FInal

In comparing teams and group members, which statement is most likely true? A) Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult. B) Group members have common goals; teams may not have the same degree of consensus about goals. C) Group members often have more differentiated and specialized roles than do team members. D) Task interdependence typically is greater with groups than with teams.

A

In terms of the underlying causes of performance problems, leaders seem to have the most difficulty in recognizing and rectifying A) motivation problems. B) unclear expectations. C) employee skill deficits. D) resource shortages.

A

In the context of Bass's theory of transformational and transactional leadership, which of the following statements is true of transformational leaders? A) They possess impression management skills. B) They are unable to develop strong emotional bonds with followers. C) They promise rewards for desired performance. D) They are primarily concerned with perpetuating the status quo.

A

In the context of delegation, a common reason why a leader avoids delegating a task is that the A) task is a source of power or prestige. B) task requires significant effort. C) leader is indecisive about whom to delegate the task to. D) subordinates are too unskilled.

A

To maximize the impact of feedback, people should provide feedback to large groups instead of specific individuals.

False

When providing evaluative feedback, it is inappropriate and ineffective to compare a subordinate's behavior with the behavior of peers or co-workers.

False

Winning a negotiation at your counterpart's expense will usually result in a long-term gain.

False

With the Myers-Briggs Type Indicator, judgers prefer activities that are unstructured.

False

Chapter 11

Groups, Teams, and Their Leadership

Chapter 15

Leadership and Change

In the context of the five general approaches to managing conflict as described by Thomas, which conflict resolution approach is known as the win-lose orientation? A) the avoidance approach B) the competition approach C) the collaboration approach D) the sharing approach

B

Which of the following statements about the normative decision model is true? A) The model shifts focus away from the leader and followers to the situation. B) Decision tree questions focus on the problem and situational factors. C) The model focuses on the effects of formal authority systems. D) It is about personal opinions rather than theory.

B

According to Keller and Szilagyi, which of the following is most likely true of the use of properly administered punishment? A) It results in role ambiguity. B) It increases tardiness rates. C) It clarifies roles and expectations. D) It causes undesirable emotional side effects.

C

According to the 9-box matrices used to evaluate the performance and potential of followers, which of the following is true of "Key Players"? A) They are low performers with moderate potential. B) They are low performers with high potential. C) They are moderate performers with moderate potential. D) They are high performers with high potential.

C

According to the GLOBE study, which of the following is universally viewed as a positive leader attribute and behavior? A) nonexplicit B) domineering C) decisive D) loner

C

According to the GLOBE, which of the following behaviors is culturally contingent? A) asocial B) dynamic C) ambitious D) insensitive

C

At the organizational level, the Team Leadership Model (TLM) suggests that leaders examine the ________ that may be impacting their team. A) motivations B) creative skills C) reward systems D) interpersonal behaviors

C

Diligent leaders are most likely to A) blame others for their mistakes. B) deal with stress by trying to gain favors from superiors. C) frustrate their staffs through micromanagement. D) be unconcerned about the welfare of their staff.

C

Identify a true statement about negotiation as a technique to resolve conflicts. A) Negotiators should treat people and problems as the same. B) Win-win negotiation is always the best technique. C) Negotiation should primarily focus on interests and not on positions. D) Minimal amount of time should be spent in preparing for a negotiating session

C

Identify a true statement about providing constructive feedback. A) Constructive feedback should focus more on inferences and less on facts. B) Leaders should avoid being assertive and critical when providing constructive feedback. C) An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more discretionary feedback. D) A common mistake in giving feedback is addressing it to specific individuals rather than to large groups.

C

In the context of dark-side personality traits in leaders, which trait is associated with an unhealthy mistrust of others, constant questioning of the motives and integrity of followers, and vigilance for signs of disloyalty? A) diligent B) reserved C) skeptical D) cautious

C

In the context of dark-side personality traits, which of the following is most likely true of leaders who are dutiful? A) These leaders become extremely withdrawn and are uncommunicative during times of stress. B) These leaders are constantly questioning the motives and challenging the integrity of their followers. C) These leaders lack spines and are unwilling to refuse unrealistic requests. D) These leaders think in eccentric ways and make strange or odd decisions.

C

In the context of factors that affect worker motivation, which of the following is a macro psychological component that underlies empowerment? A) meaning B) influence C) learning D) competence

C

In the context of informal organizations, which of the following concerns members' subjective reactions to the organization? A) organizational structure B) formalization C) organizational climate D) centralization

C

In the context of job satisfaction, the notion of being at work while one's brain is not fully engaged is referred to as A) on-boarding. B) facet satisfaction. C) presenteeism. D) dysfunctional turnover.

C

In the context of job satisfaction, which of the following is true of role conflict? A) It occurs when leaders or followers are unclear about what they need to do and how they should do it. B) It concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction. C) It occurs when leaders and followers are given incompatible goals to accomplish. D) It pertains to followers' attitudes about the organization and their work activities.

C

In the context of managerial incompetence, which of the following is used to determine the level of incompetence among people in positions of authority? A) the least preferred co-worker scale B) the balanced scorecard C) the Dr. Gordy test D) the Multifactor Leadership Questionnaire

C

In the context of organizational cultures, identify a true statement about organizations with a hierarchy culture. A) They have leaders who place premium on aggressiveness, decisiveness, and productivity. B) They emphasize having a high degree of flexibility and discretion. C) They tend to have formalized rules and procedures. D) They focus their attention primarily on the external environment.

C

In the context of organizational justice, perceptions of ________ involve the process by which rewards or punishments are administered. A) interactional justice B) work facilitation C) procedural justice D) interaction facilitation

C

In the context of the Multifactor Leadership Questionnaire (MLQ), which of the following is assessed by the five transformational leadership factors? A) the degree to which leaders fail to make decisions B) the extent to which leaders avoid responsibilities C) the degree to which a leader instills pride in others D) the extent to which leaders set goals

C

In the context of the Situational Leadership model, which of the following depicts selling as a leadership behavior? A) high task behavior, low relationship behavior B) low task behavior, low relationship behavior C) high task behavior, high relationship behavior D) low task behavior, high relationship behavior

C

In the context of the emotional approach to organizational change, which of the following is defined as a particularly strong emotional reaction to, identification with, and belief in some leaders by some followers? A) follower readiness B) siloed thinking C) charisma D) routinization

C

Which of the following statements about feedback is most likely false? A) Sometimes supervisors hesitate to use positive feedback because they believe subordinates will view it as insincere. B) Leaders may give positive feedback infrequently if they believe good performance is expected. C) Research shows that subordinates believe their leaders give more feedback than their leaders think they do. D) Followers will most likely perform at a higher level if they are given accurate, frequent feedback.

C

Which of the following should leaders do when administering punishment to a follower? A) They should focus their attention on the person rather than the act. B) They should ask the person to change his or her personality, values, or preferences. C) They should provide a clear rationale for the punishment. D) They should utilize the performance model as a guide.

C

A store manager asks his employee to keep the outdated stocks of a product at the front of the shelf so that they can be sold. However, the employee is unwilling to mislead customers as this deception is inconsistent with the employee's values and beliefs. In this scenario, the employee is most likely to experience A) role overload. B) an intrasender role conflict. C) role ambiguity. D) a person-role conflict.

