Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1)
The rate at which people voluntarily or involuntarily leave an organization is called:
1)
A)
attrition.
B)
turnover.
C)
quitting.
D)
resignation.
Answer:
B
A)
B)
C)
D)
2)
To achieve a desired level of team conflict, project managers use a set of ________ techniques.
2)
A)
conflict stimulation
B)
conflict management
C)
conflict avoidance
D)
conflict resolution
Answer:
B
A)
B)
C)
D)
3)
Conflict that hinders group performance and is destructive to team performance is called ________
conflict.
3)
A)
destructive
B)
useless
C)
deforming
D)
dysfunctional
Answer:
D
A)
B)
C)
D)
4)
The general attitude a person has toward his or her job is called:
4)
A)
well–being.
B)
happiness.
C)
job satisfaction.
D)
content.
Answer:
C
A)
B)
C)
D)
5)
Trait theory of leadership is:
5)
A)
not useful for identifying how people can become better leaders.
B)
not supported by research.
C)
useful for identifying how people can become better leaders.
D)
not useful for identifying characteristics of leaders.
Answer:
A
A)
B)
C)
D)
1
6)
During ________, team members get to know each other and establish team foals and work
assignments.
6)
A)
forming
B)
performing
C)
storming
D)
norming
Answer:
A
A)
B)
C)
D)
7)
What is NOT one of the five stages of project team development?
7)
A)
Storming
B)
Forming
C)
Informing
D)
Adjourning
Answer:
C
A)
B)
C)
D)
8)
An individual’s intensity, direction, and persistence of effort toward attaining a goal is called:
8)
A)
determination.
B)
motivation.
C)
drive.
D)
leadership.
Answer:
B
A)
B)
C)
D)
9)
The growing use of global project team can be attributed to:
9)
A)
increased globalization.
B)
advances in telecommunications.
C)
increased outsourcing.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
10)
According to ERG theory, existence focuses on:
10)
A)
personal development.
B)
satisfying our basic material needs.
C)
maintaining interpersonal relationships.
D)
none of the above.
Answer:
B
A)
B)
C)
D)
11)
Of all need theories, ________ has been found to best predict work productivity.
11)
A)
McClellan’s theory of needs
B)
ERG theory
C)
two–factor theory
D)
Maslow’s hierarchy of needs
Answer:
A
A)
B)
C)
D)
2
12)
All of the following are process theories of motivation EXCEPT:
12)
A)
ERG theory.
B)
equity theory.
C)
Theory X.
D)
expectancy theory.
Answer:
A
A)
B)
C)
D)
13)
According to McClelland’s theory of needs, good mangers have:
13)
A)
a low need for power and a low need for affiliation.
B)
a high need for power and a low need for affiliation.
C)
a low need for power and a high need for affiliation.
D)
a high need for power and a high need for affiliation.
Answer:
B
A)
B)
C)
D)
14)
During ________, actual project work is rapidly undertaken by the team.
14)
A)
performing
B)
storming
C)
norming
D)
forming
Answer:
A
A)
B)
C)
D)
15)
According to the two–factor theory,
15)
A)
the factors leading to job satisfaction are distinct from the factors leading to dissatisfaction.
B)
hygiene factors contribute to job satisfaction.
C)
there are two specific factors that determine one’s satisfaction.
D)
if extrinsic factors are adequate, people will be satisfied.
Answer:
A
A)
B)
C)
D)
16)
The motivation theory that argues that both positive and negative feedback conditions behavior is
called:
16)
A)
expectancy theory.
B)
equity theory.
C)
conditioning theory.
D)
reinforcement theory.
Answer:
D
A)
B)
C)
D)
3
17)
The lowest level of Maslow‘s hierarchy of needs is called:
17)
A)
informational needs.
B)
physiological needs.
C)
self–actualization
D)
safety needs.
Answer:
B
A)
B)
C)
D)
18)
According to ERG theory, relatedness focuses on:
18)
A)
personal development.
B)
relating existence to growth needs.
C)
maintaining interpersonal relationships.
D)
the relationship between higher– and lower–level needs.
Answer:
C
A)
B)
C)
D)
19)
Theory ________ assumes that people dislike work and are lazy.
19)
A)
Z
B)
X
C)
Y
D)
W
Answer:
B
A)
B)
C)
D)
20)
According to expectancy theory, a person will be motivated to exert a high level of effort when he
or she believes that:
20)
A)
rewards will satisfy his or her needs.
