Leadership MCQs

Welcome to our comprehensive collection of Multiple Choice Questions (MCQs) on Leadership, a fundamental topic in the field of IC90 Human Resource Management. Whether you're preparing for competitive exams, honing your problem-solving skills, or simply looking to enhance your abilities in this field, our Leadership MCQs are designed to help you grasp the core concepts and excel in solving problems.

In this section, you'll find a wide range of Leadership mcq questions that explore various aspects of Leadership problems. Each MCQ is crafted to challenge your understanding of Leadership principles, enabling you to refine your problem-solving techniques. Whether you're a student aiming to ace IC90 Human Resource Management tests, a job seeker preparing for interviews, or someone simply interested in sharpening their skills, our Leadership MCQs are your pathway to success in mastering this essential IC90 Human Resource Management topic.

Note: Each of the following question comes with multiple answer choices. Select the most appropriate option and test your understanding of Leadership. You can click on an option to test your knowledge before viewing the solution for a MCQ. Happy learning!

So, are you ready to put your Leadership knowledge to the test? Let's get started with our carefully curated MCQs!

Leadership MCQs | Page 8 of 18

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Q71.
What is the message conveyed by the process of participation?

a.

The leader wants to control the subordinate

b.

The subordinate is not competent

c.

The leader trusts the subordinate

d.

The subordinate is not experienced

Discuss
Answer: (c).The leader trusts the subordinate Explanation:The process of participation effectively is an act of recognition of the subordinate. Consultation implies that the person consulted has experience and maturity enough to make consultation worthwhile. When he is given responsibility and he fulfills it, there is a sense of achievement. All these are strong motivations and provide satisfaction. Therefore, the message conveyed by the process of participation is that the leader trusts the subordinate.
Q72.
What benefits does the process of participation have for subordinates?

a.

It relieves them of burden and helps them become free to attend to other tasks of importance.

b.

It allows them to become more independent and self-sufficient.

c.

It develops their competence and provides motivation and satisfaction.

d.

It helps them gain knowledge and skills from the leader.

Discuss
Answer: (c).It develops their competence and provides motivation and satisfaction. Explanation:The process of participation helps to develop the subordinate’s competence by giving him increasing experience and opportunity to learn the rationales of decision. When he is given responsibility and he fulfills it, there is a sense of achievement. All these are strong motivations and provide satisfaction.
Q73.
What are some reasons why leaders may not practice participation?

a.

They do not have faith in their subordinate's competence and/or reliability, they think that work will be done faster and better without participation, and they do not perceive subordinate development as their responsibility.

b.

They are afraid they themselves may become redundant, the subordinates are not willing to accept responsibility, and the subordinates do not respect the leader's competence.

c.

The subordinates are afraid of making mistakes, the subordinates do not trust the leader, and the leader thinks that participation is a waste of time.

d.

All of the above

Discuss
Answer: (a).They do not have faith in their subordinate's competence and/or reliability, they think that work will be done faster and better without participation, and they do not perceive subordinate development as their responsibility. Explanation:Leaders may not practice participation if they do not have faith in their subordinate's competence and/or reliability, they think that work will be done faster and better without participation, and they do not perceive subordinate development as their responsibility.
Q74.
What assumptions about subordinates do Theory X and Theory Y make?

a.

Theory Y assumes that subordinates are competent and motivated, while Theory X assumes that subordinates are lazy and need close supervision.

b.

Theory X assumes that subordinates are competent and motivated, while Theory Y assumes that subordinates are lazy and need close supervision.

c.

Theory Y assumes that subordinates are lazy and need close supervision, while Theory X assumes that subordinates are competent and motivated.

d.

Theory X and Theory Y make no assumptions about subordinates.

Discuss
Answer: (a).Theory Y assumes that subordinates are competent and motivated, while Theory X assumes that subordinates are lazy and need close supervision. Explanation:A leader who does not practice participation may be operating on Theory X assumptions, resorting to detailed instructions and close supervision.
Q75.
What are the concepts of Hersey-Blanchard and Schmidt-Tannenbaum in relation to participation?

a.

Telling, selling and finally, delegation

b.

Planning, deciding and acting

c.

Informal and formal meetings

d.

None of the above

Discuss
Answer: (a).Telling, selling and finally, delegation Explanation:The concepts of Hersey-Blanchard and Schmidt-Tannenbaum refer to the increasing role of the subordinate in the decision making process. Such participation may be of varying degrees, telling, selling and finally, delegation.
Q76.
What is the area of freedom for subordinates in delegation?

a.

The lowest

b.

Medium

c.

High

d.

None of the above

Discuss
Answer: (c).High Explanation:In delegation, the area of freedom for the subordinates is the highest. He takes full responsibility to plan, decide and act.
Q77.
What are the benefits of the process of participation?

a.

Develops subordinate's competence

b.

Increases experience and opportunity to learn rationales of decision

c.

Builds trust

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:The process of participation helps to develop the subordinate's competence by giving him increasing experience and opportunity to learn the rationales of decision. The leader moves from telling to selling to delegating as and when his confidence in his subordinate increases. There is a message of trust.
Q78.
What are the reasons why leaders may not practice participation?

a.

They do not have faith in their subordinate's competence and/or reliability

b.

They think that work will be done faster and better without participation

c.

They think that participation is a waste of time

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:Leaders may not practice participation if they do not have faith in their subordinate's competence and/or reliability, they think that work will be done faster and better without participation, they think that participation is a waste of time, they do not perceive subordinate development as their responsibility, they are afraid they themselves may become redundant, the subordinates are not willing to accept responsibility, the subordinates are afraid of making mistakes, the subordinates do not respect the leader's competence, and the subordinates perceive that the leader's intentions are not bona fide.
Q79.
What are the structures that may facilitate participation?

a.

Informal meetings

b.

Formal meetings

c.

Planning committees

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:Participation may take place through informal meetings or through formal meetings, on a one-to-one basis or as a group. Some organizations have structures to facilitate participation like planning committees, works committees, management councils, etc. Quality circles are also intended for the same purpose.
Q80.
What are the three groups of forces on which the choice of the actual style of leadership depends?

a.

Forces within the leader himself, forces in the subordinates, and forces in the situation

b.

Forces within the leader himself, forces in the resources, and forces in the subordinates

c.

Forces within the subordinates, forces in the situation, and forces in the organization

d.

None of the above

Discuss
Answer: (a).Forces within the leader himself, forces in the subordinates, and forces in the situation Explanation:An effective leader will adapt his style, according to the situation. The choice of the actual style of leadership will depend upon three groups of forces: forces within the leader himself, e.g. his sense of values, his inclination, confidence, etc.; forces in the subordinates, e.g. their feelings, aspirations, and other characteristics; and forces in the situation, e.g. the type of organization, the nature of the problem, pressure of time, availability of resources, etc.
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