21st Century Managerial and Leadership Skills

21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS
Q: The following are essential skills for leadership in the 21st century except for
one?
a. contribute uniqueness
b. act efficiently
c. be resilient
d. stay grounded
answer: B
There are 5 essential skills for leadership in the 21st century: contribute
uniqueness, act effectively, be resilient, embrace change and stay grounded.
Q: What is the descriptor of a general average of 73% under the classroom
assessment for the k to 12 basic education program?
A. Satisfactory
B. Fairly satisfactory
C. Failed
D. Did not meet expectations
Answer : D
Did not meet expectations
How the learners progress is reported based on DepEd Order No. 8 s.2015
Q: Accepting donations, gifts, bequests and grants for the purpose of upgrading
teachers' learning facilitators' competencies, improving and expanding school
facilities and providing instructional materials and equipment provided such
donations or grants must be reported to the appropriate officials except for?
a.
b.
c.
d.
District supervisors and Division superintendents

Division superintendents and EPS
Regional Director and COA
SGOD chief and CID chief
Answer: A
Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA

Accepting donations, gifts, bequests and grants for the purpose of upgrading
teachers' learning facilitators' competencies, improving and expanding school
facilities and providing instructional materials and equipment. Such donations or
grants must be reported to the appropriate District Supervisors and Division
Superintendents.
Q: effective managers are of course, required to have the basic management

skills in order to be able to manage an organisation. Any managers has to
possess certain ________________ which allow them to perform specialised task,
particularly those first-line managers as they spend more time helping
employees to solve work-related problems.
a.
b.
c.
d.
Human skills
Technical Skills
Interpersonal skills
Conceptual skills
Answer: B
Effective managers are of course, required to have the basic management skills
in order to be able to manage an organisation. Any managers has to possess
certain technical skills which allow them to perform specialised task, particularly
those first-line managers as they spend more time helping employees to solve
work-related problems and they are mostly involved in supervising individual
performance and instructing subordinates, for instance, ensuring that the
products and services are being delivered to customers on a daily basis.
Q: To be an effective manager, one must possess _____________ as well.

Managers have to be able to think in the abstract, examine different situation
and see beyond the present situation to recognise new market opportunities
and threats.
a.
b.
c.
d.
Human skills
Technical Skills
Global Management Skills
Conceptual skills
Answer: D
To be an effective manager, one must possess conceptual skills as well.
Managers have to be able to think in the abstract, examine different situation
and see beyond the present situation to recognise new market opportunities
and threats. Conceptual skills also aid managers in determining the
consequences and outcomes from their decisions. Conceptual skills are
specifically needed in the success of executives in e-commerce business. For
instance, the ability to anticipate how a particular business application will be
affected by the Internet is clearly conceptual in nature.
Q: An effective manager must provide him/herself with the ability to compete in

a global environment. As businesses becoming more diversified, an effective
manager should possess certain capabilities in understanding international
operations and most significantly, cultural differences.
a.
b.
c.
d.
Human skills
Technical Skills
Conceptual skills
Answer : C
Due to the globalisation boom since decades ago, an effective manager must
provide him/herself with the ability to compete in a global environment. As
businesses becoming more diversified, an effective manager should possess
certain capabilities in understanding international operations and most
significantly, cultural differences.
Q: The impact you deliver is dependent upon how you integrate Leadership
behaviors and implement on your strategies.
a. Personal/Professional Growth Management Skills
b. Networking Skills

c. Messaging Skills
d. Communication and Connection Skills
Answer: A
Personal/Professional Growth Management Skills
Personal study and professional application is a must for you as a Leader in the
21st Century. How well you self assess and act on that assessment determines
the quality of the goals you set and the effectiveness of your action plans. The
impact you deliver is dependent upon how you integrate Leadership behaviors
and implement on your strategies.
Q: As Leaders, it is imperative that our communication is consistent and

credible. We must be able to consistently create safety for dialogue and
confidently confront issues.
a.
b.
c.
d.