D

According to Peterson and Hicks, which of the following is the first step in informal coaching? A) building a coaching plan and providing feedback B) identifying a coachee's development needs C) helping followers in remaining persistent D) establishing a relationship based on trust

D

An individual's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success. This concept is called A) problem solving. B) customer orientation. C) relationship building. D) achievement orientation.

D

An organization that has all its people in one location is typically ________ than an organization that is dispersed around the country or around the world. A) more horizontally complex B) more vertically complex C) less vertically complex D) less spatially compleX

D

Based on the norms component of the Rocket Model, which statement is most likely false? A) If a team or team leader is not explicit about setting the rules that govern team behavior, norms will simply evolve over time. B) Norms about how often and how long a team meets should be driven by the team's purpose and goals. C) The most important team norms relate to decision making, communication, and accountability. D) Leaders should address norms before discussing the context or mission components.

D

Functional, interdependent roles that are focused on the performance of group tasks are characteristic of which stage of group development? A) forming B) storming C) norming D) performing

D

GLOBE researchers identified six cultural dimensions that were determined to be applicable across all global cultures for assessing culturally endorsed implicit theories of leadership (CLTs). Which of the following reflects the degree to which managers involve others in making and implementing decisions? A) team-oriented leadership B) humane-oriented leadership C) autonomous leadership D) participative leadership

D

If a decision has a rational or objectively determinable "better or worse" alternative, a leader should select the better alternative. This most likely refers to A) strategic agility. B) decision acceptance. C) problem solving. D) decision quality.

D

In a 9-box matrix used to evaluate the performance and potential of followers, a "Future Star" will be rated as a A) high performer with moderate potential. B) high performer with low potential. C) low performer with high potential. D) moderate performer with high potential.

D

In order to resolve a conflict, one party entirely gives in to the other party's concerns without making any effort to achieve its own ends. In the context of the five general approaches to conflict resolution as described by Thomas, which of the following resolution approaches does this refer to? A) The avoidance approach B) The sharing approach C) The collaboration approach D) The accommodation approach

D

In terms of the path-goal theory, which of the following is considered a situational factor? A) the decision quality B) leader-member relations C) position power D) the task

D

In the context of Beer's model of a rational approach to organizational change, which of the following will most likely result in increasing the amount of change (C)? A) increasing the amount of resistance in followers B) dictating authority and how it can be used C) followers being content with status quo D) increasing the clarity of vision

D

In the context of organizational justice, which of the following is concerned with followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction? A) interactional justice B) role ambiguity C) role conflict D) distributive justice

D

When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results, the situation is known as A) chronic managerial incompetence. B) authoritarian management. C) impoverished management. D) episodic managerial incompetence.

D

Which of the following involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals? A) reliability B) responsiveness C) performance D) effectiveness

D

Which of the following is an approach that asks leaders to think about their organization as a set of interlocking systems and explains how changes in one system can have intended and unintended consequences for other parts of the organization? A) critical thinking approach B) leadership-versatility approach C) viable systems approach D) systems thinking approach

D

Which of the following is the major theme of characteristics of the operant approach? A) setting goals to change behavior B) satisfying needs to change behavior C) giving people autonomy and latitude to increase their motivation for work D) changing rewards and punishments to change behavior

D

Which of the following is the most important situational factor associated with charismatic leadership? A) technological innovation B) task interdependence C) organizational downsizing D) presence or absence of a crisis

D

Which of the following statements about a company's vision is most likely false? A) A vision helps the organization make choices about what it should and should not do. B) A vision statement should provide guidance for an organization's actions. C) Leaders often work with a team of followers to craft a vision statement. D) The final destination for an organization is identified in its vision.

D

Which of the following statements about goals is most likely false? A) Determining just how challenging to make goals creates a dilemma for many leaders. B) Goal commitment is likely to increase with follower participation in goal setting. C) Followers exert the greatest effort when goals are accompanied by feedback. D) Easily attainable goals result in higher levels of effort and performance.

D

Which of the following statements best exemplifies effective delegation? A) A leader always assigns all assignments to the best worker in the team. B) A leader always provides a brief explanation of the task to be delegated. C) A leader delegates the most time-consuming recurring activities to one person. D) A leader must give subordinates the freedom to make certain kinds of mistakes.

D

Which of the following statements is most likely true of delegation. A) Delegation costs time for a leader in the long run, but it saves the leader time in the short run. B) Delegation gives the responsibility for decisions to those individuals least likely to implement the decision. C) Leaders who delegate authority more frequently often have low-performing businesses. D) Leaders may feel threatened when delegating an important task because it reduces direct personal control over the work.

D

Which term refers to interactions among team members, such as how they communicate with each other, express feelings toward each other, and deal with conflict with each other? A) punctuated equilibrium B) organizational shells C) group polarization D) group dynamics

D

Which two broad categories of leader behaviors did the Situational Leadership model originally identify? A) directive and supportive B) transformational and transactional C) behavior-oriented and cognitively oriented D) initiating structure and consideration

D

________ are followers who seek forgiveness rather than permission and offer alternative solutions. A) Slackers B) Brown-nosers C) Criticizers D) Self-starters

D

A firm with a pay-for-performance culture that distributes bonuses and commissions for results obtained is most likely using the empowerment approach to motivate employees.

False

A leadership vision consists of six related components.

False

A single derailment pattern of behavior is typically enough to cause a manager to fail.

False

A strictly hands-off managerial stance tends to improve a team's effectiveness, particularly when members are inexperienced in teamwork because team members are forced to work collaboratively.

False

A vast majority of people in positions of authority are competent.

False

According to Bass's theory of transformational and transactional leadership, transformational leadership perpetuates the status quo.

False

According to Brockner, fairness in the workplace makes intuitive sense and is present in most organizations.

False

According to Daniel Pink, rewards and punishment are unhelpful in motivating employees doing routine, assembly line work but work well when it comes to performing complex tasks or creating new products.

False

According to Fiedler's contingency model, the content of leadership training should emphasize behavioral flexibility in leaders rather than situational engineering.

False

According to Heifetz, technical problems can only be solved by changing the system itself, while adaptive problems cannot be resolved without changing the nature of the social system within which they occur.

False

According to Herzberg's theory, followers will exert additional effort if leaders improve working conditions and pay.

False

According to Herzberg's two-factor theory, job security is a motivator that leads to job satisfaction.

False

According to Terence Brake's guidelines for the leadership of virtual teams, leaders should focus on completing tasks before developing relationships in order to enhance their team's sense of accomplishment.

False

According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and its revenues, profitability, and market share.

False

According to the Pygmalion effect, leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed.

False

According to the Rocket Model, after team norms and buy-in issues have been addressed, leaders should work with team members to sort out mission and talent issues.

False

According to the path-goal theory, follower satisfaction is directly related to the degree of participative behaviors manifested by a leader.

False

Charisma is probably more a function of a leader's personal characteristics than of followers' reactions to the leader.

False

Charismatic leaders make extensive use of abstract and colorless rational discourse rather than metaphors, analogies, and stories to reframe issues and make their points.

False

Competent managers have a highly active reality distortion field, where they only take in information that is aligned with their self-perceptions and discount any evidence to the contrary.

False

Compliance occurs when followers embrace change requests as their own.

False

Conflict resolution will become a less essential skill as management practices shift away from authoritarian directives and toward cooperative approaches.

