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TRUE/FALSE

1. Members of a work group do not assume
leadership roles.

2. Leadership is based on what the supervisor
does, not what the followers think and do.

3. Great leaders are known as great
communicators and impeccably credible.

4. Factors such as the size of the work group
and the type of people involved have no significant impact on the effectiveness
of supervisory leadership.

5. Successful supervisors tend to be somewhat
more intelligent than the average subordinate.

6. People want leaders who are passionate about
their convictions.

7. The ability to trust a leader was much more
important in the past, when people were not as independent as they are today.

8. Supervisors who empower others to act
strengthen their employees and promote teamwork among them.

9. Employees want hope from their leaders,
meaning that when leaders believe, they kindle the fire of optimism in
followers.

10. According to Robert Greenleaf, a servant-leader leads first and
serves second.

11. Contingency-style leadership proposes that no one leadership style
is best and that the appropriate style depends upon a multitude of factors in
the situation.

12. Delegation gives employees a greater voice in how a job is to be
done; the employee is empowered to make decisions.

13. When practicing the process of delegation, one must assign duties
and grant authority as well as create responsibility and accountability for
completion of those duties.

14. Delegation is the process of entrusting duties and related
authority to peers.

15. There are no jobs that a supervisor cannot delegate to someone
else.

TRUE/FALSE

1. Members of a work group do not assume
leadership roles.

2. Leadership is based on what the supervisor
does, not what the followers think and do.

3. Great leaders are known as great
communicators and impeccably credible.

4. Factors such as the size of the work group
and the type of people involved have no significant impact on the effectiveness
of supervisory leadership.

5. Successful supervisors tend to be somewhat
more intelligent than the average subordinate.

6. People want leaders who are passionate about
their convictions.

7. The ability to trust a leader was much more
important in the past, when people were not as independent as they are today.

8. Supervisors who empower others to act
strengthen their employees and promote teamwork among them.

9. Employees want hope from their leaders,
meaning that when leaders believe, they kindle the fire of optimism in
followers.

10. According to Robert Greenleaf, a servant-leader leads first and
serves second.

11. Contingency-style leadership proposes that no one leadership style
is best and that the appropriate style depends upon a multitude of factors in
the situation.

12. Delegation gives employees a greater voice in how a job is to be
done; the employee is empowered to make decisions.

13. When practicing the process of delegation, one must assign duties
and grant authority as well as create responsibility and accountability for
completion of those duties.

14. Delegation is the process of entrusting duties and related
authority to peers.

15. There are no jobs that a supervisor cannot delegate to someone
else.

TRUE/FALSE

1. Members of a work group do not assume
leadership roles.

2. Leadership is based on what the supervisor
does, not what the followers think and do.

3. Great leaders are known as great
communicators and impeccably credible.

4. Factors such as the size of the work group
and the type of people involved have no significant impact on the effectiveness
of supervisory leadership.

5. Successful supervisors tend to be somewhat
more intelligent than the average subordinate.

6. People want leaders who are passionate about
their convictions.

7. The ability to trust a leader was much more
important in the past, when people were not as independent as they are today.

8. Supervisors who empower others to act
strengthen their employees and promote teamwork among them.

9. Employees want hope from their leaders,
meaning that when leaders believe, they kindle the fire of optimism in
followers.

10. According to Robert Greenleaf, a servant-leader leads first and
serves second.

11. Contingency-style leadership proposes that no one leadership style
is best and that the appropriate style depends upon a multitude of factors in
the situation.

12. Delegation gives employees a greater voice in how a job is to be
done; the employee is empowered to make decisions.

13. When practicing the process of delegation, one must assign duties
and grant authority as well as create responsibility and accountability for
completion of those duties.

14. Delegation is the process of entrusting duties and related
authority to peers.

15. There are no jobs that a supervisor cannot delegate to someone
else.

TRUE/FALSE

1. Members of a work group do not assume
leadership roles.


2. Leadership is based on what the supervisor
does, not what the followers think and do.


3. Great leaders are known as great
communicators and impeccably credible.


4. Factors such as the size of the work group
and the type of people involved have no significant impact on the effectiveness
of supervisory leadership.



5. Successful supervisors tend to be somewhat
more intelligent than the average subordinate.


6. People want leaders who are passionate about
their convictions.


7. The ability to trust a leader was much more
important in the past, when people were not as independent as they are today.


8. Supervisors who empower others to act
strengthen their employees and promote teamwork among them.


9. Employees want hope from their leaders,
meaning that when leaders believe, they kindle the fire of optimism in
followers.



10. According to Robert Greenleaf, a servant-leader leads first and
serves second.


11. Contingency-style leadership proposes that no one leadership style
is best and that the appropriate style depends upon a multitude of factors in
the situation.



12. Delegation gives employees a greater voice in how a job is to be
done; the employee is empowered to make decisions.


13. When practicing the process of delegation, one must assign duties
and grant authority as well as create responsibility and accountability for
completion of those duties.



14. Delegation is the process of entrusting duties and related
authority to peers.


15. There are no jobs that a supervisor cannot delegate to someone
else.


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