MGMT 6100

House's Path-Goal Theory of Leadership is based on the expectancy theory of motivation, where employees are motivated when they believe, or expect, all the following, except the rewards they will receive are valuable to them their efforts will lead to high performance their high performance will be rewarded they are not the Least Preferred Coworker

they are not the Least Preferred Coworker

Power derived from dependency is increased do to all of the following, except Conformity Importance Substitutability Scarcity

Conformity

All of the following are steps of Kurt Lewin's three-stage model fo planned change except Refreeze Unfreeze Empower Change

Empower

Regardless of the amount of cohesion within a group, performance will always be low if there is low task commitment True/False

True

All of the following are common responses to power, except Dependency Commitment Compliance Resistance

Dependency

The following refers to which element of organizational culture: "The visible manifestations of culture are the physical and social environment of the organization - both tangible and intangible. These observable characteristics include physical space, the technological output of the group, artistic productions, the way people dress, the hours and patterns of work schedules, the fringe benefits, the end-of-quarter beer busts, or the overt behavior of its members." Assumptions Artifacts Values Socialization

Artifacts

The power that comes from one's organizational role or position. Expert Power Referent Power Coercive Power Legitimate Power

Legitimate Power

Before change can take place, key organization members who are to adopt new attitudes and behavior must be dissatisfied with the status quo. True/False

True

All of the following sets of studies illustrate how important it is to create checks and balances to help individuals resist the tendency to conform or to abuse authority, except The Zimbardo Studies The Asch Studies The Marshmallow Test Studies The Milgram Studies

The Marshmallow Test Studies

BATNA (Best Alternative to a Negotiated Agreement)

The course of action that a person will take if a negotiation ends in an impasse

According to Patrick M. Lencioni in "The Trouble with Teamwork," the first and most important step in building a cohesive and functional team is Unwavering commitment The establishment of trust Unapologetic accountability Healthy conflict

The establishment of trust

Group cohesion is influenced by all the following factors except Size Similarity Strength Support Stability

Strength

Under Nohria & Lawrence's Four-Drive Theory, the Drive to Acquire includes physical goods, experiences, and events that improve social status. The primary lever associated with the Drive to Acquire is the Culture Reward System Performance Management and Resource Allocation Processes Job Design

Reward System

Reinforcement Theory describes four interventions to modify employee behavior. Two of these are methods of increasing the frequency of desired behaviors, while the remaining two are methods of reducing the frequency of undesired behaviors. Which of the following is not one of these four intervention methods? Punishment Extinction Positive Reinforcement Negative Reinforcement Distributive Justice

Distributive Justice

Organizational Culture is a pattern of basic assumptions - invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration - that has worked well enough to be considered valid and, therefore, to age taught to new members as the correct way to perceive, think, and feel in relation to those problems. True/False

True

The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them. Social Skill Self-awareness Motivation Self-regulation Empathy

Self-regulation

The following refers to which element of organizational culture? "Onboarding refers to the process though which new employees learning the attitudes, knowledge, skills, and behaviors required to function effectively within an organization." Artifacts Values Assumptions Socialization

Socialization

The two factors that are most important in the creation of an organization's culture are Founder's values and organizational socialization Socialization and onboarding The A-S-A process and the behavior of leaders Founder's values and industry demands

Founder's values and industry demands

Mediation

Negotiation to resolve differences conducted by a third party in order to reach an agreement.

The influence of Frederick Taylor's Scientific Management led to the following changes in the workplace except Managers began to carefully plan the work performed by employees. Job specialization led to increases in efficiency by reducing the skill requirements of each job and decreasing the costs of staffing and training. Using scientific methods like time and motion studies, waste was eliminated by determining the most efficient manner to perform jobs. Companies created an environment where employees had discretion to make decision regarding their work was to be done.

Companies created an environment where employees had discretion to make decision regarding their work was to be done.

According to Katzenbach and Smith in "The Discipline of Teams," a team cannot "own" its purpose unless management leaves it alone to develop its purpose. True/False

False

Behaviors (paths) that will lead to desired rewards (goals). Expectations is based on three factors, efforts will lead to high performance, high performance will be rewarded, rewards will be valuable to them. Leadership styles are directive, supportive, participative, and achievement-oritented.

House's Path-Goal Theory of Leadership

After scholars became disillusioned with the trait-based approaches to leadership in the 1940s, they began to focus on behavioral approaches to leadership by trying to determine the behaviors of effective leaders. Through the work of researchers at Ohio State University and the University of Michigan, two broad categories of leadership behaviors were identified. These two categories are: Goal-oriented behaviors and laissez-faire decision-making behaviors. Leadership behaviors and management behaviors. Extraverted behaviors and introverted behaviors. Task-oriented behaviors and people-oriented behaviors.

Task-oriented behaviors and people-oriented behaviors.

