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207CFM - MCQ - MCQ

Mba (Savitribai Phule Pune University)

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MCQ on CFM
1. What referrers to the liking or disliking aspect of a specific feeling?
a. Emotion
b. Affect
c. Hedonic
d. Cognition
2. What referrers to taking feedback form your trusted colleague who
knows your plan for self-management
a. Trigger identification
b. Reframing
c. Coaching
d. Reminders and cues
3. What is the crucial factor of emotional intelligence?
a. Self- awareness
b. Self-management
c. Social awareness
d. All of these
4. What is required while interacting
a. Ability to communicate people effectively
b. Empathy
c. Listening ability
d. All of the above
5. What does personal competence in emotional intelligence refers to
a. Be self aware, regulate our behavior, and be self motivated
b. Have a positive self concept
c. Have social awareness and social skills
d. Have empathy for others
6. Which of the following is not a negative emotion?
a. Apprehension
b. Uncertainty
c. Disgust
d. None of the above
7. What is empathy
a. Listening
b. Respecting

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c. Supporting
d. all of the above
8. What leads to development of an attitude?
a. Instructions from seniors or elders
b. Conditioning association
c. Inclination towards optimism
d. All of the above
9. What refers to the ability of not denying or ignoring negative
emotions but to develop constructive view?
a. Trigger identification
b. Reframing
c. Coaching
d. Reminders and cues
10. How to avoid negative behavior
a. Saying something neutral or banal
b. Actively affirm that you heard what was said
c. Avoid being dismissive in your responses
d. All of the above
11. What is the first in chain reactions of emotions?
a. There is an event
b. A physiological sensation arises
c. You consciously perceive and experience a state of mind
d. All of the above
12. Which is not a self management technique?
a. Breathing
b. Visualizing
c. Meditating
d. Negotiation
13. Which part of the brain is very primitive and responds to your
raw emotions?
a. Thalamus
b. Amygdala
c. Cerebrum
d. None of the above

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14. Which characteristics of competent self-manager, involves of

not being threatened or a victim of one’s own emotions
a. Adaptive
b. Growth oriented
c. Controlled
d. Optimistic
15. What is not in a sphere of life and happiness
a. Financial health
b. Believes in life
c. Work and career
d. Emotional superficial state
16. What does limit to team’s effectiveness
a. Detailed objectives
b. Ample resources
c. Defined process steps
d. Controlling members
17. A small group of workers who meet regularly to their
supervisors to solve work related problems _____________
a. Quality of work life
b. Quality circle
c. Alternative work schedule
d. Job redesign
18. Following theory states that managers and workers work in
partnership in equality for the success of organization
a. X theory
b. Y theory
c. Z theory
d. 2 factor theory
19. Giving leadership to other group members is known as
a. Contracting
b. Coopting
c. Co-alition
d. Competition
20. Which steps do help to overcome prejudice and stereotypes
a. Become aware of your own biases and assumptions

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b. Become aware of your own social and racial prejudice

c. By questioning yourself
d. All of the above
21. When is the horizontal communication needed
a. Where you drive influence through the organization
b. To keep your managers aware about what is going on
c. Looking for interactive, multiple directional cycle of communicaton
d. To collaborate
22. What does the trait theory explain
a. Some people are leaders
b. Some people are not leaders
c. Successful people are effective
d. Leadership involves extraversion
23. The style of leadership that takes account of others views,
opinions and ideas is known as_____________
a. Laissez-faire
b. People oriented
c. Democratic
d. Autocratic
24. What does communication as a task imparts
a. Training
b. Information
c. Knowledge
d. Message

The 7 Habits of Highly Effective People" begins with a discussion of

what habits are. Covey describes them as a combination of skills,
knowledge and what else?

Ability

e. Stamina

f. Influence

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g. Desire

h.

i. 2. "The 7 Habits of Highly Effective People" opens with a discussion

of what Covey calls the "maturity continuum". This is the transition
from dependence to independence to reach what state?

j.

k. Genius

l. Interdependence

m. Power

n. Invaluableness

o.

p. 3. The first habit is about taking control. In Covey's words, this

means being what?

q.

r. Active

s. Proactive

t. Passive

u. Aggressive

v.

w. 4. Habit two is about thinking through what you really value and
what you want the future to look like. In Covey's words, "Begin with
the ___ in mind". What word completes the statement?

x.

