Ols 284 Exam 1 Practice

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  • 1/37 Questions

    What techniques are not good examples of impression management by followers?

    • Waiting to be told what to do
    • Taking initiative
    • Asking for honest feedback
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About This Quiz

This is a practice exam for OLS 284. It is to help me study.

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  • 2. 

    What is the best way to deal with a subordinate's performance deficiencies?

    • Criticize poor performance

    • Discuss poor performance with them

    • Make the subordinate an in

    Correct Answer
    A. Discuss poor performance with them
    Explanation
    The best way to deal with a subordinate's performance deficiencies is to discuss poor performance with them. Criticizing poor performance may demotivate the subordinate and create a negative work environment. On the other hand, discussing the issues with the subordinate allows for open communication and understanding of the reasons behind the poor performance. This approach promotes growth and development, as it provides an opportunity to address any underlying problems and work together towards improvement. Making the subordinate an outcast is not a productive solution and may further worsen their performance.

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  • 3. 

    A very narcissistic leader is most likely to:

    • Put their ego first

    • Put employees first and Empower them

    • Put your own ego and status before employees

    Correct Answer
    A. Put their ego first
    Explanation
    A very narcissistic leader is most likely to put their ego first. This means that they prioritize their own needs, desires, and self-importance above anything else, including the well-being and empowerment of their employees. Narcissistic leaders often seek validation and admiration, and they may disregard the needs and contributions of others in order to maintain their own inflated sense of self. This behavior can lead to a toxic work environment and hinder the growth and development of the team.

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  • 4. 

    What are recommended as guidelines for psychological empowerment

    • Empowerment leads to growth of individual

    • Empowerment leads to success in goals

    • Empowerment leads to dissatisfaction

    Correct Answer
    A. Empowerment leads to growth of individual
    Explanation
    Psychological empowerment refers to the process of increasing an individual's sense of control, competence, and influence over their own life and work. When individuals feel empowered, they are more likely to experience personal growth and development. This can be attributed to the fact that empowerment provides individuals with the necessary resources, support, and opportunities to take charge of their own lives and make decisions that align with their goals and values. By having a sense of control and influence, individuals are able to explore their potential, learn new skills, and achieve personal growth.

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  • 5. 

    A leader with socialized power motive is more likely to:

    • Put their ego first

    • Put employees first and empower them

    • Put your own ego and status before employees

    Correct Answer
    A. Put employees first and empower them
    Explanation
    A leader with a socialized power motive is more likely to put employees first and empower them. This means that they prioritize the well-being and growth of their team members and actively work towards empowering them to reach their full potential. They understand the importance of creating a supportive and inclusive work environment where everyone feels valued and motivated. By empowering their employees, they not only foster a positive and productive work culture but also enhance the overall performance and success of the team.

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  • 6. 

    According to Mintzberg, which type of role is likely to get the highest priority?

    • Disturbance Handler

    • Leader Role

    • Follower Role

    • Personal Role

    Correct Answer
    A. Disturbance Handler
    Explanation
    According to Mintzberg, the disturbance handler role is likely to get the highest priority. This role involves dealing with unexpected events or crises that may disrupt the organization's operations. As a disturbance handler, one is responsible for making quick decisions, resolving conflicts, and taking necessary actions to restore stability. This role is crucial in managing and mitigating potential risks and ensuring the smooth functioning of the organization.

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  • 7. 

    According to the Vroom and Yetton Model of leadership, the leader should not use group decision-making when:

    • Goals are inconsistant with leader and follower

    • Depending on the follower to make the decision

    • When unloading work to others

    Correct Answer
    A. Goals are inconsistant with leader and follower
    Explanation
    According to the Vroom and Yetton Model of leadership, group decision-making should not be used when the goals are inconsistent with the leader and the followers. This means that if the leader and the followers have different objectives or if their goals do not align, it would be ineffective to involve the group in decision-making. In such cases, it would be more appropriate for the leader to make the decision on their own or seek input from a smaller, more aligned group.

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  • 8. 

