Leadership in Organizations Final Exam
Course Introduction
Leadership in Organizations explores the principles, theories, and practices that shape effective leadership within various organizational settings. The course examines the roles leaders play in influencing individuals, teams, and organizational culture, as well as the challenges they face in an ever-changing, globalized environment. Students will analyze different leadership styles, assess the impact of power and ethics, and develop skills necessary for motivating employees, resolving conflicts, and driving organizational change. The course combines theoretical frameworks with real-world case studies and practical exercises to prepare students for leadership positions in diverse professional contexts.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 6th Edition by Richard L. Hughes
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13 Chapters
736 Verified Questions
736 Flashcards
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Chapter 1: Leadership Is Everyones Business
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55 Verified Questions
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Sample Questions
Q1) Compare and contrast leadership as an art and a science.
Answer: Saying leadership is both a science and an art emphasizes the subject of leadership as a field of scholarly inquiry,as well as certain aspects of the practice of leadership.The scope of the science of leadership is reflected in a number of studies cited in an authoritative reference work.However,being an expert on leadership research is neither a necessary nor a sufficient condition for being a good leader.Some managers may be effective leaders without ever having taken a course in leadership and some scholars in the field of leadership may be relatively poor leaders themselves.This is not to say that knowing something about leadership research is irrelevant to leadership effectiveness.Scholarship may not be a prerequisite for leadership effectiveness,but understanding some of the major research findings can help individuals better analyze situations using a variety of perspectives.That,in turn,can give leaders insight about how to be more effective.Even so,because the skill in analyzing and responding to situations varies greatly across leaders,leadership will always remain partly an art as well as a science.
Q2) Formal study and learning from experience are mutually exclusive.
A)True
B)False
Answer: False
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Chapter 2: Leadership Involves an Interaction Between the
Leader, the Followers, and the Situation
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Sample Questions
Q1) The change in organizational practices can be attributed to
A)Appointing women to leadership positions,which is a departure from past practices
B)The fact that womens' attitudes have become similar to those of men
C)Womens' self-reports of traits such as assertiveness
D)Legislation prohibiting gender-based discrimination at work
Answer: D
Q2) Most male CEOs attribute the paucity of women in corporate leadership roles to which of the following?
A)Exclusion from informal networks
B)Women not in pipeline long enough
C)Male stereotyping and preconceptions
D)Inadequacies in the quality of experience for the top spots
Answer: D
Q3) Leaders,as compared to managers,tend to assess their followers' performance
A)Less in terms of personal criteria
B)More in terms of specific criteria
C)Less in terms of holistic criteria
D)More in terms of idiosyncratic criteria
Answer: D
Page 4
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Chapter 3: Leadership Is Developed Through Education and Experience
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54 Flashcards
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Sample Questions
Q1) People who become leaders in any field tend to first stand out by virtue of their A)Interpersonal skills
B)Technical proficiency
C)Emotional intelligence
D)Intercultural competence
Answer: B
Q2) Single-loop learning refers to a self-fulfilling belief system,which is generally not open to feedback.
A)True
B)False
Answer: True
Q3) 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
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Chapter 4: Assessing Leadership and Measuring Its Effects
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56 Flashcards
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Sample Questions
Q1) These represent the most sophisticated and expensive method for assessing leadership potential.
A)Internet measures
B)Structured interviews
C)Paper-and-pencil measures
D)Assessment centers
Q2) A study which varies or manipulates a leadership variable while measuring change in a leadership effectiveness criterion is a(n)
A)Case study
B)Correlational study
C)Critical incident technique
D)Experiment
Q3) Because of the baby boom,approximately 50 percent of the top leaders in many private and public sector organizations are slated to retire in the next five years.This shortfall in managerial competence is due to
A)Economies of scale
B)Technology
C)Politics
D)Demographics
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Chapter 5: Power and Influence
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Sample Questions
Q1) Reward power is the ability to control benefits and desired resources.
A)True
B)False
Q2) The ability to control others through the fear of punishment or the loss of valued outcomes is
A)Expert power
B)Reward power
C)Legitimate power
D)Coercive power
Q3) There is a strong tendency for people to resort to _____ whenever they have an advantage in clout if other tactics fail to get results.
A)Exchanges
B)Ingratiation
C)Legitimizing tactics
D)Rational appeals
Q4) Those who derive a sense of satisfaction from influencing others are said to have a high need for affiliation.
A)True
B)False
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Chapter 6: Leadership and Values
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Sample Questions
Q1) Some individuals believe that family security is an important goal to strive for.In terms of instrumental values,such individuals may think that it is important always to act in a(n)
A)Helpful manner
B)Courageous manner
C)Honest manner
D)Imaginative manner
Q2) People minimize the harm caused by their behavior through A)Dehumanization
B)Displacement of responsibility
C)Disregard of consequences
D)Advantageous comparison
Q3) The generation of workers born after 1980 are called the A)Gen Xers
B)Nexters
C)Baby Boomers
D)Veterans
Q4) Illustrate how different generational archetypes interact with each other.