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y. Future

z. Start

aa. Goal

bb. End

cc.

dd. 5. Habit three is about "putting first things first". Covey argues
that there should never be a situation where you have to say "no" to
something.

ee.

ff. True

gg. False

hh.

ii. 6. Habit four focuses on how to think in all your day to day
negotiations. What paradigm does Covey propose?

jj.

kk. Win-Lose-Draw

ll. Win-Lose

mm. Win-Win

nn. Lose-Lose

oo.

pp. 7. Habit five is about seeing through the eyes of other people.
How does Covey describe this habit?

qq.

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rr. Seek first to be understood, then to understand

ss. Don't judge until you have been judged

tt. Don't jump to false conclusions

uu. Seek first to understand, then to be understood

vv.

ww. 8. Habit six describes a process where a relationship can allow a

result to be 'more than the sum of its parts'. How does Covey
describe this?

xx.

yy. Energize

zz. Synergize

aaa. Fusion

bbb. Fission

ccc.

ddd. 9. The seventh and final habit is about refreshing and renewing
your approach to allow you to undertake all of the other six habits.
How does Covey describe it?

eee.

fff. Send in the fresh air

ggg. Sharpen the knife

hhh. Sharpen the saw

iii. Send in the clowns

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jjj.

kkk. 10. In his concluding remarks to the book, Covey admits he often
struggles with the principles set out in the seven habits he
describes.

lll.

mmm. True

nnn. False

Question 1

According to the Five Factor model, 'extraversion' as a personality type is

characterised by what type of people?

a) Good natured
b) Calm and self-confident
c) Sensitive and curious

d) Assertive and sociable

Question 2

What does situational theory of leadership emphasise?

a) Personality traits
b) Events
c) Environment

d) Political situation
Question 3

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What do you call a style of leadership that takes account of others' views,
opinions and ideas?

a) Laissez-faire
b) People-oriented
c) Democratic

d) Autocratic
Question 4

How can you describe the thinking and outlook of transformational

leaders?

a) Strategic
b) Operational
c) Functional

d) Developmental
Question 5

According to Lewin, Lippet and White's 1939 experiment, which form of

leadership produced the most work from participants?

a) Laissez-faire
b) Democratic
c) Authoritarian

d) A mix of laissez-faire and democratic

Question 6

What are the two main dimensions of the Ohio Studies into leadership?

a) Starting position and end position

b) Initial environment and changed environment
c) Organisational structure and conditioning

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d) Initiating structure and considerations

Question 7

Who of the following is a leading writer on contingency theory of

leadership?

a) Rosabeth Kanter
b) Joan Woodward
c) Rensis Likert

d) Fred Fiedler
Question 8

Which one of the following political leaders could not be termed a

'transformational' leader?
a) Margaret Thatcher
b) Mikhail Gorbachov
c) Nelson Mandela

d) Bill Clinton
Question 9

What are the key characteristics of transactional leaders?

a) Guiding, mentoring and motivating

b) Guiding, commanding and motivating
c) Guiding, demonstrating and motivating

d) Guiding, mentoring and demonstrating

Question 10

What is the term for power derived from status or position in an

organisation?

a) Referent

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b) Expert
c) Reward

d) Legitimate

The Law of the Lid

A.Leadership Develops Daily, Not in a Day
B.The True Measure of Leadership is Influence – Nothing More, Nothing Less
C.Leadership Ability Determines a Person’s Level of Effectiveness
D.Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course

The Law of Influence

A.The True Measure of Leadership is Influence – Nothing More, Nothing Less
B.Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course
C.Leadership Develops Daily, Not in a Day
D.Leaders Add Value by Serving Others

The Law of Process

A.Trust Is the Foundation of Leadership
B.Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course
C.Leaders Add Value by Serving Others
D.Leadership Develops Daily, Not in a Day

