Leadership MCQs
Leadership is most commonly and simply defined as a process during which an individual (leader) influences a group of people (followers) to work towards a common vision, goal or aim. Here on MCQs.club we have prepared Multiple-Choice Questions (MCQs) that fully cover the MCQs on leadership qualities and their skills, the types of leadership including transactional and transformational leadership, the traits of effective leadership. These MCQ on leadership theories are useful for Business management exams, Competitive exams and Professional accountancy exams.
- Leadership is most commonly and simply defined as a process during which an individual (leader) influences a group of people (followers) to work towards a common vision, goal or aim.
- The above statement is correct
- The above statement is incorrect
- The leadership theories can be classified into:
- Trait Theory
- Style theories
- Contingency Theories
- All of the above
- Trait Theory –
- is based on the basic assumption that people are born with special traits that make them leaders.
- focus on what leaders do and their behavior.
- are based on the view that the most effective leadership style in a given situation is contingent upon the circumstances of the situation.
- All of the above
- Style theories –
- is based on the basic assumption that people are born with special traits that make them leaders.
- focus on what leaders do and their behavior.
- are based on the view that the most effective leadership style in a given situation is contingent upon the circumstances of the situation.
- All of the above
- Contingency Theories –
- is based on the basic assumption that people are born with special traits that make them leaders.
- focus on what leaders do and their behavior.
- are based on the view that the most effective leadership style in a given situation is contingent upon the circumstances of the situation.
- All of the above
- Style theories comprise of theories including:
- Lippitt and White’s leadership styles
- Blake and Mouton’s Managerial (Leadership) Grid
- Tannenbaum and Schmidt Continuum of Leadership
- The Ashridge model
- Likert’s leadership styles
- All of the above
- (I) and (III) only
- (III) and (IV) only
- None
- Contingency theories of leadership have been developed by:
- Fiedler
- Hersey and Blanchard
- Handy
- All of the above
- Limitations of Trait Theory include:
- Trait approach has failed to identify a definitive list of leadership traits
- It does not take into consideration the effect of situation or context for effective leadership, and rather only focuses on the leader
- It does not take into consideration the followers
- All of the above
- Style approach focuses on general kinds of leader behaviors including:
- Structure- based behavioral theories: focus on the leader instituting structures. (Task Behavior)
- Relationship- based behavioral theories: focus on the development and maintenance of relationships. (Relationship Behavior)
- Both A&B
- None
- Lippitt and White’s leadership styles assigned different types of leaders to the groups. Identify such styles:
- Authoritarian or autocratic leadership style
- Democratic style
- Laissez-faire style
- All of the above
- Autocratic – the leader continually gives orders and instructions without offering any consultation.
- False
- True
- Advantages of autocratic leadership include:
- Autocratic leadership style is helpful where urgent short-term results are required.
- Autocratic leadership style is effective in the case of inexperienced new employees who need specific instructions and close follow-up until they learn the job.
- Both A&B
- None
- Disadvantages of autocratic leadership include:
- Employees feel frustrated as an autocratic leader tends to impose decisions on them forcefully.
- Autocratic leadership style is most effective when the leader is present. When a leader is not available, problems emerge. There is too much dependence on one person
- Both A&B
- None
- Blake and Mouton’s Managerial (Leadership) Grid identifies behaviors such as:
- Concern for task
- Concern for people
- Both A&B
- None
- Blake and Mouton devised a grid, often known as Blake’s grid, which shows these two elements of leadership, one on each axis of the grid. Each axis of the grid is numbered from 1 to 9.
- The above statement is correct
- The above statement is incorrect
- Tannenbaum and Schmidt developed a model to describe different styles of leadership. They identified different levels of delegated freedom on their continuum including:
- Tells
- Tells and sells
- Tells and talks
- Consults
- Involves
- Delegates
- Abdicates
- All of the above
- (I) (III) and (IV) only
- (II) (V) and (VII) only
- None
- The Ashridge Model – identified and explained different styles of leadership including:
- Tells
- Sells
- Consults
- Joins
- All of the above
- The main advantages of the ‘tells’ style are:
- Speed of decision-making: the leader does not need to consult anyone before making the decision.
- It will probably result in better decisions when the subordinate is inexperienced or lacks the required understanding to contribute usefully to discussions of problems.
- Both A&B
- None
- When the leader has a ‘tells’ style:
- The views of subordinates are ignored
- Any initiative or creativity the subordinates might contribute is lost
- There is too much dependence on one person, the leader.
- All of the above
- The advantages of a ‘sells’ style are that:
- Subordinates at least know why certain decisions have been made
- The leader is not dictatorial
- Both A&B
- None
- A ‘consults’ style is a democratic style of leadership. The leader asks for comments from subordinates before making a decision, and the comments from subordinates might persuade him to change his mind or alter his view about something.
- The above statement is correct
- The above statement is incorrect
- The advantages of a ‘consults’ style are:
- Greater interest and involvement for subordinates.
- Possibly stronger motivation amongst subordinates.
- The ability of subordinates to contribute their knowledge and experience to the decision-making process.
- All of the above
- The disadvantages of a ‘consults’ style are:
- Subordinates might not have sufficient knowledge or experience to contribute effectively.
- The decision-making process might be slowed down too much and is unlikely to be desirable at times of crisis when quick decisions are needed.
- Both A&B
- None
- Fiedler developed a Least Preferred Co-worker (LPC) scale to determine the leadership style of managers/ leaders. It classifies leadership styles into:
- task motivated
- relationship motivated
- Both A&B
- None
- Advantages/ Strengths of Fiedler’s contingency model include:
- It is supported by a great deal of empirical research
- It is the first theory to emphasize the impact of the situation on leaders
- It is predictive of leadership effectiveness
- All of the above
- Limitations of Fiedler’s contingency model include:
- It does not adequately explain the link between styles and situations
- It relies on Least Preferred Co-worker (LPC) scale, which has a has low face validity and workability
- It does not provide a remedy or solution; demands change of the leader / situation
- All of the above
- Charles Handy described his contingency approach to leadership styles as a best-fit approach. Factors that influence the effectiveness of a leader include:
- the leader
- the subordinates
- the task
- the environment
- All of the above
- John Adair’s action-centered leadership model is based on the view that effective leaders need a full command of different aspects of leadership including:
- achieving the task and meeting the demands of the task
- managing and maintaining the team or group
- managing individuals within the group and meeting the needs of individuals in the group
- All of the above
- John Kotter considered what leaders do. He has argued that leadership is largely concerned with:
- anticipating change
- dealing with change
- adopting a visionary stance
- All of the above
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