Mgt521 mgt/521 week 4 knowledge check (21/21)

MGT/521 – Week Four Quiz


1.      Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation?


A.        Cultural style

B.        Autocratic style

C.        Democratic style

D.        Laissez-faire style


2.      The ________ style of leadership describes a leader who tends to value employee participation, including in such areas as decision making and deciding on work methods and goals.


A.        Cultural

B.        Autocratic

C.        Democratic

D.        Laissez-faire


3.      Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit?


A.        Cultural style

B.        Autocratic style

C.        Democratic style

D.        Laissez-faire style


4.      The _________ model proposed that the results of the least-preferred coworker questionnaire could determine whether someone was relationship or task oriented, and these results would determine effectiveness of group performance.


A.        Fiedler contingency

B.        Situational leadership

C.        Leader participation

D.        Path-goal


5.      Which leadership model proposed that the final component in the model is the four stages of follower readiness, and different levels of follower readiness call for a different leader-follower relationship?


A.        Path-goal model

B.        The Fiedler model

C.        Charismatic-visionary leadership

D.        Situational leadership


6.      According to Hersey and Blanchard, a low task-high relationship situation calls for the _________ leadership style.


A.        Delegating

B.        Telling

C.        Participating

D.        Selling


7.      When Alan Jackman got promoted as the head of the sales team at Mac Software Inc., he chose three of his closest friends in the team to form the core sales group with him.  Which of the following predictions would be consistent with the leader-member exchange theory?


A.        Such an arrangement eventually becomes unstable

B.        Job satisfaction is more likely to be higher for the team members who are not a

            part of the core group

C.        Team members who are not a part of Alan’s core group are actually far more

            competent than his friends who form the core team.

D.        Alan’s core group will engage in more helping or citizenship behaviors at work


8.      Which of the following is an accurate statement about managers transferring into the role of effective team leaders?


A.        They will instinctively know how to effectively lead a team to success

B.        They will be able to apply command-and-control type functions that were used in

            the past

C.        They may try to retain too much control at a time when team members need more


D.        Team leadership will come naturally to them


9.      Rachel Keller’s colleagues and subordinates have a high regard for her.  They know that Rachel can help them meet their goals, and she is always willing to reward them when they do.  What her subordinates like best about Rachel is that they know she appreciates their work by the team lunches she often holds.  Which of the following best describes Rachel’s leadership style?


A.        Transactional

B.        Charismatic

C.        Trait

D.        Transformational


10.  Which of the following is the type of power a person has because of his or her level of authority in the business?


A.        Legitimate power

B.        Coercive power

C.        Reward power

D.        Expert power


11.  Sam Meyers manages a telemarketing call center.  He has 20 employees working for him who are displeased with the way he yells and threatens to terminate them for what they see as small issues.  Which kind of power is Sam using to get the job done?


A.        Legitimate power

B.        Coercive power

C.        Reward power

D.        Referent power


12.  Marsha Lewis is the manager at a fast-food establishment, managing a staff of 25 employees.  Many of her staff members are extremely impressed with how she handles her work, and they emulate Marsha’s behaviors and actions in working with others.  The team believes Marsha is fair and understanding, and she always promotes from within when employees have been performing well.  Which two sources of power does Marsha use in this example?


A.        Reward and referent power

B.        Referent and coercive power

C.        Expert and reward power

D.        Referent and expert power


13.  What performance measure considers the efficiency and effectiveness of employees?


A.        Employee productivity

B.        Organizational citizenship behavior

C.        Job satisfaction

D.        Turnover


14.  What aggregate measure allows managers to assess how happy an employee is with the many different factors at his or her job?


A.        Employee happiness

B.        Workplace misbehavior

C.        Employee productivity

D.        Job satisfaction

15.  When an employee volunteers to run a canned food drive, this is an example of


A.        Employee productivity

B.        Organizational citizenship behavior

C.        Employee happiness

D.        Job satisfaction


16.  In the Big Five Model of personality, an employee who is good-natured and highly cooperative, would be referred to as scoring high in the trait of _________.


A.        Extraversion

B.        Agreeableness

C.        Conscientiousness

D.        Emotional stability


17.  In the Big Five Model of personality, conscientiousness refers to ___________.


A.        The degree to which someone is calm, enthusiastic, and secure (positive) or tense,

            nervous, depressed, and insecure (negative)

B.        The degree to which someone is sociable, talkative, assertive, and comfortable in

            relationships with others

C.        The degree to which someone is reliable, responsible, and dependable

D.        The degree of influence the individual believes he or she has over certain factors


18.  Susan is often described as being fascinated by many things, including outdoor activities, inventive art exhibits, and books by up-and-coming authors.  According to the Big Five Model of personality, Susan would be described as ___________.


A.        Conscientious

B.        Extraverted

C.        Emotionally stable

D.        Open to experience


19.  __________ theory gauges whether a person’s behavior shows distinctiveness, consensus, and consistency.


A.        Perception

B.        Behavior

C.        Attribution

D.        Social contrast

20.  Garth manages a team of 5 salespeople.  One of the salespeople, Robert, has been late to work for the past few days.  If Garth attributes Robert’s tardiness to a lack of caring about his job versus Robert having to drop his wife at work, Garth is using the ___________.


A.        Fundamental attribution error

B.        Self-serving bias

C.        Assumption of similarity

D.        Halo effect


21.  At work today, Tanya received the good news that the team she was part of secured a winning bid for her company to serve as the architect partner for a new shopping mall.  Tanya also received the bad news that the transmission on her car must be replaced.  Tanya credits the good news to her ability to complete work on time and the bad news to the poor craftsmanship of her car.  Tanya is exhibiting a(n) _________________.


A.        Assumed similarity

B.        Stereotyping

C.        Fundamental attribution error

D.        Self-serving bias

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