• 1. Classical school of management is concerned with…. Process people integrative environment 2. Modern school of management is about…. Process People Integrative environment 3. According to……. theory every person is equally likely to be a good leader with proper training. Contingency Behavioral Trait style 4. According Leader uses this style by directly stating the decisions without asking……. • Heads • President • the team members • colleagues 5. Good leaders use all ……styles, depending on what forces are involved between the followers, the leaders and the situation. 2 3 4
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6. These contingency theories of leadership also known as ….. theories of leadership Constitutional Situational provisional 7. A leadership attribute that is universally liked is being………… Dynamic Egocentric Sensitive Irritable 8. ……….. theories deal with behaviour of leaders. Contingency Behavioural trait cognitive resource 9. TL (Transformational leadership) helps in setting clear and adequately high performance standards for schools and teachers and Emphasizes too much of…………… • Lethargy • Procrastination • ill-discipline memorization 10. When the leadership continuum becomes subordinate-centered. Manager permit subordinate to make decision Manager gets suggestions Manager invites questions Manager shares decisions 11. Great leaders were often from the aristocracy, as few from lower classes had the opportunity to lead. Lower class , aristocracy Commoners, masses Aristocracy, lower class Masses, aristocracy 12. Bass argues that leaders can and should be both transactional and transformational and that a combination of these two is the most successful kind. Burns Bass Byzel bennis 13. Transactional leadership is based on the premise that people are motivated by reward and punishment. Money Punishment Promises 14. ……..appears last in the list of key leadership traits, but is extremely important. Analytical skill Communication skill Ability to listen Aggressiveness 15. Selling the vision involves a. Creating an inspiring vision of future b. Conducting an analysis of the environment c. Understanding values of the followers d. Appealing to follower’s values 16. EI is the best predictor for leadership a. Emotional intelligence b. Technical skills c. Intelligence quotient d. threshold 17. In paternalistic style leaders act as a father figure. a. Public b. Mother c. Father d. Brother 18. To prompt Idealized influence, transformational leader has to …. a. Interact positively with the followers b. Provide conductive environment c. Acts as strong role model d. Stimulate followers to be creative and innovative Educational Leadership and Management (EDU 602) 2020 19. A democratic leader is …… a. Autocratic b. Consultative c. Despotic d. Dictatorial 20. Honesty is regarded to be the …… highest skill required as a leadership trait. a. First b. Second c. Third d. forth 21. A vision is of no use on its own: it needs to become reality a. Become mission b. Become known c. Become identified d. Become reality 22. Tannenbaum and Schmidt (1958) identified three forces that led to the leader’s action. a. One b. Two c. Three d. four 23. can be achieved through transformational leadership a. Organization’s expansion b. Educational reforms c. Multiple objectives d. Effective budgeting 24. Burns (1978) was the first who identifies the transformational leadership. a. Bass b. Bennis c. Burns d. Byzel 25. Given the flaws of early state studies, researchers turned to examining the actions, behaviours or that separated the effective leaders from ineffective leaders. a. History b. Behaviours c. Events d. Genetics 26. Kurt Lewin and his co researchers developed a leadership framework based on three different styles of leadership.( Autocratic or Authoritarian, Democratic or Participative, Laissez Fair or Delegative) 27. In transformational decision making the decision reflects on the common good but not the individual good. a. Individual b. Organizational c. Common d. managerial 28. A school with transformational leading teachers provides inspiration and motivation to the students to express creative behaviour. a. Mutual trust b. Clear vision c. Hope for future d. Creative behaviour 29 A leadership style is a leader’s style of providing direction, implementing plans and motivating people. a. Education b. Direction c. Prescription d. Solution 30 The leader’s ability to lead is contingent upon various situational factors, including the leader’s preferred style, the capabilities and behaviours of followers and also various others situational factors. a. Qualification b. Education c. Preferred style d. Choices 31 Democrative leadership improves the sharing of experiences and ideas within the business. a. Expectations b. Needs c. Ideas d. Objectives 32 identity key leadership