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exam practice multiple choice
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Questions in this quiz (84)
1ability to inspire confidence and support among the people to achieve organizational goals
- APartnership
- BLeadership
- CShared Responsibility
- DLeadership Component
2Leadership components consists of
- Aethics and effectivity
- Bpersonal and value
- Cvalue and ethics
- Dresponsibility
3Leadership
- Athe ability to inspire confidence and supports to achieve organizational goals
- Bto share leadership responsibility
- Cbe kind and help others
- Dcollaborate with team mates
4Leadership process consists of
- Aleader, group members/followers, content of situation
- Bhow one goes about doing things
- Ccompany, goal, revenue
- Drelations, organization, responsibility
5Shared responsibility is
- Acreating a self dominated relationship and power over group members
- Bcreating a collaborative relationship and balance power with group members
- Cshare ideas with group members
- Dwork together as a team
6Shared responsibility is creating a collaborative relationship and balance power with group members, but what factors are necessary for effectivity
- Aexchange of purpose, a right to say no, join accountability, absolute trust
- Bexchange ideas, a right to say no, accountability for individual work, trust
- Ca right to say no, accountability for individual work, trust
- Djoin accountability, absolute trust, exchange ideas, a right to say no
7What is a Leadership relationship?
- Ait is a relationship between the leader and people that work for him
- Bit is a relationship between the leader and people that he/she leads
- Cit is a relationship between the leader and people who understand him
- Dit is a relationship between the leader and people who need to be lead
8This concept argues that leadership does not matter because organizational system is far too complex to which it is forced to have outside leader control
- APro-leadership
- BAnti-leadership
- CNon-leadership
- DEmergent leadership
9Anti-Leadership
- AThis concept argues that leadership does not matter because organizational system is far too complex to which it is forced to have outside leader control
- BThis concept argues that leadership matters because organizational system is not complex
- CThis concept argues outside leader control is must
- DThis concept argues far too complex situations are forced to have outside leader control
10Substitute for leadership
- Aclosely knit teams of highly trained individuals, intrinsic satisfaction, technology, professional norms
- Bhard working team, collaborative work, goal focused
- Cintrinsic satisfaction, technology, professional norms, collaborative work, goal focused
- Dtechnology, professional norms, collaborative work, goal focused
11A leaders role
- Aa leaders role is to guide its followers
- Ba leaders basic role is to release the human spirit that makes initiatives, creativity and entrepreneurship possible
- Cto act accordingly to situations and form an outcome with minimal damage
- Dto know what is right for each individual he/she works with
12Release the human spirit that makes initiatives, creativity and entrepreneurship possible
- Aa leaders basic role
- Ba leaders intention
- Cwhat a leaders works to do
- Da effective leader
13Isolate
- Acompletely detached, there to do what they must to get by and nothing more
- Bcompletely attacked, there to do what they must to get by and nothing more
- Cdetached and do not do any work
- Dneed to be told what to do
14Completely detached, there to do what they must to get by and nothing more
- Abystandards
- BIsolates
- Cactivists
- Ddiehards
15Bystandars
- AObserver but do not participate, make deliberate decision to stand aside and disengage from leader and group dynamic
- Bis an Observer but participate, make deliberate decision to stand aside and disengage from leader and group dynamic
- Cchooses to stand with team members rather than leader
- Dis an observer who is told do minimal work by his team
16Observer but do not participate, make deliberate decision to stand aside and disengage from leader and group dynamic
- AParticipants
- BBystanders
- CIsolates
- DDeihards
17Participants
- Athese followers are some way engaged, they either clearly favour their leader and groups organization or they are clearly opposed, they invest their engagement to try to have an impact
- Bare never engaged
- Cengage only when beneficial to them
- Dwant to undermine their leaders
18these followers are some way engaged, they either clearly favour their leader and groups organization or they are clearly opposed, they invest their engagement to try to have an impact
- Adiehards
- Bparticipants
- Cactivists
- Disolates
19They invest their engagement to try to have an impact
- Aisolates
- Bactivists
