The search for traits or characteristics that differentiate leaders from non-leaders.
>When asked, "what do you know about leadership?", most people cite a list of qualities they admire in leaders: intelligence, charisma, decisiveness, enthusiasm, strength, bravery, integrity, self-confidence, etc.
>If this concept were valid, all leaders would possess those unique/consistent characteristics, making it very easy to find leaders
in organizations.
>Despite their best efforts, finding a set of traits to differentiate a leader (person) from a non-leader hasn't happened, but they HAVE identified traits associated with the process of leadership (the process, not the person).
Early 1900s, researchers began studying leadership and focused on the:
-the person (leader trait theories)
-the behaviors: how the leader interacted with their group members (behavior theories)
>Research says that in some situations, any behaviors a leader exhibits are irrelevant.
>Which means, certain individual, job, and organizational variables can act as "substitutes for leadership," which negate the influence of the leader.
>For example, follower characteristics such as experience, training, professional orientation, or need for independence can neutralize the effect of leadership. These characteristics replace the employee's need for a
leader's support.
>Similarly, jobs that are unambiguous and routine, or that are intrinsically satisfying, may place fewer demands on the leadership variable.
>Such organizational characteristics as explicit goals, rigid rules and procedures, or cohesive work groups can substitute for formal leadership
MULTIPLE CHOICE QUESTIONSThis section contains ten (10) multiple choice questions. Place your answers in the script bookprovided. Each question is worth one (1) mark.1.Approaches to the study of leadership which emphasise the personality of the leader aretermed a) Contingency theoriesb) Trait theories c) Group theories d) Inspirational theories
2.When determining the most appropriate form of leadership, which of the following should be
5.All of the following are ways to develop your leadership potential except: a) Modelling effectiveleadership behaviourb) Acquiring very focused and narrow experience c) Practising a littleleadership d) Becoming self-aware
6. Effective horizontal communication in an organisation is necessary to: a) Update seniormanagers b) Develop organisational strategy c) Eliminate rumours transferred via thegrapevined) coordinate work efforts across different departments7. All of the following are examples of effective crisis management except:a) Giving reassurancethat things will soon be under control b) Giving out orders clearly so that everyone can hearthem c) Specifying alternative paths for getting out of a crisis d) Showing compassion forthose affected by a crisis8. What does the acronym SMART stand for? a) Suitable, measurable, actionable, rewarded andtimely b) Specific, measurable, actionable, resourced and timely c) Standardised,measurable, achievable, rewarded and timelyd) Specific, measurable, achievable, rewardedand timely9. Which of the following is not considered one of the recognised challenges faced by modernmanagers? a) Managing change b) Managing the learning organisationc) Micro-managingthe workforce d) Managing communications10. What is a social enterprise concerned with? a) Profit maximisation b) Maximising marketshare c) Providing public service d)Running a business to create social benefit
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Leadership Multiple Choice Questions
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