Organizational Leadership

Category: Objective Test
Type: Individual

Overview

60-minute test administered during the NLC.

Objective Test Competencies: Leadership Concepts; Leadership Managerial Roles; Behavior and Motivation; Networking; Communication Skills; Leader and Follower Relations; Team Leadership; Self-Managed Teams; Strategic Leadership for Managing Crises and Change; Levels of Leadership; Leadership Theory; Traits of Effective Leaders; Personality Profile of Effective Leaders; Leadership Attitudes; Ethical Leadership; Relationship Between Power, Politics, Networking, and Negotiation; Coaching; Managing Conflict; Team Decision Making; Organizational Politics; Team Skills; Charismatic and Transformational Leadership; Stewardship and Servant Leadership; Diverse Setting


Guidelines

Objective Test Guidelines
Objective Test Guidelines
  • No materials may be brought to the testing site.
  • Electronic devices must be turned off and out of sight.
  • No calculators may be brought into the testing site; calculators will be provided.
  • Bring a writing instrument.
General Guidelines

The general event guidelines below are applicable to all national competitive events. Please review and follow these guidelines when competing at the national level. When competing at the state level, check the state guidelines since they may differ.

Eligibility

  • Dues: Competitors must have paid FBLA national and state dues by 11:59 p.m. Eastern Time on March 1 of the current school year.
  • NLC Registration: Participants must be registered for the NLC and pay the national conference registration fee in order to participate in competitive events.
  • Deadlines: The state chair, or designee, must register each state competitor on the official online entry forms by 11:59 p.m. Eastern Time on the second Friday in May.
  • Each state may submit four (4) entries in all events except LifeSmarts, Virtual Business Finance Challenge, and Virtual Business Management Challenge.
  • Each competitor can only compete in one (1) individual/ team event and one (1) chapter event.
  • Each competitor must compete in all parts of an event for award eligibility.
  • A team shall consist of two or three members. Exceptions are Parliamentary Procedure which must be a team of four or five members, and LifeSmarts which must be a team of two members.

Repeat Competitors

Competitors are not permitted to compete in an event more than once at the NLC unless one of the following circumstances applies:

  • Modified Events: A competitor may compete in the same event when the event is modified. Note, if the only modification is a name change, competitors may not compete in the renamed event.
  • Team Events: One (1) competitor of the team may have competed in the same event at one (1) previous NLC; however, they may not compete more than twice in the event at the national level.
  • Chapter Events: Competitors may compete in a chapter event more than once (American Enterprise Project, Community Service Project, and Partnership with Business Project).
  • Individual Entry: A competitor who competed as an individual entry in a team event at the national level may compete in the same event a second time as part of a team, but not a second time as an individual.
  • Parliamentary Procedure: Two (2) competitors of the team may have competed in this event at a previous NLC; however, they may not compete more than twice at the national level.
  • Pilot Event: Competition in a pilot event does not disqualify a competitor from competing in the same event if it becomes an official competitive event. The participant may compete in another event as well as a pilot event.

Breaking Ties

  • Objective Tests: Ties are broken by comparing the correct number of answers to the last 10 questions on the exam. If a tie remains, the competitor who completed the test in a shorter amount of time will place higher. If this does not break the tie, answers to the last 20 questions will be reviewed and determine the winner.
  • Objective and Production Tests: The production test scores will be used to break a tie.
  • Objective Tests and Performances: The objective test score will be used to break a tie based on the tie-breaking criteria of objective tests.
  • Reports/Projects and Performances: The report/project scores will be used to break a tie.
  • Performances: Judges must break ties and all judges’ decisions are final.

National Deadlines

  • State chair/adviser must register all competitors for NLC competitive events online by 11:59 p.m. Eastern Time on the second Friday in May.
  • All prejudged components (reports, websites, projects, statement of assurance) must be received by 11:59 p.m. Eastern Time on the second Friday in May.
  • All prejudged projects and reports must be submitted electronically.
  • All Statements of Assurance must be submitted online.
  • All production tests must be received at FBLA-PBL by 11:59 p.m. Eastern Time on the third Friday in May.
  • All production tests must be uploaded online.
  • State chair/adviser may make name changes only (no additional entries) by 11:59 p.m. Eastern Time on the first Friday in June. Competitor drops are the only changes allowed after this date and onsite.

National Awards

The number of competitors will determine the number of winners. The maximum number of winners for each competitive event is 10. Only one (1) award is given to the schools competing in chapter events (American Enterprise Project, Community Service Project, Local Chapter Annual Business Report, and Partnership with Business Project).

Additional Materials

Certain events may allow the use of additional materials. Please refer to event guidelines.

Americans with Disabilities Act (ADA)

FBLA‑PBL meets the criteria specified in the Americans with Disabilities Act for all participants who submit a special needs form.

Recording of Presentations

No unauthorized audio or video recording devices will be allowed in any competitive event. Participants in the performance events should be aware the national association reserves the right to record any performance for use in study or training materials.