All of the following are benefits of diversity in the workplace except Diverse teams tend to make higher quality decisions. Diverse companies tend to have higher performance. For example, racially diverse companies pursuing a growth strategy were shown to have higher performance. A diverse workforce may better understand the needs of particular groups of customers. Diverse teams have quicker and more efficient decision making.

Diverse teams have quicker and more efficient decision making.

Using the Influence Tactic of Pressure to influence others typically results in people showing Resistance 3% of the time and Commitment 56% of the time. True/False

False

A significant difference between Fiedler's Contingency Theory and many of the other contingency leadership theories, including Situational Leadership and House's Path-Goal Theory is that Fiedler's Contingency Theory was proven to be accurate while Situational Leadership and House's Path-Goal Theory were proven to be inaccurate. Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation. Fiedler's Contingency Theory focuses on the characteristics of employees while Situational Leadership and House's Path-Goal Theory only focus on environmental characteristics. Fiedler's Contingency Theory assumes that a leader's style is not fixed and can change, while Situational Leadership and House's Path-Goal Theory assumes a leader can not vary their style depending on the situation.

Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation.

All of the following are reasons why Goal Setting Theory increases motivation except Goals energize people and encourage them to keep going until the goal is accomplished. Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal. Goals encourage people to think out of the box and seek creative, non-traditional ways of working. Goals provide direction and focus. Goals provide a challenge and a sense of accomplishment when completed.

Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal.

While Goal Setting Theory is one of the most influential, practical and important theories of motivation, it also has some potentially negative implications. All the following are potential negative outcomes from goal setting except Goal setting may prevent employees from adapting and changing their behaviors in response to unforeseen threats. Setting goals for specific outcomes may hamper employe performance if employees are lacking skills and abilities needed to reach the goals. Goals lead to a decrease in morale and motivation since there is a chance that the goal will not be met. Goals focused employee attention on activities that are measured, and this may lead to sacrificing other elements of performance that are more difficult to measure. Goals may lead to unethical behaviors.

Goals lead to a decrease in morale and motivation since there is a chance that the goal will not be met.

According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, three elements are at play in any negotiations - issues, positions and interests. Effective negotiators should focus primarily on a reconciliation of issues. positions. interests.

Interests

In this stage of Bruce Tuckman's model of group evolution, as members begin to feel sufficiently safe and included, they become more authentic and more argumentative. They begin to explore their power and influence and try to differentiate themselves from other group members instead of seeking common ground. Storming Norming Performing Informing

Storming

The following are barriers to effective teams, except Storming phase Poorly managed team conflict Challenges in knowing where to begin Dominating team members

Storming phase

Hackman and Oldham's Job Characteristics Model provides insights on how to design jobs with increased motivational properties. Which of the following is not a basic premise of this theory? When jobs are designed with several key attributes (variety, autonomy, and feedback), employees will be more engaged. When jobs are designed with several key attributes (variety, autonomy, and feedback), employees are better able to fulfill their Need for Achievement, leading to higher levels of satisfaction and motivation. Employee engagement is driven by the meaningfulness of the work, a sense of personal responsibility for the outcomes, and an understanding of the results of the work. When employees are engaged, not only does job performance increase, but satisfaction also increases and negative outcomes like absenteeism and turnover decrease.

When jobs are designed with several key attributes (variety, autonomy, and feedback), employees are better able to fulfill their Need for Achievement, leading to higher levels of satisfaction and motivation.

According to Nitin Nohria and Paul Lawrence's Four-Drive Theory described in "Employee Motivation: A Powerful New Model," people are guided by four basic emotional needs, or drives. Which of the following is not one of these four drives? The drive to defend. The drive to acquire. The drive to achieve. The drive to bond. The drive to comprehend

The drive to achieve.

All of the following are common responses to power, except Compliance Resistance Commitment Dependency

Dependency

According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable D stands for ________________. Note: The formula is also often expressed as ( D x M x P ) > ( Rc + Cc ) Develop Direction Diligence Dissatisfaction

Dissatisfaction

Positive outcomes of conflict include all of the following except Consideration of a broader range of ideas Quicker resolution of issues Increased participation and creativity Surfacing inaccurate assumptions and clarifying individual views

Quicker resolution of issues

A group can be defined as A cohesive coalition of people working together to achieve mutual goals. A group of players forming one side in a competitive game or sport. A small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. A collection of individuals who interact with each other such that one person's interactions have an impact on the others.

A collection of individuals who interact with each other such that one person's interactions have an impact on the others.

According to Katzenbach and Smith in "The Discipline of Teams," effective teams, in addition to sharing the team-building values of listening, responding constructively and providing support to one another, must also share an essential discipline. All of the following are characteristics of this essential discipline except: Specific performance goals Constructive conflict Complementary skills Mutual accountability

Constructive conflict

The Transformational Leadership Theory distinguishes between transformational leadership styles and transactional leadership styles. Which is not an element of transformational leadership? Intellectual stimulation. Contingent rewards. Inspirational motivation. Individual consideration.

