PART I:Write True if the statements are correct and false if the statements are incorrect

1.Leadership is a process but not position.

2.Leadership is the process of influencing the members of the group with respect to goal achievement and leaders personal interest attainment.

3.With the best of leaders, when the work is done, the project completed, the people will say the leader did it him/herself.

4.Management is the skill of getting people to do something that you want them to do because you want them to do it and leadership is the art of getting people to do something you want them to do because they want to do it.

5.Effective leaders carry themselves at all times, even when no one is watching, as if everyone was watching them.

6.Nothing deflate the workforce's motivation and desire to achieve more than to be left on their own with no visible means of support or direction.

7.Influencing those who are in power is one characteristics of the Visionary - strategist role.

8.Corporate Social Responsibility is a type of self-regulation in which an organization monitors and complies with ethical standards, international norms and the spirit of law.

9.Among the 4 P's approach - purpose, planet, people and principles, concern for stakeholders can be categorized under purpose.

10.Organizations that face inwards can no longer maintain success and growth unless leaders act with global accountability.

11.The results of the trait studies were inconclusive because most traits were hard to measure.

12.According to theory X managers, people will exercise self-direction and self-control to achieve objectives to which they are committed.

13.One of the primary advantage of participative leadership style is that it allows to have another possible leaders that can boom within the organization in due time.

14.According to Contingency theory of leadership, situations will create different leadership style requirements for a manager.

15.The task-motivated style leader seeks to build interpersonal relations and extend extra help for the team development in the organization.

16.Transformational leadership theory deals with the role of reward as a motive for achieving results and punishment as a motive to ensure adherence to the goal.

17.In a bureaucratic leadership arrangement, the focus for the leader is on making certain that employees follow the rules with consistency.

18.Democratic leadership style involves slow decision making.

19.Laissez - faire leaders exercise very tight control or influence over the group members.

20.Autocratic leadership style creates a harmonious, productive, evolving work force.

21.Leadership is a shared responsibility.

22.Psychometric testing plays an increasingly important role in leadership development than other approaches.

23.Leadership and management in the NGO sector is the same with leadership in other sectors.

24.Organizations are born, grow, and decline.

25.Giving training to managers and employees to provide new knowledge and skills can be referred to as human-behavioural changes.

26.Unfreezing involves reinforcing and formalizing the change.

27.The basic assumption underlying the empirical-rational model is that individuals are irrational however will follow their rational self-interest.

28.Employee attitudes such as the level of job satisfaction can lead to only positive forces for change.

29.Resistance is completely a natural human experience that exists everywhere.

30.Participation is a good mechanism of resistance management which should be a part of total treatment of change.

31.Group which was informed of change and why it was to occur, but not participated in helping to design and plan the new jobs as well as retaining programmes, demonstrated more successful adaptation to change than the others who made full participation.

32.With the high speed of change processes and the high number of changes, more mistakes are surfacing.

33.All change management strategies are equally applicable and important, regardless of the conditions.

34.The presence of people with a high emotional connection to the organization or project they are working on is a common feature of many NGOs than other sectors.

35.Informal institutions are based on written norms and that rule relations and formal procedures that govern a society as a whole.

36.Dysfunctional Conflict develops cohesiveness within the group members.

37.Inter- personal conflict is also called the conflict within the individual.

38.In accommodating mode a person scarifies his own interest for accommodating other person's interest.

PART II:Choose the best answer from the following alternatives under each question

1.Which of the following is not true about managers and leaders?

A)Managers manage change while leaders create change

B)Managers focus on control while leaders focus on commitment

C)Problems are problems for leaders while opportunity for managers

D)Managers focus on result whereas leaders focus on achievement

2.________________focus on seeking opportunities rather than on the conservative administration of their resources

A)The visionary-strategist

B)The organization builder

C)The entrepreneur

D)The political-social roles.

3.Which of the following is not an element of directing role of leaders?

A)Explain things completely and include the why's'

B)Briefing the delegate

C)Remain visible

D)Objectively consider opposing points of view

4.Which of the following is true about leadership?

A)Leadership is a process

B)Leadership involves influence

C)Leadership occurs in a group context

D)Leadership involves the attainment of goals

E)All of the above

5.The followings are sources of satisfaction that leaders often experience except;

A)A chance to help others

B)Respect and Status

C)A feeling of power and prestige

D)The pursuit of conflicting goals

E)None of the above

6.Which of the following behaviour belongs to theory Y managers?

A)Average human being, under proper conditions seek responsibility

B)The average human being prefers to be directed

C)The average human being has an inherent dislike of work and will avoid it if possible.

