Leadership in Organizations Final Exam
Course Introduction
Leadership in Organizations examines the theories, principles, and practices of effective leadership within diverse organizational settings. The course explores various leadership styles, the development of leadership skills, and the dynamics of influence, motivation, and decision-making. Students will analyze the role of leaders in shaping organizational culture, managing change, and fostering ethical behavior. Through case studies and experiential activities, participants will enhance their understanding of how leaders inspire teams, navigate challenges, and drive organizational success in complex and evolving environments.
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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Page 2
Chapter 1: Leadership Is Everyones Business
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55 Verified Questions
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Sample Questions
Q1) The emphasis Merton placed on subordinates' "wanting to" comply with a leader's wishes seems to
A)Deemphasize the emotional aspects of leadership
B)Exclude informal leaderships
C)Confine leadership to hierarchical relationships
D)Exclude coercion of any kind as a leadership tool
Answer: D
Q2) This is a conventional distinction made between managers and leaders.
A)Managers maintain while leaders develop
B)Managers innovate while leaders administer
C)Managers inspire while leaders control
D)Managers originate while leaders imitate
Answer: A
Q3) Define the emotional approach to leadership.
Answer: Good leadership is more than just calculation and planning or following a checklist.
Good leadership also involves touching others' feelings.
Q4) Define leadership as described in the text.
Answer: Leadership is the process of influencing an organized group toward accomplishing its goals.
Page 3
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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) What is Hollander's approach to leadership called?
A)Participative
B)Transformational
C)Charismatic
D)Transactional
Answer: D
Q2) What is the major factor that prevents senior female executives from advancing to corporate leadership?
A)Lack of significant general management
B)Male stereotyping and preconceptions
C)Inhospitable corporate culture
D)Exclusion from informal networks
Answer: B
Q3) Kotter described management in terms of coping with change and leadership in terms of coping with complexity.
A)True
B)False
Answer: False
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Chapter 3: Leadership Is Developed Through Education and Experience
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Sample Questions
Q1) Double-loop learning is the process of learning something that one already predicted,as in the "self-fulfilling prophecy".
A)True
B)False
Answer: False
Q2) Crediting your own successes to dispositional factors and others' successes to factors in the environment are aspects of
A)Attribution
B)Fundamental attribution error
C)Self-fulfilling prophecy
D)Double-loop learning
Answer: B
Q3) Confronting one's beliefs,inviting others to challenge you and working on personal blind spots are aspects of the process of
A)Attribution
B)Double-loop learning
C)Self-fulfilling prophecy
D)Single-loop learning
Answer: B
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Chapter 4: Assessing Leadership and Measuring Its Effects
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Sample Questions
Q1) Which of the following assessment techniques is a very poor predictor of leadership effectiveness?
A)Job simulation
B)Personality test
C)Job knowledge test
D)Application blank
Q2) An in-depth examination of a leader's behavior in a particular set of circumstances is a(n)
A)Case study
B)Correlational study
C)Experiment
D)Nomothetic study
Q3) A prescriptive principle of leadership based on an experienced leader's opinion is called a
A)Criterion of effective leadership
B)Definition of leadership
C)Maxim of leadership
D)Theory of leadership
Q4) Write a short note on the practice-research gap.
Q5) Describe the differences between maxims and theories of leadership.
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Chapter 5: Power and Influence
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Sample Questions
Q1) When students respond positively to advice or requests from teachers who are well-liked and respected,it can be inferred that the teachers have
A)Expert power
B)Referent power
C)Legitimate power
D)Coercive power
Q2) Compare and contrast the need for power with the motivation to manage.
Q3) Research findings by French and Raven generally indicates that leaders who relied primarily on _____ and _____ power had subordinates who were more motivated and satisfied,were absent less and performed better.
A)Referent;expert
B)Coercive;referent
C)Expert;reward
D)Reward;legitimate
Q4) Power refers to actual behaviors used by one person to influence another.
A)True
B)False
Q5) Describe motivation to manage in terms of six composites.
Q6) Write a short note on the different influence tactics as assessed by the IBQ.
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Chapter 6: Leadership and Values
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Sample Questions
Q1) Illustrate how different generational archetypes interact with each other.
Q2) Describe the differences between instrumental and terminal values and give an example of each.
Q3) 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
Q4) Terrorists may call themselves "freedom fighters," and firing someone may be referred to as "letting him go." This is an example of
A)Moral justification
B)Diffusion of responsibility
C)Euphemistic labeling
D)Advantageous comparison
Q5) Values play a very small role in conflict between groups.
A)True
B)False
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Chapter 7: Leadership Traits
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Sample Questions
Q1) Behavioral manifestations of personality traits are often exhibited with conscious thought.