Preparation

Sample Practice Materials

Format Guide

Competencies
Competency
Tasks
Leadership Concepts
1. Explain why leadership is important.
2. Define leadership.
3. Explain how self-assessment is used to determine leadership potential.
4. Describe characteristics of leaders (initiative, ability to function independently, followthrough, ethics, ability to respond to ambiguity and change, resiliency, positive attitude, confidence, record of excellence).
Leadership Managerial Roles
1. Describe interpersonal roles for managerial leadership.
2. Explain informational roles for managerial leadership.
3. Describe decisional roles of managerial leaders.
4. Understand the importance of effective research for leadership decisions.
5. Appreciate the perspectives of other individuals within an organization.
6. Explain how successful leaders use reflection and application for future challenges.
7. Explain the importance of analyzing situations to gain a more comprehensive understanding.
8. Explain how leaders connect individual thinking with systems thinking.
9. Explain the importance of evaluating different alternatives to make the best decisions.
10. Explain how problem solving and decision making are key duties for leaders.
11. Explain how problem solving and decision making are key duties for leaders.
12. Explain how self-understanding (personal values, personal contributions, scope of competence) determines leadership capabilities.
Behavior and Motivation
1. Compare leadership styles.
2. Explain the difference between job-centered and employee-centered behavior.
3. Explain the motivation process for leadership
4. Compare and contrast motivation theories.
5. Define Maslow’s Hierarchy of Needs Theory
6. Explain the need for individuals to balance professional and personal needs.
7. Define the Equity Theory, Expectancy Theory, Reinforcement Theory, and Goal-Setting Theory for motivation.
Networking
1. Define professional networking.
2. Explain the relationship between professional networking and leadership.
3. Explain the leadership advantages of forming professional networks.
4. Describe the power of productive interpersonal interaction.
5. Describe characteristics of productive leaders (appropriate interaction with others, empathy, mentoring, helping others, motivation, empowerment, feedback, supervision, collaboration, other’s contributions).
Communication Skills
1. Explain how successful leadership is based upon solid communication
2. Define the elements of the communication process (sender, receiver, message, feedback).
3. Explain common approaches to getting feedback on messages.
4. Explain the power of nonverbal communication.
5. Explain the role of conflict negotiation for groups
6. Explain the importance of listening skills.
Leader and Follower Relations
1. Define the Leader-Member Exchange (LMX) Theory.
2. Describe how group dynamics impact team building for leadership.
3. Explain strategies for developing positive leader-member relations.
4. Explain the importance of effective leader feedback.
5. List characteristics of an effective follower.
6. Explain the dual role of being a leader and a follower.
Team Leadership
1. Explain the use of teams in organizations.
2. Explain the difference between a group and a team.
3. Explain advantages and disadvantages of teamwork.
4. Describe characteristics of effective teams and the role of leadership.
5. Differentiate characteristics of different teams (functional, cross-functional, self-managed).
Self-Managed Teams
Strategic Leadership for Managing Crises and Change
1. Explain the need to analyze the environment to form a strategic vision.
2. Explain the importance mission statement, objectives, and strategic planning/implementation for leadership.
3. Explain the importance of evaluating leadership strategies.
4. Explain the need for leadership in crisis situations.
5. Define crisis management.
6. List the five-step process for crisis management (risk identification, risk assessment and ranking, risk reduction strategies, crisis prevention simulations, crisis management).
7. Recognize the need for change.
8. Understand why people resist change.
9. Define the change process.
10. Explain the mission, vision, goals, plan, and organization for making leadership decisions.
Levels of Leadership
1. Explain individual leadership.
2. Describe leadership within a group.
3. Define organizational leadership.
4. Describe interrelationships among individual, group, and organizational leadership.
Leadership Theory
1. Describe leadership theory.
2. Explain application of leadership theory.
3. Explain leadership skill development and the need for flexibility.
Traits of Effective Leaders
1. Define traits of effective leaders.
2. Explain how leadership traits can be acquired.
Personality Profile of Effective Leaders
1. ExplainTheory.
2. Define the Leader Motive Profile.
3. Explain how self-assessment is used to determine leadership qualities.
Leadership Attitudes
1. Differentiate Theory X and Theory Y styles of leadership.
2. Explain how attitudes influence leadership styles.
3. Explain the Pygmalion Effect on Leadership
Ethical Leadership
1. Explain ethical leadership behavior.
2. Explain how personality traits and attitudes, moral development, and the situation affect ethical behavior.
3. Describe how people justify unethical behavior.
4. Describe simple guides to ethical behavior.
5. List characteristics of ethical leaders.
Relationship Between Power, Politics, Networking, and Negotiation
1. Describe sources of power for leaders
2. Explain types of power, influencing tactics, and ways to increase personal power.
Coaching
1. Explain the relationship between coaching and leadership.
2. Describe why criticism does not work.
3. Explain how mentoring is used to prepare future leaders.
Managing Conflict
1. Describe conflict management styles.
2. Define conflict resolution and mediation
Team Decision Making
1. Describe the difference between leader-centered and group-centered decision making.
2. Explain the difference between individual and team decision making.
Organizational Politics
1. Explain the nature of organizational politics.
2. Explain the relationship between political behavior and leadership.
Team Skills
Charismatic and Transformational Leadership
1. Describe factors that determine personal meaning.
2. Describe characteristics of charismatic leaders.
3. Explain the effects of charismatic leadership.
4. Define attributes and behaviors for transformational leadership.
Stewardship and Servant Leadership
1. Explain the nature of stewardship and servant leadership.
2. Describe the framework for stewardship and servant leadership.
Diverse Setting
1. Understand the power of culture.
2. Differentiate characteristics of low-performance and high-performance culture.
3. Describe how leaders are culture creators.
4. Explain how culture, values, diversity, and the learning organization influence the role of leaders.
5. Define diversity and explain the importance of inclusion for decision making.
6. Explain the importance of social responsibility.

Alignment

NBEA Standards
  • Career Development
  • Communication
Career Clusters
  • Agriculture
  • Arts, A/V Technology, & Communication
  • Business Management & Administration
  • Finance
  • Government & Public Administration
  • Human Services
  • Information Techology
  • Law & Public Safety
  • Marketing, Sales, & Service
  • S.T.E.M.

Eligibility

States may submit up to 4 entries.
Competitors must be registered for NLC and pay registration fee.
Competitors must pay dues by 11:59 p.m. Eastern on March 1.

Timeline

Test: 1 hour