Leadership Theory and Practice Study Guide Questions
Course Introduction
Leadership Theory and Practice explores the foundational concepts, models, and contemporary approaches to effective leadership within organizations and society. The course examines a range of leadership theories, including trait, behavioral, contingency, transformational, and situational models, integrating academic research with real-world application. Students assess individual and group leadership styles, develop self-awareness, and engage in practical exercises aimed at enhancing critical thinking, communication, and ethical decision-making skills. Case studies and experiential learning activities provide opportunities to analyze leadership challenges and implement strategies that foster collaboration, innovation, and organizational success across diverse contexts.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 7th Edition by Richard L. Hughes
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Chapter 1: What Do We Mean by Leadership
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Q1) Being a leader is either in one's genes or not. Which of the following statement is true?
A)Innate factors more than formative experiences influence leadership.
B)Leadership is either innate or acquired, not both.
C)Typically most individuals can be categorized based on their innate qualities as leaders and non-leaders.
D)Each person can make the most of leadership opportunities he or she faces.
Answer: D
Q2) What best describes the leader-follower relationship?
A)The relationship is a one-way street.
B)Leadership and followership are the same thing.
C)Leadership and followership merge and are linked concepts.
D)It is based on the idea of 'one-man leadership'.
Answer: C
Q3) Formal study and learning from experience are mutually exclusive.
A)True
B)False
Answer: False
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Chapter 4: Power and Influence
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Q1) 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.
Q2) Contrast an effective and ineffective leader using the concepts of influence tactics.
Q3) A leader is in the best position to use "hard" influence tactics such as legitimizing and pressure tactics after developing a strong base of referent power.
A)True
B)False
Q4) 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.
Q5) Compare and contrast the need for power with the motivation to manage.
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Chapter 5: Values, Ethics, and Character
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Q1) Leaders who pull people together on the basis of shared beliefs and a common sense of organizational purpose and belonging
A)are consistent.
B)demonstrate empathy.
C)have a compelling vision.
D)have strong integrity.
Q2) Leaders who demonstrate empathy with us
A)pull people together on the basis of shared beliefs.
B)show they understand the world as we see and experience it.
C)have common sense of organizational purpose and belonging.
D)demonstrate their commitment to higher principles through their actions.
Q3) Write a short note on how Gen Xers' values impact the leadership process at work.
Q4) Authentic leadership is founded in
A)consistency between values, beliefs and actions.
B)the Greek philosophy, "to thine own self be true."
C)interacting independent of other's expectations of them.
D)All of the above
Q5) According to Darley, what, ethically, should one do when one is part of a performance measurement system?
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) All if the following are guidelines for effectively management stress to prevent it from becoming excessive except for
A)monitoring your own and your followers' stress levels.
B)identifying the cause of the stress.
C)avoiding exercise late in the day.
D)learning to relax.
Q2) What is the most important step in conducting a meeting?
A)List the objectives.
B)Determine if it is necessary.
C)Develop a plan for attaining objectives.
D)Make it convenient for all participants.
Q3) Identify and briefly describe the two components of building trust.
Q4) Leaders in the second quadrant of the credibility matrix may be joining the company from an entirely different industry.
A)True
B)False
Q5) Write a brief description of the steps involved in the systems view of communication and provide an example of what each step entails.
Q6) Briefly describe the components of credibility.
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Chapter 9: Motivation, Performance, and Effectiveness
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Q1) Which of the following effects are the result of a leader's implicit and explicit expectations about goal accomplishment?
A)The Goal-setting Effect
B)The Pygmalion Effect
C)The Self-Serving Bias
D)The High-Expectation Effect
Q2) Which of the following would be an example of a non-contingent reward?
A)An annual performance bonus check.
B)A monthly salary check.
C)A monthly commission check.
D)None of these are non-contingent rewards.
Q3) List and briefly explain the six steps for improving followers' motivation and performance levels using operant principles.
Q4) According to Maslow's Hierarchy of Needs, which is the lowest level need?
A)Belongingness needs
B)Esteem needs
C)Physiological needs
D)Security needs
Q5) Explain organizational citizenship behaviors with examples.
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Chapter 10: Satisfaction, Engagement, and Potential
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Q1) Social contact is better satisfied by organizations than by groups.
A)True
B)False
Q2) ____________ refers to any time people increase their level of work due to the presence of others.
A)Social facilitation
B)Individual anonymity
C)Social loafing
D)Groupthink
Q3) Define group norms and their function.
