Integrated MBA Motivation and Leadership — practice questions
44 free MCQs with worked solutions. Tap any question for the answer + explanation, or practice them all in the app.
Practice Integrated MBA Motivation and Leadership in the app →People who take charge of or guide the activities of others are called:The university whose researchers, led by Ralph Stogdill, identified two leader behaviours was:The relationship-oriented behaviour those researchers identified is called:The task-oriented behaviour they identified is called:Leaders once believed they had to choose one behaviour or the other, but the studies showed both can be:The other university that studied leader behaviours at the same time was:Behaviours devoted to supervisory functions such as planning and scheduling are described as:The pair who developed a grid for classifying leadership styles were:The contingency model of leadership was set out by:In that model, leaders are asked to describe their:Leaders scoring high on that measure are described as:Leaders scoring low on that measure are effective mainly in situations that are:The degree to which leaders have control and influence over outcomes is called situational:Leaders with mid-range scores on that measure are described as effective across:The theory saying an effective leader gives members a path to a valued goal is the:Under that theory, the leader's first challenge is to analyse the situation and identify the appropriate:The second challenge under that theory is that leaders must be flexible enough to use:Leaders who follow the idea that what is not broken should not be fixed are described as:Such leaders work mainly by providing followers with:Leaders who influence others through attraction to their dreams of the future are called:As people, transformational leaders are described as extroverted, agreeable and:Transformational leadership is described as positively related to follower satisfaction, performance and:Incentive systems in organisations are usually divided into how many broad categories?A drawback noted for individual incentive systems is that employees may end up:Plans that base part of an employee's reward on group or organisational results are:The pay practice that ties pay to performance and encourages group cooperation is:A disadvantage noted for plans focused only on productivity is that employees may ignore:The oldest of the gain-sharing programmes described is the:Pay that rises as workers master more abilities is called:A disadvantage of that skills-based approach is higher training and:Letting employees decide how they receive their pay raise for the year describes:The stated advantage of that lump-sum approach is greater visibility of pay increases and increased:Its main disadvantage is the cost of:Letting employees take part in decisions about pay is called:The noted disadvantage of that participative approach is that it is:Programmes letting employees choose among benefits are called:Among the incentives surveyed, which was reported successful by the highest share of companies?What share of companies reported success with gain-sharing plans?What share reported success with individual incentives?Any reward system should be tied as closely as possible to actual:Incentive programmes should allow for individual differences because different people want different:An incentive programme should also reflect the type of work done and the:Where trust levels are low, getting an incentive programme accepted will take:Incentive programmes should be carefully monitored over time to ensure they are: