BUSMHR 3200 Exam 3 Inks Questions
With Correct Answers
Leadership |- |CORRECT |ANSWER✔✔-The |process |whereby |an |individual |influences |a |group |of |
individuals |to |achieve |a |common |goal.
Positively |correlated |task |attributes |- |CORRECT |ANSWER✔✔-Intelligence, |openness |to |
experience, |conscientiousness, |emotional |stability.
Correlated |interpersonal |attributes |- |CORRECT |ANSWER✔✔-Extraversion, |emotional |
intelligence, |agreeablenexx, |communication |skills |(all |+). |Narcissism, |Machiavellianism, |
psychopathy |(all |-)
Management |vs |Leadership |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-The |OSU |Leadership |Studies, |
University |of |Michigan |Studies, |Managerial |Grid
Managerial |Grid |- |CORRECT |ANSWER✔✔-2 |x |2 |matrix |with |5 |leadership |styles. |Axis |are |
concern |for |people |and |concern |for |production. |(include |picture)
Contingency |Theories: |Situational |Leadership |- |CORRECT |ANSWER✔✔-Relationship |vs. |Task |
Behavior
High |Relationship |Behavior, |Low |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Participating |(S3) |- |Share |ideas |and |facilitate |in |decision |making
,High |Relationship |Behavior, |High |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Selling |(S2) |- |Explain |decisions/ |provide |opportunity |for |clarification
Low |Relationship |Behavior, |Low |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Delegating |(S4) |- |Turn |over |responsibility |for |decisions |and |implementation
Low |Relationship |Behavior, |High |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Telling |(S1) |- |Provide |specific |instructions |and |closely |supervise |performance
Path-Goal |Theory |Leadership |Behaviors |- |CORRECT |ANSWER✔✔-Directive |Leadership, |
Supportive |Leadership, |Achievement |Oriented |Leadership, |Participative |Leadership, |Upward-
influencing |leadership
"Laissez-faire" |Leadership |- |CORRECT |ANSWER✔✔-Not |assuming |leadership |responsibilities, |
NOT |a |way |to |lead
Transactional |Leadership |- |CORRECT |ANSWER✔✔-Clarifying |role |requirements, |task |
requirements, |accountabilities, |etc. |Providing |positive |and |negative |rewards |for |performance
Transformational |Leadership |- |CORRECT |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 |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-- |Challenging |the |process
- |Inspiring |a |shared |vision
- |Enabling |others |to |act
- |Modeling |the |way
- |Encouraging |the |heart
"Lincoln |on |Leadership" |- |CORRECT |ANSWER✔✔-People, |Character, |Endeavor, |Communication
Zenger |and |Folkman's |Competency |Model |- |CORRECT |ANSWER✔✔-Character, |personal |
capability, |focus |on |results, |interpersonal |skills, |leading |change
"The |Extraordinary |Leader" |Model |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-1. |Passion
2. |Performance
3. |Principle
Luck |- |CORRECT |ANSWER✔✔-"When |hard |work |and |preparation |meet |opportunity"
With Correct Answers
Leadership |- |CORRECT |ANSWER✔✔-The |process |whereby |an |individual |influences |a |group |of |
individuals |to |achieve |a |common |goal.
Positively |correlated |task |attributes |- |CORRECT |ANSWER✔✔-Intelligence, |openness |to |
experience, |conscientiousness, |emotional |stability.
Correlated |interpersonal |attributes |- |CORRECT |ANSWER✔✔-Extraversion, |emotional |
intelligence, |agreeablenexx, |communication |skills |(all |+). |Narcissism, |Machiavellianism, |
psychopathy |(all |-)
Management |vs |Leadership |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-The |OSU |Leadership |Studies, |
University |of |Michigan |Studies, |Managerial |Grid
Managerial |Grid |- |CORRECT |ANSWER✔✔-2 |x |2 |matrix |with |5 |leadership |styles. |Axis |are |
concern |for |people |and |concern |for |production. |(include |picture)
Contingency |Theories: |Situational |Leadership |- |CORRECT |ANSWER✔✔-Relationship |vs. |Task |
Behavior
High |Relationship |Behavior, |Low |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Participating |(S3) |- |Share |ideas |and |facilitate |in |decision |making
,High |Relationship |Behavior, |High |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Selling |(S2) |- |Explain |decisions/ |provide |opportunity |for |clarification
Low |Relationship |Behavior, |Low |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Delegating |(S4) |- |Turn |over |responsibility |for |decisions |and |implementation
Low |Relationship |Behavior, |High |Task |Behavior |(Situational |Leadership) |- |CORRECT |
ANSWER✔✔-Telling |(S1) |- |Provide |specific |instructions |and |closely |supervise |performance
Path-Goal |Theory |Leadership |Behaviors |- |CORRECT |ANSWER✔✔-Directive |Leadership, |
Supportive |Leadership, |Achievement |Oriented |Leadership, |Participative |Leadership, |Upward-
influencing |leadership
"Laissez-faire" |Leadership |- |CORRECT |ANSWER✔✔-Not |assuming |leadership |responsibilities, |
NOT |a |way |to |lead
Transactional |Leadership |- |CORRECT |ANSWER✔✔-Clarifying |role |requirements, |task |
requirements, |accountabilities, |etc. |Providing |positive |and |negative |rewards |for |performance
Transformational |Leadership |- |CORRECT |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 |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-- |Challenging |the |process
- |Inspiring |a |shared |vision
- |Enabling |others |to |act
- |Modeling |the |way
- |Encouraging |the |heart
"Lincoln |on |Leadership" |- |CORRECT |ANSWER✔✔-People, |Character, |Endeavor, |Communication
Zenger |and |Folkman's |Competency |Model |- |CORRECT |ANSWER✔✔-Character, |personal |
capability, |focus |on |results, |interpersonal |skills, |leading |change
"The |Extraordinary |Leader" |Model |- |CORRECT |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 |- |CORRECT |ANSWER✔✔-1. |Passion
2. |Performance
3. |Principle
Luck |- |CORRECT |ANSWER✔✔-"When |hard |work |and |preparation |meet |opportunity"
