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leadership in organisation

Total questions: 133

Worksheet time: 1hrs 6mins

Name
Class
Date
1.

Impartial and just treatment or behaviour without favouritism or discrimination

a)

Fairness

b)

Integrity

c)

leadership

2.

The quality of being able to adjust to new conditions.

a)

Compassion

b)

Adaptability

c)

Organisational Skills

3.

Showing pity and concern for the sufferings or misfortunes of others.

a)

Compassion

b)

Empathy

c)

Sympathy

d)

Courage

4.

The imparting or exchanging of information by speaking, writing, or using some other medium

a)

Communications

b)

Listening

c)

Leadership

5.

An individual who is looked up to and revered by someone else

a)

Leader

b)

Senior Rank

c)

Role Model

6.

Poor leaders might prefer one group of people to another, and behave unfairly as a result. They are ......?

a)

Selfish

b)

Biased

c)

Greedy

d)

Unfair

7.

Being 'accountable' as a leader you are ......

a)

...... clear and concise at all times--there is no question of their vision and what needs to be accomplished.

b)

.....responsible for your actions and must be prepared to justify them

c)

...... you show great consistency with decisions, rarely backing out or changing your mind unless it is absolutely necessary.

8.

They show great consistency with their decisions, rarely backing out or changing their minds unless it is absolutely necessary.

a)

Decisive

b)

Fairness

c)

Moral Courage

d)

Integrity

9.

The best leader is .....

a)

Autocratic

b)

Democratic

c)

Laissez Faire

d)

Adaptable to the situation

10.

There are 30000 personnel in the Royal Navy (RN). One sixth of the organisation should be made up of officers and the rest as non commissioned personnel. However in Jan 2019 the RN were short of 712 officers. How many RN officers were there?

a)

6012

b)

4288

c)

3218

d)

4488

11.
What is delegation?
a)
Giving authority to junior managers to do a particular task
b)
Passing down full responsibility to subordinates
c)
Ordering workers to do certain jobs
d)
Keeping full control with senior managers
12.
An advantage of delegation is
a)
workers have less work to do
b)
managers can concentrate on more important tasks
c)
managers lose some of their responsibilities
d)
managers can control subordinates more  closely
13.
One of the disadvantages of delegation is that
a)
workers are given more authority
b)
there is less control over the work done by staff
c)
managers have more work to do
d)
workers may gain job enrichment
14.
The chain of command in an organisation is
a)
the link that exists between different departments
b)
the method of communication used in the organisation
c)
the line of authority flowing down the organisation
15.
The span of control can be defined as
a)
the number of subordinates directly controled by one manager
b)
the number of departments in a business
c)
the number of managers who report directly to each worker
d)
the number of levels in a firm's hierarchy
16.
One of the benefits of wider spans of control is that
a)
delegation is wanted as many people are heard by the manager
b)
it will lead to a long chain of command
c)
there will be more managers in the organisation
17.
When businesses "delayer" their organisational structure then the span of control will
a)
fall and the chain of command will lengthen
b)
increase and the chain of command will shorten
c)
 fall and the chain of command will be shorter
d)
increase and the chain of command will be longer
18.
Which of the following is not an example of a functional department in a business?
a)
Finance
b)
Marketing
c)
 Information Technology
d)
Production
19.
An advantage of a short chain of command is that
a)
the company will gain unlimited liability
b)
managers will have greater bonuses
c)
fringe benefits will become more common
d)
communication between managers and staff will improve
20.
In what type of leadership style do managers take all decisions?
a)
Autocratic leadership
b)
Democratic leadership
c)
Laissez-faire leadership
d)
Centralised leadership
21.

The extent to which employees prefer rules, routines and rituals

a)

Masculinity vs Femininity

b)

Uncertainty avoidance

c)

Power distance

d)

Individualism vs collectivism

22.

The levels of competition amongst employees in comparison to the levels of teamwork and nurturing

a)

Masculinity vs Femininity

b)

Uncertainty avoidance

c)

Power distance

d)

Individualism vs collectivism

23.

