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Test your basic knowledge |
Management 101: Leadership
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer 46 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Power that arises because of a person's desirable resources or personal traits
Referent power
Task Structure
Five styles named in managerial grid
Charismatic leader
2. Impoverished management; Task management; Middle-of-the-road management; Country club management; and Team management
Credibility
Leadership
Five styles named in managerial grid
Visionary leadership
3. Honesty and truthfulness
Participating (low task - high relationship)
High-high leader
Participative leader
Integrity
4. The extent to which a leader defines his or her role and the roles of group members in attaining goals
Task Structure
Achievement oriented leader
Reward power
Initiating structure
5. The power a leader has as a result of his or her position in an organization
Achievement oriented leader
Consideration
Five styles named in managerial grid
Legitimate power
6. A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization
Path-goal theory
Referent power
Transformational leaders
Leadership
7. Sets challenging goals and expects followers to perform their highest level
Participating (low task - high relationship)
Telling (high task - low relationship)
Achievement oriented leader
Coercive power
8. Lets subordinates know what's expected of them - schedules work to be done - and gives specific guidance on how to accomplish tasks
Consistency
Transactional leaders
Directive leader
Leader-member exchange theory (LMX)
9. A questionnaire that measures whether a leader is task or relationship oriented
Reward power
Least-preferred coworker (LPC) questionnaire
Credibility
Legitimate power
10. A leader who lets the group make decisions and complete the work in whatever way it sees fit
Transformational leaders
Loyalty
Laissez-faire style
Situational leadership theory (SLT)
11. Power that's based on expertise - special skills - or knowledge
Expert power
Laissez-faire style
Referent power
Least-preferred coworker (LPC) questionnaire
12. Shows concern for the needs of followers and is friendly
Transactional leaders
Situational leadership theory (SLT)
Supportive leader
Readiness
13. The extent to which people have the ability and willingness to accomplish a specific task
Readiness
Coercive power
Fiedler contingency model
Position power
14. The power a leader has to punish or control
Coercive power
Five styles named in managerial grid
Consideration
Openness
15. The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings - less turnover - and greater job satisfaction
High-high leader
Expert power
Leader-member exchange theory (LMX)
Leadership
16. Reliability - predictability - and good judgment in handling situations
High-high leader
Consistency
Legitimate power
Directive leader
17. The belief in the integrity - character - and ability of a leader
Legitimate power
Consistency
Competence
Trust
18. Technical and interpersonal knowledge and skills
Competence
Consideration
Fiedler contingency model
Legitimate power
19. Leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders
Telling (high task - low relationship)
Behavioral theories
Supportive leader
Credibility
20. The ability to create and articulate a realistic - credible - and attractive vision of the future that improves upon the present situation
Autocratic style
Openness
Consistency
Visionary leadership
21. A process of influencing a group to achieve goals
Visionary leadership
Leadership
Supportive leader
Loyalty
22. The leader provides both directives and supportive behavior
Selling (high task - high relationship)
Telling (high task - low relationship)
Democratic style
Participating (low task - high relationship)
23. A leadership theory proposing that effective group performance depends upon the proper match between a leader's style and the degree to which the situation allows the leader to control and influence
Path-goal theory
Participating (low task - high relationship)
Loyalty
Fiedler contingency model
24. The degree to which followers perceive someone as honest - competent - and able to inspire
Referent power
Credibility
Participative leader
Charismatic leader
25. One of Fiedler's situational contingencies that describes the degree of confidence - trust - and respect employees had for their leader
Leader-member relations
Democratic style
Least-preferred coworker (LPC) questionnaire
Selling (high task - high relationship)
26. Willingness to protect a person - physically and emotionally
Loyalty
Leadership
Task Structure
Transformational leaders
27. A two-dimensional grid for appraising leadership styles
Directive leader
Managerial grid
Initiating structure
Leader
28. A leader high in both initiating structure and consideration behaviors
Delegating (low task - low relationship)
Behavioral theories
Competence
High-high leader
29. A leader who involves employees in decision making - delegates authority - and uses feedback as an opportunity for coaching employees
Democratic style
Reward power
Leadership
Five dimensions of trust
30. The leader and followers share in decision making; the main role of the leader is facilitating and communicating
Participating (low task - high relationship)
Fiedler contingency model
Consideration
Managerial grid
31. Willingness to share ideas and information freely
Openness
Charismatic leader
Seven leadership traits
Leader-member exchange theory (LMX)
32. Someone who can influence others and who has managerial authority
Leadership
Autocratic style
Expert power
Leader
33. Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes
Transformational leaders
Leadership
Transactional leaders
Participating (low task - high relationship)
34. The extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings
Laissez-faire style
Telling (high task - low relationship)
Credibility
Consideration
35. Consults with group members and uses their suggestions before making a decision
Least-preferred coworker (LPC) questionnaire
Competence
Referent power
Participative leader
36. A leadership contingency theory that focuses on followers' readiness
Behavioral theories
Supportive leader
Situational leadership theory (SLT)
Coercive power
37. The leader provides little direction and support
Participating (low task - high relationship)
Coercive power
Loyalty
Delegating (low task - low relationship)
38. The leader defines roles and tells people what - how - when - and where to do various tasks
Position power
Laissez-faire style
Legitimate power
Telling (high task - low relationship)
39. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured
Task Structure
Credibility
Competence
High-high leader
40. One of Fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring - firing - discipline - promotions - and salary increases
Situational leadership theory (SLT)
Participating (low task - high relationship)
Position power
Behavioral theories
41. Leaders who lead primarily by using social exchanges (or transactions)
Managerial grid
Participating (low task - high relationship)
Integrity
Transactional leaders
42. An enthusiastic - self-confident leader whose personality and actions influence people to behave in certain ways
Task Structure
Leader
Charismatic leader
Competence
43. Drive; Desire to lead; Honesty and integrity; Self-confidence; Intelligence; Job-relevant knowledge; and Extraversion
Seven leadership traits
Leader-member relations
Transactional leaders
Situational leadership theory (SLT)
44. A leader who dictates work methods - makes unilateral decisions - and limits employee participation
Charismatic leader
Coercive power
Trust
Autocratic style
45. Integrity; Competence; Consistency; Loyalty; and Openness
Loyalty
Five dimensions of trust
Telling (high task - low relationship)
Five styles named in managerial grid
46. The power a leader has to give positive rewards
Reward power
Loyalty
Transformational leaders
Consideration