Nonprofit Leadership Exam Review
Course Introduction
Nonprofit Leadership examines the unique challenges and opportunities inherent in managing organizations within the nonprofit sector. The course focuses on principles and practices of effective leadership, including strategic planning, governance, ethical decision-making, volunteer management, and stakeholder engagement. Students will explore the roles of mission, vision, and values in guiding organizational direction, as well as the skills required to inspire and mobilize diverse teams. Through case studies and practical applications, this course prepares students to become effective leaders capable of navigating the complex environments and social responsibilities associated with nonprofit organizations.
Recommended Textbook Leaders and the Leadership Process Readings Self Assessments 6th Edition by Jon L. Pierce
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Chapter 1: Introduction to Leadership
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Q1) Leadership,like other social phenomena,is socially constructed through _____,emerging as a result of the constructions and actions of both leaders and led.
A)subjugation
B)interaction
C)election
D)trickery
Answer: B
Q2) From a sociological perspective,the leadership process is fluid and not static in nature.
A)True
B)False
Answer: True
Q3) One of the deficiencies of the older approach to leadership was its acceptance of: A)"leader" as a relatively homogeneous role.
B)the follower as a decisive member.
C)the environment as a dynamic factor.
D)the importance of the situational context.
Answer: A
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Chapter 2: The Leader-Follower Relationship
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Q1) Participative decision making may send a message that the leader enacting the program has confidence in,and concern and respect for,the subordinate.
A)True
B)False
Answer: True
Q2) Out-group members are more likely to focus on procedural justice rather than on distributive justice.
A)True
B)False
Answer: False
Q3) From a distributive justice perspective,LMX is _____ based.
A)performance
B)equity
C)status
D)power
Answer: B
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Chapter 3: The Leader
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Q1) Walter Mischel made the observation that personality expresses itself behaviorally more strongly in weak situations as opposed to strong situations.
A)True
B)False
Answer: True
Q2) Achievement motivation,ambition,energy,tenacity,and initiative are five aspects of:
A)honesty/integrity.
B)the desire to lead. C)drive.
D)cognitive ability.
Answer: C
Q3) 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
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Chapter 4: Leadership and the Role of Sex and Gender
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Q1) In an initiating-structure task condition,the participants engage in a:
A)problem-solving task called "Lost in Summer Camp."
B)task in which participants are told a story and asked to rate the story based on its relevance.
C)manufacturing game associated with a predominant leadership style of initiating structure.
D)consensus-building task and are asked to rank order 10 items in order of importance.
Q2) Russell L.Kent and Sherry E.Moss examined the effects of sex and noted that women are slightly more likely to emerge as leaders than are men.
A)True
B)False
Q3) Gender roles are dictated by the biological sex and physical characteristics of an individual.
A)True
B)False
Q4) Explain the concept of gender.How is it related to sex?
Q5) What was the major finding of the study conducted by Eagly and Johnson?
Q6) Discuss the effect of task type on leadership emergence.
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Chapter 5: Leader Emergence
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Q1) The leader-follower relationship is not affected by group consent.
A)True
B)False
Q2) The key manipulation in an experiment with problem-solving groups by Hollander was:
A)nonconformity by the confederate.
B)referent power of the group.
C)status of the confederate.
D)gender imbalance in the group.
Q3) _____ refers to status as a summative consequence of being perceived by others as contributing to the group's task and living up to expectancies applicable at any given time.
A)Strategic contingency
B)Socioeconomic status
C)Membership character
D)Idiosyncrasy credit
Q4) The degree of entrenchment in the leader position is a function of the working relationship alone.
A)True
B)False
Page 7
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Chapter 6: Leadership As an Influence Process
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Q1) According to studies,instrumental leader behavior exerted its greatest influence in small groups,while supportive leader behavior had particularly strong effects on group processes in large groups.
A)True
B)False
Q2) The addition of a piecework rate in a factory as an incentive to increase production is an example of _____ power.
