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Leadership

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Masters Degree MBA Quiz on Leadership, created by Clair Hat on 07/04/2016.
Clair Hat
Quiz by Clair Hat, updated more than 1 year ago
Clair Hat
Created by Clair Hat about 8 years ago
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Resource summary

Question 1

Question
What is a leader?
Answer
  • The owner of a company
  • A person who follows the commands of other people
  • Someone who has followers
  • Someone who cannot persuade other people to do things

Question 2

Question
Which of the following is a trait of a leader?
Answer
  • The ability to alienate, confuse or make other people angry
  • Vision, and the ability to guide others towards making that vision a reality
  • Avoiding decisions that may change things
  • Being able to only find fault in other people and their ideas

Question 3

Question
Which roles do leaders play in their organisations?
Answer
  • Set the strategic vision and goals of the company
  • Organising people and staffing issues to get the job done
  • Set plans and budgets in the short-term goals of the company
  • Bring about order and consistency in the company

Question 4

Question
Leaders are born with different characteristics or traits from other people
Answer
  • True
  • False

Question 5

Question
An organisation is dominated by one central leader. This type of leadership is:
Answer
  • Autocratic
  • Democratic
  • Collaborative
  • Laissez-Faire

Question 6

Question
Democratic leadership is characterised by...
Answer
  • A leader's source of power being derived from their position in the organisation
  • A general lack of leadership activity - followers are left to decide their own priorities and methods for undertaking work
  • The leader is just another member of the group and has no more power than anyone else
  • Encourages group participation and makes decision on the group opinion (majority rules)

Question 7

Question
Contingency leadership says....
Answer
  • Leaders and methods are the same no matter what type of situation occurs
  • You need the right kind of leader for certain situations and need to change leadership as the situation changes
  • All leaders have specific traits that they are born with and do not need to change with the situation
  • That leadership is not as important as the situation and no formal leader needs to be n charge

Question 8

Question
Transactional leadership is different from transformational leadership because...
Answer
  • Transactional leaders initiate and drive organisational change while transformational leaders motivate followers to accomplish goals by clarifying roles and task requirements.
  • Transactional leaders look for deviations from procedures and then take corrective action while transformational leaders are controversial as their leadership always involves change and conflict
  • Transactional leaders articulate a vision while transformational leaders exchange rewards and promises to manage the delivery of organizational goals.
  • Transactional leaders form emotional attachments with followers while transformational leaders intervene only if standards are not met.

Question 9

Question
Transformational leaders...
Answer
  • Motivate followers to accomplish goals by clarifying role and task requirements
  • Have a laissez – faire approach to responsibilities and decisions
  • Articulate a vision and align it with the followers' value systems
  • Recognize only accomplishments.

Question 10

Question
Why are values important in leadership?
Answer
  • They help define problems and offers solutions that are acceptable to everyone
  • They are not important in leadership and get in the way of making decisions
  • They have minimal importance and only are used when we talk about CSR.
  • Values only apply in a person’s personal life and have no application at work.

Question 11

Question
Stakeholders are...
Answer
  • Foreign governments
  • The people who work for competing companies
  • Everyone
  • The people who work directly for an organisation

Question 12

Question
The triple bottom line model is...
Answer
  • Used to justify only following profit and ignoring everything else
  • An examination of the environmental, social, and economic benefits using that to determine success
  • A method that uses a SWOT analysis, a PESTEL analysis and Porters 5 forces to determine successful business models.
  • An examination of cost cutting measures to increase profitability of an organization.

Question 13

Question
Porter's five forces model examines:
Answer
  • The strengths, weaknesses, opportunities, social cultural issues and threats facing an organization
  • The political, economic, social, environmental and technologic factors facing an organization
  • The strength of new competitors, the power of suppliers, the power of buyers, the threat of new products, and the strength of the industry
  • The buying power of your company versus the selling power of your product.

Question 14

Question
A SWOT analysis is useful because it:
Answer
  • Examines your organizations current situation from two perspectives, Internal and external, while looking at strengths, weaknesses, opportunities and threats.
  • Examines 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
  • Examines the organizations political, economic, sociocultural, technological, environmental and legal perspectives
  • Examines the ability to focus on stakeholder involvement through a process of continuous quality management.

Question 15

Question
Communication is a process. The process is from the sender to the receiver
Answer
  • Encoding- transmission- decoding- feedback
  • Decoding- transmission- feedback- encoding
  • Feedback- decoding- transmission- encoding
  • Transmission- encoding- decoding- feedback

Question 16

Question
A clear vision and mission statement are not important to the success of an organization
Answer
  • True
  • False

Question 17

Question
To transmit messages clearly, leaders need to:
Answer
  • Select an inappropriate communication channel
  • Have long, wandering messages that leave a lot up to interpretation
  • Use vague language that could insult people
  • Have clear, concise, simple messages on appropriate channels.

