Nonprofit Management Final Exam
Course Introduction
Nonprofit Management explores the unique challenges and opportunities faced by organizations in the nonprofit sector. The course covers essential topics such as mission development, governance, strategic planning, fundraising, financial oversight, human resource management, and volunteer coordination. Students examine the role of leadership, ethical considerations, and stakeholder engagement in achieving organizational goals. Through case studies and practical applications, the course prepares learners to effectively manage and lead nonprofit organizations, equipping them with the skills necessary to address societal issues and make meaningful impacts in their communities.
Recommended Textbook
Leadership Theory and Practice 7th Edition by
Peter G. Northouse
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Chapter 1: Introduction
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Q1) Social identity theory would suggest leadership emergence occurs when
A)The group identifies with the leader
B)They acquire the skills to do the job well
C)The group assigns them the role of leader
D)They become most like the group prototype
Answer: D
Q2) Leadership occurs in both large and small groups.
A)True
B)False
Answer: True
Q3) Using a process definition of leadership means it is available to everyone. A)True
B)False
Answer: True
Q4) The process definition of leadership states that certain individuals have inborn qualities that differentiate them from non-leaders. A)True
B)False Answer: False
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Chapter 2: Trait Approach
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Q1) The Big Five and leadership meta-analysis found that the factor most strongly associated with leadership is conscientiousness.
A)True
B)False
Answer: False
Q2) Taking a trait assessment can help people
A)Gain insight about their own traits
B)Pinpoint their weaknesses
C)Recognize potential traits to develop
D)Manipulate others to gain a higher standing in their organization
Answer: A,B,C
Q3) Goleman suggests that emotional intelligence is a set of
A)Ethical and emotional competencies
B)Social and perceptual competencies
C)Personal and social competencies
D)Cognitive and expressive competencies
Answer: C
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Chapter 3: Skills Approach
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Q1) According to Katz's skills model,which two skills are most important for supervisory(low-)level managers to be successful leaders?
A)Technical skill and human skill
B)Human skill and conceptual skill
C)Technical skill and conceptual skill
D)All three skills are equally important for supervisory level management
Answer: A
Q2) Career experiences directly contribute to which of the other components of Mumford et.al's skills model?
A)Competencies
B)Leadership outcomes
C)Environmental influences
D)Individual attributes
Answer: A,D
Q3) The skills approach is primarily
A)Descriptive
B)Prescriptive
C)Unscripted
D)Technical
Answer: A
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Chapter 4: Behavioral Approach
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Q1) Relationship behaviors include
A)Consideration
B)Results orientation
C)Employee orientation
D)Production orientation
Q2) Which of the following is a strength of the behavioral approach?
A)The research supports how leader behaviors affect performance outcomes
B)The research found the high-high style to be the most effective
C)The wide range of research on leadership behaviors gives it credibility
D)The research found a universal style that is effective in all situations
Q3) Which of the components on Blake & Mouton's Leadership Grid has high concern for both interpersonal relationships and task accomplishment?
A)Authority compliance
B)Country club
C)Impoverished
D)Middle of the road
E)Team
Q4) Which leadership style would be most difficult to change?
Q5) Defend or refute: Opportunistic leadership can be justified in certain situations.
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Chapter 5: Situational Approach
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Q1) What are the characteristics of the four levels of follower development in the SLII® model? How would you characterize the development level of the students in this class? Give evidence to support your view.
Q2) Supportive behaviors help group members by
A)Setting time lines
B)Giving directions
C)Asking for input
D)Solving problems
Q3) A leader applying the situational approach would
A)Focus on developing leader skills
B)Focus on adapting behavior to the subordinate and task characteristics of followers
C)Focus on supportive behaviors for all followers
D)Focus on assessing and adapting to followers' needs in the workplace
Q4) The D4 follower needs which type of leader?
A)Supportive
B)Directive
C)Coaching
D)Delegating
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Chapter 6: Pathgoal Theory
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Q1) The directive leadership behavior is similar to A)Delegating in the SLII model
B)Initiating structure in the Ohio State studies
C)Consideration in the University of Michigan studies
D)Employee orientation in the University of Michigan studies
Q2) According to path-goal theory,achievement-oriented leadership is most effective in settings where followers are required to perform unambiguous tasks.
A)True
B)False
Q3) The researcher who consistently studied path-goal theory from the 1970s to 1990s is A)Bass
B)Hersey
C)Vroom
D)House
Q4) According to path-goal theory,when jobs are very complex,participative leadership should be provided.
A)True
B)False
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Chapter 7: Leadermember Exchange Theory
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Q1) In-group relationships are based on the formal employment contract (defined roles).
A)True
B)False
Q2) In LMX theory,the dyadic relationship is the focal point of the leadership process.
A)True
B)False
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) The later LMX studies focused on
A)Follower locus of control
B)Positive outcomes for both the leader and followers
C)Determining out-group characteristics
D)Task characteristics of the job
Q5) What is the relationship between LMX and employee empowerment?
Q6) Briefly describe the three stages of LMX theory development.
Page 9
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Chapter 8: Transformational Leadership
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Q1) Hao is a new lawyer in your real estate law firm who comes highly recommended to you because of his high intelligence and experience with real-estate law.You encourage him to be creative and use innovation in problem solving when working on cases.You are using which transformational factor?
A)Intellectual stimulation
B)Contingent reward
C)Individualized consideration
D)Idealized influence
Q2) The idealized influence factor in the full-range model is considered more effective than
A)Individualized consideration
B)Inspirational motivation
C)Intellectual stimulation
D)Contingent reward
Q3) Transactional leadership refers to the bulk of leadership models.
A)True
B)False
Q4) How can transformational leadership practices affect organizations undergoing mergers?
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Chapter 9: Authentic Leadership
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Q1) The research on authentic leadership is well developed.
A)True
B)False
Q2) According to the interpersonal perspective,the central tasks of authentic leaders are to express strong values and consistently promote their vision for an organization.
A)True
B)False
Q3) I am continually reflecting on how my decisions as a leader impact others and assessing how my core values,emotions,and motives reflect our goals.Which component of authentic leadership am I using?
A)Moral reasoning
B)Self-awareness
C)Relational transparency
D)Optimism
Q4) Self-regulation and self-concept are dimensions of the interpersonal definition of leadership.
A)True
B)False
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Chapter 10: Servant Leadership
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Q1) My leader gently but clearly convinces me to change.He is using which characteristic of a servant leader?
A)Foresight
B)Awareness
C)Persuasion
D)Conceptualization
Q2) Leader courage and humility are two characteristics consistent across all models of servant leadership.
A)True
B)False
Q3) Servant leadership is most effective when subordinates have an external locus of control.
A)True
B)False
Q4) How does servant leadership differ from path-goal theory?
A)Focuses on the behaviors leaders should exhibit to put followers first.
B)Is unconcerned with the way leaders should treat followers.
C)Focuses on the need for leaders to perfect themselves before helping others.
D)Makes the need for task completion necessary before relationships can thrive.
Q5) How can a leader develop the ability to be a visionary?
Page 12
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Chapter 11: Adaptive Leadership
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Q1) In adaptive leadership,leaders and followers mutually affect each other,making leadership a complex interactive process. This is
A)A criticism of adaptive leadership
B)A strength of adaptive leadership
C)The formal definition of adaptive leadership
D)The definition of a technical leadership problem
Q2) There are six archetypes that are used to identify adaptive challenges.
A)True
B)False
Q3) Leaders are least effective when they use adaptive behaviors to solve adaptive problems.
A)True
B)False
Q4) A leader needs to use the maintain disciplined attention behavior when
A)There is an issue that is being avoided that is pivotal to making the necessary change
B)The holding environment is yet to be established
C)The determination of technical versus adaptive challenge has yet to be made
D) People want to solve problems on their own
Q5) What happens in the holding environment of adaptive leadership?
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Chapter 12: Psychodynamic Approach
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Q1) Psychodynamic approach focuses primarily on the leader's personality and leadership style,while broader systemic organizational issues remain in the background. This is
A)Not an accurate description of the approach
B)Good,because leader personality is critical to team success
C)A strength of the approach
D)A criticism of the approach
Q2) The clinical paradigm shares insight into
A)The subconscious forces of human behavior
B)The conscious mind
C)The effects of clinical therapy
D)The dichotomy of emotions and psyche
Q3) Why do some followers resort to a defensive process known as "identification with the aggressor"?
A)They are confronted with a superior force
B)In response to an aggressive leader
C)Other followers impersonate the leader
D)There is inter-group conflict
Q4) Is it possible for a narcissistic leader to acquire emotional intelligence?
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Chapter 13: Leadership Ethics
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Q1) The ethics theory that is high in self-interest and low in concern for others is
A)Utilitarianism.
B)Apathea.
C)Ethical egoism.
D)Altruism.
Q2) I make a moral decision based on whether or not I will be punished. I am at what stage of moral development?
A)Stage 1
B)Stage 2
C)Stage 3
D)Stage 4
Q3) Which conduct domain ethical theory is related to transactional leadership theories?
A)Virtue-based
B)Utilitarianism
C)Altruism
D)Ethical egoism
Q4) Compare and contrast the ethical leadership perspectives of Burns and Heifetz.
Q5) 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) How can a leader create unified commitment on a team?
Q2) What needs to happen for the team to effectively perform and to have solid development?
A)Leadership decisions must monitor or take action
B)Leadership decisions must be centered on internal action only
C)Leadership decisions must be centered on external action only
D)Leadership decisions must monitor internal environmental actions
Q3) I enjoy working with this team because we all trust each other and respect what each person brings to the team.Which characteristic of team excellence am I displaying?
A)Collaborative climate
B)Clear norms of conduct
C)Coaching atmosphere
D)Unified commitment
Q4) The term heterarchy refers to
A)The power struggles in teams
B)The shifts in power from team member to top leadership
C)The coercive power shifting in teams
D)The dynamic power shifting in teams
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Chapter 15: Gender and Leadership
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Q1) Which of the following is an agentic characteristic?
A)Sensitivity
B)Helpfulness
C)Independence
D)Decisiveness
Q2) Which style of leadership is beneficial for women to use if they want to successfully navigate the leadership labyrinth?
A)Authentic
B)Servant
C)Transformational
D)Team style in the Leadership Grid
Q3) When both genders use an autocratic,directive leadership style,females are evaluated differently than men.
A)True
B)False
Q4) Meta-analysis shows that women and men leaders have many similarities.
A)True
B)False
Q5) Why should men be concerned about the labyrinth of women's leadership?
Page 17
Q6) What evidence is there for the existence of a glass ceiling?
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Chapter 16: Culture and Leadership
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Q1) A strength of the GLOBE studies is
A)No universal leader attributes were agreed upon,just like the trait approach
B)The skill level of leaders was identified among all nine cultural dimensions
C)The data in the studies included quantitative research methods
D)The classification system used Hofstede's five dimensions,which are considered reliable and valid
Q2) Globalization is defined as increased interdependence between nations around which of the following central issues?
A)Economic
B)Technical
C)Religious
D)Political
Q3) The GLOBE researchers published data on regional cultural clusters that included how many different countries?
A)10
B)32
C)62
D)107
Q4) How are diversity and multiculturalism in the workplace different?
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