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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. Impoverished management; Task management; Middle-of-the-road management; Country club management; and Team management
Supportive leader
Referent power
Five styles named in managerial grid
Competence
2. A two-dimensional grid for appraising leadership styles
Selling (high task - high relationship)
Expert power
Participative leader
Managerial grid
3. 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
Transformational leaders
Fiedler contingency model
Expert power
High-high leader
4. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured
Participating (low task - high relationship)
Autocratic style
Seven leadership traits
Task Structure
5. A leader who lets the group make decisions and complete the work in whatever way it sees fit
Achievement oriented leader
Laissez-faire style
Fiedler contingency model
Leadership
6. A leader high in both initiating structure and consideration behaviors
Laissez-faire style
High-high leader
Expert power
Leader-member relations
7. Willingness to share ideas and information freely
Situational leadership theory (SLT)
Expert power
Openness
Transactional leaders
8. Lets subordinates know what's expected of them - schedules work to be done - and gives specific guidance on how to accomplish tasks
High-high leader
Directive leader
Telling (high task - low relationship)
Readiness
9. The power a leader has to give positive rewards
Transactional leaders
Reward power
Credibility
High-high leader
10. The leader defines roles and tells people what - how - when - and where to do various tasks
Loyalty
Consideration
Telling (high task - low relationship)
Charismatic leader
11. A questionnaire that measures whether a leader is task or relationship oriented
Transactional leaders
Least-preferred coworker (LPC) questionnaire
Loyalty
High-high leader
12. Leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders
Transactional leaders
Behavioral theories
Laissez-faire style
Transformational leaders
13. Shows concern for the needs of followers and is friendly
Five styles named in managerial grid
Directive leader
Supportive leader
Reward power
14. The power a leader has to punish or control
Initiating structure
Coercive power
Legitimate power
Seven leadership traits
15. Drive; Desire to lead; Honesty and integrity; Self-confidence; Intelligence; Job-relevant knowledge; and Extraversion
Transactional leaders
Seven leadership traits
Expert power
Fiedler contingency model
16. 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
High-high leader
Leader-member relations
Position power
Competence
17. A leader who involves employees in decision making - delegates authority - and uses feedback as an opportunity for coaching employees
Situational leadership theory (SLT)
Expert power
Democratic style
Openness
18. Sets challenging goals and expects followers to perform their highest level
Laissez-faire style
Achievement oriented leader
Referent power
Competence
19. An enthusiastic - self-confident leader whose personality and actions influence people to behave in certain ways
Referent power
Initiating structure
Laissez-faire style
Charismatic leader
20. Power that's based on expertise - special skills - or knowledge
Expert power
High-high leader
Leadership
Initiating structure
21. A process of influencing a group to achieve goals
Leadership
Achievement oriented leader
Consideration
Leader-member relations
22. The power a leader has as a result of his or her position in an organization
Laissez-faire style
Legitimate power
Selling (high task - high relationship)
Charismatic leader
23. Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes
Path-goal theory
Visionary leadership
Loyalty
Transformational leaders
24. A leader who dictates work methods - makes unilateral decisions - and limits employee participation
Managerial grid
Referent power
Autocratic style
Seven leadership traits
25. Someone who can influence others and who has managerial authority
Autocratic style
Leader
Transactional leaders
Consideration
26. The ability to create and articulate a realistic - credible - and attractive vision of the future that improves upon the present situation
Reward power
Visionary leadership
Integrity
Leadership
27. The degree to which followers perceive someone as honest - competent - and able to inspire
Visionary leadership
Credibility
Managerial grid
Referent power
28. The extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings
Autocratic style
Achievement oriented leader
Directive leader
Consideration
29. 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
Leader-member exchange theory (LMX)
Participative leader
Laissez-faire style
Position power
30. 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
Leader
Path-goal theory
Leader-member relations
Competence
31. The leader and followers share in decision making; the main role of the leader is facilitating and communicating
Transformational leaders
High-high leader
Participating (low task - high relationship)
Consistency
32. Consults with group members and uses their suggestions before making a decision
Seven leadership traits
Participative leader
Openness
Transactional leaders
33. The belief in the integrity - character - and ability of a leader
Least-preferred coworker (LPC) questionnaire
High-high leader
Competence
Trust
34. The leader provides both directives and supportive behavior
Competence
Participating (low task - high relationship)
Selling (high task - high relationship)
Delegating (low task - low relationship)
35. Reliability - predictability - and good judgment in handling situations
Charismatic leader
Position power
Referent power
Consistency
36. Integrity; Competence; Consistency; Loyalty; and Openness
Leader
Five dimensions of trust
Loyalty
Consideration
37. One of Fiedler's situational contingencies that describes the degree of confidence - trust - and respect employees had for their leader
Consistency
Behavioral theories
Leader-member relations
Visionary leadership
38. The extent to which a leader defines his or her role and the roles of group members in attaining goals
Loyalty
Consideration
Initiating structure
Behavioral theories
39. Leaders who lead primarily by using social exchanges (or transactions)
Loyalty
Selling (high task - high relationship)
Transactional leaders
Competence
40. The extent to which people have the ability and willingness to accomplish a specific task
Initiating structure
Transactional leaders
Readiness
Democratic style
41. Honesty and truthfulness
Integrity
Telling (high task - low relationship)
Transactional leaders
Five styles named in managerial grid
42. Technical and interpersonal knowledge and skills
Competence
Fiedler contingency model
Position power
Leader
43. Willingness to protect a person - physically and emotionally
Loyalty
Leader-member exchange theory (LMX)
Least-preferred coworker (LPC) questionnaire
Transformational leaders
44. The leader provides little direction and support
Delegating (low task - low relationship)
High-high leader
Legitimate power
Visionary leadership
45. Power that arises because of a person's desirable resources or personal traits
Five styles named in managerial grid
Path-goal theory
Referent power
Democratic style
46. A leadership contingency theory that focuses on followers' readiness
Leader-member exchange theory (LMX)
Situational leadership theory (SLT)
Leadership
Openness