False

Criticizers tend to complain and do all they can to get out of work.

False

Dark-side traits are usually apparent when leaders are attending to their public image.

False

Destructive leadership is very clear-cut and easily identified.

False

Dysfunctional turnover occurs when experienced executives retire or substandard performers are fired.

False

Employee engagement is the extent to which people enjoy coming to work or are happy with their pay and benefits, and job satisfaction is the extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks.

False

Episodic managerial incompetence occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results.

False

General goals work better than specific goals because they often provide enough information regarding which behaviors are to be changed or when a clear end state has been attained.

False

Herzberg's two-factor theory is based on the premise that people who are treated unfairly are less productive, less satisfied, and less committed to their organizations than people who are treated fairly.

False

In general, job satisfaction has more to do with nontask perceptions of work, such as feelings about co-workers, while organizational climate relates to perceptions of workload and the nature of the tasks performed.

False

In terms of a model of performance, the two components that make up capabilities are training and goal setting.

False

In the Team Leadership Model (TLM), the four process measures of effectiveness are good leverage points for fixing a problem.

False

In the charismatic authority system, the unwritten laws of society dictate who has authority and how this authority can be used.

False

In the context of approaches to motivation, an empowered worker will have fewer choices in how and when to accomplish high work demands and as such will suffer from more stress than will an unempowered worker.

False

In the context of contingency theory, the least preferred co-worker (LPC) score is intended to represent follower behaviors and situational factors.

False

In the context of formal organizations, organizations having written job descriptions and standardized operating procedures for each position have a low degree of formalization.

False

In the context of general approaches to conflict resolution as described by Thomas, accommodation is an approach that represents a compromise between domination and appeasement.

False

In the context of group size, leaders with a small span of control tend to be more directive, spend less time with individual subordinates, and use more impersonal approaches when influencing followers than do leaders with a large span of control.

False

In the context of job dissatisfaction at work, role ambiguity occurs when leaders and followers are given incompatible goals to accomplish.

False

In the context of organizational justice theory, distributive justice reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.

False

In the context of organizational justice theory, perceptions of distributive justice involve the process by which rewards or punishments are administered.

False

In the context of organizational structure, horizontal complexity refers to the number of hierarchical levels appearing on an organizational chart.

False

In the context of team building, catalyzing real team performances at the top means replacing executive leadership with executive teams.

False

In the context of the Rocket Model, teams with low levels of buy-in have team members who believe in what the team is trying to accomplish and will enthusiastically put forth the effort needed to complete their assigned tasks and make the team successful.

False

In the context of the operant approach, noncontingent rewards or punishments are administered as consequences of a particular behavior.

False

In the context of the root causes of managerial incompetence and derailment, dark-side traits have a lower influence on performance for people in leadership versus followership roles.

False

In the role-taking stage of development of the leader-member exchange theory, a role is created based on a process of trust building.

False

It is significantly easier to drive change when followers are satisfied than when they are dissatisfied.

False

Job satisfaction survey results are most useful when compared with those from a dissimilar reference group, such as an organization of a different size or one in another industry.

False

Leaders at higher organizational levels spend most of their time and effort implementing policies and procedures.

False

Leaders should focus primarily on developing edge before defining their team's core values.

False

Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments.

False

Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers.

False

Market cultures are characterized by a high degree of flexibility and discretion and a focus on the internal environment.

False

Most leaders prefer appealing to their employees' personal values or giving them something meaningful to do.

False

One of Fisher and Ury's main tips on successful negotiation is to focus on positions, not on interests.

False

Performance differs from effectiveness in that performance generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.

False

Research shows that followers are significantly happier when their leaders frequently delegate tasks.

False

Research suggests that e-mail and video conferencing are the best forms of communication for virtual teams.

False

Role conflict occurs whenever leaders or followers are unclear about what they need to do and how they should do it.

False

Social contact is better satisfied by organizations than by groups.

False

Solving a morale problem exemplifies a structured task.

False

Spatial complexity makes it easier for leaders to have face-to-face communication with subordinates and to provide personal support and encouragement.

False

Subordinates can usually tell whether or not they are doing a good job even without feedback.

False

Task-oriented behavior is never adequate for accomplishing long-term objectives.

False

The D and M components of the rational change model are most difficult for leadership practitioners to alter.

False

The base rate of managerial incompetence is estimated at 25 to 30 percent.

False

The context component of the Rocket Model is concerned with setting a common direction for a team.

False

The contingency model of leadership maintains that leaders are extremely flexible in their behavior.

False

The idea component of a leader's vision is more likely to gain follower commitment if it is a solo effort by the leader.

False

The morale component of the Rocket Model is the most difficult component to observe and evaluate.

False

The normative decision model shifts focus away from the situation and the followers to the leader.

False

The path-goal theory assumes that leaders use the same styles with different subordinates.

False

The second component of a performance management cycle is planning that includes tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching, and the like.

False

Chapter 16

The Dark Side of Leadership

Chapter 13

The Situation

9-box matrices and replacement tables are used by organizations to identify people who can be sent to high-potential programs to accelerate their ability to assume leadership responsibilities and plug the Ready-now gap for critical leadership positions.

True

A derailed manager exhibiting an inability to build relationships with co-workers is insensitive to the needs and plights of followers and is often overly competitive, demanding, and domineering.

True

A leader views the organization as an interlocking set of processes and procedures when using a systems thinking approach.

True

A leader's credibility erodes if the team members are not held accountable for behavior that is misaligned with the team's operating principles.

True

A manager's intelligence is directly related to his or her ability to make decisions as well as his or her ability to build cohesive teams and get results.

True

A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of charismatic or transformational leaders.

True

A symptom of groupthink is an illusion of invulnerability, which leads to unwarranted optimism and excessive risk taking by a group.

True

A virtual team is highly susceptible to "focus drift" and fragmentation and needs to be constantly reminded of the team's purpose and objectives.

True

According to Daniel Pink, the three fundamental needs that drive employees who create new products or services or perform complex, non-routine work are autonomy, mastery, and meaning.

True

According to Hershey, leaders should implement a series of developmental interventions in order to increase follower readiness levels for particular tasks by first assessing a follower's current level of readiness and then determining the leader behavior that best suits that follower in that task.

True

According to Herzberg's two-factor theory, factors that lead to satisfaction at work are called motivators and factors that lead to dissatisfaction at work are known as hygiene factors.

True

According to McClelland, differences in achievement orientation are a key reason why people differ in the levels of effort they exert to accomplish assignments, objectives, or goals.

True

According to Peterson and Hicks, good coaches orchestrate rather than dictate development.

True

According to the engagement-shareholder value chain, high employee engagement drives high customer satisfaction, which in turn results in high customer loyalty, sales, profitability, and share price.

True

According to the normative decision model, acceptance of a decision is not always critical for implementation.

True

According to the path-goal theory, a leader should assess a situation and select a leadership behavior appropriate to situational demands.

True

According to the path-goal theory, followers will actively support a leader as long as they view the leader's actions as a means for increasing their own levels of satisfaction.

True

An issue related to impressions and evaluative feedback concerns the distinction between job-related feedback and more personal or discretionary feedback.

True

An outsider to a group often is able to learn more about norms than is an insider.

True

Both leader behaviors and follower characteristics are important in determining outcomes in the path-goal theory.