A)True
B)False
Q2) The roots of the Great Man theory can be traced back to the early 1900s,when many leadership researchers and the popular press maintained that leaders and followers were essentially the same.
A)True
B)False
Q3) Which theory explains the interesting relationships between leader intelligence and experience levels and group performance in stressful versus nonstressful conditions?
A)Strategic contingencies theory
B)Trait theory
C)Leader-member exchange theory
D)Cognitive resources theory
Q4) Write a short note on the seven components of creative intelligence.
Q5) All behavior is under conscious control.
A)True
B)False
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Chapter 8: Leadership Behavior
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Sample Questions
Q1) Building social capital
A)Helps a community decide what needs to be done
B)Is the power of relationships shared between individuals
C)Is engaging a critical mass to take action to achieve a specific outcome
D)Helps a group decide how something needs to be done
Q2) Work facilitation behaviors deal with
A)Leaders acquiring and allocating resources
B)Leaders motivating subordinates to accomplish the task at hand
C)Leaders showing concern for subordinates
D)Leaders minimizing conflicts among followers
Q3) Which of the following statements concerning 360-degree feedback systems is false?
A)Companies that used 360-degree feedback systems had a 10.6 percent decrease in shareholder value
B)Most 360-degree feedback systems are designed to make comparisons between people
C)360-degree feedback are data based and provide good development feedback
D)It provides insight into self-perceptions and others' perceptions of leadership skills
Q4) Write a short note on the Leadership Grid.
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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) Leaders appear to be very good at accurately assessing followers' work values.
A)True
B)False
Q3) Personal inputs refer to
A)Skills
B)Recognition
C)Job satisfaction
D)Personal growth
Q4) Fairness in the workplace makes intuitive sense and is present in many organizations.
A)True
B)False
Q5) List and briefly explain the six steps for improving followers' motivation and performance levels using operant principles.
Q6) Summarize Maslow's hierarchy of needs.
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Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Define group cohesion.List some of the problems if a group becomes too cohesive.
Q2) According to the text,a group is defined as "two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person".Which of the following is an aspect of this definition?
A)An individual can only belong to one group
B)Group members interact with,but do not influence,each other
C)It includes the concept of the one-way nature of influence between leaders,followers and situation
D)It incorporates the concept of reciprocal influence between leaders and followers
Q3) An outsider to a group often is able to learn more about norms than an insider.
A)True
B)False
Q4) The sum of forces that attract members to a group,provide resistance to leaving it and motivate them to be active in it is called
A)Group polarization
B)Social facilitation
C)Group cohesion
D)Punctuated equilibrium
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Page 12
Chapter 11: Characteristics of the Situation
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Sample Questions
Q1) With the Myers-Briggs Type Indicator,judgers prefer activities that are unstructured.
A)True
B)False
Q2) Define the job characteristics of skill variety,task identity and task significance and also describe a job that would be high on each dimension.
Q3) Explain how technological complexity affects the leadership process with examples.
Q4) Acme is a manufacturing firm with a bureaucratic structure,using technology of moderately high complexity.Because management has put off updating equipment,the company now faces a crisis.What type of leadership is needed to oversee the transition to new equipment?
A)Assertive
B)Consultative
C)Flexible
D)Supportive
Q5) Explain how level of authority affects leaders' and followers' behavior.
Q6) Define task interdependence and describe the leadership style for jobs with high interdependence.
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Page 13
Chapter 12: Contingency Theories of Leadership
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Sample Questions
Q1) Which leader behaviors are marked by attention to the competing demands of treating followers equally while recognizing status differentials between the leader and the followers?
A)Achievement-oriented leadership
B)Directive leadership
C)Participative leadership
D)Supportive leadership
Q2) The contingency model of leadership maintains that leaders are flexible in their behavior.
A)True
B)False
Q3) In terms of the four leadership styles of situational leadership,a high task/low relationship behavior is referred to as
A)Delegating
B)Selling
C)Participating
D)Telling
Q4) What are some of the problems with the normative decision model?
Q5) Why have researchers criticized the contingency model?
Q6) Write a short note on follower readiness giving an example.
Page 14
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Chapter 13: Leadership and Change
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Sample Questions
Q1) How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?
Q2) This takes place when followers do no more than abide by the policies and procedures surrounding change requests.
A)Cooperation
B)Compliance
C)Commitment
D)Malicious compliance
Q3) In comparing managers to leaders,which of the following is most likely true?
A)Leadership is concerned with doing the right thing,management is concerned with doing things right
B)Leaders maintain the status quo,managers challenge the status quo
C)Leadership involves maintaining the current state of affairs,whereas management involves changing the way things are
D)Leaders are more likely to take a short-term view,managers are more apt to take a long-term view
Q4) Write a short note on Bass's theory of transformational and transactional leadership.
Q5) How can the C = D x M x P > R model help leadership practitioners?
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