Q4) An outsider to a group often is able to learn more about norms than an insider.
A)True
B)False
Q5) The phenomenon of reduced effort by people when they are not individually accountable for their work is referred to as
A)process loss.
B)social loafing.
C)group polarization.
D)group dynamics.
Q6) Define role conflict and describe at least three types of conflict.
Page 12
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Chapter 11: Groups, Teams, and Their Leadership
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Q1) Which of the following statements concerning the Rocket Model of Team Effectiveness is accurate?
A)When building a new team, the first thing a leader must do is clarify the team's purpose and goals, set team performance standards, and ensure that individual team member goals are aligned with the team's goals.
B)When building a new team, the first thing a leader must do is select the right kind of people.
C)When building a new team, the first thing a leader must do is build buy-in for the program.
D)When building a new team, the first thing a leader must do is establish expected norms.
Q2) A person could potentially have good ___________ skills and still have poor feedback skills.
A)communication
B)listening
C)assertiveness
D)all of the above
Q3) List and describe using examples the characteristics of a good goal.
Q4) Briefly describe the notion of providing constructive feedback.
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Chapter 12: Skills for Developing Others
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Sample Questions
Q1) Define task interdependence and describe the leadership style for jobs with high interdependence.
Q2) Organizational climate is partly a function of organizational culture.
A)True
B)False
Q3) When there is a known procedure for accomplishing a task, rules governing how one goes about it and if these rules are followed, there is one result. These features characterize a(n)
A)task autonomy.
B)structured task.
C)unstructured task.
D)task interdependence.
Q4) Researchers advocating the situational viewpoint believed leaders were made, not born.
A)True B)False
Q5) Solving a morale problem exemplifies a structured task.
A)True
B)False
Q6) Explain how organizational culture impacts organizational climate.
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Chapter 13: The Situation
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Q1) What should leaders first assess in order to apply the situational leadership model?
A)The level of task and relationship behavior that has the best chance of producing successful outcomes.
B)The readiness level of the follower relative to the task to be accomplished.
C)The follower's current level of readiness and then determining the leader behavior that best suits the follower in that task.
D)The behavior pattern that would fit the follower if that follower were one level higher in readiness.
Q2) The delegating leadership style has
A)high task/low relationship behavior.
B)low task/low relationship behavior.
C)high task/high relationship behavior.
D)low task/high relationship behavior.
Q3) The situational leadership theory is a useful way for getting leaders to think about how leadership effectiveness may depend somewhat on being flexible with different subordinates.
A)True
B)False
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Chapter 14: Contingency Theories of Leadership
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Q1) Which of the following statements is true?
A)Transactional leaders are always controversial.
B)All transformational leaders are charismatic.
C)All charismatic leaders are transformational.
D)Transactional leaders are also adept at reframing issues.
Q2) This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan.
A)Amount of change
B)Dissatisfaction
C)Resistance
D)Process
Q3) This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.
A)Supportive
B)Transactional
C)Transformational
D)Participative
Q4) Write a short note on Bass's theory of transformational and transactional leadership.
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Chapter 15: Leadership and Change
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Q1) According to research, between 50-90 percent of all new businesses fail within five years due to
A)insufficient capital.
B)managerial incompetence.
C)location.
D)lack of planning.
Q2) Only competent managers have high levels of situational awareness.
A)True
B)False
Q3) The Dr. Gordy test is used to determine the level of incompetence among persons in positions of authority.
A)True
B)False
Q4) Contrast episodic managerial incompetence and chronic managerial incompetence.
Q5) What is cited as one of the primary reasons for CEO failure?
A)Making poor decisions concerning which markets to pursue
B)Problems developing a vision or strategy for the company
C)People problems
D)Failure to keep promises, commitments or deadlines
Q6) Briefly contrast bad leadership with managerial incompetence.
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Chapter 16: The Dark Side of Leadership
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Sample Questions
Q1) Which of the following is not a component of the leadership vision?
A)Ideas
B)Edge
C)Operating principles
D)Expectations
Q2) Researchers have determined that conflict always has a negative effect on the team.
A)True
B)False
Q3) The two components that make up capabilities are training and goal setting.
A)True
B)False
Q4) Fisher and Ury offered several tips for successful negotiation. Name and briefly describe those tips.
Q5) Name and describe the components of the model of performance commonly used to diagnose performance problems.
Q6) Winning a negotiation at your counterpart's expense will usually result in a long-term gain.
A)True
B)False
Page 18
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