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