The degree to which employees are focused on their own goals as opposed to meeting objectives better for the group

a)

Masculinity vs Femininity

b)

Uncertainty avoidance

c)

Power distance

d)

Individualism vs collectivism

24.

Which is one of Hofstede's cultural dimensions?

a)

Power avoidance

b)

Long vs short term orientation

c)

Masculine collectivism

d)

Dilemma practitioners

25.

Countries with high power distance are more likely to have organisations with

a)

tall hierarchies

b)

flat organisation structures

c)

wide spans of control

d)

short communication channels

26.

Employees in individualist countries or more likely to be motivated by

a)

profit related pay

b)

performance related pay

c)

job rotation

d)

teamwork

27.

Leaders in countries with low uncertainty avoidance are likely to be comfortable using a Laissez Faire leadership style

a)

True

b)

False

28.

Leaders in countries with high masculine culture are more likely to use a democratic leadership style

a)

True

b)

False

29.

Leaders in countries with high feminine culture are more likely to use which leadership style?

a)

Paternalistic

b)

Democratic

c)

Autocratic

d)

Laissez Faire

30.

What is the difference between a leader and a manager?

a)

A leader is focus on the organisation and people while manager focus on organisation only.

b)

A leader is focus on the organisation while manager focus on people only.

c)

A leader is focus on the people only while manager focus on organisation and people.

d)

A leader is focus on the people while manager focus on organisation only.

31.

Which of the following powers belong to position power?

a)

Legitimate Power

b)

Expert Power

c)

Reward Power

d)

Referent Power

e)

Coercive Power

32.

Which of the following powers belong to personal power?

a)

Legitimate Power

b)

Expert Power

c)

Reward Power

d)

Referent Power

e)

Coercive Power

33.

Based on the Great Man Approach, which of the following are the personal characteristics of a leader?

a)

Physical Characteristics

b)

Personality

c)

Intelligence & Ability

d)

Social Characteristics

e)

Drive

34.

Based on the Behavioural Approach, which of the following behaviours are essential to a leader?

a)

Task-oriented behavior

b)

Personality-oriented behaviour

c)

People-oriented behavior.

d)

Social-oriented behaviour

e)

Drive

35.

Based on the Hersey and Blanchard’s Situational Model of Leadership, which of the following leadership styles are suggested in the model?

a)

Telling

b)

Selling

c)

Participating

d)

Delegating

e)

Decision making

36.

Based on the Hersey and Blanchard’s Situational Model of Leadership, which of the following leadership styles are suggested in the model?

a)

Telling

b)

Selling

c)

Participating

d)

Delegating

e)

Decision making

37.

Based on the Vroom-Jago Model, which of the following leader decision styles are suggested in the model?

a)

Decide

b)

Consult individually

c)

Consult the group

d)

Facilitate

e)

Delegate

38.

Which of the following is true about Charismatic Leadership?

a)

The charismatic leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

b)

Charismatic leaders are often skilled in the art of visionary leadership.

c)

Charismatic leaders have a strong vision for the future, almost an obsession, and they can motivate others to help realize it.

d)

Charismatic leaders are heavily rely on knowledge and skills in influencing the others.

39.

Based on the Path Goal Theory, which of the following leadership styles are suggested in the model?

a)

Supportive

b)

Participative

c)

Achievement-oriented

d)