Contingent rewards.

According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, experienced and successful negotiators should approach negotiations as a process to reconcile underlying positions. True/False

False

According to Herzberg's Two Factor Theory, Hygiene Factors include achievement, recognition, interesting work, increased responsibilities, advancement, and growth. True/False

False

According to Patrick M. Lencioni in "The Trouble with Teamwork," a leadership team is a group of executives who work independently with few expectations for collaboration, where members know exactly what they can, and more importantly, cannot expect of one another, and where can focus on how to accomplish goals with clarity. True/False

False

According to The Leadership Challenge by Kouzes and Posner, leadership can not be learned. You are born with it. "Either you have it or you don't." True/False

False

In arbitration, an outside third party attempts to assist the parties in reaching an agreement. The arbitrator can facilitate, suggest, and recommend solutions while working with both parties. Instead of representing a specific party, the arbitrator's role is to help the parties share feelings, air and verify facts, exchange perceptions, and work towards agreements. An arbitrator does not resolve the charge or impose a decision on the parties. True/False

False

According to Katzenbach and Smith in "The Discipline of Teams," in addition to listening, responding constructively, and providing support to one another, teams must also have sufficient healthy conflict individual accountability an essential discipline all the skills required to accomplish the task when the team is formed

an essential discipline

The researchers studying behavioral approaches to leadership hoped to identify behaviors that would universally predict leadership in all circumstances. However, similar to the trait-based approaches to leadership, the behavioral approaches fell out of favor because they were not accepted by the leading business leaders of the time. neglected the environment in which the behaviors are demonstrated. were too expensive to implement. neglected to take into account the physical height of the individual leaders.

neglected the environment in which the behaviors are demonstrated.

The Milgram, Asch and Zimbardo studies all highlight the important role that conformity can have in relation to power. Conformity is the measure of the rate of doing work, the amount of energy transferred per unit time, and is measured in watts (seconds per joules). is the power the that a person or unit gains from ability to handle actual or potential problems facing organizations. is the ability to influence the behaviors of others to get what you want. refers to the tendency people have to behave consistently with social norms.

refers to the tendency people have to behave consistently with social norms.

Jack has a strong desire to be liked and accepted by his peers. He enjoys interacting and socializing with others. According to McClelland's Acquired Needs Theory, Jack probably has a strong Need for Power Achievement Affiliation Bonding

Affiliation

Which of the conflict handling styles may be habitual to individuals with a high Need for Affiliation personality trait? Accommodation Avoidance Collaboration Compromise Competition

Avoidance

BATNA stands for Better Arrangements To Negate Antagonists Beat All The Negotiating Adversaries Best Agreements To Nullify Accommodations Best Alternative To a Negotiated Agreement

Best Alternative To a Negotiated Agreement

Cultures are generally maintained through all of the following except Attraction-Selection-Attrition Coercion Role of Leaders Reward Systems Organizational Socialization

Coercion

________ refers to the degree of camaraderie within the group and is often associated with increased levels of productivity and rewarding experience for the group's members. Cohesion Punctuated equilibrium Norming Collective efficacy

Cohesion

________ refers to the degree of camaraderie within the group and is often associated with increased levels of productivity and rewarding experience for the group's members. Collective efficacy Norming Punctuated equilibrium Cohesion

Cohesion

This conflict handling style is high on both assertiveness and cooperation. It is the strategy to use for achieving the best outcome from conflict, with the objective to find a win-win solution. Compromise Avoidance Accommodation Collaboration Competition

Collaboration

People exhibiting this conflict handling style want to reach their goals regardless of what others say or feel. They are more interested in getting the outcome they want as opposed to keep the other party happy. Competition Accommodation Avoidance Compromise Collaboration

Competition

Reinforcement Theory describes four interventions to modify employee behavior. Two of these are methods of increasing the frequency of desired behaviors, while the remaining two are methods of reducing the frequency of undesired behaviors. Which of the following is not one of these four intervention methods? Extinction Negative Reinforcement Punishment Distributive Justice Positive Reinforcement

Distributive Justice

According to Daniel Goleman in "What Makes a Leader," what distinguishes great leaders from merely good leaders is Technical skills. Intelligence (general mental ability), also known as IQ. Personality traits, especially extraversion, conscientiousness, and openness to experience. Emotional intelligence.

Emotional intelligence.

