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