Management Principles Practice Exam
Course Introduction
Management Principles provides an overview of foundational concepts and practices in management, exploring the roles, responsibilities, and skills required of effective managers. The course examines classical and contemporary theories of management, the functions of planning, organizing, leading, and controlling, as well as decision-making processes within organizations. Students will learn about organizational structure, motivation, team dynamics, leadership styles, and ethical considerations. Through case studies and practical applications, the course equips students with the knowledge and tools needed to navigate and address management challenges in diverse organizational settings.
Recommended Textbook Leaders and the Leadership Process Readings Self Assessments 6th Edition by Jon
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L. Pierce
Chapter 1: Introduction to Leadership
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Q1) Describe some of the alternative conceptualizations of leadership. Answer: Part of the difficulty and confusion that is associated with attaching meaning to the concept of leadership stems from the fact that there are a variety of non - mutually exclusive categories to which the concept has been employed. First,from a level of analysis perspective,reference to leadership has been made at the community level,at the industry,and at the organization level,at the small group - work team level,dyadically,and on self-leadership.Leaders are also commonly approached from a stylistic perspective,with references made to autocratic,democratic,servant,people- and task-oriented,and laissez-faire leadership.From a thematic,or issues,perspective,we routinely hear,for example,free world,strategic,ethics,and campaign finance reform leadership. The term leadership has also been employed from the perspective of where the leader comes from,such that we have designated and emergent leaders,formal and informal leaders,and vertical and horizontal leaders.Finally,we occasionally make reference here to coleadership (i.e.,team leadership wherein two or more people simultaneously serve as leader),symbolic leadership (i.e.,the institutalization of symbols as the tools of leadership,such as the leadership provided in absentia by Buddha,Jesus Christ,Muhammad),and strategic leadership.
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Chapter 2: The Leader-Follower Relationship
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Q1) The first test of the leader by the member is usually his/her delegation skills with members.
A)True
B)False
Answer: False
Q2) In-group members are more likely to file grievances than out-group members.
A)True
B)False
Answer: False
Q3) Procedural fairness demonstrates respect for the employee and a valuation of the relationship.
A)True
B)False Answer: True
Q4) When followers believe their leaders have integrity,capability or benevolence,they will be more comfortable engaging in behaviors that put them at risk.
A)True
B)False Answer: True
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Chapter 3: The Leader
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Q1) Judge,Bono,Ilies,and Gerhardt study leader traits and leadership under the categories of performance and:
A)genetics.
B)accomplishments.
C)emergence.
D)power.
Answer: C
Q2) Effective leaders should follow a reactive and corrective approach of leadership.
A)True
B)False
Answer: False
Q3) In past qualitative reviews on the traits of effective or emergent leaders,_____ was the only trait that was cited in a majority of reviews as related to leadership.
A)power-lust
B)honesty
C)self-confidence
D)agreeableness
Answer: C
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Chapter 4: Leadership and the Role of Sex and Gender
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Q1) Traditionally,differences in leadership emergence have been studied in feminine contexts.
A)True
B)False
Q2) One result of the Kent and Moss study was that when multiple emergent leaders were allowed,androgynous group members emerged instead of masculine group members.
A)True
B)False
Q3) In view of the findings of the meta-analysis conducted by Eagly,Karau,and Makhijani,which of the following is a job category in which women do worse than men?
A)Military jobs
B)Teaching
C)Governmental jobs
D)Social service
Q4) Gender roles are dictated by the biological sex and physical characteristics of an individual.
A)True B)False
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Chapter 5: Leader Emergence
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Q1) Emergent leadership results from an interaction between:
A)the different leadership approaches and styles.
B)various people in the organization and the resulting conflicts.
C)the sociological needs and the intrinsic needs of individuals.
D)the situational needs for certain knowledge,skills,and abilities,and the individual's knowledge,skills,and abilities.
Q2) _____ behaviors are directed toward alleviating team members' task accomplishment concerns and are instrumental in guiding the group in the achievement of its goals.
A)Task-focused
B)Person-oriented
C)Socioemotional
D)System-focused
Q3) Power is shared in organizations; and it is shared out of concern for principles of organizational development more than out of necessity.
A)True
B)False
Q4) What are the implications for the management of power in organizations?
Q5) Discuss power sharing and the impact of power sharing in organizations.
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Chapter 6: Leadership As an Influence Process
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Q1) Discuss the relationship between leader behavior and group drive based on Zander's suggestions.
Q2) Which of the following refers to one of the strongest relationships with follower satisfaction?
A)Negative relationship of follower satisfaction with contingent reward behavior.
B)Positive relationship of follower satisfaction with noncontingent punishment behavior.
