Public Administration
Midterm Exam
Course Introduction
Public Administration is a comprehensive exploration of the theories, practices, and functions integral to managing public sector organizations. The course examines the historical evolution and foundational principles of public administration, while addressing contemporary issues such as governance, policy development, public budgeting, and ethical decision-making. Students will analyze the roles and responsibilities of public administrators in policy implementation, public service delivery, and organizational leadership. Emphasis is placed on the interplay between political institutions, bureaucratic management, and society, equipping students with practical skills and critical insights necessary for effective public sector leadership in a dynamic and evolving environment.
Recommended Textbook
Leadership Research Findings Practice and Skills 8th Edition by Andrew J. DuBrin
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Page 2
Chapter 1: The Nature and Importance of Leadership
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60 Verified Questions
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Sample Questions
Q1) Zach is a team member who rarely offers inputs to his team leader. He follows orders passively and does not take an interest in his company's growth. As a follower, Zach is most likely a(n) _____.
A) diehard
B) activist
C) bystander
D) isolate
Answer: D
Q2) At a meeting, a(n) _____ is more likely to focus on the refreshments and taking peeks at his or her personal text messages.
A) participant
B) bystander
C) activist
D) diehard
Answer: B
Q3) Leadership limits the number of people in whom you can confide.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Traits Motives and Characteristics of Leaders
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Sample Questions
Q1) Leaders with a socialized power motive use power primarily to achieve organizational goals or vision.
A)True
B)False
Answer: True
Q2) Kent is an enthusiastic leader, so his enthusiasm is likely to:
A) be perceived as an annoyance by group members.
B) help him build relationships with the group.
C) be perceived as somewhat of a phony by group members.
D) make it difficult for him to advance further.
Answer: B
Q3) A leader with an internal locus of control:
A) is often low in self-confidence.
B) is often interpreted by group members as being weak.
C) sees environmental factors as causing most events.
D) takes responsibility for events happening.
Answer: D
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4
Chapter 3: Charismatic and Transformational Leadership
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Sample Questions
Q1) Which one of the following is not particularly recommended as a method of formulating a vision?
A) Searching out vision statements formulated by others
B) Gathering input on what might delight group members
C) Studying historical precedents
D) Using your intuition about developments in your field
Answer: C
Q2) Brain research about visions suggests that visionaries in contrast to non-visionaries:
A) have different levels of brain activity.
B) are less intelligent.
C) have less capacity for visual processing.
D) show less brain activity.
Answer: A
Q3) A synthesis of studies showed that laissez-faire leadership is more likely to produce positive results for than the organization than will transformational leadership.
A)True
B)False
Answer: False
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Chapter 4: Leadership Behaviors Attitudes and Styles
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Sample Questions
Q1) A recommended strategy for getting the most out of workers is to focus on patching their weaknesses rather than capitalizing on their strengths.
A)True
B)False
Q2) Being open to worker opinions is part of the initiating structure dimension, and it is also central to autocratic leadership.
A)True
B)False
Q3) Without appropriate ____, the leader can rarely influence the actions of group members.
A) performance feedback
B) vision formulation
C) customer focus
D) risk taking and a bias for action
Q4) If hands-on guidance is carried to the extreme, it can result in _____.
A) team-management
B) rapid skill-development of the group member
C) micromanagement
D) alignment of people
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Chapter 5: Contingency and Situational Leadership
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Sample Questions
Q1) In the situational leadership model II, the supporting style leader emphasizes low directing, low supporting behaviors.
A)True
B)False
Q2) In the situational leadership model II, when group members have the highest level of competence and commitment, the directing style is recommended.
A)True
B)False
Q3) According to the normative decision model, group support refers to:
A) the likelyhood that the team might commit to a decision that it might take on its own.
B) team members' knowledge or expertise in relation to the problem.
C) the degree to which the team supports the organization's objectives at stake in the problem.
D) the ability of team members to work together in solving problems.
Q4) An important situational factor in the normative model is the importance of commitment.
A)True
B)False
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Chapter 6: Leadership Ethics and Social Responsibility
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Sample Questions
Q1) Edwin, an engineer in a construction material manufacturing company, always strives to give his best because he is aware that he is contributing to something larger and would be recognized for it. It can be inferred from the given scenario that _____.
A) employees who work in an ethical environment tend to be better motivated
B) putting personal interests before the company's interest builds socially responsible organizations
C) individuals tend to focus on the intent of an action rather than on the action itself
D) people are primarily concerned with receiving external rewards and avoiding punishment
Q2) Louise, the managing director of a company, should put personal interests ahead of the company's interests to create a socially and ethically responsible company.
A)True
B)False
Q3) One of the questions included in an ethical screen is, "How does it [the decision in question] smell?"
A)True
B)False
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8
Chapter 7: Power Politics and Leadership
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Sample Questions
Q1) When a boss practices favoritism or cronyism, organizational politics tends to decrease.
A)True
B)False
Q2) Which of the following is true of delegation?
A) It makes effective leadership more difficult than empowerment.
B) It involves less checking on subordinates than empowerment.
C) It is more motivational than empowerment.
D) It is a narrower concept than empowerment.
Q3) Keith often resorts to excessive flattery to obtain favorable treatment from his boss. Which of the following is the factor motivating Keith toward such behavior?
A) Making a quick showing
B) Machiavellian tendencies
C) Emotional insecurity
D) Controlling vital information
Q4) Managers who share their power with their group members would actually experience an increase in their own power.
A)True
B)False
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Chapter 8: Influence Tactics of Leaders
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Sample Questions
Q1) A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to establish a reward system that reinforces the culture.
A)True
B)False
Q2) The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they would not be considered for promotions.This is most likely an example of _____.
A) debasement
B) deliberate machiavellianism
C) compliance
D) upward appeal
Q3) At which of the following levels in an organization, is hands-on leadership usually expected?
A) Manegerial level
B) Shareholder level
C) Contract employee level
D) Level below the executive category
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10
Chapter 9: Developing Teamwork
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Sample Questions
Q1) Who among the following can be considered an example of a leader who implements power sharing?
A) A production manager who feels his team members should concentrate on just one task at a time
B) The trainer of an organization who closely scrutinizes all the activities of the employees undergoing training
C) The chief editor of a magazine who feels all the reporters and junior editors should be equipped enough to challenge him
D) A doctor who feels the medical assistants in his team should react immediately to all his orders
Q2) Crystal is an external leader of a team; so she:
A) is merely a part-time member of the team.
B) is paid from the headquarters budget.
C) is not paid for her services to the team.
D) supervises the team without being a member of the team.
Q3) An e-leader relies heavily on information technology to accomplish the leadership aspects of his or her role.
A)True
B)False
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Page 11
Chapter 10: Motivation and Coaching Skills
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Sample Questions
Q1) A barrier buster is a manager who:
A) sets unrealistically high goals for group members.
B) uses rewards and punishments frequently.
C) removes obstacles that hinder work accomplishment. D) lobbies for business contracts from external agencies.
Q2) To avoid getting too emotionally involved with group members, the effective coach minimizes building personal relationships with them.
A)True
B)False
Q3) An implication of the expectancy theory is that leaders should reassure their group members that performances can lead to specific rewards.
A)True
B)False
Q4) To act as a strong motivator, big comprehensive goals should be broken down into smaller steps.
A)True
B)False
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12
Chapter 11: Creativity Innovation and Leadership
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Sample Questions
Q1) An intellectual characteristic of creative people is that they:
A) are extraordinarily brilliant.
B) maintain a curiosity for information only their field of expertise.
C) tune out the feelings of other people.
D) maintain a youthful curiosity throughout their lives.
Q2) Distaste for the task is associated with high creativity because the worker works rapidly to find a solution to the distasteful problem.
A)True
B)False
Q3) Estelle plans to present the science project assigned to her in a creative manner. She concentrates on finding ways to present her project. She comes up with possible solutions without evaluating them. Which step of the creative process is illustrated in the given scenario?
A) Verification
B) Incubation
C) Immersion
D) Problem recognition
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Page 13
Chapter 12: Communication and Conflict Resolution Skills
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Sample Questions
Q1) A useful variation of the collaborative style of conflict management is to:
A) ignore criticism.
B) give the other side whatever he or she wants.
C) agree with the person criticizing you.
D) cut way back on your initial demand or offer.
Q2) Susan, a telemarketing executive of a company producing household appliances, receives a complaint from one of the customers for a week's delay in delivery. In order to pacify the customer, Susan offers to deduct delivery charges. Susan takes this decision because the customer happensto be a regular user of the company's products and she does not want the company to lose a valuable customer. Which style of conflict management is Susan using in the given example?
A) Accommodative style
B) Competitive style
C) Sharing style
D) Avoidant style
Q3) It is easier for the leader to influence others when he or she can make the constituents believe the resource at issue is in abundant supply.
A)True
B)False
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Page 14
Chapter 13: Strategic Leadership and Knowledge Management
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Sample Questions
Q1) A recommended method of achieving revolutionary thinking is for a firm to engage in four types of incrementalism at the same time.
A)True
B)False
Q2) Simon Corp., a global financial services firm, has entered a region whose per capita income is very high. To make its financial products more attractive, it introduces new schemes that specifically cater to high income groups. This is an example of:
A) a strategic alliance.
B) a cost-leadership strategy.
C) a focus strategy.
D) an acquisition strategy.
Q3) The purpose of the strategy of competitive advantage is to hire people away from competitors.
A)True
B)False
Q4) Strategic leadership is more concerned with goal setting than with inspiration.
A)True
B)False
Page 15
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Chapter 14: International and Culturally Diverse Aspects of Leadership
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Sample Questions
Q1) The typical behavior of French managers in major French corporations illustrates how:
A) cultural values influence leadership style.
B) control systems vary across cultures.
C) leadership styles have become quite similar across cultures.
D) the consensus style of management is popular in Europe.
Q2) A study of about 457 German managers indicated that they had a pronounced cultural value related to:
A) compassion for average-performing workers.
B) a belief in low technology.
C) a weak performance orientation.
D) a strong performance orientation.
Q3) Part of the marketing advantage of diversity is that a workforce that matches up with the diversity of the company's customer base has an edge in appealing to those customers.
A)True
B)False
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Page 16
Chapter 15: Leadership Development and Succession
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Sample Questions
Q1) Developing a pool of leadership successors combines evaluating potential with giving high-potential candidates the _____.
A) compensation they need to feel like executives
B) right type of developmental experiences
C) right type of opportunities for failure
D) right amount of stock options they need to stay motivated
Q2) Self-help is an important part of leadership development.
A)True
B)False
Q3) Education is concerned with the immediate application of knowledge.
A)True
B)False
Q4) A leader who engages in double-loop learning questions the efficacy of his or her leadership.
A)True
B)False
Q5) A person's mentor can sometimes be a staff professional or a coworker.
A)True
B)False
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