True

Charismatic leaders are thought to possess superhuman qualities or powers of divine origin that set them apart from ordinary mortals.

True

Charismatic leaders recognize the shortcomings of a present order and offer an imaginative vision to overcome them.

True

Charismatic leaders tend to be emotionally expressive through nonverbal channels.

True

Clusters are intact, self-managed teams that strive to achieve their organization's goals.

True

Companies that spend a considerable amount of time and effort attracting, developing, and retaining the best people often report superior financial results.

True

Competitive advantage in one generation of a product's life is no guarantee of success for future generations of that product.

True

Compromising is most likely the best approach to conflict management when opponents with equal power are committed to mutually exclusive goals.

True

Correctly administered punishment does not cause emotional side effects.

True

Dark-side personality traits are a cause of managerial incompetence and involve irritating, counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams and cause followers to exert less effort toward goal accomplishment.

True

Design is often the most frequently omitted step in teamwork in traditional organizations.

True

Destructive leadership can occur at a variety of levels in organizations.

True

Emotions are often the fuel driving large-scale initiatives for change.

True

Everyone has at least one dark-side personality trait.

True

Forging a partnership is the first step in informal coaching.

True

Giving constructive feedback involves sharing information or perceptions with another about the nature, quality, or impact of that person's behavior.

True

Greater horizontal complexity is associated with an increased likelihood for communication breakdowns between subunits.

True

Groups are characterized by mutual interaction and reciprocal influence.

True

Highly cohesive groups are likely to be characterized by low absenteeism and low turnover.

True

In Maslow's hierarchy, physiological and security needs must be satisfied before belongingness or esteem needs are pursued.

True

In general, leaders will be only as effective as the followers and teams they lead.

True

In siloed thinking, leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.

True

In surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.

True

In the context of effective delegation, the first step leaders should take when deciding what to delegate is to identify all their present activities.

True

In the context of managing conflict, a zero-sum situation is one in which intermediate degrees of satisfaction are possible, but increases in one party's satisfaction inherently decrease the other party's satisfaction, and vice versa.

True

In the context of situational factors affecting leaders' behaviors, Hunt and Osborn's multiple-influence model distinguished between microvariables and macrovariables.

True

In the context of team building, managers should be unapologetic and insistent about exercising their authority over direction and over outer-limit constraints on team behavior.

True

In the context of team effectiveness, the individuals composing a team must sometimes not maximize their individual effort. This is referred to as subsystem nonoptimization.

True

In the context of team-building interventions, highly effective facilitators help the participants make the links back to team dynamics that occur on the manufacturing floor or in the boardroom.

True

In the context of the rational approach to organizational change, the difference between initial expectations and reality resulting from a temporary drop in performance or productivity as followers learn new systems and skills is called the expectation-performance gap.

True

In the context of understanding and improving employee engagement, presenteeism is the notion of being at work while one's brain is not fully engaged.

True

In the context of understanding follower potential, leadership potential can be defined as a follower's capacity to advance one or more levels within the organization.

True

In the routinization stage of development of the leader-member exchange theory, similarities (for the in-group) and differences (often accentuated for the out-group) become cemented.

True

Increased effort and stimulated critical thinking are potential benefits of conflict.

True

Job satisfaction is not how hard one works or how well one works, but rather how much one likes a specific kind of job or work activity.

True

Kerr and Jermier proposed that certain situational or follower characteristics may effectively neutralize or substitute for leaders' task or relationship behaviors.

True

Leaders and followers often overlook how changing the situation can help them to change their behavior.

True

Leaders can change an organization's culture by attending to or ignoring problems.

True

Leaders can influence team effectiveness by providing frequent coaching while their team is performing its task.

True

Leaders often avoid delegation when a task is a desirable one that could generate power or prestige.

True

Low-LPC leaders will focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished.

True

Making a sports team run several laps around an athletic field would potentially be an example of punishment.

True

Motivation, learning, and stress are the three macro psychological components of empowerment.

True

Norms can be imported from an organization existing outside a team.

True

One of the reasons a leader is unable to build teams is because of dark-side personality traits.

True

Organizational climate is partly a function of organizational culture.

True

Organizational culture can be better understood by considering an organization's symbols, rituals, and language.

True

Organizational goals are most likely to be achieved if there is commitment at both the top and the bottom of the organization.

True

People in positions of authority can leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed.

True

People who possess bold, mischievous, colorful, and imaginative dark-side traits often do well in interviews and get hired as a result.

True

Perceptions of procedural justice involve the process by which rewards or punishments are administered.

True

Position power is not a characteristic of leaders but of the situations that leaders find themselves in.

True

Rational and emotional approaches are two major ways to drive organizational change.

True

Research indicates that the distance between virtual teams is geographical, organizational, temporal, and cultural.

True

Research suggests that groups with appropriate structures tend to develop healthy internal processes, whereas groups with insufficient or inappropriate structures tend to have process problems.

True

Setting easy goals rarely leads to high levels of performance.

True

Situational Leadership is a useful way of getting leaders to think about how leadership effectiveness may depend on being flexible with different subordinates.

True

Societal culture refers to those learned behaviors that characterize the total way of life of members within any given society.

True

Some supervisors hesitate to use positive feedback because they believe subordinates may see it as politically manipulative, ingratiating, or insincere.

True

Studies suggest that if firms could get almost 4 percent more work out of each employee, the GDP in the United States would increase by $355 billion

True

Succession planning is the process most organizations use to make leadership potential and readiness decisions about followers.

True

Task autonomy is the degree to which a job provides individuals with some control over what they do and how they do it.

True

Tasks with high levels of interdependence require leaders to use their organizing, planning, directing, and communication skills.

True

The Dr. Gordy test is used to determine the level of incompetence among persons in positions of authority.

True

The Rocket Model of Team Effectiveness tells leaders what steps to take and when to take them when building new teams.

True

The concept of motivation helps explain differences seen among people in terms of the energy and direction of their behavior.

True

The four key components of the model (M) variable in Beer's change formula are the environmental scanning, vision, setting of new goals to support the vision, and needed system changes.

True

The hierarchy effect occurs when upper-level employees have higher global and facet satisfaction ratings than lower-level employees in an organization.

True

The highest levels of situational favorability occur when leader-member relations are good, the task is structured, and the position power is high.

True

The increasing pressure on organizations to find good leaders quickly has a tendency to cause leaders to fail because of inadequate preparation for promotion.

True

The locus of authority in the charismatic authority system rests with the individual possessing unusual qualities and is not derived from birthright or laws.

True

The path-goal theory considers three situational factors that moderate the effects of leader behavior on follower behavior.

True

The root cause of most major industrial accidents and incidents can be traced back to management cost-cutting initiatives.

True

Transactional leadership is very common but tends to be transitory.

True

Using instruments such as the Campbell Interest and Skills Survey to select personnel may help a team's effort level from an individual perspective.

True

Volunteering to help another employee with a task or project is an example of organizational citizenship behavior.

True

Vroom and Yetton's normative decision model is directed solely at determining how much input subordinates should have in the decision-making process.

True

When a leader wants to allow subordinates to learn from their mistakes, then compromising is the best conflict-management approach.

True

With Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task.

True

With role ambiguity, the problem is lack of clarity about just what the expectations are.

True

Worker productivity and job dissatisfaction in the United States are at an all-time high.

