Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Multiple Choice
1. According to Katz’s skills model, which two skills are most important for supervisory– (low-)
level managers to be successful leaders?
a. Technical skill and human skill
b. Human skill and conceptual skill
c. Technical skill and conceptual skill
d. All three skills are equally important for supervisory level management
2. The skills approach takes a _____________ on leadership, like the trait approach.
a. Leader-follower centered perspective
b. Organizational-centered perspective
c. Situational-centered perspective
d. Leader-centered perspective
3. Which of the following presents a competency-based approach to leadership?
a. Trait approach
b. Skills approach
c. Style approach
d. Great person approach
e. Psychodynamic approach
4. _______ are what leaders can accomplish, whereas _______ are who leaders are.
a. Traits and outcomes
b. Behaviors and skills
c. Skills and traits
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
d. Outcomes and skills
e. Goals and skills
5. The research Katz completed for his article describing the skills of an effective administrator
a. Was quantitative research
b. Was qualitative research
c. Was a meta-analysis of skills research
d. Was research focused on attributes of leaders
6. Leadership skills research attempts to
a. Identify largely fixed abilities in leaders
b. Identify multiple behaviors in leaders
c. Identify personality factors of leadership
d. Identify competencies that can be acquired by leaders
7. The classic article “Skills of an Effective Administrator” by Katz was published in the
a. Journal of Leadership Education
b. Harvard Business Review
c. Journal of Education and Behavior
d. Forbes Business Journal
8. Developed the Three Skill Model of leadership.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
9. Leadership skills are defined in the chapter as
a. Using individual attributes to communicate well with others
b. Developing behaviors for effective leadership outcomes
c. Technical ability to interact in the work environment
d. Knowledge and competencies to accomplish goals
10. Technical skills are the
a. Ability to work with things
b. Ability to work cooperatively with others
c. Ability to work with ideas
d. Ability to be behaviorally flexible
11. At the upper-management level in an organization
a. Technical skills are not important
b. Human skills are not important
c. Technical skills are more important than conceptual skills
d. Technical skills are less important than human skills
12. Human skills are about working with
a. Ideas
b. Concepts
c. People
d. Things
13. A leader using human skills will
a. Develop criteria for the implementation of a new product
b. Use sensitivity to assess the needs and motivations of others
c. Use tools and techniques to get things done
d. Create the vision for restructuring the organization
14. A chief operating officer of the company who applies the level of administrative skills to the
degrees delineated in Katz’s model
a. Incorporates the entire staff in the process of shaping the company’s goals
b. Is more “hands–on” with producing the company’s product than interacting with staff
c. Has higher involvement with things than people or ideas
d. Avoids getting to know the staff
15. The research Mumford et al. completed used a sample of
a. College business students
b. Corporate executives
c. High school principals
d. Army officers
16. The main goal of Mumford et al.’s research was
a. To identify effective human leadership skills
b. To understand military structure
c. To explain the elements of effective performance
d. To refute Katz’s work on administrative skills
17. Mumford et al.’s model is characterized as a capability model because
a. It identifies leader traits that followers perceived as valuable
b. It identifies behaviors leaders use that are value-added in the workplace
c. It examines the relationship between knowledge and skills and leader performance
d. It implies leadership is reserved for a gifted few who are knowledgeable about the work
18. Which of the following is a competency in Mumford’s Skills Model?
a. Leadership outcomes
b. Crystallized cognitive ability
c. Career experiences
d. Personality
e. Knowledge
19. Social judgment skill is similar to
a. Sociability in trait approach
b. Katz’s human skill
c. Katz’s technical skill
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
d. Knowledge in Mumford’s model
e. Referent power
20. In Mumford’s Skills Model, social judgment skill is defined as
a. The accumulation of information and the mental structures to organize the information
b. Intellectual ability learned or acquired over time
c. The capacity to understand people and social systems
d. Creative ability to solve new/unusual, ill-defined organizational problems
21. The environmental influences listed are all internal with the exception of
a. Slow Internet service
b. Flooding of the office
c. Highly competent followers
d. Limited office space
22. Birds hitting a plane on takeoff causing engine failure in flight is an example of what
component of the Skills Model by Mumford?
a. Competencies
b. Individual attributes
c. Career experiences
d. Environmental influence
23. Which of these statements about the skills approach is false?
a. Describes leadership as something that is available to everyone
b. It is applicable to leaders at all levels within the organization
c. It clearly predicts how variations in social judgment and problem-solving skills affect
performance
d. Knowledge about and ability to work with people is important in this approach
24. Performance outcome is measured by
a. Standard external criteria
b. Original solutions to problems
c. Solutions that go beyond given information.
d. Follower reaction to leader behavior.
e. Leaders own perspective.
25. Developed a capability model that includes individual attributes, competencies, and
leadership outcomes.
a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
26. Which of the following is not a competency in the skills model?
a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Confidence
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
27. Bill is in charge of hiring a new manager for the first shift on the production line. According
To Katz’s model, Bill should be looking for a person with
a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Technical skills
28. Jim is a district manager of Wendy’s in west Michigan. When he hires people, the most
important thing he looks for is whether people are good problem solvers.
a. Jim is using the trait approach.
b. Jim is using Katz’s skills approach.
c. Jim is using the Mumford Skills model.
d. Jim is using the style approach.
e. Jim is using work experience.
29. Pat Smith is personnel director for a large bank. Her major goal is to find a person who can
adapt his or her leadership to different types of people and situations. Pat is basing her selections
on
a. The great person approach
b. The trait approach
c. The skills approach
d. Leader emergence theory
e. Crystallized cognitive ability
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
30. In the skills model, crystallized knowledge refers to
a. Intelligence quotient
b. Intellectual ability acquired over time
c. Motivation
d. Effectiveness
e. Inherent knowledge
31. In the skills model, which of these is a general cognitive ability?
a. Knowledge
b. Information processing
c. Motivation
d. Intellectual ability acquired over time
e. Problem-solving skills
32. The individual attributes factor in the skills model suggests
a. That complex problem-solving is not difficult.
b. That traits are not important to leadership.
c. That the skills model is not just a competency-based model.
d. Motivation plays little to no role within the model.
e. Personality influence is minimal.
33. Which of the following attributes begins to decline in later adulthood?
a. Personality
b. Motivation
c. Crystallized cognitive ability
d. General cognitive ability
e. Effectiveness
34. Which of the following is not an example of an internal environmental influence that can
affect leadership outcomes?
a. Skill level of employees
b. Gender ratio of employees
c. Up–to-date technology
d. An economic recession
e. Group communication processes
35. The abilities that help a leader to work effectively with subordinates, peers, and superiors to
accomplish the organizational goal.
a. Technical skills
b. Conceptual skills
c. Human skills
d. Problem-solving skills
e. Personality skills
36. The environmental influences listed are all internal, with the exception of
a. Slow Internet
b. Limited office space
c. Highly competent followers
d. Simplistic task
e. Flooding of the office
37. By including such a large number of components, the skills approach and its models are
criticized for
a. Being too similar to previously detailed approaches to leadership
b. Stressing the value of developing specific skills
c. The range of skills extending beyond the boundaries of leadership
d. Not being consistent with aspects of leadership education programs
e. Not being readily available to all
38. All of the following environmental influences are external except
a. Slow Internet
b. Traffic
c. Computer network crash
d. Unplowed parking lot
e. Inexperienced followers
39. According to Katz, the most important leadership skills for lower-levels of management are
a. Technical skills
b. Problem-solving skills
c. Technical, human, and conceptual skills
d. Technical and human skills
e. Conceptual and human skills
40. Within an organization, the employees in the information technology department are
crucial for the success of the organization due to their
a. Judgment skills
b. Problem-solving skills
c. Conceptual skills
d. Technical skills
e. Human skills
41. You recently received a promotion to a higher level of management within your
organization. This is your third promotion with your department. What best represents this type
of promotion and its outcomes?
a. Personality
b. Motivation
c. Environmental influences
d. Career experiences
e. Problem-solving skills
42. What best explains the comparison of the skills approach to sports such as golf and tennis?
a. Specific techniques are required to succeed.
b. Input from both sides takes place constantly.
c. Tools are essential in improving your skills.
d. People can improve their skills through practice and instruction.
e. Skills go back and forth between leaders and followers.
43. Skills approach helps us best identify our
a. Place within an organization
b. Strengths and weaknesses
c. Performance as a leader
d. Outcomes of our leadership
e. Problem-solving skills
44. The ideas and mental abilities that people learn through experiences can best be described as
a. Crystal cognitive ability
b. Motivation
c. Career experiences
d. General cognitive ability
e. Performance
45. Which is not a social judgment skill?
a. Perspective taking
b. Behavioral flexibility
c. Social performance
d. Knowledge acquisition
46. Skill in persuasion and communicating change describes which social judgment competency?
a. Behavioral flexibility
b. Social perceptiveness
c. Social performance
d. Social intelligence
47. Which skills model competency consists of creating a schema for learning and organizing
data?
a. Personality
b. Knowledge
c. Perceptive taking
d. Career experiences
48. The problem-solving component of the skills model
a. Assesses leader performance
b. Demonstrates ability to construct organizational solutions
c. Demonstrates leader personality
d. Assesses social perceptions and behavioral flexibility
49. Problem solving is
a. A competency
b. A trait
c. An individual attribute