    The status and influence accorded an emergent leader depends primarily on

    • Expressionism

    • Social exchange that takes place

    • Regulations

    • Provide more interestin and challenging tasks

    Correct Answer
    A. Social exchange that takes place
    Explanation
    The status and influence accorded an emergent leader depends primarily on social exchange that takes place. This means that the leader's position and influence are determined by the interactions and relationships they have with others in the group. The leader's ability to exchange resources, such as information, support, and rewards, with their followers plays a crucial role in establishing their status and influence within the group. By engaging in positive social exchanges, the emergent leader can gain the trust, respect, and loyalty of their followers, ultimately enhancing their status and influence.

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  • 9. 

    What is the most common element in definitions of leadership?

    • Dyadic

    • Globalization

    • Influence

    • Change

    Correct Answer
    A. Influence
    Explanation
    The most common element in definitions of leadership is influence. Leadership is often described as the ability to influence and motivate others towards a common goal. Effective leaders are able to inspire and guide others through their influence, persuasion, and ability to create positive change. Influence is a key aspect of leadership as it involves shaping the thoughts, attitudes, and behaviors of others in order to achieve desired outcomes.

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  • 10. 

    The status and influence accorded an emergent leader depends primarily on:

    • Social exhange that takes place

    • Feedback between supervisor and employee

    • Empowerment

    Correct Answer
    A. Social exhange that takes place
    Explanation
    The status and influence of an emergent leader primarily depend on the social exchange that takes place. This refers to the interactions, relationships, and exchanges of resources between the leader and their followers. The leader's status and influence are established through their ability to build positive relationships, offer support and resources, and effectively communicate and collaborate with their team members. Through social exchange, the leader gains the trust, respect, and support of their followers, which in turn enhances their status and influence within the group.

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  • 11. 

    When there is a high LMX relationship, the leader is more likely to:

    • Provide more interesting and challenging tasks

    • Provide helpful feedback

    • Provide professional relationship

    • Blame costs on skills and abillities

    Correct Answer
    A. Provide more interesting and challenging tasks
    Explanation
    When there is a high LMX (Leader-Member Exchange) relationship, it means that there is a strong bond and trust between the leader and the followers. In such a scenario, the leader is more likely to provide more interesting and challenging tasks to the followers. This is because the leader believes in their capabilities and wants to provide them with opportunities to grow and develop their skills. By assigning tasks that are both interesting and challenging, the leader can keep the followers engaged and motivated, leading to higher job satisfaction and performance.

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  • 12. 

    Fleishman and Harris found that grievances and turnover were lowest when:

    • High Consideration and High Structure

    • High Consideration and Low Structure

    • Low Consideration and High Structure

    • Low Consideration and Low Structure

    Correct Answer
    A. High Consideration and Low Structure
    Explanation
    Fleishman and Harris found that grievances and turnover were lowest when there was high consideration and low structure. This suggests that when there is a high level of consideration, meaning that employees feel valued and their needs are taken into account, combined with low structure, meaning that there is flexibility and autonomy in the work environment, employees are less likely to have grievances and turnover. This may be because they feel empowered and have a sense of ownership over their work, leading to higher job satisfaction and commitment.

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  • 13. 

    Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates?

    • Expert Power only

    • Internalization only

    • Reverent Power only

    • Expert and Reverent Power

    • Internalization and Reverent Power

    Correct Answer
    A. Expert and Reverent Power
    Explanation
    Expert power refers to the influence a leader has due to their knowledge, skills, and expertise in a particular area. This power is derived from the followers' belief that the leader possesses superior knowledge and competence. Reverent power, on the other hand, is based on the followers' admiration and respect for the leader. They are motivated to follow the leader because they trust and value their qualities and characteristics. Both expert power and reverent power have been found to be strongly related to leader effectiveness in motivating subordinates. This suggests that leaders who possess both expertise and the admiration of their followers are more likely to be effective in motivating and influencing their subordinates.

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  • 14. 

    What is an example of "Initiating Structure" as defined in the Ohio State Studies?

