Test Item File

MGMT 5710: Managing and Leading People

PAGE Final exam MGMT 5710 Managing & Leading People

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THE UNIVERSITY OF NEW SOUTH WALES

Australian School of Business, School of Management

SEMESTER 1 2013

MGMT5710: Managing and Leading PeopleFinal Examination

INSTRUCTIONS

1 Writing time allowed: 90 minutes

2 No reading time

3 The exam paper is 10 pages (including this cover sheet).

4 This exam is worth 20% of your final mark.

5 The final exam consists of 35 multiple choice questions, and six open ended questions.

6 Total marks available: 100 credits. Each multiple choice question is worth 2 marks (for a total of 70), and each open ended question is worth 5 marks (for a total of 30).7 All answers must be written in ink on the exam paper.8 This is a closed-book examination.

9 Candidates may not bring calculators or notes into the examination room.

10 This paper MAY NOT be retained by students.

All the best and good luck!

MULTIPLE CHOICE QUESTIONS BOOK 1.What is the most common element in definitions of leadership?

A.leadership is a relationship based on authority

B.leadership is the ability to make good decisions

C.leadership is an attribution made by followers

D.leadership is a process of influencing other people 2. Leadership effectiveness is best assessed:

A.by evaluations from the leaders boss

B.by subordinate evaluations of the leader

C.by a variety of subjective and objective criteria

D.by objective indicators of group performance

3.Most leadership theories emphasize:

A.leader characteristics

B.follower characteristics

C.both leader and follower characteristics

D.characteristics of the leadership situation

4. Which type of managerial role usually requires the most time and attention?

A.entrepreneur

B.spokesperson

C.disturbance handler

D.negotiator

5.In comparison to low-level managers, most top executives:

A.are more focused on solving immediate problems

B.are more autocratic in their decision making

C.have a stronger concern about efficiency

D.have a longer time perspective

6.According to Blake and Mouton, effective leaders are most likely to have:

A.a high concern for the task and a moderate concern for relationships

B.a moderate concern for the task, and a high concern for relationships

C.a moderate concern for both the task and relationships

D.a high concern for both the task and relationships

7.Which of the following procedures gives a leader the most control over the final decision?

A.group decision made by a majority vote of members

B.delegation to the most qualified member of the group

C.consensus decision by all members of the group

D.consultation with some individuals in the group

8.In the Vroom-Yetton model of decision participation, the rules for identifying appropriate

decision procedures are designed to protect:

A.the leader's responsibility and authority

B.the rationality of the decision

C.the right of people to be consulted about decisions affecting them

D.the quality of the decision and subordinate acceptance of it

9.What is the best conclusion about the traits of managers?

A.a very intelligent leader will be effective in any situation

B.a leader who is weak on any key trait will not be effective

C.some traits improve the chance of being effective, but their relative importance

depends on the situation

D. the trait approach fails to provide useful insights about the reasons for effective

leadership

10.Effective managers are least likely to have which of the following traits?

A.emotional maturity

B.high need for affiliation

C.achievement orientation

D.internal locus of control orientation

11.A leader with a socialized power orientation is more likely to:

A.socialize with subordinates

B.ask subordinates to attend social events

C.clarify social objectives for subordinates

D. empower subordinates

12.According to Path-Goal Theory, directive leadership is most effective when:

A.the task is simple and repetitive

B.work roles are ambiguous

C.the task is tedious and stressful

D.work roles are independent

13. Which of the following was not identified as a weakness of most contingency theories of effective leadership?

A.over-emphasis on broad categories of leadership behaviour

B.inadequate explanation of causal relationships

C.failure to clearly distinguish moderators from mediators

D.over-emphasis on joint effects of situational variables

14.What kind of power depends on friendship and trust?

A.affiliation power

B.dyadic power

C.expert power

D.referent power

15. Use of legitimate power by leaders is most likely to result in which outcome?

A.resistance

B.compliance

C.commitment

D.confusion

16. Which statement about institutionalisation in organisations is most accurate?

A.it describes how subunits with unique expertise gain power in organisations

B.it facilitates an organisation's to adaptation to a changing environment

C.it describes how power is used to enhance or protect that power

D.it demonstrates why political tactics are unnecessary to maintain power

17.The research on LMX shows that effective leaders:

A.avoid exchange relationships with their subordinates

B.have high quality exchange relationships with a few subordinates

C.have an equal number of high and low exchange relationships

D.have high quality exchange relationships with most subordinates

18.Research on attributions shows that most people:

A.overestimate the effect leaders have on organisational performance

B.underestimate the effect leaders have on organisational performance

C.accurately assess a leaders impact on organisation performance

D.have no opinion about the effect of leaders on organisational performance

19.When is a leader most likely to be viewed as highly effective?

