Course Code: MGT-307 Course title: LEADERSHIPTime: 30 minutes Total Marks: 25Name________________________ Roll no __________________________

OBJECTIVE TYPE

Encircle the right option:

1. According to the________ task direction from the leader is less necessary when subordinates have both high commitment and high degree of competence. a) SL1 b) LMX c) SL11 d) LPC

2. In group are linkages or relationships between leaders and followers that are based on __________ and_________ role responsibilities.

a) Employment contract & Defined role b) Achievement-oriented & Participativec) Expanded and Negotiated d) None of All

3. According to Bennis and Nanus, positive self-regard in a transforming leader results in high expectations in followers.a) True b) False

4. _________ involves being verbally involved, being informed, seeking others’ opinions, and being firm but not rigid.a) Assigned leadership b) Authorized leadership c) Process leadershipd) Emergent leadership

5. __________ refers to a leader’s desire to express dominance and exert his or her leadership.a) Personality b) Motivation c) Rewards d) Career

6. ___________ occurs when leaders motivate followers to become committed to and share the organization’s vision.a) Reward power b) Inspirational motivation c) Intellectual stimulationd) Contingent reward

7. Which of the following is a strength of LMX theory?a) It uses dyadic measures to analyze the LMX process b) It mainly benefits the subordinates. c) It makes leadership available to everyone. d) It emphasizes the importance of communication in leadership

8. You are the team leader for a project at work. Three of your team members are on time for meetings, offer constructive ideas, and complete the work that is required of them. A fourth member, however, seems to zone out during meetings and express disinterest, even though he has done excellent work for you before. Based on SLII, which leadership style should you exhibit toward him at the next meeting? a) Style 2 b) Style 1 c) Style 4 d) Style 3

9. Tested roles, mixed influences, and concern for oneself and others are characteristic of which phase of leadership making?a) Socialization b) Mature c) Acquaintance d) Strange

10. Creating environments where people can feel good about their work and how it contributes to the greater community is part of which leadership practice in the Kouzes and Posner transformational leadership model?a) Enable others to act. b) Inspired share vision c) Challenging the processd) Model the way

11. Directive behavior is exhibited by asking for input, solving problems, praising, and listening.a) True b) False

12. Management differs from leadership bya) Building teams and coalitions to get the work done b) Focus on group processes c) Emphasizing order and consistency d) Managers are powerful

13. A criticism of the situational approach is that a) It is a relatively new approach and not widely tested.

b) It doesn’t explain how leadership works in a group setting rather than one-on-one.

c) It is highly subjective in determining the most important leadership traits.

d) It doesn’t provide us with a deep enough understanding about leader’s personality.

14. According to_________charismatic leadership works by tying followers’ self-concepts to the organization’s identity

a) Blanchard b) Bryman c) House d) Riggio

15. Leader-member exchange (LMX) theory focuses on the leader’s willingness to share power with followers.a) True b) False

16. In the skills model, which of these is a crystallized cognitive ability?a) Perceptual processing b) Memory skill c) Comprehending complex informationd) Creative thinking capacity

17. Which of the following is NOT one of the Big Five personality factors that contribute to human personality?a) Neuroticism b) Openness c) Optimism d) Conscientiousness

18. In this style, the leader focuses communication on both achieving goals and meeting subordinates’ socioemotional needs.a) Coaching b) Directing c) Supporting d) None of all

19. In the partnership phase of leadership making, when leaders and followers move beyond their own self-interests to accomplish the greater good of the team, they reflect.

a) Low-quality exchanges b) Group Interests c) Medium-quality exchangesd) High-quality exchanges

20. Social intelligence can be viewed as a set of mental abilities that help us perceive and understand emotion.a) True b) False

21. Charisma is ____________that few people have to do extraordinary things and be perceived as a leader.a) Reward power b) Legitimate power c) Personal powerd) Exceptional power

22. Organizing work, defining role responsibilities, and scheduling work activities were defined as.a) Consideration behaviors b) Group behaviors c) Initiating structure behaviorsd) Goal achievement behaviors

23. ______________leaders can be described as adaptable and strategic.a) Paternalistic b) Materialism c) Opportunistic d) a and b

24. Define the goal is a part of _____________________.a) Trait leadership b) Situation leadership c) LXM leadership d) Path goal leadership

25. People who scores high on LPC scale can be consider as task motivateda) True b) False