Directive

40.
What is delegation?
a)
Giving authority to junior managers to do a particular task
b)
Passing down full responsibility to subordinates
c)
Ordering workers to do certain jobs
d)
Keeping full control with senior managers
41.
An advantage of delegation is
a)
workers have less work to do
b)
managers can concentrate on more important tasks
c)
managers lose some of their responsibilities
d)
managers can control subordinates more  closely
42.
One of the disadvantages of delegation is that
a)
workers are given more authority
b)
there is less control over the work done by staff
c)
managers have more work to do
d)
workers may gain job enrichment
43.
The chain of command in an organisation is
a)
the link that exists between different departments
b)
the method of communication used in the organisation
c)
the line of authority flowing down the organisation
44.
The span of control can be defined as
a)
the number of subordinates directly controled by one manager
b)
the number of departments in a business
c)
the number of managers who report directly to each worker
d)
the number of levels in a firm's hierarchy
45.
One of the benefits of wider spans of control is that
a)
delegation is wanted as many people are heard by the manager
b)
it will lead to a long chain of command
c)
there will be more managers in the organisation
46.
An advantage of a short chain of command is that
a)
the company will gain unlimited liability
b)
managers will have greater bonuses
c)
fringe benefits will become more common
d)
communication between managers and staff will improve
47.

The best definition of a firm’s organisational structure is that:

a)

1) it shows exactly what job everyone does

b)

2) it shows a plan of the offices and factory

c)

3) it shows the levels of management and division of responsibilities

d)

4) it refers to the way in which products are made and pass through the factory

48.

Items of interest in the global environment may include ____________________________.

a)

New thinking or disciplines relating to the job role

b)

Disadvantage of relevant technologies

c)

Current process of your company

d)

Expectations of employees

49.

Media which can be used in workplace communication include:

Choose three (3).

a)

Posters

b)

Emails

c)

Written Letter

d)

Verbal command

50.

(a)   provides an overview of potential risks for the identification of areas of concern and priorities for your organisation. This is a useful way to assess any probabilities of risk.

51.
How many roles did Belbin identify within a successful team?
a)
9
b)
6
c)
4
d)
5
52.
What factors are important when deciding on the composition of a team?
a)
Level of salary and annual bonuses
b)
Personality, strengths, interests
c)
The length of service to the organisation
d)
Attendance and disciplinary record
53.

In Meredith Belbin's theory of teams, which role does this describe?

"This person is creative, imaginative and has the ability to solve problems"

a)

The Motivator

b)

The Organiser

c)

The Ideas Person

d)

The Team Player

54.

The team is going around in circles, and can't seem to find solutions and generate ideas. What role is needed?

a)

Plant

b)

Monitor Evaluator

c)

Coordinator

d)

Implementer

55.

The team has some wonderful ideas and successes, but nobody outside the team knows about it. What role is required?

a)

Resource Investigator

b)

Completer Finisher

c)

Shaper

d)

Plant

56.

The team is distracted and has lost its direction. What role is required?

a)

Shaper

b)

Plant

c)

Coordinator

d)

Specialist

57.

Which is the correct order according to Tuckman

a)

Storm, Horn, Form, Perform

b)

Form, Storm, Norm, Perform

c)

Perform, Adjorn, Storm, Perform

58.
In the forming stage individuals are seeing if they fit in with the group
a)
True
b)
False
59.
In the norming stage the group start to co-operate and work as one
a)
True
b)
False
60.

What are the 4 original stages of the model?

a)

Storming

b)

Performing

c)

Forming

d)

Moarning

e)

Norming

61.

What is the definition for 'Team' in Adairs Action Centred Leadership

a)

The actions that you take to achieve a goal

b)

Your actions at the group level, to encourage effective teamwork and group cohesion.

c)

Actions that address each team member's unique needs

d)

The actions that you take to removea goal

62.

What is the definition for 'Individual' in Adairs Action Centred Leadership

a)

The actions that you take to achieve a goal

b)

Your actions at the group level, to encourage effective teamwork and group cohesion.

c)

Actions that address each team member's unique needs

d)

The actions that you take to removea goal

63.

What is the 5th stage of Tuckman's model?

a)

Forming

b)

Norming

c)

Storming

d)

Adjourning

64.

It is essential to ease tension and tediousness, as well as to calm hostility.

a)

Humorous

b)

Sense of tumor

c)

Sense of humor

d)

Joker

65.

Leaders are ordinary people who accept or are placed under (a)   circumstances that bring forth their latent potential, producing a character that inspires the confidence and trust of others

66.