Question 18

Question
Assertive communication is...
Answer
  • The best way to communicate.
  • Structured in a way that the individual takes responsibility or “I” statements
  • By using “We” and “the team” phrases
  • Passive

Question 19

Question
Effective listening means...
Answer
  • Stop talking and remove distractions
  • Pay attention to the purpose and the words used.
  • Remain open, flexible and observant
  • All of the answers
  • None of the answers

Question 20

Question
Barriers to communication come in many forms, including:
Answer
  • Environmental Barriers (employees located in other places, bad equipment)
  • Organizational Barriers (command chain, formal reporting structure)
  • Individual differences (cultural issues, differences in gender)
  • All of the answers
  • None of the answers

Question 21

Question
In conflict management, when should a leader use compromise management style?
Answer
  • In a situation that calls for quick, decisive action.
  • In a situation where parties of equal power level are committed to different goals and cannot agree.
  • In a situation where the leader finds out they are wrong.
  • For trivial and unimportant issues.

Question 22

Question
Effective decisions need to be effectively communicated.
Answer
  • True
  • False

Question 23

Question
The general decision making model has four phases. Which of the following is NOT one of the phases?
Answer
  • The Input phase.
  • The Processing phase.
  • The Output phase.
  • The Decoding phase.

Question 24

Question
Autocratic leaders often create a great deal of personal friction between people
Answer
  • True
  • False

Question 25

Question
Collaborative decision making is
Answer
  • A decision making process where a leader shares their formal decision making power.
  • A decision making process where the leader does not make the final decision, but a person under the leader has the power delegated to them.
  • A decision making process where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.
  • The leader exercises complete control of the process and does not need any outside help or advice to make decision.

Question 26

Question
Delegated decision making is:
Answer
  • A decision making process where a leader shares their formal decision making power.
  • A 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.
  • A decision making proves where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.
  • The leader exercises complete control of the process and does not need any outside help or advice to make decision.

Question 27

Question
Negotiated decision making is:
Answer
  • A decision making process where a leader shares their formal decision making power.
  • A 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.
  • A decision making proves where the leaders has the opportunity to get a ‘win- lose’ or a ‘win-win’ outcomes.
  • The leader exercises complete control of the process and does not need any outside help or advice to make decision.

Question 28

Question
Which of the following is a barrier to effective decision making?
Answer
  • A lack of budget
  • A lack of material or equipment
  • Staffing shortages or limitations
  • All of the answers
  • None of the answers

Question 29

Question
Which 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.
Answer
  • Sunk cost
  • Status quo
  • Framing
  • Anchoring

Question 30

Question
The charismatic leader possesses the following traits:
Answer
  • Arrogance
  • Low self-esteem
  • A lack of ability
  • All of the answers
  • None of the answers

Question 31

Question
Which of the following is NOT one of the Porter's five competitive forces?
Answer
  • Bargaining power of suppliers.
  • Threats of new entrants and barriers to entry.
  • Threats of substitutes.
  • Threats of technological advances.

Question 32

Question
As 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.
Answer
  • i,ii and iii only
  • ii ,iii and iv only
  • i and ii only
  • all of the answers

Question 33

Question
According to Earley and Mosakowski (2004), what are the three main elements to cultural intelligence?
Answer
  • The Mind (cognitive), The body (physical) , The Heart (emotional)
  • Cultural Diversity ,Equal Opportunity, Transparency
  • Social Obligation ,Moral Obligation ,Cultural Intelligence
  • Ability to Observe, Ability to understand, Ability to survive

Question 34

Question
i.___________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
Answer
  • Decisive team, Hierarchic team
  • Integrative team, Job-centred team
  • Virtual team, Global team
  • Task Oriented team, People Oriented team

Question 35

Question
Which of the following is NOT one of the four main qualities that are important for an authentic leadership as per Goffee and Jones (2005) ?
Answer
  • Manage the perception others have of you
  • Know yourself and others
  • Use where you come from
  • Develop action plans

Question 36

Question
Which of the following statement reflects the principle of great man theory?
Answer
  • A list of the key things that a leader should do to be great.
  • Refers to the notion that people are born leaders
  • Is concerned about the small details and how to increase productivity
  • Translate vision into something tangible

Question 37

Question
Theory Y assumes which of the following?
Answer
  • People are committed to organisational activities.
  • People achieve little satisfaction from work.
  • People are poorly motivated.
  • People seek to avoid work.

Question 38

Question
Leadership is the ability to:
Answer
  • influence others.
  • empower, motivate and inspire their followers to achieve organizational goals.
  • enable others to contribute towards the effectiveness and success of the organization.
  • all of the answers

Question 39

Question
Blake and Mouton’s Managerial Grid has all of the following management styles EXCEPT:
Answer
  • Country club Management
  • Impoverished Management
  • Middle-of-the-road Management
  • Democratic Management

Question 40

Question
i._________, 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
Answer
  • Morality, motivational goals
  • Values, Ethics
  • Leaders, Authoritarian
  • Cognitive, laissez faire
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