Deck 8: Leadership

Question 1

When leaders exercise their power,they need to

A)consider the sources of their authority and how to use it effectively
B)mind the needs of the followers
C)care about the motivation of their followers
D)care about the benefit to their organisation

Answer 1

A

Question 2

According to Johannsen 2012,powerful leaders have a sphere of influence on the

A)environment
B)people around them
C)service and the customer
D)organisation

Answer 2

B

Question 3

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

Answer 3

A

Question 4

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 5

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

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

Question 6

What is a leader required to do? He or she has to

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 7

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 8

What is the onus for leaders in today's organisations?

A)To unite all staff to meet the objectives of the organisation
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

Question 9

What are the criteria for effective leaders? They have

A)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 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 leadership power can easily cause communication barriers?

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

Question 12

Feedback from the leader is important because

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

A management style that focuses equally on production needs and the needs of the people is a

A)team-management style
B)middle-of-the-road management style
C)task-management style
D)country-club management style

Question 14

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 15

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

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

Question 16

The main difference between 'leadership' and 'management' is that

A)leaders focus on systems and controls for the short term
B)management focuses on people for the long term
C)leaders focus on people for the short term
D)management focuses on systems and controls for the short term

Question 17

The difference in the 'motivation' of leadership between task-centred and people-centred arises from

A)different assumptions concerning individuals' motivation and the ability of the leader to communicate
B)group performance
C)a sense of ownership
D)responsibility for the group

Question 18

A change of leadership style is influenced by

A)the relationship between the customer and the service
B)other staff in the organisation
C)the structure of the organisation
D)diversity in the workplace and the variety of communication channels

Question 19

The most important leadership role relates to the

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

Question 20

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 21

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 22

Social networking can support leadership by

A)providing a communication outlet for a leader's views
B)reinforcing a leader's reputation,integrity and image
C)increasing the immediacy of communication
D)all of the above

Question 23

Three recognised leadership styles are

A)directive,supportive and adaptive
B)authoritarian,participative and laissez-faire
C)classical,humanist and contingency
D)authentic,transformational and transactional

Question 24

Authentic leadership incorporates

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

Question 25

What is a leader responsible for when he or she fulfils the role of a mentor?

A)The promotion of the person
B)Protecting the person
C)Helping the person's literacy
D)The development of that person

Question 26

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 27

The nature of communication in a transformative working environment is

A)mostly one-way
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 28

Which of the following is not a leadership role?

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

Question 29

What behaviour does the Situational Leadership Model classify?

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

Question 30

The focus of 'transactional leadership' is on

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 31

According to the Situational Leadership Model,the most appropriate leadership behaviour by a leader if members of a group are unwilling,insecure,and unable to achieve something would be

A)delegating
B)participating
C)selling
D)telling

Question 32

Quiet managers in leadership 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 33

The main difference between production- 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 34

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

Question 35

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 36

The purpose of 'transactional leadership' is to

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

Question 37

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)male staff members assist female staff members to complete tasks

Question 38

Formal mentoring

A)often emerges from relationships that form within the workplace
B)has flexible,open schedules
C)defines goals and has a mentoring action plan
D)all of the above

Question 39

Contingency theory emphasises

A)task-motivated leadership style
B)fit between situation and leadership style
C)relationship-motivated leadership style
D)all of the above

Question 40

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 41

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

Question 42

Every leader has some form of authority and power.

Question 43

Leadership tasks are performed at all levels of an activity.

Question 44

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

Question 45

Planning and organising are considered 'maintenance-related' behaviour.

Question 46

Authentic leaders demonstrate high levels of emotional intelligence.

Question 47

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

Question 48

Transformational leaders do not have a profound and extraordinary effect on their followers.

Question 49

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

Question 50

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

Question 51

The Situational Leadership Model identifies leadership behaviour as well as follower readiness.

Question 52

The focus of transformational leaders is on goal achievement.

Question 53

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 54

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

Question 55

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

Question 56

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

Question 57

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

Question 58

Organisations require leaders who are capable of adapting and of communicating effectively in order to persuade followers.

Question 59

Charisma is only found in transformational leaders.

Question 60

Formal mentoring programs can increase knowledge of safety and risk management in an organisation.

Question 61

A consultative approach,based on a capacity to seek information,consider advice from others and make plans with others comes from cooperation and the satisfaction of mutual needs.

Question 62

What is the Situational Leadership Model about? Discuss the key situational influences in this model and explain the relationships among them with examples.

Question 63

Good coaching is best achieved as a result of a formalised process within an organisation.

Question 64

What is the link between emotional intelligence and authentic leadership?

Question 65

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

Question 66

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

Question 67

According to Stern 2002,the best mentors are instructors.

Question 68

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

Question 69

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

Question 70

Discuss differences in the way leadership styles use power.

Question 71

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

Question 72

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?