BUSMHR 3200 EXAM 3 ACTUAL EXAM
SCRIPT 2026 QUESTIONS WITH
SOLUTIONS GRADED A+
◉Positively correlated task attributes. Answer: Intelligence,
openness to experience, conscientiousness, emotional stability.
◉Correlated interpersonal attributes. Answer: Extraversion,
emotional intelligence, agreeablenexx, communication skills (all +).
Narcissism, Machiavellianism, psychopathy (all -)
◉Management vs Leadership. Answer: Management: Focuses more
on the current, stability and efficiency. Skills include planning,
oeganizing, analytical thinking, communicating. Leadership: Focused
more on the future, promotes change and adaptation. Leadership
skills include strategic thinking, conceptual thinking,
innovation/creativity and inspiring.
◉Behavioral Theories of Leadership. Answer: The OSU Leadership
Studies, University of Michigan Studies, Managerial Grid
,◉Managerial Grid. Answer: 2 x 2 matrix with 5 leadership styles.
Axis are concern for people and concern for production. (include
picture)
◉Contingency Theories: Situational Leadership. Answer:
Relationship vs. Task Behavior
◉High Relationship Behavior, Low Task Behavior (Situational
Leadership). Answer: Participating (S3) - Share ideas and facilitate
in decision making
◉High Relationship Behavior, High Task Behavior (Situational
Leadership). Answer: Selling (S2) - Explain decisions/ provide
opportunity for clarification
◉Low Relationship Behavior, Low Task Behavior (Situational
Leadership). Answer: Delegating (S4) - Turn over responsibility for
decisions and implementation
◉Low Relationship Behavior, High Task Behavior (Situational
Leadership). Answer: Telling (S1) - Provide specific instructions and
closely supervise performance
◉Path-Goal Theory Leadership Behaviors. Answer: Directive
Leadership, Supportive Leadership, Achievement Oriented
,Leadership, Participative Leadership, Upward-influencing
leadership
◉"Laissez-faire" Leadership. Answer: Not assuming leadership
responsibilities, NOT a way to lead
◉Transactional Leadership. Answer: Clarifying role requirements,
task requirements, accountabilities, etc. Providing positive and
negative rewards for performance
◉Transformational Leadership. Answer: Provides a
transformational change in engagement of organizational members
toward organizational goals. Not a substitute for transactional
leadership, but a complement to it. Transformational leaders are
often strong charismatic leaders as well
◉Characteristics of Charismatic Leaders. Answer: - Self- confidence
- Vision
- Ability to articulate the vision and make it "real" to others
- Strong convictions about the vision
- Behavior that is out of the ordinary
- Strong abilities to manage change
- Environment/ resource sensitivity
, ◉Kouzes and Posner's Leadership Practices. Answer: - Challenging
the process
- Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
◉"Lincoln on Leadership". Answer: People, Character, Endeavor,
Communication
◉Zenger and Folkman's Competency Model. Answer: Character,
personal capability, focus on results, interpersonal skills, leading
change
◉"The Extraordinary Leader" Model. Answer: 1. character
2. personal capability
3. focus on results
4. interpersonal skills
5. ability to lead organizational change
◉3 P's of Effective Business Leaders. Answer: 1. Passion
2. Performance
3. Principle
SCRIPT 2026 QUESTIONS WITH
SOLUTIONS GRADED A+
◉Positively correlated task attributes. Answer: Intelligence,
openness to experience, conscientiousness, emotional stability.
◉Correlated interpersonal attributes. Answer: Extraversion,
emotional intelligence, agreeablenexx, communication skills (all +).
Narcissism, Machiavellianism, psychopathy (all -)
◉Management vs Leadership. Answer: Management: Focuses more
on the current, stability and efficiency. Skills include planning,
oeganizing, analytical thinking, communicating. Leadership: Focused
more on the future, promotes change and adaptation. Leadership
skills include strategic thinking, conceptual thinking,
innovation/creativity and inspiring.
◉Behavioral Theories of Leadership. Answer: The OSU Leadership
Studies, University of Michigan Studies, Managerial Grid
,◉Managerial Grid. Answer: 2 x 2 matrix with 5 leadership styles.
Axis are concern for people and concern for production. (include
picture)
◉Contingency Theories: Situational Leadership. Answer:
Relationship vs. Task Behavior
◉High Relationship Behavior, Low Task Behavior (Situational
Leadership). Answer: Participating (S3) - Share ideas and facilitate
in decision making
◉High Relationship Behavior, High Task Behavior (Situational
Leadership). Answer: Selling (S2) - Explain decisions/ provide
opportunity for clarification
◉Low Relationship Behavior, Low Task Behavior (Situational
Leadership). Answer: Delegating (S4) - Turn over responsibility for
decisions and implementation
◉Low Relationship Behavior, High Task Behavior (Situational
Leadership). Answer: Telling (S1) - Provide specific instructions and
closely supervise performance
◉Path-Goal Theory Leadership Behaviors. Answer: Directive
Leadership, Supportive Leadership, Achievement Oriented
,Leadership, Participative Leadership, Upward-influencing
leadership
◉"Laissez-faire" Leadership. Answer: Not assuming leadership
responsibilities, NOT a way to lead
◉Transactional Leadership. Answer: Clarifying role requirements,
task requirements, accountabilities, etc. Providing positive and
negative rewards for performance
◉Transformational Leadership. Answer: Provides a
transformational change in engagement of organizational members
toward organizational goals. Not a substitute for transactional
leadership, but a complement to it. Transformational leaders are
often strong charismatic leaders as well
◉Characteristics of Charismatic Leaders. Answer: - Self- confidence
- Vision
- Ability to articulate the vision and make it "real" to others
- Strong convictions about the vision
- Behavior that is out of the ordinary
- Strong abilities to manage change
- Environment/ resource sensitivity
, ◉Kouzes and Posner's Leadership Practices. Answer: - Challenging
the process
- Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
◉"Lincoln on Leadership". Answer: People, Character, Endeavor,
Communication
◉Zenger and Folkman's Competency Model. Answer: Character,
personal capability, focus on results, interpersonal skills, leading
change
◉"The Extraordinary Leader" Model. Answer: 1. character
2. personal capability
3. focus on results
4. interpersonal skills
5. ability to lead organizational change
◉3 P's of Effective Business Leaders. Answer: 1. Passion
2. Performance
3. Principle