    • Maintaining standards of performance

    • Assiging favorable tasks to employees

    • Criticizing good performance

    • Empowering Employees

    Correct Answer
    A. Maintaining standards of performance
    Explanation
    Maintaining standards of performance is an example of "Initiating Structure" as defined in the Ohio State Studies. This refers to a leadership behavior that focuses on organizing and defining the roles and tasks of employees, setting clear expectations, and establishing standards of performance. By maintaining standards of performance, leaders provide structure and guidance to their employees, ensuring that everyone understands what is expected of them and how their performance will be evaluated. This helps create a more organized and efficient work environment.

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  • 15. 

    What is the most likely benefit from using participation in decision making?

    • Satisfaction of employee

    • High structure

    • Acceptance and satisfaction of employee

    • Dissatisfaction of employee

    Correct Answer
    A. Acceptance and satisfaction of employee
    Explanation
    Participation in decision making can lead to acceptance and satisfaction among employees. When employees are involved in the decision-making process, they feel valued and their opinions are considered, which increases their sense of ownership and commitment towards the organization. This can result in higher job satisfaction, as employees feel more engaged and empowered. Additionally, when employees have a say in decision making, they are more likely to accept and support the outcomes, leading to better acceptance of organizational changes and decisions.

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  • 16. 

    According to LMX theory, effective leaders try to accomplish:

    • Identify adverse impact of behavior

    • Identify problems in the organization

    • Identify individuals who will bring forth unique skills and improve results

    Correct Answer
    A. Identify individuals who will bring forth unique skills and improve results
    Explanation
    According to LMX theory, effective leaders strive to identify individuals who possess unique skills and have the potential to improve results. This theory emphasizes the importance of forming high-quality relationships between leaders and their followers, where leaders provide more support, resources, and opportunities to those individuals who are considered in the "in-group". By identifying these individuals, leaders can leverage their skills and abilities to enhance team performance and achieve organizational goals.

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  • 17. 

    What level of psychological commitment does legitimate power typically produce?

    • Compliance

    • Coalition

    • Knowledge

    • Rational Persuasion

    Correct Answer
    A. Compliance
    Explanation
    Legitimate power typically produces compliance. This means that individuals are more likely to follow the instructions or requests of someone who holds legitimate power, such as a manager or supervisor. Legitimate power is based on the individual's position or role within an organization, and it is the authority that comes with this position that often leads to compliance from subordinates. Compliance can be seen as a lower level of psychological commitment compared to other forms of power, as it is based more on following orders rather than personal belief or conviction.

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  • 18. 

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

    • Demonstrate concern for tasks and relationships only

    • Demonstrate concern for tasks only

    • Demonstrate concern for relationships only

    • Demonstrate concern for tasks and relationships and performance

    Correct Answer
    A. Demonstrate concern for tasks and relationships only
    Explanation
    According to Blake and Mouton's leadership grid, effective leaders are those who demonstrate concern for both tasks and relationships. This means that they prioritize achieving goals and completing tasks, while also fostering positive relationships and communication within the team. By balancing these two aspects, leaders can create a productive and supportive work environment, leading to higher performance and success.

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  • 19. 

    What kind of power is dependent upon friendship and trust?

    • Expert Power

    • Rational Persuation

    • Reverent Power

    • Personal Power

    Correct Answer
    A. Reverent Power
    Explanation
    Reverent power is a type of power that is dependent upon friendship and trust. This power is derived from the respect and admiration that others have for an individual. It is based on the belief that the person in power has valuable knowledge, skills, or qualities that others admire and want to emulate. This power is often associated with leaders who inspire and motivate others through their personal qualities and values, rather than through their formal authority or position.

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  • 20. 