The first step in John P. Kotter's process for Leading Change is to __________. Form a powerful guiding coalition Establish a sense of urgency Communicate the vision Plan for and create short-term wins

Establish a sense of urgency

Which of the following is not one of Maslow's Hierarchy of Needs? Self-Actualization Existence Esteem Social Physiological Safety

Existence

The earliest studies of motivation involved an examination of individual needs. Researchers believed that employees make the effort to try hard and demonstrate goal-driven behavior in order to satisfy needs. Which of the following is not a needs-based theory of motivation. ERG Theory Expectancy Theory Herzberg's Two-Factor Theory Maslow's Hierarchy of Needs

Expectancy Theory

The power that comes from knowledge and skill. Legitimate Power Expert Power Coercive Power Referent Power

Expert Power

Alderfer's ERG Theory is often considered a modification of Maslow's Hierarchy of Needs Theory. ERG Theory combines Maslow's Social (Belongingness), Esteem, and Self-Actualization needs into one primary need called Growth. True/False

False

It is generally better to have too many members on a team than too few. True/False

False

The most effective leadership style will depend (is contingent) upon the unique characteristics of the situation. The goal of this theory is to match the leadership style with the appropriate situation. Leaders would take a survey to see if they had a more task oriented (Low LPC Score) or people oriented style (High LPC Score). A leader's style is like a personality trait and cannot be changed. Leadership style cannot adapt so the situation needs to be changed for the leader to be successful. Favorable leadership conditions include good leader‐subordinate relations, strong position power, and structured tasks

Fiedler's Contingency Theory

All of the following are steps to avoid getting stuck in the Storming phase except Don't rush the group's development Force quick resolution Be inclusive Normalize conflict Ensure everyone is heard

Force quick resolution

The following refer to which element of organizational culture? "There definitely is an Exxon way. This is John D. Rockefeller's company, this is Standard Oil of New Jersey, this is the one that is most closely shaped by Rockefeller's traditions. Their values are very clear. They are deeply embedded. They have roots in 100 year of corporate history." Industry demands Artifacts Founder's values Assumptions

Founder's values

According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture that has stronger bonds to their groups and group membership forms a person's self identity, where family bonds are more influential in people's daily lives, and where sharper distinctions are drawn between the groups they below to and those not considered to be in their in-group. High Collectivism/Low Individualism High Masculinity (High Competitiveness) Low Power Distance High Uncertainty Avoidance

High Collectivism/Low Individualism

Which theory of motivation proposes that individuals are motivated by a sense of fairness based on social comparisons where the individual compares their inputs and outcomes with the inputs and outcomes of others? Victor Vroom's Expectancy Theory J. Stacy Adams' Equity Theory Frederick Herzberg's Two-Factor Theory Clayton Alderfer's ERG Theory

J. Stacy Adams' Equity Theory

Control and solve problems. Set Direction align people, and motivate. Leader or manager?

Leader

Jane has a classmate in the MBA program who she has come to dislike. Since they began the program in the same term, they are frequently assigned to work on group projects together. No matter how hard Jane tries, it seems that it is never enough to please this classmate. Even worse, Jane's classmate never seems to believe that she is doing the best that she can. Jane worries that since her relationship with this classmate has deteriorated, her personal performance and the overall performance on group projects has suffered. In an attempt to repair the damaged relationship, Jane decides to search for something that she can sincerely admire about her classmate and then to seek an opportunity to make an appreciative comment about that trait. This is an example of what principle from Robert B. Cialdini's "Harnessing the Science of Persuasion"? Liking Reciprocity Consistency Social Proof

Liking

Which of the following dimensions of Geert Hofstede's Culture Framework refers to the way that societies prioritize maintaining links with their past and dealing with the challenges of the present and the future? Power Distance Uncertainty Avoidance Individualism vs. Collectivism Long Term vs. Short Term Orientation

Long Term vs. Short Term Orientation

Cope with complexity ; bring order and predictability. Planning, budgeting, organize staff, control and solve problems. Leader or Manager?

Manager

Identified two basic leadership behaviors, each on a different end of the same continuum. Job centered behavior (Task Oriented) and employee centered behavior (People-Oriented).

Michigan Study

According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable M stands for ________________. Note: The formula is also often expressed as ( D x M x P ) > ( Rc + Cc ) Model Means Method Management

Model

Identified two basic, but independent, leadership behaviors, each on a separate continuum.

Ohio Study

Big Five Personality Traits

Openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism.

All of the following are ways in which a manager can influence expectancy, except Provide encouragement to employees so that they believe that their efforts makes a difference. Ensure that the work environment is conducive to performance. For example, create an environment where effort, not political behaviors, predict performance. Provide employees choice over rewards. Make sure employees have the proper skills, ability and knowledge to perform their jobs.

Provide employees choice over rewards.

The power that stems from personal characteristics of the person, such as the degree to which we like, respect, and want to be like them. It is often called charisma. Expert Power Coercive Power Legitimate Power Referent Power

Referent Power

Values Reflect what is most important to individuals, are established throughout one's life as a results of accumulating life experiences and are relatively stable. Have little impact in the workplace. Whether or not a company possesses values that people care about has little impact on hiring and retention. Are a function of the person and the situation interacting with each other. A person's values often change depending on the context of the situation. Are not correlated with job satisfaction. It is not necessary to understand the value orientations of employees to be an effective manager or leader.