A)referent
B)legitimate
C)coercive
D)reward
Q3) Sociologist Amitai Etzioni suggested that referent power commonly produces resistance,which eventually leads to alienation.
A)True
B)False
Q4) Accepting an attorney's advice on legal matters is a common example of legitimate power.
A)True
B)False
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Chapter 7: Leadership and Leader Behaviors
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Q1) Self-sacrificial leadership:
A)is positively related to criteria of leadership effectiveness.
B)could cause reduced employee motivation.
C)could send wrong messages to employees about the benefits of the job.
D)would fail to link followers' sense of identity to common goals.
Q2) The Fleishman and Harris study examined the relationship between consideration and initiating structure and found that the average correlation is:
A)negative and is relatively weak.
B)positive but is relatively weak.
C)positive and relatively strong.
D)negative and relatively consistent.
Q3) Behavior that initiates action,keeps members' attention on the goal,develops a procedural plan,evaluates the quality of work done,and makes expert information available is referred to as goal achievement function.
A)True
B)False
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) The path-goal approach has its roots in a more general motivational theory called the:
A)hygiene theory.
B)ERG theory.
C)expectancy theory.
D)equity theory.
Q2) According to Fiedler's study,to improve leadership performance,we can either change the leader by training or change the:
A)leader's leadership situation.
B)context of evaluation.
C)follower.
D)performance targets.
Q3) Smircich and Morgan define leadership as a product of:
A)desirable traits and behaviors of an individual.
B)the inherent skills and abilities of a manager or leader.
C)an interaction between the situation,the leader,and the followers.
D)interpersonal and intergroup conflicts in an organization.
Q4) Briefly explain the contingency model of leadership.
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Q5) What are the two contingency variables associated with the path-goal theory? Explain these variables.
Chapter 9: Leadership in the Cross-Cultural Context
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Q1) Which of the following is an exemplary country which has the highest degree of masculinity,strong uncertainty avoidance,large power distance,moderate collectivism,and high fatalism?
A)Hong Kong
B)The United States
C)The United Kingdom
D)Japan
Q2) The existence of large hierarchical differences typically indicates the existence of large power distance in a society.
A)True
B)False
Q3) In masculine cultures,the quality of life,interpersonal relationships,and concern for the weak are dominant values.
A)True
B)False
Q4) In societies with low power distance,the relationship between the leader and the followers tends to be perceived as equal.
A)True
B)False
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Chapter 10: Followers and the Leadership Process
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Q1) In one view,transformational leadership can be seen as an extension of _____ leadership with greater leader intensity and follower arousal.
A)servant
B)transactional
C)authoritarian
D)participative
Q2) _____ occurs when the role of the leader is neither functionally significant nor clearly defined.
A)Leadership by objectives
B)Leadership by default
C)Leadership by design
D)Accidental leadership
Q3) When a high-level leader-member exchange relationship exists:
A)the leader completely delegates his responsibilities to suitable subordinates.
B)followers perceive themselves as having a good working relationship with their leader.
C)leaders and followers enjoy the same level of power and authority.
D)decision making becomes more structured and the team attains increased discipline.
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Chapter 11: Leadership Style
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Q1) _____ path reveals that job satisfaction and job involvement improve as the result of participation,and that work withdrawal decreases.
A)Cognitive
B)Differential
C)Motivational
D)Inhibitor
Q2) _____ theory,as a broad class of more specific theories,has a long history in leadership research and has widespread intuitive appeal.
A)Contingency
B)Ethnographic
C)Resuscitation
D)Cognitive
Q3) In the study conducted by Miller and Monge,the strongest effects of participation on satisfaction are found in studies of perceived participation focusing on multiple issues and in the nonorganizational studies.
A)True
B)False
Q4) What are the suggestions of cognitive models of participative effects?
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Chapter 12: Substitutes for Leadership
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Q1) The effect of neutralizers is to create a(n) _____ from which a variety of dysfunctions may emerge.
A)input surplus
B)direction surplus
C)influence vacuum
D)ownership vacuum
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) Horizontal leadership cannot be successful in establishing a mutual influence process within the team.
A)True
B)False
Q4) Briefly explain the idea of substitutes of leadership.
Q5) Briefly describe the findings of the study conducted by Podsakoff and his associates on substitutes of leadership.
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Chapter 13: Charismatic Leadership
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Q1) Which type of power is a charismatic leader most likely to utilize?
A)Referent power
B)Legal power
C)Coercive power
D)Reward power
Q2) _____ refers to some idealized goal that the leader wants the organization to achieve in the future.
A)Mission
B)Vision
C)Strategy
D)Plan
Q3) Most theories and studies of charismatic leadership have focused on _____ that contribute to the charismatic leadership process.
A)followers' perceptions
B)the leaders' qualities and behaviors
C)leader-member exchanges
D)follower traits and behaviors
Q4) What is role modeling? What are the essentials for the success of role modeling? Explain the behaviors resulting from role modeling.
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Chapter 14: Transformational Leadership
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Q1) Which of the following theories uses group norm as the yardstick for measuring individual self worth in relation to other out-group members?
A)Self-efficacy theory
B)Self-concept theory
C)Self-sacrifice theory
D)Self-identification theory
Q2) 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
Q3) 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
Q4) Compare and contrast transactional leaders with transformational leaders.
Q5) What are the six key behaviors associated with transformational leaders?
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Chapter 15: The Negative Dark Side of Leadership
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Q1) Kets de Vries and Miller argue that leaders with narcissistic personalities are likely to be inspiring rather than destructive.
A)True
B)False
Q2) Machiavellianism is the phenomenon that deals with the sharing of a delusional system by a least two individuals.
A)True
B)False
Q3) Diffusion of responsibility occurs when group members fail to put forth their best efforts in the belief that their contributions will get lost in the group effort.
A)True
B)False
Q4) 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
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Chapter 16: Positive Leadership
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Q1) Which of the following is a dimension of transformational leadership as described by Bass and Avolio (1993)?
A)Reward and punishment
B)Self-direction
C)Idealized influence
D)Personalized goals
Q2) According to Louis W.Fry (2003),vision,altruistic love,and faith define the qualities of spiritual leadership.
A)True
B)False
Q3) _____,used by leaders to influence the ethical conduct of followers,covers a broad range of psychological matching processes,including observational learning,imitation,and identification.
A)Channeling
B)Stewarding
C)Modeling
D)Rewarding
Q4) Mention the characteristics of the model of spiritual leadership that embodies the values and practices proven effective in various kinds of organization.
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Chapter 17: Prologue
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Q1) Which of the following was observed when Odysseus's crew accepted lotus flower snacks in the land of the lotus-eaters?
A)Desire to maim and harm the Lotus-eaters
B)Strengthened loyalty to group goals
C)Deflection from group goals
D)Desire to maim and harm Odysseus
Q2) Science is not the only way of knowing information as it does not answer all our questions.
A)True
B)False
Q3) A construct represents the articulation of the type of relationship that is believed to exist between two or more variables.
A)True
B)False
Q4) Field studies generally possess greater external validity than laboratory studies. A)True
B)False
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Chapter 18: Epilogue Does Leader-Imposed Leadership
Really Make a Difference
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Q1) O'Connor suggested that organizational performance was influenced more significantly by organizational leadership roles than by environmental factors.
A)True
B)False
Q2) Which one of the following scholars does NOT support the position that leadership does make a difference?
A)Lord
B)Day
C)Robert J.House
D)O'Connor
Q3) Pfeffer contends that the concept of leadership is essentially redundant with all of the following organizational constructs,EXCEPT:
A)social power.
B)culture.
C)authority.
D)influence.
Q4) Pfeffer argues that leaders are important social constructions.
A)True
B)False
Page 20
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