    According to the Vroom and Yetton model of leadership, the leader should not use autocratic decision-making when:

    • When goals are inconsistant with leader and follower

    • When depending on follower to make a decision

    • When unloading work to others

    Correct Answer
    A. When depending on follower to make a decision
    Explanation
    According to the Vroom and Yetton model of leadership, the leader should not use autocratic decision-making when depending on the follower to make a decision. This is because autocratic decision-making involves the leader making decisions without consulting or involving the followers. However, in situations where the leader is depending on the follower to make a decision, it is important to involve them in the decision-making process and consider their input. This promotes a sense of ownership and commitment from the follower and increases the likelihood of successful implementation of the decision.

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  • 21. 

    Which tactic is used more often to influence superiors than to influence subordinates?

    • Coalition

    • Compliance

    • Knowledge

    • Rational Persuasion

    Correct Answer
    A. Coalition
    Explanation
    Coalition is a tactic that is commonly used to influence superiors rather than subordinates. This is because forming alliances and gaining support from others within the organization can carry more weight and influence when trying to persuade or influence those in higher positions of authority. By building a coalition of individuals who share similar goals or interests, one can increase their chances of successfully influencing superiors and achieving their desired outcomes. On the other hand, compliance, knowledge, and rational persuasion tactics may be more effective when trying to influence subordinates.

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  • 22. 

    What are the defining elements of psychological empowerment according to Spreitzer?

    • Decision Making, Exchanging Info, Influencing, Developing relationships

    • Managing, Self Determination, Self Efficacy, Impact

    • Exemplification, IIngratiation, Self Promotion, Intimidation

    Correct Answer
    A. Managing, Self Determination, Self Efficacy, Impact
    Explanation
    The defining elements of psychological empowerment according to Spreitzer are managing, self-determination, self-efficacy, and impact. These elements refer to an individual's ability to effectively manage their tasks and responsibilities, have a sense of autonomy and control over their work, believe in their own capabilities and competence, and perceive that their work has a meaningful impact and contributes to larger goals. These elements are crucial for individuals to feel empowered and motivated in their work.

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  • 23. 

    A theory that emphasizes leader traits and skills as determinants of leadership behavior is best categorized at what level

    • Dyadic

    • Individual level

    • Personal level

    • Group influence

    Correct Answer
    A. Individual level
    Explanation
    The theory that emphasizes leader traits and skills as determinants of leadership behavior is best categorized at the individual level because it focuses on the characteristics and abilities of the leader themselves. This theory suggests that certain traits and skills possessed by an individual contribute to their effectiveness as a leader. It does not consider the influence of group dynamics or external factors, but rather focuses on the leader's personal attributes and behaviors.

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  • 24. 

    Consideration by a leader is most likely to result in:

    • Satisfaction of employee

    • High structure

    • Acceptance and satisfaction of Employee

    • Dissatisfaction of employee

    Correct Answer
    A. Satisfaction of employee
    Explanation
    When a leader considers the needs and opinions of their employees, it creates a positive work environment where employees feel valued and appreciated. This, in turn, leads to increased job satisfaction among employees. When employees are satisfied, they are more likely to be motivated, engaged, and productive in their work. Therefore, consideration by a leader is most likely to result in the satisfaction of employees.

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  • 25. 

    Which of the following is least likely to be an outcome of leader supporting behavior?

    • Increase stress

    • Better time management

    • Employee supervisor relationship is increased

    • Employee works harder

    Correct Answer
    A. Better time management
    Explanation
    Leader supporting behavior is likely to have positive outcomes, such as improving employee morale, job satisfaction, and productivity. Better time management is not directly related to leader support, as it is a skill that individuals can develop on their own. While a supportive leader may indirectly contribute to better time management by providing guidance and resources, it is not the primary outcome of leader support. Therefore, better time management is least likely to be an outcome of leader supporting behavior.

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  • 26. 

    What is the least important reason for delegating to subordinates?

    • When Goals are inconsistant with leader and follower

    • When depending on follower to make a decision

    • When unloading work to others

    Correct Answer
    A. When unloading work to others
    Explanation
    Delegating work to others is an important aspect of leadership as it allows leaders to focus on more strategic tasks and empowers subordinates to develop their skills and take ownership of their work. However, when it comes to the least important reason for delegating, unloading work to others can be considered less significant. While it may provide temporary relief for the leader, it does not contribute to the growth and development of subordinates or promote effective teamwork. Inconsistent goals and depending solely on followers to make decisions are more critical factors to consider when delegating tasks.