Effective leaders strive to create an environment that accepts and promotes (a)   . As a result, they empower the entire organization.

67.

Pick the wrong answer.

Through consistent behavior, effective leaders create an environment of:

a)

compassion

b)

respect

c)

open line of communication

d)

mutual trust

68.

One of the most common costs of leadership is the experience of (a)   .

69.

If you are willing to work harder, longer, and more intensely and beyond the call of duty, you will become an (a)   leader.

70.

True leadership is born out of a guiding vision and a (a)   to accomplish a noble task, and to inspire others to develop and release their potential.

71.

Good leadership involves (a)   to the welfare of the group

72.

Good leaders are great___________.

a)

amplifiers

b)

resonators

c)

simplifiers

d)

rulers

73.

(a)   , simply defined: nobility of soul

74.

It also means consistent and just.

a)

frankness

b)

fairness

c)

justness

d)

cheerfulness

75.

Clearly state what one expects so that there will be no (a)   .

76.

Effective leaders are individuals with a vision, and they are able to effectively (a)   that vision to others, both inside and outside of the organization.

77.

Effective leaders are individuals with a vision, and they are able to effectively (a)   that vision to others, both inside and outside of the organization.

78.

Leadership has great flexibility in varying the level of empowerment based on the individual’s capabilities and seriousness of the (a)   of the individual’s action/inaction

79.

What would a leader do if they had a teammate that was struggling with their game?

a)

Tell the coach you don't want them on the team

b)

Make fun of them when they fail

c)

Show them how to improve what they are doing and encourage them to be positive

d)

Ignore them, it isn't your problem

80.

What would a leader do if they were in the hallway and no one was looking?

a)

Run and ask their friends to race

b)

Walk at a standard pace, with their chin up, looking for opportunities to help others

c)

Walk slowly, take their time because they're just bored

d)

Play in their locker, stop off in the bathroom, stop for a drink, stare into the other classes, and then go back to their own room

81.

What would a leader do in the lunchroom?

a)

Yell for their friends to come play

b)

Get up out of their seat and wander

c)

Throw their trash across the table at the garbage can

d)

Eat, talk with friends in polite tones, and clean up their area completely when finished

82.

What would a leader do in class?

a)

Make several trips out of the room

b)

Play with items in their desk and distract other kids by trying to get them to look at you to whisper talk

c)

Use their time to goof around mostly, and then rush to almost finish their work before turning it in incomplete

d)

Take bathroom trips during switches and walks to specials or lunch. focus on learning, use class time to the fullest, ask for help, offer help

83.

What would a leader do when their best friend talks about inappropriate things?

a)

Laugh and tell them stuff too

b)

Tell them that they should choose to stay positive and not talk about negative things, and then ask for help from a teacher of parent

c)

Ignore them and forget about

d)

Gossip to your other friends about what they were talking about

84.

What would a leader do at home?

a)

Clean their room when their parents ask them to

b)

Be rude and disrespectful to their parents

c)

Hide out in their room playing on devices to not bother anyone

d)

Clean their room before being asked to, help parents with chores, play games with family members, read

85.

What would a leader do if they saw an elderly neighbor needed help?

a)

Ask, do you need my help?

b)

Go help them because it is obvious they need help

c)

Ignore them and keep playing

d)

Tell someone else to go help them

86.

What would a leader do on the playground?

a)

Look for kids that want to play and include everyone that does, help any kids that are having troubles, or are feeling sad

b)

Worry only about themselves and play

c)

Look for other kids to annoy because it is funny

d)

Sit around and take "bathroom" trips because they're too lazy to play

87.

What would a leader do at recess?

a)

Ignore the instructions of the lunch aides

b)

Listen to the lunch aides and follow their directions, and help them by making sure that everyone else is following the rules as well

c)

Do whatever you want because your teacher and parents can't see

d)

Use the time to stand around and gossip with friends about others

88.

What will a leader become?

a)

Lazy loser

b)

A person that others look up too, a friend to 100s, a person others are proud to know, a person with a great career with amazing pay, a wonderful spouse, a terrific parent, proud of themselves

c)

Broke and alone

d)

Grumpy and people try to avoid them and their excuses

89.

