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5/15/2015 HRMBITBANK
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"HUMANRESOURCEMANAGEMENT"
"MULTIPLECHOICEQUESTIONS"
HRMBITSAREUSEFULTOEXCELIN"IBPSBANK"EXAMS",PSU'S"ANDOTHER
"COMPETITIVEEXAMS"
WhatIsLeadership?
1.Leadershipis:
a.theabilitytoinfluenceagroupingoalachievement.
b.aninheritedtrait.
c.notsomethingthatcanbelearned.
d.atraitheldbyallmanagers.
(a;)
2.Leaders:
a.establishdirectionbydevelopingavisionofthefuture.
b.alignpeoplebycommunicatingtheirvision.
c.c..inspirepeopletoovercomehurdles.
d.alloftheabove
(d;)
3.Good____bringsaboutorderandconsistencybydrawingupformalplans.
a.leadership
b.management
c.vision
d.inspiration
(b;)
4.Whichofthefollowingstatementsistrue?
a.Allleadersaremanagers.
b.Allmanagersareleaders.
c.Whenanorganizationprovidesitsmanagerswithformalrights,thatisassurance
thattheywillbeabletoleadeffectively.
d.Nonsanctionedleadershipisnotasimportantasformalinfluence.
(b;)
TraitTheories
5.Whichtheorystatesthatpeoplearebornwithcertaincharacteristicsthatpredispose
themtobeingleaders?
a.traittheory
b.path­goaltheory
c.LPC
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d.contingencytheory
(a;)
6.Thesearchforpersonality,social,physical,orintellectualattributesthatwould
describeleadersanddifferentiatethemfromnonleadersgoesbacktothe:
a.1930s.
b.1950s.
c.1970s.
d.1990s.
(a;)
7.Whichofthefollowingisnotalimitationofthetraitapproach?
a.Therearenouniversaltraitsthatpredictleadershipinallsituations.
b.Traitspredictbehaviormoreinweaksituationsthaninstrongsituations.
c.Theevidenceisquiteclearinseparatingcausefromeffect.
d.Traitsdoabetterjobatpredictingtheappearanceofleadershipindistinguishing
betweeneffectiveandineffectiveleaders.
(c)
8.Thereisfairlyconsistentevidencethatleadershipisrelatedtoallofthefollowing
traitsexcept:
a.ambitionandenergy.
b.extroversion.
c.desiretolead.
d.intelligence.
(b;)
BehavioralTheories
9.Iftraittheoriesofleadershiparevalid,thenleadersare:
a.trained.
b.born.
c.dominant.
d.powerless.
(b;)
10.Ifbehavioralleadershiptheoriesarecorrect,then:
a.leadershiptraittheoriesareincorrect.
b.leadersarebornwithleadershipbehaviors.
c.leaderbehaviorshouldbealtered.
d.leadershipcanbelearned.
(d;)
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11.Iftraitresearchhadbeensuccessful,wewould_______,whereasifbehavioralstudies
werecorrect,wewould_____
a.teachpeoplecertaintraits;teachpeoplecertainbehaviors.
b.selecttherightpersonforthejob;trainleaders.
c.changejobstosuitpeople;changepeopletosuitjobs.
d.onlyhirewomen;hireeithermenorwomen.
(b;)
12.Whichofthefollowingisnotabehavioraltheoryofleadership?
a.OhioStatestudies
b.traittheory
c.UniversityofMichiganstudies
d.leadershipgrid
(b;)
13.ThetwodimensionsofleaderbehaviorexplainedintheOhioStatestudiesare:
a.coercionandmotivation.
b.motivationandcharisma.
c.employee­orientedandproduction­oriented.
d.initiatingstructureandconsideration.
(d;)
14.AccordingtotheOhioStatestudies,theextenttowhichaleader’sbehaviorisdirected
towardgettingthejobdoneiscalled:
a.consideration.
b.initiatingstructure.
c.employee­oriented.
d.contingencytheory.
(b;)
15.AccordingtotheOhioStatestudies,theextenttowhichaleaderislikelytohavejob
relationshipscharacterizedbymutualtrustandrespectforhis/heremployeesis:
a.consideration.
b.task­oriented.
c.initiatingstructure.
d.concernforproduction.
(a)
16.Aleaderhighininitiatingstructurewoulddowhichofthefollowing?
a.Helpsubordinateswithpersonalproblems.
b.Haveconcernforsubordinates’statusandsatisfaction.
c.Treatallsubordinatesasequal.
d.Assigngroupmemberstoparticulartasks.
(d;)
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17.ThetwodimensionsofleadershipbehavioridentifiedintheUniversityofMichigan
studiesare:
a.considerationandinfluence.
b.employee­orientedandproduction­oriented.
c.initiatingstructureandconsideration.
d.structuredcoercionandrespectinitiation.
(b;)
18.TheUniversityofMichiganstudiesdefinea(n)_____leaderasonewhotakespersonal
interestintheneedsofhis/hersubordinates.
a.personal
b.countryclub
c.employee­oriented
d.humanistic
(c)
19.Ifaleader’smainconcernisaccomplishinghis/hergroup’stasks,theUniversityof
Michiganstudieslabelthisleader:
a.single­minded.
b.employee­oriented.
c.goal­oriented.
d.production­oriented.
(d;)
20.TheconclusionarrivedatbytheUniversityofMichiganresearchersstronglyfavored:
a.humanisticleaders.
b.employee­orientedleaders.
c.production­orientedleaders.
d.technical­orientedleaders.
(b;)
21.BlakeandMoutonwereresponsiblefordevelopmentofthe:
a.DelphiTechnique.
b.ManagerialGrid.
c.BCGMatrix.
d.Leader­memberExchangeTheory.
(b;)
22.AccordingtotheManagerialGrid,managersperformbestundera:
a.9,9style.
b.5,5style.
c.9,1style.
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d.1,9style.
(a;)
23.AccordingtoBlakeandMouton,a9,1styleisconsidered:
a.effectivemanagement.
b.laissez­faire.
c.authority.
d.countryclubmanagement.
(c;)
24.      The graphic portrayal of a two­dimensional view of leadership style by Blake and
Moutonisknownasthe:
a.leastpreferredco­workerscale.
b.leader­participationmodel.
c.autocratic­democraticcontinuum.
d.ManagerialGrid.
(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.development­orientedbehavior.
b.a9,9style.
c.ateamapproach.
d.employee­orientedbehavior.
(a;)
26.TheScandinavianstudiesfound:
a.    the previous behavioral approaches that focused in on only two behaviors
appropriatelycapturedleadershipinthe21stcentury.
b.    leaders who demonstrate development­oriented behavior have more satisfied
employees.
c.leaderswhodemonstratedevelopment­orientedbehaviorareseenaslesscompetent
bytheiremployees.
d.traitapproacheswereeffectiveinidentifyingleadershipsuccess.
(b;)
ContingencyTheories
27.Considerationof____wasmissingfromthebehavioraltheories.
a.traits
b.situationalfactors
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c.employeesatisfaction
d.employeeturnover
(b;)
28.Whichofthefollowingisnotacontingencytheory?
a.theFiedlermodel
b.BlakeandMouton
c.HerseyandBlanchard
d.leader­memberexchangetheory
(b;)
29.Anational15­yearstudyof41,000managerssuggestedthatmanymanagersrelyon
a(n)____styleofleadership.
a.inclusive
b.consensus­building
c.autocratic
d.laissez­faire
(c;)
30.WhodevelopedtheLPC(leastpreferredco­worker)questionnaire?
a.Greenleaf
b.Fiedler
c.House
d.BlakeandMouton
(b;)
31.Thefirstcomprehensivecontingencymodelforleadershipwasdevelopedby:
a.HerseyandBlanchard.
b.BlakeandMouton.
c.FredFiedler.
d.RobertHouse.
