TLI EXAM With correct answers
self-concept nn- nncorrect nnanswer-How nnwe nnperceive nnourselves nnthrough nnattitudes, nnvalues, nnperceptions,
nnemotion nn- nngiven nnrise nnto nnrelational nnand nndistributed nnleadership nntheories
distributed nnleadership nn- nncorrect nnanswer-Shifts nnthe nnfocus nnaway nnfrom nnleader's nnhierarchical
nnpositions nnwithin nnthe nnorganization nnto nnviewing nnflowers nnas nnreflective nnand nnproactive nnand nnleaders
nnof nnthe nnorganization
Sociology nnof nnthe nnmind nn- nncorrect nnanswer-Individuals nnnot nnonly nnshape nnthe nnrelations nnthey nnengage
nnin, nnbut nnalso nnare nnsimultaneously nnshaped nnby nnreciprocal nnhuman nnreactions
Simmel's nnconcept nnof nnreciprocity nn- nncorrect nnanswer-Every nnsingle nnsocial nnphenomenon nnhas nnmeaning
nnonly nnthrough nnits nnrelationships nnwith nnothers
Dyad nn- nncorrect nnanswer-a nnsocial nngroup nnwith nntwo nnmembers
Triad nn- nncorrect nnanswer-a nnsocial nngroup nnwith nnthree nnmembers
Human nnIntersubjectivity nn- nncorrect nnanswer-A nnmyriad nnof nnhuman nninteractions, nnindividual nnself-
reflection nnand nnmeaning nnthat nnis nnmodified nnthrough nnsocial nninteraction
Relational nnleadership nntheory nn- nncorrect nnanswer-Leadership nneffectiveness nnhinges nnon nnthe nnability nnof
nna nnleader nnto nncreate nnhigh nnquality nnrelationships nnwith nnothers nnin nnthe nnorganization
Relational nnLeadership nn- nncorrect nnanswer-A nnsocial nninfluence nnprocess nnthrough nnwhich nnemergent
nncoordination nnand nnchange nnare nnconstructed nnand nnproduced
Ontology nn- nncorrect nnanswer-Branch nnof nnphilosophy nnconcerned nnwith nnthe nnnature nnof nnsocial nnreality
,Positivist nnPosition nn- nncorrect nnanswer-There nnis nnsuch nna nnthing nnas nnsocial nnreality nnand nnit nnis nnthe
nnresearchers nnjob nnto nndiscover nnwhat nnthat nnreality nnis
Constructionist nnposition nn- nncorrect nnanswer-There nnare nnno nnfacts nnonly nninterpretations
Leader nnMembership nnExchange nn(LMX) nn- nncorrect nnanswer-Because nnfollowers nnare nnuniquely nndifferent,
nnleaders nnshould nnestablish nna nnspecial nnrelationship nnwith nneach nnfollower
antecedents nnof nnDyadic nnRelationship nnQuality nn- nncorrect nnanswer-Leader nnattributes, nnfollower
nncharacteristics, nnorganizational nnimperatives, nninteractions nnfactors, nnconcept nnof nnequity, nnperception
Big nn5 nn- nncorrect nnanswer-openness, nnconscientiousness, nnextraversion, nnagreeableness, nnneuroticism
psychological nncontract nn- nncorrect nnanswer-Dynamic nnand nnreciprocal nnunwritten nnagreement nnthat
nnchanges nnover nntime nnwith nnnew nnexpectations, nnleader's nnperception nnof nnfollower's nndependability,
nncompetencies nnand nnobligations
Concept nnof nnequity nn- nncorrect nnanswer-Followers nnexpect nnto nnreceive nna nnsimilar nnratio nnof nninputs nnto
nnoutputs nncomparable nnto nnothers
In-group nn- nncorrect nnanswer-Members nnhave nnattitudes, nnpersonality, nnand nndemographic nncharacteristics
nnthat nnare nnsimilar nnto nnthe nnleader nnand nnreceive nnmore nnsupport nnand nnattention nnresulting nnin nnthem
nngoing nnbeyond nnthe nncontract
out-group nn- nncorrect nnanswer-Usually nnwork nnto nncontract
Co-leadership nn- nncorrect nnanswer-Shared/rotated nnleadership
Bureaucracy nn- nncorrect nnanswer-Emphasize nncontrol nnover nnpeople nnthrough nnreplacement nnof nnhuman
nnjudgement nnwith nndictates nnand nnrules nnand nnregulations nnand nnstructures
, Self-management nnstrategies nn- nncorrect nnanswer-Allow nnmembers nnto nnundertake nna nnwider nnrange nnof
nntasks nnincluding nnself-inspection, nndecision nnmaking nnand nnleadership nnresponsibilities
Leader-follower nnreciprocation nn- nncorrect nnanswer-Leaders nndevelop nnhigh nncommitment nnand nntrust
nnbuilding nnwork nnpractices nnand nnin nnreturn nnfollowers nnexperience nnhigher nnlevels nnof nnjob nnautonomy,
nninvolvement nnand nnleadership nnengagement
Four nnmain nngroups nnof nnwork nnelements nn- nncorrect nnanswer-Structural nnand nnwork nndesign
Him nnpolicies
Behavior nnof nnappointed nnleaders
Organizational nncultures
Charismatic nneffect nn- nncorrect nnanswer-The nnability nnto nnuse nnlanguage nnto nnstir nnemotion, nnto nnpersuade
nnand nnto nnmobilize nnpeople.
