Management Principles
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Course Introduction
Management Principles is a foundational course that introduces students to the core concepts, theories, and functions of management within organizations. Emphasizing planning, organizing, leading, and controlling, the course explores the roles and responsibilities of managers in achieving organizational objectives. Students will examine various management styles, decision-making processes, and effective communication strategies, as well as learn about motivation, team dynamics, and ethical considerations in the workplace. Through case studies and real-world examples, the course equips learners with essential skills to analyze managerial problems and develop effective solutions in diverse business environments.
Recommended Textbook Leadership Theory and Practice 8th Edition by
Peter G. Northouse
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Chapter 1: Introduction
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Sample Questions
Q1) The primary functions of management are ______.
A) planning, organizing, staffing, and controlling
B) forming, storming, norming, and reforming
C) building, breaking down, rebuilding, and maintaining
D) ruling, listening, adapting, and adjusting
Answer: A
Q2) Chief executive officers of any company have ______.
A) legitimate power
B) referent power
C) expert power
D) personal power
Answer: A
Q3) Which of the following is most accurate about leaders and followers?
A) followers need leaders, but leaders do not need followers
B) leaders have an ethical responsibility to followers
C) leaders do not initiate relationships with followers
D) followers are not part of the leadership equation
Answer: B
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Chapter 2: Trait Approach
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Q1) Which of the Big Five personality factors means the tendency to be anxious,vulnerable,or depressed?
A) extraversion
B) determination
C) conscientiousness
D) neuroticism
Answer: D
Q2) The underlying premise of emotional intelligence's impact on leadership is ______.
A) intelligence is the most essential part of leadership
B) sensitivity to personal emotions is most important to positive leadership
C) understanding one's own and others' emotions provides a base for impactful leadership
D) emotional intelligence has minimal impact on effective leadership
Answer: C
Q3) Name the five personality traits known as the Big Five Personality Factors.
Answer: Openness,Conscientiousness,Extraversion,Agreeableness,Neuroticism
Q4) Name the five major traits identified in the Northouse text as those centrally associated with leadership.
Answer: Intelligence,Self-Confidence,Determination,Integrity,Sociability
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Chapter 3: Skills Approach
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Q1) The research Katz completed for his article describing the skills of an effective administrator ______.
A) was quantitative research
B) was qualitative research
C) was a meta-analysis of skills research
D) was research focused on traits of leaders
Answer: B
Q2) According to the skills model,performance outcomes are affected by ______.
A) followers' career paths
B) the leader's experiences
C) subordinate expectations
D) research methods
Answer: B
Q3) The ideas and mental abilities that people learn through experiences can best be described as ______.
A) crystallized cognitive ability
B) motivation
C) career experiences
D) general cognitive ability
Answer: A
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Chapter 4: Behavioral Approach
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Sample Questions
Q1) Relationship behaviors ______.
A) facilitate goal accomplishment
B) focus on personal advantage for the leader
C) help group members feel comfortable with one another
D) provide structure
Q2) The behavioral approach is being applied when a corporate trainer ______.
A) administers an Emotional Intelligence test to match leaders and followers
B) gives a motivational speech to the executive team to boost morale
C) uses assessments to help leaders discover their relative focus on goals vs. people
D) offers employees an in-depth look at their personality traits for behavioral improvement
Q3) Considering Blake and Mouton's Leadership Grid,what variable is along the x-axis?
Q4) Which approach describes how leaders act?
A) trait
B) skills
C) leader-member exchange
D) behavioral
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Chapter 5: Situational Approach
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Q1) Early versions of the SLII model,developmental levels of followers were referred to as ______.
A) confidence or openness
B) readiness or maturity
C) social judgment or emotionality
D) skills or traits
Q2) The highly competent,highly committed follower benefits from ______.
A) a leader who provides a high level of support
B) a leader who directs tasks carefully
C) a leader who stays out of the day-to-day tasks and provides low levels of support
D) a leader who is both a cheerleader and authoritarian
Q3) Once a group has established a plan of action toward achieving its goals,the supervisor allows the group to carry out the plan with little to no involvement.This is an example of ______.
