Leadership and Management
Textbook Exam Questions
Course Introduction
This course explores the foundational theories and practical applications of leadership and management within organizational contexts. Students will examine the distinctions between leading and managing, analyze various leadership styles, and assess their impact on team performance and organizational effectiveness. Topics include decision-making, motivation, conflict resolution, ethical leadership, and strategic planning. Through case studies and interactive exercises, learners develop essential skills to inspire, influence, and guide individuals and teams in diverse professional settings.
Recommended Textbook
Leadership in Organizations 8th Edition by Gary A. Yukl
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16 Chapters
256 Verified Questions
256 Flashcards
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Chapter 1: The Nature of Leadership
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Sample Questions
Q1) Which is the least accurate statement about the outcomes of leadership actions?
A)immediate and delayed outcomes are usually consistent with each other
B)immediate outcomes are easier to predict than end-result outcomes
C)immediate and delayed outcomes are usually interrelated in complex causal chains
D)end-result outcomes are less useful as criteria of leadership effectiveness
Answer: A
Q2) A leadership theory that describes relationships among leader traits,behavior,influence processes,outcomes,and situational variables is best classified as:
A)descriptive
B)integrative
C)comprehensive
D)universal
Answer: B
Q3) Most leadership theories emphasize:
A)leader characteristics
B)follower characteristics
C)both leader and follower characteristics
D)characteristics of the leadership situation
Answer: A
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Chapter 2: The Nature of Managerial Work
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Sample Questions
Q1) In a crisis situation,effective leaders are likely to:
A)consult with subordinates
B)reduce their exposure
C)act more considerate
D)act more decisive
Answer: D
Q2) Which of the following was not a recommendation for managers with regard to role expectations?
A)understand the role expectations others have for them
B)influence the role expectations others have for them
C)disregard inconsistent role expectations others have for them
D)reconcile inconsistent role expectations others have for them
Answer: C
Q3) Which was not found in most descriptive research on managerial activities?
A)the content of managerial work is varied and fragmented
B)the pace of managerial work is hectic and unrelenting
C)much time is spent on reflective activities such as planning
D)many interactions involve peers or outsiders
Answer: C
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Chapter 3: Perspectives on Effective Leadership Behavior
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Sample Questions
Q1) Which of the following was not recommended as a guideline for coaching?
A)provide constructive feedback about effective and ineffective behavior
B)ask specific questions to help the person analyze his or her performance
C)encourage the person to look at a problem from different perspectives
D)provide detailed instructions on how to carry out each assignment
Answer: D
Q2) Which of the following is not primarily a change-oriented behavior?
A)communicating an inspiring vision for the organizational unit
B)monitoring the external environment
C)encouraging innovative thinking by subordinates
D)setting specific performance goals for subordinates
Answer: D
Q3) Which of the following is not one of the three behavior meta-categories identified by Yukl?
A)task-oriented
B)relations-oriented
C)process-oriented
D)change-oriented
Answer: C
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Page 5
Chapter 4: Leading Change in Organizations
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Sample Questions
Q1) Which approach is least likely to be useful when trying to implement a major change in an organization?
A)include symbolic changes that will affect the daily activities of members
B)select a task force with the skills and values needed to implement the change
C)describe the changes as routine, incremental adjustments to avoid upsetting people
D)measure the effects of the change on people, processes, and performance
Q2) Which of the following was not recommended to facilitate acceptance and successful implementation of a major change?
A)convince people that the change can be made without any difficulties or inconvenience for them
B)use ceremonies and rituals to help people deal with the pain of giving up familiar things they value
C)create a sense of urgency about the need for change by showing it will be more costly not to change
D)demonstrate personal commitment to see the change through to the end, regardless of temporary setbacks
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Chapter 5: Participative Leadership and Empowerment
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Sample Questions
Q1) In the Vroom-Yetton model of decision participation,the rules for identifying appropriate decision procedures are designed to protect:
A)the leader's responsibility and authority
B)the rationality of the decision
C)the right of people to be consulted about decisions affecting them
D)the quality of the decision and subordinate acceptance of it
Q2) Which of the following was not recommended as a guideline for participative leadership?
