Unique number:

Assigment 03

120224
MBL921-M
MBL II TEST
MBL II TOETS

MAY / JUNE 2004

MEI / JUNIE 2004

LEADERSHIP AND ORGANISATIONAL DYNAMICS

LEIERSKAP EN ORGANISATORIESE DINAMIKA
DURATION
TYDSDUUR

:
:

1 HOUR
1 UUR

100 MARKS
100 PUNTE

EXAMINERS / EKSAMINATORE:
FIRST / EERSTE:
EXTERNAL / EKSTERN:

PROF SM NKOMO
PROF DT BEATY

This paper consists of 5 pages plus instructions for the completion of a mark-reading sheet.
Hierdie vraestel bestaan uit 5 bladsye plus instruksies vir die voltooiing van >n
merkleesblad.
Please complete the attendance register on the back page, tear off and hand to the invigilator.
Voltooi asseblief die bywoningsregister op die agterblad, skeur af en oorhandig aan die opsiener.

Student number/
Studentenommer

Examination Centre/
Eksamensentrum

THIS IS A CLOSED BOOK EXAMINATION / HIERDIE IS >N TOEBOEKEKSAMEN

INSTRUCTIONS TO CANDIDATES:

INSTRUKSIES AAN KANDIDATE:

PLEASE ANSWER ALL THE QUESTIONS ON THE

MARK-READING SHEET.

BEANTWOORD ASSEBLIEF AL DIE VRAE OP

DIE MERKLEESBLAD

This examination paper remains the property of the University of South Africa and may not be
removed from the examination room.
Hierdie vraestel bly die eiendom van die Universiteit van Suid-Afrika en mag nie uit
die eksamenlokaal verwyder word nie.
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MBL921-M
MAY/JUNE 2004 (TEST)
MEI/JUNIE 2004 (TOETS)

MULTIPLE CHOICE QUESTIONS / MEERVOUDIGE KEUSEVRAE

100 MARKS / PUNTE
Answer all questions. Every question is worth 4 marks.
Beantwoord al die vrae. Elke vraag tel 4 punte.
Use the mark reading sheet to answer the questions.
Gebruik die merkleesblad vir die beantwoording van die vrae.

1.

What level of leadership processes is emphasized in most theories of effective leadership?

1.
2.
3.
4.

2.

What process is emphasised in the definition of leadership proposed by Yukl?

1.
2.
3.
4.

3.

descriptive and universal

prescriptive and universal
descriptive and situational
prescriptive and situational

Which of the following is not an example of Initiating Structure as defined in the Ohio State
studies?
1.
2.
3.
4.

6.

emphasize rational processes more than rational processes

emphasize emotional processes more than rational processes
describe emotional and rational processes as equally important
de-emphasised both rational and emotional processes

A theory that identifies the essential behaviours for any type of leader is best classified as:
1.
2.
3.
4.

5.

influencing followers to have complete trust in the leader

motivating followers to do more than they initially expected
facilitating collective efforts to accomplish shared objectives
empowering each follower to become self reliant

Recent leadership theories such as charismatic and transformational leadership:

1.
2.
3.
4.

4.

intra-individual
dyadic
group
organisational

letting subordinates know what is expected of them

criticizing poor work
consulting with subordinates before making changes
coordinating the activities of subordinates

According to the article, AManagers as Initiators of Trust@ which of the following is not one
of the antecedents of trust?
1.
2.
3.
4.

behavioural consistency
collaborative decision-making
integrity
demonstrating concern

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MBL921-M
MAY/JUNE 2004 (TEST)
MEI/JUNIE 2004 (TOETS)

7.

Identify the base of power in the following: You like a person and enjoy doing things for him
or her.
1.
2.
3.
4.

8.

Which two kinds of power have been found to be related most strongly to leader
effectiveness in motivating subordinates?
1.
2.
3.
4.

