Leadership Development
Midterm Exam
Course Introduction
Leadership Development explores the theories, practices, and skills necessary to become an effective leader in diverse organizational settings. Through examination of leadership models, self-assessment exercises, case studies, and group projects, students will learn how to cultivate core competencies such as communication, motivation, decision-making, ethical leadership, and team building. The course also emphasizes the importance of self-awareness, emotional intelligence, and adaptability, providing students with practical strategies for fostering personal growth and inspiring positive change within contemporary institutions.
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
55 Flashcards
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Sample Questions
Q1) 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) What is the reason behind the usage of the phrase "desirable opportunities" in one of the definitions of leadership?
A)To distinguish between leadership and tyranny.
B)To distinguish between leadership and management.
C)To distinguish between leadership and followership.
D)To distinguish between leadership and situation.
Answer: A
Q3) Which of the following statements about leaders versus managers is false?
A)Leadership is a value-laden, activity, management is not.
B)Leaders focus on risk taking; managers perform functions such as planning and controlling.
C)Leaders are thought to do things right, managers do the right things.
D)Leaders develop, managers maintain.
Answer: C
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Chapter 2: Leader Development
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) Successful executives mention all of the following as negative feelings while describing how they feel while working through potent developmental experiences except feeling
A)uncertain.
B)overwhelmed.
C)fearful.
D)challenged.
Answer: D
Q2) Leadership development is enhanced when experience involves the three processes of
A)stopping, looking and listening.
B)perception, attribution and learning.
C)action, observation and reflection.
D)action, behavior and consequence.
Answer: C
Q3) Define single-loop learning.
Answer: Single-loop learning exists when learners seek relatively little feedback that significantly confronts their fundamental ideas or actions. There is relatively little public testing of ideas against valid information.
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Page 4
Chapter 3: Skills for Developing Yourself As a Leader
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) "Meet your entire team" is an activity that should take place within the first two weeks according to the new leader onboarding roadmap.
A)True
B)False
Answer: False
Q2) Leaders should assume that feedback is invited when they have an open-door policy.
A)True
B)False
Answer: False
Q3) Individuals with high levels of technical competence are not likely to be a member of a leader's in-group.
A)True
B)False
Answer: False
Q4) Having a good or bad supervisor is a product of luck on the part of followers.
A)True
B)False Answer: False
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Chapter 4: Power and Influence
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55 Flashcards
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Sample Questions
Q1) Which of the following is occurring when agents ask targets to participate in planning an activity?
A)Rational persuasion
B)Ingratiation
C)Consultation
D)Personal appeal
Q2) Influence tactics refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values or behaviors.
A)True
B)False
Q3) Which of the following is an intrinsic reward?
A)Compensation
B)Praise
C)Personal growth
D)Time off
Q4) The overall composite MSCS score has consistently been found to predict leadership success in hierarchical organizations.
A)True
B)False
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Chapter 5: Values, Ethics, and Character
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58 Verified Questions
58 Flashcards
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Sample Questions
Q1) In the preconventional level of moral development, the criteria for moral behavior
A)are based primarily on self-interest.
B)are based primarily on gaining others' approval.
C)are based on universal, abstract principles.
D)are based primarily on behaving conventionally.
Q2) Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important are A)goals.
B)values.
C)benefits.
D)services.
Q3) Describe the differences between instrumental and terminal values and give an example of each.
Q4) It has been said that the idea of a generational gap in values may be more popular culture than good social science.
A)True
B)False
Q5) Write a short note on authentic leadership.
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Leaders will face even more unfamiliar and ambiguous situations in the future.
A)True
B)False
Q2) "I remain calm in pressure situations." This behavioral aspect corresponds to which OCEAN personality dimension?
A)Openness to Experience
B)Neuroticism
C)Extraversion
D)Conscientiousness
Q3) Which of the following statements is true concerning analytic intelligence?
A)Some research suggests that if the differences in analytic intelligence between leader and followers are too great, a leader's intelligence can become an impediment.
B)Current research indicates that analytic intelligence is a better predictor of leadership effectiveness personality.
C)Leaders high in analytic intelligence have an innate ability to produce work that is both novel and useful.
D)All of these statements are true.
Q4) Explain the two meanings of personality.
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Chapter 7: Leadership Behavior
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46 Flashcards
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Sample Questions
Q1) Which if the following skills and behaviors do not involve interacting with others and are among the most difficult to change.
A)Intrapersonal
B)Interpersonal
C)Leadership
D)Business
Q2) Personality traits, values or intelligence must be inferred from behavior.
A)True
B)False
Q3) 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
Q4) Briefly describe the Leadership Grid model.
Q5) There is a universal set of leader behaviors always associated with leadership success.
A)True
B)False
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) _______ is defined as the process by which we perceive and respond to situations that challenge us.
A)Performance
B)Depression
C)Emotion
D)Stress
Q2) Communication effectiveness is the degree to which someone ensures that when they tell others something, that they understand what was said.
A)True
B)False
Q3) Using the example of starting a new exercise program, which of the following would be a restraining force in a force field analysis?
A)Dissatisfaction with appearance.
B)Coworker group entering a 10k run.
C)No regular exercise partner.
D)Boyfriend or girlfriend is a "health nut".
Q4) Describe assertiveness and differentiate it from acquiescence and aggression.
Q5) Name and describe three of the guidelines provided in the text for effectively managing stress.
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Chapter 9: Motivation, Performance, and Effectiveness
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) Behaviors that go beyond job descriptions and role requirements and help reduce the workload or stress of others in the organization are organizational citizenship behaviors.
A)True
B)False
Q2) List and briefly explain the six steps for improving followers' motivation and performance levels using operant principles.
Q3) Compare and contrast performance and effectiveness.
Q4) List and define the three components of organizational justice.
Q5) Which of the following would most likely result in consistently higher effort and performance?
A)Goals that are both specific and difficult.
B)Goals that are very difficult to achieve.
C)"Do your best" goals.
D)Having clear goals.
Q6) The Curphy Followership Model says that individuals who are low in critical thinking skills and high in engagement are called "Brown-nosers".
A)True
B)False
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Chapter 10: Satisfaction, Engagement, and Potential
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Sample Questions
Q1) The clear emergence of a leader and the development of group norms and cohesiveness are the key indicators of the ________ stage of group development.
A)norming
B)performing
C)forming
D)storming
Q2) Describe two benefits and two drawbacks of greater group cohesion.
Q3) _____________ are the informal rules that groups adopt to regulate and regularize group members' behaviors.
A)Values
B)Norms
C)Meanings
D)Groupthink
Q4) With role ambiguity, the problem is lack of clarity about just what the expectations are.
A)True
B)False
Q5) List and briefly define the four stages of group development.
Q6) Define group norms and their function.
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Chapter 11: Groups, Teams, and Their Leadership
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Sample Questions
Q1) All of the following are principles of effective delegation except A)deciding who to delegate to.
B)assigning a procedure, not an objective.
C)give credit for a job well done, but take the responsibility when things go wrong.
D)All of the above.
Q2) Which of the following methods was not mentioned as a way to build buy-in for the Rocket Model of Team Effectiveness?
A)Develop a compelling team vision or purpose.
B)Involve team members in the goal, standard, and rule-setting process.
C)Leaders exhibit a high level of consideration.
D)The team leader has to have a high level of credibility.
Q3) Team building interventions will always help remove root causes of problems.
A)True
B)False
Q4) Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization.
A)True
B)False
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Page 13
Chapter 12: Skills for Developing Others
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48 Flashcards
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Sample Questions
Q1) 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.
Q2) Organizational climate
A)is highly related to job satisfaction.
B)is wider in scope.
C)has more to do with task perceptions of work.
D)is a system of shared beliefs among members of a group.
Q3) Autonomy is the degree to which a job provides an individual with some control over what he does and how he does it.
A)True
B)False
Q4) Typically, greater horizontal complexity is associated with
A)the number of hierarchical levels appearing on an organization chart.
B)the increased likelihood for communication breakdowns between subunits.
C)the degree of standardization in an organization.
D)the diffusion of decision making throughout an organization.
Q5) Define and differentiate organizational culture and organizational climate.
Page 14
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Chapter 13: The Situation
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Sample Questions
Q1) List the four leader behaviors of path-goal theory.
Q2) According to Fiedler's contingency model, the content of leadership training should emphasize behavioral flexibility in leaders rather than situational engineering.
A)True
B)False
Q3) The least amount of time is taken to make and implement
A)group decisions.
B)consultative decisions.
C)autocratic decisions.
D)delegated decisions.
Q4) The normative decision model has been established to be an all-encompassing theory.
A)True
B)False
Q5) In situational leadership, 'follower readiness' refers to a follower's ability and willingness to accomplish a particular task.
A)True
B)False
Q6) Write a short note on follower readiness giving an example.
Page 15
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Chapter 14: Contingency Theories of Leadership
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Sample Questions
Q1) Charismatic leaders tend to be
A)extremely smart.
B)data-driven.
C)emotionally expressive.
D)fairly introverted.
Q2) Emotions are often the fuel driving large-scale initiatives for change.
A)True
B)False
Q3) According to the text, the rational and emotional approaches are the two major ways to drive organizational change.
A)True
B)False
Q4) According to Bass, transformational leaders
A)possess good visioning.
B)motivate followers by setting goals.
C)promise rewards for desired performance.
D)perpetuates the status quo.
Q5) List the similarities in the behavior and style of both charismatic and transformational leaders.
Q6) How can the C = D x M x P > R model help leadership practitioners?
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Chapter 15: Leadership and Change
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Sample Questions
Q1) These persons in positions of authority do not want attention and have difficulties with both building teams and getting results.
A)Results only managers
B)Competent managers
C)In name only managers
D)Cheerleaders
Q2) "In-name-only" managers try very hard to be in the spotlight.
A)True
B)False
Q3) Discuss the idea of organizational fit and how it can affect leadership success.
Q4) Which of the following statements concerning dark side traits in true?
A)Many dark-side traits co-vary with social skills and are difficult to detect in interviews or assessment centers or with bright-side personality inventories.
B)Everyone has at least one dark side personality trait.
C)Dark-side traits are usually apparent only when leaders are not attending to their public image.
D)All of these statements are true.
Q5) Name and briefly describe the four managerial derailment patterns.
Q6) Contrast episodic managerial incompetence and chronic managerial incompetence.
Page 17
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Chapter 16: The Dark Side of Leadership
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Sample Questions
Q1) __________ is an approach to managing conflict that is characterized by a compromise between domination and appeasement.
A)Avoidance
B)Sharing
C)Collaboration
D)Accommodation
Q2) A leadership vision consists of six related components.
A)True
B)False
Q3) Leaders should spend a lot of time worrying about edge even before the team's core values are defined.
A)True
B)False
Q4) Researchers have found that _________ can cause a radical change in political power.
A)communication
B)conflict
C)negotiation
D)none of the above
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