Exam (elaborations)

LEADERSHIP CONCEPTS AND PRACTICE

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Description of Leadership Concepts and Practice Document Purpose: The document aims to provide a comprehensive reference for understanding various leadership styles, theories, and their real-world applications in organizational settings. Structure: Introduction: Overview of leadership importance in organizational success. Key Theories: Summaries of major leadership theories, such as transformational, transactional, situational, and servant leadership. Leadership Styles: Descriptions of different styles (e.g., autocratic, democratic, laissez-faire) and their effectiveness in various contexts. Practical Applications: Case studies or examples illustrating how leadership concepts are applied in practice. Skills Development: Tips and strategies for enhancing leadership skills, including communication, conflict resolution, and team building. Assessment Tools: Tools or frameworks for evaluating leadership effectiveness and personal leadership style. Intended Audience: Aimed at current and aspiring leaders, managers, and professionals seeking to deepen their understanding of leadership dynamics. Conclusion: Summarizes key takeaways, emphasizing the impact of effective leadership on organizational performance and employee engagement.

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Institution

PMP - Project Management Professional

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PMP - Project Management Professional

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Institution: PMP - Project Management Professional
Course: PMP - Project Management Professional

Document information

Uploaded on: October 18, 2024
Number of pages: 321
Written in: 2024/2025
Type: Exam (elaborations)
Contains: Unknown

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leadership concepts and practice
leadership concepts and practice 2024
leadership concepts and practice 2025

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TEST BANK FOR
INTRODUCTION TO
LEADERSHIP CONCEPTS
AND PRACTICE 5TH
EDITION BY PETER G.
NORTHOUSE

,Chapterh1:hUnderstandinghLeadershi
phTesthBank

MultiplehChoice

1. Inhleadershiphliterature,hmorehthan
differenthdefinitionshofhleadershiphhavehbeenhidentified.
a. 5
b. 50
c.h100
d.h1,000
Ans:hC
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hKnowledge
AnswerhLocation:hLeadershiphExplaine
dhDifficultyhLevel:hEasy
AACSBhStandard:hLeadinghinhorganizationalhsituations

2. Ahleadershiphapproachhis .
a. ahgeneralhwayhofhthinkinghabouthahphenomenon
b. basedhinhempiricalhresearch
c. neverhchanging
d. basedhinhempiricalhresearchhandhneverhchangin
ghAns:hA
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hComprehension
AnswerhLocation:hBoxh1.1:hThehEvolutionhofhLeadersh
iphDifficultyhLevel:hEasy
AACSBhStandard:hGrouphandhindividualhbehaviors

3. So-
calledh“GreathMan”htheorieshbelonghtohwhichhofhthehfollowinghleadershiphap
proaches?
a. Behavior
b. Relational
c. Situational
d. Trait
hAns:h
D
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hKnowledge
AnswerhLocation:hTraithTheorie
shDifficultyhLevel:hEasy
AACSBhStandard:hLeadinghinhorganizationalhsituations

,4. Whichhofhthehfollowinghtheorist’shworkhishincludedhinhthehbehavioralhapproach?
a. BlakehandhMoulton
b. HerseyhandhBlanchard
c. Northouse
d. Reddin
hAns:hA
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hKnowledge
AnswerhLocation:hBehaviorhTheorie
shDifficultyhLevel:hHard
AACSBhStandard:hLeadinghinhorganizationalhsituations

5. Ahbusinesshmanagerhneedshtheirhsubordinateshtohproblemhsolvehinhanhuncertainha
ndhchanginghenvironment.hThathmanagerhmighthconsiderhwhichhemerginghleadership
happroach?
a. Spiritualhleadership
b. Servanthleadership
c. Authentichleadership
d. Adaptivehleadershi
phAns:hD
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hApplication
AnswerhLocation:hEmerginghLeadershiphApproache
shDifficultyhLevel:hMedium
AACSBhStandard:hGrouphandhindividualhbehaviors

6. Ahtraithcanhbehdefinedhas .
a. thehcapacityhtohlead
b. ahdistinguishinghqualityhofhanhindividual
c. ahcompetencyhdevelopedhtohaccomplishhahtaskheffectively
d. whathleadershdohwhenhtheyharehinhahleadershiphr
olehAns:hB
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hKnowledge
AnswerhLocation:h“LeadershiphishahTrai
t”hDifficultyhLevel:hEasy
AACSBhStandard:hGrouphandhindividualhbehaviors

7. Whenhleadershiphishviewedhashnon-linearhandhhighlyhcollaborative,hthehh
betweenhleaderhandhfollower(s)hbecomeshparamount.
a. hierarchy
b. dynamic
c. skill
d. relationship
hAns:hD
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadershi
p.

, CognitivehDomain:hComprehension
AnswerhLocation:h“LeadershiphishahRelationshi
p”hDifficultyhLevel:hMedium
AACSBhStandard:hGrouphandhindividualhbehaviors

8. Ahmanagerhwhohencourageshsubordinateshtohtakehtimehoffhfromhworkhtohrecuper
atehfromhstressfulhprojectshmighthbehutilizinghleadershiphasha .
a. relationship
b. behavior
c. skill
d. task
hAns:h
A
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hApplication
AnswerhLocation:h“LeadershiphishahRelationshi
p”hDifficultyhLevel:hMedium
AACSBhStandard:hInterpersonalhrelationshandhteamwork

9. Influencehishcentralhtohthehprocesshofhleadershiphbecausehleadershaffect .
a. outcomes
b. goals
c. followers
d. vision
hAns:hC
LearninghObjective:h1.1:hSummarizehthehsevenhconceptshthatharehessentialhtohleadersh
ip.hCognitivehDomain:hKnowledge
AnswerhLocation:h“LeadershiphishanhInfluencehProces
s”hDifficultyhLevel:hEasy
AACSBhStandard:hGrouphandhindividualhbehaviors

10. ThehGLOBEhstudyhsoughthtohincreasehourhunderstandinghofhthehimpact
hashonhleadershipheffectiveness.
a. culture
b. globalization
c. democratization
d. nationalism
hAns:hA
LearninghObjective:h1.2:hDiscusshthehfindingshofhthehGlobalhLeadershipha
ndhOrganizationalhBehaviorhEffectivenesshstudies.
CognitivehDomain:hKnowledge
AnswerhLocation:hGlobalhLeadershiphAttribute
shDifficultyhLevel:hEasy
AACSBhStandard:hDiversehandhmulticulturalhenvironments

11. WhathishahkeyhoutcomehofhtoxichleadershiphaccordinghtohLipman-Blumen?
a. Followersharehunhappy

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LEADERSHIP CONCEPTS AND PRACTICE

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