SHRM-CP HR Competencies Exam with verified detailed
solutions
Authentic Leadership - ✔✔Leaders who are self-aware and who acknowledge and balance the
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intrinsic and extrinsic drivers of their behavior. They practice their values and principles, seek
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criticism and support, and "stay grounded."
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Trait Theory - ✔✔Derived from the "Great Man" theory of the 19th century and states that history
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has been shaped by heroes who led by the force of their personalities, wisdom and/or political
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skill.
Behavioral School - ✔✔Consideration (employee-centered behavior) and Initiating Structure
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(job-oriented behavior). ||
Douglas McGregor's Theory X - ✔✔People inherently dislike work and will try to avoid it. Force,
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threats and punishment are required to meet goals. Employees need direction and avoid
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responsibilities. Managers are autocratic in directing employees. || || || || || ||
Blake-Mouton Theory - ✔✔Relates a leader's concern for people to a concern for production or
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task. There are 5 types of managers: Team Leaders, Authoritarian Managers, Country Club
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Managers, Impoverished Managers, and "Middle of the Road" Managers.
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Hersey-Blanchard Situational Leadership Theory - ✔✔Leadership style should be matched to the || || || || || || || || || || || ||
maturity of the employees. This theory relations task behavior to relationship behavior on a grid.
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As employee's maturity increases, leadership should become more relationship-motivated than
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task-motivated.
Situational Leadership II - ✔✔Characterizes leadership styles into four behavior types - directing,
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coaching, supporting and delegating.
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, Fiedler's Contingency Theory - ✔✔Group performance depends upon the appropriateness of
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task-oriented or relationship-oriented leadership styles for a given situation. Known as "situation
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favorableness".
3 factors of Fiedler's Contingency Theory - ✔✔Leader-member relations, task structure and
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position power. ||
Action-Centered Leadership - ✔✔Created by John Adair and proposes that an effective leader || || || || || || || || || || || || ||
accomplishes tasks through the efforts of the team. A leader must: structure tasks and make sure || || || || || || || || || || || || || || || ||
everyone knows what to do/what is expected, support and develop individual team members by
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reviewing their work, coaching, and motivating, and coordinate the team's work, enforce rules
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and resolve disputes, and encourage and motivate.
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"The Wisdom of Teams" - ✔✔Ask question rather than provide answers, provide opportunities
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for others to lead, do actual work to attain short-term objectives, encourage team members to
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work with and rely more on each other and build a common understanding of a problem.
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Transformational Leadership - ✔✔The tendency of the "follower" leader to involve and develop || || || || || || || || || || || || ||
team members. They think in terms of vision and strategy, believe in challenging and developing
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members of the organization for the long term, espouse certain values, model them in their
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behavior, encourage them in team members and sacrifice for those values.
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Dispersed Leadership - ✔✔Emergent Leadership || || || ||
Conflict of Interest - ✔✔This occurs when an individual's behavior may be affected by competing
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interests, such as acting for the economic benefit of the organization or oneself versus acting in
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compliance with the law or for the common good. || || || || || || || ||
The Leader's Inner Team - ✔✔Inspirational Dreamer, Proactive Warrior, Analytical Thinker and
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Emotional Lover. ||
solutions
Authentic Leadership - ✔✔Leaders who are self-aware and who acknowledge and balance the
|| || || || || || || || || || || || ||
intrinsic and extrinsic drivers of their behavior. They practice their values and principles, seek
|| || || || || || || || || || || || || ||
criticism and support, and "stay grounded."
|| || || || ||
Trait Theory - ✔✔Derived from the "Great Man" theory of the 19th century and states that history
|| || || || || || || || || || || || || || || ||
has been shaped by heroes who led by the force of their personalities, wisdom and/or political
|| || || || || || || || || || || || || || || || ||
skill.
Behavioral School - ✔✔Consideration (employee-centered behavior) and Initiating Structure
|| || || || || || || || ||
(job-oriented behavior). ||
Douglas McGregor's Theory X - ✔✔People inherently dislike work and will try to avoid it. Force,
|| || || || || || || || || || || || || || ||
threats and punishment are required to meet goals. Employees need direction and avoid
|| || || || || || || || || || || || || ||
responsibilities. Managers are autocratic in directing employees. || || || || || ||
Blake-Mouton Theory - ✔✔Relates a leader's concern for people to a concern for production or
|| || || || || || || || || || || || || || ||
task. There are 5 types of managers: Team Leaders, Authoritarian Managers, Country Club
|| || || || || || || || || || || || ||
Managers, Impoverished Managers, and "Middle of the Road" Managers.
|| || || || || || || ||
Hersey-Blanchard Situational Leadership Theory - ✔✔Leadership style should be matched to the || || || || || || || || || || || ||
maturity of the employees. This theory relations task behavior to relationship behavior on a grid.
|| || || || || || || || || || || || || || ||
As employee's maturity increases, leadership should become more relationship-motivated than
|| || || || || || || || || ||
task-motivated.
Situational Leadership II - ✔✔Characterizes leadership styles into four behavior types - directing,
|| || || || || || || || || || || ||
coaching, supporting and delegating.
|| || || ||
, Fiedler's Contingency Theory - ✔✔Group performance depends upon the appropriateness of
|| || || || || || || || || || ||
task-oriented or relationship-oriented leadership styles for a given situation. Known as "situation
|| || || || || || || || || || || ||
favorableness".
3 factors of Fiedler's Contingency Theory - ✔✔Leader-member relations, task structure and
|| || || || || || || || || || || ||
position power. ||
Action-Centered Leadership - ✔✔Created by John Adair and proposes that an effective leader || || || || || || || || || || || || ||
accomplishes tasks through the efforts of the team. A leader must: structure tasks and make sure || || || || || || || || || || || || || || || ||
everyone knows what to do/what is expected, support and develop individual team members by
|| || || || || || || || || || || || || ||
reviewing their work, coaching, and motivating, and coordinate the team's work, enforce rules
|| || || || || || || || || || || || ||
and resolve disputes, and encourage and motivate.
|| || || || || ||
"The Wisdom of Teams" - ✔✔Ask question rather than provide answers, provide opportunities
|| || || || || || || || || || || || ||
for others to lead, do actual work to attain short-term objectives, encourage team members to
|| || || || || || || || || || || || || || ||
work with and rely more on each other and build a common understanding of a problem.
|| || || || || || || || || || || || || || ||
Transformational Leadership - ✔✔The tendency of the "follower" leader to involve and develop || || || || || || || || || || || || ||
team members. They think in terms of vision and strategy, believe in challenging and developing
|| || || || || || || || || || || || || || ||
members of the organization for the long term, espouse certain values, model them in their
|| || || || || || || || || || || || || || ||
behavior, encourage them in team members and sacrifice for those values.
|| || || || || || || || || ||
Dispersed Leadership - ✔✔Emergent Leadership || || || ||
Conflict of Interest - ✔✔This occurs when an individual's behavior may be affected by competing
|| || || || || || || || || || || || || ||
interests, such as acting for the economic benefit of the organization or oneself versus acting in
|| || || || || || || || || || || || || || || || ||
compliance with the law or for the common good. || || || || || || || ||
The Leader's Inner Team - ✔✔Inspirational Dreamer, Proactive Warrior, Analytical Thinker and
|| || || || || || || || || || || ||
Emotional Lover. ||