B)
effort will lead to a good performance appraisal.
C)
a good performance appraisal will lead to rewards.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
21)
According to goal–setting theory, to enhance a person’s work productivity:
21)
A)
goals should be specific but not difficult.
B)
goals should always be higher than what can be achieved.
C)
goals should be specific and difficult with clear feedback.
D)
telling people to do their best is usually superior to specifying goals.
Answer:
C
A)
B)
C)
D)
4
22)
Which technique is NOT among the widely used conflict resolution techniques?
22)
A)
Compromise
B)
Avoidance
C)
Appointing a devil’s advocate
D)
Problem solving
Answer:
C
A)
B)
C)
D)
23)
A ________ of life orientation values relationships, interdependence, and concern for others.
23)
A)
quality of life
B)
long–term
C)
quantity of life
D)
short–term
Answer:
A
A)
B)
C)
D)
24)
Which of the following is a technique for stimulating conflict?
24)
A)
Communication
B)
Restructuring the team
C)
Bringing in outsiders
D)
All of the above
Answer:
D
A)
B)
C)
D)
25)
According to the two–factor theory, all of the following are considered motivational factors
EXCEPT:
25)
A)
recognition.
B)
relatedness.
C)
achievement.
D)
responsibility.
Answer:
B
A)
B)
C)
D)
26)
According to ERG theory, growth focuses on:
26)
A)
higher–level needs.
B)
increasing motivation.
C)
job enrichment.
D)
personal development.
Answer:
D
A)
B)
C)
D)
5
27)
What is NOT a factor contributing to increased outsourcing?
27)
A)
To support foreign economies
B)
To reduce time to market
C)
To reduce or control costs
D)
To free up internal resources
Answer:
A
A)
B)
C)
D)
28)
Maslow’s hierarchy of needs has the following order (from lowest to highest level needs):
28)
A)
physiological, social, safety, self–actualization, and esteem.
B)
physiological, social, esteem, safety, and self–actualization.
C)
physiological, safety, social, esteem, and self–actualization.
D)
physiological, social, safety, esteem, and self–actualization.
Answer:
C
A)
B)
C)
D)
29)
Which of the following is (are) a type of personal power?
29)
A)
Referent power
B)
Charismatic power
C)
Expert power
D)
All of the above
Answer:
D
A)
B)
C)
D)
30)
The four broad categories of challenges for managing global information systems project teams are:
30)
A)
technology–related, time zone, skill, and ecological challenges.
B)
technology–related, cultural, human–resource, and environmental challenges.
C)
language, ecological, cultural, and time zone challenges.
D)
education, skill, time zone, and labor challenges.
Answer:
B
A)
B)
C)
D)
31)
Which of the following theories of motivation is NOT considered a need theory?
31)
A)
ERG Theory
B)
Hierarchy of needs
C)
Two–factor theory
D)
Theory X
Answer:
D
A)
B)
C)
D)
6
32)
Relationship conflicts:
32)
A)
will always hinder team performance.
B)
are better than functional conflict.
C)
are sometimes good.
D)
are overrated.
Answer:
A
A)
B)
C)
D)
33)
Theory X assumes that:
33)
A)
dislike responsibility.
B)
are lazy.
C)
people dislike work.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
34)
Research on trait theories of leadership has found the following as attributes of successful leaders:
34)
A)
intelligence and competency in task and organizational activities.
B)
goal–oriented focus.
C)
maturity and a broad range of interests,
D)
all of the above.
Answer:
D
A)
B)
C)
D)
35)
To be ultimately successful, a person needs:
35)
A)
persistence.
B)
direction.
C)
intensity.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
36)
What is NOT among the contextual factors important for achieving high team performance?
36)
A)
Leadership
B)
Management
C)
Rewards
D)
Performance evaluations
Answer:
B
A)
B)
C)
D)
7
37)
The three factors of McClelland’s theory of needs are:
37)
A)
existence, relatedness, and growth.
B)
achievement, power, and affiliation.
C)
safety, esteem, and self–actualization.
D)
none of the above.
Answer:
B
A)
B)
C)
D)
38)
A ________ orientation reflects a more competitive culture that values achievement and the
acquisition of material goods.
38)
A)
short–term
B)
quality of life
C)
long–term
D)
quantity of life
Answer:
D
A)
B)
C)
D)
39)
According to the two–factor theory, all of the following are considered hygiene factors EXCEPT:
39)
A)
relationships with colleagues.
