Sports Leadership Exam
Bank
Course Introduction
Sports Leadership explores the principles, skills, and practices essential for effective leadership within athletic organizations, teams, and sporting events. This course examines leadership theories, communication strategies, motivation techniques, and decision-making processes relevant to sports contexts. Students will analyze case studies, participate in group activities, and engage in self-reflection to develop their unique leadership style. Emphasis is placed on ethical considerations, diversity and inclusion, conflict resolution, and fostering positive team cultures, preparing students for leadership roles in coaching, administration, and sports management.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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16 Chapters
800 Verified Questions
800 Flashcards
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Page 2
Chapter 1: What Do We Mean by Leadership
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Sample Questions
Q1) Compare and contrast leadership and management.
Answer: To many,management suggests words like efficiency,planning,paperwork,procedures,regulations,control and consistency.Leadership,on the other hand,is more associated with words like risk taking,dynamic,creativity,change and vision.Some say leadership is about values and doing the right things whereas management is about doing things right.Other differences include the idea that managers administer whereas leaders innovate;managers maintain whereas leaders develop;managers control whereas leaders inspire;managers have a short-term view whereas leaders take a long-term view;managers imitate whereas leaders originate;and managers accept the status quo whereas leaders challenge it.Zaleznik suggests that by nature some people are managers while others are leaders.It's probably best to think of leadership and management as closely related but distinguishable functions.They are overlapping functions wherein although some of the functions performed by leaders and managers may be unique,there is also an area of overlap.
Q2) The main reason for using the phrase "desirable opportunities" in a definition of leadership is to distinguish between leadership and management.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Leader Development
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Sample Questions
Q1) Experience is just a matter of what events happen to you.
A)True
B)False
Answer: False
Q2) Studies show that after event reviews (AERs),which involve reflecting on personal leadership experiences,fail to improve leadership effectiveness.
A)True
B)False
Answer: False
Q3) The tendency to overestimate the dispositional factors and underestimate the environmental factors in someone else's failure is a fundamental attribution error.
A)True
B)False
Answer: True
Q4) Role-playing activities are used extensively during informal coaching sessions.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) Leaders who state that they have an open-door policy have clearly invited and indicated that feedback is welcome.
A)True
B)False
Answer: False
Q2) Which of the following statements about GAPS analysis is most likely true?
A) There are a total of six steps in a GAPS analysis.
B) The first step in GAPS analysis addresses the standards the organization has for your career objectives.
C) The second step in a GAPS analysis identifies where you want to go with your career over the next year or so.
D) The perceptions component of a GAPS analysis concerns how your abilities,skills,and behaviors affect others.
Answer: D
Q3) Practicing a Theory Y attitude will guarantee that you will always get along with coworkers.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Power and Influence
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Sample Questions
Q1) Coercive power is the potential to influence others through the administration of negative sanctions.
A)True
B)False
Q2) Those who derive a sense of satisfaction from influencing others are said to have a high need for affiliation.
A)True
B)False
Q3) Differentiate between leaders who have personalized power and leaders who have socialized power.
Q4) When students respond positively to requests from teachers who are well-liked and respected,it can be inferred that the teachers have:
A) expert power.
B) referent power.
C) legitimate power.
D) coercive power.
Q5) Choice of clothing can affect one's power and influence.
A)True
B)False
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Values are most likely:
A) shared by all human beings.
B) learned through socialization.
C) based on principles of law.
D) demonstrated by empathy.
Q2) Leaders create and sustain ethical climates in organizations through five "fronts" of leadership.Identify and describe these fronts and discuss how they relate to an ethical climate in an organization.
Q3) Which of the following best describes attribution of blame?
A) Using cosmetic words to defuse the offensiveness of distasteful behavior
B) Justifying immoral behavior by claiming it was caused by someone else's actions
C) Avoiding self-contempt for personal behavior by comparing it to the more heinous actions of others
D) Minimizing the harm caused by immoral actions by blaming the behavior on low societal standards
Q4) Baby Boomers came of age during the Great Depression and World War II.
