Question 1

A team of top medical researchers conducting specialist research in multiple research laboratories would be most effectively managed using:

Accepted Answer

A)  an autocratic style of leadership. 
B)  a democratic style of leadership. 
C)  a laissez-faire style of leadership. 
D)  a persuasive style of leadership. 
E)  any style of leadership, since one would be no more appropriate than any other. 
A)  an autocratic style of leadership. 
B)  a democratic style of leadership. 
C)  a laissez-faire style of leadership. 
D)  a persuasive style of leadership. 
E)  any style of leadership, since one would be no more appropriate than any other. C

Question 2

Management is about allocating resources, increasing efficiencies, dealing with budgets and numbers, and optimising processes and structures, whereas leadership is about providing vision and inspiration to produce positive change.

Accepted Answer

A) True 
 B)False  True

Question 3

What would a manager with an employee-centred style of leadership be least likely to do in relation to the level of freedom they provide their employees in decision-making and the degree of freedom in their work roles?

Accepted Answer

A)  Explain what is to be done, and why. 
B)  Present the required end result, invite suggestions and make the final decision. 
C)  Announce what is to be done. 
D)  Permit employees to function within defined limits. 
E)  Outline the situation, and then decide jointly with the group. 
A)  Explain what is to be done, and why. 
B)  Present the required end result, invite suggestions and make the final decision. 
C)  Announce what is to be done. 
D)  Permit employees to function within defined limits. 
E)  Outline the situation, and then decide jointly with the group. C

Question 4

Which of the following statements best describes what makes an effective leader-manager?

Accepted Answer

A)  They tell their staff what to do and make sure they do it. 
B)  They tell their staff what to do, but allow them to decide how they will go about doing it. 
C)  They provide their staff with guidance about what to do. 
D)  They provide their staff with clear, precise goals, and then instruct them what to do to ensure that they achieve them. 
E)  They articulate the organisation's vision to their staff, but leave it to staff to set targets and break down these visions into goals. 
A)  They tell their staff what to do and make sure they do it. 
B)  They tell their staff what to do, but allow them to decide how they will go about doing it. 
C)  They provide their staff with guidance about what to do. 
D)  They provide their staff with clear, precise goals, and then instruct them what to do to ensure that they achieve them. 
E)  They articulate the organisation's vision to their staff, but leave it to staff to set targets and break down these visions into goals.

Question 5

Australian workers are considered to be some of the most resilient in the world, and therefore desire predominantly negative feedback to let them know the areas in which they need to improve.

Accepted Answer

A) True 
 B)False

Question 6

Rather than looking at what leaders are, such as resilient or determined, the behavioural approach sees leadership as a set of behaviours, and looks at what effective leaders do.

Accepted Answer

A) True 
 B)False

Question 7

According to the task-readiness approach, if employees are highly competent and willing to take on tasks and make decisions, the most appropriate style to manage them would be one with a mix of:

Accepted Answer

A)  high directive/low relationship behaviour. 
B)  high directive/high relationship behaviour. 
C)  high relationship/low directive behaviour. 
D)  low relationship/low directive behaviour. 
E)  None of these responses are correct. 
A)  high directive/low relationship behaviour. 
B)  high directive/high relationship behaviour. 
C)  high relationship/low directive behaviour. 
D)  low relationship/low directive behaviour. 
E)  None of these responses are correct.

Question 8

Although there are many aspects to being a successful leader, perhaps the most important, which is at the core of being a leader, is to:

Accepted Answer

A)  act like a leader by being distant and autocratic. 
B)  build up knowledge of what a successful leader needs to do. 
C)  make decisions that will demonstrate that you are a leader. 
D)  think like a leader. 
E)  None of these responses are correct. 
A)  act like a leader by being distant and autocratic. 
B)  build up knowledge of what a successful leader needs to do. 
C)  make decisions that will demonstrate that you are a leader. 
D)  think like a leader. 
E)  None of these responses are correct.

Question 9

A manager whose performance in managing a team reveals that there are few grievances, high retention levels and high levels and quality of output within the team. According to Likert's model, this manager would be likely to be:

Accepted Answer

A)  high in consideration. 
B)  low in consideration. 
C)  high in structure. 
D)  low in structure. 
E)  high or low in structure, but low in consideration. 
A)  high in consideration. 
B)  low in consideration. 
C)  high in structure. 
D)  low in structure. 
E)  high or low in structure, but low in consideration.

Question 10

Eleanor's leadership style is to involve as many of her staff as possible in the decision-making process and to invite contributions and suggestions from all of her team members. Her leadership style is best described as:

Accepted Answer

A)  autocratic. 
B)  democratic. 
C)  laissez-faire. 
D)  persuasive. 
E)  None of these responses are correct. 
A)  autocratic. 
B)  democratic. 
C)  laissez-faire. 
D)  persuasive. 
E)  None of these responses are correct.

Question 11

Which of the following statements best describes what is known as 'authentic leadership'?

Accepted Answer

A)  Homogenous leadership that follows established hierarchical lines of control 
B)  Behaving ethically and with integrity, and managing stress well enough to lead under pressure 
C)  Placing the organisation first, and leading and managing in a manner which places productivity and profits ahead of all other considerations 
D)  Leader-managers striving to be more knowledgeable than their employees, and so taking on all decision-making responsibility 
E)  None of these responses are correct. 
A)  Homogenous leadership that follows established hierarchical lines of control 
B)  Behaving ethically and with integrity, and managing stress well enough to lead under pressure 
C)  Placing the organisation first, and leading and managing in a manner which places productivity and profits ahead of all other considerations 
D)  Leader-managers striving to be more knowledgeable than their employees, and so taking on all decision-making responsibility 
E)  None of these responses are correct.

Question 12

For transactional leadership to work, a leader needs to:

Accepted Answer

A)  make clear what they expect from the people who report to them. 
B)  make clear the rewards their employees will receive when they reach their goals. 
C)  provide the resources employees need to achieve their goals. 
D)  monitor employees' performance, identify performance gaps and coach employees as necessary. 
E)  All of these responses are correct. 
A)  make clear what they expect from the people who report to them. 
B)  make clear the rewards their employees will receive when they reach their goals. 
C)  provide the resources employees need to achieve their goals. 
D)  monitor employees' performance, identify performance gaps and coach employees as necessary. 
E)  All of these responses are correct.

Question 13

The innovative, visionary approach that Steve Jobs brought with him when he returned to Apple in 1996 was the driving force behind the company becoming the global mega-success it is today. Such an approach means Jobs' leadership could be best described as:

Accepted Answer

A)  transitional. 
B)  transpositional. 
C)  transnational. 
D)  transformational. 
E)  transcontinental. 
A)  transitional. 
B)  transpositional. 
C)  transnational. 
D)  transformational. 
E)  transcontinental.

Question 14

Which of the following statements about the Theory X and Theory Y mindsets is true?

Accepted Answer

A)  Leaders with a Theory X mindset believe that workers are inherently motivated and work primarily to obtain fulfilment and build self-esteem. 
B)  Leaders with a Theory Y mindset believe that people do not want to work, and only do so as a source of income. 
C)  Leaders with a Theory Y mindset are likely to continually coerce workers, direct their efforts, keep tight controls on them and threaten punishment to keep them in line. 
D)  Leaders with a Theory X mindset believe that workers have an inherent dislike of work, and work only because they have to. 
E)  Leaders with a Theory Y mindset believe that workers do not seek challenges, avoid responsibility and lack commitment to the objectives of their team or organisation. 
A)  Leaders with a Theory X mindset believe that workers are inherently motivated and work primarily to obtain fulfilment and build self-esteem. 
B)  Leaders with a Theory Y mindset believe that people do not want to work, and only do so as a source of income. 
C)  Leaders with a Theory Y mindset are likely to continually coerce workers, direct their efforts, keep tight controls on them and threaten punishment to keep them in line. 
D)  Leaders with a Theory X mindset believe that workers have an inherent dislike of work, and work only because they have to. 
E)  Leaders with a Theory Y mindset believe that workers do not seek challenges, avoid responsibility and lack commitment to the objectives of their team or organisation.

Question 15

Which of the following statements is true of narcissistic leaders?

Accepted Answer

A)  They are excellent coaches. 
B)  They are excellent mentors. 
C)  They are excellent facilitators of group learning. 
D)  They encourage criticism and free thinking. 
E)  They prefer to indoctrinate. 
A)  They are excellent coaches. 
B)  They are excellent mentors. 
C)  They are excellent facilitators of group learning. 
D)  They encourage criticism and free thinking. 
E)  They prefer to indoctrinate.

Question 16

Which approach would be considered to be the optimal choice in order to become a successful leader?

Accepted Answer

A)  The contingency approach 
B)  The path-goal leadership approach 
C)  The task-readiness approach 
D)  Any leadership style may be appropriate, so long as it is chosen at the right time and in the right place 
E)  An autocratic style, because leaders will always know more than their employees 
A)  The contingency approach 
B)  The path-goal leadership approach 
C)  The task-readiness approach 
D)  Any leadership style may be appropriate, so long as it is chosen at the right time and in the right place 
E)  An autocratic style, because leaders will always know more than their employees

Question 17

In which situational approach to leadership would a manager place the greatest emphasis on the consideration of employees, the task and the leader when deciding which management style to apply?

Accepted Answer

A)  Contingency 
B)  Elements of leadership 
C)  Task-readiness 
D)  Transactional 
E)  None of these responses are correct. 
A)  Contingency 
B)  Elements of leadership 
C)  Task-readiness 
D)  Transactional 
E)  None of these responses are correct.

Question 18

Ideally, when you take up a leadership role you should:

Accepted Answer

A)  try to impress your team. 
B)  for an initial period, at least, make all decisions, so as to demonstrate that you are a strong leader. 
C)  avoid providing feedback to your team, so as not to put them off-side. 
D)  get to know your team members' strengths and weaknesses, so you can help them to perform their roles to their optimal ability. 
E)  be heavily results-focused, so that employees know that results are the only measure of success that counts. 
A)  try to impress your team. 
B)  for an initial period, at least, make all decisions, so as to demonstrate that you are a strong leader. 
C)  avoid providing feedback to your team, so as not to put them off-side. 
D)  get to know your team members' strengths and weaknesses, so you can help them to perform their roles to their optimal ability. 
E)  be heavily results-focused, so that employees know that results are the only measure of success that counts.

Question 19

According to an Australian government study, Australian leaders show little care and empathy for their employees and place as low priorities good working relationships and the commitment to building employees' self-esteem.

Accepted Answer

A) True 
 B)False

Question 20

Leaders are born rather than made. Because of this, no one can learn to become a better leader.

Accepted Answer

A) True 
 B)False

Exam 9: Understanding Leadership

A team of top medical researchers conducting specialist research in multiple research laboratories would be most effectively managed using:

Management is about allocating resources, increasing efficiencies, dealing with budgets and numbers, and optimising processes and structures, whereas leadership is about providing vision and inspiration to produce positive change.

What would a manager with an employee-centred style of leadership be least likely to do in relation to the level of freedom they provide their employees in decision-making and the degree of freedom in their work roles?

Which of the following statements best describes what makes an effective leader-manager?

Australian workers are considered to be some of the most resilient in the world, and therefore desire predominantly negative feedback to let them know the areas in which they need to improve.

Rather than looking at what leaders are, such as resilient or determined, the behavioural approach sees leadership as a set of behaviours, and looks at what effective leaders do.

According to the task-readiness approach, if employees are highly competent and willing to take on tasks and make decisions, the most appropriate style to manage them would be one with a mix of:

Although there are many aspects to being a successful leader, perhaps the most important, which is at the core of being a leader, is to:

A manager whose performance in managing a team reveals that there are few grievances, high retention levels and high levels and quality of output within the team. According to Likert's model, this manager would be likely to be:

Eleanor's leadership style is to involve as many of her staff as possible in the decision-making process and to invite contributions and suggestions from all of her team members. Her leadership style is best described as:

Which of the following statements best describes what is known as 'authentic leadership'?

For transactional leadership to work, a leader needs to:

The innovative, visionary approach that Steve Jobs brought with him when he returned to Apple in 1996 was the driving force behind the company becoming the global mega-success it is today. Such an approach means Jobs' leadership could be best described as:

Which of the following statements about the Theory X and Theory Y mindsets is true?

Which of the following statements is true of narcissistic leaders?

Which approach would be considered to be the optimal choice in order to become a successful leader?

In which situational approach to leadership would a manager place the greatest emphasis on the consideration of employees, the task and the leader when deciding which management style to apply?

Ideally, when you take up a leadership role you should:

According to an Australian government study, Australian leaders show little care and empathy for their employees and place as low priorities good working relationships and the commitment to building employees' self-esteem.

Leaders are born rather than made. Because of this, no one can learn to become a better leader.

The Changing World of Work

The Operating Environment

The Formal Organisation

The Informal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Solving Problems and Making Decisions

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

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