B)
salary.
C)
work conditions.
D)
responsibility.
Answer:
D
A)
B)
C)
D)
40)
Theories that believe that a person’s actions determine his or her potential to be a successful leader
are called:
40)
A)
contingency theories.
B)
behavioral theories.
C)
leadership theories.
D)
trait theories.
Answer:
B
A)
B)
C)
D)
41)
During ________, team members wrap up the project’s final activities.
41)
A)
performing
B)
norming
C)
adjourning
D)
forming
Answer:
C
A)
B)
C)
D)
8
42)
________ refers to how hard someone tries to attain a goal.
42)
A)
Determination
B)
Persistence
C)
Intensity
D)
Drive
Answer:
C
A)
B)
C)
D)
43)
According to ERG theory, all of the following are considered core needs EXCEPT:
43)
A)
growth.
B)
relatedness.
C)
existence.
D)
esteem.
Answer:
D
A)
B)
C)
D)
44)
Equity theory is:
44)
A)
most powerful in predicting work productivity, not levels of absenteeism and turnover.
B)
very powerful in predicting overall motivation.
C)
not supported by research.
D)
most powerful in predicting absenteeism and turnover, not levels of work productivity.
Answer:
D
A)
B)
C)
D)
45)
During ________, team members struggle to establish goals, power, and leadership roles.
45)
A)
storming
B)
forming
C)
performing
D)
norming
Answer:
A
A)
B)
C)
D)
46)
Conflict that supports the goals of a team and improves its performance is called ________ conflict.
46)
A)
healing
B)
supporting
C)
useful
D)
functional
Answer:
D
A)
B)
C)
D)
9
47)
Which factor(s) of work design has(have) been found to be highly motivating for project team
member performance?
47)
A)
Task identity
B)
Skill variety
C)
Autonomy
D)
All of the above
Answer:
D
A)
B)
C)
D)
48)
Motivation can be used to explain everything EXCEPT:
48)
A)
turnover.
B)
downsizing.
C)
job satisfaction.
D)
absenteeism.
Answer:
B
A)
B)
C)
D)
49)
Another term for two–factor theory is:
49)
A)
motivation–hygiene theory.
B)
intrinsic–extrinsic theory.
C)
Herzberg Job satisfaction theory.
D)
satisfactor–dissatisfactor theory.
Answer:
A
A)
B)
C)
D)
50)
The highest level of Maslow‘s hierarchy of needs is called:
50)
A)
self–actualization
B)
safety needs.
C)
informational needs.
D)
physiological needs.
Answer:
A
A)
B)
C)
D)
51)
All of the following are types of positional power EXCEPT:
51)
A)
reward power.
B)
referent power.
C)
coercive power.
D)
legitimate power.
Answer:
B
A)
B)
C)
D)
10
52)
Maslow’s hierarchy of needs includes all EXCEPT:
52)
A)
safety needs.
B)
informational needs.
C)
self–actualization
D)
physiological needs.
Answer:
C
A)
B)
C)
D)
53)
During ________, teams develop a sense of common purpose and specify normal operating
procedures.
53)
A)
norming
B)
storming
C)
forming
D)
performing
Answer:
A
A)
B)
C)
D)
54)
Which is NOT among the four types of factors leading to effective teams?
54)
A)
Work design
B)
Context
C)
Conformity
D)
Composition
Answer:
C
A)
B)
C)
D)
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
55)
A ________ of life orientation reflects a more competitive culture that values achievement
and the acquisition of material goods.
55)
Answer:
quantity
56)
According to McClelland’s theory of needs, good managers have high need for power and
________ need for affiliation.
56)
Answer:
low
57)
The failure to report to work is called ________.
57)
Answer:
absenteeism
58)
________ is the collective programming of the mind that distinguishes the members of one
group or category of people from another.
58)
Answer:
Culture
59)
________ refers to the amount of time someone maintains his or her effort toward a goal.
59)
Answer:
Persistence
11
60)
A person useful for projects where the system requirements are initially unclear is called
________.
60)
Answer:
prototyper
61)
________ are project teams whose members are located throughout the world.
61)
Answer:
Global project teams
62)
Within ERG theory, ________ focuses on personal development.
62)
Answer:
growth
63)
The lowest level of Maslow’s hierarchy of needs is called ________ needs.
63)
Answer:
physiological
64)
The five stages of project team development are forming, storming, norming, performing,
and ________.
64)
Answer:
adjourning
65)
The power to influence people based on being in a position to punish is called ________
power.
65)
Answer:
coercive
66)
The power to influence people based on having a favorable personality and interpersonal
style is called ________ power.
66)
Answer:
charismatic
67)
________ refers to how hard someone tries to attain a goal.
67)
Answer:
Intensity
68)
To more effectively match team members and to help team members learn more about
each other, many organizations use personality tests such as the ________.
68)
Answer:
Myers–Briggs Type Indicator (MBTI)
69)
A cultural characteristic that refers to the degree to which a society is characterized by
masculine or feminine qualities is called ________.
69)
Answer:
masculinity/femininity
70)
________ theories of leadership consider the situation as being the most critical element for
identifying leadership success.
70)
Answer:
Contingency
12
71)
A cultural characteristic that reflects the extent to which a culture has a longer– or
shorter–term orientation is called ________.
71)
Answer:
concept of time
72)
A person good at getting a lot of work accomplished, but who often ignores rules or
conventions is called ________.
72)
Answer:
producer
73)
A person who has a deep understanding of a system and can quickly examine a problem
and make a needed repair is called ________.
73)
Answer:
fixer
74)
The power to influence people based on having expertise, special skills, or knowledge, is
called ________ power.
74)
Answer:
expert
75)
A person good at getting things done quickly and is good in emergency situations such as
repairing a system failure is called ________.
75)
Answer:
deliverer
76)
________ refers to the absolute capacity of a person to influence the behavior or attitudes of
others.
76)
Answer:
Power
77)
The power to influence people based on controlling physical resources is called ________
power.
77)
Answer:
ecological
78)
Theory ________ assumes that people like work, are creative, like autonomy, and seek
responsibility.
78)
Answer:
Y
79)
A ________ is someone who has a formal position of authority and is responsible for
planning, organizing, directing, monitoring, and controlling project activities.
79)
Answer:
manager
80)
A ________ of life orientation values relationships, interdependence, and concern for
others.
80)
Answer:
quality
13
81)
The rate at which a person voluntarily or involuntarily leaves an organization is called
________.
81)
Answer:
turnover
82)
Theory ________ reflects the Japanese work philosophy which includes a belief in lifetime
employment, strong company loyalty, and group consensus.
82)
Answer:
Z
83)
________ conflict relates to the content and goals of the work itself.
83)
Answer:
Task
84)
________ theories of leadership believe that a person’s actions determine his or her
potential to become a leader.
84)
Answer:
Behavioral
85)
Within ERG theory, ________ focuses on maintaining interpersonal relationships.
85)
Answer:
relatedness
86)
A cultural characteristic that reflects the extent to which a society values the position of an
individual versus the position of a group is called ________.
86)
Answer:
individualism/collectivism
87)
A ________ is someone who, by virtue f his or her personal attributes, can exert influence
on others.
87)
Answer:
leader
88)
As the size of the team increases, it becomes increasingly more difficult to effectively
communicate and ________ project activities.
88)
Answer:
coordinate
89)
A cultural characteristic that helps in understanding the risk–taking nature of a culture is
called ________.
89)
Answer:
uncertainty avoidance
90)
________ is defined as the ability to influence people toward the achievement of goals.
90)
Answer:
Leadership
91)
Within ERG theory, ________ focuses on satisfying our basic material needs.
91)
Answer:
existence
14
92)
According to goal setting theory, goals should be specific and ________ , with clear
feedback.
92)
Answer:
difficult
93)
The power to influence people based on their strong affection, admiration, or loyalty, is
called ________ power.
93)
Answer:
referent
94)
The general attitude a person has towards his or her job is called ________.
94)
Answer:
job satisfaction
95)
The power to influence people based on their dependency on controlled information is
called ________ power.
95)
Answer:
information
96)
A person who is useful for meeting deadlines, but who may often ignore rules or
procedures in order to meet a deadline is called ________.
96)
Answer:
finisher
97)
A cultural characteristic that contrasts the extent to which a culture focuses on the quantity
versus quality of life is called ________.
97)
Answer:
life focus
98)
The highest level of Maslow’s hierarchy of needs is called ________ needs.
98)
Answer:
self–actualization
99)
________ suggest that individuals compare their work inputs and outcomes with others
and then respond to eliminate any inequities between those comparisons.
99)
Answer:
Equity theory
100)
A person who is meticulous in their work and is useful when everything must be right is
called ________.
100)
Answer:
perfector
101)
In the two–factor theory, achievement, recognition, and advancement are examples of
________ factors.
101)
Answer:
motivational
15
102)
Of the factors related to team composition, ________ and team size have been found to
play a significant role in many project teams.
102)
Answer:
personality
103)
The compression of the world and the increased awareness that no country or individual
can shut itself from others is called ________.
103)
Answer:
globalization
104)
________ conflict relates to interpersonal relationships among team members.
104)
Answer:
Relationship
105)
________ is the cultural characteristic that describes how different societies handle the
issue of human inequality.
105)
Answer:
Power distance
106)
________ refers to the effort expended toward attaining a goal.
106)
Answer:
Direction
107)
________ is the use of resolution and stimulation techniques to achieve a desired level of
team conflict.
107)
Answer:
Conflict management
108)
________ theory is another term for the two–factor theory.
108)
Answer:
Motivation–hygiene
109)
Motivation refers to an individual’s intensity, direction, and ________ of effort toward
attaining a goal.
109)
Answer:
persistence
110)
The power to influence people based on being in a position of authority is called ________
power.
110)
Answer:
legitimate
111)
________ conflict relates to how the work gets done within a team.
111)
Answer:
Process
112)
The power to influence people based on being in a position to distribute rewards is called
________ power.
112)
Answer:
reward
16
113)
In the two–factor theory, salary, relationships with colleagues, and work conditions are
examples of ________ factors.
113)
Answer:
hygiene
TRUE/FALSE. Write ‘T’ if the statement is true and ‘F’ if the statement is false.
114)
Communication in a work group is free flowing and candid.
114)
Answer:
True
False
115)
Trait theories of leadership are useful for identifying characteristics of leaders.
115)
Answer:
True
False
116)
Two–factor theory is another term for motivational–hygiene theory.
116)
Answer:
True
False
117)
Managers are good leaders.
117)
Answer:
True
False
118)
Successful politicians try to win at any cost.
118)
Answer:
True
False
119)
Maslow’s hierarchy of needs has been found to be more valid than ERG theory, as the
categorization of needs is finer.
119)
Answer:
True
False
120)
According to Maslow’s hierarchy of needs, as lower–level needs are met, higher–level needs
become the motivating focus of an individual.
120)
Answer:
True
False
121)
Members of a work group usually possess complementary skills.
121)
Answer:
True
False
122)
Behavioral theories of leadership believe that personality, appearance, or competency differentiate
leaders from non–leaders.
122)
Answer:
True
False
123)
To become a successful project manager, one should try to become a savvy politician.
123)
Answer:
True
False
17
124)
As the size of a project team increases, a team performs better, as the workload can be split between
more people.
124)
Answer:
True
False
125)
The goal of a project team is collective performance.
125)
Answer:
True
False
126)
Work design that provides team members with autonomy can increase team performance.
126)
Answer:
True
False
127)
Trait theories of leadership has failed to identify why people become leaders.
127)
Answer:
True
False
128)
Contingency theories of leadership consider the situation as being the most critical element for
identifying leadership success.
128)
Answer:
True
False
129)
Politics should be avoided at any cost.
129)
Answer:
True
False
130)
A manager is someone who, by the virtue of his or her personal influence, can exert influence on
others.
130)
Answer:
True
False
131)
Project teams can achieve positive synergies.
131)
Answer:
True
False
132)
According to behavioral theories of leadership, a person’s actions determine his or her potential as
a leader.
132)
Answer:
True
False
133)
Good managers have a high need for power and a high need for affiliation.
133)
Answer:
True
False
134)
Effective project managers primarily need management abilities.
134)
Answer:
True
False
18
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
135)
Briefly describe behavioral theories of leadership. What are the main premises? What are the drawbacks?
Answer:
There are several different behavioral theories of leadership, all of which share a common view that a
person’s actions, rather than personal traits, determine his or her potential to be a successful leader. In
this work, two general types of leaders · task–oriented versus relationship–oriented · have been
identified. Leaders who are relationship–oriented are described as those emphasizing interpersonal
relationships with team members in order to gain the greatest influence. For example,
relationship–oriented leaders take a personal interest in team members and accept individual differences
among them as being a positive team characteristic. On the other hand, task–oriented leaders use their
influence to get tasks completed as effectively as possible, with much less concern for the relationships
among team members.