A)True
B)False
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Write a description of the FFM or OCEAN Model of Personality.Explain each of the five personality dimensions and what aspects of a person's behaviors each dimension most likely affects.
Q2) The ability to produce work that is both novel and useful is called: A) practical intelligence. B) social intelligence.
C) analytic intelligence.
D) creative intelligence.
Q3) The roots of the Great Man theory can be traced back to the early 1900s,when many leadership researchers and the popular press maintained that leaders and followers were essentially the same.
A)True
B)False
Q4) What are the two major predictions made by the Cognitive Resources Theory with respect to intelligence,experience,stress,and group performance?
Q5) Most EQ researchers agree that emotional intelligence cannot be developed.
A)True
B)False
Q6) Explain the two meanings of personality.
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) Based on the Leadership Pipeline,people frequently turn out to be effective leaders even when they skip organizational levels.
A)True
B)False
Q2) Mobilization is best defined as:
A) allowing individuals to make personal choices about what they can achieve.
B) maintaining relationships that allow people to work together despite their differences.
C) helping a group define its opportunities and issues in ways that result in effective action.
D) engaging a critical mass to take action for the purpose of achieving a specific outcome.
Q3) In terms of the Leadership Grid,leaders scoring 1,9 show:
A) low concern for people and high concern for production.
B) high concern for people and production.
C) high concern for people and low concern for production.
D) low concern for people and production.
Q4) What are the important gender issues related to 360-degree feedback?
Q5) Compare and contrast intrapersonal skills with interpersonal skills.
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) Which of the following is the correct sequence of events according to the systems view of communication?
A) Intention,reception,expression,feedback,interpretation,new intentions.
B) Intention,expression,reception,interpretation,feedback,new intentions.
C) New intentions,reception,expression,intention,interpretation,feedback.
D) Expression,new intention,feedback,interpretation,reception,intention.
Q2) Stress only has negative effects on an individual's health and work.
A)True
B)False
Q3) Credibility is made up of three components: expertise,commitment and relationships.
A)True
B)False
Q4) Differentiate between active listening and passive listening.
Q5) A leader's credo should describe what the leader believes in and will or will not stand for.
A)True
B)False
Q6) What are the steps in the systems view of communication? Provide an example to illustrate what each step entails. Page 10
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Chapter 9: Motivation, Satisfaction, and Performance
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Q1) Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect?
A) Decentralization
B) Interactional justice
C) Empowerment
D) Distributive justice
Q2) Which of the following is most likely an example of a non-contingent reward?
A) Performance bonus
B) Annual salary
C) Monthly commission
D) Stock options
Q3) Which of the following would most likely result in consistently higher effort and performance?
A) Assigning goals that are both specific and difficult
B) Having goals that are very difficult to achieve
C) Assigning "do your best" goals
D) Having multiple goals
Q4) Briefly describe Herzberg's two-factor theory.
Q5) Explain Maslow's hierarchy of needs.
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Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) With role ambiguity,the problem is lack of clarity about just what the expectations are.
A)True
B)False
Q2) What is the LEAST likely way that a leader could improve team effectiveness?
A) Putting subtle pressure on dissenting members of the team to ensure concept cohesiveness
B) Designing input-stage variables at the individual,organizational,and team design levels
C) Ensuring that the team has a clear sense of purpose and performance expectations
D) Providing coaching while the team is performing its task
Q3) Clusters are intact,self-managed teams that strive to achieve the organization's goals.
A)True
B)False
Q4) Task-oriented behavior is adequate for accomplishing long-term objectives.
A)True
B)False
Q5) What factors lead to groupthink? Describe at least three symptoms of groupthink.
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Chapter 11: Skills for Developing Others
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Sample Questions
Q1) Why is it important to provide timely feedback? Why should a leader give both positive and negative feedback?
Q2) Research shows that followers are significantly happier when their leaders frequently delegate tasks.
A)True
B)False
Q3) The first requirement for a team intervention to be successful is:
A) brainstorming a range of positive feedback techniques.
B) raising awareness about how teams really work.
C) providing instrument-based team feedback.
D) practicing behaviors with team role play.
Q4) What is involved with providing constructive feedback? Why is constructive feedback important for subordinates?