True

Which of the following is a type of culture that has roots in a phrase that mean "temporary or specialized"? A) adhocracy culture B) hierarchy culture C) clan culture D) market culture

A

According to Herzberg's two-factor theory, which of the following is a hygiene factor? A) recognition B) responsibility C) supervision D) advancement

C

Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect? A) decentralization B) interactional justice C) empowerment D) distributive justice

B

Which of the following would most likely result in consistently higher effort and performance? A) assigning goals that are both specific and difficult B) having goals that are very difficult to achieve C) assigning "do your best" goals D) having multiple goals

A

Which of the following leader actions would least likely increase follower dissatisfaction levels? A) lowering employee performance standards B) comparing benchmarks against other organizations C) capitalizing on some type of financial or political crisis D) talking about potential competitive threats against the organization

A

Which of the following managerial types have most likely gained insight into their dark-side traits and found ways to negate the debilitating effects of these traits on followers? A) competent managers B) taskmasters C) cheerleaders D) figureheads

A

Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team? A) the presence of dark-side traits B) inadequate distribution channels C) poor product development decisions D) lying about business and financial results

A

What is the underlying cause for a huge percentage of failed change initiatives? A) The leader is unable or unwilling to address organizational culture and capabilities issues. B) The leader optimizes one part of the organization at the expense of the firm's stockholders. C) The leader lacks a compelling vision for the financial strength of the organization. D) The leader fails to demonstrate empathy and listening skills with key followers.

A

When giving performance feedback privately to a subordinate, what should a leader most likely emphasize? A) positive behaviors and results B) developmental opportunities C) inadequacies and misbehaviors D) necessary changes for the future

A

Which of the following statements about transformational leaders is most likely true? A) They are inherently future oriented. B) Their vision is based solely on their own values. C) They struggle with reframing issues and concepts. D) They are rarely controversial or emotionally expressive.

A

Which of the following best describes the term "organizational climate"? A) It is related to how well organizational members get along with each other. B) It refers to the number of hierarchical levels appearing on an organizational chart. C) It is related to the task of resolving a morale problem on a team, committee, or work group when there is no clear-cut method for solving it. D) It refers to the diffusion of decision making throughout an organization.

A

Which of the following is a team trip wire presented by Hackman? A) create an inappropriate authority balance in the group B) define tasks for which members are collectively responsible C) specify simple team objectives and provide adequate resources D) provide organizational support for task-performing teams and work groups

A

In the context of diagnosing performance problems, which of the following statements is most likely true of the expectations component of the performance model? A) Problems occur when teams are unclear about their objectives. B) Lack of financial resources and necessary equipment leads to performance problems. C) Problems are resolved by sending people who lack abilities for training. D) Abilities and skills are the components that make up expectations.

A

In the context of group roles, which of the following is an example of a dysfunctional role? A) dominating B) gatekeeping C) information seeking D) routinization

A

In the context of group roles, which of the following occurs when someone receives inconsistent signals from several others about expected behavior? A) intersender role conflict B) intrasender role conflict C) role overload D) role ambiguity

A

In the context of job satisfaction, which of the following occurs when leaders or followers are unclear about what they need to do and how they should do it? A) role ambiguity B) rater bias C) role conflict D) the contagion effect

A

In the context of team and organizational effectiveness, which of the following occurs when effectiveness measures are affected by factors unrelated to follower performance? A) criterion contamination B) confirmation bias C) pay dispersion D) talent hoarding

A

In the context of the Rocket Model, a critical first step to building a high-performing team is to A) gain alignment on team context. B) clarify the team's purpose and goals. C) ensure the team has the necessary resources. D) establish expected norms.

A

In the context of the Rocket Model, which of the following is a way team leaders are most likely to build buy-in? A) by developing a compelling team vision B) by maintaining a low level of credibility C) by avoiding the involvement of team members in the rule-setting process D) by questioning the agendas of untrustworthy team members

A

In the context of the Situational Leadership model, which of the following best defines follower readiness? A) a follower's ability and willingness to accomplish a particular task B) the extent to which followers engage in two-way communication C) the extent to which followers spell out responsibilities of an individual or group D) a follower's reaction to certain leadership styles

A

In the context of the developmental stages of groups, which of the following is a characteristic of the norming stage? A) clear emergence of a leader B) heightened emotional level C) polite conversation D) status differentiation

A

In the context of the factors affecting motivation at work, which of the following statements is true of the operant approach? A) A shortcoming of the operant technique is that situational factors can overwhelm the effectiveness of a reward program. B) In the operant technique, noncontingent rewards and punishments are associated with particular behaviors. C) Leadership practitioners should create perceptions of inequity when administering individually tailored rewards. D) Leadership practitioners should limit themselves to administering organizationally sanctioned rewards and punishments.

A

In the context of the four types of leader behavior in the path-goal theory, which leadership behavior is most likely characterized by telling followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others? A) achievement-oriented leadership B) directive leadership C) participative leadership D) supportive leadership

A

In the context of the nature of groups, ________ are the informal rules groups adopt to regulate and regularize group members' behaviors. A) task roles B) norms C) process measures D) clusters

A

In the context of the seven theories of job satisfaction, which of the following is the underlying principle of the theory of organizational justice? A) treating people fairly B) giving people meaningful work C) securing needed resources D) giving people decision-making authority

A

In the context of understanding follower potential, which of the following is the process most organizations use to make leadership potential and readiness decisions about followers? A) succession planning B) 360-degree feedback C) job satisfaction surveys D) talent hoarding

A

Industrial age companies prospered by offering low-cost but standardized products and services. This pertains to A) customer segmentation. B) links to customers and suppliers. C) innovations. D) cross functions.

A

Jeff is a self-employed consultant. He has complete control over his job. He schedules his work and decides what procedures to adopt to meet deadlines at work. In this scenario, Jeff's job provides him with a high degree of A) task autonomy. B) task interdependence. C) task structure. D) task feedback.

A

Molly, a member of a product development team, is most likely experiencing ________ if she wonders, "Just what am I supposed to be doing?" A) role ambiguity B) role conflict C) role overload D) role insufficiency

A

The highest levels of situational favorability most likely occur when A) leader-member relations are good, the task is structured, and position power is high. B) there are high levels of leader-member conflict, the task is unstructured, and the leader uses reward power. C) leader-member relations are good, the task is unstructured, and position power is low. D) there are high levels of leader-member conflict, the task is structured, and the leader uses coercive power.

A

The normative decision model is limited only to A) decision making. B) task behaviors. C) goal accomplishment. D) goal expectancy.

A

Two parties in conflict arrive at a compromise between domination and appeasement. In the context of the general approaches to managing conflict as described by Thomas, which of the following resolution approaches does this refer to? A) the sharing approach B) the competition approach C) the collaboration approach D) the accommodation approach

A

What is the least likely way that a leader could improve team effectiveness? A) putting subtle pressure on dissenting members of the team to ensure concept cohesiveness B) designing input-stage variables at the individual, organizational, and team design levels C) ensuring that the team has a clear sense of purpose and performance expectations D) providing coaching while the team is performing its task

A

Which statement best summarizes the components of empowerment as defined by the authors? A) Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions. B) Leaders articulate a vision and specific goals and hold followers responsible for achieving them. C) Followers act as entrepreneurs and owners who question rules and make intelligent decisions. D) Empowerment is a bottom-up approach that focuses on intelligent risk taking, growth, change, trust, and ownership.