Reflect what is most important to individuals, are established throughout one's life as a results of accumulating life experiences and are relatively stable.

The following are barriers to effective teams, except Dominating team members Challenges in knowing where to begin Poorly managed team conflict Storming phase

Storming phase

According to Nitin Nohria and Paul Lawrence's Four-Drive Theory described in "Employee Motivation: A Powerful New Model," people are guided by four basic emotional needs, or drives. Which of the following is not one of these four drives? The drive to comprehend. The drive to defend. The drive to acquire. The drive to bond. The drive to achieve.

The drive to achieve.

Reservation Value

The lowest offer a negotiator is willing to accept. It is the point at which a negotiator is indifferent between accepting a proposed offer and rejecting it in favor of pursuing his or her BATNA

ZOPA (Zone of Possible Agreement)

The set of all possible deals that would be acceptable to both parties. The ZOPA is the space between one party's reservation value and the other party's reservation value

Lead employees by aligning employee goals with the leaders goals.

Transformational Leadership

According to "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, the change process in organizations goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. True/False

True

According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, partisan perceptions, where one portrays their own side as "more talented, honest and upright," is an extensively researched, unconscious mechanism that influences many negotiators. True/False

True

According to John P. Kotter in "What Leaders Really Do," management and leadership both involve deciding what needs to be done, creating networks of people to accomplish the agenda, and ensuring that the work actually gets done. True/False

True

The Influence Tactic of Rational Persuasion is the most frequently used tactic but has a substantially lower frequency of the Commitment response to power than the Consultation or Inspirational Appeals tactics. True/False

True

Process involved answering 7 key questions (High or Low) while moving down a decision tree. Decision significance, importance of commitment, leader expertise, likelihood of commitment, goal alignment, group expertise, and team competence.

Vroom and Yettons Decision Tree Model

Hackman and Oldham's Job Characteristics Model provides insights on how to design jobs with increased motivational properties. Which of the following is not a basic premise of this theory? Employee engagement is driven by the meaningfulness of the work, a sense of personal responsibility for the outcomes, and an understanding of the results of the work. When jobs are designed with several key attributes (variety, autonomy, and feedback), employees are better able to fulfill their Need for Achievement, leading to higher levels of satisfaction and motivation. When jobs are designed with several key attributes (variety, autonomy, and feedback), employees will be more engaged. When employees are engaged, not only does job performance increase, but satisfaction also increases and negative outcomes like absenteeism and turnover decrease.

When jobs are designed with several key attributes (variety, autonomy, and feedback), employees are better able to fulfill their Need for Achievement, leading to higher levels of satisfaction and motivation.

Some of the earliest approaches to the study of leadership sought to identify a limited set of traits, or personal attributes, that distinguished leaders from nonleaders. One of the main learnings from these trait-based approaches to leadership was: All truly successful leaders are tall and individuals should include their height on their resumes when applying for a leadership position in an organization. While there are some traits that have often been associated with leadership, there was not one universal pattern of leadership that worked in every situation. Scholars now conclude that the traits that are important for leadership depend on the circumstances of the organizational situation. Since extroverts are sociable, assertive and energetic, key traits for successful leaders, all effective leaders are extraverts. While introverts also play important roles in organizations, they are not effective as leaders. The trait-based approach to leadership demonstrated that all successful leaders possess the same traits. Therefore, it is easy to determine who will be a successful leader by identifying those individuals who possess these important leadership traits.

While there are some traits that have often been associated with leadership, there was not one universal pattern of leadership that worked in every situation. Scholars now conclude that the traits that are important for leadership depend on the circumstances of the organizational situation.

According to Katzenbach and Smith in "The Discipline of Teams," in addition to listening, responding constructively, and providing support to one another, teams must also have individual accountability sufficient healthy conflict all the skills required to accomplish the task when the team is formed an essential discipline

an essential discipline

According to Daniel Goleman in "What Makes a Leader," all of the following are components of Emotional Intelligence except Motivation. Self-regulation. Empathy. Social skill. Self-awareness. Extraversion.

Extraversion

Sometimes group conflict can be resolved through majority rule. Which of the following statements on using majority rule is not true? Participants should feel the process is fair It should follow a healthy discussion of the issues, not be a substitute for that discussion It should be used sparingly, and not with the same members always winning Since it represents the will of the majority, it can be used frequently to effectively resolve conflicts without any negative results

Since it represents the will of the majority, it can be used frequently to effectively resolve conflicts without any negative results

Suggests that leaders use different leadership styles in different situations. Leadership consists of both a directive(task‐oriented) and a supportive(people‐oriented) dimension and each dimension needs to be applied appropriately to the given situation. Leaders should match their leadership style to the development level of their followers. Competence (Skill) Commitment (Will).