traits, and rate the ability to motivate people as…. Among the skills required a. Highest b. Second highest c. third highest d. lowest 33 In … style the leader does not take the advice of his employee. a. Paternalistic b. Democratic c. Laissez-fair d. Autocratic 34 The leader allows free reign to the employees and let them make decisions. a. Paternalistic b. autocratic c. Democratic d. Laissez-fair 35 Human resource development is an essential part of business acumen of a transformational leader. a. Budget formulation b. Strategic planning c. Human resource development d. Strategy formulation 36 Brymen (1992) splits leadership research into four phases. a. 2 b. 3 c. 4 d. 5 37 Leadership need vision in a. Style b. Contingency c. Trait d. New leadership 38 Transcendent leadership identifies… a. Need to act openly b. Potential future leader c. Workforce dynamics d. Elements of motivation 39 A commitment to the …. Of the organization is the critical feature of Transformational leadership for bringing revolutionary change in the organization a. Strategic plan b. Mission c. Vision d. Objectives 40 Theories relate to leadership in the context of specific situations. a. Situational b. Functional c. Integrated d. Contingency 40. Democratic Leader Involves the groups in decision making a. Dictatorial b. Democratic c. Laissez-faire d. Autocratic 41. Transactional leader works through creating well defined structures and makes it clear as to what is required of their subordinates and the reward what they get for following orders. a. Colleagues b. Government c. Followers 42. Leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change. a. Operational b. Unsuccessful c. Effective d. Active 43. Behavioural theories of leadership do not seek inborn traits, rather they look at what leaders actually do. a. Say b. Preach c. Claim d. Do 44. Three major theories have emerged from a range of views on leadership a. 2 b. 3 c. 4 d. 5 45. A skilled team is created when people are helped by….. a. Providing solution when needed b. Keeping them engaged c. Communication vision d. Letting them find their own solution 46. Researchers therefore turned to examine how leadership is affected as the situation varies. a. Location b. Position c. Situation d. station 47. Using a delegative style with a worker who knows more about the job than you. You cannot do everything and the employees need to take ownership of her job! In addition this allows you to be more productive. Authoritative Autocratic delegative 48. Laissez-faire style is not ideal in situations where group members lack the knowledge or the experience they need to complete tasks and make decisions a. Courage b. Knowledge c. Capability d. Urge 49. An autocratic leader uses this because there is not enough time and the members ran out of ideas. a. Money b. Motivation c. Time d. drive 50. Trait theory holds that a leader must have certain inherent, innate qualities. 51. The ….leader includes one or more employees in the decision making process, but retains the final decision maki8ng authority. a. Laissez-faire b. Autocratic c. Democratic d. Paternalistic 52. Laissez-faire Leader Give the group full freedom. a. Laissez-faire b. Democratic c. Autocratic d. Dictatorial 53. Inspirational motivation can be achieved by transformational leaders by… a. Stimulating followers b. Providing support c. Interactive environment d. Communicating high expectation 54. A leadership attribute that is universally disliked is being.. a. Decisive b. Dependable c. Subdued d. dictatorial 55. Trait theory and behaviorism both see leadership as an objective set of qualities or actions that must be mastered. a. Learned b. Mastered c. Acquired d. owned 56. Transparent leadership …. a. Envisions future clearly b. Treats people equally c. Puts people at ease d. Acts ethically 57. The leader knows the problem, but does not have all the information, uses a participative style with a team of workers who know their jobs a. Autocratic b. Authoritative c. participative d. democratic 58. Laissez-faire or lais-ser faire) is a French word and stands for non- interference in the affairs of the others. a. Interference b. Interruption c. Non-interference d. infiltration 59. transformational leadership enables to achieve higher levels of staff development by training teachers to take the leadership in more…. Ways a. practical and realistic b. creative and innovative c. supportive and helpful d. demonstrative and open 60. A democratic leader is a. Autocratic b. Consultative c. Despotic d. Dictatorial 61. Leadership is affected by the situation in .. approach a. Contingency b. New leadership c. Trait d. Style 62. Focuses on the basic management process of controlling, organizing and short term planning. a. Transactional b. Laissez-faire c. Democratic d. autocratic 63. Transformational