Q5) When good people do bad things,what are the different methods they use in minimizing personal moral responsibility?
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Chapter 7: Leadership Traits
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Sample Questions
Q1) Describe at least three major definitions of emotional intelligence.
Q2) All behavior is under conscious control.
A)True
B)False
Q3) Which of the following pertains to the amount of time people take to prepare for an interview and their overall job performance and satisfaction?
A)Openness to experience
B)Agreeableness
C)Surgency
D)Dependability
Q4) "Because of their narcissistic tendencies,these leaders often get quite a bit done.But their feelings of entitlement and inability to learn from experience often results in trails of bruised followers." Which dark-side personality trait is defined by this statement?
A)Bold
B)Excitable
C)Skeptical
D)Cautious
Q5) Write a short note on the seven components of creative intelligence.
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Chapter 8: Leadership Behavior
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Sample Questions
Q1) In the step called promote persistence,
A)Followers use their prioritized development needs to create a development plan
B)Leaders help followers to transfer the skills to new environments
C)Leaders help followers to manage the mundane,day-to-day aspects of development
D)Leaders work closely with followers to analyze data to determine development needs
Q2) Instruments providing 360-degree feedback to managers are particularly useful for leadership development.
A)True
B)False
Q3) Most managers exhibiting derailment behavioral patterns are aware of the negative impact they have on others.
A)True
B)False
Q4) Leadership practitioners have a tendency to concentrate on coaching their solid or top followers.
A)True
B)False
Q5) Compare and contrast consideration and initiating structure.
Q6) Write a short note on the five steps of informal coaching.
Page 10
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Chapter 9: Motivation, Satisfaction, and Performance
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Sample Questions
Q1) According to the two-factor theory,which of these is a hygiene factor?
A)Job security
B)Achievement
C)Responsibility
D)Advancement and growth
Q2) Which of the following statements concerning the overjustification effect is true?
A)The overjustification effect occurs in a number of situations
B)Rewards seen as providing "informational" value typically result in a decrease in intrinsic motivation for the task
C)Overjustification effect is more a reality than a myth
D)External rewards may backfire if they are given to people already intrinsically motivated to perform the tasks
Q3) What are the most powerful determinants of task behaviors,according to Locke and Latham?
A)Values
B)Goals
C)Abilities
D)Needs
Q4) List and define the three components of organizational justice.
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Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Design is often the most frequently omitted step in teamwork.
A)True
B)False
Q2) The four process measures of effectiveness are good leverage points for fixing a problem.
A)True
B)False
Q3) This role conflict occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products when this behavior is inconsistent with the salesperson's values and beliefs.
A)Interrole conflict
B)Intrasender role conflict
C)Intersender role conflict
D)Person-role conflict
Q4) Describe two benefits and two drawbacks of greater group cohesion.
Q5) Greater cohesiveness does not always lead to higher performance.
A)True
B)False
Q6) Define group cohesion.List some of the problems if a group becomes too cohesive.
Q7) Describe four of the six factors which distinguish successful teams.
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Chapter 11: Characteristics of the Situation
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Q1) What is the advantage of a product organization design?
A)Centralized decision making and control
B)Efficient use of scarce resources
C)Skill development for technical personnel
D)It places a premium on organizational goals
Q2) 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
Q3) Administrative costs are low in matrix organizations.
A)True
B)False
Q4) What term describes the collective set of business decisions about how to allocate scarce resources to maximize the strengths of the organization,given the external opportunities,while minimizing the organizational weaknesses,given the external threats?
A)Task structure
B)Strategy
C)Intrinsic motivation
D)Dynamics
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Chapter 12: Contingency Theories of Leadership
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Sample Questions
Q1) This is the weakest element of situational favorability.
A)Subordinate acceptance
B)Leader-member relations
C)Task structure
D)Position power
Q2) The only situational consideration in situational leadership is
A)Decision making
B)Readiness
C)Knowledge of the task
D)Goal setting
Q3) The normative decision model is limited only to
A)Decision making
B)Task behaviors
C)Goal accomplishment
D)Expectancy
Q4) The contingency model of leadership maintains that leaders are flexible in their behavior.
A)True
B)False
Q5) List the four leader behaviors of path-goal theory.
Page 14
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Chapter 13: Leadership and Change
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Sample Questions
Q1) 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.
Q2) Charismatic leaders are always controversial.
A)True
B)False
Q3) A personalized leadership style seems to be responsible for the feelings of empowerment.
A)True
B)False
Q4) If leadership is associated with change and management with control,then describe how these two activities would be needed by the Vice President of Logistics in a major department store chain.
Q5) The "M" in the rational change formula represents
A)Money
B)Manpower
C)Model
D)Motivation
Q6) How can the C = D x M x P > R model help leadership practitioners?
Page 15
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