Leadership and Organizational Design

Management

This topic explores behavioral approaches to leadership, including task-oriented and relationship-oriented behaviors, and their impact on employee satisfaction and performance. It examines leadership models like Theory X and Y, and the Hersey-Blanchard Situational Leadership Model. The text also delves into various job design strategies such as specialization, rotation, enlargement, and enrichment, alongside job characteristics analysis. Furthermore, it discusses organizational structures like chain of command and span of control, and the concepts of centralization and decentralization, concluding with the importance of delegation.

Leadership Organizational Design Employee Engagement

22 Questions Medium Ages 16+ Mar 17, 2026

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About this Study Set

This study set covers Management through 22 practice questions. This topic explores behavioral approaches to leadership, including task-oriented and relationship-oriented behaviors, and their impact on employee satisfaction and performance. It examines leadership models like Theory X and Y, and the Hersey-Blanchard Situational Leadership Model. The text also delves into various job design strategies such as specialization, rotation, enlargement, and enrichment, alongside job characteristics analysis. Furthermore, it discusses organizational structures like chain of command and span of control, and the concepts of centralization and decentralization, concluding with the importance of delegation. Every question includes the correct answer so you can learn as you go — pick any format above to get started.

Questions & Answers

Browse all 22 questions from the Leadership and Organizational Design study set below. Each question shows the correct answer — select a study format above to practice interactively.

1 Which behavioral approach to leadership focuses on tasks and goals?

A Relationships oriented
B Task oriented
C Situational
D Transformational

2 According to the text, Theory X managers are more likely to be:

A High-achieving
B Low-achieving
C Innovative
D Supportive

3 The Hersey-Blanchard model's S1 style is described as:

A Participating
B Delegating
C Selling
D Telling

4 Which leadership style in the Hersey-Blanchard model is high on both task and relationship orientation?

A S1 (Telling)
B S2 (Selling)
C S3 (Participating)
D S4 (Delegating)

5 The text suggests that showing consideration is strongly related to:

A Organizational profit
B Employee job satisfaction
C Task completion speed
D Market share

6 To maximize performance and minimize turnover, the text recommends being high on both:

A Initiating structure and delegating
B Consideration and Theory X
C Showing consideration and initiating structure
D Task specialization and job rotation

7 Which of the following is NOT listed as an approach to designing jobs?

A Job specialization
B Job rotation
C Job satisfaction analysis
D Job enrichment

8 Job specialization involves breaking down an overall task into:

A Larger, more complex parts
B Smaller, simpler parts
C Independent work modules
D Cross-functional teams

9 A negative outcome of job specialization is often:

A Increased employee skill
B Reduced training time
C Boredom
D Higher productivity

10 Job rotation aims to combat the negative effects of high specialization by:

A Increasing task complexity
B Systematically moving employees between jobs
C Giving employees more control
D Enlarging the scope of individual jobs

11 Job enlargement increases job variety by:

A Giving employees more authority
B Combining two or more tasks previously assigned to separate workers
C Reducing the number of tasks
D Allowing employees to choose their tasks

12 Job enrichment is a more comprehensive approach that involves increasing both the number of tasks and:

A Supervisory oversight
B Employee control over the job
C External feedback
D Organizational hierarchy

13 Which of the 5 core job characteristics refers to the number of different activities a person performs in a job?

A Task identity
B Task significance
C Skill variety
D Autonomy

14 The degree of control a worker has over how the work is performed relates to which core job characteristic?

A Feedback
B Skill variety
C Task identity
D Autonomy

15 The extent to which a worker knows how well the job is being performed is known as:

A Task significance
B Feedback
C Task identity
D Skill variety

16 A clear and distinct line of authority among positions in an organization is called:

A Span of control
B Chain of command
C Organizational chart
D Departmentalization

17 The number of employees who will report to each supervisor is determined by the:

A Chain of command
B Organizational structure
C Span of control
D Delegation process

18 A wider physical dispersion of employees generally leads to a:

A Wider span of control
B Narrower span of control
C Flatter organization
D Taller organization

19 Centralization involves retaining power and authority in the hands of:

A Lower-level managers
B Middle-level managers
C Higher-level managers
D All employees equally

20 Decentralization is characterized by systematically delegating power and authority throughout the organization to:

A Only top executives
B Middle and lower-level managers
C External consultants
D Shareholders

21 Tall organizations typically have relatively narrow spans of control, which leads to:

A Greater employee autonomy
B More levels of management
C Faster decision-making
D Increased flexibility

22 Flat organizations typically have relatively wide spans of control, which leads to:

A More layers of management
B Less employee supervision
C Slower communication
D Increased bureaucracy

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