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Leadership Quiz I

Usuário eliminado 40 perguntas Atualizado em 7 out 2016

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Perguntas do quiz (40)

1What is a leader?
1. AThe owner of a company
2. BA person who follows the commands of other people
3. CSomeone who has followers
4. DSomeone who cannot persuade other people to do things
2Which of the following is a trait of a leader?
1. AThe ability to alienate, confuse or make other people angry
2. BVision, and the ability to guide others towards making that vision a reality
3. CAvoiding decisions that may change things
4. DBeing able to only find fault in other people and their ideas
3Which roles do leaders play in their organisations?
1. ASet the strategic vision and goals of the company
2. BOrganising people and staffing issues to get the job done
3. CSet plans and budgets in the short-term goals of the company
4. DBring about order and consistency in the company
4Leaders are born with different characteristics or traits from other people
1. AVerdadeiro
2. BFalso
5An organisation is dominated by one central leader. This type of leadership is:
1. AAutocratic
2. BDemocratic
3. CCollaborative
4. DLaissez-Faire
6Democratic leadership is characterised by...
1. AA leader's source of power being derived from their position in the organisation
2. BA general lack of leadership activity - followers are left to decide their own priorities and methods for undertaking work
3. CThe leader is just another member of the group and has no more power than anyone else
4. DEncourages group participation and makes decision on the group opinion (majority rules)
7Contingency leadership says....
1. ALeaders and methods are the same no matter what type of situation occurs
2. BYou need the right kind of leader for certain situations and need to change leadership as the situation changes
3. CAll leaders have specific traits that they are born with and do not need to change with the situation
4. DThat leadership is not as important as the situation and no formal leader needs to be n charge
8Transactional leadership is different from transformational leadership because...
1. ATransactional leaders initiate and drive organisational change while transformational leaders motivate followers to accomplish goals by clarifying roles and task requirements.
2. BTransactional leaders look for deviations from procedures and then take corrective action while transformational leaders are controversial as their leadership always involves change and conflict
3. CTransactional leaders articulate a vision while transformational leaders exchange rewards and promises to manage the delivery of organizational goals.
4. DTransactional leaders form emotional attachments with followers while transformational leaders intervene only if standards are not met.
9Transformational leaders...
1. AMotivate followers to accomplish goals by clarifying role and task requirements
2. BHave a laissez – faire approach to responsibilities and decisions
3. CArticulate a vision and align it with the followers' value systems
4. DRecognize only accomplishments.
10Why are values important in leadership?
1. AThey help define problems and offers solutions that are acceptable to everyone
2. BThey are not important in leadership and get in the way of making decisions
3. CThey have minimal importance and only are used when we talk about CSR.
4. DValues only apply in a person’s personal life and have no application at work.