- Cdiehards
- Dparticipents
20From active to inactive followers
- ADiehards, activists, participants, go hards
- Bdevoted, influential, no alls, go hards
- Chard workers, participants, isolates, no alls
- DDiehards, activists, participants, bystanders, isolates
21Feel strongly about their leaders and act accordingly, they work hard either on behalf of their leaders or to undermine and unseat them
- ADihards
- BActivist
- CParticipants
- DGo hards
22Activist follower-ship
- AFeel strongly about their leaders and act accordingly, they work hard either on behalf of their leaders or to undermine and unseat them
- Bdeeply devoted to their leaders
- Cdefined by their dedication to their leaders
- Dsignificantly influence by leaders
23Diehards
- Afeel strong connection to their leaders and act accordingly
- Bdeeply devoted to their leaders, whom are defined by their dedication
- Care engaged participants
- Dcompletely attached to leader
24Deeply devoted to their leaders, whom are defined by their dedication
- Awhistleblowers
- Bdiehards
- Cactivists
- Disolates
25Emergent leaders
- Aundermine and want to unseat their leaders
- Bmember who knows it all and influence individuals
- Cgroup members who are assigned to lead group
- Dgroup members who significantly influence other group members even though they have not been assigned formal authority
26Emergent leaders
- Arole to influence
- Bdeeply devoted to their leaders
- Ca team member who is influential based on personal attributes and behaviours who is regarded as a leader by peers
- Da team member who makes deliberate decision to stand aside and disengage from leaders and group dynamics
27Peter F. Drucker
- AComponents of leadership involves integrity, building on strengths, do the right things, awarenes, be result oriented
- BLeadership involves guiding followers, clear idea of what must be done, invovled
- Cdaring, curios, passionate
- Dresult oriented, curious, passionate, builds on strengths
28Components of leadership involves integrity, building on strengths, do the right things, awarenes, be result oriented
- ABennis
- BPeter F. Drucker
- CDrucker Bennis
- DPeter Dennis
29Warren Bennis on becoming a leader
- Ais to be a succesful boss
- Bguiding visions, passion, integrity, curiosity, daring
- CLeader is motivated and effective
- DLeadership is components of many things
30Charisma relationship
- Abreed's elit conception of a leader
- Bhave similar beliefs as followers
- Cinvolves attributes that the leaders certain characteristics make group members want to be led by the person
- Dleader is put into position for their looks
31Greek word for charisma
- AGift Given from God
- BDivine Gift
- CDivinely Inspired Gift
- DGod Given Gift
32Socialized charismatics
- Aattain their charisma from the position
- Brestrain the use of power in the interest of others Personalized charismatics
- Cuse power to serve their own interest
- Doverlap their public celebrity with socialized and personalized traits
33Restrain the use of power in the interest of others Personalized charismatics
- ACelebrity charismatics
- BDivine charismatics
- COffice-holder charismatics
- DSocialized charismatics
34Use power to serve their own interest
- ADivine charismatics
- BOffice-holder charismatics
- CCelebrity charismatics
- DPersonalized charismatics
35Personalized charismatics
- Aattain their charisma from the position they hold
- Buse power to serve their own interest Celebrity charismatics
- Crestrain the use of power in the interests of others
- Doverlap their public celebrity with socialized and or personalized traits
36Celebrity charismatics
- Atakes pictures with his/her followers
- Buse power to serve their own interest
- Crestrain the use of power in the interest of others
- Doverlap their public celebrity with socialized and/or personalized traits
37Office-holder charismatics
- Arestrain the use of power in the interest of others
- Battain their charisma from the position they hold
- Coverlap their public celebrity with socialized and personalized traits
- Dthey hold an office for others
38Attain their charisma from the position they hold
- AOffice-holder charismatics
- BCelebrity charismatics
- CDivine charismatics
- DSocialized charismatics
39Divine charismatics
- Aon e they are defined by the theological concepts they are now mysticism, narcissism or magnetism
- Brestrain the use of power
- Cuse power to serve their own interest
- Doverlap their public celebrity with their socialized or personalized traits
40Once they are defined by the theological concepts they are now mysticism, narcissism or magnetism
- Aoffice-holder charismatics
- BSocialized charismatics
- CDivine charismatics
- DPersonalized charismatics
41Charismatic leaders communication style utilize a colourful, imaginative, open, expressive communication style what are some ways to do so?
