OBE102c - Mooc 3 Practice Quiz || with 100% Errorless Solutions.
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OBE102c - Mooc 3 Practice
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OBE102c - Mooc 3 Practice
D correct answers 1.How might we best define the practice of leadership?
A. A high-powered focus on the meta-narrative of organisation and business
B. A contemplative, largely solitary, process of strategic decision-making
C. Something very different to administration and management
D. Performi...
OBE102c - Mooc 3 Practice Quiz || with 100% Errorless
Solutions.
D correct answers 1.How might we best define the practice of leadership?
A. A high-powered focus on the meta-narrative of organisation and business
B. A contemplative, largely solitary, process of strategic decision-making
C. Something very different to administration and management
D. Performing a lot of fragmented and non-routine work at a heavy pace
A correct answers 2.The interpersonal roles of leadership are used to:
A. Accomplish objectives, perform rituals and interact with other teams
B. Innovate new products and take action during crisis
C. Authorise activities and handle negotiations
D. Gather, send and provide information
A correct answers 3.Which personality trait most correlates with leadership?
A. None do
B. Extraversion
C. Openness to Experience
D. Concientiousness
A correct answers 4.What are the four dimensions of Emotional Intelligence?
A. Self-awareness, social-awareness, self-managment, relationship management
B. Extraversion, openness to experience, agreeableness, conscientiousness
C. Assertiveness, desire to take charge, energetic determination, goal-driven hard-work
D. Controlling others, competitiveness, confrontational behaviour, seeking status
C correct answers 5.Which of these leadership styles shows a high concern for people?
A. Middle-of-the-road
B. Initiating structure
C. Country club
D. Laissez-faire
D correct answers 1.What is the main criticism of contingency leadership theories?
A. They try to force fit incompatible ideas together
B. They are outdated and old-fashioned
C. They rely on an overly subjective judgment on employee or follower behaviours
D. While they seem good in theory or in the lab, they are complex or unworkable in practice
B correct answers 2.A prescriptive leadership model:
A. Substitutes or neutralizes leadership through a set of specific situational characteristics
B. Tells the user exactly which style to use in a given situation.
C. Identifies contingency variables and leadership styles without specifying which style to use in
a given situation.
, D. Provides a sequential set of questions that are rules that help determine the best leadership
style for the situation
D correct answers 3.What is "power to"?
A. A traditional relationship in the sense that dominance and coercion are used time and again
before other alternatives are sought.
B. A relationship in which one person has power over another person
C. The practice of creating an alliance between those with apparent formal power, and those with
less or no formal power
D. The capacity, ability and willingness to act
A,C,D correct answers 4.Why is social-connectedness important to a leader?
A. Research suggests that highly connected people are also high performing people
B. It reduces the need for coercive power
C. It is the desired outcome of three core political behaviours: Networking, Reciprocity and
Coalition Building
D. A lack of social-connectedness correlates with poorer psychological wellbeing and cognitive
ability
B correct answers 5.What practices best define informal backstage leadership?
A. Loyalty, honesty, getting recognition for achievements
B. Thinking and acting differently from the norm, a breadth of social connections and
knowledge, collaborative generosity
C. Political awareness, power to, political savvy
D. Networking, reciprocity, coalition building
D correct answers 1.In the lecture on team leadership, the instructor identifies which of the
following as a key aspect of an industrial organisation?
A. Industrial organisations followed a participative decision making model where anyone could
play a leadership role
B. Employees with inherent leadership traits rise in the hierarchy to achieve leadership positions.
C. Industrial organisations helped workers develop into leaders through mentoring and training
D. There were rigid hierarchies of command and control power systems in industrial
organisations
C correct answers 2.What do organisations constantly identify as being the number one
communicative skill lacking in graduates?
A. Oral communication
B. Inability to deal with criticism
C. Listening
D. Writing
B correct answers 3.What assumption underpins Vertical-Dyad Theory and LMX?
A. It engenders discretionary behaviour and high levels of organisational citizenship.
B. That relationships between the leader and followers better predicts follower outcomes than
leadership traits of behaviours
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