The Law of Navigation

A.Trust Is the Foundation of Leadership
B.Leaders Add Value by Serving Others
C.Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course
D.People Naturally Follow Leaders Stronger Than Themselves

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The Law of Addition

A.Leaders Add Value by Serving Others
B.People Naturally Follow Leaders Stronger Than Themselves
C.Leaders Evaluate Everything with a Leadership Bias
D.Trust Is the Foundation of Leadership

The Law of Solid Ground

A.Who You Are Is Who You Attract
B.Trust Is the Foundation of Leadership
C.People Naturally Follow Leaders Stronger Than Themselves
D.Leaders Evaluate Everything with a Leadership Bias

The Law of Respect

A.Leaders Touch a Heart Before They Ask for a Hand
B.Who You Are Is Who You Attract
C.Leaders Evaluate Everything with a Leadership Bias
D.People Naturally Follow Leaders Stronger Than Themselves

The Law of Intuition

A.Leaders Touch a Heart Before They Ask for a Hand
B.A Leader’s Potential Is Determined by Those Closest to Him
C.Leaders Evaluate Everything with a Leadership Bias
D.Who You Are Is Who You Attract

The Law of Magnetism

A.Who You Are Is Who You Attract
B.Only Secure Leaders Give Power to Others
C.Leaders Touch a Heart Before They Ask for a Hand
D.A Leader’s Potential Is Determined by Those Closest to Him

The Law of Connection

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A.Only Secure Leaders Give Power to Others

B.A Leader’s Potential Is Determined by Those Closest to Him
C.Leaders Touch a Heart Before They Ask for a Hand
D.People Do What People See

The Law of the Inner Circle

A.People Buy into the Leader, Then the Vision
B.People Do What People See
C.Only Secure Leaders Give Power to Others
D.A Leader’s Potential Is Determined by Those Closest to Him

The Law of Empowerment

A.People Do What People See
B.Only Secure Leaders Give Power to Others
C.People Buy into the Leader, Then the Vision
D.Leaders Find a Way for the Team to Win

The Law of the Picture

A.Momentum Is a Leader’s Best Friend
B.People Do What People See
C.People Buy into the Leader, Then the Vision
D.Leaders Find a Way for the Team to Win

The Law of Buy-In

A.Momentum Is a Leader’s Best Friend
B.Leaders Find a Way for the Team to Win
C.People Buy into the Leader, Then the Vision
D.Leaders Understand That Activity Is Not Necessarily Accomplishment

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The Law of Victory

A.Leaders Understand That Activity Is Not Necessarily Accomplishment
B.Leaders Find a Way for the Team to Win
C.Momentum Is a Leader’s Best Friend
D.A Leader Must Give Up to Go Up

The Law of the Big Mo

A.Leaders Understand That Activity Is Not Necessarily Accomplishment
B.A Leader Must Give Up to Go Up
C.When to Lead Is As Important As What to Do and Where to Go
D.Momentum Is a Leader’s Best Friend

The Law of Priorities

A.To Add Growth, Lead Followers – To Multiply, Lead Leaders
B.Leaders Understand That Activity Is Not Necessarily Accomplishment
C.A Leader Must Give Up to Go Up
D.When to Lead Is As Important As What to Do and Where to Go

The Law of Sacrifice

A.When to Lead Is As Important As What to Do and Where to Go
B.To Add Growth, Lead Followers – To Multiply, Lead Leaders
C.A Leader Must Give Up to Go Up
D.A Leader’s Lasting Value Is Measured by Succession

The Law of Timing

A.Leadership Ability Determines a Person’s Level of Effectiveness
B.A Leader’s Lasting Value Is Measured by Succession
C.When to Lead Is As Important As What to Do and Where to Go
D.To Add Growth, Lead Followers – To Multiply, Lead Leaders

The Law of Explosive Growth

A.A Leader’s Lasting Value Is Measured by Succession
B.Leadership Ability Determines a Person’s Level of Effectiveness
C.To Add Growth, Lead Followers – To Multiply, Lead Leaders
D.The True Measure of Leadership is Influence – Nothing More, Nothing Less

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