Question 1

Every leader has some form of authority and power.

Accepted Answer

A) True 
 B)False  True

Question 2

Many of the activities required of a leader include:

Accepted Answer

A)  a variety of hands-on functions. 
B)  effective networking. 
C)  interaction and interpersonal communication with group members. 
D)  technical computer skills. 
A)  a variety of hands-on functions. 
B)  effective networking. 
C)  interaction and interpersonal communication with group members. 
D)  technical computer skills. C

Question 3

The process of building and maintaining interpersonal professional contacts is known as coaching.

Accepted Answer

A) True 
 B)False  False

Question 4

Which of the following refers to a management style that focuses equally on production needs and the needs of the people?

Accepted Answer

A)  Team-management style. 
B)  Middle-of-the-road management style. 
C)  Task-management style. 
D)  Country-club management style. 
A)  Team-management style. 
B)  Middle-of-the-road management style. 
C)  Task-management style. 
D)  Country-club management style.

Question 5

What is the purpose of 'transactional leadership'?

Accepted Answer

A)  To take responsibility and follow rules. 
B)  To monitor and provide feedback about processes. 
C)  To motivate subordinates to perform as expected. 
D)  To stimulate change. 
A)  To take responsibility and follow rules. 
B)  To monitor and provide feedback about processes. 
C)  To motivate subordinates to perform as expected. 
D)  To stimulate change.

Question 6

Effective leaders establish group direction by

Accepted Answer

A)  defining activities within the organisation. 
B)  sharing vision and goal-setting with the group. 
C)  meeting the group face-to-face. 
D)  fulfilling their communication responsibilities. 
A)  defining activities within the organisation. 
B)  sharing vision and goal-setting with the group. 
C)  meeting the group face-to-face. 
D)  fulfilling their communication responsibilities.

Question 7

Mia has agreed to be Diego's mentor. They have agreed what the purpose and goals of the mentoring will be along with when they will meet. They have discussed the current state and want to evaluate their progress throughout the time Mia is Diego's mentor. This is an example of formal mentoring.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is NOT a distinguishing trait of leadership?

Accepted Answer

A)  Drive 
B)  Integrity 
C)  Power 
D)  Self-confidence 
A)  Drive 
B)  Integrity 
C)  Power 
D)  Self-confidence

Question 9

Quiet managers in leadership, according to Mintzberg (1999), can strengthen:

Accepted Answer

A)  a group's culture of independence. 
B)  real knowledge of the organisation's strategy and direction. 
C)  the connection between the followers and the service. 
D)  leadership strategies. 
A)  a group's culture of independence. 
B)  real knowledge of the organisation's strategy and direction. 
C)  the connection between the followers and the service. 
D)  leadership strategies.

Question 10

What is the link between emotional intelligence and authentic leadership?

Accepted Answer

Emotional intelligence and authentic lea

Question 11

Consistent results is a characteristic of an organisation with low motivation.

Accepted Answer

A) True 
 B)False

Question 12

Why is feedback from the leader important?

Accepted Answer

A)  It impacts on staff willingness to work and influences the effectiveness of the team. 
B)  People like to know how they are performing. 
C)  When things go wrong action needs to be taken. 
D)  The leader's perceptions are valued and acted upon. 
A)  It impacts on staff willingness to work and influences the effectiveness of the team. 
B)  People like to know how they are performing. 
C)  When things go wrong action needs to be taken. 
D)  The leader's perceptions are valued and acted upon.

Question 13

You are a leader in an organisation and have recently recruited a new team who have little knowledge and skill in this particular area of business. It is expected by senior leadership that you will meet the goals of your division. Discuss the leadership style(s) you would adopt with your team to ensure success for your team, yourself, and the company. Consider the different leadership styles discussed and how your leadership style may need to evolve as competence and knowledge of your team increases.