There is no consensus on which type of leader is most effective. In some situations, task–oriented leaders
have been found to be most effective while relationship–oriented leaders have been found to be most
effective in others.
136)
Briefly describe contingency theories of leadership. What are the main premises? What are the drawbacks?
Answer:
Contingency theories of leadership consider the situation as being the most critical element for identifying
leadership success. Specifically, this view believes that the most effective leadership behavior depends
upon the situation, suggesting that there is no best leadership style or approach. For example, the Fiedler
Contingency Model examined the context in which task–oriented versus relationship–oriented leaders
would be most successful. This research found that the interplay of the leader–member relationships, the
task structure, and the amount of power the leader possesses determines whether a task– or
relationship–oriented leader would be most successful for a given situation.
Another contingency theory of leadership, Blanchard and colleagues’ (2005) Situational Leadership
Model (SLM) focuses on characteristics of followers to determining the best leadership style. Specifically,
followers can be competent (able) and agreeable (willing) to perform a task, or be incompetent and/or
reluctant. Depending on a follower’s willingness and ability, the leader should therefore choose a
different approach, focusing more on task completion (e.g., guiding a follower who lacks ability) or
emotional–relationship activities (e.g., coaching the unwilling).
Although the SLM is widely used in management training, research efforts to test its predictive power
have been disappointing.
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137)
Describe three cultural challenges faced by global project teams and their influence on global project team
success.
Answer:
Power distance refers to how different societies handle the issue of human inequality, and sheds light on
the inherent power structure within organizations and teams. Some cultures are higher in power
distance, preferring autocracy, while other cultures are lower in power distance, fostering more
collaborative teamwork and less hierarchical structures. Consequently, differences in power distance can
pose serious challenges for managing global project teams.
The degree of uncertainty avoidance helps in understanding the risk–taking nature of a culture. From a
project team perspective, this might result in team members from some cultures being more cautious; this
can be particularly troublesome when some team members, due to high levels of uncertainty avoidance,
are not eager to adopt new technologies or techniques.
Individualism/collectivism reflects the extent to which a society values the position of an individual
versus the position of a group. In societies that are collectivist, peer pressure often plays an important
role in shaping group interaction and decision making. Mixing both individually– and
collectively–oriented individuals on a team can often cause excessive conflict if not carefully managed.
Masculinity/femininity refers to the degree to which a society is characterized by masculine qualities,
such as assertiveness, or by feminine characteristics, such as nurturance, which can have important
implications in terms of user preferences for technology, how user requirements are collected, or how
teams assign roles and collaborate.
The concept of time can also differ across cultures, with some cultures having a relatively longer–term
orientation, reflecting an appreciation for future rewards, perseverance, and long–term planning. On the
other hand, cultures with shorter–term orientation focus on the past and the current situation. Clearly,
time orientation differences can greatly influence project planning, task assignments, and overall team
performance.
Life focus, contrasts the extent to which a culture focuses on the quantity versus the quality of life. A
quantity of life orientation reflects a more competitive culture that values achievements and the
acquisition of material goods. A quality of life orientation values relationships, interdependence, and
concern for others. Life focus differences can influence group development, task and role assignments, as
well as reward preferences among team members.
138)
Briefly describe trait theories of leadership. What are the main premises? What are the drawbacks?
Answer:
Trait theories of leadership focus on identifying the traits, or personal attributes, of leaders. These trait
theories of leadership believe that personality, appearance, competency, and other personal
characteristics differentiate leaders from non–leaders. This research has found that successful leaders
often share some similar personal attributes, including:
·Intelligence and competency in task and organizational activities
·Maturity and a broad range of interests
·Considerate interpersonal skills and respect for the needs and differences of others
·Goal–oriented focus and a strong motivation to achieve success
Although the trait–focused research has been useful for identifying characteristics of leaders, it has failed
to identify why people become leaders or how people can be better leaders. Additionally, it has been
found that people can possess the traits of leaders, but this alone does not guarantee success.
Nonetheless, what can be concluded from this research is that when you find a person who emerges as a
leader, they are much more likely to possess the common set of personal attributes of intelligence,
maturity, a consideration for others, and a goal–orientated focus.
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139)
Briefly outline two needs theories and two process theories of motivation. What are the main premises of each?
Answer:
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