Nonprofit Management Exam Materials
Course Introduction
Nonprofit Management is a comprehensive course designed to introduce students to the fundamental principles and practices involved in leading and operating nonprofit organizations. The course covers key topics such as governance structures, fundraising and resource development, financial management, strategic planning, program evaluation, marketing, and legal and ethical considerations unique to the nonprofit sector. Through the study of real-world case studies and current trends, students will gain practical skills in organizational leadership, stakeholder engagement, and mission-driven decision making, preparing them for effective roles within a diverse range of nonprofit entities.
Recommended Textbook Leadership Theory and Practice 8th Edition by
Peter G. Northouse
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16 Chapters
1592 Verified Questions
1592 Flashcards
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Page 2
Chapter 1: Introduction
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Q1) Which type of power have people used in recent years to level the playing field among leaders and followers?
A) coercive
B) reward
C) information
D) legitimate
Answer: C
Q2) The emerging approach known as servant leadership ______.
A) focuses on followers needs
B) focuses on traits
C) focuses on adapting to solve problems
D) focuses on spirituality
Answer: A
Q3) People in the organization like me because I know what I am doing and share knowledge with followers.I have ______.
A) position power
B) personal power
C) information power
D) legitimate power
Answer: B
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Chapter 2: Trait Approach
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Q1) The trait approach ______.
A) takes followers into account
B) is highly objective
C) is quite useful for training programs
D) has not found one definitive list of leadership traits
Answer: D
Q2) What is the difference between intelligence and emotional intelligence?
Answer: Intelligence is concerned with our ability to learn information and apply it to life tasks,whereas emotional intelligence is concerned with our ability to understand emotions and apply this understanding to life's tasks.
Q3) The trait approach is concerned with ______.
A) leadership situations
B) leadership skills
C) follower attributes
D) leader characteristics
Answer: D
Q4) The great person approach focuses on important political leaders.
A)True
B)False
Answer: True
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Chapter 3: Skills Approach
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Q1) Leadership skills are defined in the chapter as ______.
A) using individual attributes to communicate well with others
B) developing behaviors for effective leadership outcomes
C) technical ability to interact in the work environment
D) knowledge and competencies to accomplish goals
Answer: D
Q2) Abby is a gifted communicator in her club and has a talent for verbally articulating what the future can hold for the members.According to Mumford's nine key problem solving skills,which is Abby demonstrating?
A) creative thinking
B) visioning/sensemaking
C) social judgment
D) wisdom
Answer: B
Q3) Mumford's skills model includes which of these main components?
A) technical skill
B) conceptual skill
C) individual attributes
D) analytical ability
Answer: C
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Chapter 4: Behavioral Approach
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Sample Questions
Q1) The behavioral approach reminds leaders that ______.
A) personality is the essence of effective leadership
B) who they are is more important than what they do
C) task behaviors are more important than relationship behaviors
D) they should continually engage in both task and relationship behaviors
Q2) Jennifer can see that her leader sometimes directs the team and sometimes tries to build relationships with the group.She does not change her behaviors based on whom she is interacting with; Jennifer just can pick out when she uses these two different styles.Jennifer's leader is using ______.
A) situational leadership
B) path-goal leadership
C) skills leadership
D) behavioral leadership
Q3) You tell your staff how and when to do their jobs.You are using ______.
A) process behaviors
B) task behaviors
C) relationship behaviors
D) directing behaviors
Q4) Defend or refute: Opportunistic leadership can be justified in certain situations.
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Chapter 5: Situational Approach
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Q1) You have emerged as the leader of your business finance group project in class.Your group has been working together for five weeks on the major part of the project,the in-class group presentation.One group member has missed quite a few group meetings lately and is minimally contributing to the ideas and final product for the in-class presentation.This group member is a junior in finance with a minor in communications and stated that she is an expert in PowerPoint and multimedia presentations.Based on SLII,which leadership style should you exhibit?
Q2) Which of the following is considered a strength of the situational approach?
A) its extensive use in leadership training and development
B) its strong theoretical underpinnings
C) its detailed conceptualizations of developmental levels
D) its applicability to large groups of followers
Q3) Followers who have little skill for the task but are very motivated in getting the task done are ______.
