Bernard Brass and Bruce Avolio (1990) identified

factors that constitute the practice of transformational leadership. Which

of these factors is illustrated in the following example?

Example: Karabo is the information

technology manager at a software development organisation. He encourages his

followers to be creative and innovative in the development of new computer

software.

Factors

of transformational leadership:

A Intellectual stimulation

B Inspirational

motivation

C Idealised

influence

D Individualised consideration

According to research a leader has various sources

of power. Which source of power is illustrated in the following example?

Example: Katlego is the marketing manager in a large organisation and she has

the right to direct, request or demand change in the marketing department as

she sees fit.

Sources of power:

A Referent power

B Legitimate power

C Expert power

D Informational power

Which

one of the following statements best describes Hersey, Blanchard and Dewey’s

(1996) situational approach to leadership?

A It

is easier for leaders to adjust the situation to suit their own leadership

style.

B Leaders

who favour a task orientation over a relationship orientation tend to lead

best

in situations where they have a degree of control over their followers.

C A

leader’s style has to change in relation to the readiness of the follower to

perform a specific task.

D Leaders can improve their ability to

understand the situations in which they have to lead their followers and can

adapt to it; there is no best way of leading that is applicable to all possible

situations.

Grint

conceptualised leadership as four significant different approaches. Which

leadership approach is illustrated in the following example?

Example:

As head of the finance

department, Mpho is perceived as the leader of the finance department.

Leadership

approach:

A

Leadership as a position

B

Leadership as a process

C

Leadership as a person

D

Leadership as results

A

score of 9.1 on the Managerial Grid of Blake & McCanse (1991) indicates

____________________ Management.

A

Country Club

B Team

C Authority-Compliance

D

Middle of the Road

Kotter

is well-known for his concise linking of management to (i)  _____ and leadership to (ii) _____.

A        (i) change; (ii) people

B        (i) authority; (ii) power

C        (i) complexity; (ii) change

D        (i) people; (ii) processes

Bernard Brass and Bruce Avolio (1990) identified

factors that constitute the practice of transformational leadership. Which

of these factors is illustrated in the following example?

Example:

Lerato is the marketing manager of an

advertising company. She develops an annual performance plan for each employee

and appoints mentors to assist those employees that identified a need for such

assistance.

Factors

of transformational leadership:

A Intellectual stimulation

B Inspirational

motivation

C Idealised

influence

D Individualised consideration

Research in terms of the personality traits of

successful leaders can be generalised into five main factors (only four of

these factors are used in this question). Which of these factors is illustrated

in the following example?

Example: Maria is a leader in a financial services

company and is dependable.

Factors:

A Extraversion

B Conscientiousness

C Intellect

D Agreeableness

According to research a leader has various sources

of power. Which source of power is illustrated in the following example?

Example: John is the manager of the call centre of a large retail company. John’s

followers hold John in high regard and admire and trust his judgment, therefore

they are happy to emulate John.

Sources of power:

A Referent power

B Legitimate power

C Expert power

D Informational power

According to research a leader has various sources

of power. Which source of power is illustrated in the following example?

Example: Jane is the purchasing manager

of a building material retailer. She provides information about all possible

suppliers to the purchasers in her department, who then accept the information

and choose the suppliers as  recommended

by Jane.

Sources of power:

A Referent power

B Legitimate power

C Expert power

D Informational power