leadership is needed in educational institution on which a moral foundation of legitimate values must rest 64. Transformational leadership empowers a. Group networking b. Professional development c. Followers interaction d. Team dynamics 65. Delivery of vision demands management by a. Motivating people b. Staying ahead of event c. Walking around d. Clear headedness 66. Processing Phase: determine alternatives & evaluate for best option a. Processing phase b. Creativity c. Problem solving 67. The individual’s thinking patterns based on his/ her observations and conclusions that may sometimes lead to false assumptions, wrong judgments, and faulty reasoning. a. Cognitive biases b. Past experience c. Contingent decision d. None of the above 68. Group decision are also known as….. a. Consensus b. Planning c. Authority d. All of above 69. The plan that directly support implementation of strategic plans are called…… plan a. Strategic b. Tactical c. Operational d. multilevel 70. A specific result to be achieved; the end result of a plan. a. Goal b. Plan c. Administration d. Action 71. Decision Involves certainty and assurance of the initial results before a final decision is made. a. Reversible b. Conditional c. Trial and error d. Experimental decision 72. Plans are usually developed at three levels (Strategic, Tactical, Operational) a. 2 b. 3 c. 4 d. 5 73. The process of setting goals and courses of action, developing rules and procedures, and forecasting future outcomes. a. Planning b. Organizing c. Controlling d. Influencing 74. The behavioural management theory is also known as the human relations movement because it addresses the human dimension of work. a. Social b. Behaviroural c. Human d. Physiological 75. An effective mission emphasizes innovation and improvement in providing learning for all – students and educators of all backgrounds. a. Innovation b. Expansion c. Elaboration d. Motivation 76. A leader who uses fear and threats to get the jobs done – bossy. a. Paternalistic b. Laissez-faire c. Democratic d. Autocratic 77. Hawthorne effects state that Workers care about self-fulfilment, autonomy, empowerment, social status and personal relationships with co-workers. 78. The mangers at different levels are given specific functions which are properly coordinated. a. Resources b. Locations c. Functions 79. Instructions Leader is the sole decision maker in Authoritarian. 80. Members brainstorm and share ideas, talk over the matters, make and then implement the agreed decision in type of Group decision. 82. Belief bias – making decisions based on a routine knowledge Hindsight bias – to see event as inevitable once it occurs 82. The mental process of making a wise judgment focusing on personal conviction and actions is called Critical Thinking Skills. 83. Include the day-to-day operations of the org are called Operational Plans 84. Good to great leaders confront the most brutal facts of their current reality, with absolute faith that they will prevail in the end. 85. Creates superb results, a clear catalyst in the transition from good to great 86. Action is the means, or specific activities, that are planned to achieve the objectives 87. Planning Process of thinking about and organizing the activities required to achieve a desired goal. 88. The alternatives are compared to each other against a set criteria for selecting the most probable and beneficial option. 89. Creativity Process of generating new ideas, views and systems to solve problems and arrive at decisions efficiently 90. Level 5 leaders look out the window to appropriate credit to factors outside themselves when things go well. 91. Contingent Decisions – Decisions that were already identified but were set aside until the suitable conditions are available/ met with. 92. As a science, decision-making requires knowledge of method, and rule or principle concerning the issue or problem. 93. Strategic plans: Made by top managers. 94. Operational plan specifically define necessary decisions and actions to be taken by functional departments. 95. Paradox Named after Admiral James Stockdale, winner of the Medal of honor who survived for 7 years in a Viet Cong POW camp by holding on to two contradictory beliefs . 96. The leadership level immediately below the level 5 leadership is called effective leader and works towards reinforcing followers commitment to a compelling vision. 97. The process of selecting one alternative from among a number of alternatives available is called Decision Making . 98. It is always difficult to take a quick decision on a sensitive issue. 99. The paradox relates with holding the combination of complementary in level 5 leaders. 100. In level 5 leader They will go everything they can to make sure the company will succeed after them by appointing a successor with their same characteristics.

Current Quiz 2020

1. ——— Skills are frequently considered to be planning, controlling and monitoring. Management 2. Those you are leading bring their own unique gifts to the situation, and are called_____. Followers 3. The managers at different levels are given specific ____ which are properly coordinated. Functions 4. When individuals do not have the knowledge or skills to do the job , the leaders have to be ____oriented. Production 5. Those organizations will survive and flourish which have _____. Change leaders 6. Neo-classical school of management relates to _____. People 7. A leader must understand his own ___as he also brings unique gifts to his role as leader. Strengths 8. The core ideas of ____ schools of management include application of science to practice of management. Classical 9. The _____ creates a “community of shared values”. Leader 10. According to Fayol _____ need specific roles in order to manage work and workers. Managers 11. Results are used to improve both individual student’s performance and ____.Instruction 12. Every ______ must understand that when an organizational goal is achieved it leads to fulfillment of their personal needs. Worker 13. The person responsible for supervising the use of an organization’s resources in fulfillment of the organization. Manager 14. _______ Skills are defined as providing vision and strategy , as well as leading transformational change . Leadership 15. Teachers at effective schools genuinely believe that every kid has the raw materials to be a successful. Student 16. The effective school practices that the principal is the ______. Leader of leaders 17. Specific skills required to perform a particular type of work or occupation at a high levels Historical skills 1. —— Major theories have emerged from a range of views on leadership. • 2 • 3 • 4 • 5 Educational Leadership and Management (EDU 602) 2020 2. The effective school allocates and protects a significant amount of —- for instruction of the essential curricular areas. • Space • Money • Time • Personnel 3. If anything goes wrong them it will be —– who will ask the question in what and why as s/he answer the higher ups. • Manager • Leader • Organizer • In vice versa 4. Which type of school successfully achieves the target set by the stakeholders by showing high grades and good result in exams? • Good school • Effective school • Private school • Public school 5. The basic component of effective school include • Peaceful and quite corridor • Collegial & collaborative staff • Clean & committed environment • All of the above 6. Leadership is strictly a —– centered work. The role of a leader is to get others to achieve an objective willingly. • People • Self • Group • Leader Articulation and——— of specific principle of management are the core ideas of the classical school of management. • Circulation • Publication • Application • Admiration 8. The new leadership approach includes charismatic and —— leadership. • International • Transformational • Professional • Organizational 9. Which option of the following is the set of research based characteristics of a school’s climate associated with improved and better student learning? • Correlates • Effectiveness • Efficiency • Success 10. Leaders who are people oriented will increase employee satisfaction and performance when —- • Subordinates experience excessive pressure 11. The ability to understand alter, lead and control the behavior of others individuals and groups. • Conceptual skills • Human skills • Technical skills • Job-specific skills 12. A leader cannot lead in a way that is not————. Followers will see right through and will not find what they need in him as a leader. • Durable • Natural • Forthright • Transparent 13. The leader has to be practical and —–, yet must talk the language of the visionary. • Realist • Idealist • Optimist • Romantic 14. In ——– approach knowledge effectiveness is to do with how the leader behaves. • Contingency • Style • New leadership • Trait 15. Leaders give solution while the —-create action plans. • Managers • Teachers Educational Leadership and Management (EDU 602) 2020 • Administrators • Supervisor 16. A measure of how efficiently and effectively mangers use available resources in an organization. • Efficiency • Performance • Effectiveness • Achievements 17. Understanding what is needed in term of human and other resources, to achieve success and developing the plan to achieve • Position • Strategy • Situation • Planning 18. Leadership is the process by which a person influence other to accomplish—– — • Role • Procedure • Activity • Objective 19. Modern, classical, Neo classical are schools of —— • Drama • Language • Management • Literature 