Situational Leadership (Blanchard and Hersey)

According to Patrick M. Lencioni in "The Trouble with Teamwork," Teamwork is a strategic choice Teamwork is always desirable Teamwork is required in high performing organizations Teamwork is a virtue in itself

Teamwork is a strategic choice

According to "Cracking the Code of Change" by Michael Beer and Nitin Nohria, the theory of change which focuses on economic value and the "hard" approach where shareholder value is the only legitimate measure of corporate success is called ____________. Theory Y Theory X Theory O Theory E

Theory E

According to "Cracking the Code of Change" by Michael Beer and Nitin Nohria, the theory of change which focuses on organizational capability and the "soft" approach to change where the goal is to develop corporate culture and human capability through individual and organizational learning is called ____________. Theory E Theory O Theory X Theory Y

Theory O

A group where members become conflict avoidant and focus more on trying to please each other may risk making flawed decisions, and even fall prey to groupthink. In such a case, the group may be suffering from Too little cohesion Punctuated equilibrium Too much time in the storming phase Too much cohesion

Too much cohesion

Ensures that employees demonstrate the right behaviors and provide resources in exchange.

Transactional Leadership

As group size increases, the risk of social loafing increases. True/False

True

Vroom and Yetton's Decision Model approach to leadership has leaders answer seven key questions, working their way through a decision tree based on their responses, to determine which of five different leadership styles would be appropriate in the specific situation. True/False

True

All of the following are social team roles except Coordinator Cooperator Communicator Calibrator

Coordinator

According to Katzenbach and Smith in "The Discipline of Teams," all the following are elements of the definition of teams except A small group of people with complementary skills A small group of people whose performance is a function of what its members do as individuals A small group of people who hold themselves mutually accountable A small group of people who are committed to a common purpose, set of performance goals, and approach

A small group of people whose performance is a function of what its members do as individuals

The power or ability to take something away or punish someone for noncompliance. Coercive Power Referent Power Legitimate Power Expert Power

Coercive

Highly productive teams must develop the capacity to engage in constructive conflict. There are two types of conflict. Match the following types of conflict with the appropriate term that represents the same type of conflict. Task-Related Conflict Relationship Conflict

Cognitive Conflict Affective Conflict

Alderfer's ERG Theory is often considered a modification of Maslow's Hierarchy of Needs Theory. ERG Theory combines Maslow's Social (Belongingness), Esteem, and Self-Actualization needs into one primary need called Growth. True/False

False

Both task-oriented behaviors and people-oriented behaviors have important outcomes. Task-oriented behaviors seem to lead to greater employee satisfaction while people-oriented behaviors are more strongly related to leader effectiveness. True/False

False Actually, task-oriented behaviors are more strongly related to leader effectiveness while people-oriented behaviors seem to lead to greater employee satisfaction.

While the application of Scientific Management resulted in increased efficiency and productivity, the repetitive nature of the work had negative effects on motivation since these jobs were often boring. In an attempt to overcome these negative effects, managers developed alternatives to Scientific Management. Which of the following was not one of these alternatives? Job Measurement Job Enrichment Job Rotation Job Enlargement

Job Measurement

Which theory proposes that leaders form different types of relationships with their employees and, based on the quality of that relationship, employees will often fall into in-groups or out-groups? Situational Leadership Theory (SLT) House's Path-Goal Theory of Leadership Fiedler's Contingency Theory (LPC Theory of Leadership) Leader-Member Exchange (LMX) Theory

Leader-Member Exchange (LMX) Theory

The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? A portfolio manager at an investment company sees his fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, she decides to learn from the experience—and engineers a turnaround. Motivation Self-awareness Empathy Social Skill Self-regulation

Motivation

According to David McClelland's Acquired-Needs Theory, individuals acquire three types of needs as a result of their life experiences. Which of the following is not one of these needs? Need for Self-Actualization Need for Affiliation Need for Power Need for Achievement

Need for Self-Actualization

According to John P. Kotter in "What Leaders Really Do," leadership involves all the following except Motivating and inspiring. Organizing and staffing. Aligning people. Setting direction.

Organizing and staffing.

Which of the following statements is not true about self-efficacy? Self-efficacy is a belief that one can perform a specific task successfully. Research on self-efficacy shows that the belief that we can do something is a good predictor of whether we can actually do it. Unlike other personality traits, self-efficacy is job specific. For example, you may have high self-efficacy in being successful academically, but low self-efficacy in relation to your ability to fix your car. Self-efficacy is the degree to which a person has overall positive feelings about him or herself.

Self-efficacy is the degree to which a person has overall positive feelings about him or herself.