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  • 27. 

    Which influence tactic is used most frequently in organizations?

    • Compliance

    • Coalition

    • Knowledge

    • Rational Persuation

    Correct Answer
    A. Rational Persuation
    Explanation
    Rational persuasion is the most frequently used influence tactic in organizations. This tactic involves using logical arguments and factual evidence to convince others to adopt a certain viewpoint or take a specific action. It is a common approach because it appeals to people's rationality and can be effective in persuading others to agree or comply with a request. By presenting a logical case and providing evidence to support it, individuals can influence others to align with their ideas or goals.

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  • 28. 

    A leader with a personalized power motive is more likely to:

    • Put their ego first

    • Put employees first and empower them

    • Put your own ego and status before employees

    Correct Answer
    A. Put your own ego and status before employees
    Explanation
    A leader with a personalized power motive is more likely to put their own ego and status before employees. This means that they prioritize their own needs and desires over the well-being and empowerment of their employees. They may seek personal recognition and control, rather than focusing on creating a supportive and empowering work environment for their team. This type of leader may prioritize their own success and status, even at the expense of their employees' growth and development.

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  • 29. 

    What are the impression management tactics?

    • Decision Making, Exhanging Info, Influencing, Developing Relationships

    • Managing, Self Efficacy, Self Determination, Impact

    • Exemplification, Ingratiation, Self Promotion, Intimidation

    • Expression, Thinking, Knowledge, Regulation

    Correct Answer
    A. Exemplification, Ingratiation, Self Promotion, Intimidation
    Explanation
    Exemplification, ingratiation, self-promotion, and intimidation are all impression management tactics. Exemplification involves presenting oneself as a role model or exemplar of certain values or behaviors. Ingratiation refers to using flattery or charm to gain favor or approval from others. Self-promotion involves highlighting one's accomplishments or positive attributes to create a favorable impression. Intimidation involves using fear or aggression to assert dominance or control over others. These tactics are commonly used in social interactions to shape how others perceive and evaluate us.

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  • 30. 

    What level of leadership processes is emphasized in most theories of effective leadership?

    • Influence

    • Individual Level

    • Expressionism

    • Dyadic

    Correct Answer
    A. Dyadic
    Explanation
    Most theories of effective leadership emphasize the dyadic level of leadership processes. This level focuses on the relationship between the leader and the individual followers. It emphasizes the importance of effective communication, trust, and mutual influence between the leader and their followers. The dyadic level recognizes that leadership is a two-way process, where both the leader and the follower play a crucial role in achieving organizational goals. This level of leadership processes is considered essential for building strong and productive relationships between leaders and their followers.

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  • 31. 

    When is a special exchange relationship with some subordinates least likely to occur?

    • WHen the leader provides more interesting and challenging tasks

    • When the leader provides feedback

    • When the leader is seen as an in

    • When the leader is seen as an out

    Correct Answer
    A. When the leader is seen as an out
    Explanation
    When the leader is seen as an out, a special exchange relationship with some subordinates is least likely to occur. This is because when the leader is perceived as an outsider or someone who is not part of the group, subordinates may be less inclined to form a close and trusting relationship with them. In such cases, subordinates may be less likely to seek out the leader's guidance or actively engage in a mutually beneficial exchange of ideas and support.

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  • 32. 

    What are the dimensions of emotional intelligence?

    • Decision Making, Exhanging Info, Influencing, Developing Relationships

    • Managing, Self Efficacy, Self Determination, Impact

    • Exemplification, Ingratiation, Self Promotion, Intimidation

    • Expression, Thinking, Knowledge, Regulation

    Correct Answer
    A. Expression, Thinking, Knowledge, Regulation
    Explanation
    The dimensions of emotional intelligence are expression, thinking, knowledge, and regulation. These dimensions refer to different aspects of emotional intelligence. Expression involves being able to effectively communicate and express emotions. Thinking involves understanding and analyzing emotions, as well as using emotions to enhance thinking processes. Knowledge refers to having a deep understanding of emotions and being able to recognize and label them accurately. Regulation involves managing and controlling emotions, as well as being able to adapt and respond to different emotional situations.