Networking Skills
Messaging Skills
Communication and Connection Skills
Answer : D
How skillful a Leader communicates is a major factor of credibility. You must
consistently communicate well one-on-one and in group settings. As Leaders, it
is imperative that our communication is consistent and credible. We must be
able to consistently create safety for dialogue and confidently confront issues.
You approach performance management and succession management as key
areas for consistent communication.
Q: Your Desire & Intent as a Leader is very important to those you lead. It is
critical to your success, and the success of others, that you are skillful in creating
and articulating a clear vision.

a.
b.
c.
d.

Networking Skills
Messaging Skills
Answer: C
Messaging Skills
You are the message. Your Brand is the succinct version of that message. It takes
constant awareness for you to build Brand awareness and representation. Your
Desire & Intent as a Leader is very important to those you lead. It is critical to
your success, and the success of others, that you are skillful in creating and
articulating a clear vision. The 21st Century Leader is also becoming skilled at
using the concepts of Story in communication, connection, and message.
Q: The following statements are true about cooperation between staff and
management except for one?
a.
b.
c.
d.
division of labor and responsibility between managers and workers;

managers were responsible for planning the work,
employees were responsible for following that plan
Treating workers like machines as they completed the work.
Answer: D
Managers should also provide the appropriate division of labor and responsibility
between managers and workers; that is, the managers were responsible for
planning the work, and the employees were responsible for following that plan
as they completed the work.
Q: A manager's authority rests on workers' acceptance of his right to give orders

and to expect compliance. There are a few reasons for this expectation except
for one:
a) Workers will be terminated for being lazy

b) There will be discipline for non-compliance
c) Workers respect the manager for his experience
d) Workers will be rewarded for compliance
.answer: A
A manager's authority rests on workers' acceptance of his right to give orders
and to expect compliance. Workers have to believe that the manager can
legitimately give orders and there is a legitimate expectation that the orders will
be carried out.
There are a few reasons for this expectation:
1. Workers will be rewarded for compliance
2. There will be discipline for non-compliance
3. Workers respect the manager for his experience
Q: The principal shares information and passes along special information to
trusted subordinates who would not ordinarily have access to it. He transmits
information even to others especially those outside the organization. What roles
does the principal have in the first and second sentence?
1. Monitor role
2.Disseminator role
3.Figurehead role
4.Spokeperson role
A.1 and 2
B.2 and 3
C.2 and 4
D.3 and 4
Answer: A
Monitor role
Q: The ______________ states that the person tends to repeat behavior that is
accompanied by desirable consequences and tend not to repeat behavior that
accompanied by undesirable consequences.
a. Operant conditioning

b. Law of effect
c. Negative consequences
d. Positive consequences
Answer : B
The law of effect states that the person tends to repeat behavior that is
accompanied by desirable consequences and tend not to repeat behavior
that accompanied by undesirable consequences.
Q: A behaviors that are rewarded are often repeated, and those behaviors that
are not rewarded are less likely to occur in the future. It is translated into a
theory of employee motivation which clarifies as a theory that looks at the
relationship between behavior and its consequences.
a.
b.
c.
d.
Expectancy theory
reinforcement theory
Negative reinforcement
Positive reinforcement
Answer: B
This law of effect was later translated into a theory of employee motivation
known as reinforcement theory, It is a theory that looks at the relationship
between behavior and its consequences.
Q: A reinforcement theory is used to reward desired behavior with the intent of

increasing the likelihood that the pleasing behavior will be repeated. Examples
of positive reinforcement include pay raises, bonuses, promotions, awards,
public recognition.
a.
b.
c.
d.
Expectancy theory
Answer : D
Positive reinforcement is used to reward desired behavior with the intent of

increasing the likelihood that the pleasing behavior will be repeated. Examples
of positive reinforcement include pay raises, bonuses, promotions, awards,
public recognition.
Q: A reinforcement theory, or avoidance, is used by managers to show an

employee what the consequences of unacceptable behavior will be. The goal is
to get the employee to avoid the unacceptable behavior.
a.
b.
c.
d.
Expectancy theory
Answer: C
Negative reinforcement, or avoidance, is used by managers to show an
employee what the consequences of unacceptable behavior will be. The goal
is to get the employee to avoid the unacceptable behavior.
Q: This consequence is used by managers to decrease the probability of an