The following scenario is an example of which specific skill from Daniel Goleman's Emotional Intelligence theory? A manager wants his company to adopt a better Internet strategy. He finds kindred spirits and assembles a de facto team to create a prototype website. He persuades allies in other divisions to fund the company's participation in a relevant convention. His company forms an Internet division—and puts him in charge of it. Social Skill Motivation Self-awareness Self-regulation Empathy

Social Skill

All of the following statements about pay-for-performance systems are true except Employees report higher levels of pay satisfaction. Might create a risk-adverse environment that diminishes creativity if employees are concerned that such behaviors may negatively effect their compensation. Are more effectively than praise or recognition in increasing retention of higher performing employees by creating higher levels of commitment to the company. Lead to higher productivity, profits, and customer service. Tend not to focus employee energy on measurable, goal-directed behaviors but instead focus on less quantifiable behaviors like helping team members or being a good citizen of the company.

Tend not to focus employee energy on measurable, goal-directed behaviors but instead focus on less quantifiable behaviors like helping team members or being a good citizen of the company.

Leadership may be defined as: The act of influencing others to work towards a goal. The act of using force to influence people to a work towards a common goal. Exerting power over others. The relationship between managers and workers a hierarchical organization.

The act of influencing others to work towards a goal.

Distributive Negotiations

The traditional single issue, "fixed pie" approach, where an increase on one side results in a decrease on the other side.

The following refers to which element of organizational culture? "They have become so taken for granted that one finds little variation within a cultural unit. In fact, they are so strongly held within a group that members will find behavior based on any other premise as inconceivable, non-debatable, and non-confrontable. They form the foundation of an organization's culture." Socialization Values Artifacts Assumptions

Assumptions

Describe the balance of task-oriented and people-oriented behaviors in leadership styles and how the most appropriate style may be contingent upon the specific situation for each follower/employee.

Leader-Member Exchange Theory (LMX)

Which position on the Managerial Grid is sometimes described as the ideal style of management, where both task-oriented and people-oriented behaviors are high? Middle of the Road Management Produce or Perish Management Team Management Country Club Management

Team Management

A group can be defined as A collection of individuals who interact with each other such that one person's interactions have an impact on the others. A group of players forming one side in a competitive game or sport. A small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. A cohesive coalition of people working together to achieve mutual goals.

A collection of individuals who interact with each other such that one person's interactions have an impact on the others.

Individuals with a high external locus of control Feel greater control over their own lives and therefore act in ways that will increase their changes of success. Believe that they control their own destiny and what happens to them is their own doing. Believe that what happens to them is out of their control, and may be caused by other people, luck, or a powerful being. Are more involved with their jobs, demonstrate higher levels of motivation, and have more positive experiences at work.

Believe that what happens to them is out of their control, and may be caused by other people, luck, or a powerful being.

Humans have a fundamental emotional need to develop understandings of their environments and themselves. This includes making sense of the world and making meaningful contributions. People experience invigoration when working things out, learning and growing, but feel frustrated when things seem senseless. At the end of the day, they want to perform meaningful work. This describes Nohria and Lawrence's Drive to Bond Comprehend Acquire Defend

Comprehend

Which of the following is not one of Maslow's Hierarchy of Needs? Self-Actualization Physiological Esteem Social Safety Existence

Existence

The Myers-Briggs Type Indicator (MBTI) is perhaps the most well-known and most often used personality assessments, with an estimated 2.5 million people taking the assessment every year and more than 80 of the Fortune 100 companies using it in some form. One of the reasons that it is so widely used is that research has shown the Myers-Briggs Type Indicator to be very useful in employee selection (hiring) as it helps to predict employee effectiveness in the workplace. True/False

False

Bruce Tuckman introduced a five-stage map of group evolution. Which of the following is not one of the five stages? Performing Norming Informing Storming

Informing

Which of David McClelland's acquired needs is viewed as an important trait for effectiveness in managerial and leadership positions? Need for Power Need for Achievement Need for Affiliation Need for Self-Actualization

Need for Power

All of the following can be sources of intentional or unintentional bias in performance reviews except Objective Data Stereotypes Liking Leniency

Objective Data

Clayton Alderfer's ERG Theory is often seen as a modification of Maslow's hierarchy of needs. In addition to grouping basic human needs in three categories instead of five, ERG theory proposed a relaxation of Maslow's assumptions. Which of the following is not a element of ERG Theory? Only one need category is dominant at a given time. Individuals who are frustrated in the attempts to satisfy one need may regress to another need. The categories of needs are not ranked in any particular order. More than one category of need may operate at the same time.

Only one need category is dominant at a given time.

All of the following are recommendations for successfully managing diversity except Providing preferential treatment, like hiring a less-qualified minority candidate. Reviewing recruitment practices Holding managers accountable for diversity Building a culture of respecting diversity

Providing preferential treatment, like hiring a less-qualified minority candidate.

According to Patrick M. Lencioni in "The Trouble with Teamwork," Teamwork is required in high performing organizations Teamwork is a strategic choice Teamwork is a virtue in itself Teamwork is always desirable

Teamwork is a strategic choice

Match each type of negotiations with the appropriate description. Integrative Negotiations

The approach which focuses on multiple issues to "expand the pie" and actively seek alternative solutions to satisfy both parties.

