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Q1. Leadership is:  
  1. the ability to influence a group in goal achievement. 
  2. an inherited trait.
  3. not something that can be learned. 
  4. a trait held by all managers. 
Q2. Leadership research indicates that trait theories: 
  1. have not been adequately researched.
  2. account for the needs of followers.
  3. are the most popular leadership theories.
  4. fail to clarify the relative importance of various traits.
Q3. If trait theories of leadership are valid, then leaders are: 
 
  1. trained 
  2. born
  3. dominant
  4. powerless
Q4. If leadership behavioral theories are correct, then: 
  1. leadership trait theories are incorrect.
  2. leaders are born with leadership behaviors.
  3. leader behavior should be altered.
  4. leadership can be learned.
Q5. The conclusion arrived at by Michigan researchers strongly favored: 
  1. humanistic leaders.
  2. employee-oriented leaders.
  3. production-oriented leaders.
  4. technical-oriented leaders.
Q6. In the University of Michigan studies, low group productivity & lower job satisfaction were associated with: 
  1. production-oriented leaders.
  2. technical-oriented leaders.
  3. employee-oriented leaders. 
  4. humanistic leaders.
Q7. Which leadership style was favored by the University of Michigan researchers? 
  1. concern for production
  2. employee-oriented
  3. production-oriented
  4. initiating structure
Q8. Based on the findings of Blake & Mouton, managers perform best under the conditions of: 
  1. country club management.
  2. organization management.
  3. team management. 
  4. authority-obedience.
Q9. A ___________ leader concentrates on task efficiency but not on people concerns in Managerial Grid. 
  1. 9, 1.
  2. 1, 9
  3. 9, 9.
  4. 5, 5 
Q10.  Which one of the following is not a contingency theory? 
 
  1. autocratic-democratic continuum model
  2. path-goal model
  3. managerial grid model
  4. leader-participation model 
Q11. Three situational criteria identified in the Fiedler model are: 
  1. job requirements, position power, leadership ability
  2. charisma, influence, leader-member relations
  3. leader-member relations, task structure, & position power
  4. task structure, leadership ability, & group conflict
  5. social
Q12. Hersey & Blanchard's situational theory differs from other leadership theories, most clearly because it: 
  1. identifies specific leadership styles.
  2. focuses on the followers.
  3. makes leadership contingent on the situation.
  4. uses the leadership dimensions of task & relationship behaviors. 
Q13.  Which of the following styles offered by Hersey & Blanchard most approximates the 9,9 leader? 
  1. telling
  2. selling
  3. delegating
  4. participating 
Q14.  The leadership behaviors identified by the path-goal theory are: 
  1. participative leader, goal-oriented leader, supportive leader
  2. achievement-oriented leader, humanistic leader
  3. supportive leader, directive leader, participative leader, achievement- oriented leader
  4. participative leader, directive leader 
Q15. A situation where leadership may not be important is when: 
  1. there are explicit formalized procedures.
  2. employees are inexperienced.
  3. employees lack training.
  4. employees lack professionalism. 
Q16. The "task" dimension is same as: 
  1. initiating structure.
  2. directive leadership.
  3. production orientation.
  4. all of the above 
Q17. The "People" dimension is same as: 
  1. relationship-oriented.
  2. employee-oriented.
  3. consideration
  4. all of the above 
Q18. There are some situations when charismatic leadership would not be needed. Which of the following would be an example of such a situation? 
  1. A business is facing the introduction of a radically new product
  2. A business is facing a life-threatening crisis
  3. During a time of war
  4. All of the above would benefit from charismatic leadership 
Q19. Two types of leaders identified in charismatic leadership theory are: 
  1. transformational leaders & charismatic leaders.
  2. translational leaders & transcendent leaders.
  3. transactional leaders & transformational leaders.
  4. task-oriented leaders & employee-oriented leaders. 
Q20. The type of leader who inspires followers to transcend their own self-interest for the good of firm & who is capable of having a profound effect on followers is a: 
  1. transcendent leader.
  2. transformational leader.
  3. transactional leader.
  4. employee-oriented leader. 
Q21. National culture affects leadership style. We expect participation to be most effective in low-power-distance cultures e.g.: 
  1. Honduras
  2. Saudi Arabia
  3. Norway
  4. Iraq 
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