inappropriate behavior being repeated by employees.
a)
b)
c)
d)
Punishment
Extinction
Disciplinary actions
Answer: A
Punishment is used by managers to decrease the probability of an inappropriate
behavior being repeated by employees. Examples of punishments include
docking pay, demotions, threats, suspensions, and the loss of employee perks.
Punishment essentially applies negative consequences for undesirable behavior.
Q: A _____________ are positive outcomes that are earned as a result of an

employee's performance. They are aligned with organizational goals.
a)
b)
c)
d)
power
Incentives
Rewards
citations
Answer : C
Rewards are positive outcomes that are earned as a result of an employee's
performance. These rewards are aligned with organizational goals. When an
employee helps an organization in the achievement of one of its goals, a
reward often follows.
Q: A motivation that is internal to the person is something that you have to offer
yourself and is driven by personal interest or enjoyment in the work itself.
a)
b)
c)
d)
extrinsic
Incentives
Rewards
Intrinsic
Answer: D
Intrinsic motivation is internal to the person in that it is something that you have
to offer yourself and is driven by personal interest or enjoyment in the work itself.
Because intrinsic motivation exists within the individual, achieving it does not
depend on others. Some people believe that the most powerful rewards come
from inside a person.
Q: A motivation that is based on tangible rewards. This motivation is selfadministered, and is external to the individual and is typically offered by a

supervisor or manager who holds all the power in relation to when these rewards
are offered and in what amount.
a) extrinsic
b) Incentives
c) Rewards
d) Intrinsic
Answer : A
Extrinsic motivation is based on tangible rewards. Unlike intrinsic motivation that
is self-administered, extrinsic motivation is external to the individual and is
typically offered by a supervisor or manager who holds all the power in relation
to when extrinsic rewards are offered and in what amount.
Q: They are evaluation systems that are assign to employee using a rating or a
score for performance and behavior. This method works well for this level of
employee because their positions are task-oriented rather than peopleoriented.
a)
b)
c)
d)
NCBTS
Rating Scales
Performance rating
CB-PAST
Answer: B
Rating Scales are evaluation systems that assign the employee a rating or a
score for performance and behavior. This method works well for this level of
employee because their positions are task-oriented rather than peopleoriented. It works in specific behaviors, like attendance, and performance on
tasks like cleaning desks and counters.
Q: This Appraisal system is an essay-type assessment that offers positive and

negative comments about an employee. This system of evaluation contains
much information for the employee to use to better do his job, it is also written by
one person.
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a)
b)
c)
d)
Performance rating
360 degree appraisal
Narrative appraisal
Rating scale appraisal
Answer : C
The Narrative Appraisal is an essay-type assessment that offers positive and
negative comments about an employee. While this system of evaluation
contains much information for the employee to use to better do his job, it is also
written by one person. This can make it very subjective and open to bias.
Q: It is a physical observation of employee performance. This occurs while the

employee is performing his or her work tasks. The manager may observe the
employee throughout the workday or observe only certain tasks to determine
whether the employee is proficient in performing the job.
a)
b)
c)
d)
CB-PAST
360 degree appraisal
Employee observation
Rating scale appraisal
Answer: C
An Employee Observation is a physical observation of employee performance.
Observations occur while the employee is performing his or her work tasks. The
manager may observe the employee throughout the workday or observe only
certain tasks to determine whether the employee is proficient in performing the
job.
Q: Hersey-Blanchard's contends that leaders must adjust their leadership style

according to the maturity of their 'followers' or employees. The maturity of the
employee directly influences their readiness to work.
a) Situational leadership
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b) Delegating leadership
c) Participating leadership
d) Directive leadership
Answer: A
Hersey-Blanchard's situational leadership contends that leaders must adjust their
leadership style according to the maturity of their 'followers' or employees. The
maturity of the employee directly influences their readiness to work.
Q: Leadership style where challenging goals are set, high performance is