- Amanagement by inspiration and story telling as well as extensive use of social networking
- Btell people what to do
- Cmanagement by task related goals and story telling as well as listening to followers
- Dinspire others
42Transformational leadership
- Ahelps bring less positive change by moving group members to be more self-interests and less for the good of the group, organization or society
- Bhelps bring major positive change by moving group members beyond their self-interests and towards the organization or society
- Chelps bring major positive change by moving group members beyond their self-interests and towards the good of the group, organization or society
- Dhelps bring major positive change by moving group members beyond their self-interests and society
43helps bring major positive change by moving group members beyond their self-interests and towards the good of the group, organization or society
- ALeader types
- BCharismatic leadership
- CTransformational leadership
- DLeadership
44Vision
- Agroup goal
- Bgroup framework
- Cindividuals inspiration and the framework for al their strategic planning
- Dseeing ahead
45what are the four c's compelling visision
- Acharisma, character, caring, content
- Bcontent, context, credibility, collaborative process
- Ccredibility, collaborative process, caring, context
- Dcharisma, credibility, collaborative process, context
46Dimensions of leadership behaviour
- Apeople and goal oriented
- Bpeople and task oriented
- Ctask and profit oriented
- Dprofit and goal oriented
47Servant leadership
- Asituational focus
- Bconcept where leaders behaviour are shared by stations and the leadership behaviour
- Ca formal evaluation of leaders baed on input from people they work with
- Dthe leader transcends self-interest to serve the needs of others, help others grow and provide opportunities for other to gain materially and emotionally
48the leader transcends self-interest to serve the needs of others, help others grow and provide opportunities for other to gain materially and emotionally
- Aautocratic leadership
- Bparticipative leadership
- Cservant leadership
- Dentrepreneurial leadership
49Relatively consistent patter of behaviour that characterizes a leader
- A360 degree feed back
- Bleadership styles
- Cleadership behaviour
- Ddimensions of leadership
50Participative leadership
- Asharing decision making with group members, they are consultative, consensus, democratic
- Bformal evaluation of leaders
- Cleaders retain authority and make all decision assuming group members will comply, oriented
- Dstrong achievement drive
51sharing decision making with group members, they are consultative, consensus, democratic
- AParticipative leadership
- BAutocrat leadership
- CEntrepreneurial leadership
- DServant leadership
52Autocratic leadership
- Aleader retain authority and make all decisions assuming group members will comply, task-oriented
- Bsharing decisions making with group
- Cstrong achievement drive
- Drelatively consistent actions
53leader retain authority and make all decisions assuming group members will comply, task-oriented
- Aservant leadership
- Bparticipative leadership
- Centrepreneurial leadership
- Dautocratic leadership
54Strong achievement drive and sensible risk taking, high degree of enthusiasm and creativity, tendency to act quickly, eye on the future
- Aparticipative leadership
- Bautocratic leadership
- Centrepreneurial leadership
- Dservant leadership
55Entrepreneurial leadership
- Asharing decisions with group members
- Bstrong achievement drive and sensible risk taking, high degree of enthusiasm and creativity, tendency to act quickly, eye on the future
- Crelatively consistent with work habits
- Dleader retain authority and all decision making
56360-degree feedback
- Aformal evaluation of how each individual goes about their leadership traits
- Bformal evaluation about how a leader works with followers
- Cformal evaluation of leaders based on input form people who work both for and with the leader
- Dformal evaluation of effectivity of leader
57Feidler's contingency theory
- Aleaders who attempt to “clear the path” to a goal for a group member tends to find the group member’s job satisfaction and performance increase, the theory is based on the Expectancy Theory of Motivation which suggests that motivation depends on individuals mental expectations about their ability to perform task and receive desired rewards
- BA model designed to diagnose whether a leader is task oriented or relationship oriented and match leader leadership style to the situation
- Cprimary focus is on the characteristics of group members and matching leadership style to those characteristics, SLII is designed to increase the frequency and quality of conversations about performance and professional development between leaders and group members so that, competence is developed, commitment takes place, reduced turnover among talented group member