Aristotelian nntriad nn- nncorrect nnanswer-logos, nnethos, nnpathos
Dark nnside nnof nncharisma nn- nncorrect nnanswer-Charisma nncan nnbe nnexploited nnfor nnevil nnpurposes
Legitimate nnauthority nn- nncorrect nnanswer-Legitimate nnforms nnof nndomination nnor nnpower
traditional nnauthority nn- nncorrect nnanswer-Compliance nnis nndue nnto nnthe nnsacred nnnature nnof nnthe nnoffice
Rational nnauthority nn- nncorrect nnanswer-Compliance nnis nnderived nnfrom nnthe nnrationality nnof nnthe nnauthority
charismatic nnauthority nn- nncorrect nnanswer-Obedience nnbased nnon nnan nnindividual's nncharisma nnor
nnextraordinary nnpersonal nnqualities.
Weber's nnfour nnelements nnof nncharisma nn- nncorrect nnanswer-An nnindividual nnof nnexceptional nnpower nnor
nnqualities
Social nncrisis
self-concept nn- nncorrect nnanswer-How nnwe nnperceive nnourselves nnthrough nnattitudes, nnvalues, nnperceptions,
nnemotion nn- nngiven nnrise nnto nnrelational nnand nndistributed nnleadership nntheories
distributed nnleadership nn- nncorrect nnanswer-Shifts nnthe nnfocus nnaway nnfrom nnleader's nnhierarchical
nnpositions nnwithin nnthe nnorganization nnto nnviewing nnflowers nnas nnreflective nnand nnproactive nnand nnleaders
nnof nnthe nnorganization
Sociology nnof nnthe nnmind nn- nncorrect nnanswer-Individuals nnnot nnonly nnshape nnthe nnrelations nnthey nnengage
nnin, nnbut nnalso nnare nnsimultaneously nnshaped nnby nnreciprocal nnhuman nnreactions
Simmel's nnconcept nnof nnreciprocity nn- nncorrect nnanswer-Every nnsingle nnsocial nnphenomenon nnhas nnmeaning
nnonly nnthrough nnits nnrelationships nnwith nnothers
Dyad nn- nncorrect nnanswer-a nnsocial nngroup nnwith nntwo nnmembers
Triad nn- nncorrect nnanswer-a nnsocial nngroup nnwith nnthree nnmembers
Human nnIntersubjectivity nn- nncorrect nnanswer-A nnmyriad nnof nnhuman nninteractions, nnindividual nnself-
reflection nnand nnmeaning nnthat nnis nnmodified nnthrough nnsocial nninteraction
Relational nnleadership nntheory nn- nncorrect nnanswer-Leadership nneffectiveness nnhinges nnon nnthe nnability nnof
nna nnleader nnto nncreate nnhigh nnquality nnrelationships nnwith nnothers nnin nnthe nnorganization
Relational nnLeadership nn- nncorrect nnanswer-A nnsocial nninfluence nnprocess nnthrough nnwhich nnemergent
nncoordination nnand nnchange nnare nnconstructed nnand nnproduced
Ontology nn- nncorrect nnanswer-Branch nnof nnphilosophy nnconcerned nnwith nnthe nnnature nnof nnsocial nnreality
,Positivist nnPosition nn- nncorrect nnanswer-There nnis nnsuch nna nnthing nnas nnsocial nnreality nnand nnit nnis nnthe
nnresearchers nnjob nnto nndiscover nnwhat nnthat nnreality nnis
Constructionist nnposition nn- nncorrect nnanswer-There nnare nnno nnfacts nnonly nninterpretations
Leader nnMembership nnExchange nn(LMX) nn- nncorrect nnanswer-Because nnfollowers nnare nnuniquely nndifferent,
nnleaders nnshould nnestablish nna nnspecial nnrelationship nnwith nneach nnfollower