C)Contingent reward behavior's positive relationship with followers' trust in their leader.
D)Contingent reward and its negative relationship with organizational commitment.
Q3) Coercive power and reward power are similar in that they both involve a leader's ability to manipulate the attainment of valences.
A)True
B)False
Q4) Discuss the influence and power exerted by leaders on subordinates.
Q5) What are the various bases for legitimate power?
Q6) How does self-sacrificial behavior impact the effectiveness of leadership?
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Chapter 7: Leadership and Leader Behaviors
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Q1) Behaviors that initiate action,keep members' attention on the goal,develop a procedural plan,evaluate the quality of work done,and make expert information available are called:
A)goal achievement functions.
B)group maintenance functions.
C)objective attainment behaviors.
D)group interaction facilitation behaviors.
Q2) Work situations in business organizations in a technologically advanced society typically involve a comparatively small number of persons who receive direction from one person.This is the basic unit of industrial society and has been called the:
A)organizational family.
B)task group.
C)quality circle.
D)traditional team.
Q3) Explain the two sets of group functions,on the basis of which Cartwright and Zander at the Research Center for Group Dynamics described leadership?
Q4) What is self-sacrifice? How is it related to leadership?
Q5) What are the major points discussed in the Leader-member exchange theory?
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Chapter 8: Contingency and Path-Goal Theories of Leadership
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Q1) Explain the effects of inconsistent relationships between the behaviors that leaders engage in.
Q2) Leader directiveness has a positive correlation with satisfaction and expectancies of subordinates who are engaged in:
A)ambiguous tasks.
B)explicit tasks.
C)tasks with definite goals.
D)structured jobs.
Q3) One of the myths that the Fiedler article discredits is the idea that some men are born leaders and that neither training,experience,nor conditions can materially affect leadership skills.
A)True
B)False
Q4) According to Robert J.House and Terence R.Mitchell's path-goal model,role ambiguity calls for participative leadership to clarify the path to performance.
A)True
B)False
Q5) Briefly explain the contingency model of leadership.
Q6) What are the general propositions of the path-goal theory?
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Chapter 9: Leadership in the Cross-Cultural Context
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Q1) In a culture with low fatalism,people tend to believe that achieving success or avoiding failure:
A)depends on their own efforts and actions.
B)is the collective responsibility of team members.
C)is dependent on the leader of the group.
D)depends on the cultural values and system.
Q2) Anderson is a manager who attaches great importance to achievement and assertiveness.He provides high importance to goals such as achievement,motivation,assertiveness,and admiration for the strong.It is very likely that Anderson belongs to a society with a:
A)high feminine culture.
B)collectivist culture.
C)high masculinity culture.
D)fatalistic culture.
Q3) Explain the time orientation dimension of cultural differences.Provide examples.
Q4) What is inference-based perception? What are the two types of inference-based perception processes?
Q5) What is power distance? What are the characteristics of low PD societies and high PD societies?
Q6) Discuss the implications of cultural influences in leadership.
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Chapter 10: Followers and the Leadership Process
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Q1) Most empirical studies seem to conceptualize and measure _____ as an expectation or belief that one can rely on another person's actions and words and/or that the person has good intentions toward oneself.
A)collaboration
B)orientation
C)trust
D)locus of control
Q2) In which view of leadership does the leader give benefits to followers,who reciprocate through heightened esteem for and responsiveness to the leader?
A)Charismatic view
B)Traditional view
C)Servant view
D)Transactional view
Q3) According to Sanford,who will become leader will depend on the pattern of follower needs and the level of submissiveness of the follower.
A)True
B)False
Q4) Explain the concept of "idiosyncrasy credit" (IC) model of leadership.
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Chapter 11: Leadership Style
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Q1) Employees with high _____ will be the most positively influenced by participation.
A)value for control
B)authoritarianism
C)needs for independence
D)achievement orientation
Q2) Climate has traditionally been defined as a(n):
A)affective construct.
B)specific construct.
C)cognitive construct.
D)descriptive construct.
Q3) In the study conducted by Miller and Monge,a substantial difference was observed between field and laboratory studies.One reason for this could be that the laboratory studies typically involved:
A)complex and well-structured tasks and functions.
B)complex tasks that required intense study.
C)informal and freely defined tasks.
D)a simple and well-defined manipulated task.
Q4) Differentiate between affective models of participative effects and contingency models of participative effects.
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Chapter 12: Substitutes for Leadership
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Q1) _____ generally have a considerably stronger relationship than leader behaviors with employee attitudes,role perceptions,and behaviors.
A)Rewards
B)Punishments
C)Substitutes
D)Neutralizers
Q2) The existence of written work goals,guidelines,and ground rules may serve as _____ for leader-provided coordination under certain conditions.
