Home > Leadership Skills Training > Quizzes > Leadership 101 Practice Test: Leading Change 2
Leadership 101 Practice Test: Leading Change 2
Fast practice, instant feedback. Timer auto-submits when time’s up.
Avg score: 42% • Most missed: “When facing unplanned and revolutionary change, charismatic and transformational…”
Leadership 101 Practice Test: Leading Change 2
Time left 00:00
25 Questions

1. Resistance to change is inevitable and therefore must be addressed.
2. Individual factors rarely play a role in explaining why people often resist change.
3. Past-oriented cultures, where time is linear, are likely to react fairly quickly to change.
4. Organizational change is rarely resisted by organizational members.
5. Frame-breaking change is that which is rapid and dramatic.
6. Bottom-up change is rarely met with resistance from organizational leaders.
7. People adjust to large-scale changes much like adapting to minor changes.
8. Internal forces for change closely follow external forces.
9. Researcher Noel Tichy recommends that leaders communicate their vision through telling three types of stories about themselves, the group, and the group
10. Coercion can be used to deal with resistance to change when there is no time and nothing else works.
11. Japanese business leaders rarely see change as a threat and therefore organizations readily adapt to changes.
12. Change is one of the main causes of stress in our lives.
13. Sweden and Canada are risk averse countries where governments centralize planning to help support business leaders reduce uncertainty and ambiguity.
14. It is important to employees to know what is not changing.
15. Openness to new ideas involves role modeling, tolerance for a questioning attitude, and supporting and rewarding openness.
16. Andrea Jung of Avon and A.G. Lafley of P&G do not rely on personal stories, but keep their message simple and repetitive to assure that their followers hear it and understand it as a priority.
17. Group norms can be substantial barriers to change.
18. There are three general categories of causes to change resistance: organizational, group, and individual causes.
19. Two of the key themes that tie together several change oriented theories are the importance of vision and empowerment.
20. Most organizations focus too much attention on the refreezing stage of change.
21. One of the major contributions of visionary leadership concepts is the emphasis on passion and credibility.
22. Getting followers to understand and accept change takes communication, repetition, and clarification.
23. Planned and unplanned change may happen either gradually or rapidly, leading to a dramatic impact on the organization
24. When the forces that resist change are larger than the forces that drive change, leaders can overcome inertia and implement changes.
25. When facing unplanned and revolutionary change, charismatic and transformational leadership may become more central.

⚡ Recently practiced quizzes in this topic
Live quiz activity
Leadership 101 Practice Test: Participative Management and Leading Teams Leadership 101 Practice Test: High Levels and Leadership of Nonprofits Leadership 101 Practice Test: Individual Traits and Differences Leadership 101 Practice Test: Why Leadership Matters Leadership 101 Practice Test: Early Theories of Modern Leadership Leadership 101 Practice Test: New Leadership Models Leadership 101 Practice Test: Developing Leaders Leadership 101 Practice Test: Why Leadership Matters 2 Leadership 101 Practice Test: Power and Leadership Leadership 101 Practice Test: Leading Change
 
❤ If you liked Fatskills, consider supporting us by checking out The Life Manuals You Never Got.

🌈  Our mission is to help improve your scores in any subject and exam withonline quizzes, practice tests, study guides, & advice for students. Since 2018.
About | Explore | User Guide | Topics | Subjects | Doubt Solver | Career Aptitude Test | Answers | Free Tools | OSHA Basics Quiz | What Should We Know?
Privacy | Terms |
Without work one finishes nothing. - Ralph Waldo Emerson
© 2026 Fatskills.com

All trademarks, logos and brand names are the property of their respective owners. All company, product and service names used in this website are for identification purposes only. Use of these names, trademarks and brands does not imply endorsement.