A) directing style
B) delegating approach
C) supporting approach
D) coaching approach
Q4) Give an example of a directive behavior and an example of a supportive behavior.
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Chapter 6: Path-Goal Theory
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Q1) In work settings where the formal authority system is weak,leadership becomes a tool that helps subordinates by making the rules and work requirements clear.
A)True
B)False
Q2) The researcher who consistently studied path-goal theory from the 1970s to 1990s is
A) Bass
B) Hersey
C) Vroom
D) House
Q3) Path-goal theory supports the idea that ______.
A) leaders should be fair by treating all followers the same way B) followers should take the primary role in the leadership process
C) leaders should give followers what is missing in their environment
D) followers should expect leaders to inspire them with lofty goals
Q4) How can a leader's style affect a follower's motivation?
Q5) Prior to the introduction path-goal theory,studies of leadership examined leaders and,to a lesser extent,followers.What new element did path goal theory introduce to the study of leadership?
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Chapter 7: Leadermember Exchange Theory
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Q1) David's boss Jerome allows David to park in his reserved corporate parking space when Jerome is out of the country on business.David most likely ______.
A) is part of the company's out-group
B) has a high-quality relationship with his boss
C) gets little feedback about his performance
D) does not do extra work beyond his job description
Q2) During the mature partnership phase of leadership making,______.
A) roles are tested
B) exchanges are medium quality
C) influences are mixed
D) interests are group focused
Q3) Leadership making is a process that aims to ______.
A) make all workers in an organization into leaders
B) create networks of strong partnerships that will benefit the organization
C) link out-group members together in solidarity
D) debunk LMX theory so that workplaces become more inclusive
Q4) LMX theory has been studied from various perspectives over the past 40 years.Briefly describe the three major stages of LMX theory development.
Q5) What are two characteristics of in-group relationships?
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Chapter 8: Transformational Leadership
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Q1) Which researcher extended House's work on transformational leadership?
A) Burns
B) Stogdill
C) Bass
D) Greenleaf
Q2) Research on transformational leadership ______.
A) is no longer being conducted
B) is relatively sparse in modern times
C) is prolific in modern times
D) dates back to 1930
Q3) Idealized influence focuses on the exchanges that occur between leaders and their followers.
A)True
B)False
Q4) Explain why some researchers have predicted that transformational leadership may be less effective with Millennials.Do you agree with those predictions? Explain.
Q5) Transformational leadership views leaders as social architects.
A)True
B)False
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Chapter 9: Authentic Leadership
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Q1) Which viewpoint defines authentic leadership as a reciprocal process?
A) intrapersonal
B) interpersonal
C) developmental
D) fundamental
Q2) Multiple factors influence authentic leadership.Which of these factors is a cognitive process of looking at situations with favorable expectations of the future?
A) balanced processing
B) optimism
C) a critical life event
D) a positive psychological attribute
Q3) What is the factor in authentic leadership that describes major events that shape people's lives?
A) resilience
B) critical life events
C) balanced processing
D) confidence
Q4) How would a follower be able to identify,and perhaps identify with,a leader who is using authentic leadership?
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Chapter 10: Servant Leadership
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Q1) Servant leadership is one of the only leadership models to incorporate ______.
A) social justice
B) leader attributes
C) one-on-one relationships
D) outcomes
Q2) Explain the process of how servant leadership works.
Q3) Give a specific example of putting followers first.
Q4) Liden's servant leadership model is "trait-like" in that ______.
A) leader behaviors are identified
B) leader attributes are part of the antecedent conditions
C) humility is a consistent servant leadership factor
D) identifying leader traits is an outcome of servant leadership
Q5) Our team feels a sense of unity and relatedness that helps us identify with the greater value of our organization because our leader's use of which characteristic of a servant leader?
A) stewardship
B) building community
C) commitment to the growth of people
D) awareness
Q6) Why might some subordinates not want to work with servant leaders?
Page 12
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Chapter 11: Adaptive Leadership
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Q1) Why is the term "follower" used infrequently in writings about adaptive leadership?
A) it is a derogatory term
B) follower implies a submissive role
C) it lessens the role of the leader
D) adaptive leadership theory is not concerned with followers
Q2) The overall goal of adaptive leadership is to ______.