A)look for ways to build on ideas and suggestions by subordinates
B)restate subordinate ideas and concerns to verify understanding
C)identify the best ideas and quickly dismiss any that have weaknesses
D)let subordinates know how their ideas and suggestions were eventually used
Q3) Decisions about what to delegate to a subordinate are most likely to be influenced by:
A)how much the subordinate wants the assignment
B)how much the manager is overloaded with extra work
C)how competent and trustworthy the subordinate is
D)how long the subordinate has worked for the manager
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Chapter 6: Managerial Traits and Skills
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Sample Questions
Q1) Which pattern of traits (from strongest to weakest)is best for managers in organizations?
A)power, affiliation, achievement
B)achievement, power, affiliation
C)power, achievement, affiliation
D)achievement, affiliation, power
Q2) A leader with a socialized power orientation is more likely to:
A)socialize with subordinates
B)ask subordinates to attend social events
C)clarify social objectives for subordinates
D) empower subordinates
Q3) Effective managers are least likely to have which of the following traits?
A)emotional maturity
B)high need for affiliation
C)achievement orientation
D)internal locus of control orientation
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Chapter 7: Contingency Theories of Effective Leadership
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Sample Questions
Q1) Which contingency theory uses specific leadership behaviors rather than broad meta-categories?
A)path-goal theory
B)LPC contingency theory
C)substitutes for leadership
D)multiple linkage model
Q2) Which of the following was not identified as a weakness of most contingency theories of effective leadership?
A)over-emphasis on broad categories of leadership behavior
B)inadequate explanation of causal relationships
C)failure to clearly distinguish moderators from mediators
D)over-emphasis on joint effects of situational variables
Q3) In the Multiple Linkage Model,long-term group effectiveness depends primarily on:
A)the leader's interpersonal skills
B)the leader's technical skills
C)the leader's ability to gain more power over subordinates
D)the leader's ability to make the situation more favorable
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Chapter 8: Power and Influence
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Sample Questions
Q1) Which of the following is not an example of resistance to an influence attempt?
A)carry out the request with only the minimum necessary effort
B)delay taking action to see if the agent is serious about the request
C)tell the agent why you are too busy now to carry out the request
D)appeal to a higher authority to rescind or change the request
Q2) What kind of power is dependent upon friendship and trust?
A)affiliation power
B)dyadic power
C)expert power
D)referent power
Q3) Which influence tactic is most dependent on the agent's reward power?
A)rational persuasion
B)legitimating
C)exchange
D)apprising
Q4) Referent power is most likely to result in which type of influence process?
A)internalization
B)personal identification
C)instrumental compliance
D)collective identification
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Chapter 9: Dyadic and Follower-Based Models of Leadership
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Sample Questions
Q1) Which of the following is a recommended guideline for correcting a subordinate's performance deficiencies?
A)explain that the subordinate needs to become more motivated to succeed
B)warn the subordinate not to be defensive when receiving negative feedback
C)threaten to fire the subordinate unless performance quickly improves
D)explain why the subordinate's behavior is causing problems for others
Q2) Which statement about implicit leadership theories is not accurate?
A)implicit theories influence a person's evaluation of leaders
B)implicit theories usually involve assumptions about effective leadership
C)implicit theories can result in biased ratings of a leader's behavior
D)implicit theories are seldom found in people who are intelligen
Q3) What is not one of the impression management tactics described in the chapter?
A)exemplification
B)supplication
C)intimidation
D)self promotion
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Chapter 10: Leadership in Teams and Decision Groups
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Sample Questions
Q1) Which is not likely to improve the effectiveness of a self-managed team?
A)let members share in financial gains from improved performance
B)change the membership frequently to give the team fresh ideas
C)provide accurate, timely information relevant to team activities
D)give members training in interpersonal and problem solving skills
Q2) Which of the following was not mentioned as a reason for high team performance?
A)high collective efficacy for team members
B)diverse mental models for team members
C)collective identification of members with the team
D)high level of member skills relevant to the task
Q3) What is the most useful role for the external leader of a self-managed team?
A)select new members of the group when they are needed
B)mediate internal conflicts and encourage cooperation
C)monitor the group to ensure it does not become a social club
D)serve as a coach, facilitator, and advocate for the group
Q4) The primary responsibility of the leader of a decision group is to:
A)suggest good ideas for solving the problem
B)ensure that everybody has equal influence
C)encourage group members to reach an agreement quickly
D)structure the discussion in a systematic manner
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Chapter 11: Strategic Leadership by Top Executives
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Sample Questions
Q1) When the competition is intense and the environment is changing rapidly,it is especially important to:
A)have detailed plans and operating procedures
B)increase the power of the chief executive
C)maintain a high level of external monitoring
D)strengthen the organization culture
Q2) Which guideline about management programs and systems is most consistent with flexible leadership theory?