A

A crisis tends to reduce the likelihood for charismatic leadership to emerge.

False

A manager makes the following statement to a subordinate: "I need this report back in five minutes, and it better be perfect." Which term best describes this type of role conflict? A) interrole conflict B) intrasender role conflict C) person-role conflict D) intersender role conflict

B

According to Burns, ________ occurs when leaders and followers are in some type of exchange relationship to get needs met. A) transformational leadership B) transactional leadership C) facilitative leadership D) laissez-faire leadership

B

According to research, between 50 and 90 percent of all new businesses fail within five years because of A) insufficient investment capital. B) managerial incompetence. C) unethical business practices. D) poor target marketing.

B

Identify a true statement about goal setting. A) Worker acceptance and satisfaction tend to decrease when workers are allowed to participate in setting goals. B) Follower participation in goal setting often leads to higher levels of commitment and performance if the leader is perceived to be incompetent. C) General goals work better than specific goals because they provide enough information regarding which behaviors are to be changed. D) General goals lead to higher levels of effort and performance than specific goals.

B

In the ________ stage of coping with change, you start to question whether the company really knew what it was doing by letting you go and perhaps rationalize that they will probably be calling you back. A) acceptance B) rejection C) anger D) shock

B

In the context of factors affecting motivation at work, which of the following statements is true of empowerment? A) An empowered worker will have fewer choices in how and when to accomplish high work demands and will suffer from more stress than will an unempowered worker. B) Delegating leadership and decision making down to the lowest level possible is a component of empowerment. C) Leaders should select only followers who both possess the right skills and have a higher level of a personality trait called achievement orientation. D) Empowered employees lack the latitude to make decisions and are uncomfortable making these decisions.

B

In the context of group cohesion, which of the following occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders? A) social loafing B) ollieism C) role conflict D) overbounding

B

In the context of group size, which of the following defines subgroups of individuals who often share the same goals, values, and expectations? A) social facilitators B) cliques C) social loafers D) clusters

B

In the context of group size, which of the following is a phenomenon in which working in the presence of others increases effort or productivity? A) subsystem nonoptimization B) social facilitation C) process loss D) role conflict

B

In the context of job satisfaction surveys, ________ assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like. A) global satisfaction items B) facet satisfaction items C) motivators D) hygiene factors

B

In the context of job satisfaction, which of the following best defines the term "employee engagement"? A) It is an evaluation of a follower's immediate promotability. B) It pertains to followers' attitudes about the organization and their work activities. C) It is the notion of being at work while one's brain is not fully engaged. D) It is a follower's capacity to advance one or more levels within the organization.

B

In the context of leaders creating a compelling vision, which of the following components pertains to lessons of leadership learned through personal experience that are related to a team's future picture and core values? A) idea B) edge C) expectation D) emotional energy

B

In the context of leadership motivation, which of the following statements is true of successful leaders? A) They spend a lot of time managing their people, teams, and business results. B) They move through the ranks quickly and are motivated by promotion. C) They spend relatively little time networking and stay away from office politics. D) They engage in securing needed resources, building high-performing teams, and driving results.

B

In the context of performance problems, which of the following should leaders do to resolve motivation problems in followers and teams? A) They should ensure that followers wait for proper instructions. B) They should reallocate and redesign tasks to improve skill variety. C) They should select followers with low levels of intrinsic motivation. D) They should obtain all necessary equipment required for a task.

B

In the context of team and organizational effectiveness, which of the following refers to people systematically overestimating their own performance in areas where they lack competence and readily dismissing any information to the contrary? A) the Pygmalion effect B) the Dunning-Kruger effect C) the Golem effect D) the Autler-Townes effect

B

In the context of the contingency model, which of the following is the most powerful element of situational favorability? A) effort-to-performance expectancy B) leader-member relation C) task structure D) position power

B

In the context of the dark side of leadership, which of the following describes the common reasons why people in positions of authority have difficulty engaging followers, building teams, or getting results through others? A) situational awareness B) managerial derailment C) narcissism D) reality distortion field

B

In the context of the developmental stages of groups, which of the following stages is characterized by intragroup conflict, heightened emotional levels, and status differentiation? A) norming B) storming C) forming D) performing

B

In the context of the leader-member exchange (LMX) theory, which of the following statements is true of the role-taking stage of development? A) A role is created based on a process of trust building. B) A leader offers opportunities and evaluates a follower's performance and potential. C) It is a fragile stage that occurs late in a follower's work experience. D) Similarities (for the in-group) and differences (often accentuated for the out-group) become cemented.

B

In the context of the principles of effective delegation, which of the following is the first step of deciding what to delegate? A) providing a brief explanation of the task B) identifying all the present activities C) indicating how the task needs to be accomplished D) choosing an individual for the assignment

B

In the context of the root causes of management incompetence and derailment, which of the following is most likely true of leaders with a bold dark-side personality trait? A) These leaders think in eccentric ways, often change their minds, and make strange or odd decisions. B) These leaders have a tendency to blame their mistakes on others, and they are unable to learn from experience. C) These leaders tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments. D) These leaders frustrate and disempower their staffs through micromanagement.

B

In the context of the root causes of management incompetence and derailment, which of the following is most likely true of leaders with a reserved dark-side personality trait? A) These leaders have difficulties building teams because of their dramatic mood swings. B) These leaders deal with stress by becoming extremely withdrawn and uncommunicative. C) These leaders have an unhealthy mistrust of others and are vigilant for signs of disloyalty. D) These leaders deal with stress by showing ingratiating behavior to superiors.

B

In the context of understanding follower potential, which of the following is used to evaluate the performance and potential of followers? A) hygiene factors B) 9-box matrices C) 360-degree feedback D) coalition tactics

B

Managers who derail because of an inability to build relationships with co-workers are most likely A) overly sensitive. B) domineering. C) self-conscious. D) lazy.

B

Researchers have found that conflict can most likely cause a radical change in A) perception. B) political power. C) task delegation. D) negotiation terms.

B

Teams with high levels of morale most likely A) accomplish goals with limited resources. B) handle interpersonal conflict effectively. C) require few one-on-one meetings. D) delegate responsibilities frequently

B

The "S" in the SARA model refers to A) stress. B) shock. C) situation. D) systems.

B

The first requirement for a team intervention to be successful is A) brainstorming a range of positive feedback techniques. B) raising awareness about how teams really work. C) providing instrument-based team feedback. D) practicing behaviors with team role-play.

B

The formula for the rational approach to change is A) C = D × O × T > R. B) C = D × M × P > R. C) C = M × R × D > P. D) C = D × O × L × T.

B

The information age organization operates with integrated business processes that cut across traditional business functions. This concerns which operating assumption underlying the information age? A) links to customers and suppliers B) cross functions C) global scales D) knowledge workers

B

Transformational leadership A) occurs when a person possesses authority not because of tradition but because of the laws that govern the position occupied. B) serves to change the status quo by appealing to followers' values and their sense of higher purpose. C) occurs when the traditions of society dictate who has authority and how this authority can be used. D) occurs when leaders and followers are in some type of exchange relationship in order to get needs met.

B

Typically, greater horizontal complexity is associated with A) the number of hierarchical levels appearing on an organizational chart. B) an increased likelihood for communication breakdowns between subunits. C) the degree of standardization in an organization. D) the diffusion of decision making throughout an organization.