What does a leader do when they finish an assignment?

a)

Take a nap

b)

Play in their desk

c)

Distract the kids around them from learning

d)

Check in on others to see if they can help, work on enrichment activities in math, read to self, work on writing, practice skills to reach mastery.

90.
This leadership style can be effective in situations where group members are highly qualified in an area of expertise.
a)
Autocratic
b)
Democratic
c)
Open
 Laissez-Faire
d)
Situational
91.
This leader encourages group members to participate, but retains the final say over the decision-making process.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
d)
Situational
92.
Provides clear expectations for what needs to be done and how it should be done.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
d)
Situational
93.
This leader offers guidance to the group, but also participates in the group and allows input from others.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
d)
Situaltional
94.
Leader makes decisions independently with little or no input from others.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
d)
Situational
95.
Under this leadership members often feel engaged in the process and are more motivated and creative.
a)
Autocratic
b)
Democratic
c)
Open/Laissez-Faire
96.

This leader offers little or no guidance and leaves decision- making up to the group.

a)

Autocratic

b)

Democratic

c)

Open/Laissez-Faire

97.
The best type of leadership.
a)
autocratic
b)
democratic
c)
open
d)
situational 
98.
The best type of leadership.
a)
autocratic
b)
democratic
c)
open
d)
situational 
99.
Power given to a person with the most knowledge.
a)
position power
b)
reward power
c)
expert power
d)
identity power
100.
Power given to a person because others want to be accepted by them 
a)
Identity power
b)
Position power
c)
Expert power
d)
Reward power
101.

Even More Characteristics of a Good Leader

a)

Vindictive

b)

Patient

c)

Reliable

d)

Understanding

e)

On a power trip

102.

What is "integrity"?

a)

the quality of being honest and having strong moral principles; moral uprightness

b)

doing what you want when you want

c)

awareness of oneself

d)

a person who is helpful, caring and nice

103.

What is "tenacity"?

a)

recovery

b)

a very serious person

c)

the quality or fact of being determined, determination

d)

tena-city

104.

What is "empathy"?

a)

the ability to understand and share the feelings of another

b)

doing what is right when nobody is watching

c)

em-path-y

d)

attitude

105.

What is "persistence"?

a)

the quality of being honest

b)

a person who supports a cause

c)

the ability to control one's feelings

d)

the continued or prolonged existence of something

106.

What is "self-discipline"?

a)

being the most intelligent person

b)

self-dis-cip-line

c)

the quality or fact of continuing to exist, persistence

d)

the ability to control one's feelings and overcome one's weaknesses

107.

What is "self-discipline"?

a)

being the most intelligent person

b)

self-dis-cip-line

c)

the quality or fact of continuing to exist, persistence

d)

the ability to control one's feelings and overcome one's weaknesses

108.

What is "advocate"?

a)

the established set of attitudes held by someone

b)

awareness and understanding of one's own thought processes

c)

the continued or prolonged existence of something

d)