Accepted Answer

As a leader in this situation, I would a

Question 14

The 'command-and-control leadership methods' of the 20th century are inefficient in the changing technology world.

Accepted Answer

A) True 
 B)False

Question 15

What is the emphasis of Fielder's (1964, 1967) contingency theory?

Accepted Answer

A)  Task-motivated leadership style. 
B)  How well the leader's style fit between situation and leadership style. 
C)  Relationship-motivated leadership style. 
D)  All of the above. 
A)  Task-motivated leadership style. 
B)  How well the leader's style fit between situation and leadership style. 
C)  Relationship-motivated leadership style. 
D)  All of the above.

Question 16

What is the focus of 'transactional leadership'?

Accepted Answer

A)  The motivation of staff only. 
B)  Leading and supporting followers to identify goals, complete task responsibilities and follow rules. 
C)  The feedback of staff exclusively. 
D)  The direction of the organisation. 
A)  The motivation of staff only. 
B)  Leading and supporting followers to identify goals, complete task responsibilities and follow rules. 
C)  The feedback of staff exclusively. 
D)  The direction of the organisation.

Question 17

Charisma is only found in transformational leaders.

Accepted Answer

A) True 
 B)False

Question 18

What behaviour does the Situational Leadership Model classify?

Accepted Answer

A)  Relationship and task 
B)  Accommodating 
C)  Expertise 
D)  Rationality 
A)  Relationship and task 
B)  Accommodating 
C)  Expertise 
D)  Rationality

Question 19

For an organisation, having leaders who can communicate effectively in order to persuade followers is more important than having leaders who can build a high-performance culture.

Accepted Answer

A) True 
 B)False

Question 20

The Situational Leadership model classifies leader behaviour into two broad categories: relationship behaviour with leaders, and task behaviour with followers.

Accepted Answer

A) True 
 B)False

Exam 7: Leadership

Every leader has some form of authority and power.

Many of the activities required of a leader include:

The process of building and maintaining interpersonal professional contacts is known as coaching.

Which of the following refers to a management style that focuses equally on production needs and the needs of the people?

What is the purpose of 'transactional leadership'?

Effective leaders establish group direction by

Mia has agreed to be Diego's mentor. They have agreed what the purpose and goals of the mentoring will be along with when they will meet. They have discussed the current state and want to evaluate their progress throughout the time Mia is Diego's mentor. This is an example of formal mentoring.

Which of the following is NOT a distinguishing trait of leadership?

Quiet managers in leadership, according to Mintzberg (1999), can strengthen:

What is the link between emotional intelligence and authentic leadership?

Consistent results is a characteristic of an organisation with low motivation.

Why is feedback from the leader important?

The 'command-and-control leadership methods' of the 20th century are inefficient in the changing technology world.

What is the emphasis of Fielder's (1964, 1967) contingency theory?

What is the focus of 'transactional leadership'?

Charisma is only found in transformational leaders.

What behaviour does the Situational Leadership Model classify?

For an organisation, having leaders who can communicate effectively in order to persuade followers is more important than having leaders who can build a high-performance culture.

The Situational Leadership model classifies leader behaviour into two broad categories: relationship behaviour with leaders, and task behaviour with followers.

Communication Foundations

Interpersonal Communication

Emotional Intelligence: Managing Self and Relationships

Negotiation and Conflict Management

Intercultural Communication

Communication Across the Organisation

Team and Work Group Communication

Effective Meetings: Face-To-Face and Virtual

Customer Engagement

Public Relations

Managing Big Data and Knowledge

Researching and Processing Information

Conducting Surveys and Questionnaires

Critical Thinking, Argument, Logic and Persuasion

Communicating Through Visuals

Oral Presentations and Public Speaking

Writing for the Professions

Writing Correspondence, Emails and Short Reports

Writing Long Reports

Writing Reflective Journals

Academic Writing

Social Media

Writing for the Web

The Job Search, Résumés and Interviews in the Digital Era

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