Question 1

Compare and contrast the underlying assumptions of the Ohio State and University of Michigan studies.

Accepted Answer

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Question 2

The two dimensions of the Leadership Grid are:

Accepted Answer

The Leadership Grid is a model developed by Robert Blake and Jane Mouton in the 1960s that identifies two dimensions of leadership: concern for people and concern for production. Concern for people refers to leaders who prioritize the well-being and satisfaction of their team, while concern for production refers to leaders who prioritize the achievement of goals and outcomes. The model plots these two dimensions on a grid, creating five different leadership styles ranging from a low concern for people and production (impoverished management) to a high concern for both (team management). Therefore, choice B (concern for people and concern for production) is the correct answer. Choices A, C, and D are not relevant to the Leadership Grid model.

Question 3

Mobilization concerns:

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Question 4

Briefly describe what the term "Competency Models" refers to.

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Question 5

Briefly describe the Leadership Grid model.

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Question 6

Which of the following statements concerning 360-degree feedback systems is false?

Accepted Answer

Most 360-degree feedback systems are not designed to make comparisons between people; rather, they are intended to provide comprehensive feedback from multiple sources for personal development and self-awareness.

Question 7

Which of the following statements about 360-degree feedback systems is true?

Accepted Answer

It is recommended for 360-degree feedback systems to be built around an organization's competency model to ensure alignment with the organization's goals and values. It is not mandatory for all leaders to receive 360-degree feedback, and the results may not necessarily lead to behavioral change per se. While 360-degree feedback can provide valuable input for leadership development, it should not be the only source of feedback.

Question 8

Which if the following skills and behaviors do not involve interacting with others and are among the most difficult to change.

Accepted Answer

Intrapersonal skills and behaviors refer to an individual's ability to understand and regulate their own thoughts, emotions, and behaviors. These skills and behaviors do not necessarily require interacting with others and can be difficult to change because they are deeply ingrained within an individual's personality and psyche. Examples of intrapersonal skills include self-awareness, self-regulation, motivation, and resilience.

Question 9

Building social capital:

Accepted Answer

Building social capital refers to the development of relationships between individuals, which can lead to shared resources, trust, and support. This can be a powerful tool for individuals and communities as they work towards achieving specific outcomes. While social capital can help inform decisions or guide how something is done, its primary focus is on strengthening relationships and connections between people.

Question 10

Competencies concerned with analyzing issues, making decisions, financial savvy and strategic thinking constitute the:

Accepted Answer

The competencies concerned with analyzing issues, making decisions, financial savvy, and strategic thinking are directly related to business skills category. It involves understanding the different aspects of running a business and effectively applying that knowledge to make informed decisions.

Question 11

Behaviors concerned with motivating subordinates to accomplish the task at hand are called:

Accepted Answer

Goal emphasis behaviors are focused on motivating subordinates to accomplish the task at hand. These behaviors include setting clear goals and expectations, providing feedback on progress and performance, and highlighting the importance and relevance of the task. Interaction facilitation behaviors refer to encouraging communication and collaboration among team members, work facilitation behaviors involve providing resources and removing obstacles to help subordinates complete the task, and leader support behaviors involve providing emotional and social support to subordinates.

Question 12

What is community leadership? Give an example.

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Question 13

Work facilitation behaviors deal with:

Accepted Answer

Work facilitation behaviors involve leaders acquiring and allocating resources to enable their subordinates to effectively complete tasks. This can include providing necessary equipment, materials, and personnel to ensure successful project completion. Leaders who engage in work facilitation behaviors are focused on helping their team succeed by providing the resources and support they need to be successful. Motivating subordinates, showing concern for them, and minimizing conflicts are all important leadership behaviors, but they are not specifically related to work facilitation.

Question 14

In terms of the Leadership Grid, leaders scoring 1,9 denotes:

Accepted Answer

In the Leadership Grid, a 1,9 score indicates a leader with high concern for people and low concern for production, focusing on creating a supportive and friendly environment.

Question 15

Community leaders:

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Question 16

'Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level.' In terms of the Leadership Grid, what leadership orientation does this signify?

Accepted Answer

Balancing the necessity to get work done while maintaining morale at satisfactory levels indicates a middle-of-the-road management style, where the leader strikes a balance between production and people. This approach focuses on achieving moderate levels of results while maintaining a fair degree of employee satisfaction.

Question 17

In general, researchers have reported that subordinates are more satisfied when:

Accepted Answer

Subordinates tend to be more satisfied when leaders show consideration, as it involves showing concern and respect for their needs and feelings, leading to a more supportive and positive work environment.

Question 18

The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action is known as:

Accepted Answer

Framing is the leadership competency that involves helping a group or community recognize and define its opportunities and issues in ways that lead to effective action.

Question 19

Which of the following is not a source for 360-degree feedback?

Accepted Answer

Customers do not typically provide feedback for 360-degree assessments, as this type of feedback is typically focused on individuals' performance within an organization or team. Peers, direct reports, and self-assessments are all common sources for 360-degree feedback.

Question 20

Compare and contrast consideration and initiating structure.

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Quiz 7: Leadership Behavior