9.

social popularity among the members

control over rewards desired by group members
seniority among group members
demonstrated competence and loyalty

transformational leadership theory

path-goal leadership theory
Fiedler=s model
Goleman=s primal leadership theory

ambition to succeed
technical brilliance
interpersonal skill
self confidence

A leader with a socialized power concern is more likely to:

1.
2.
3.
4.

13.

leader=s
leader=s
leader=s
leader=s

Research at Center for Create Leadership found that in comparison to manages who
derailed in their career, managers who continued to be successful had more:
1.
2.
3.
4.

12.

the
the
the
the

Naledi=s leadership philosophy is based on two ideas: reward people for effective
performance and clarify the way for employees trying to accomplish their work goals.
Which leadership theory most closely resembles Naledi=s philosophy?
1.
2.
3.
4.

11.

expert and legitimate power

reward and referent power
referent and expert power
reward and expert power

The status and influence accorded an emergent leader depends primarily on:
1.
2.
3.
4.

10.

expert power
referent power
legitimate power
reward power

socialize with subordinates

try to influence subordinates
clarify objectives for subordinates
empower subordinates

Which of the following is not part of emotional intelligence?

1.
2.
3.
4.

understanding
understanding
understanding
understanding

the feelings and emotions of other people

relevant functional requirements for other people
how to use emotions to facilitate cognitive processes
how to cognitively manage emotions

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MBL921-M
MAY/JUNE 2004 (TEST)
MEI/JUNIE 2004 (TOETS)

14.

According to Shamir, the vision articulated by charismatic leaders emphasises:

1.
2.
3.
4.

15.

re-

Continuance, normative, affective

Involvement, cohesion, control
Economic, behaviour, social
Affective, economic, behaviour

The four pillars of a behavioural context for managing today=s complex work environment
consists of which four elements?
1.
2.
3.
4.

21.

Emphasize the obstacles so that followers will not become complacent

Provide opportunities to experience early success in implementing change
Keep sensitive information about new problems within management
Start the change process with
structuring

According to research, organisational commitment consists of three different forms of

commitment:
1.
2.
3.
4.

20.

individual, corporate, national

group, organisation, national
group, national, international
individual, group, organisation

Which is most likely to be effective for implementing change according to John Kotter:
1.
2.
3.
4.

19.

prediction
co-optation
explanation
control

Organisational behaviour can be analysed at what three levels?

1.
2.
3.
4.

18.

select subordinates who will be loyal and uncritical

challenge strongly held values of followers to get their attention
delegate most decisions to self-managed teams
use a combination of transformational and transactional behaviours

Which of the following is not one of the goals of organisational behaviour?

1.
2.
3.
4.

17.

the

According to Bass, effective transformational leaders:

1.
2.
3.
4.

16.

specific, challenging performance objectives

tangible benefits that justify exceptional follower effort
symbolic and expressive aspects of the work itself
factual
evidence
about
feasibility of the objectives

stretch, trust,
performance,
stretch, trust,
stretch, trust,

discipline, and support

trust, discipline, and support
performance, and support
discipline, and development

What conception of ethical leadership was formulated by Burns?

1.

servant leadership
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MBL921-M
MAY/JUNE 2004 (TEST)
MEI/JUNIE 2004 (TOETS)

2.
3.
4.
22.

According to Greenleaf, the primary role of a leader is to be a:

1.
2.
3.
4.

23.

each approach is so unique that the findings cannot be compared

the findings from each approach are mostly speculative
the findings from different approaches show substantial convergence
the findings from different approaches are mostly inconsistent

What is the best conclusion about the current state of leadership theory?
1.
2.
3.
4.

25.

facilitator
peacemaker
prophet
servant

What is the best conclusion about the results from research on the trait, behaviour, and
power-influence research?
1.
2.
3.
4.

24.

transformational leadership
Constructive leadership
Integrative leadership

most of the theories are strongly supported by empirical research

most of the theories provide a good understanding of leadership processes
most of the theories have no practical relevance
Most of the theories have not been adequately tested

What research method is used most often to study leadership effectiveness?

1.
2.
3.
4.

survey field studies

laboratory experiments
field experiments
Intensive case studies

8
UNISA 2004

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