WGU C468 – Organizational Behavior
Exam | Verified 2025/2026. Correct
Questions and Answers
LEADERSHIP THEORIES (1–15)
1. According to Fiedler’s Contingency Model, a task-oriented leader is most effective when
situational control is:
A. High
B. Moderate
C. Low
D. Very low
A. High
Rationale: High control (good relations, structured task, high position power) favors
task-oriented leaders; low control favors relationship-oriented (LPC score).
2. Path-Goal Theory: A directive leadership style is best when:
A. Tasks are ambiguous and followers are inexperienced
B. Followers are experts
C. Environment is stable
D. Goals are clear
A. Tasks are ambiguous and followers are inexperienced
Rationale: Directive leadership clarifies expectations, reduces role ambiguity (House, 1996).
3. Transformational Leadership inspires followers by:
A. Transactional rewards
B. Idealized influence and intellectual stimulation
C. Laissez-faire avoidance
D. Management by exception
B. Idealized influence and intellectual stimulation
Rationale: Bass & Avolio’s 4 I’s: Idealized Influence, Inspirational Motivation, Intellectual
Stimulation, Individualized Consideration.
4. In Situational Leadership Theory (Hersey-Blanchard), a “Delegating” style (low task, low
relationship) is used with followers who are:
A. R1 (unable/unwilling)
, B. R2 (unable/willing)
C. R3 (able/unwilling)
D. R4 (able/willing)
D. R4 (able/willing)
Rationale: Maturity level R4 requires minimal direction or support.
5. Leader-Member Exchange (LMX) Theory suggests high-quality exchanges result in:
A. In-group status and greater autonomy
B. Out-group compliance only
C. Equal treatment
D. Lower performance
A. In-group status and greater autonomy
Rationale: In-groups receive trust, support, and resources; out-groups follow formal roles
(Graen & Uhl-Bien).
6. Servant Leadership prioritizes:
A. Organizational profit
B. Follower growth and well-being
C. Leader’s vision only
D. Task completion
B. Follower growth and well-being
Rationale: Greenleaf (1970): “The servant-leader is servant first.”
7. Authentic Leadership is characterized by:
A. Self-awareness, transparency, and ethical behavior
B. Charismatic speeches
C. Contingent rewards
D. Avoidance of conflict
A. Self-awareness, transparency, and ethical behavior
Rationale: Walumbwa et al. (2008): four components include internalized moral perspective.
8. Transactional Leadership is most effective in:
A. Crisis situations requiring compliance
B. Innovation-driven environments
C. Startup cultures
D. Creative teams
A. Crisis situations requiring compliance
Rationale: Focuses on structure, rules, and rewards/punishments (Burns, 1978).
9. Charismatic Leadership relies heavily on:
A. Leader’s personal charm and vision
Exam | Verified 2025/2026. Correct
Questions and Answers
LEADERSHIP THEORIES (1–15)
1. According to Fiedler’s Contingency Model, a task-oriented leader is most effective when
situational control is:
A. High
B. Moderate
C. Low
D. Very low
A. High
Rationale: High control (good relations, structured task, high position power) favors
task-oriented leaders; low control favors relationship-oriented (LPC score).
2. Path-Goal Theory: A directive leadership style is best when:
A. Tasks are ambiguous and followers are inexperienced
B. Followers are experts
C. Environment is stable
D. Goals are clear
A. Tasks are ambiguous and followers are inexperienced
Rationale: Directive leadership clarifies expectations, reduces role ambiguity (House, 1996).
3. Transformational Leadership inspires followers by:
A. Transactional rewards
B. Idealized influence and intellectual stimulation
C. Laissez-faire avoidance
D. Management by exception
B. Idealized influence and intellectual stimulation
Rationale: Bass & Avolio’s 4 I’s: Idealized Influence, Inspirational Motivation, Intellectual
Stimulation, Individualized Consideration.
4. In Situational Leadership Theory (Hersey-Blanchard), a “Delegating” style (low task, low
relationship) is used with followers who are:
A. R1 (unable/unwilling)
, B. R2 (unable/willing)
C. R3 (able/unwilling)
D. R4 (able/willing)
D. R4 (able/willing)
Rationale: Maturity level R4 requires minimal direction or support.
5. Leader-Member Exchange (LMX) Theory suggests high-quality exchanges result in:
A. In-group status and greater autonomy
B. Out-group compliance only
C. Equal treatment
D. Lower performance
A. In-group status and greater autonomy
Rationale: In-groups receive trust, support, and resources; out-groups follow formal roles
(Graen & Uhl-Bien).
6. Servant Leadership prioritizes:
A. Organizational profit
B. Follower growth and well-being
C. Leader’s vision only
D. Task completion
B. Follower growth and well-being
Rationale: Greenleaf (1970): “The servant-leader is servant first.”
7. Authentic Leadership is characterized by:
A. Self-awareness, transparency, and ethical behavior
B. Charismatic speeches
C. Contingent rewards
D. Avoidance of conflict
A. Self-awareness, transparency, and ethical behavior
Rationale: Walumbwa et al. (2008): four components include internalized moral perspective.
8. Transactional Leadership is most effective in:
A. Crisis situations requiring compliance
B. Innovation-driven environments
C. Startup cultures
D. Creative teams
A. Crisis situations requiring compliance
Rationale: Focuses on structure, rules, and rewards/punishments (Burns, 1978).
9. Charismatic Leadership relies heavily on:
A. Leader’s personal charm and vision
