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54 Cards in this Set
- Front
- Back
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Which of the following is the act of directing, overseeing or controlling the activities and behavior of employees who are assigned to a particular supervisor? A. LEADING B. MANAGING C. CONTROLLING D SUPERVISING |
D |
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Which of the following is a trait that often makes a person an effective leader? A. INTEGRITY B. UNIFORMITY C. ENTITLEMENT D. LIVING IN THE PRESENT |
A |
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Which behavorial leadership style compares the degree of job structure to the degree of employee consideration? A. BASIC LEADERSHIP STYLE B. CONTINGENCY LEADERSHIP THEORY C. COMTEMPORARY LEADERSHIP STYLE D. TWO DIENSIONAL LEADERSHIP STYLE |
D |
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Which behavorial leadership style includes autocratic, democratics and laissez-faire catergoreis? A. BASIC LEADERSHIP STYLE B. CONTINGENCY LEADERSHIP THEORY C. COMTEMPORARY LEADERSHIP STYLE D. TWO DIMENSIONAL LEADERSHIP STYLE |
A
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A (n) __________________ leader tells subordinates what to do and how to do it with little or no input for them?
A. AUTOCRATIC B. DEMOCRATIC C. CHARISMATIC D TWO-DEMENSIONAL |
A
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A (n) ________________ leader inspires follower loyalty and creates an enthusiastic vision that others work to attain.
A. SPIRITUAL B. AUTOCRATIC C. CHARISMATIC D. TRANSFORMATIONAL |
C
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A theory X leader believes:
A. THE AVERAGE WORKER IS INHERENTLY LAZY. B. WORKERS FEEL WORK CAN BE AS NATURAL AS PLAY OR REST. C. WORKERS WILL PERFORM ADEQUATELY WITH SELF-DIRECTION AND SELF-CONTROL WITHOUT COERCION. D. WORKERS WILL SUPPORT ORGANIZATIONAL OBJECTIVES IF THEORY ASSOCIATE THOSE OBJECTIVES WITH PERSONAL GOALS. |
A
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Which of the following is a basic concept of Theory Z?
A. COERCING WORKERS INTO PERFORMING ADEQUATELY. B. INCORPORATING NEW INNOVATIONS AND EQUIPMENT. C. EXHIBITING TOTAL UNITY AND COMMITMENT TO THE ORGANIZATION. D. CREATING A CLOSE RELATIONSHIP BETWEEN WORK AND SOCIAL LIFE. |
D
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In the ____________ theory, a leader determines the best 4 styles to use in influencing members in the accomplishment of the unit's goals and objectives.
A. PATH-GOALS B. RESULTS-BASED C. PRINCIPAL-CENTERED D. LEADERSHIP-CONTINUUM |
A
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Which of the following is a disadvantage of the path-goal theory?
A. THE LEADER MUST HAVE ALL THE INFORMATION NECESSARY TO MAKE A DECISION OR TO ACT. B. THE THEORY OVERSIMPLIFIES A COMPLEX SITUATION BY MAKING IT INTO A TWO- DIMENSIONAL SITUATION. C. THE THEORY ASSUMES THAT THERE ARE NO OTHER EXTERNAL POLITICAL OR SOCIAL FORCES THAT CAN AFFECT THE SITUATION. D. THE LEADER MUST BE EXTREMELY ACCURATE IN USING GOOD JUDGEMENT TO DETERMINE THE APPROPRIATE LEADERSHIP STYLE. |
D
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Which leadership theory focuses on value-driven leadership and proactively living one's own life versus enduring a reactive life? A. PATH-GOAL THEORY B. LEADERSHIP-CONTINUUM THEORY C. RESULTS-BASED LEADERSHIP THEORY D. PRINCIPAL-CENTERED LEADERSHIP THEORY |
D
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A contributing team member is a Level ___ leader?
A. 1 B. 2 C. 3 D. 4 |
B
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A Level ___ leader is a person who builds enduring greatness through a paradoxical blend of personal humility and professional willpower.
A. 2 B. 3 C. 4 D. 5 |
D
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What characteristic distiguishes a Level 5 leader from the other levels?
A. PERSONAL AMBITION B. HONESTY AND INTEGRITY C. RESPECT FOR THE INDIVIDUAL D. DILIGENT TO ENSURE ORGANZATIONAL SUCCESS.
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D
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What is the difference between a model and a theory?
A. THEORIES HAVE NO VALIDITY B. THEORIES HAVE BEEN SCIENTIFICALLY PROVEN C. MODELS HAVE BEEN PROVEN THROUGH APPLICATION. D. MODELS CONTAIN HYPOTHESES THAT NEED TO BE PROVEN. |
C
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A (n) ______________leader is concerned with getting work accomplished while considering the welfare and happiness of member of the unit.
A. BALANCED B. AUTOCRATIC C. DEMOCRATIC D . LAISSEZ-FAIRE |
A
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A balanced leader:
A. LEAVES EMPLOYEES TO MAKE ALL THE DECISIONS. B. HAS LITTLE OR NO CONTROL OVER SUBORDINATES. C. USES VARIOUS LEADERSHIP STYLES BASED ON DIFFERENT SITUATIONS. D. NOT RESPONSIBLE FOR SETTING GOOD EXAMPLES FOR SUBORDINATES |
C
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In the situational leadership model, the leader's style is matched to the ___________ of the member of the unit.
A. AGE B. MATURITY C. LEARING STYLE D. EMOTIONAL STABILITY |
B
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What are the 4 readiness levels of the situational leadership model?
