Chapter 11 leadership (f1 acca)

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Chapter 11 – Leadership: Practice Exam Questions and Answers with Explanations

August 11, 2025

1 Questions

1 Ashridge Management College suggested four leadership styles What are these in order of increasing participation?

A Orders, cajoles, sells, acquiesces

B Autocratic, plutocratic, meritocratic, democratic

C Tells, sells, consults, joins with

D Autocratic, persuasive, consults, democratic

2 Which two of the following together describe Blake and Mouton’s ’country club’ management style? (Select two)

A High concern for the task

B High concern for people

C Low concern for people

D Low concern for the task

3 Which THREE of the following does Adair’s action-centred leadership refer to? (Select three)

A Concern for individuals

B Concern for behaviour

C Concern for consensus

D Concern for results

E Concern for group

F Concern for the task

G Concern for people

H Concern for performance

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4 Who suggested that leadership effectiveness depends on leadership style and situational effectiveness?

A Fiedler

B Bennis

C Handy

D Heifetz

5 Who made a distinction between the terms ’manager’ and leader?

A Handy

B Adair

C Bennis

D Fiedler

6 Contingency theories of management state that there is no single correct approach to good management

A False

B True

7 Leadership is primarily about:

A Managing daily operations

B Inspiring and influencing others

C Controlling resources

D Enforcing rules

8 Blake and Mouton’s leadership grid measures:

A Task and financial performance

B Concern for people and task

C Authority and decision-making

D Risk and innovation

9 Adair’s action-centred leadership model emphasizes balancing:

A Profit, people, and processes

B Task, team, and individual

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D Vision, mission, and goals

10 Fiedler’s contingency model focuses on:

A Transformational leadership

B Situational factors and leadership style

C Charismatic leadership

D Transactional leadership

11 According to Bennis, a leader focuses on:

A Maintaining systems and processes

B Doing the right thing

C Following established procedures

D Avoiding risks

12 Which leadership style in the Ashridge model involves the leader making decisions alone?

A Sells

B Tells

C Consults

D Joins with

13 Blake and Mouton’s ‘team management’ style is characterized by:

A High concern for both people and task

B Low concern for both people and task

C High concern for task, low concern for people

D Low concern for task, high concern for people

14 Contingency theories suggest leadership success depends on:

A Fixed leadership traits

B The leader’s personality

C The situation and context

D Employee compliance

15 Which of the following is a characteristic of transformational leadership?

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A Maintaining the status quo

B Inspiring change and innovation

C Focusing on task completion

D Enforcing strict rules

16 According to Adair, neglecting one element of the action-centred model can:

A Improve efficiency

B Disrupt team performance

C Simplify leadership

D Increase profitability

17 Bennis described managers as focusing on ‘doing things right.’

A True

B False

18 The Ashridge ‘joins with’ leadership style involves minimal employee par-ticipation

A True

B False

19 Fiedler’s contingency model measures leadership style using the Least Pre-ferred Co-worker (LPC) scale

A True

B False

20 Transformational leaders prioritize employee motivation and vision over task efficiency

A True

B False

21 Blake and Mouton’s ‘impoverished management’ style is characterized by high concern for both people and tasks

A True

B False

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22 Adair’s model suggests that leadership is only about achieving tasks.

A True

B False

23 Contingency theories assume that effective leadership is fixed and unchang-ing

A True

B False

24 The Ashridge ‘consults’ style involves seeking employee input before mak-ing decisions

A True

B False

25 According to Bennis, leaders focus on vision and innovation

A True

B False

26 Fiedler’s model suggests that task-oriented leaders perform best in highly favorable or unfavorable situations

A True

B False

27 Blake and Mouton’s leadership grid is based on five leadership styles

A True

B False

28 Adair’s action-centred leadership model emphasizes the importance of team dynamics

A True

B False

29 Transactional leadership focuses on rewarding or punishing employees based

on performance

A True

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B False

30 The Ashridge ‘sells’ leadership style involves persuading employees to ac-cept decisions

A True

B False

2 Answers and Explanations

1 Answer: C (Tells, sells, consults, joins with)

Explanation: Ashridge Management College proposed four leadership styles

in order of increasing participation: tells (leader decides alone), sells (leader persuades), consults (leader seeks input), and joins with (leader involves team in decision-making) The other options include incorrect or unrelated terms

2 Answer: B, D (High concern for people, Low concern for the task)

Explanation: Blake and Mouton’s ‘country club’ management style is

char-acterized by high concern for people (employee well-being) and low con-cern for task (productivity), focusing on creating a friendly work environ-ment over results

