Deck 7: Leadership

Question 1

The most important leadership role relates to:

A) setting SMART objectives for the group.
B) determining priorities for the group.
C) motivation, influence and the leading of others to a common goal.
D) provision of on-going variety and challenges to the group.

Answer 1

C

Question 2

The fact that the leader has influence means that a leader does something to affect the performance of others and to produce results.

Answer 2

True

Question 3

What type of leadership is needed for 21st century leaders?

A) Command and control style.
B) To display more democratic and less hierarchical leadership than in the past
C) To communicate more effectively to senior stakeholders.
D) To meet the challenge of the changing economic environment.

Answer 3

B

Question 4

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.

Question 5

Many of the activities required of a leader include:

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

Question 6

Francis, a senior leader in a company, has just been given some extra budget as they performed well last year. Francis intends on distributing it to employees who went 'above and beyond' during the year. Which type of power would this situation best represent?

A) Legitimate Power
B) Coercive Power
C) Referent Power
D) Reward Power

Question 7

Planning and organising are considered 'task-based' behaviour.

Question 8

Which leadership power can easily cause communication barriers?

A) Legitimate power
B) Expertise power
C) Coercive power
D) Information power

Question 9

Why is feedback from the leader important?

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 10

The most common factor demonstrated by effective leaders across all leadership styles is:

A) how much he/she participates in the group.
B) how much freedom they allow the group.
C) the direction he/she provides to the group.
D) the ability to communicate with others.

Question 11

Which choice below might best illustrate maintenance-related behaviour by a leader?

A) Communicating and providing feedback.
B) Supporting.
C) Interacting and listening.
D) All of the above.

Question 12

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

Question 13

What is a leader required to do?

A) Communicate ideas and show how they contribute to the organisation.
B) Develop group cohesion.
C) Carry out task-related and maintenance-related functions.
D) All of the above.

Question 14

Which of the following is a characteristic of an organisation with low motivation?

A) High performance.
B) Energy and enthusiasm.
C) Unjustified resistance to change.
D) Willingness to accept responsibility.

Question 15

Leaders have the right to give orders but their effectiveness now depends on the knowledge and trust of others.

Question 16

Effective leaders use positional power to dominate the decision-making process.

Question 17

Choice of leadership style and impact as a leader will depend on:

A) the knowledge the leaders have.
B) the power leaders are given.
C) the beliefs leaders hold about others, the way they prefer to behave and the situation.
D) the leader's ability to manage.

Question 18

Effective leaders establish group direction by

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 19

What is the main difference between 'leadership' and 'management'?

A) Leaders focus on systems and controls for the short term whilst managers focus on long term strategies.
B) Management focuses on people for the long term whilst leaders focus on people for the short term.
C) Managers seek adaptive and constructive change, whilst leaders seek order and stability.
D) Management focuses on systems and controls for the short term whilst leaders focus on the long term view.

Question 20

What are the criteria for effective leaders?

A) They have skills to support and motivate people to achieve organisational goals.
B) The ability to interact with others.
C) The ability to organise and plan work activities.
D) The ability to manage their family life and work.

Question 21

According to the theories of leadership styles, all leadership affects:

A) group performance and the motivation of members.
B) the policies of the group.
C) the promotion of staff.
D) the way of communication in the group.

Question 22

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

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

Question 23

Discuss differences in the way leadership styles use power.

Question 24

The main difference between production-oriented and employee-oriented leaders is:

A) attention to the personal needs of followers.
B) attention to the task.
C) attention to the goal.
D) attention to performance.

Question 25

Think of a leader with whom you have had personal contact. This person could be a leader at work or in a social organisation. What type of leader are they, and what characteristics do they have that support your view?

Question 26

What behaviour does the Situational Leadership Model classify?

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

Question 27

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

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 28

Lulu is a leader within an organisation. She is currently facing members of her team who are unwilling, insecure and seem to be unable to perform tasks. According to the Situational Leadership Model, what would be the most appropriate leadership behaviour for Lulu to adopt in this situation?

A) Delegating.
B) Participating.
C) Selling.
D) Telling.

Question 29

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

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

Question 30

Employee engagement leads to shared decision making.

Question 31

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

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 32

What is the focus of 'transactional leadership'?

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 33

The key to being an effective leader rests on the ability to:

A) to balance task and relationship behaviour.
B) motivate people to work towards an organisational goal.
C) communicate openly and honestly.
D) all of the above.

Question 34

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

Question 35

What is the role of leadership? Outline leadership tasks and activities and discuss behaviours common to most managers.

Question 36

What is the purpose of 'transactional leadership'?

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 37

Discuss how leaders can increase employee engagement and what effects this increased engagement can have on an organisation.

Question 38

One's knowledge, aptitude and ability influence one's expertise power.

Question 39

The degree to which the situation allows the leader to influence group members is currently referred to as:

A) situational favourableness.
B) situational control.
C) contingency theory.
D) all of the above.