expected and management has a high level of confidence in the employee's
ability to achieve the goals.
a)
b)
c)
d)
Participative Leadership
Delegating leadership
Achievement-oriented leadership
Directive leadership
Answer : C
In achievement-oriented leadership challenging goals are set, high
performance is expected and management has a high level of confidence in
the employee's ability to achieve the goals. This style of leadership is well suited
for quarterbacks to use on other team members.
Q: This person believed that if a choice had to be made between being loved or
being feared, being feared was the better choice. It also details the correlation
between manipulation, control and personal gain.
a)
b)
c)
d)
Edward Thorndike
Niccolo Machiavelli
Robert J. House
Frederick Herzberg
Answer : B
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Machiavelli believed that if a choice had to be made between being loved or

being feared, being feared was the better choice. It details the correlation
between manipulation, control and personal gain. Famous for the phrase 'the
ends justify the means.'
Q: They are policies that address employee behaviors and performance. This
also involves corrective action steps to redirect behavior or enhance the
performance of employees who are not meeting goals.
a)
b)
c)
d)
Punishment policies
Discipline Policies
Administrative Policies
Disciplinary actions
Answer : B
Discipline Policies are policies that address employee behaviors and
performance. Discipline policies involve corrective action steps to redirect
behavior or enhance the performance of employees who are not meeting
goals.
Q: The major functions that a manager completes can be categorized into four
different functions except for one?
a.
b.
c.
d.
Planning
Organizing
Delegating
Controlling.
Answer : C
The major functions that a manager completes can be categorized into four
different functions known as planning, organizing, leading, and controlling.
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MANAGERIAL ACCOUNTABILITY
Accountability
It is the education of how well individuals meet their responsibility. The

expectation that employee perform a job, take corrective action when
necessary and report upward on the status and quality of their performance.
It has to answer to someone for your actions; it means taking for

consequences.
It is a concept in ethics with several meaning often used synonymous with

such concepts as answerability, enforcement, responsibility, blameworthiness,
liability and other terms associated with the expectation of amount giving.
Managers are responsible for the quality and timeliness of program

performance, increasing productivity, controlling cost and mitigating adverse
effects of agency operations.
Managerial accountability is a key element to creating a diverse and

highly talented workforce.
Managerial accountability is the requirement of one person to answer to a
higher authority for performance results achieved in his or her area of work
responsibility
Q: What are the authority, accountability and responsibility of a school heads?

A: Consistent with the national educational policies, plans and standards, the
school heads shall have authority, accountability and responsibility for the
following:
(1) Setting the mission, vision, goals and objectives of the school;
(2) Creating an environment within the school that is conducive to teaching
and learning;
(3) Implementing the school curriculum and being accountable for higher
learning outcomes;
(4) Developing the school education program and school improvement plan;
14

(5) Offering educational programs, projects and services which provide
equitable opportunities for all learners in the community;
(6) Introducing new and innovative modes of instruction to achieve higher
learning outcomes;
(7) Administering and managing all personnel, physical and fiscal resources of
the school;
(8) Recommending the staffing complement of the school based on its needs;
(9) Encouraging staff development;
(10) Establishing school and community networks and encouraging the active
participation of teachers organizations, nonacademic personnel of public
schools, and parents-teachers-community associations;
(11) Accepting donations, gifts, bequests and grants for the purpose of
upgrading teachers' learning facilitators' competencies, improving and
expanding school facilities and providing instructional materials and equipment.
Such donations or grants must be reported to the appropriate district supervisors
and division superintendents; and
(12) Performing such other functions as may be assigned by proper authorities.
Q: What are the criteria in the ranking of Principal position?
A: In the ranking for principal positions, the computation of points shall be done
on the following criteria: performance rating - 30; experience-10; outstanding
accomplishments 30; education and training 20; potential 5; and
psychosocial attributes and personality traits 5.
The division superintendent shall designate teachers-in-charge (TICSs) in
schools without principal items. The prospective TIC should posses at least three
years teaching experience and undergo a screening process conducted by the
division office.
15

Assignment of head teachers shall be one per subject area with priority on
the core subject areas like English, math, science, filipino and araling
panlipunan
The Four Functions of Managers

