Question 1

Understanding how new innovations in technology can assist an organisation to become more productive is an example of:

Accepted Answer

A)  sensemaking. 
B)  visioning. 
C)  inventing. 
D)  relating. 
E)  dreaming. 
A)  sensemaking. 
B)  visioning. 
C)  inventing. 
D)  relating. 
E)  dreaming.

Question 2

Which of the following traits is not specifically associated with the trait approach to leadership?

Accepted Answer

A)  Initiative 
B)  Intelligence 
C)  Self-assurance 
D)  Emotional intelligence 
E)  Self-esteem 
A)  Initiative 
B)  Intelligence 
C)  Self-assurance 
D)  Emotional intelligence 
E)  Self-esteem

Question 3

Which one of the following is something a successful leader should do that a manager may be less likely to do?

Accepted Answer

A)  Give purpose and meaning to employees in relation to their work 
B)  Work to established organisational procedures 
C)  Organise people 
D)  Work within organisational boundaries 
E)  Adhere to direction 
A)  Give purpose and meaning to employees in relation to their work 
B)  Work to established organisational procedures 
C)  Organise people 
D)  Work within organisational boundaries 
E)  Adhere to direction

Question 4

A leader-manager with mental toughness, who pushes on when the going gets tough, would be best described as having:

Accepted Answer

A)  drive. 
B)  focus. 
C)  resolve. 
D)  control. 
E)  stubbornness. 
A)  drive. 
B)  focus. 
C)  resolve. 
D)  control. 
E)  stubbornness.

Question 5

According to the 'managerial grid' leadership model, which is the only style of leadership that is unlikely to work in any situation?

Accepted Answer

A)  Country-club leadership 
B)  Team leadership 
C)  Middle-of-the-road leadership 
D)  Task leadership 
E)  Impoverished leadership 
A)  Country-club leadership 
B)  Team leadership 
C)  Middle-of-the-road leadership 
D)  Task leadership 
E)  Impoverished leadership

Question 6

To successfully lead and manage organisations in Australia in the 21st century, it is important that leader-managers understand and respond appropriately to the fact that Australia is:

Accepted Answer

A)  moving towards becoming an industrial economy. 
B)  consolidating its position as an industrial economy. 
C)  no longer an industrial economy, but is now a completely service-based economy. 
D)  moving away from being an industrial economy and towards being a predominantly knowledge- and service-based economy. 
E)  moving away from knowledge- and service-based industries. 
A)  moving towards becoming an industrial economy. 
B)  consolidating its position as an industrial economy. 
C)  no longer an industrial economy, but is now a completely service-based economy. 
D)  moving away from being an industrial economy and towards being a predominantly knowledge- and service-based economy. 
E)  moving away from knowledge- and service-based industries.

Question 7

Which of the following traits would be least likely to be associated with empathetic leadership?

Accepted Answer

A)  Integrity 
B)  Selflessness 
C)  Loyalty 
D)  Narcissism 
E)  Responsibility 
A)  Integrity 
B)  Selflessness 
C)  Loyalty 
D)  Narcissism 
E)  Responsibility

Question 8

A strong moral compass and an ethical approach is what enables all charismatic leaders to inspire and encourage people to follow and believe in them.

Accepted Answer

A) True 
 B)False

Question 9

In which of the following areas do today's leader-managers need to be adept in order to be successful?

Accepted Answer

A)  Sensemaking 
B)  Visioning 
C)  Inventing 
D)  Relating 
E)  All of these responses are correct. 
A)  Sensemaking 
B)  Visioning 
C)  Inventing 
D)  Relating 
E)  All of these responses are correct.

Question 10

It is important that leader-managers understand and respond to the changing nature of the Australian economy because:

Accepted Answer

A)  service and knowledge workers do not respond well to firmness and inflexibility. 
B)  leadership based on authority, dominance and power does not work, whereas leadership based on influence and persuasiveness does. 
C)  leading and managing today is about communicating principles, not setting rules. 
D)  leading and managing today is about being a guide, not a teller, and being a facilitator of high productivity. 
E)  All of these responses are correct. 
A)  service and knowledge workers do not respond well to firmness and inflexibility. 
B)  leadership based on authority, dominance and power does not work, whereas leadership based on influence and persuasiveness does. 
C)  leading and managing today is about communicating principles, not setting rules. 
D)  leading and managing today is about being a guide, not a teller, and being a facilitator of high productivity. 
E)  All of these responses are correct.

Understanding how new innovations in technology can assist an organisation to become more productive is an example of:

Which of the following traits is not specifically associated with the trait approach to leadership?

Which one of the following is something a successful leader should do that a manager may be less likely to do?

A leader-manager with mental toughness, who pushes on when the going gets tough, would be best described as having:

According to the 'managerial grid' leadership model, which is the only style of leadership that is unlikely to work in any situation?

To successfully lead and manage organisations in Australia in the 21st century, it is important that leader-managers understand and respond appropriately to the fact that Australia is:

Which of the following traits would be least likely to be associated with empathetic leadership?

A strong moral compass and an ethical approach is what enables all charismatic leaders to inspire and encourage people to follow and believe in them.

In which of the following areas do today's leader-managers need to be adept in order to be successful?

It is important that leader-managers understand and respond to the changing nature of the Australian economy because:

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

Filters

Exam 9: Understanding Leadership

Understanding how new innovations in technology can assist an organisation to become more productive is an example of:

Which of the following traits is not specifically associated with the trait approach to leadership?

Which one of the following is something a successful leader should do that a manager may be less likely to do?

A leader-manager with mental toughness, who pushes on when the going gets tough, would be best described as having:

According to the 'managerial grid' leadership model, which is the only style of leadership that is unlikely to work in any situation?

To successfully lead and manage organisations in Australia in the 21st century, it is important that leader-managers understand and respond appropriately to the fact that Australia is:

Which of the following traits would be least likely to be associated with empathetic leadership?

A strong moral compass and an ethical approach is what enables all charismatic leaders to inspire and encourage people to follow and believe in them.

In which of the following areas do today's leader-managers need to be adept in order to be successful?

It is important that leader-managers understand and respond to the changing nature of the Australian economy because:

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

Filters