A) D1
B) D2
C) D3
D) D4
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) One of the follower characteristics in path-goal theory is perception of one's own ability.As perception of ability goes up,directive leadership should go down.Why is this? And what is the effect on the follower if directive leadership continues to be used?
Q2) Which of the following leadership theories expects the leader to continually be concerned about subordinate motivation?
A) situational leadership theory
B) contingency theory
C) path-goal theory
D) leader-member exchange theory
Q3) Leaders who challenge their followers to perform their very best are using ______.
A) directive behaviors
B) achievement behaviors
C) supportive behaviors
D) participative behaviors
Q4) In path-goal theory,when tasks are ambiguous,three different styles of leadership are prescribed.How would a leader know which one to choose?
Q5) Briefly describe one criticism of path-goal theory.
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Chapter 7: Leadermember Exchange Theory
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Q1) During the acquaintance phase of leadership making,subordinates tend to focus
A) less on their own self-interests
B) mostly on their own self-interests
C) less on the group's interests
D) on both their own and the group's interests
Q2) High quality exchanges between leaders and followers produce ______.
A) higher employee turnover
B) less feedback about performance
C) better organizational commitment
D) fewer demands on leaders' time
Q3) During the early phases of leadership making,a key predictor of relationship quality for both leaders and followers is follower performance.
A)True
B)False
Q4) In-group relationships are based on the formal employment contract (defined roles).
A)True
B)False
Q5) What are the advantages of studying leadership from a dyadic perspective?
Page 9
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Chapter 8: Transformational Leadership
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Q1) ______ presented an alternative transformational perspective that included modeling the way,challenging the process,and encouraging the heart.
A) Bennis and Nanus
B) Graen and Uhl-Bien
C) Blake and Mouton
D) Kouzes and Posner
Q2) Which type of leadership is concerned with emotions,values,ethics,standards,and long-term goals?
A) authentic leadership
B) transformational leadership
C) servant leadership
D) transactional leadership
Q3) I prefer to wait until the annual performance review time to deliver bad news about poor performance to my followers.I am using ______.
A) management by exception-passive
B) management by exception-active
C) laissez-faire
D) contingent reward
Q4) List three of the Five Practices of Leadership that Kouzes and Posner prescribe.
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Chapter 9: Authentic Leadership
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Q1) Why is a compass sometimes used as a symbol for authentic leadership?
Q2) When a politician explains how she overcame a difficult childhood and endured hardships only to emerge as a success story,she is describing which of the positive psychological capacities associated with the theoretical model of authentic leadership?
Q3) Jared has been called an authentic leader.He has a keen sense of his own strengths,weaknesses,motives,and values.Jared is open and honest in the way he presents himself to his team members and is often said to be "real." Which two components of the theoretical model of authentic leadership is Jared expressing?
Q4) Three of my followers each have very different views about how to solve a team problem.When I explore each of their opinions and keep bias out of the decision,I am using which component of authentic leadership?
A) resilience
B) self-awareness
C) internal moral processing
D) balanced processing
Q5) There is no single accepted definition of authentic leadership.
A)True
B)False
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Chapter 10: Servant Leadership
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Q1) Which of the following is a strength of servant leadership approach?
A) Research supports the identification of the seven leader behaviors.
B) The follower focus implies servant leadership is not about leading.
C) There is no consensus on a common definition of servant leadership.
D) It frames leadership on the principles of followers first.
Q2) What makes servant leadership similar to the skills approach and styles approaches of looking at leadership?
A) It focuses on leadership from the point of view of the leader.
B) It focuses on leadership from the point of view of the follower.
C) It emphasizes the importance of communication in leadership.
D) It accentuates the significance of the leader-follower relationship.
Q3) 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
Q4) Using servant leader characteristics,how can a leader develop the ability to be a visionary?
Q5) Name four of the seven leader behaviors in the servant leadership model advanced by Liden et al.
Page 12
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Chapter 11: Adaptive Leadership
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Q1) Which behavior am I using when I analyze and diagnose a new challenge?
A) identify adaptive challenges
B) get on the balcony
C) protect leadership voices from below
D) work avoidance
Q2) The systems perspective in adaptive leadership involves looking at problems that ______.