Management involves far more than just telling others what to do. Before any of
you decide that you think you can do your boss's job, let's take a look into more
of what a manager does.
The major functions that a manager completes can be categorized into four
different functions known as planning, organizing, leading, and controlling. For
some of us, we only see the final two - leading and controlling - but you should
know that for every managerial behavior you do see, there is an equal amount
that you do not. Behind the manager's closed door, he or she spends a good
deal of his or her time planning and organizing so that he or she can effectively
carry out the functions of leading and controlling.
Now, before you think your boss is different, you should also know that the four
functions of management are standard across industries, whether that be in a
manufacturing plant, a home office, a grocery store, a retail store, a restaurant,
a hotel, or even an amusement park. Effective managers understand how
planning, organizing, leading, and controlling are used to achieve
organizational success. Unfortunately, I do not have a rebuttal for those of you
who have ineffective managers, but perhaps learning a little more about the
four functions of management will help to identify what steps your ineffective
manager needs to take to become an effective one.
Try to think about the four functions as a process where each step builds on the
others. Managers must first plan, then organize according to that plan, lead
others to work towards the plan, and finally evaluate the effectiveness of the
plan. These four functions must be performed properly and, when done well,
become the reason for organizational success.
Planning
The first of the managerial functions is planning. In this step the manager will
create a detailed action plan aimed at some organizational goal.
16

For example, let's say Melissa the marketing manager has a goal of increasing
sales during the month of February. Melissa needs to first spend time mapping
out the necessary steps she and her team of sales representatives must take so
that they can increase sales numbers. These steps might include things like
increasing advertisements in a particular region, placing some items on sale,
increasing the amount of required customer-to-sales rep contact, or contacting
prior customers to see if they are interested in purchasing additional products.
The steps are then organized into a logical pattern so that Melissa and her team
can follow them.
Planning is an ongoing step and can be highly specialized based on
organizational goals, division goals, departmental goals, and team goals. It is up
to the manager to recognize which goals need to be planned within his or her
individual area.
Organizing
The second of the managerial functions is organizing. This step requires Melissa to
determine how she will distribute resources and organize her employees
according to the plan. Melissa will need to identify different roles and ensure
that she assigns the right amount of employees to carry out her plan. She will
also need to delegate authority, assign work, and provide direction so that her
team of sales representatives can work towards higher sales numbers without
having barriers in their way.
Leading
The third function of management is leading. In this step, Melissa spends time
connecting with her employees on an interpersonal level. This goes beyond
simply managing tasks; rather, it involves communicating, motivating, inspiring,
and encouraging employees towards a higher level of productivity. Not all
managers are leaders. An employee will follow the directions of a manager
because they have to, but an employee will voluntarily follow the directions of a
leader because they believe in who he or she is as a person, what he or she
stands for, and for the manner in which they are inspired by the leader.
17

Controlling
Controlling is the final function of management. Once a plan has been carried
out the manager evaluates the results against the goals. If a goal is not being
met, the manager must also take any necessary corrective actions to continue
to work towards that goal.
2015 Principals' Test (NQESH 2015)

June 21, 2015 will be the schedule stated in the DepEd Memorandum No. 18 s.
of 2015
The following are eligible to take the test
1. One year as Head Teacher
2. 2 years as Master Teacher or Teacher in Charge
3. Five Years as T-III
Current Issues/Topics:
1. Senior High School
2. School Based Management
3. DepEd Rationalization Plan
4. RPMS
5. PBB (Performance-Based Bonus
Review the following: (Updated)
1. DECS Manual (very important to have a copy of this)
2. RA 9155 - "Governance of Basic Education Act of 2001"
3. RA 4670 - "Magna Carta for Public School Teachers"
4. EFA - Education for All
5. BESRA - Basic Education Sector Reform Agenda
6. EMIS/BEIS - Basic Education Information System
7. K to 12
8. Writing Correspondence
9. NCBTS-IPPD
10. Code of Ethics for Professional Teachers
11. Grammar and Vocabulary (Identifying Errors etc...)
13. Child Protection Policy
14. Anti Bullying
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15. RA 7610 (Child Abuse Law)
16. DepEd Mission and Vision
14. DepEd Orders (you may browse website of Deped)
* Test Practice in Reading Comprehension
I hope you will passed the NQESH Principals' Test 2015 on June 21, 2015
Sample of DepEd order that you may review
-Anti Bullying
- Deped Mission and Vision
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21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS

District supervisors and Division superintendents

Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA