Supervisory Management
Chapter Exam Questions
Course Introduction
Supervisory Management provides students with the foundational knowledge and practical skills required to effectively oversee and guide teams within an organizational setting. The course explores key concepts such as leadership styles, decision-making, communication strategies, motivation, delegation, conflict resolution, and performance management. Emphasis is placed on the supervisors role in fostering productive work environments, meeting organizational goals, and facilitating employee development. Through case studies, interactive discussions, and real-world scenarios, students learn techniques to enhance their supervisory effectiveness and adapt to the dynamic challenges of modern workplaces.
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) Behavioral leadership theories attempt to explain:
A) distinctive characteristics accounting for leadership effectiveness.
B) successful, influencing leader-follower relationships.
C) distinctive styles used by effective leaders.
D) the appropriate leadership style based on the leader, follower, and situation.
Answer: C
Q2) Which of the following statements regarding leaders and managers is NOT true?
A) A manager always has the ability to influence others; a leader may not.
B) A manager has a formal title and authority.
C) A leader may either be a manager or a nonmanager.
D) All managers perform four major functions: planning, organizing, leading, and controlling.
Answer: A
Q3) If a person is not interested and not willing to be in charge, he or she is still well-suited to be a leader.
A)True
B)False
Answer: False
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3
Chapter 2: Leadership Ethics and Traits
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185 Flashcards
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Sample Questions
Q1) Ethics are the standards of right and wrong that influence behavior.
A)True
B)False
Answer: True
Q2) As a leader, you know that your expectations and treatment of your employees influence and can predict how they will behave, how they will perform. This indicates that you know about ____.
A) Self-concept theory
B) The Impact of the situation on behavior
C) Moral development
D) The Pygmalion effect
Answer: D
Q3) The Leader Motive Profile (LMP) defines which motive as the highest need for leaders?
A) achievement
B) power
C) affiliation
D) enjoyment
Answer: B
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Page 4
Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
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Sample Questions
Q1) To "make better grades" is NOT an effective objective because it
A) Is vague and not specific
B) Does not have a target date
C) Is difficult to measure because "better" is not clearly defined.
D) All of the above
Answer: D
Q2) The manager is talking to an employee about last night's TV show. The manager is using which leadership style?
A) job-centered
B) employee-centered
Answer: B
Q3) To motivate employees with a high n Pow, you should to all of the following EXCEPT:
A) let them plan and control their jobs as much as possible.
B) try to include them in decision making.
C) try to assign them to a whole task rather than just a part of a task.
D) let them work as part of a team.
Answer: D
Q4) Which leadership model do you prefer?
Answer: Students' answers will vary.
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Chapter 4: Contingency Theories in Leadership
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Sample Questions
Q1) The role of the leader is to answer questions and provide encouragement and resources using the facilitate leadership style.
A)True
B)False
Q2) The two major continuum leadership model leadership styles are:
A) boss-centered and subordinate-centered.
B) boss-centered and leader-centered.
C) leader-centered and task-centered.
D) none of the answers are correct
Q3) What is the difference in the outcomes of the contingency leadership and the continuum leadership models and that of the path-goal model?
Q4) Normative leadership theory led to the development of the theory of charismatic leadership.
A)True
B)False
Q5) Environment situational factors include task structure, formal authority, and work group.
A)True
B)False
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
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Sample Questions
Q1) List the steps in the negotiation process.
Q2) As a manager, you can influence people to do things that they normally would not have done through your use of ____ power, which is derived from top management.
A) Personal
B) Position
C) Political
D) Coercive
Q3) ____ is the process of getting a person whose support you need to join your coalition rather than compete.
A) Reciprocity
B) Coalition building
C) Networking
D) Co-optation
Q4) Your one-minute self-sell should do all of the following EXCEPT:
A) identify your career field and key results you've achieved.
B) give the listener a sense of your background.
C) provide the direction of your next job.
D) identify your specific salary requirements.
Q5) What are the seven types of power?
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
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Sample Questions
Q1) Situational Communication. You work in the accounting office. Chris has come to you stating that there are a few questions for you to answer about the budget. Chris has done an excellent job of preparing and staying within the budgeted amounts in recent years. As a situational communicator, you should do what?
Q2) The psychological contract is often broken because:
A) we fail to make explicit our own expectations.
B) we assume that the other party(ies) has the same expectations that we hold. C) we fail to inquire into the expectations of the other party(ies).
D) all of the answers are correct
Q3) The leader says, "You dropped it again. When are you going to get it?" Which type of statement is this?
A) criticism
B) coaching feedback
Q4) Recall a present or past manager. Which of the ten guidelines does or did the manager use most frequently and least frequently?
Q5) Is 360-degree multirater feedback really better than a boss-based assessment? As a manager, would you elect to use 360?
Q6) Discuss the relationship between the performance formula and the coaching model. To view all questions and flashcards with answers, click on the resource link above. Page 8
Chapter 7: Follower-ship and Leader Member Exchange
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Sample Questions
Q1) Select a manager you work or have worked for, and analyze how well he or she implements the four steps of delegation. Which steps does the manager typically follow and not follow?
Q2) Effective followers:
A) resist inappropriate influence from the leader.
B) have external locus of control.
C) need only clarity of expectations, not influence, from their leaders. D) are conscientious to respond positively to their leader's influence.
Q3) The concept of social exchange is used to describe group members' social relationships within and outside their groups and how these relationships affect group effectiveness.
A)True
B)False
Q4) The emphasis of team building is on how a leader might forge a partnership with each follower without alienating anyone.
A)True
B)False
Q5) How does education and experience, described as follower influencing characteristics, affect effective followership?
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Chapter 8: Self-Managed Teams and Team Leadership
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Sample Questions
Q1) What are some of the key indicators of team dysfunction?
Q2) The job of a self-managed team champion includes:
A) pushing revolutionary ideas through groups or teams.
B) policing autonomous teams for groupthink.
C) defending SMTs from enemy attacks.
D) all of the answers are correct
Q3) A functional team is a group of employees belonging to the same functional department, such as marketing, R&D, production, human resources, or information systems, who have a common objective.
A)True
B)False
Q4) In your group, Dwayne enjoys challenging members' ideas. He likes getting his own way. When a group member does not agree with Dwayne, he makes wise comments about the member's past mistakes. Which of the following group member problem types does Dwayne represent?
A) silent
B) talker
C) wanderer
D) bored
E) arguer
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Chapter 9: Transformational and Charismatic Leadership
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Sample Questions
Q1) Negative charismatic leaders emphasize personal identification rather than internalization.
A)True
B)False
Q2) Citing specific examples, explain how charismatic leaders of the past used vision and superb communication skills to make their case.
Q3) Transformational leaders such as Herb Kelleher, former CEO of Southwest Airlines, is a leader known for inspiring his employees with more conventional and formal approaches to leading.
A)True
B)False
Q4) Discuss how one can acquire charismatic qualities.
Q5) Helping others discover their inner spirit is an example of a servant leader's role.
A)True
B)False
Q6) A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and detrimental effects on followers. Explain both types of effects on followers.
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Page 11
Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
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Sample Questions
Q1) Insular thinking is a common characteristic of high-performance cultures.
A)True
B)False
Q2) The ultimate objective of diversity training and education is to create a diversity sensitive orientation.
A)True
B)False
Q3) The strength of any culture depends on:
A) the leader's relationship with his or her followers.
B) the degree to which a set of norms and values are widely shared and strongly held throughout the organization.
C) how diverse the organization is.
D) how much the organization embraces change.
Q4) Foreign-born managers who lead U.S. companies:
A) are increasing in number.
B) are frequently chosen for their high uncertainty avoidance.
C) have declined in number over the past decade.
D) require more diversity training than U.S.-born managers.
Q5) Distinguish between symbolic and substantive leadership actions for shaping organizational culture.
12
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Chapter 11: Change Management and Strategic Leadership
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Sample Questions
Q1) The effectiveness of an organization's strategies is influenced by the degree of alignment between the organization's internal capabilities, resources, and its environmental opportunities.
A)True
B)False
Q2) An organization's external environment presents strengths and weaknesses, while it internal environment presents opportunities and threats.
A)True
B)False
Q3) Two components that are often featured in a mission statement are the core values and the core purpose.
A)True
B)False
Q4) Strategic leadership must involve managers at the top, middle, and lower levels of the organization.
A)True
B)False
Q5) Explain the importance of strategy evaluation in the strategic management model.
Q6) What is the difference between a strategic vision and a mission statement?
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Chapter 12: The Learning Organization and Crisis Leadership
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Sample Questions
Q1) The learning organization embraces the idea that people will learn if encouraged to face challenges, experiment, fail, and reflect on their experiences.
A)True
B)False
Q2) Your leader has appointed you to supervise the risk assessment part of precrisis planning, and, therefore, your first step in the five step process is to assess and rank risks. A)True
B)False
Q3) Pre-crisis planning entails all of the following components EXCEPT:
A) appointing a crisis leader.
B) assessing risk.
C) analyzing the environment.
D) creating a crisis response team.
Q4) The pre-crisis response plan requires the appointment of a crisis leader. Describe the responsibilities of this person.
Q5) What factors account for the fact that the learning organization is described as more creative and innovative than the traditional organization form?
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