A.the leader makes major changes in strategy, and performance slowly improves

B.the leader makes major changes in strategy, and performance rapidly improves

C.the leader makes small changes in strategy, and performance slowly improves

D.the leader makes no changes in strategy, and performance remains high

20.Which of the following is a recommended guideline for correcting a subordinates

performance deficiencies?

A.explain that the subordinate needs to become more motivated to succeed

B.warn the subordinate not to be defensive when receiving negative feedback

C.threaten to fire the subordinate unless performance quickly improves

D.explain why the subordinates behaviour is causing problems for others

21.The greatest amount of shared leadership is likely to be found in:

A.a self-managed operational team

B.a quality circle

C.a cross-functional project team

D.a virtual team

22.What was found in research on the effectiveness of self-managed teams?

A.productivity and quality improved substantially

B.organisational commitment usually increased

C.turnover and absenteeism were usually lower

D.the results were not consistent across studies

23.Research finds that major changes in companies are usually initiated by:

A.a strong chief executive who has occupied the position for many years

B.an internal successor selected by the prior chief executive before retiring

C.an internal successor selected to replace the prior CEO who was forced out

D.an external successor brought in to replace a CEO who was forced out

24.According to Schein, organisation culture is best described as:

A.basic values and beliefs shared by members of the organisation

B.member perception in the primary mission of the organisation

C.the values and objectives espoused by the top executives

D.member commitment to the organisational objectives

25.How is a strong organisational culture related to the financial performance of an organisation?

A.performance is enhanced

B.performance is reduced

C.performance may be enhanced or reduced

D.there is little impact on performance

26.Charismatic leadership is best understood by examining:

A.leader characteristics, such as traits and behaviour

B.leader and subordinate characteristics

C.leader and situational characteristics

D.leader, subordinate, and situational characteristics

27.Which of the following is not a transformational behaviour according to Bass?

A.individualized consideration

B.intellectual stimulation

C.contingent reward behaviour

D.inspirational motivation

28.Unethical behaviour is less likely for a leader with:

A.a personalized power orientation

B.an internal locus of control orientation

C.low conscientiousness

D.high narcissism

29.Which condition is most likely to encourage ethical behaviour in organisations?

A.strong emphasis on individual productivity

B.cultural values for obedience to authority

C.intense competition for valued rewards

D.cultural values for individual responsibility

30.What is emphasized more in ethical leadership theories than in transformational leadership?

A. leader behaviours

B. leader values

C. leader skills

D. leader traits

31.Which description of cross-cultural research on leadership is most accurate?

A.new methods of cross-cultural research provide clear, consistent results

B.the research found that there is little similarity of leadership across cultures

C.methodological problems make the interpretation of results very difficult

D.the results show most leadership theories are equally valid across cultures

32.Which attribute was considered important for leaders in all of the cultures that were studied?

A.ambitiousness

B.humility

C.self-sacrifice

D.decisiveness

33. Training programs to enhance leadership skills:

A.are seldom used for effective managers

B.are used mostly for department supervisors

C.are used mostly for top executives in large organisations

D.are widely used for managers in organisations

34.Which approach for leadership development is used most often by organisations?

A.behaviour feedback workshops

B.formal training programs

C.formal mentoring programs

D.special assignments

35.Research on the way managers acquire leadership skills find that:

A.formal training is integrated effectively with developmental activities

B.classroom training results in more learning than special assignments

C.decisions about job assignments consider developmental objectives

D.learning from experience is an important source of leadership skills

EIGHT OPEN QUESTIONS LECTURES, TUTORIALS AND ARTICLES

1. In the first lecture a difference was made between being a manager and being a leader. Explain the following sentence: A manager can be a leader, but is not a leader by definition.

2. What are the three requirements before you can draw any causality conclusion between two events?3. In the third lecture, the topic was evidence-based decision making, and the term stereotype was discussed. What is meant by a stereotype? Give an example of a stereotype.

4. In week 4 we discussed the effectiveness of different leadership styles. Leadership has been studied within the army, the navy, the police and the fire brigade. What style of leadership (i.e., people-oriented, task-oriented) is most effective in each situation, and why is this the case? 5. In week 5, the concept of the romance of leadership was discussed. What is meant by this term? In which situations is the effect of romance of leadership strongest? 6. One of the employee outcomes discussed in class 8 is work engagement What is meant by the term work engagement? How is it related to performance?

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