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WorksheetsMOOC-YAL: 4.7. Quiz Module 4
Total questions: 16
Worksheet time: 16mins
Which description best matches the authoritarian Leadership style?
Basically, a hands-off leader. From the French phrase that means “leave it be,” it describes leaders who allow their people to work on their own.
A leader who wants input from all team members and uses consensus to reach decisions
They either insist on doing everything themselves or micromanage others. They make all decisions and expect people to unquestioningly do what they are told.
This style inspires others because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.
Which description best matches the Laissez-faire Leadership style?
Basically, a hands-off leader. From the French phrase that means “leave it be,” it describes leaders who allow their people to work on their own.
A leader who wants input from all team members and uses consensus to reach decisions
They either insist on doing everything themselves or micromanage others. They make all decisions and expect people to unquestioningly do what they are told.
This style inspires others because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.
Which description best matches the Transformational Leadership style?
Basically, a hands-off leader. From the French phrase that means “leave it be,” it describes leaders who allow their people to work on their own.
A leader who wants input from all team members and uses consensus to reach decisions
They either insist on doing everything themselves or micromanage others. They make all decisions and expect people to unquestioningly do what they are told.
This style inspires others because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.
Which description best matches the Democratic Leadership style?
Basically, a hands-off leader. From the French phrase that means “leave it be,” it describes leaders who allow their people to work on their own.
A leader who wants input from all team members and uses consensus to reach decisions
They either insist on doing everything themselves or micromanage others. They make all decisions and expect people to unquestioningly do what they are told.
This style inspires others because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.
Which of the following statements IS NOT one of the pros of the Transactional Leadership approach.
Employees can choose reward systems
Creates more followers than leaders among employees
Employee motivation and productivity are increased
Eliminates or minimizes confusion in the chain of command
According to the lecture on making decisions and the personal cost of leadership, what are the advantages of decision-making in groups?
Forming better belief
Finding better solutions
Overcoming hidden bias
All the above
According to the lecture on teamwork, there is a set of competencies and values needed for team leaders. Please indicate which of the following are the best descriptor(s) of those competencies and values.
Commitment and Innovation
Trust and fairness
Managing performance
Communication and Interpersonal awareness
All the above
According to the case study on successful teamwork by Tarricone and Luca (2002), there are some attributes needed for success.
For instance, the team recognizes that team members have different personalities and experience problems at different stages.
They show consideration for each other, respect, and support others in difficult times.
What is the following attribute that best describes this example?
Interdependence
Appropriate team composition
Commitment to team success and shared goals
Interpersonal skills
According to Christens (2012) in his work titled Toward Relational Empowerment, it is said that Interpersonal relationships can enhance the understanding of psychological empowerment and the effectiveness of empowerment-oriented community practice. Is this true or false?
True
False
According to Christens (2012) in his work titled Toward Relational Empowerment, it is said that psychological empowerment is a complex construct that embraces several components. Which of the following components best describe this construct?
Emotional component
Cognitive component
Relational component
Behavioral component
All the above
According to Kezar and Holcombe (2017) in their work titled Shared Leadership in Higher Education: Important Lessons from Research and Practice, Shared leadership is defined as moving away from the leader/follower binary; capitalizing on the importance of leaders throughout the organization, not just those in positions of authority; and creating an infrastructure so that organizations can benefit from the leadership of multiple people.
Which of the following type of leadership is an analog of that definition?
Cooperative leadership
Democratic leadership
Collaborative leadership
Transformational leadership
According to the lecture about empowering others, the importance of empowerment lies in.
Empowerment increases an individual's sense of self-determination
Empowerment links to the emergence of shared leadership
It is a fundamental aspiration to connect leaders and followers
All the above
Based on Henry Mintzberg, the book chapter titled Developing as a leader and decision-maker by Selart (2010), proposes 4 four central roles the leaders can assume when they needed to make a strategic decision. Match the following descriptions with their corresponding type of role.
