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LDR-302S NCOA (NEW 2024/ 2025 UPDATE) QUESTIONS AND VERIFIED ANSWERS | 100% CORRECT| A GRADE
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LDR-302S NCOA (NEW 2024/ 2025 UPDATE) QUESTIONS AND VERIFIED ANSWERS | 100% CORRECT| A GRADE
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LDR-302S NCOA (NEW 2024/ 2025 UPDATE)QUESTIONS AND VERIFIED ANSWERS | 100%
CORRECT| A GRADE
QUESTION
servant leadership
Answer:
a philosophy and set of practices that enriches the lives of individuals, builds better
organizations and ultimately creates a more just and caring world.
QUESTION
10 principles of servant leadership
Answer:
• listening - actively listen ; act in a meaningful way
• empathy - getting to know your teams - strengths & weaknesses/likes & dis-
likes/motivators3.healing - coaching/mentoring/relationship orientated leadership
• awareness - understanding own strengths and talents/ weaknesses and areas for
improvement for personal growth and development
• Persuasion - wants people to want to follow - authentic followers6.conceptualization -
clear direction of where the company is going7.foresight - understanding lessons learned
from past - reflective 8.stewardship - ethical focus on more than just profits
9.commitment to the growth of people - deep commitment to personal and profes- sional
growth10.building community - social and task oriented communities
QUESTION
leader-member exchange model
Answer:
stresses the importance of variable relation- ships between supervisors and each of their
subordinates
In Group - the model suggests that supervisors establish a special relationship with a small
number of trusted subordinates referred to as the "in group" "in the know" - higher levels of
performance and satisfactoin
,out group - subordinates who are not a part of the in group are, they receive less of the
supervisors time & attention - mundane tasks, fewer rewards from supervisor
selects - it is not clear how a leader selects members of the in group, but the decision may be
based on personal compatibility and subordinates competence
QUESTION
two-factor theory - Herzberg study
Answer:
Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine
dissatisfaction
-no longer held in high esteem by organizational behavior researchersMotivation Factors -
achievement, recognition, work, advancement
Hygiene Factors - supervision, pay and security, policies, working conditions
QUESTION
Strengths based leadership
Answer:
the complete leader myth can cause stress and frustration for leaders and followers. The best
leaders recognize and hone their strengths while trusting and collaborating with others to
makeup for their weak points
A strength is the ability to consistently provide near-perfect performance in a specific activity
Talents are you natural patterns of thought, feeling and behavior. Talents are things you just
do.Once recognized, talents can be turned into strengths by consciously developing and
enhancingthem with learning & practice.
An individuals strengths influences how effective a leader might be in a particular role
QUESTION
three types of leadership roles
Answer:
operational role - set goals establish plans, and get things done, focus on vertical hierarchy
andposition power, doggedly focused on delivering results, high self-confidence, and tend to
be assertive
, collaborative role - typically don't have strong position power, work behind the scenes, using
personal power, excellent people skills to build relationships, they are highly proactive and
tenacious
advisory role - provide guidance and support to other people, develop broad orga- nizational
capabilities, need great people skills, high levels of honesty, integrity and trust (human
resources, finance positions
QUESTION
situational theory of leadership
Answer:
focuses on the characteristics of followers as the most important element of the situation and
consequently of determining effective leader behavior
leader adopts one of four styles, based on a combination of relationship (concern for people)
andtask (concern for production) behavior
4 styles are :
Telling - directive approach that reflects a high concern for tasks and a low concern for
people and relationships. he leader provides detailed objectives and explicit instructions about
how tasksshould be accomplished - Low Readiness
Selling - based on a high concern for both relationships and tasks The leader pro- vides task
instruction and personal support, explains decisions, and gives followers a chance to ask
questions and gain clarity about work tasks - moderate readiness
Participating - characterized by high relationsnhip and low task behavior. The leader
encouragesparticipation, consults with followers, and facilitates decision making - high
readiness
Delegating - reflects a low concern for both tasks and relationships. This leader provides little
direction or support because complete responsibility for decisions and their implementation is
turned over to followers. - very high readiness
Each style choice depends on followers readiness
QUESTION
Which of the following BEST describes the leadership model where the characteristics of
followers is the most important element and determine effective leader behaviors?
Answer:
Situational
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