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5/15/2015 HRM BIT BANK
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"HUMAN RESOURCE MANAGEMENT"
"MULTIPLE CHOICE QUESTIONS"
HRM BITS ARE USEFUL TO EXCEL IN "IBPS BANK" EXAMS",PSU'S "AND OTHER
"COMPETITIVE EXAMS"
What Is Leadership?
1.         Leadership is:
            a.  the ability to influence a group in goal achievement.
            b.  an inherited trait.
            c.  not something that can be learned.
            d.  a trait held by all managers.
(a;)
2.         Leaders:
a.    establish direction by developing a vision of the future.
b.    align people by communicating their vision.
c.    c.. inspire people to overcome hurdles.
d.    all of the above
(d;)
3.         Good ____ brings about order and consistency by drawing up formal plans.
a.    leadership
b.    management
c.    vision
d.    inspiration
(b;)
4.         Which of the following statements is true?
a.    All leaders are managers.
b.    All managers are leaders.
c.    When an organization provides its managers with formal rights, that is assurance
that they will be able to lead effectively.
d.    Nonsanctioned leadership is not as important as formal influence.
(b;)
Trait Theories
5.         Which theory states that people are born with certain characteristics that predispose
them to being leaders?
            a.  trait theory
            b.  pathgoal theory
            c.  LPC

            d.  contingency theory
(a;)
6.         The search for personality, social, physical, or intellectual attributes that would
describe leaders and differentiate them from nonleaders goes back to the:
a.    1930s.
b.    1950s.
c.    1970s.
d.    1990s.
(a;)
7.         Which of the following is not a limitation of the trait approach?
a.    There are no universal traits that predict leadership in all situations.
b.    Traits predict behavior more in weak situations than in strong situations.
c.    The evidence is quite clear in separating cause from effect.
d.    Traits do a better job at predicting the appearance of leadership in distinguishing
between effective and ineffective leaders.
(c)
8.         There is fairly consistent evidence that leadership is related to all of the following
traitsexcept:
            a.  ambition and energy.
            b.  extroversion.
            c.  desire to lead.
            d.  intelligence.
(b; )
Behavioral Theories
9.         If trait theories of leadership are valid, then leaders are:
            a.  trained.
            b.  born.
            c.  dominant.
            d.  powerless.
(b; )
10.       If behavioral leadership theories are correct, then:
            a.  leadership trait theories are incorrect.
            b.  leaders are born with leadership behaviors.
            c.  leader behavior should be altered.
            d.  leadership can be learned.
(d; )

11.       If trait research had been successful, we would _______, whereas if behavioral studies
were correct, we would _____
            a.  teach people certain traits; teach people certain behaviors.
            b.  select the right person for the job; train leaders.
            c.  change jobs to suit people; change people to suit jobs.
            d.  only hire women; hire either men or women.
(b;)
12.       Which of the following is not a behavioral theory of leadership?
a.    Ohio State studies
b.    trait theory
c.    University of Michigan studies
d.    leadership grid
(b; )
13.       The two dimensions of leader behavior explained in the Ohio State studies are:
            a.  coercion and motivation.
            b.  motivation and charisma.
            c.  employeeoriented and productionoriented.
            d.  initiating structure and consideration.
(d; )
14.       According to the Ohio State studies, the extent to which a leader’s behavior is directed
toward getting the job done is called:
            a.  consideration.
            b.  initiating structure.
            c.  employeeoriented.
            d.  contingency theory.
(b;)
15.       According to the Ohio State studies, the extent to which a leader is likely to have job
relationships characterized by mutual trust and respect for his/her employees is:
            a.  consideration.
            b.  taskoriented.
            c.  initiating structure.
            d.  concern for production.
(a)
16.       A leader high in initiating structure would do which of the following?
            a.  Help subordinates with personal problems.
            b.  Have concern for subordinates’ status and satisfaction.
            c.  Treat all subordinates as equal.
            d.  Assign group members to particular tasks.
(d;)

17.       The two dimensions of leadership behavior identified in the University of Michigan
studies are:
            a.  consideration and influence.
            b.  employeeoriented and productionoriented.
            c.  initiating structure and consideration.
            d.  structured coercion and respect initiation.
(b; )
18.       The University of Michigan studies define a(n) _____ leader as one who takes personal
interest in the needs of his/her subordinates.
            a.  personal
            b.  country club
            c.  employeeoriented
            d.  humanistic
(c)
19.       If a leader’s main concern is accomplishing his/her group’s tasks, the University of
Michigan studies label this leader:
            a.  singleminded.
            b.  employeeoriented.
            c.  goaloriented.
            d.  productionoriented.
(d; )
20.       The conclusion arrived at by the University of Michigan researchers strongly favored:
            a.  humanistic leaders.
            b.  employeeoriented leaders.
            c.  productionoriented leaders.
            d.  technicaloriented leaders.
(b; )
21.       Blake and Mouton were responsible for development of the:
            a.  Delphi Technique.
            b.  Managerial Grid.
            c.  BCG Matrix.
            d.  Leadermember Exchange Theory.
(b; )
22.       According to the Managerial Grid, managers perform best under a:
            a.  9,9 style.
            b.  5,5 style.
            c.  9,1 style.

