Quiz 2

1/ Case: A leader is tasked with guiding a team through a major organisational change. She is known for her flexibility and intelligence, but her decisions are often questioned by the team.

Question: How might her locus of control influence her leadership during this change?

• • She likely alternates between internal and external locus of control, causing confusion.

• • She likely has no clear locus of control, leading to uncertainty in her decisions.

• • She likely has an external locus of control, believing the success depends on external factors.

• • She likely has an internal locus of control, believing she can influence the success of the change.

2/ Case: A leader demonstrates flexibility, openness to new ideas, and creative problem-solving skills, while encouraging innovation within their team.

Question: Which aspect of the Big Five personality traits does this leader display, and how does it impact organisational performance?

• • Conscientiousness, promoting order and efficiency.

• • Openness, fostering innovation and adaptability.

• • Surgency, ensuring team compliance and discipline.

• • Adjustment, leading to stability in decision-making.

3/ Case: A leader at your company exhibits high levels of emotional intelligence but has low self-confidence. He frequently second-guesses his decisions in high-stress situations.

Question: How might this combination of traits affect his leadership effectiveness?

• • His emotional intelligence ensures consistent leadership success, regardless of confidence.

• • Emotional intelligence is irrelevant if self-confidence is lacking.

• • Low self-confidence may undermine his decision-making, despite his emotional intelligence.

• • High emotional intelligence will fully compensate for his lack of self-confidence.

4/ Case: A company is promoting a new team leader. The HR manager is considering two candidates. Candidate A has a high need for achievement (n Ach), enjoys taking responsibility, and thrives on solving complex problems. Candidate B has a high need for affiliation (n Aff), values relationships, and seeks close personal connections at work.

Question: Based on the Achievement Motivation Theory, which candidate is more likely to be an effective leader in a results-driven, high-pressure environment?

• • Neither candidate is suitable for a leadership role.

• • Both candidates are equally effective in any leadership role.

• • Candidate B, because fostering relationships is more important than achieving tasks.

• • Candidate A, because leaders in such environments need a high n Ach to focus on goals and problem-solving.

5/ Case: A manager continuously overemphasis the need for control in every project, leading to conflicts with team members. She refuses to delegate tasks and micromanages her team.

Question: What leadership flaw is being exhibited, and what might be its long-term consequence?

• • Lack of conscientiousness, resulting in poor project outcomes.

• • Overmanaging, leading to reduced team development and autonomy.

• • Narcissism, leading to team dependence and inefficiency.

• • Over Delegation, resulting in team confusion.

6/ Case: A team leader exhibits strong dominance and assertiveness in decision-making. However, he often fails to take into account his team's emotions, and he struggles with showing empathy.

Question: Which leadership trait from the Big Five model is he most likely lacking?

• • Openness to experience

• • Surgery

• • Agreeableness

• • Conscientiousness

7/ Case: A senior executive is facing challenges as she continuously overmanages her subordinates, refuses to delegate tasks, and frequently micromanages.

Question: According to the traits of derailed executives, what is the primary reason for her leadership failure?

• • Avoidance of conflict and decision-making

• • Narcissism and excessive self-focus

• • Overmanaging and inability to delegate

• • Lack of emotional intelligence

8/ Case: A leader in your organisation is frequently described as having a “positive self-concept” and exudes high levels of self-confidence. However, he tends to ignore feedback from his team.

Question: How does his self-concept affect his leadership style, and what is a potential draw back of this behaviour?

• • His positive self-concept ensures he will always make the best decisions, regardless of feedback.

• • Ignoring feedback is a sign of weak self-concept, which leads to ineffective leadership.

• • His positive self-concept leads to better decision-making and stronger relationships with the team.

• • His positive self-concept fosters optimism, but ignoring feedback can hinder team morale.

9/ Case: A company has adopted an open-door policy to encourage transparent communication between employees and managers. However, some managers continue to micromanage, making it difficult for employees to take initiative.

Question: What leadership trait might these managers be lacking, and how does it impact organisational performance?

• • Conscientiousness, resulting in too much focus on details rather than outcomes.

• • Emotional intelligence, which hinders their ability to connect with employees.

• • Dependability, leading to lack of trust.

• • Flexibility, which prevents adaptability to employee needs.

10/ Case: A leader in your organisation believes that employees will always rise to meet expectations if they are treated with respect and provided with clear goals.

Question: What leadership theory is this leader practising?

• • Achievement motivation theory

• • Pygmalion effect

• • Self-concept theory

• • Theory X