B

What should leaders first assess in order to apply the Situational Leadership model? A) the level of task and relationship behavior that will likely produce successful outcomes B) the readiness level of a follower relative to the task to be accomplished C) a leader's behavior that best suits the current situation and task D) the historical behavior patterns of a leader and follower

B

Which equation represents the model of performance? A) Expectations = f (Performance × Capabilities × Opportunities × Motivation) B) Performance = f (Expectations × Capabilities × Opportunities × Motivation) C) Capabilities = f (Expectations × Performance × Opportunities × Motivation) D) Performance = f (Expectations × Capabilities × Programs × Rewards)

B

Which of the following is a term that refers to the phenomenon of reduced effort by people when they are not individually accountable for their work? A) overbounding B) social loafing C) ollieism D) punctuated equilibrium

B

Which of the following is most likely an example of a noncontingent reward? A) performance bonus B) annual salary C) monthly commission D) stock options

B

Which of the following is not a macro psychological component that underlies empowerment? A) motivation B) influence C) learning D) stress

B

Which of the following is one of the motivators described in Herzberg's two-factor theory? A) working conditions B) the work itself C) co-workers D) job security

B

Which of the following is the most powerful determinant of task behavior according to Locke and Latham? A) values B) goals C) abilities D) needs

B

Which of the following most likely occurs when leaders articulate high expectations for followers? A) the Hawthorne effect B) the Pygmalion effect C) the Golem effect D) the Hierarchy effect

B

Which of the following is not one of the five general approaches to managing conflict as described by Thomas? A) avoidance B) sharing C) negotiation D) competition

C

Which of the following statements is true of the Situational Leadership model? A) It considers situational favorability, which is the amount of control a leader has over his or her followers, an important variable. B) It maintains that leaders who correctly base their behaviors on follower maturity will be highly effective. C) It states that leader effectiveness depends on changing a situation to fit a particular leader's style. D) It believes that leader effectiveness depends on selecting the right kind of leader for a certain situation.

B

Which of the following would least likely improve a leader's feedback skills? A) being flexible B) being critical C) being descriptive D) being specific

B

Which statement about delegation is most likely false? A) Delegation is a simple way for leaders to free themselves of time-consuming chores. B) Delegation is an overused management option that frustrates most followers. C) Delegation increases the number of tasks accomplished by work groups. D) Delegation gives followers developmental opportunities.

B

Which statement about empowerment and the operant approach is most likely true? A) A concerning situation can almost always be fixed, and followers are the only variable important in the performance equation. B) By changing a particular situation, leaders can enhance followers' motivation, performance, and satisfaction. C) Restructuring work processes and procedures generally has little effect on follower's motivational levels. D) Most followers enjoy the challenge of doing things in new ways and feel immediately empowered.

B

In the context of the four types of leader behavior in the path-goal theory, which of the following is most likely a characteristic of achievement-oriented leadership? A) Leaders tell followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others. B) Leaders have courteous and friendly interactions, express genuine concern for followers' well-being and individual needs, and remain open and approachable to followers. C) Leaders support follower behaviors by exhibiting a high degree of confidence so that subordinates can put forth the necessary effort. D) Leaders tend to share work problems with followers and solicit their suggestions, concerns, and recommendations.

C

In the context of the fundamental needs that affect motivation, which of the following statements is true of the work of Daniel Pink? A) Pink believed that followers need to be paid lower than market rates. B) Millennials, Gen Yers, Gen Xers, and Baby Boomers have nothing in common when it comes to autonomy, mastery, and meaning. C) Pink maintained that rewards and punishment work well for motivating employees doing routine and assembly line work. D) One critical

C

In the context of the levels of participation in the normative decision model, which of the following is most likely true of consultative processes? A) A leader solves a problem or makes a decision by himself or herself using the information available at the time. B) A leader obtains any necessary information from followers and then decides on a solution to a problem himself or herself. C) A leader shares a problem with his or her followers in a group meeting and obtains their ideas and suggestions. D) A leader accepts and implements any solution that has the support of the entire group.

C

It is most likely important to have specific goals for the purpose of A) eliminating competition. B) encouraging teamwork. C) measuring progress. D) delegating tasks.

C

People most likely get more involved in a leader's vision when ________ are used. A) lengthy, formal speeches B) PowerPoint presentations C) personal experiences D) current statistics

C

Performance is best described as A) the likelihood that behaviors will be repeated without reward. B) judgments about the adequacy or inadequacy of behavior. C) behaviors directed toward an organization's mission. D) how much an individual enjoys a work activity.

C

The sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it is called A) group polarization. B) social facilitation. C) group cohesion. D) punctuated equilibrium.

C

Unlike societies higher on collectivism, societies higher on individualism tend to A) have a slower pace of life. B) assign less weight to love in marriage decisions. C) have higher heart attack rates. D) have fewer but longer and more intimate interactions.

C

What should a coach most likely do to help a follower stick to a development plan? A) conduct a GAPS analysis B) establish long-term objectives C) schedule regular reflection sessions D) delegate simple and challenging tasks

C

What should a leader do if the model of performance reveals that expectations for compliance are causing performance problems? A) provide training opportunities B) utilize reward power C) clarify team goals D) delegate tasks

C

Which of the following assesses the overall degree to which employees are satisfied with their organization and their job? A) hygiene factors B) facet satisfaction item C) global satisfaction item D) motivators

C

Which of the following individuals are good at building teams and getting results through others? A) cheerleaders B) taskmasters C) competent managers D) figurehead managers

C

Which of the following instruments does Fiedler's contingency theory use to determine the relevant characteristics of a leader? A) the Myers-Briggs Type Indicator B) the California Psychological Inventory C) the least preferred co-worker scale D) the Five-Factor Personality Inventory

C

Which of the following is a disadvantage of using 9-box matrices and replacement tables for evaluating follower performance and potential? A) Organizations find it difficult to invest differentially in high-potential + high-performance types. B) Candidates' past performance is excluded from these ratings. C) The vast majority of decisions are based solely on management judgment. D) Candidates who are nominated once are barred from being nominated a second time.

C

Which of the following is a key component to the model (M) variable in Beer's model for organizational change? A) resistance B) type of coordination C) environmental scanning D) process

C

Which of the following is a possible solution for groupthink? A) increasing group cohesiveness and engaging in more overbounding techniques B) lsolating the group from outside sources that might bias decision making C) establishing an independent subgroup to make recommendations D) using mindguards to screen negative input from the group

C

Which of the following is a root cause of managerial incompetence and involves irritating, counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams and cause followers to exert less effort toward goal accomplishment? A) low levels of situational awareness B) poor followership C) dark-side personality traits D) highly active reality distortion field

C

Which of the following is an advantage of decentralized organizations over centralized organizations? A) uniform policies and procedures that are strictly enforced B) minimal participation in the decision process C) greater acceptance of decision outcomes D) clearer coordination procedures

C

Which of the following is not a characteristic of an adaptive problem? A) The problem can only be solved by changing the system itself. B) It may be difficult to reach a consensus on what the problem really is. C) The problem may be complex, but there is an expert solution to solve it. D) Current resources and ways of thinking may be insufficient to solve the problem.