Q5) Briefly describe the components of the Rocket Model of Team Effectiveness.
Q6) The Rocket Model of Team Effectiveness tells leaders what steps to take,and when to take them when building new teams.
A)True B)False
Q7) Why do leaders use the Rocket Model? What information can the model provide?
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Chapter 12: The Situation
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Q1) Which of the following is NOT a characteristic of an adaptive problem?
A) The problem can only be solved by changing the system itself.
B) It may be difficult to reach a consensus on what the problem really is.
C) The problem may be complex,but there is an expert solution to solve it.
D) Current resources and ways of thinking may be insufficient to solve the problem.
Q2) According to the GLOBE study,societies higher on future orientation tend to:
A) have flexible and adaptive organizations and managers.
B) assign greater weight to love in marriage decisions.
C) have lower rates of economic success.
D) have lower heart attack rates.
Q3) According to GLOBE,which of the following behaviors is culturally contingent?
A) Asocial
B) Dynamic
C) Ambitious
D) Insensitive
Q4) According to Kerr and Jermier,a cohesive work group may provide a substitute for the leader's task and relationship behavior.
A)True
B)False
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Chapter 13: Contingency Theories of Leadership
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Q1) With Situational Leadership,follower readiness refers to a follower's ability and willingness to accomplish a particular task.
A)True
B)False
Q2) Situational Leadership is a useful way for getting leaders to think about how leadership effectiveness may depend on being flexible with different subordinates.
A)True
B)False
Q3) Why have researchers criticized the contingency model?
Q4) Low-LPC leaders will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished.
A)True
B)False
Q5) According to the path-goal theory,follower satisfaction is directly related to the degree of participative behaviors manifested by the leader.
A)True
B)False
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Chapter 14: Leadership and Change
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Sample Questions
Q1) Briefly describe how image and trust building influence charismatic and transformational leaders.
Q2) What are the four key components of the model (M)variable in the rational approach to change? Explain how you would use these components to drive change at your school.Apply the components to a specific example at your school,such as using alternative energy sources to provide power to dormitories,reducing the fats/sugars in cafeteria food,etc.
Q3) According to the Multifactor Leadership Questionnaire (MLQ),which type of leader avoids responsibilities,fails to make decisions,or is absent when needed?
A) Bureaucratic
B) Autocratic
C) Laissez-faire
D) Democratic
Q4) Charismatic leaders tend to be more emotionally expressive with nonverbal channels.
A)True
B)False
Q5) Discuss the main ideas of Bass's theory of transformational and transactional leadership.
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Chapter 15: The Dark Side of Leadership
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Sample Questions
Q1) Briefly describe the two dimensions of managerial incompetence and the four types of leaders.
Q2) _____ is defined as the relevant knowledge a person can leverage to solve a problem.
A) Managerial competence
B) Technical expertise
C) Subject matter expertise
D) Team-building know-how
Q3) Destructive leadership is very clear-cut and easily identified.
A)True
B)False
Q4) Which managerial types have most likely gained insight into their dark-side traits and found ways to negate the debilitating effects of these traits on followers?
A) Competent Managers
B) Taskmasters
C) Cheerleaders
D) Figureheads
Q5) Explain the Dr.Gordy test.
Q6) Differentiate between destructive leadership and managerial incompetence.
Page 18
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Sample Questions
Q1) Which of the following would LEAST likely cause a conflict in a work group?
A) Group members competing for rewards
B) Group members facing uncertain demands
C) Group members having similar short-term goals
D) Group members having strong differences in values
Q2) Which of the following would LEAST likely address motivation problems in a work group?
A) Linking rewards to performance levels
B) Reallocating work across the team
C) Providing performance feedback
D) Obtaining necessary equipment
Q3) Which statement about executive teams is most likely FALSE?
A) Executive teams are often bogged down making operational decisions.
B) Executive teams have the opportunity to change organizational systems.
C) Not all the work that is done at the executive level requires all or any of the team members to be present.
D) Because of their level in the organization,most executive teams are shielded from many of the resource constraints other teams face.
Q4) Name and describe the components of the model of performance.
Page 19
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