According to Patrick M. Lencioni in "The Trouble with Teamwork," the first and most important step in building a cohesive and functional team is The establishment of trust Unwavering commitment Healthy conflict Unapologetic accountability

The establishment of trust

According to the interactionist perspective of behavior, behavior is Fixed and individuals will always act in accordance with their personality traits. A function of the person and the situation interacting with each other. Does not change. For example, individuals with extraverted personalities (high levels of extraversion) will be the most effective leaders regardless of the situation. Is the most important factor in employee effectiveness and personality assessments should be used during employee selection (hiring) to determine the employees with the desired behaviors.

A function of the person and the situation interacting with each other. Correct! For example, while a shy person may not feel like speaking up in class, they may do so if class participation is a large portion of the course grade.

According to Katzenbach and Smith in "The Discipline of Teams," all the following are elements of the definition of teams except A small group of people who hold themselves mutually accountable A small group of people who are committed to a common purpose, set of performance goals, and approach A small group of people whose performance is a function of what its members do as individuals A small group of people with complementary skills

A small group of people whose performance is a function of what its members do as individuals

A significant difference between Fiedler's Contingency Theory and many of the other contingency leadership theories, including Situational Leadership and House's Path-Goal Theory is that Fiedler's Contingency Theory focuses on the characteristics of employees while Situational Leadership and House's Path-Goal Theory only focus on environmental characteristics. Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation. Fiedler's Contingency Theory was proven to be accurate while Situational Leadership and House's Path-Goal Theory were proven to be inaccurate. Fiedler's Contingency Theory assumes that a leader's style is not fixed and can change, while Situational Leadership and House's Path-Goal Theory assumes a leader can not vary their style depending on the situation

Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation.

All of the following are reasons why Goal Setting Theory increases motivation except Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal. Goals energize people and encourage them to keep going until the goal is accomplished. Goals provide a challenge and a sense of accomplishment when completed. Goals encourage people to think out of the box and seek creative, non-traditional ways of working. Goals provide direction and focus.

Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal.

Jane knows that procrastination brings out the worst in her. Because she knows this, she plans ahead of time and blocks out her schedule to make sure her case study analysis assignment is done well in advance. Which of Daniel Goleman's Emotional Intelligence skills is Jane demonstrating? Self-regulation Self-awareness Social Skill Empathy Motivation

Self Awareness

One of the main differences between the Michigan Studies and the Ohio State Studies was how they classified the two broad categories of behaviors that they identified. Choose the response that best describes this difference. The Michigan Studies identified that Management-Oriented and Leadership-Oriented behaviors were on different ends of a single continuum, while the Ohio State Studies classified these two behaviors as independent, each being on a separate continuum. The Ohio State Studies identified that Management-Oriented and Leadership-Oriented behaviors were on different ends of a single continuum, while the Michigan Studies classified these two behaviors as independent, each being on a separate continuum. The Michigan Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Ohio State Studies classified these two behaviors as independent, each being on a separate continuum. The Ohio State Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Michigan Studies classified these two behaviors as independent, each being on a separate continuum.

The Michigan Studies identified that Task-Oriented and People-Oriented behaviors were on different ends of a single continuum, while the Ohio State Studies classified these two behaviors as independent, each being on a separate continuum.

After the disappointing results of the trait-based and behavioral approaches to leadership, scholars began to specifically incorporate the role of the environment into leadership theories. One of the first of these contingency approaches to leadership was Fiedler's Contingency Model (also called the LPC Theory of Leadership), developed by Fred Fiedler in the 1960s. One of the most important contributions from Fiedler's Contingency Model is that it recognized that leaders can change and adapt their leadership style since the LPC score is different than a personality trait and is very easy to change. it recognized that the employees that are the most difficult to work with (Least Preferred Coworker) are also disliked by their managers. it recognized that regardless of whether the situation is "favorable," "medium," or "unfavorable," a strong people-oriented leader will always lead to more productive results. it explicitly recognized that leadership effectiveness depends (or is contingent upon) the favorability of the situation. According to Fiedler, a task-oriented leader would only be successful if the situation called for a task-oriented leader.

it explicitly recognized that leadership effectiveness depends (or is contingent upon) the favorability of the situation. According to Fiedler, a task-oriented leader would only be successful if the situation called for a task-oriented leader.

Kenneth Blanchard and Paul Hersey's Situational Leadership Theory (SLT), a contingency approach to leadership, suggests that a leader's style is similar to a personality trait and is not likely to change. a delegating leadership style will be effective with all levels of employees. employees with a high level of competence and a high level of commitment need a directing leadership style. the appropriate leadership style depends on the combination of an individual's competence (i.e. skill) and commitment (i.e. employee readiness or will).

the appropriate leadership style depends on the combination of an individual's competence (i.e. skill) and commitment (i.e. employee readiness or will).