C

Which of the following is not a component of a leadership vision? A) ideas B) edge C) policies D) expectations

C

Which of the following is not one of the components of the Rocket Model of Team Effectiveness? A) power B) morale C) vision D) buy-in

C

Which of the following statements about high-LPC leaders is most likely true? A) If tasks are being accomplished in an acceptable manner, they will move to their secondary level of motivation, which is forming and maintaining relationships with followers. B) They focus on improving their relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished. C) They are primarily satisfied by establishing and maintaining close interpersonal relationships. D) They primarily gain satisfaction from task accomplishment.

C

Which of the following statements about the path-goal theory is most likely false? A) The three sub-elements in situation favorability are the task, the formal authority system, and the primary work group. B) Redundant leader behaviors might be interpreted by followers as a lack of understanding. C) If a task is very structured, informal authority decreases follower motivation levels. D) It maintains that follower and situational variables can impact each other.

C

Which of the following statements about unstructured tasks is most likely false? A) Unstructured tasks are by nature somewhat ill defined. B) Reducing the ambiguity of an unstructured situation is a leadership behavior appreciated by followers. C) While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do. D) Subordinates need help when a task is unstructured.

C

Which of the following statements concerning societal culture is most likely false? A) Societal culture is comprised of the learned behaviors characterizing the total way of life of members within any given society. B) The beliefs and myths of a culture that provide context to manifest behaviors are generally hidden from view. C) To most outsiders, the most salient and visible aspect of any culture is the values. D) Becoming aware of cultural perspectives is critical for leaders in the global context.

C

Which of the following terms is defined as the degree to which a person accomplishing a task receives information about performance from performing the task itself? A) task autonomy B) vertical complexity C) task feedback D) horizontal complexity

C

Which of the following was developed by Bass to assess the extent to which leaders exhibited transformational or transactional leadership and the extent to which followers were satisfied with their leader and believed their leader was effective? A) Geographically dispersed teams (GDTs) B) Least-preferred co-worker scale (LPC) C) Multifactor Leadership Questionnaire (MLQ) D) Leader Behavior Description Questionnaire (LBDQ)

C

Which of the following would least likely cause a conflict in a work group? A) group members competing for rewards B) group members facing uncertain demands C) group members having similar short-term goals D) group members having strong differences in values

C

Which statement about executive teams is most likely false? A) Executive teams are often bogged down while making operational decisions. B) Executive teams have the opportunity to change organizational systems. C) All the work that is done at the executive level requires all of the team members to be present. D) Because of their level in the organization, most executive teams are shielded from many of the resource constraints other teams face.

C

________ is defined as the relevant knowledge a person can leverage to solve a problem. A) Managerial competence B) Technical expertise C) Subject matter expertise D) Team-building know-how

C

Chapter 10

Chapter 10

Chapter 9

Chapter 9

Chapter 14

Contingency Theories of Leadership

In the context of organizational tasks, which of the following best describes task interdependence? A) It concerns the degree to which a job provides an individual with some control over what he does and how he does it. B) It refers to the degree to which a person accomplishing a task receives information about performance from performing the task itself. C) It refers to the degree to which an unstructured task differs from a structured task. D) It concerns the degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals.

D

In the context of the Rocket Model, which of the following is most likely true of the power component? A) It is concerned with setting a common direction for a team. B) It is about having the right number of people in the right organizational roles. C) It deals with having a compelling team vision that matches up to the team's personal values. D) It concerns the decision-making latitude and resources a team has to accomplish its goals.

D

In the context of the Situational Leadership model, which of the following is a relationship behavior? A) telling people what to do B) spelling out how to do a task C) telling who is to do a task D) explaining why a task is important

D

In the context of the Situational Leadership model, which of the following was defined as the extent to which a leader spells out the responsibilities of an individual or group? A) relationship behaviors B) rhetorical skills C) developmental interventions D) task behaviors

D

In the context of the emotional approach to organizational change, identify a true statement about the charismatic authority system. A) The unwritten laws of society dictate who has authority and how this authority can be used. B) The transfer of authority in such systems is based on traditions, such as passing power to the first-born son of a king after the king dies. C) The power is in the position itself rather than in the person who occupies the position. D) The locus of authority in this system rests with the individual possessing certain unusual qualities.

D

In the context of the five general approaches to managing conflict between two parties as described by Thomas, which of the following is a characteristic of the collaboration approach? A) It involves indifference to the concerns of both parties. B) It represents a compromise between domination and appeasement. C) It reflects a desire to achieve one's own ends at the expense of someone else. D) It reflects an effort to fully satisfy both parties.

D

In the context of the rational approach to organizational change, which of the following occurs when leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness? A) reframing B) learning agility C) expectation-performance gap D) siloed thinking

D

In the context of the root causes of management incompetence and derailment, identify a true statement about dark-side traits? A) They are easy to detect in interviews or assessment centers or with bright-side personality inventories. B) They have a bigger influence on performance for people in followership versus leadership roles. C) They are usually apparent only when leaders are attending to their public image. D) They usually emerge during crises or periods of high stress and serve as coping mechanisms.

D

In the context of the root causes of managerial incompetence and derailment, which of the following occurs when taxing situational or follower events permanently disrupt a person's ability to build teams or get results? A) episodic managerial incompetence B) managerial derailment C) moronization of management D) chronic managerial incompetence

D

In the context of understanding follower potential, which of the following best defines leadership potential? A) It refers to the potential of leaders to engage followers who ultimately generate high shareholder returns. B) It pertains to followers' attitudes about the organization and their work activities. C) It is an evaluation of a follower's immediate promotability. D) It is defined as a follower's capacity to advance one or more levels within the organization.

D

In the context of understanding follower satisfaction, the tendency for people with longer tenure or in higher positions to have higher global and facet satisfaction ratings than those newer to or lower in the organization is known as the A) Pygmalion effect. B) contagion effect. C) glass ceiling effect. D) hierarchy effect.

D

Jim Collins' study of highly successful companies that subsequently failed indicated that these firms went through a five-stage process toward failure. What is the first stage of the process? A) Leaders focus on succession planning initiatives, and firms expand globally. B) Firms focus on external factors such as competitors and changing technologies. C) Leaders strive to merge with successful companies to gain more market share. D) Firms become insulated by success, and leaders adopt an entitlement mentality.

D

One limitation of Maslow's hierarchy of needs is that it fails to A) consider an individual's higher-order needs. B) place enough emphasis on an individual's lower-order needs. C) address the general nature of the various types of basic human needs. D) make specific predictions on what an individual will do to satisfy a particular need.

D

Role theory clarifies how situational demands and constraints cause A) vertical complexity. B) horizontal complexity. C) role overload. D) role conflict.

D

The ________ component of the change model is where a change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. A) structural system B) dissatisfaction C) resistance D) process

D

The inefficiencies created by more and more people working together are called A) groupthink. B) social loafing. C) process losses. D) deindividuation

D

What is the main purpose of using the model of performance? A) identifying job satisfaction levels in the industry B) benchmarking the organizational climate C) initiating performance appraisals D) managing problem performers

D

What is the main reason for people staying with organizations? A) job evaluations based on 360-degree feedback B) frequent development opportunities C) use of pay-for-performance systems D) promises of long-term employment

D

Chapter 12

Skills for Developing Others

Chapter 17

Skills for Optimizing Leadership as Situations Change