Question 40

Hersey and Blanchard's (1993) Situational Leadership Model:

A) indicates that what a leader should do in a particular context is determined by the specifics of a situation.
B) argues that follower maturity will dictate the response of a leader to a particular situation.
C) indicates that there is an interplay between the leader's knowledge, skills and experience and the follower's willingness, skills and experience that impacts on the kind of job that is done.
D) argues that the leader needs to establish supportive relationships prior to focusing on tasks to positively impact organisational outcomes.

Question 41

Authentic leaders demonstrate low levels of emotional intelligence.

Question 42

In the emerging democratic and less hierarchical organisational environments, transactional leaders and managers value the empowerment of staff.

Question 43

Authentic leadership incorporates:

A) intrapersonal communication.
B) self-awareness.
C) originality.
D) all of the above.

Question 44

Team management style has a low production/high people orientation.

Question 45

What are the differences between transactional leadership and transformational leadership? Explain transformational leadership in terms of its characteristics, outcomes and other relevant factors.

Question 46

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

Question 47

Discuss the key situational influences in the Situational Leadership model and explain the relationships among them with examples.

Question 48

While transactional leaders build confidence and understand the needs of followers, their style of leadership has a higher people orientation than the transformational style.

Question 49

Authentic leaders are influenced by others and model their leadership behaviour on existing ideas.

Question 50

The difference between transformational leadership and transactional leadership is the:

A) style of behaviour.
B) purposes and the results.
C) focus either on the emotion and motivation of the followers or on goal achievement.
D) relationships between leaders and followers.

Question 51

Every leader has some form of authority and power.

Question 52

The Situational Leadership Model identifies leadership behaviour but not follower readiness.

Question 53

Balanced processing is a component of authentic leadership that involves being guided by internal moral standards to self-regulate one's own behaviour.

Question 54

Charisma is only found in transformational leaders.

Question 55

Leadership tasks are performed at all levels of an organisation.

Question 56

Transformational leaders have a profound and extraordinary effect on their followers.

Question 57

What is the link between emotional intelligence and authentic leadership?

Question 58

According to Walumbwa et al (2008), the component of authentic leadership that involves sharing information and feelings openly to present one's authentic self is known as:

A) internalised moral perspective.
B) balanced processing.
C) self-awareness.
D) relational transparency.

Question 59

Successful Situational Leadership recognises and creates an effective combination of leadership style and the follower's readiness level.

Question 60

Which of the following are three recognised leadership styles?

A) Directive, supportive and adaptive.
B) Authoritarian, participative and laissez-faire.
C) Classical, humanist and contingency.
D) Authentic, transformational and transactional.

Question 61

Job-related stress and lack of mentoring is more likely to occur under a transformational leader than a laissez-faire leader.

Question 62

Effective interpersonal communication and behaviours by leaders enhance working relationships and clarify roles, expectations and standards.

Question 63

The focus of the person being coached throughout the coaching process is on:

A) solutions in terms of what is happening now, what is required in the future and how to achieve it.
B) gaining a broader view of their work.
C) gaining effective interpersonal skills.
D) gaining a promotion.

Question 64

How is authentic leadership different from transformational leadership? What are the similarities, if any?

Question 65

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

Question 66

Which of the following is NOT a characteristic of a formal mentoring program?

A) Usually having a mentoring program coordinator
B) Requiring the mentor and mentee to take a proactive approach
C) Defining the goals and identifying the approach in an action plan
D) Identifying standards against which the program will be measured

Question 67

Mentoring is defined as a relationship in which:

A) individuals with experience and knowledge facilitate and support those with less experience and knowledge.
B) psychological help is needed among staff.
C) the old help the young.
D) people build and nurture connections with others on a professional level.

Question 68

According to Stern (2002), the best mentors are instructors.

Question 69

Which of the following is not a leadership role?

A) Managing
B) Mentoring
C) Coaching
D) Enhancing group capability

Question 70

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.

Question 71

Good coaching is best achieved as a result of an informal process and casual connections within an organisation.

Question 72

The nature of communication in a transformative working environment is

A) mostly one-way, with communication only flowing from the leader to the group.
B) highly motivating, as everyone knows what is expected as well as the consequences of getting things wrong.
C) two-way, with directions from the leader and reports from the group to the leader.
D) inspirational, in the interests of the organisation and very rarely in the self-interests of the leader or the group.

Question 73

Identify leadership communication practices and explain the purpose of, and differences between, mentoring and coaching. Give examples.

Question 74

Social media platforms enable professionals to build an identity and establish a range of helpful and supportive contacts and networks.

Question 75

When a leader engages in strategic networking, which of the following does it NOT directly enable them to do?

A) Generate new contacts for potential opportunities in the future.
B) Build potential future strategic partnerships.
C) Build relationships considering potential future opportunities.
D) Develop their communication skills.

Question 76

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.

Question 77

The communication style when mentoring should always be open, regardless of whether it is one-on-one or across the organisation.