A) encourage people to change
B) support leadership roles
C) adapt to the subordinate characteristics
D) encourage people to adapt to their leader
Q3) According to adaptive leadership theory,who solves adaptive challenges?
A) employees
B) leaders and followers
C) leaders
D) the organization
Q4) What happens in the holding environment of adaptive leadership?
Q5) Give an example of an adaptive challenge.
Q6) Describe the difference between "Get on the Balcony" and "Identify Adaptive Challenges."
Page 13
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Chapter 12: Followership
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Q1) According to Chaleff,followers need to have the ______ to support and to challenge the leader.
A) skills
B) intelligence
C) critical mass
D) courage
Q2) The impact of followers on organizations ______.
A) has not been studied or scrutinized until recently
B) has been empirically proven to drive organizational outcomes
C) has resulted in many volumes of published literature
D) has historically received more attention than the impact of leaders
Q3) The most recognized followership typology has been offered by ______.
A) Kelley
B) Kellerman
C) Heifetz
D) Chaleff
Q4) Name two psychological factors that explain why some people are susceptible to following destructive leaders.
Q5) The word "leader" is not used in the textbook's definition of followership.Why not? Explain your thinking.
Page 14
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Chapter 13: Leadership Ethics
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Q1) Group norms affect my moral decisions because I want to be seen as "good." I am at what stage of moral development?
A) social contract and individual rights stage
B) individualism and exchange stage
C) interpersonal accord and conformity stage
D) maintaining social order stage
Q2) Research on ethics and the Millennial generation underscores the notion that ______.
A) older workers and younger workers have virtually the same values
B) younger workers have not had a developmental opportunity to consider morals
C) ethical perspectives have remained static for hundreds of years
D) ethical perspectives can change over time and research needs to keep up
Q3) Burns's perspective on ethical leadership stems from his work in which other theory?
A) leader-member exchange
B) transformational
C) adaptive
D) servant
Q4) While ethical behavior is important for everyone in an organization,why is it especially important for leaders?
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Chapter 14: Team Leadership
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Q1) Internal task leadership actions include all of the following except ______.
A) collaborating
B) goal focusing
C) structuring for results
D) organizing
Q2) Negotiating upward to secure necessary resources,support,and recognition for the team is an example of ______.
A) an external environmental leadership action
B) a relational external leadership action
C) a task internal leadership action
D) a relational internal leadership action
Q3) The team leadership model has been criticized for ______.
A) only applying to non-profit organizations
B) failing to recognize external environmental factors
C) being overly complex
D) ignoring the idea that leadership can be shared
Q4) The team leadership model provides the leader or a designated team member with a mental road map to diagnose team problems.
A)True
B)False
Page 16
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Chapter 15: Gender and Leadership
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Q1) Research on transformational leadership did not find that ______.
A) all four components of transformational leadership are positively related to leadership effectiveness.
B) men tend to engage in more contingent reward behavior than women.
C) women tend to engage in more contingent reward behavior than men.
D) men's styles tend to be less transformational than women's.
Q2) Research has found that gender bias and leadership ______.
A) is overt
B) is subtle
C) is predominantly masculine
D) is predominantly feminine
Q3) In the "promoting leadership effectiveness" model,what is a listed goal at the interpersonal level?
A) decreasing gender stereotypes
B) organizational changes
C) using effective leadership styles
D) gender equity in domestic responsibilities
Q4) What evidence is there for the existence of a glass ceiling?
Q5) Name the four levels at which leadership effectiveness can be promoted for women.
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Chapter 16: Culture and Leadership
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Q1) Which of the following is not one of behaviors associated with self-protective leadership?
A) conflict inducing
B) procedural
C) status conscious
D) autonomous
Q2) Which cluster of cultures in the GLOBE studies have high scores on humane orientations and are generally very concerned for and sensitive to others?
A) Latin America
B) Sub-Saharan Africa
C) Germanic Europe
D) Eastern Europe
Q3) The power distance cultural dimension is concerned with the way cultures are stratified to create unequal levels between groups of people.The levels of stratification are based on all of the following except ______.
A) prestige
B) status
C) spontaneity
D) wealth
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