11Stakeholders are...
1. AForeign governments
2. BThe people who work for competing companies
3. CEveryone
4. DThe people who work directly for an organisation
12The triple bottom line model is...
1. AUsed to justify only following profit and ignoring everything else
2. BAn examination of the environmental, social, and economic benefits using that to determine success
3. CA method that uses a SWOT analysis, a PESTEL analysis and Porters 5 forces to determine successful business models.
4. DAn examination of cost cutting measures to increase profitability of an organization.
13Porter's five forces model examines:
1. AThe strengths, weaknesses, opportunities, social cultural issues and threats facing an organization
2. BThe political, economic, social, environmental and technologic factors facing an organization
3. CThe strength of new competitors, the power of suppliers, the power of buyers, the threat of new products, and the strength of the industry
4. DThe buying power of your company versus the selling power of your product.
14A SWOT analysis is useful because it:
1. AExamines your organizations current situation from two perspectives, Internal and external, while looking at strengths, weaknesses, opportunities and threats.
2. BExamines the strategy of the organization in relation to its place in the industry and examines the power of the suppliers, the competitors and the threat of new products
3. CExamines the organizations political, economic, sociocultural, technological, environmental and legal perspectives
4. DExamines the ability to focus on stakeholder involvement through a process of continuous quality management.
15Communication is a process. The process is from the sender to the receiver
1. AEncoding- transmission- decoding- feedback
2. BDecoding- transmission- feedback- encoding
3. CFeedback- decoding- transmission- encoding
4. DTransmission- encoding- decoding- feedback
16A clear vision and mission statement are not important to the success of an organization
1. AVerdadeiro
2. BFalso
17To transmit messages clearly, leaders need to:
1. ASelect an inappropriate communication channel
2. BHave long, wandering messages that leave a lot up to interpretation
3. CUse vague language that could insult people
4. DHave clear, concise, simple messages on appropriate channels.
18Assertive communication is...
1. AThe best way to communicate.
2. BStructured in a way that the individual takes responsibility or “I” statements
3. CBy using “We” and “the team” phrases
4. DPassive
19Effective listening means...
1. AStop talking and remove distractions
2. BPay attention to the purpose and the words used.
3. CRemain open, flexible and observant
4. DAll of the answers
5. ENone of the answers
20Barriers to communication come in many forms, including:
1. AEnvironmental Barriers (employees located in other places, bad equipment)
2. BOrganizational Barriers (command chain, formal reporting structure)
3. CIndividual differences (cultural issues, differences in gender)
4. DAll of the answers
5. ENone of the answers
21In conflict management, when should a leader use compromise management style?
1. AIn a situation that calls for quick, decisive action.
2. BIn a situation where parties of equal power level are committed to different goals and cannot agree.
3. CIn a situation where the leader finds out they are wrong.
4. DFor trivial and unimportant issues.
22Effective decisions need to be effectively communicated.
1. AVerdadeiro
2. BFalso
23The general decision making model has four phases. Which of the following is NOT one of the phases?
1. AThe Input phase.
2. BThe Processing phase.
3. CThe Output phase.
4. DThe Decoding phase.
24Autocratic leaders often create a great deal of personal friction between people
1. AVerdadeiro
2. BFalso
25Collaborative decision making is
1. AA decision making process where a leader shares their formal decision making power.
2. BA decision making process where the leader does not make the final decision, but a person under the leader has the power delegated to them.
3. CA decision making process where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.
4. DThe leader exercises complete control of the process and does not need any outside help or advice to make decision.
26Delegated decision making is:
1. AA decision making process where a leader shares their formal decision making power.
2. BA decision making process where the leader does not make the final decision, but a person under the leader has the power to make decisions for the leader.
3. CA decision making proves where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.
4. DThe leader exercises complete control of the process and does not need any outside help or advice to make decision.
27Negotiated decision making is:
1. AA decision making process where a leader shares their formal decision making power.
2. BA decision making process where the leader does not make the final decision, but a person under the leader has the power to make decisions for the leader.
3. CA decision making proves where the leaders has the opportunity to get a ‘win- lose’ or a ‘win-win’ outcomes.
4. DThe leader exercises complete control of the process and does not need any outside help or advice to make decision.
28Which of the following is a barrier to effective decision making?
1. AA lack of budget
2. BA lack of material or equipment
3. CStaffing shortages or limitations
4. DAll of the answers
5. ENone of the answers
29Which type of mental barrier to decision making is the following: A leader has heard that global warming is a hoax. He is determined to keep on that idea even when people show him evidence that he is wrong.
1. ASunk cost
2. BStatus quo
3. CFraming
4. DAnchoring
30The charismatic leader possesses the following traits:
1. AArrogance
2. BLow self-esteem
3. CA lack of ability
4. DAll of the answers
5. ENone of the answers
31Which of the following is NOT one of the Porter's five competitive forces?
1. ABargaining power of suppliers.
2. BThreats of new entrants and barriers to entry.
3. CThreats of substitutes.
4. DThreats of technological advances.
32As per Porter and Kramer (2006) what are the main reasons that an organisation should consider their corporate social responsibility obligations :
i. Moral obligation: To “do the right thing”
ii. Sustainable development: Focused on environment
iii. License to operate: Since corporations need approval to do business
iv. Reputation: In terms of the company’s image, brand, morale, or stock value.
1. Ai,ii and iii only
2. Bii ,iii and iv only
3. Ci and ii only
4. Dall of the answers
33According to Earley and Mosakowski (2004), what are the three main elements to cultural intelligence?
1. AThe Mind (cognitive), The body (physical) , The Heart (emotional)
2. BCultural Diversity ,Equal Opportunity, Transparency
3. CSocial Obligation ,Moral Obligation ,Cultural Intelligence
4. DAbility to Observe, Ability to understand, Ability to survive
34i.___________is made up of geographically or organisationally dispersed members
who share a common purpose & are linked primarily through advanced information
& telecommunication technologies
ii. ____________ are work teams made up of culturally diverse members who live &
work in different countries & coordinate some part of their activities on a global basis
1. ADecisive team, Hierarchic team
2. BIntegrative team, Job-centred team
3. CVirtual team, Global team
4. DTask Oriented team, People Oriented team
35Which of the following is NOT one of the four main qualities that are important for an authentic leadership as per Goffee and Jones (2005) ?
1. AManage the perception others have of you
2. BKnow yourself and others
3. CUse where you come from
4. DDevelop action plans
36Which of the following statement reflects the principle of great man theory?
1. AA list of the key things that a leader should do to be great.
2. BRefers to the notion that people are born leaders
3. CIs concerned about the small details and how to increase productivity
4. DTranslate vision into something tangible
37Theory Y assumes which of the following?
1. APeople are committed to organisational activities.
2. BPeople achieve little satisfaction from work.
3. CPeople are poorly motivated.
4. DPeople seek to avoid work.
38Leadership is the ability to:
1. Ainfluence others.
2. Bempower, motivate and inspire their followers to achieve organizational goals.
3. Cenable others to contribute towards the effectiveness and success of the organization.
4. Dall of the answers
39Blake and Mouton’s Managerial Grid has all of the following management styles
EXCEPT:
1. ACountry club Management
2. BImpoverished Management
3. CMiddle-of-the-road Management
4. DDemocratic Management
40i._________, are developed over a lifetime and are a result of education and
experience.
ii._________ is the code of principles and values that governs the behavior of a person
or group with respect to what is right or wrong
1. AMorality, motivational goals
2. BValues, Ethics
3. CLeaders, Authoritarian
4. DCognitive, laissez faire

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Descrição: O usuário eliminou as informações de disciplina Quiz sobre Leadership Quiz I, criado por Usuário eliminado em 06-10-2016.
Autor: Usuário eliminado
Idioma: English
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Histórico: Criado em 6 out 2016 · atualizado em 7 out 2016
Etiquetas: sbs mba leadership o usuário eliminou as informações de disciplina
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Leadership Quiz I

Perguntas do quiz (40)

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