Nonprofit Leadership Practice Questions
Course Introduction
Nonprofit Leadership explores the principles and practices essential for effective management and leadership within nonprofit organizations. This course examines the unique challenges faced by nonprofit leaders, including governance, strategic planning, fundraising, volunteer management, board relations, and ethical decision-making. Students will learn to develop leadership skills tailored to mission-driven environments, foster community partnerships, and lead diverse teams to achieve organizational goals. Through case studies, discussions, and practical projects, participants gain tools to navigate the complexities of the nonprofit sector and drive social impact.
Recommended Textbook Leaders and the Leadership Process Readings Self Assessments 6th Edition by Jon
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Page 2
L. Pierce
Chapter 1: Introduction to Leadership
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Q1) Perceived legitimacy refers to how followers concede power to leaders in order to avoid punishment.
A)True
B)False
Answer: False
Q2) 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
Q3) The study of leadership started with the assumption that it was a phenomenon embedded in the follower,as opposed to within the leader.
A)True
B)False
Answer: False
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Chapter 2: The Leader-Follower Relationship
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Q1) According to O'Reilly and Chatman,at the weakest level,each party to the leader and follower relationship is connected simply because the costs that they incur are offset by the benefits that are received.This weakest level of relationship is depicted by:
A)identification.
B)internalization.
C)compliance.
D)psychological ownership.
Answer: C
Q2) From a distributive justice perspective,LMX is _____ based.
A)performance
B)equity
C)status
D)power
Answer: B
Q3) A leader's past successes (failures) influence the trust that followers place in the leader.
A)True
B)False
Answer: True
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Chapter 3: The Leader
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Q1) Leadership motivation is often equated with the need for:
A)sociability.
B)power.
C)justice.
D)money. Answer: B
Q2) The desire to lead is more difficult to judge in new hires than in lower-end employees up for promotion.
A)True
B)False Answer: True
Q3) Until recently,a taxonomic structure for classifying and organizing traits has not existed.
A)True
B)False Answer: True
Q4) A leader with a personalized power motive seeks power as an end in itself.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Leadership and the Role of Sex and Gender
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Q1) The initiating structure task chosen requires the group to be efficient and effective,whereas the consensus-building task requires the group to be more social and reach agreement.
A)True
B)False
Q2) Allowing subordinates to participate in decision making refers to:
A)interpersonal style.
B)task style.
C)democratic leadership.
D)autocratic leadership.
Q3) During a study,participants are told a story about several crises going on simultaneously at a summer camp and are asked to rank order 10 items in order of importance.This kind of condition can be referred to as a(n):
A)initiating-structure task.
B)opinion-building task.
C)harmonizing task.
D)consensus-building task.
Q4) What are the important points discussed in the gender-role theory?
Q5) Comment on the contexts used to study differences in leadership emergence.
Page 6
Q6) Discuss the effect of task type on leadership emergence.
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Chapter 5: Leader Emergence
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Q1) _____ refers to the placement of an individual along a dimension or in a hierarchy,by virtue of some criterion of value.
A)Expectancy
B)Status
C)Conformity
D)Power
Q2) The leader-follower relationship is not affected by group consent.
A)True
B)False
Q3) What is status? What are its bases? What is its significance in leadership emergence?
Q4) Discuss power sharing and the impact of power sharing in organizations.
Q5) Power is used by subunits to enhance their own survival through:
A)control of abundant resources.
B)coercion and power sharing.
C)the control over less-critical resources.
D)the placement of allies in key positions.
Q6) The forces that give rise to leadership do not reside totally in the leader.
A)True
B)False
Page 7
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Chapter 6: Leadership As an Influence Process
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Q1) Age,intelligence,caste,and physical characteristics are examples of which legitimizing basis of power?
A)Designation by a legitimizing agent
B)Environmental situations
C)Cultural values
D)Acceptance of social structure
Q2) An individual seeking an attorney's advice in legal matters is an example of _____ power.
A)legitimate
B)expert
C)referent
D)reward
Q3) An individual conforms to a group in order to obtain praise for conformity.This is an example of:
A)referent power.
B)reward power.
C)coercive power.
D)expert power.
Q4) What are the various bases for legitimate power?
Q5) How does self-sacrificial behavior impact the effectiveness of leadership?
8
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Chapter 7: Leadership and Leader Behaviors
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Q1) Blake and Mouton suggest that:
A)varying styles and methods of leaderships should be adopted to obtain organizational effectiveness.
B)flexibility,intelligence,and reactive ability are essential qualities of a manager.
C)there is a "one best style" of leadership that fits and works best in all situations.
D)the management team should possess variety of skills to ensure effective decision making.
Q2) Fleishman and Harris found in their study that grievances and turnover were lowest for groups with foremen showing medium to high Consideration together with low Structure.
A)True
B)False
Q3) Self-sacrifice and self-confidence had stronger effects in conjunction than on their own in determining leadership effectiveness and charisma.
A)True
B)False
Q4) What is self-sacrifice? How is it related to leadership?
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Chapter 8: Contingency and Path-Goal Theories of Leadership
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Q1) A path-goal approach attempts to explain:
A)the traits that are important in determining the effectiveness of leadership.
B)what type of style may be most effective and why it is most effective.
C)various situations that completely determine performance as a leader.
D)the necessary prerequisites for a person to become an effective leader.
Q2) The two contingency variables discussed in the path-goal theory are personal characteristics of the subordinates and the _____ and demands with which subordinates must cope in order to accomplish the work goals and to satisfy their needs.
A)leadership behaviors
B)environmental pressures
C)personal characteristics of the leader
D)traits of leaders
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) Explain the effects of inconsistent relationships between the behaviors that leaders engage in.
Page 10
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Chapter 9: Leadership in the Cross-Cultural Context
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Q1) Culture,according to Hofstede,is defined as the:
A)collective programming of the mind that distinguishes the members of one human group from another.
B)outcome of the positive and negative conflicts that occur between individuals staying together in a community.
C)outcome of interaction between two or more individuals with opposing beliefs and values.
D)result of a set of behaviors and perceptions about leadership and discipline.
Q2) Expected,accepted,and effective leadership varies by culture.
A)True
B)False
Q3) Low power distance suggests that leaders make decisions simply because they are the leaders.
A)True
B)False
Q4) Not conforming to social norms and values is likely to make followers quickly perceive a leader as incompetent and not deserving of that position.
A)True
B)False
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Chapter 10: Followers and the Leadership Process
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Q1) According to Fleishman and Harris,supervisors with _____ could increase structure without adverse effects on grievances and turnover.
A)low structure
B)high consideration
C)low locus of control
D)low consideration
Q2) Explain the concept of "idiosyncrasy credit" (IC) model of leadership.
Q3) Discuss the idea that leadership is a relation between leader and follower.
Q4) Most often,leader behavior stems from the presumed effect of the leader's behavior on his subordinates' performance and job satisfaction.
A)True
B)False
Q5) _____ 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
Q6) Explain the role of follower attributions about leaders.
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Chapter 11: Leadership Style
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Q1) Affective models predict that:
A)working in a participative climate will have the most beneficial effects on workers' attitudes and productivity.
B)working in a controlled atmosphere would ensure that employee productivity is maintained at a satisfactory level.
C)a participative atmosphere is not recommended for blue-collar jobs.
D)participation will have a stronger influence on productivity and satisfaction for decisions about which employees have specific knowledge.
Q2) Climate has traditionally been defined as a(n):
A)affective construct.
B)specific construct.
C)cognitive construct.
D)descriptive construct.
Q3) When the effects of leadership on care differ depending on two important situational elements,i.e.,severity of patient trauma and level of team experience,it is considered a contingency form of leadership.
A)True
B)False
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Chapter 12: Substitutes for Leadership
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Q1) Horizontal leadership cannot be successful in establishing a mutual influence process within the team.
A)True
B)False
Q2) The approach to leadership which is least dependent on the assumption that hierarchical leadership is always important is the:
A)trait theory.
B)leader-member exchange theory.
C)contingency theory.
D)path-goal theory.
Q3) A neutralizer makes it easier for relationship and/or task-oriented leadership to make a difference.
A)True
B)False
Q4) The follower who exhibits self-leadership engages in behaviors that may render unnecessary the same behaviors stemming from the leader.
A)True
B)False
Q5) Briefly explain the idea of substitutes of leadership.
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Chapter 13: Charismatic Leadership
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Q1) A person is more likely to be modeled to the extent that the person:
A)is perceived as nurturant.
B)is regarded as a dominant entity.
C)is considered as an expert in his field.
D)has legitimate power over the followers.
Q2) Without a systematic framework,researchers often have found it difficult to define and operationalize charisma and to identify the variables that influence its development.
A)True
B)False
Q3) Weber's conceptualization of charismatic authority was limited by its:
A)limited scope.
B)extended scope.
C)lack of specificity.
D)dependence on expert power.
Q4) Typically,charismatic leaders communicate their convictions,self-confidence,and dedication through impassive modes of action.
A)True
B)False
Q5) Briefly describe the effects of charismatic leadership.
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Chapter 14: Transformational Leadership
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Q1) Some of the preliminary research on transformational leadership has been primarily conceptual in nature,focusing on the identification of the key transformational behaviors,and the development of theories of their antecedents and consequences.
A)True
B)False
Q2) _____ allows transformational leaders to help their followers recognize their (followers') capabilities,which then provides a basis for elevating each follower's needs and performance to higher than expected levels.
A)Simulation
B)Charisma
C)Collective efficacy
D)Individualized consideration
Q3) According to theoretical and empirical research,transformational leader behaviors influence followers' citizenship behaviors directly,but not indirectly.
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) 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
Q2) Polarization refers to the condition in which a group has illusions of invulnerability and engages in single-minded thinking.
A)True
B)False
Q3) Narcissism is often the driving force behind the desire to obtain a leadership position.
A)True
B)False
Q4) Kets de Vries identified several "shadows" that leaders fail to recognize.Which of the following is NOT included in his conclusion?
A)Narcissism
B)Willingness to let go
C)Mirroring
D)Emotional illiteracy
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Chapter 16: Positive Leadership
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Q1) Spiritual leaders make connections between others' interior worlds of moral reflection and the outer worlds of work and social relationships.
A)True
B)False
Q2) has been defined as having an ethical component.
A)True
B)False
Q3) Which of these should be a foundation stone for leaders to build their unique leadership ethic?
A)Ownership
B)Possession
C)Stewardship
D)Self-direction
Q4) According to Louis W.Fry (2003),vision,altruistic love,and faith define the qualities of spiritual leadership.
A)True
B)False
Q5) Discuss the role of community in spiritual leadership.
Q6) Explain the social learning perspective on ethical leadership.
Page 18
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Chapter 17: Prologue
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Q1) According to Bennis,management of trust implies predictability,reliability,and:
A)communication.
B)validity.
C)efficiency.
D)accountability.
Q2) A(n) ______ provides the best possible answer to the question at the time it is posed.
A)educated guess
B)hypothesis
C)proposition
D)intuitive guess
Q3) After the successful sack of Troy,Odysseus embarked with several ships and many followers to return to his native land of:
A)Athens.
B)Sicily.
C)Ithaca.
D)Egypt.
Q4) How are the teachings about leadership that come from Homer distilled from myths as metaphors?
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Chapter 18: Epilogue Does Leader-Imposed Leadership
Really Make a Difference
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Q1) 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
Q2) The presence of different definitions of leadership is an insignificant issue,although definitions provide a context,a sense of coherence,and a framework for understanding research findings.
A)True
B)False
Q3) Meindl argues that society has developed _____ notions about leaders and leadership.
A)romantic
B)evil
C)naïve
D)accurate
Q4) Pfeffer argues that leaders are important social constructions.
A)True
B)False
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