Status Finished
Started Friday, 1 August 2025, 12:02 PM
Completed Friday, 1 August 2025, 12:08 PM
Duration 6 mins 18 secs
Marks 10.12/13.00
Grade 7.79 out of 10.00 (77.86%)
Help
, Question 1
Partially correct
Mark 0.72 out of 1.00
Categorize each action with the role that it is most closely associated with: leader or
manager.
Inspires trust Leader
Has followers Leader
Organize work Manager
Coordinate results Manager
Focus on efficiency Manager
Nurtures innovation Leader
Does the right thing Manager
Give and follow orders Manager
Challenges the status quo Leader
Uses formal sources of power Manager
Oversee day-to-day operations Manager
Inspires action taken by followers Leader
Defines vision for the organization Manager
Focuses on systems and structure Manager
Social and informal sources of influence Leader
Motivates others toward a common goal Manager
Ensure the project gets done as ordered Manager
Assign the right people to the necessary tasks Manager
Your answer is partially correct.
You have correctly selected 13.
Started Friday, 1 August 2025, 12:02 PM
Completed Friday, 1 August 2025, 12:08 PM
Duration 6 mins 18 secs
Marks 10.12/13.00
Grade 7.79 out of 10.00 (77.86%)
Help
, Question 1
Partially correct
Mark 0.72 out of 1.00
Categorize each action with the role that it is most closely associated with: leader or
manager.
Inspires trust Leader
Has followers Leader
Organize work Manager
Coordinate results Manager
Focus on efficiency Manager
Nurtures innovation Leader
Does the right thing Manager
Give and follow orders Manager
Challenges the status quo Leader
Uses formal sources of power Manager
Oversee day-to-day operations Manager
Inspires action taken by followers Leader
Defines vision for the organization Manager
Focuses on systems and structure Manager
Social and informal sources of influence Leader
Motivates others toward a common goal Manager
Ensure the project gets done as ordered Manager
Assign the right people to the necessary tasks Manager
Your answer is partially correct.
You have correctly selected 13.