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  • 33. 

    Which are the four general processes in managerial work?

    • Influencing, Exchaning info, Decision Sharing, Developing Relationships

    • Self Efficacy, Self Determination, Managing, Impact

    • Decision Making, Expressing, Internalizing, Conforming

    • Influencing, Exhanging Info, Decision Making, Developing Relationships

    Correct Answer
    A. Influencing, Exhanging Info, Decision Making, Developing Relationships
    Explanation
    The four general processes in managerial work are influencing, exchanging information, decision making, and developing relationships. Managers need to be able to influence others to achieve organizational goals, exchange information to ensure effective communication, make decisions to solve problems and allocate resources, and develop relationships with colleagues and stakeholders to build trust and collaboration. These processes are essential for effective managerial performance and achieving desired outcomes.

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  • 34. 

    Which influence process is most likely to result in continued commitment to a task objective regardless of the manager's subsequent actions?

    • Compliance

    • Rational Persuasion

    • Coalition

    • Internalization

    Correct Answer
    A. Internalization
    Explanation
    Internalization is the influence process that is most likely to result in continued commitment to a task objective regardless of the manager's subsequent actions. Internalization occurs when an individual adopts a belief or behavior because they personally value and believe in it. In this case, even if the manager's subsequent actions change, the individual's commitment to the task objective will remain strong because it has become an internalized belief or value for them. Compliance, rational persuasion, and coalition are all influence processes that may be effective in the short term, but they are less likely to result in sustained commitment over time.

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  • 35. 

    What is the most accurate conclusion about traits and success as a manager?

    • They put employees first and Empower them

    • They put their ego first

    • They are preconditions

    Correct Answer
    A. They are preconditions
    Explanation
    Traits such as putting employees first and empowering them are preconditions for success as a manager. This implies that in order to be a successful manager, it is important to prioritize the needs and development of employees, as well as provide them with the necessary tools and support to excel in their roles. This conclusion suggests that managers who prioritize their own ego or personal interests may not be as successful in leading and motivating their team.

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  • 36. 

    Which decision procedure combines participation with leader control over the final decision?

    • A1 (Autocratic)

    • A2 (Autocratic)

    • C1 (Consultation)

    • C2 (Consultation)

    • G2 (Group)

    Correct Answer
    A. G2 (Group)
    Explanation
    The decision procedure that combines participation with leader control over the final decision is G2 (Group). In this approach, the leader involves the group members in the decision-making process, allowing them to participate and provide input. However, the leader still maintains control over the final decision and has the authority to make the ultimate choice. This approach promotes collaboration and inclusivity while ensuring that the leader's expertise and judgment are taken into account.

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  • 37. 

    Effective leaders are likely to have which of the big five personality traits?

    • Decision Making, Exchanging Info, Influencing, Developing Relationships

    • MManaging, Self Efficacy, Self Determination, Impact

    • Exemplification, Ingratiation, Self Promotion, Intimidation

    • Expression, Thinking, Knowledge, Regulation

    • Extroversion, Concienciousness, Forward Thinking

    Correct Answer
    A. Extroversion, Concienciousness, Forward Thinking
    Explanation
    The correct answer is "Extroversion, Conscientiousness, Forward Thinking." These three traits are commonly associated with effective leadership. Extroversion refers to being outgoing, sociable, and assertive, which can help leaders communicate and connect with others. Conscientiousness involves being organized, responsible, and focused on achieving goals, which are important qualities for effective leadership. Forward thinking refers to the ability to anticipate and plan for the future, which is crucial for making strategic decisions and leading teams towards success.

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  • Current Version
  • Mar 21, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • Oct 07, 2010
    Quiz Created by
    Jdemaree
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