A)substitutes
B)sources
C)enhancers
D)moderators
Q3) Explain the concept of self-leadership.
Q4) Explain the effects of the following substitutes of leadership based on the meta-analysis by Podsakoff,MacKenzie,and Bommer: (1) Role ambiguity (2) Role conflict (3) Altruism.
Q5) Briefly explain the idea of substitutes of leadership.
Q6) Distinguish between direct and indirect leader behavior effects.
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Chapter 13: Charismatic Leadership
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Q1) Which of the following terms refers to the degree to which an individual can influence strategic,administrative,and operating outcomes at work?
A)Impact
B)Competence
C)Self-efficacy
D)Self-determination
Q2) Social attraction as the basis for susceptibility to charismatic leadership is likely to be particularly relevant in the case of followers with an individualistic orientation.
A)True
B)False
Q3) _____ refers to self-efficacy specific to the role and is analogous to agency beliefs,personal mastery,and effort-performance expectancy.
A)Impact
B)Competence
C)Consideration
D)Self-determination
Q4) Briefly describe the effects of charismatic leadership.
Q5) Briefly describe the leader-member exchange (LMX) approach to leadership.
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Chapter 14: Transformational Leadership
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Q1) Leadership researchers Walumbwa,Wang,Lawler,and Shi,see transformational leadership producing its outcomes through a ___________ effect.
A)transformational
B)situational
C)group-level
D)relational
Q2) It is reasonable to expect that factors other than collective efficacy may mediate the relationship between transformational leadership and work attitudes.
A)True
B)False
Q3) Leadership researchers Fred O.Walumbwa,Peng Wang,John Lawler,and Kan Shi demonstrate that transformational leadership leads to an increase in the strength of the collective efficacy among the transformational leader's followers.
A)True
B)False
Q4) Vision is not important to the leadership dimension.
A)True
B)False
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Chapter 15: The Negative Dark Side of Leadership
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Q1) A common leadership problem that leads to failed vision is an inability to detect important changes in markets.
A)True
B)False
Q2) _____ leaders are usually unconventional advocates of radical reform who often alienate others in the organization,including their own bosses.
A)Charismatic
B)Transactional
C)Autocratic
D)Impulsive
Q3) Leaders enjoy the limelight too much to share it.This leads to the creation of _____ when they ultimately depart.
A)a motivation drain
B)a brain drain
C)a management vacuum
D)a leadership vacuum
Q4) Explain the five styles into which followers are classified in Kelly's model of follower behavior.
Q5) Explain how a leader can become a pyrrhic victor.
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Chapter 16: Positive Leadership
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Q1) Altruistic calling and emotional healing are the only two components of servant leadership identified by researchers Barbuto and Wheeler.
A)True
B)False
Q2) _____ have evolved as structures or forms designed to support and perpetuate specific beliefs or dogmas about spiritual matters.
A)Cultures
B)Co-operative societies
C)Religions
D)Social communities
Q3) The members of corporate spiritual communities created by leaders avoid taking risks to attain desired personal and group goals.
A)True
B)False
Q4) has been defined as having an ethical component.
A)True
B)False
Q5) Discuss the factors that influence the importance of ethical leadership.
Q6) Explain the social learning perspective on ethical leadership.
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Chapter 17: Prologue
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Q1) Science is not the only way of knowing information as it does not answer all our questions.
A)True
B)False
Q2) Homer's Odyssey teaches us that:
A)it is better to be feared than hated.
B)we should evaluate our own journey into self-awareness and self-development.
C)leadership had not yet evolved during the classical era.
D)the role of intuition is integral in the leadership process.
Q3) ______ means consistent and predictable.
A)Soundness
B)Validity
C)Legitimacy
D)Reliability
Q4) Odysseus spent _____ trying to return to his homeland.
A)ten weeks
B)two years
C)six years
D)over 10 years
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Chapter 18: Epilogue Does Leader-Imposed Leadership
Really Make a Difference
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Q1) Thomas concluded that in terms of leader effectiveness:
A)the impact of leadership depends upon the situation and context.
B)leaders have a trivial effect on organizations.
C)additional research is needed before we can offer a general assessment of the impact of leadership.
D)leaders have a significant effect on organizations.
Q2) Leadership researcher House cites evidence that leaders produce no change in organizational structure.
A)True
B)False
Q3) Richard Hall,Jeffrey Pfeffer & Gerald R.Salancik are _____ who argue that situations generally place such strong constraints upon organizational leaders that it is virtually impossible for them to significantly affect the behavior of the organization.
A)pessimists
B)contextualists
C)constructionists
D)psychologists
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