A) require people to adapt to both their internal cues and external environments
B) are complex and interconnected in a web of relationships
C) require service through using expertise in diagnosing and prescribing solutions
D) are focused on psychological parameters for adapting to difficult problems
Q3) In what context has most of the adaptive leadership research been conducted?
A) health care
B) K-12 education
C) higher education
D) public companies
Q4) Give an example of a technical challenge.
Q5) Describe the difference between "Get on the Balcony" and "Identify Adaptive Challenges."
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Chapter 12: Followership
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Q1) Chaleff advocates that followers ought to do all of the following except ______.
A) champion the need for change when necessary
B) support the leader and the organization
C) assume the responsibility for the common purpose
D) protect the leader under all circumstances
Q2) A weakness of the study of followership is ______.
A) leadership scholars and followership scholars will never see eye to eye
B) its extreme focus on predictive statistical models
C) followers are not important in real world organizations
D) little empirical research has been conducted on the topic
Q3) Some of the current followership literature challenges us to take leadership ______.
A) to a global level
B) in a new direction
C) more seriously
D) off its pedestal
Q4) Effective followers recognize their relative powerlessness but do not let that prevent them from challenging a leader when necessary.
A)True
B)False
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Chapter 13: Leadership Ethics
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Q1) Name at least two other leadership theories you have studied that take leadership ethics into account.
Q2) Research highlighted in your text suggests that today's emerging workforce,Millennials,are more individualistic and more focused on extrinsic rewards compared to older generations,and that Millennials' ethical perspectives are different.Defend or refute using concepts from the text along with any personal anecdotes.
Q3) Deontological theory focuses primarily on the consequences (ends or purposes)of an individual's actions.
A)True
B)False
Q4) One of my employees works harder and logs more overtime and consistently works weekends when needed compared with any of the other staff in our department.If I choose to promote her instead of her coworkers based on her hard work,I am using which principle of distributive justice?
A) according to individual need
B) according to societal contribution
C) according to personal rights
D) according to individual effort
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Chapter 14: Team Leadership
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Q1) McGrath describes diagnosing group deficiencies as part of ______.
A) monitoring/internal
B) executive action/internal
C) monitoring/external
D) executive action/external
Q2) Team leaders need to construct a mental model to ______.
A) identify problems and solutions within the team
B) take simple problems and find hidden complexities
C) improve their communication skills
D) give team members the role of problem solving
Q3) Name and give a brief description of two characteristics of team excellence as identified by Larson and LaFasto.
Q4) In the team leadership model,the leader's job is ______.
A) take action for all problems
B) solve team member conflicts
C) monitor and take appropriate action
D) use the team as a personal support system
Q5) Networking and advocating are examples of external team leadership actions.
A)True
B)False
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Chapter 15: Gender and Leadership
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Q1) What are two types of responses women have when they face gender-based leadership stereotype?
A) fight and flight behaviors
B) vulnerability and stereotype-countering behaviors
C) homosocial reproduction and negotiating
D) navigation and inspirational motivation
Q2) Meta-analyses show that women and men leaders have many similarities.
A)True
B)False
Q3) Dora is in charge of the third-shift cashiers at a 24-hr superstore.She has worked there for 5 years and recently found out there is an opportunity to make more money if she can move to the stock room and manage the employees there.Dora goes to her boss,Gary,and asks if she can be considered for the transfer and promotion.Gary tells Dora,"Sorry,we really need someone that can lift and throw stock around,so I'm going to give it to one of our guys." What advancement barrier is Dora facing?
A) developmental opportunities
B) gender stereotypes
C) style and effectiveness
D) negotiation
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Page 17
Chapter 16: Culture and Leadership
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Q1) The assertiveness dimension of culture in the GLOBE studies is described as ______.
A) the degree to which people assert their influence when planning for the future
B) the degree to which people in the culture are determined and confrontational
C) the degree to which a society provides rewards for excellence
D) the degree to which a society relies on established procedures to avoid failure
Q2) According to the text,the conceptualization of leadership used by GLOBE was derived in part from ______.
A) transformational leadership theory
B) implicit leadership theory
C) LMX theory
D) transactional theory
Q3) According to the GLOBE study,which of these is not a cultural dimension?
A) institutional collectivism
B) in-group collectivism
C) division of labor
D) future orientation
Q4) What are two factors that can inhibit cultural awareness?
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