3 Answer: A, E, F (Concern for individuals, Concern for group, Concern

for the task)

Explanation: Adair’s action-centred leadership model focuses on three

el-ements: task (achieving goals), team (maintaining group cohesion), and in-dividual (addressing personal needs) Results and performance are out-comes, not core elements

4 Answer: A (Fiedler)

Explanation: Fiedler’s contingency model posits that leadership

effective-ness depends on the leader’s style (task- or relationship-oriented) and sit-uational factors (e.g., control over the group) Bennis, Handy, and Heifetz focused on other leadership aspects

5 Answer: C (Bennis)

Explanation: Warren Bennis distinguished between managers (doing things

right) and leaders (doing the right thing), emphasizing vision and innova-tion for leaders Handy, Adair, and Fiedler did not make this specific dis-tinction

6 Answer: B (True)

Explanation: Contingency theories, like Fiedler’s, assert that there is no

universal approach to management; effective leadership depends on align-ing style with situational demands

7 Answer: B (Inspiring and influencing others)

Explanation: Leadership is about inspiring and influencing people toward

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a vision, unlike managing operations, controlling resources, or enforcing rules

8 Answer: B (Concern for people and task)

Explanation: Blake and Mouton’s leadership grid evaluates leadership based

on two dimensions: concern for people (relationships) and concern for task (production)

9 Answer: B (Task, team, and individual)

Explanation: Adair’s model emphasizes balancing task achievement, team

cohesion, and individual needs for effective leadership

10 Answer: B (Situational factors and leadership style)

Explanation: Fiedler’s model focuses on how leadership style (task- or

relationship-oriented) interacts with situational control (leader-member re-lations, task structure, position power)

11 Answer: B (Doing the right thing)

Explanation: Bennis argued leaders focus on ‘doing the right thing’ (vision

and innovation), while managers focus on ‘doing things right’ (processes and efficiency)

12 Answer: B (Tells)

Explanation: In the Ashridge model, the ‘tells’ style involves the leader

making decisions unilaterally with minimal employee participation

13 Answer: A (High concern for both people and task)

Explanation: Blake and Mouton’s ‘team management’ style is ideal, with

high concern for both people (relationships) and task (productivity)

14 Answer: C (The situation and context)

Explanation: Contingency theories emphasize that effective leadership

de-pends on situational factors, not fixed traits or employee compliance

15 Answer: B (Inspiring change and innovation)

Explanation: Transformational leadership inspires employees to embrace

change, innovation, and a shared vision, unlike transactional or task-focused styles

16 Answer: B (Disrupt team performance)

Explanation: Adair’s model suggests that neglecting any element (task,

team, or individual) can disrupt overall team performance and leadership effectiveness

17 Answer: A (True)

Explanation: Bennis distinguished managers as focusing on efficiency

(‘do-ing th(‘do-ings right’) and leaders on vision (‘do(‘do-ing the right th(‘do-ing’)

18 Answer: B (False)

Explanation: The ‘joins with’ style in the Ashridge model involves high

participation, with the leader involving the team in decision-making

Explanation: Fiedler’s model uses the Least Preferred Co-worker (LPC)

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scale to assess whether a leader is task- or relationship-oriented.

Explanation: Transformational leaders prioritize motivating employees

and aligning them with a vision, rather than focusing solely on task effi-ciency

Explanation: Blake and Mouton’s ‘impoverished management’ style is

char-acterized by low concern for both people and tasks, not high concern

Explanation: Adair’s model emphasizes balancing task, team, and

individ-ual needs, not focusing solely on tasks

Explanation: Contingency theories argue that effective leadership varies

by situation, not that it is fixed or unchanging

Explanation: The Ashridge ‘consults’ style involves seeking employee

in-put before the leader makes the final decision

Explanation: Bennis emphasized that leaders focus on creating a vision

and fostering innovation, unlike managers who focus on systems

Explanation: Fiedler’s model suggests task-oriented leaders perform best

in highly favorable or unfavorable situations, while relationship-oriented leaders excel in moderately favorable ones

Explanation: Blake and Mouton’s grid identifies five leadership styles based

on concern for people and task: impoverished, country club, task-oriented, middle-of-the-road, and team management

Explanation: Adair’s model highlights the importance of team dynamics

(group cohesion) alongside task and individual needs

Explanation: Transactional leadership focuses on motivating employees

through rewards for performance or punishments for non-compliance

Explanation: The Ashridge ‘sells’ style involves the leader persuading

em-ployees to accept decisions already made

Tiêu đề	Leadership
Thể loại	Practice exam
Năm xuất bản	2025

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