A. TELLING, SELLING, PARTICIPATING AND DELEGATING. B. SELLING, PROMOTING, DELEGATING AND ASSIGNING C. TELLING, PROMOTING, PARTICIPATING AND ASSIGNING. D. SHARING, PARTICIPATING, DELEGATING AND COMMANDING. |
A
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In the social-change model, which of the following is a critcal value the indivdual should learn?
A. CITZENSHIP B. COLLABORATION C. COMMITTMENT D. COMMON PURPOSE |
C
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The purpose of the social-change model is:
A. TO ALLOW A LEADER TO SELECT A STYLE THAT BEST SUITS THE SITUATION. B. TO MAKE CHANGES FOR THE BETTERMENT OF OTHERS THROUGH LEADERSHIP C. TO INVOLVE FOLLOWERS IN THE PROCESS OF ACCOMPLISHING A GOAL WITHIN CERTAIN LIMITS D. TO INVOLVE SUBORDINATES IN THE DECISION-MAKING PROCESS AND ALLOW THEM TO WORK WITH MININUM SUPERVISION. |
B
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The alpha leadership model is a relationship between which of the following elements?
A. INDIVIDUAL, GROUP & COMMUNITY B. LEADER, FOLLOWERS, SYSTEM AND GOAL C. ABILITY & WILLINGNESS OF THE EMPLOYEES D. AUTOCRATIC, DEMOCRATIC & LIASSEZ- FAIRE LEADERSHIP |
B
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Once a company officer has determined which characteristics he or she is lacking, which of the following is NOT a path of improvement?
A. COURSES B. SEMINARS C. LITERATURE READINGS D. PERSONALITY PROFILES |
D
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A good leader:
A. BUILDS TRUST B. PREPARES FOR FAILURE C. IGNORES OPPORTUNITIES D. IS AUTOCRATIC AT ALL TIMES |
A
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Which of the following is the difference between a manager and a leader?
A. MANAGERS INNOVATE; LEADERS ADMINISTER B. MANAGERS ARE COPIES; LEADERS ARE ORIGINALS C. MANAGERS ASK WHAT AND WHY; LEADERS ASK HOW AND WHEN D. MANAGERS HAVE AN EYE ON THE HORIZON; LEADERS HAVE AN EYE ON THE BOTTOM LINE, |
B
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While manaagers maintain, leaders: A. CREATE B. DEVELOP C DESTROY D. DEMOLISH |
B
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Which of the following is the possession of control, authority, or influence over others? A. POWER B. INFLUENCE C. COMMAND D. DOMINANCE |
A
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Which of the following is NOT a type of power? A. REWARD B. COERCIVE C. DISCIPLINARY D. IDENTIFICATION |
C
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Suspension whithout pay is a form of ________ power?
A. EXPERT B. COERCIVE C. LEGITIMATE D. DISCIPLINARY |
B
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Which of the following is NOT a necessary attribute to achieve command presence?
A. HUMILITY B. EXPERTISE C. RESPONSIBILITY D. TRUSTWORTHINESS |
A
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Supervising |
act of directing, overseeing, or controlling the activities and behavior ofemployees who are assigned to a particular supervisor. |
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Managing |
act of controlling, monitoring, or directing a project, program, situation, organization through the use of authority, discipline, or persuasion. |
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Leading |
act of controlling, directing, conducting, guiding, and administering through the use of personal behavioral traits or personality characteristics that motivate employees to the successful completion of an organization’s goals. |
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what is the difference between leaders and managers/supervisors? |
*Some believe that leaders can effectively supervise and manage but that managers and supervisors cannot always lead.** |
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Theory X |
bases theory on the average worker disliking work |
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Theory Y |
bases theory on the average worker believing work is naturaal |
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Theory Z |
bases theory on involved workers performing without supervision |
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Autocratic leadership style |
-the leader tells subordinates what to do and how to do it with little or no input from them. **This style is appropriate for emergency operations but lacks effectiveness in daily operations.* |
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democratic leadership style |
The leader includes employees in the decision making process and allowsthem to work with the least amount of supervision necessary |
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laissez-faire leadership style |
-this literally means “to allow to do.” The leader leaves the employees to make all the decisions and does not supervise them at all. This style is appropriate for routine station or community tasks |
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Directive Leadership |
leader gives specific guidance to subordinates. An autocratic approach that is required when members want and expect strong authority, the task is complex, or with members who have low-skill ability. |
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Supportive Leadership |
Leader shows concern for subordinates and is useful when members do not want or perceive the need for strong authority, have high-skill abilities, the task is fairly simple, or when personnel know the daily routine. |
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Participative Leadership |
Leader asks for suggestions from subordinates and this is used with highly skilled members who want to be involved in the decision-making processs. |
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Achievement-Oriented-Leader |
establishes high goals and expects high performance from subordinates. |
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"Telling" uses what kind of approach |
autocratic |
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"selling" uses what kind of approach |
Uses refined autocratic approach that involves convincing members that the task is appropriate and justified |
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"Participating" usese what kind of approach? |
relies on input from members in determining how the task should be accomplishhed |
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"delegating" uses what kind of approach? |
uses limits set by leader and allows members to determine how the task will be accomplished. |
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What are the 5 kinds of power types? |
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power types reward |
power is based on one person’s perception of another’s ability to grant rewards. |
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power types Coercive |
power is based on subordinate’s perception of the leader’s authority to punish |
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Power Types: Identification |
power is derived from someone’s desire to identify with and emulate another. |
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Power types Expert |
power is based on one person’s perception that another’s knowledge and expertise can help in the first person’s endeavors. |
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Power Types Legitimate |
power is derived because of the organizational structure of the department/organization. The legitimizing agency vests legitimate power in companyofficers in order to conduct the functions assigned to their units. |
