BUSMHR 3200 PRACTICE MATERIAL
2026 TESTED QUESTIONS AND
ANSWERS
◉ Intelligence, openness to experience, conscientiousness, emotional
stability.
Answer: Positively correlated task attributes
◉ Extraversion, emotional intelligence, agreeablenexx, communication
skills (all +). Narcissism, Machiavellianism, psychopathy (all -)
Answer: Correlated interpersonal attributes
◉ 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.
Answer: Management vs Leadership
◉ The OSU Leadership Studies, University of Michigan Studies,
Managerial Grid
Answer: Behavioral Theories of Leadership
◉ 2 x 2 matrix with 5 leadership styles. Axis are concern for people and
concern for production. (include picture)
Answer: Managerial Grid
,◉ Relationship vs. Task Behavior
Answer: Contingency Theories: Situational Leadership
◉ Participating (S3) - Share ideas and facilitate in decision making
Answer: High Relationship Behavior, Low Task Behavior (Situational
Leadership)
◉ Selling (S2) - Explain decisions/ provide opportunity for clarification
Answer: High Relationship Behavior, High Task Behavior (Situational
Leadership)
◉ Delegating (S4) - Turn over responsibility for decisions and
implementation
Answer: Low Relationship Behavior, Low Task Behavior (Situational
Leadership)
◉ Telling (S1) - Provide specific instructions and closely supervise
performance
Answer: Low Relationship Behavior, High Task Behavior (Situational
Leadership)
◉ Directive Leadership, Supportive Leadership, Achievement Oriented
Leadership, Participative Leadership, Upward-influencing leadership
Answer: Path-Goal Theory Leadership Behaviors
,◉ Not assuming leadership responsibilities, NOT a way to lead
Answer: "Laissez-faire" Leadership
◉ Clarifying role requirements, task requirements, accountabilities, etc.
Providing positive and negative rewards for performance
Answer: Transactional Leadership
◉ 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
Answer: Transformational Leadership
◉ - 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
Answer: Characteristics of Charismatic Leaders
◉ - Challenging the process
, - Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
Answer: Kouzes and Posner's Leadership Practices
◉ People, Character, Endeavor, Communication
Answer: "Lincoln on Leadership"
◉ Character, personal capability, focus on results, interpersonal skills,
leading change
Answer: Zenger and Folkman's Competency Model
◉ 1. character
2. personal capability
3. focus on results
4. interpersonal skills
5. ability to lead organizational change
Answer: "The Extraordinary Leader" Model
◉ 1. Passion
2. Performance
3. Principle
2026 TESTED QUESTIONS AND
ANSWERS
◉ Intelligence, openness to experience, conscientiousness, emotional
stability.
Answer: Positively correlated task attributes
◉ Extraversion, emotional intelligence, agreeablenexx, communication
skills (all +). Narcissism, Machiavellianism, psychopathy (all -)
Answer: Correlated interpersonal attributes
◉ 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.
Answer: Management vs Leadership
◉ The OSU Leadership Studies, University of Michigan Studies,
Managerial Grid
Answer: Behavioral Theories of Leadership
◉ 2 x 2 matrix with 5 leadership styles. Axis are concern for people and
concern for production. (include picture)
Answer: Managerial Grid
,◉ Relationship vs. Task Behavior
Answer: Contingency Theories: Situational Leadership
◉ Participating (S3) - Share ideas and facilitate in decision making
Answer: High Relationship Behavior, Low Task Behavior (Situational
Leadership)
◉ Selling (S2) - Explain decisions/ provide opportunity for clarification
Answer: High Relationship Behavior, High Task Behavior (Situational
Leadership)
◉ Delegating (S4) - Turn over responsibility for decisions and
implementation
Answer: Low Relationship Behavior, Low Task Behavior (Situational
Leadership)
◉ Telling (S1) - Provide specific instructions and closely supervise
performance
Answer: Low Relationship Behavior, High Task Behavior (Situational
Leadership)
◉ Directive Leadership, Supportive Leadership, Achievement Oriented
Leadership, Participative Leadership, Upward-influencing leadership
Answer: Path-Goal Theory Leadership Behaviors
,◉ Not assuming leadership responsibilities, NOT a way to lead
Answer: "Laissez-faire" Leadership
◉ Clarifying role requirements, task requirements, accountabilities, etc.
Providing positive and negative rewards for performance
Answer: Transactional Leadership
◉ 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
Answer: Transformational Leadership
◉ - 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
Answer: Characteristics of Charismatic Leaders
◉ - Challenging the process
, - Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
Answer: Kouzes and Posner's Leadership Practices
◉ People, Character, Endeavor, Communication
Answer: "Lincoln on Leadership"
◉ Character, personal capability, focus on results, interpersonal skills,
leading change
Answer: Zenger and Folkman's Competency Model
◉ 1. character
2. personal capability
3. focus on results
4. interpersonal skills
5. ability to lead organizational change
Answer: "The Extraordinary Leader" Model
◉ 1. Passion
2. Performance
3. Principle