- Dviews leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style
58A model designed to diagnose whether a leader is task oriented or relationship oriented and match leader leadership style to the situation
- ARobert House’s Path-Goal Theory
- BFiedler's contingency theory
- CVroom & Jago's Normative decision model
- DLeader-member exchange
59Robert House’s Path-Goal Theory
- Aleaders who adapt their style to different individual within the group
- Bviews leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style
- Cprimary focus is on the characteristics of group members and matching leadership style to those characteristics
- DLeaders who attempt to "clear the path" to a goal for a group member tends to find the group member's job satisfaction and performance increase
60Leaders who attempt to "clear the path" to a goal for a group member tends to find the group member's job satisfaction and performance increase
- AFeilder's contingency theory
- BRobert House's path-goal theory
- CVroom & Jago's normative decision model
- DLeader member exchange
61Hersey & Blanchard's situational leadership
- Aleaders who attempt to “clear the path” to a goal for a group member tends to find the group member’s job satisfaction and performance increase
- Bprimary focus is on the characteristics of group members and matching leadership style to those characteristics, designed to increase the frequency and quality of conversation about performance and professional development between leaders and group members
- Cviews leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style
- Da model designed to diagnose whether a leader is task-oriented or relationship-oriented and match their leadership style to the situation
62Primary focus is on the characteristics of group members and matching leadership style to those characteristics, designed to increase the frequency and quality of conversation about performance and professional development between leaders and group members
- ARobert House’s Path-Goal Theory
- BLeader-Member Exchange
- CVroom & Jago’s Normative Decision Model
- DHersey & Blanchard's situational leadership
63Vroom & Jago's
- Aprimary focus is on the characteristics of group members and matching leadership style to those characteristics
- Bmodel designed to diagnose whether a leader is task-oriented or relationship-oriented and match their leadership style to the situation
- Cleaders who adapt their style to different individual within the group or have different quality relationships with individual group members
- Dviews leadership as a decision making process where the leader examines the elements involved in the situation in order to determine the most effective decision making style
64Views leadership as a decision making process where the leader examines the elements involved in the situation in order to determine the most effective decision making style
- AVroom & Jago
- BFeilder's
- CHersey & Blanchard's
- DLeader member exchanges
65Normative decision Model
- AVroom & Jago
- BFiedler’s
- CHersey & Blanchard
- DRobert House’s
66Leader-ship member exchange (LMS)
- Aprimary focus is on the characteristics of group members and matching leadership style to those characteristics
- Bviews leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style
- CLeaders who adapt their style to different individuals within the group or have different quality relationship with individual group members
- Dleaders who attempt to “clear the path” to a goal for a group member tends to find the group member’s job satisfaction and performance increase
67Leaders who adapt their style to different individuals within the group or have different quality relationship with individual group members
- AFiedler's contingency theory
- BRobert House's path goal theory
- CVroom & Jago's Normative decision model
- DLeader-member exchange
68Measure the degree to which a leader describes favourably or unfavourably an employee with whom he or she could work least well with
- ALeast Preferred Coworker Scale
- BPreferred Coworker Scale
- CMost Preferred Coworker Scale
- DMost or Least Preferred Coworker Scale
69In-groups
- Aclose in the discussion, they listen to employee's suggestion and idea about how work is not done
- Bclose in the discussion, they listen to employee's suggestion and idea about how work is done
- Cfar in the discussion, do not listen to employee's suggestion and idea about how work is done
- Dclose in the discussion, make least suggestion and idea about how work is done
70Outgroups
- Ais outside of the overall work
- Bgive employee specific directives for how to accomplish task and attain goals, shows little interest in their employee's comments and suggestions
- Cgive employee specific directives for how to accomplish task and attain goals, shows interest in their employee's comments and suggestions
- Ddoesint give employee specific directives for how to accomplish task and attain goals, shows little interest in their employee's comments and suggestions
71Before taking action a leader asks "what does the research literature tell me is most likely to work in this situation"
- ALeadership during cirisi
- BMorals
- CEthics
- DEvidence-based leadership
72Ethics
- Ainfluenced by a persons value
- Ban individuals determination of what is right or wrong, influenced by a persons value
- Cthe study of moral obligations, separating right from wrong
- Dstudy of personas values
73Morals
- Abeliefs or ideals shared by the members of a culture about what is good or bad, have major influence on persons behaviour and attitude and serve as a base guidelines in all siltation
- Ban individuals determination of what is right or wrong, influenced by a persons value
- Cwhat someone thinks is wrong or right
- Dthe study of moral obligations
74Beliefs or ideals shared by the members of a culture about what is good or bad, have major influence on persons behaviour and attitude and serve as a base guidelines in all siltation
- AEthics
- BMorals
- CValues
- Dleadership during cirisi
75Comprises principles, values and standards that guide behaviour in the world of organization
- AOrganizational ethics
- BPersonal ethics
- CPrinciples
- DValues
76Personal ethics
- Acomprises principles, values and standards that guide your behaviour in the world
- Bused to develop forms that are socially enforced
- Cwhat you think is right and wrong
- Dwhat others think is right or wrong
77Virtue
- Ais a broad term for theories that emphasize the role of character and virtue in moral philosophy
- Bthe ends justify the means, argues that proper course of action is one that maximizes a positive effect
- Cduty based, ethics are concerned with what people do not with the consequences of their actions
- Dan approach to ethics that focuses on theories of the importance of general principles such as respect for autonomy
78Utilitarianism
- Ais a broad term for theories that emphasize the role of character and virtue in moral philosophy
- Bthe ends justify the means, argues that proper course of action is one that maximizes a positive effect
- Cduty based, ethics are concerned with what people do not with the consequences of their actions
- Dan approach to ethics that focuses on theories of the importance of general principles such as respect for autonomy
79deontological theories
- Ais a broad term for theories that emphasize the role of character and virtue in moral philosophy
- Bthe ends justify the means, argues that proper course of action is one that maximizes a positive effect
- Can approach to ethics that focuses on theories of the importance of general principles such as respect for autonomy
- Dduty based, ethics are concerned with what people do not with the consequences of their actions
80Principle-based ethics
- Athe ends justify the means, argues that proper course of action is one that maximizes a positive effect
- Bduty based, ethics are concerned with what people do not with the consequences of their actions
- Can approach to ethics that focuses on theories of the importance of general principles such as respect for autonomy
- Dis a broad term for theories that emphasize the role of character and virtue in moral philosophy
81person goes above and beyond the call of duty when possible, even though strictly speaking, he or she isn't ethically required to do so, to strive to be the best human being one can be
- AEthical intelligence
- BStreet intelligence
- CWork-based intelligence
- DOrganizational intelligence
82Team
- Awork group that must reply on collaboration of each member to experience optimum success and achievement
- Bwork done with an understanding and commitment to group goals on the part of all team members
- CTeams are characterized by a common commitment, accomplishes many collective work products. Groups may not have a strong commitment, members tend to work slightly more independent
- Ddistributive, procedural, interactional, informational justice
83Work done with an understanding and commitment to group goals on the part of all team members
- Ateam
- Bteam discussion
- Cgroup
- Dteamwork
84Groups
- Astrong commitment, members tend to work slightly more independent
- Bweak commitment, members tend to work slightly more independent
- Cstrong commitment, members tend to work slightly more together
- Dstrong commitment, members tend to work alone
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- Quiz on exam practice multiple choice, created by Hatice Ugurlu on 12/02/2018.
- Author
- Hatice Ugurlu
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- English
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