambiguously supports it.
A)True
B)False
Q4) A national culture that values personal relationships and a high quality of life is described by Hofstede as:
A) feminine.
B) long-term oriented.
C) a high consideration culture.
D) individualistic.
Q5) Identify and briefly explain which of the five obstacles to diversity exist and/or have been removed where you work or have worked.
Q6) Describe Hofstede's value dimensions of national culture.
Page 14
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
Source URL: https://quizplus.com/quiz/131767
Sample Questions
Q1) A basic distinction between strategic leadership and strategic management is that strategic management envisions where the organization would like to be in five to ten years while strategic leadership focuses on how to achieve the vision.
A)True
B)False
Q2) SWOT analysis includes all of the following EXCEPT:
A) senses.
B) weaknesses.
C) opportunities.
D) threats.
Q3) Which of the following is a phase of the eight-stage model for planned organizational change?
A) establish a sense of urgency
B) form a support platform
C) develop a compelling vision
D) all of the answers are correct
Q4) What are the key elements of the strategic management process?
Q5) Based on the business you selected to start in Skill-Development Exercise 1, develop a vision statement for your business.
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
Source URL: https://quizplus.com/quiz/131768
Sample Questions
Q1) Strategic crisis leadership is about a leader taking action in three key areas. What are these areas?
Q2) What advice would you give to a leader who wants to improve his or her organization's communications function so that it is more effective during a crisis?
Q3) Rational analysis and planning is a tool that helps leaders prevent or respond to crises through decision-making skills based on possible outcomes or crises.
A)True
B)False
Q4) Jane works at a company in which employees who make mistakes are given verbal and written reprimands. The jobs are also clearly defined and employees are not allowed to deviate from the standard operating procedures. Which of the following types of organizations does Jane work at?
A) traditional
B) learning
Q5) The first step in the risk assessment process is risk reduction. A)True
B)False
Q6) Describe the role of the CEO and communication in managing a crisis.
Page 16
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