            d.  1,9 style.
(a; )
23.       According to Blake and Mouton, a 9,1 style is considered:
            a. effective management.
            b. laissezfaire.
            c. authority.
            d. country club management.
(c; )
24.   The graphic portrayal of a twodimensional view of leadership style by Blake and
Mouton is known as the:
            a.  least preferred coworker scale.
            b.  leaderparticipation model.
            c.  autocraticdemocratic continuum.
            d.  Managerial Grid.
(d; )
25. Researchers in Finland and Sweden have reassessed whether there are only two
dimensions to leadership behavior. Their premise is that effective leaders would
exhibit:
            a.  developmentoriented behavior.
            b.  a 9,9 style.
            c.  a team approach.
            d.  employeeoriented behavior.
(a; )
26.       The Scandinavian studies found:
a. the previous behavioral approaches that focused in on only two behaviors
appropriately captured leadership in the 21st century.
b. leaders who demonstrate developmentoriented behavior have more satisfied
employees.
c.    leaders who demonstrate developmentoriented behavior are seen as less competent
by their employees.
d.    trait approaches were effective in identifying leadership success.
(b; )
Contingency Theories
27.       Consideration of ____ was missing from the behavioral theories.
a.    traits
b.    situational factors

c.    employee satisfaction
d.    employee turnover
(b; )
28.       Which of the following is not a contingency theory?
a.    the Fiedler model
b.    Blake and Mouton
c.    Hersey and Blanchard
d.    leadermember exchange theory
(b; )
29.       A national 15year study of 41,000 managers suggested that many managers rely on
a(n) ____ style of leadership.
a.    inclusive
b.    consensusbuilding
c.    autocratic
d.    laissezfaire
(c; )
30.       Who developed the LPC (least preferred coworker) questionnaire?
            a.  Greenleaf
            b.  Fiedler
            c.  House
            d.  Blake and Mouton
(b; )
31.       The first comprehensive contingency model for leadership was developed by:
            a.  Hersey and Blanchard.
            b.  Blake and Mouton.
            c.  Fred Fiedler.
            d.  Robert House.
(c; )
32.       Fiedler’s contingency model assumes that an individual’s leadership style is:
            a.  changeable.
            b.  trained.
            c.  situational.
            d.  fixed.
(d; )
33. If the least preferred coworker is described in relatively positive terms, then the
respondent is:
            a.  relationshiporiented.
            b.  taskoriented.
            c.  humanistic.
            d.  technicaloriented.
(a; )

34.       If the least preferred coworker is seen in relatively unfavorable terms, Fiedler would
label the respondent:
            a.  technicaloriented.
            b.  taskoriented.
            c.  relationshiporiented.
            d.  humanistic.
(b; )
35. “Leaders are inflexible in their ability to change their basic style” would
be mostattributable to:
            a.  Blake and Mouton.
            b.  Fiedler.
            c.  Hersey and Blanchard.
            d.  Vroom and Yetton.
(b; )
36.       Three situational criteria identified in the Fiedler model are:
            a.  job requirements, position power, and leadership ability.
            b.  charisma, influence, and leadermember relations.
            c.  leadermember relations, task structure, and position power.
            d.  task structure, leadership ability, and group conflict.
(c; )
37.       Which of the following is not a contingency dimension identified by Fiedler?
            a. leadermember relations
            b. the LPC scale
            c. task structure
            d. position power
(b; )
38.       Fiedler labels the degree of confidence, trust, and respect subordinates have in their
leader as:
            a.  leadermember relations.
            b.  task structure.
            c.  position power.
            d.  employeeoriented.
(a;)
39.       The degree to which job assignments are procedurized is classified in the Fiedler model
as:
            a.  leadermember relations.
            b.  concern for people.
            c.  task structure.
            d.  position power.
(c; )

40.       Which model represents the theory that effective leadership depends upon a proper
match between a leader’s style of interacting with subordinates and the degree to
which the situation gives control and influence to the leader?
            a.  Leadermember Exchange Theory
            b.  Fiedler Contingency Model
            c.  Hersey and Blanchard’s Situational Theory
            d.  Situational Leadership Theory
(b;)
41. Fiedler’s theory predicts that an individual who is considered task oriented will
be mosteffective when the situation is:
            a.  moderately to highly favorable.
            b.  moderately favorable.
            c.  moderately to highly unfavorable.
            d.  very favorable or unfavorable.
(d;)
42.       The reconceptualization of Fieldler’s contingency model is called:
            a.  situational theory.
            b.  cognitive resource theory.
            c.  evaluative theory.
            d.  leadership cognitive theory.
(b;)
43.       According to Fiedler’s contingency theory, if there is not a match of leadership style to
the group situation, what should be done?
a.    Replace the manager.
b.    Change the situation to fit the leader.
c.    either a or b
d.    none of the above
(c;)
44.       Garcia and Fiedler focused on the role of ____ in the cognitive resource theory.
a.    stress
b.    task structure
c.    position power
d.    conflict
(a; )
45.       All of the following are predictions of the cognitive resource theory except:
            a.  the intellectual abilities of leaders correlate with group performance in situations
that the leader perceives as low stress.
            b.  in nonstressful situations, there is a positive relationship between job experience
and performance.

c. in highstress situations, there is a positive relationship between job experience and
performance.
d. directive behavior results in good performance only if linked with high intelligence
in a supportive, nonstressful leadership environment.
(b; )

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