1. The most effective leadership style in one situation may not be the most effective in another.
a. True
b. False
2. Leadership is a reciprocal process involving the leader and followers.
a. True
b. False
3. Informal leadership is that which is officially sanctioned by an organization through delegation.
a. True
b. False
4. Management philosophy is not affected by a supervisor’s work environment.
a. True
b. False
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
1
Difficulty: Easy
SPMT.MOSL.15.08.01
United States – BUSPROG: Analytic
Bloom’s: Knowledge
5. A supervisor’s family and early school environment influence his or her view of the nature of people and shape his
or her philosophy.
a. True
b. False
6. A supervisor holding Theory Y assumptions is more likely to use coercion and threat of punishment than a Theory X
supervisor.
a. True
b. False
7. A Theory X manager believes the average human has an inherent dislike of work.
a. True
b. False
8. A manager who believes the average human cannot be trusted holds Theory Y assumptions.
a. True
b. False
9. Theory Y managers tend to prefer a supportive, participative leadership style.
a. True
b. False
10. A supervisor who holds Theory Y assumptions would be more inclined to use a structured, autocratic leadership
style.
a. True
b. False
11. Readiness level refers to a person’s drive and need for achievement.
a. True
b. False
12. The Leadership Grid categorizes leadership styles according to concern for production and concern for people.
a. True
b. False
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
1
Difficulty: Easy
SPMT.MOSL.15.08.02
United States – BUSPROG: Analytic
Bloom’s: Knowledge
13. In the Leadership Grid, concern for results is plotted on the vertical axis, while concern for people is plotted on the
horizontal axis.
a. True
b. False
14. The team management style is management with little concern for people or production.
a. True
b. False
15. According to the Leadership Grid, if a supervisor is primarily concerned with production and shows little concern for
people, he or she is a 9,1 leader.
a. True
b. False
16. In a team management approach, leaders have a high concern for both people and production.
a. True
b. False
a. True
b. False
ANSWER:
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
False
1
Difficulty: Moderate
SPMT.MOSL.15.08.03
United States – BUSPROG: Analytic
Bloom’s: Comprehension
17. Impoverished management is the poorest of all management styles.
a. True
b. False
18. Clarifying the job and taking corrective action are examples of relationship behaviors.
a. True
b. False
19. The life-cycle theory of leadership holds that leadership behaviors should be based on the readiness level of
employees.
a. True
b. False
20. The structuring and telling style of leadership (high task and low relationship) would be used with an individual who is
relatively high in readiness for a given task.
a. True
b. False
ANSWER:
POINTS:
DIFFICULTY:
LEARNING
OBJECTIVES:
NATIONAL
False
1
Difficulty: Easy
SPMT.MOSL.15.08.03
United States – BUSPROG: Analytic
Bloom’s: Knowledge
21. The participating and supporting style of leadership behavior is best used for new or less-ready employees.
a. True
b. False
22. Tannenbaum and Schmidt’s leadership continuum presents a wide range of leadership behaviors ranging from a high
use of authority by the supervisor to a large degree of freedom for the worker.
a. True
b. False
23. When using the leadership continuum to decide to what degree employees should be involved in decision making, it is
important to remember that the more freedom employees have, the more authority the supervisor has.
a. True
b. False
24. The long run trend in American industry is for supervisory managers to use less participative styles of leadership.
25. Heroic managers are those who have a great need for control or influence and want to run things.
a. True
b. False
26. Heroic managers are always willing to share leadership.
a. True
b. False
27. If not careful, heroic leadership can stymie the development of subordinates.
a. True
b. False
28. Building high-performing group members is the goal of developmental leaders.
a. True
b. False
29. Developmental leaders attempt to keep responsibility away from their teams.
a. True
b. False
30. Developmental management involves shaping a common group vision which is supportive of the goals of the
organization.
a. True
b. False
31. Transactional leadership is a shift to a more visionary and empowering leadership style.
a. True
b. False
32. The transactional leader employs traditional management strategies.
a. True
b. False
33. A key factor in transformational leadership is charismatic leadership.
a. True
b. False
34. A transformational leader converts followers into leaders and may convert leaders into moral agents.
a. True
b. False
35. The transactional leader avoids linking actions with rewards.
a. True
b. False
36. Transactional leadership can result in lower-order improvements, but if one wants higher-order improvements,
transformational leadership is needed.
a. True
b. False
37. Employee participation in the change process is the key in adaptive leadership.
a. True
b. False
38. Many times, adaptive leaders who present tough questions become marginalized within the organization.
a. True
b. False
39. Servant leadership involves the creation of community through collaboration and team building.
a. True
b. False
40. Placing the well-being of the group before the individual is a characteristic of servant leadership.
a. True
b. False
41. Team building involves developing a coalition of people who will commit themselves to achieving the organizational
vision.
a. True
b. False
42. Emotional intelligence involves self-awareness and empathy.
a. True
b. False
43. Although emotional intelligence is important, it is not linked to strong performance.
a. True
b. False
44. An emotional response from individuals indicates they are cognitively focused.
a. True
b. False
45. Three factors, or variables, have a major impact on the choice of a leadership style: the supervisor‘s management
philosophy, the followers’ readiness level, and:
a. the followers’ management philosophy.
b. the responsibility level of the supervisor.
c. the situation faced by the supervisor.
d. the supervisor’s salary.
46. is best defined as the process of influencing individual and group activities toward goal setting and goal
achievement.
a. Entrepreneurship
b. Leadership
c. Delegation
d. Surveillance
47. McGregor’s Theory X and Theory Y relate to:
a. the supervisor‘s management philosophy.
b. the readiness level of followers.
c. the situation faced by a supervisor.
d. the production and quality concerns of an organization.
48. A leader holding Theory X assumptions would prefer a(n) leadership style.
a. democratic
b. unstructured
c. autocratic
d. participative
49. A leader holding Theory X assumptions believes:
a. the average human dislikes work.
b. the average human accepts and seeks responsibility.
c. the average human can be trusted.
d. work is as natural as play or rest for the average human.
50. McGregor’s Theory Y assumes that:
a. the average human being wants security.
b. the average human being learns to accept responsibility.
c. the average human being prefers to be directed.
d. the average human being has relatively little ambition.
51. Which of the following statements holds true for the beliefs of Theory X leaders?
a. They believe that work is as natural as play.
b. They believe in an autocratic management style.
c. They believe that people seek responsibility.
d. They believe that the intellectual potential of the average human being is only partially utilized.
52. The belief that people will exercise self direction in the service of objectives to which they are committed is most
closely related to:
a. McGregor’s Theory X.
b. Blake and McCanse’s Leadership Grid.
c. McGregor’s Theory Y.
d. Hersey and Blanchard’s Situational Leadership.
53. A leader holding Theory Y assumptions would prefer a(n) leadership style.
a. participative
b. autocratic
c. structured
d. dictatorial
54. A person’s readiness level is based on his or her:
a. experience and education.
b. supervisor‘s management philosophy.
c. organization‘s objectives.
d. previous work record.
55. The Leadership Grid shows that a leader has two concerns, production and:
a. time.
b. profit.
c. people.
d. management.
56. According to the Leadership Grid, a supervisor who is primarily concerned with production, and shows little concern
for people would be using a style of leadership referred to as:
a. task management.
b. country club management.
c. impoverished management.
d. team management.