a person who publicly supports or recommends a particular cause or policy

109.
The use of matrix project teams has been championed by one of the most famous authors on organizational structure. In his book entitled In Search of Excellence (1982), he suggested that the use of teams should lead to more innovative and creative ideas because staff will be more motivated to contribute, what is the name of the famous author?
a)
Aquila Adam
b)
Charles Dean
c)
Tom Peters
d)
Hiram Maxim
110.
The organizational structure that creates project teams that cross traditional functional departments is referred to as?
a)
Flat Structure
b)
Circular Structure
c)
Organizational structure
d)
Matrix structure
111.
Tall (or narrow) organizational structures have a large number of hierarchical levels and this creates some major problems. Mention the main problems of organizational structure organization
a)
Communication through the organization can be slow with messages distorted or filtered in some way
b)
Spans of control are likely to be narrow – see below.
c)
There is likely to be a greater sense of remoteness, among those at lower levels, from the decision-making powers at the top
d)
All the answers are correct
112.
The authority to perform tasks and make decisions from higher to lower levels in the organization is referred to as?
a)
Centralization
b)
Delegation
c)
Decentralization
d)
Span of control
113.
What are the disadvantages of the matrix structure?
a)
The structure is very simple
b)
Resources are used efficiently
c)
The emergence of leadership dualism
d)
Good and smooth communication Answer
114.
The manager, who has direct authority over people, decisions, and resources in the organizational hierarchy is called?
a)
General Manager
b)
Top Manager
c)
Middle Manager
d)
Line managers
115.
what is a formal organization?
a)
Interpersonal collections without a conscious common goal, even though in the end the conscious relationships are for a common purpose
b)
Personal networks and social relationships that develop among people in an organization
c)
An organization in which there are two or more people who can play a role in improving themselves with a common goal
d)
All the answers are correct
116.
what is a formal organization?
a)
Interpersonal collections without a conscious common goal, even though in the end the conscious relationships are for a common purpose
b)
Personal networks and social relationships that develop among people in an organization
c)
An organization in which there are two or more people who can play a role in improving themselves with a common goal
d)
All the answers are correct
117.
This is the route through which authority is passed down an organization – from the chief executive and board of directors, referred to as?
a)
Delegation
b)
Span of control
c)
Centralization
d)
Chain of command
118.
Removal of one or more hierarchical levels from the organizational structure is referred to as?
a)
Delegation
b)
Span of control
c)
Delayering
d)
Centralization
119.
The number of subordinates who report directly to a manager is called?
a)
Delegation
b)
Span of control
c)
Delayering
d)
Centralization
120.
A stage of organizational structure in which the personnel in it have the same status and authority, called?
a)
Level of hierarchy
b)
Span of control
c)
Delayering
d)
Centralization
121.
Managers who, as specialists, provide support, information, and assistance to line managers, are referred to as?
a)
Informal organization
b)
Staff managers
c)
Line managers
d)
Span of control
122.
The most appropriate way to do at the middle management level in dealing with problems …
a)
Testing ability
b)
Analyzing data
c)
Acting appropriately
d)
Packaging information
123.

Impartial and just treatment or behaviour without favouritism or discrimination

a)

Fairness

b)

Integrity

c)

leadership

124.

From a relationship perspective, leadership is centered on the ______ between leaders and followers rather than on the unique ______ of the leader.

a)

synergy; approach

b)

communication; qualities

c)

harmony; technique

d)

effort; effect

125.

The ______ approach to leadership is focused on identifying the innate qualities and characteristics possessed by great social, political, and military leaders.

a)

behavioral

b)

situational

c)

relational

d)

trait

126.

Which perspective defines leadership as an interactive event that occurs between the leader and the followers?

a)

influence

b)

ability

c)

skill

d)

trait

127.

Task and process are the main components when leadership is considered a ______.

a)

behavior

b)

skill

c)

trait

d)

ability

128.

When viewed as a ______, leadership can be studied and learned.

a)

quality

b)

skill

c)

power

d)

all of these

129.

In order to lessen the possibility that leaders might act toward followers in ways that are forced and unethical, it is important to:

a)

empower followers

b)

define rules

c)

stress mutuality

d)

create boundaries

130.

What is the dark side of leadership?

a)

unknown elements of what makes a great leader

b)

when a leader uses his influence or power for personal ends

c)

historical misdeeds that great leaders have done

d)

none of these

131.

an official pardon for people who have been convicted of political offenses.

a)

Reprieve

b)

Clemency

c)

Pardon

d)

Amnesty

132.

A systematic way of organizing a complex &large administrative structure w/ responsibility for carrying out day-to-day tasks of the organization, departments, & agencies of the govt

a)

Bureaucracy

b)

Renounce

c)

Primary Election

d)

Platform

133.

the responsibilities of a citizen

a)

Civic Duty

b)

Platform

c)

Political Socialization

d)

Renounce

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