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nAmiBIA UniVERSITY OF SCIEnCE AnD TECHnOLOGY

Faculty of Management Sciences

Department of Management

QUALIFICATION: Bachelor of Business Management

QUALIFICATION CODE: 07BBMA LEVEL: 7

COURSE: SME Leadership COURSE CODE: BEL711S

SESSION: JUNE 2017 PAPER: PAPER 1

DURATION: 3 hours MARKS: 100

EXAMINER(S)

MODERATOR:

FIRST OPPORTUNITY EXAMINATION QUESTION PAPER

Ms. E. Olivier Mr. F van Wyk

Mr. Rainer Ritter

THIS QUESTION PAPER CONSISTS OF 4 PAGES

(Including this front page)

INSTRUCTIONS

1. Answer ALL the questions.

2. Write clearly and neatly.

3. Number the answers clearly.

PERMISSIBLE MATERIALS

1. Examination paper. 2. Examination script.

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2

SECTION A [20 Marks]

QUESTION 1 Choose the correct option and indicate your choice (a-d) next to the appropriate number in the examination book provided. For example 1. b.

1. The study of leadership goes back well into the last century and it is arguable that demands on leaders are increasing with emerging and global economies and the pace of change. So what is leadership?

A. A person who is formally or informally appointed to lead a group or task in their work functions

B. The individual in the group given the task of directing and coordinating task relevant activities and accrues the primary responsibility for performing these functions

C. The ability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of their organisation

D. A person who is appointed, elected, or informally chosen to direct and coordinate the work of others in a group

2. In Campbell's holistic leadership model the concept "Moving from personal identity to transpersonal identity" could best be associated with:

A. Emotion B. Cognition c. Relationships D. None of these

3. Amabile's (1988; 1996); Woodman et al.'s {1993) and Ford's (1996) creativity models and Manz and Sims' {2001) self-leadership model share the following common characteristic:

A. Intrinsic motivation B. Autonomy C. Self-confidence D. All ofthese

4. Leadership interventions are needed less, if at all, when which of the following conditions are found within a group or team?

A. Individual job expertise, intrinsic task satisfaction, little structure. B. Individual job expertise, little structure, self-directed work teams. C. Individual job expertise, intrinsic task satisfaction, formalised rules and procedures. D. All of the above.

5. Dyadic role-making theories associated with Leader-Member Exchange models are mainly concerned with which level of analysis?

A. lntra-individuallevel B. Between an leader and another individual C. Between a leader and a group or team D. Between a leader and an organisation

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6. Your parents and older siblings are all successful elected government officials. After graduation, it is suggested by many that you should seek government office and, in turn, offer you their support. Which best describes the leadership approach being demonstrated?

7.

8.

A. B. c. D.

A. B. c. D.

Style approach to leadership Leadership as a process Trait perspective Expert power

Under which condition would you be most likely to experience unethical behaviour in organisations?

Performance goals are realistically difficult Weak organisational cultural values and norms about ethical conduct Low pressure for increased productivity All of the above

In the Tuckman model, groups or teams at the ________ stage develop guidelines and standards of acceptable behaviour.

A. Storming B. Norming C. Performing D. Forming

9. One contingency model of leadership is the path-goal theory. This suggests that an individual's motivation is dependent on ________ _

A. whether path-goal relationships are clarified B. the necessary direction, guidance, training and support being provided C. their expected performance D. expectations that increased effort to achieve an improved level of performance will be

successful

10. Michael is a type of manager who is concerned primarily with accomplishing goals and objectives and concentrates on the task itself. His behavioural style is called:

A. authoritarian. B. democratic. c. task oriented. D. people oriented.

[10x2 = 20 Marks]

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SECTION B [SO Marks]

Question 2

Discuss cohesion, communication and conflict management as teamwork processes. [10 marks]

Question 3

The Belbin model suggests that successful and effective teams need to have individuals in them performing 8(eight) key roles, each member complimenting the others' strengths and curtailing their weaknesses. Discuss any 5 (five) of the 8 mentioned roles. [10 marks]

Question 4

Critically evaluate the following leadership models by distinguishing between their respective key features, application and performance in the work place. Emphasise similarities or differences between these leadership models and which enterprise or market conditions are more suitable for each type. You may use tables and/or figures to support your arguments: a) Self-leadership b) Transformationalleadership c) Transactionalleadership d) Charismatic leadership e) Entrepreneurialleadership

Question 5

[10 marks] [10 marks] [10 marks] [10 marks] [10 marks]

Smaller entrepreneurial firms have more advantages with regards to speed, flexibility and niche filling capabilities in fast changing and competitive market environments. Contextualise this statement by discussing the role of the entrepreneurial leader in this situation. [10 marks]

TOTAL MARKS 100