Which corresponds to the Negotiator type of role?
It is the leader's task to ensure that the organization improves by adapting to changing conditions in the external surroundings. The leader must therefore always be on the lookout for new ideas.
Action is required from the leader's side and the problem cannot be ignored. Often the leader is not in full control of the situation. Problems of this type not only occur due to insufficient leaders’ ignorance. They also arise because good leaders are not able to predict the consequences of their actions.
A leader who determines who should get what. Perhaps the most important resource that a leader is allocating is his or her own time. To be able to get access to the leader is for most employees synonymous with an opportunity to expose oneself to the decision-maker of the unit.
A leader uses a lot of time to negotiate. For example, it is often the leader who designs the contracts to be valid for newly appointed managers. Leaders must also often negotiate with the union in relation to local wage negotiations.
Based on Henry Mintzberg, the book chapter titled Developing as a leader and decision-maker by Selart (2010), proposes 4 four central roles the leaders can assume when they needed to make a strategic decision. Match the following descriptions with their corresponding type of role.
Which corresponds to the Entrepreneur type of role?
It is the leader's task to ensure that the organization improves by adapting to changing conditions in the external surroundings. The leader must therefore always be on the lookout for new ideas.
Action is required from the leader's side and the problem cannot be ignored. Often the leader is not in full control of the situation. Problems of this type not only occur due to insufficient leaders’ ignorance. They also arise because good leaders are not able to predict the consequences of their actions.
A leader who determines who should get what. Perhaps the most important resource that a leader is allocating is his or her own time. To be able to get access to the leader is for most employees synonymous with an opportunity to expose oneself to the decision-maker of the unit.
A leader uses a lot of time to negotiate. For example, it is often the leader who designs the contracts to be valid for newly appointed managers. Leaders must also often negotiate with the union in relation to local wage negotiations.
Based on Henry Mintzberg, the book chapter titled Developing as a leader and decision-maker by Selart (2010), proposes 4 four central roles the leaders can assume when they needed to make a strategic decision. Match the following descriptions with their corresponding type of role.
Which corresponds to the Resource allocator type of role?
It is the leader's task to ensure that the organization improves by adapting to changing conditions in the external surroundings. The leader must therefore always be on the lookout for new ideas.
Action is required from the leader's side and the problem cannot be ignored. Often the leader is not in full control of the situation. Problems of this type not only occur due to insufficient leaders’ ignorance. They also arise because good leaders are not able to predict the consequences of their actions.
A leader who determines who should get what. Perhaps the most important resource that a leader is allocating is his or her own time. To be able to get access to the leader is for most employees synonymous with an opportunity to expose oneself to the decision-maker of the unit.
A leader uses a lot of time to negotiate. For example, it is often the leader who designs the contracts to be valid for newly appointed managers. Leaders must also often negotiate with the union in relation to local wage negotiations.
Based on Henry Mintzberg, the book chapter titled Developing as a leader and decision-maker by Selart (2010), proposes 4 four central roles the leaders can assume when they needed to make a strategic decision. Match the following descriptions with their corresponding type of role.
Which corresponds to the Problem solver type of role?
It is the leader's task to ensure that the organization improves by adapting to changing conditions in the external surroundings. The leader must therefore always be on the lookout for new ideas.
Action is required from the leader's side and the problem cannot be ignored. Often the leader is not in full control of the situation. Problems of this type not only occur due to insufficient leaders’ ignorance. They also arise because good leaders are not able to predict the consequences of their actions.
A leader who determines who should get what. Perhaps the most important resource that a leader is allocating is his or her own time. To be able to get access to the leader is for most employees synonymous with an opportunity to expose oneself to the decision-maker of the unit.
A leader uses a lot of time to negotiate. For example, it is often the leader who designs the contracts to be valid for newly appointed managers. Leaders must also often negotiate with the union in relation to local wage negotiations.