20. The leader is an ——–and the manger is an administrator. • Creator • Visionary • Designer • Planner 21. The principle can make a mission effective by being —–and energetic in sharing her vision with faculty. • Flexible • Accommodative • Persistent • Correct 22. Modern school of management is about—–. • Process Educational Leadership and Management (EDU 602) 2020 • People • Integrative • Environment 23. ——- Management theory is also known as the human relation movement. • Behavioral • Classical • Bureaucratic • Scientific 24. Manager chooses the right goals to pursue, but does a poor job using resources to achieve these goals. • Low efficiency/ high effectiveness • High efficiency /high effectiveness • Low efficiency / low effectiveness • High efficiency / low effectiveness 25. Student must feel ——-in their school community so that their energies can be applied to learning. • Secure • Energized • Pressurized • Compelled 26. A leader cannot lead in a way that is not——-.Followers will see right through and will not find what they need in him as a leader. • Durable • Natural • Forthright • Transparent 27. ——-skills are frequently considered to be planning, controlling and monitoring. • Management • Managerial • Leadership • Supervisor 28. —- Theories imply that leaders can be trained. • Behavioral • Scientific • System • Information 29. The new classical thoughts stressed upon —— of jobs, processes and technologies to maximize economic yield. • Administration • Managements • Stabilization • Standardization 30. Leadership strictly a —— centered work. The role of a leader is to get others to achieve an objective willingly. • People • Self • Group 31. The plans that directly support the implementation of strategic plans are called tactical plans. 32. Cognitive biases the individual’s thinking patterns based on his/ her observations and conclusions that may sometimes lead to false assumptions, wrong judgments, and faulty reasoning. 33. Planning process of setting goals and courses of action, developing rules and procedures, and forecasting future outcomes. 33. Goal: A specific result to be achieved; the end result of a plan. 34. There are three levels of plans. 35. In the processing phase, we determine alternatives & evaluate for best option. 36. Group decisions are also known as consensus. 37. When a bank robber points a gun at a bank employee, his base of power is coercive. 38. Manager chooses inappropriate goals to pursue, but make good use of resources to achieve these goals high efficiency and high effectiveness. 39. Job enlargement increases the variety of tasks a job includes 40. There are three types of organizational control. 1. Feed-forward 2. Concurrent 3. Feedback 41. Managers need to measure progress, offer feedback and direct their teams to succeed. 42. Regulatory process that directs the activities of an organization to achieve anticipated goals and standards. Management control. 43. Input Standards measure work efforts that go into a performance task. 44. Storming characterized by competition and strained relationships among team members. 45. Motivation is the drives within a person that account for the degree, direction and persistence of the effort spent at work 46. Budgeting is more of a bargaining game to acquire additional funding and less of a planning tool. 47. The group formed by an organization to accomplish narrow range of purposes within a specified time are formal groups. 48. The manager’s primary tool for determining whether instructions have been understood and accepted is: feedback.
  1. There are two ways of Comparing Results with Objectives and
Standards. Historical / relative and benchmarking
  1. Jeffery inspires leaders to seek power through evidence-based management.
Quiz Q.1.According to Burke and………….. (2004) management is now based around knowledge workers And. Cooper  Q.2. In the levels of management the supervisor belong to the. Ans. lower level  Q.3.collengial and collaborative staff clean committed environment are the basic component of school ———— Ans. Effictive  Q.4.leaders carries out this process by applying their leadership knowledge and skills .This is called. ………. Leadership Ans. Process  Q.5.A mnemonic for leadership is person, people and……….. Ans. Purpose  Q.6. In………….. approach, leadership effectiveness is to do with how the leader behaves. Ans .contingency.  Q.7 .Bryman (1992) splits leadership research into ————- decades. Ans .4 which theory we transform inputs into outputs and receive feedback. ? Ans .System management  Q.9.choosing to “less from ———” is the only way to create to optimal chance for leadership success. Ans .strength   

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