A)programs and systems should be used to reduce the number of individual managers that are needed
B)a program or system should not be used if more than one performance determinant will be affected
C)a program or system should not duplicate the effects of direct behavior by individual managers
D)programs and systems should be supported by the direct behavior of individual managers
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Chapter 12: Charismatic and Transformational Leadership
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Sample Questions
Q1) What conclusion is best supported in the case study by Roberts of a school administrator?
A)followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning to deal successfully with a crisis
B)followers attribute charisma to a new leader who uses an unconventional approach in a crisis, regardless of the outcome
C)followers attribute charisma to a new leader who uses unconventional behavior and enthusiastic visioning, regardless of whether there is a crisis
D)charisma is unlikely to be attributed to any new leader in a highly bureaucratic organization, regardless of the situation
Q2) Which of the following is not likely to be a negative consequence for a charismatic leader?
A)overconfidence and risky decisions result in poor outcomes
B)excessive empowerment of followers creates confusion
C)power is misused by the leader to gain personal benefits
D)polarization and conflict occurs among organization members
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Chapter 13: Ethical,servant,spiritual,and Authentic Leadership
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Sample Questions
Q1) What statement about leader influence on the ethical behavior of followers is not accurate?
A)leaders have very little influence on follower ethical behavior
B)leaders can influence it by setting an example in their own behavior
C) leaders can influence it with clear standards and guidelines for ethical behavior
D)leaders can influence it with performance appraisal criteria and rewards
Q2) Ethical behavior and integrity for a leader is most likely to result in:
A)higher unit performance
B)higher ratings for the leader by bosses
C)less stress for the leader
D)higher subordinate satisfaction and trust
Q3) Ethical behavior is more likely to occur when the dominant concern for the leader is:
A)complying with the organization's formal rules and policies
B)avoiding negative consequences for the person's career
C)acting consistent with internal values and ethical beliefs
D)carrying out role expectations for the leadership position
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Chapter 14: Gender,diversity,and Cross-Cultural Leadership
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Sample Questions
Q1) Which is least likely to be a reason for the "glass ceiling" in large organizations?
A)differences in leadership behavior displayed by men and women
B)implicit theories about the attributes required for effective leadership
C)popular stereotypes about the skills and traits of men and women
D)less encouragement and developmental opportunities for women
Q2) Which attribute was considered important for leaders in all of the cultures that were studied?
A)ambitious
B)humble
C)self sacrificing
D)decisive
Q3) What was not mentioned as an important question in the cross-cultural research on leadership?
A) differences in beliefs about the essential characteristics of effective leaders
B)differences in how much a type of leadership behavior is used in each country
C)differences in beliefs about the importance of leadership for organizations
D)differences in the effects of leader behaviors on follower attitudes and motivation
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Chapter 15: Developing Leadership Skills
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Sample Questions
Q1) Which developmental method provides the most varied and intensive feedback to managers about their traits,skills,and behavior?
A)mentoring programs
B)multisource feedback workshops
C)business game simulations
D)developmental assessment centers
Q2) Research on the way managers acquire leadership skills find that:
A)formal training is integrated effectively with developmental activities
B)classroom training results in more learning than special assignments
C)decisions about job assignments consider developmental objectives
D)learning from experience is an important source of leadership skills
Q3) Which two types of benefits were identified as likely outcomes of mentoring for the person who is being mentored?
A)psycho-social benefits and transcendence
B)career facilitation and self awareness
C)career facilitation and psycho-social benefits
D)self awareness and psycho-social benefits
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Chapter 16: Overview and Integration
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Sample Questions
Q1) Which of the following is not characteristic of most leadership research?
A)an emphasis on explanatory processes and mediating variables
B)an assumption of strong effects by heroic individual leaders
C)a focus on dyadic processes rather than collective processes
D)an assumption of unidirectional causality from leader to followers
Q2) Which if the following was not mentioned as a weakness in most leadership theory and research?
A)use of multiple methods to verify findings
B)overemphasis on dyadic processes
C)insufficient attention to explanatory processes
D)insufficient attention to the leadership context
Q3) What research method is used most often to study leadership effectiveness?
A)survey field studies
B)laboratory experiments
C)field experiments
D)intensive case studies
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