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