GMS 200 Study Guide - Human Resources, Fiedler Contingency Model, Transactional Leadership
DepartmentGlobal Management Studies
Course CodeGMS 200
Chapter 13: Leading 1
Multiple Choice Questions
156. Which of the following statements accurately characterize effective leaders in the contemporary
A. Leaders understand the diversity of people’s gifts, talents, and skills.
B. When leaders recognize the unique qualities of other people, they are less inclined to
believe that they as leaders know what is best.
C. Great leaders are able to bring out the best in other people.
D. A and C.
E. A, B, and C.
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2Schermerhorn & Wright: Management
THE NATURE OF LEADERSHIP (STUDY QUESTION 1)
157. __________ is the process of inspiring others to work hard to accomplish important tasks.
C. Culture building.
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158. Which of the following gives the BEST description of the management function called leading?
A. Determining what is to be achieved, setting goals, and identifying appropriate steps.
B. Monitoring performance, comparing results, and taking corrective action.
C. Defining tasks, assigning personnel, and supporting them with resources.
D. Setting goals, allocating resources, and giving corrective feedback.
E. Building commitment and enthusiasm for people to apply their talents to help accomplish
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159. Leading is related to the other management functions. Specifically, __________ sets the direction
and objectives; __________ brings the resources together to turn plans into action; __________
builds the commitments and enthusiasm needed for people to apply their talents fully to help
accomplish plans; and __________ makes sure things turn out right.
A. Planning … leading … organizing … controlling.
B. Leading … planning … organizing … controlling.
C. Planning … organizing … leading … controlling.
D. Organizing … planning … leading … controlling.
E. Leading … organizing … planning … controlling.
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160. Leadership challenges in the modern workplace include all of the following EXCEPT:
A. Shorter time frames for accomplishing things.
B. Expectations for success on the first attempt.
C. Complex, ambiguous, and multidimensional problems to be solved.
D. Maintenance of the status quo in a complex and dynamic business environment.
E. Necessity for taking a long-term view even while meeting short-term performance demands.
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Leadership and Vision
161. Vision, which is frequently associated with effective leadership, refers to __________.
A. The leader’s capacity to plan, organize, and control.
B. A future that one hopes to create or achieve in order to improve upon the present state of
C. The ability to spontaneously take charge in a group situation.
D. The leader’s capacity to influence superiors.
E. The knowledge of when to use position power and when not use it.
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Chapter 13: Leading 3
162. __________ describes a leader who brings to the situation a clear and compelling sense of the
future as well as an understanding of the actions needed to get there successfully.
A. Visionary leadership.
B. Participative leadership.
C. Consultative leadership.
D. Charismatic leadership.
E. Transformational leadership.
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163. The challenges of visionary leadership go substantially beyond __________.
A. Making long-term plans and drafting budgets better than anyone else.
B. Excelling at creating organizational structures and assigning people to jobs.
C. Ensuring that results compare favorably with original plans.
D. Alternatives A and B.
E. Alternatives A, B, and C.
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164. Which of the following is NOT a core principle that should be practiced by managers who want to
meet the challenges of visionary leadership?
A. Be a team player.
B. Be a pioneer.
C. Be a consistent role model of behaviour.
D. Be enthusiastic and inspire others to share a common vision.
E. Be first with ideas and right in all you do.
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165. The principles for meeting the challenges of visionary leadership include all of the following
A. Be a pioneer, encouraging innovation and supporting people who have ideas.
B. Inspire others through personal example to share in a common vision.
C. Be a team player and support the efforts and talents of others.
D. Keep emotion out of the workplace.
E. Provide a consistent model of how others can and should act.
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Power and Influence
166. The ability to get someone else to do something you want done or to make things happen the way
you want is called __________.
B. Political behaviour.
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