Organizational Leadership
Pre-Test Questions
Course Introduction
Organizational Leadership explores the principles, theories, and practices that guide effective leadership within various types of organizations. The course examines leadership styles, decision-making processes, team dynamics, and ethical considerations in leadership roles. Students will analyze case studies, engage in self-assessment, and participate in leadership exercises to develop skills necessary for motivating teams, managing change, and fostering a positive organizational culture. Emphasis is placed on the practical application of leadership theories to real-world challenges in business, non-profit, and public sector settings.
Recommended Textbook
Effective Leadership 5th Edition by Robert N. Lussier
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12 Chapters
1945 Verified Questions
1945 Flashcards
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Page 2
Chapter 1: Who Is a Leader
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Three managerial leadership skills that all leaders need to be successful are
A) technical
B) intrapersonal.
C) interpersonal
D) Decision-making
E) A, c, and d
Answer: D
Q2) The three levels of analysis of leadership theory are:
A) individual, group, and organizational.
B) team, group, and organizational.
C) leader, group, and organizational.
D) interpersonal, leader, and group.
Answer: A
Q3) List and define the interpersonal managerial leadership roles.
Answer: The interpersonal leadership roles include figurehead, leader, and liaison. Leaders perform the figurehead role when they represent the organization or department in legal, social, ceremonial, and symbolic activities. The leader role is that of performing the management functions to effectively operate the managers' organization unit. Leaders perform the liaison role when they interact with people outside their organizational unit.
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Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) Emotional intelligence is related to which of the following Big Five personality dimensions?
A) surgency
B) openness to experience
C) adjustment
D) conscientiousness
Answer: C
Q2) What are some of the traits that describe the high-energy trait?
Answer: Some of the traits that describe the high-energy trait include drive, stamina, tolerance of stress, enthusiasm, tolerance for frustration, and persistence.
Q3) Leaders high in emotional intelligence outperform managers with average people skills.
A)True
B)False
Answer: True
Q4) What is the primary use of personality profiles?
Answer: Personality profiles are used to identify stronger and weaker traits to aid in matching people to the jobs that best fit their personality strengths.
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) Giving Praise. You are the owner of a small retail clothes store. You are in the middle of working on a new display when Chris, a salesperson, comes over to you and suggests how to rearrange the sweaters so that the display is more colorful and appealing to the eye. You decided to give Chris praise for a good idea.
Answer: Step 1. Tell the employee exactly what was done correctly. Chris, your rearrangement of the sweater idea is excellent. Step 2. Tell the employee why the behavior is important. How appealing the display is will have an impact on how many sweaters we sell. Step 3. Stop for a moment of silence. Step 4. Encourage repeat performance. Thanks, and please continue to give me your ideas.
Q2) The University of Iowa studies led to an era of ____ research.
A) behavioral
B) trait
C) personality
D) participation
Answer: A
Q3) Which of the three process motivation theories do you prefer? Why?
Answer: Students' answers will vary.
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Page 5
Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Fred E. Fiedler's Contingency Theory of Leadership states that leadership styles are basically constant.
A)True
B)False
Q2) Closely knit, cohesive work groups:
A) can make a leadership style unnecessary or redundant.
B) tend to have high turnover.
C) improve a leader's motivational performance.
D) none of the answers are correct
Q3) State the leadership continuum model major styles and variables.
Q4) When a leader sets difficult but achievable goals, expects followers to perform at their highest level, and rewards them for doing so, the leader is using a participative style.
A)True
B)False
Q5) The two major continuum leadership model styles are boss-centered and subordinate-centered.
A)True
B)False
Q6) Explain substitutes and neutralizers of leadership.
Page 6
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) To increase your coercive power:
A) be persistent.
B) make rash threats.
C) work at your relationship with your peers.
D) project a positive self-concept.
Q2) The sales manager has an employee who consistently passes in the monthly sales report late. Prior comments to the sales rep have not changed the behavior. The manager has decided to try another influencing tactic to get the reports in on time. Select the most appropriate individual tactic for this situation.
A) rational persuasion
B) inspirational appeals
C) consultation
D) ingratiation
E) personal appeals
F) exchange
G) coalition
H)Legitimization
I) pressure
Q3) What is the difference between inspirational appeal and personal appeal influencing?
Page 7
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) Which of the following would be an example of inferential descriptive feedback?
A) "Our revenues are down 15 percent."
B) "Our branch came in third in customer satisfaction this quarter."
C) "Our poor performance ratings stem from attempting too many projects simultaneously."
D) "We weren't able to comply with the home office's report requirements."
Q2) Do you agree with the statement, "Don't criticize"? Do managers tend to give criticism or coaching feedback? How can managers improve?
Q3) Recall a past or present manager. Did or does your manager use the common approach to getting feedback on messages regularly? Was or is he or she open to feedback and aware of nonverbal communication on a regular basis? Did the manager regularly ask questions and ask you to paraphrase?
Q4) The negotiating conflict style is appropriate to use when unpopular action must be taken on important issues.
A)True
B)False
Q5) Discuss the two reasons that the psychological contract is often broken.
Q6) Identify two common approaches to getting feedback, and explain why they don't work.
Page 8
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Chapter 7: Follower-ship and Leader Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Differences in the level of education and experience can impact the relationship among followers, and between leaders and followers.
A)True
B)False
Q2) A manager applied leadership theory to the way that he directed the organization, and found some improvement in organizational performance. The manager noticed how some individuals seemed to flourish and perform better than others, and began to evaluate his own relationships with the individuals, rather than just the way he led the organization "in general." The manager's new concern would be an example of applied:
A) systems and networks theory.
B) vertical dyad linkage theory.
C) social capital.
D) external locus of control.
Q3) Explain the cycle that leads to the Pygmalion effect.
Q4) Identify a particular leader-follower working relationship that you have had with a manager. To what extent did the Pygmalion effect play a role in the quality of this relationship? How did it affect your career development within the organization?
Q5) How do quality leader-member exchange relationships influence follower behavior?
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) A company that presents its employees with custom-designed pins for five years of service to the company is employing which strategy of managing creative teams?
A) quality resources
B) recognition and rewards
C) flexibility
D) free time
Q2) ____ is an understanding and commitment to group goals on the part of all team members.
A) Goal congruence
B) Teamwork
C) Team cohesion
D) Social loafing
Q3) Have you worked in a team in which former managers have been reassigned to function simply as members of the team? What was your experience with the behavior and attitude of these former managers in their new role as team members?
Q4) Briefly discuss some of the potential benefits and drawbacks of using self-managed teams.
Q5) Describe the guidelines for improving self-managed team effectiveness.
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Followers of charismatic leaders tend to assume greater risk than they would with other types of followers.
A)True
B)False
Q2) Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders.
Q3) Leadership that transcends self-interest to serve the needs of others, by helping them grow professionally and personally is known as:
A) servant leadership.
B) stewardship.
C) charismatic leadership.
D) transformational leadership.
Q4) Charisma is capable of creating both positive and negative results.
A)True
B)False
Q5) Describe a leader in your work experience that manifested positive or negative charismatic qualities. How did this affect your relationship with the leader?
Q6) Explain the difference between transformational and transactional leadership.
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) A feminine culture, such as Sweden and Denmark, emphasizes developing and nurturing personal relationships and a high quality of life.
A)True B)False
Q2) Creative solutions to problems are more likely to be reached in diverse work groups than homogeneous groups.
A)True B)False
Q3) Which of the following is one of the reasons why organizations should embrace diversity?
A) It may provide a broader and deeper base of creative problem solving and decision making.
B) It can be cost effective.
C) It can offer a company a marketing advantage.
D) all of the answers are correct
Q4) What is the difference between diversity management and diversity leadership?
Q5) Insular thinking is a common characteristic of high-performance cultures. A)True B)False
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) A foreign company has just bought your company. As the news spreads concerning the buyout, employees are wondering why the decision to sell and what is known about the foreign buyer. You, as CEO, are trying to address these questions with little success. The employees' resistance is because of which of the following?
A) threat to one's self interest
B) uncertainty
C) lack of confidence that change will succeed
D) lack of conviction that change is necessary
E) distrust of leadership
F) threat to personal values
G) fear of being manipulated
Q2) Strategic leadership is the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment, so as to achieve organizational goals.
A)True
B)False
Q3) What is the difference between people- and task-oriented strategies for minimizing resistance to change?
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13
Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Distinguish between the traditional organization and the learning organization.
Q2) Developing a bunker mentality is a recommended strategy for senior leaders to use when dealing with a crisis.
A)True
B)False
Q3) List five or more attributes that can be used to describe the learning organization.
Q4) The traditional organization is based on the bureaucratic model that emphasizes a command-and-control structure, decentralized decision making, highly formalized systems, specialized tasks, and an adaptive culture.
A)True
B)False
Q5) In terms of a learning organization, employees who engage in continuous learning activities are more likely to be a source for their organizational and competitive advantage.
A)True
B)False
Q6) Describe the five-step process for crisis risk assessment.
Q7) What is the difference between a press release and a press kit?
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