D)Because of human characteristics, most people must be threatened with punishment

E)None of the above

7.The followings are elements identified during University of Iowa Studies except;

A)Laissez-Faire

B)Democratic

C)Autocratic

D)None of the above

8.Leaders with a people focus have the following behaviours except;

A)Encouraging

B)Observing

C)Information Gathering

D)Coaching and Mentoring

E)All of the above

9.Path goal theory built heavily on the following two theories of work motivation except:

A)Goal setting

B)Expectancy theory

C)Position power

D)All of the above

10.The followings are a good time to use autocratic leadership style except;

A)Short-term, complex, technical, or urgent projects

B)Low-skilled positions with monotonous tasks

C)Where there is high turnover in the employees

D)When every member of the team contributes their own creativity and knowledge

11.Change can originate from the following external sources except;

A)Technological advances

B)Social pressures

C)Changing client needs

D)Political pressures

E)Economic

12.Which of the following is/are could be a reason for organizational change?

A)To fill performance gaps

B)To adapt new technology

C)Identification of opportunities

D)Reaction to internal & external pressure

E)All of the above.

13._______________changes are adaptive and irregular processes based on experiential learning, and occur as the result of the unexpected and/or non-planned changes.

A)Projectable changes

B)Transformative changes

C)Emerging changes

D)None of the above

14._______________approach relies on influencing individuals and systems to change through legislation and external leverage where the power of various types is the dominant factor.

A)Power-coercive approach

B)Empirical-rational approach

C)Normative-re-educative approach

D)7-S Model

15.Which of the following is element of 'unfreezing' KurtLewin's Model of Change Management?

A)Create sense of urgency

B)Implement change

C)Consolidate results

D)Relies quick wins

16.The followings are reasons for resistance to change except;

A)Job security

B)Lack of communication

C)Rapidity and extent of change

D)Loss of power

E)None of the above

17.Among the following common obstacles to change, which one is the largest obstacle?

A)Employee resistance

B)Communications break down

C)Shortage of time devoted to training

D)Cost exceeded budget

E)Staff turnover during transition

18.Change processes problem happened due to lack of information and discussion forums refers to :

A)Insufficient problem awareness

B)Workload and speed

C)Insufficient Communication

D)Lack of Control

19.Which of the following is an element of key factors for successful change in NGOs?

A)Clear and common vision

B)B. Team dedication

C)Communication

D)Planning

E)All of the above

20.Changes based on complicated or simple problems that can be resolved by means of specific projects and actions planned from a linear logic is ------------------

A)Emerging changes

B)Transformative changes.

C)Projectable changes

D)None of the above

21.Family clans, social movements, social networks and sports clubs are categorized under ----------institution.

A)Cultural institutions

B)Associative institutions

C)Cognitive institutions

D)Constitutional institutions

22.In ________________phase of change process there is a perception that something is not working well and there already is a disjunction between what is and what ought to be.

A)Satisfaction phase

B)Denial phase

C)Confusion phase

D)Renovation phase

23.______________strategy involves identification of areas of disagreement, examining the issue in greater detail and a workable solution arrived at, which is for mutual benefit.

A)Compromising

B)Accommodating

C)Collaborating

D)Competing

E)Avoidance

24.Conflict was considered to be bad and viewed negatively in ____________view

A)Traditional

B)Human Relations

C)Behavioural

D)Modern

PART III: Matching

A.Match the following description/items under "B" to leaders behaviour under Blake and Mouton Managerial Grid listed under "A"

A B

1.AuthoritarianA.Strong on tasks, strong on people skills

2.Country ClubB.Strong on people skills, weak on tasks

3.ImpoverishedC.Strong on tasks, weak on people skills

4.Team leaderD.Weak on tasks, weak on people skills

5.Middle of the roadE. Medium on tasks and medium on people skill

B. Match the following items/advantages under"B" to change strategies listed under "A"

AB

1.Directive strategiesA. Reduced resistance through negotiation

2.Expert strategiesB.Relatively fast

3.Negotiating strategiesC.People committed to change

4.Educative strategiesD.Small groups required

5.Participative strategiesE. Change more likely to be accepted

PART IV.Short Answer.Answer the following Questions Briefly

1.Explain the difference between transformational, transactional, team, charismatic and visionary leadership

2.Explain the difference between bureaucratic, autocratic, democratic and laisser-faire leadership styles.

3.What is importance of empowerment?

4.Explain how culture and context and working relationships and participation influence leadership styles?

5.Define the word change.

6.List some internal and external factors that cause change in the organization context.

7.What phases do you expect in the implementation of change?

8.Define resistance to change.

9.List some of the reasons for resistance to change.

10.Management of resistance is important for the success of planned change in the organization. Therefore, describe some mechanisms used to manage resistance in the organization?

11.List some of the strategies and approaches that could be used in change management.

12.What is conflict for you?

13.State different types of conflict?

14.Explain the mechanisms used to resolve conflict?