antecedents nnof nnDyadic nnRelationship nnQuality nn- nncorrect nnanswer-Leader nnattributes, nnfollower
nncharacteristics, nnorganizational nnimperatives, nninteractions nnfactors, nnconcept nnof nnequity, nnperception
Big nn5 nn- nncorrect nnanswer-openness, nnconscientiousness, nnextraversion, nnagreeableness, nnneuroticism
psychological nncontract nn- nncorrect nnanswer-Dynamic nnand nnreciprocal nnunwritten nnagreement nnthat
nnchanges nnover nntime nnwith nnnew nnexpectations, nnleader's nnperception nnof nnfollower's nndependability,
nncompetencies nnand nnobligations
Concept nnof nnequity nn- nncorrect nnanswer-Followers nnexpect nnto nnreceive nna nnsimilar nnratio nnof nninputs nnto
nnoutputs nncomparable nnto nnothers
In-group nn- nncorrect nnanswer-Members nnhave nnattitudes, nnpersonality, nnand nndemographic nncharacteristics
nnthat nnare nnsimilar nnto nnthe nnleader nnand nnreceive nnmore nnsupport nnand nnattention nnresulting nnin nnthem
nngoing nnbeyond nnthe nncontract
out-group nn- nncorrect nnanswer-Usually nnwork nnto nncontract
Co-leadership nn- nncorrect nnanswer-Shared/rotated nnleadership
Bureaucracy nn- nncorrect nnanswer-Emphasize nncontrol nnover nnpeople nnthrough nnreplacement nnof nnhuman
nnjudgement nnwith nndictates nnand nnrules nnand nnregulations nnand nnstructures
, Self-management nnstrategies nn- nncorrect nnanswer-Allow nnmembers nnto nnundertake nna nnwider nnrange nnof
nntasks nnincluding nnself-inspection, nndecision nnmaking nnand nnleadership nnresponsibilities
Leader-follower nnreciprocation nn- nncorrect nnanswer-Leaders nndevelop nnhigh nncommitment nnand nntrust
nnbuilding nnwork nnpractices nnand nnin nnreturn nnfollowers nnexperience nnhigher nnlevels nnof nnjob nnautonomy,
nninvolvement nnand nnleadership nnengagement
Four nnmain nngroups nnof nnwork nnelements nn- nncorrect nnanswer-Structural nnand nnwork nndesign
Him nnpolicies
Behavior nnof nnappointed nnleaders
Organizational nncultures
Charismatic nneffect nn- nncorrect nnanswer-The nnability nnto nnuse nnlanguage nnto nnstir nnemotion, nnto nnpersuade
nnand nnto nnmobilize nnpeople.
Aristotelian nntriad nn- nncorrect nnanswer-logos, nnethos, nnpathos
Dark nnside nnof nncharisma nn- nncorrect nnanswer-Charisma nncan nnbe nnexploited nnfor nnevil nnpurposes
Legitimate nnauthority nn- nncorrect nnanswer-Legitimate nnforms nnof nndomination nnor nnpower
traditional nnauthority nn- nncorrect nnanswer-Compliance nnis nndue nnto nnthe nnsacred nnnature nnof nnthe nnoffice
Rational nnauthority nn- nncorrect nnanswer-Compliance nnis nnderived nnfrom nnthe nnrationality nnof nnthe nnauthority
charismatic nnauthority nn- nncorrect nnanswer-Obedience nnbased nnon nnan nnindividual's nncharisma nnor
nnextraordinary nnpersonal nnqualities.
Weber's nnfour nnelements nnof nncharisma nn- nncorrect nnanswer-An nnindividual nnof nnexceptional nnpower nnor
nnqualities
Social nncrisis