(c;)
32.Fiedler’scontingencymodelassumesthatanindividual’sleadershipstyleis:
a.changeable.
b.trained.
c.situational.
d.fixed.
(d;)
33.       If the least preferred co­worker is described in relatively positive terms, then the
respondentis:
a.relationship­oriented.
b.task­oriented.
c.humanistic.
d.technical­oriented.
(a;)
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34.Iftheleastpreferredco­workerisseeninrelativelyunfavorableterms,Fiedlerwould
labeltherespondent:
a.technical­oriented.
b.task­oriented.
c.relationship­oriented.
d.humanistic.
(b;)
35.       “Leaders are inflexible in their ability to change their basic style” would
bemostattributableto:
a.BlakeandMouton.
b.Fiedler.
c.HerseyandBlanchard.
d.VroomandYetton.
(b;)
36.ThreesituationalcriteriaidentifiedintheFiedlermodelare:
a.jobrequirements,positionpower,andleadershipability.
b.charisma,influence,andleader­memberrelations.
c.leader­memberrelations,taskstructure,andpositionpower.
d.taskstructure,leadershipability,andgroupconflict.
(c;)
37.WhichofthefollowingisnotacontingencydimensionidentifiedbyFiedler?
a.leader­memberrelations
b.theLPCscale
c.taskstructure
d.positionpower
(b;)
38.Fiedlerlabelsthedegreeofconfidence,trust,andrespectsubordinateshaveintheir
leaderas:
a.leader­memberrelations.
b.taskstructure.
c.positionpower.
d.employee­oriented.
(a;)
39.ThedegreetowhichjobassignmentsareprocedurizedisclassifiedintheFiedlermodel
as:
a.leader­memberrelations.
b.concernforpeople.
c.taskstructure.
d.positionpower.
(c;)
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40.Whichmodelrepresentsthetheorythateffectiveleadershipdependsuponaproper
match between a leader’s style of interacting with subordinates and the degree to
whichthesituationgivescontrolandinfluencetotheleader?
a.Leader­memberExchangeTheory
b.FiedlerContingencyModel
c.HerseyandBlanchard’sSituationalTheory
d.SituationalLeadershipTheory
(b;)
41.       Fiedler’s theory predicts that an individual who is considered task oriented will
bemosteffectivewhenthesituationis:
a.moderatelytohighlyfavorable.
b.moderatelyfavorable.
c.moderatelytohighlyunfavorable.
d.veryfavorableorunfavorable.
(d;)
42.ThereconceptualizationofFieldler’scontingencymodeliscalled:
a.situationaltheory.
b.cognitiveresourcetheory.
c.evaluativetheory.
d.leadershipcognitivetheory.
(b;)
43.AccordingtoFiedler’scontingencytheory,ifthereisnotamatchofleadershipstyleto
thegroupsituation,whatshouldbedone?
a.Replacethemanager.
b.Changethesituationtofittheleader.
c.eitheraorb
d.noneoftheabove
(c;)
44.GarciaandFiedlerfocusedontheroleof____inthecognitiveresourcetheory.
a.stress
b.taskstructure
c.positionpower
d.conflict
(a;)
45.Allofthefollowingarepredictionsofthecognitiveresourcetheoryexcept:
a.theintellectualabilitiesofleaderscorrelatewithgroupperformanceinsituations
thattheleaderperceivesaslowstress.
b.innonstressfulsituations,thereisapositiverelationshipbetweenjobexperience
andperformance.
5/15/2015 HRMBITBANK
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c.inhigh­stresssituations,thereisapositiverelationshipbetweenjobexperienceand
performance.
d.directivebehaviorresultsingoodperformanceonlyiflinkedwithhighintelligence
inasupportive,nonstressfulleadershipenvironment.
(b;)

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