MGMT 6100 Final Review Questions

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? a) The drive to acquire. b) The drive to bond. c) The drive to achieve. d) The drive to comprehend. e) The drive to defend.

c) The drive to achieve.

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

c) The establishment of trust

Which of the following statements is not true about positive affective individuals? a) They experience positive moods more frequently. b) They tend to be happier at work and their happiness spreads to the rest of the work environment. c) They focus on the "glass half empty" and experience more anxiety and nervousness. d) When teams are dominated by positive affective people the teams experience lower levels of absenteeism.

c) They focus on the "glass half empty" and experience more anxiety and nervousness.

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? a) Produce or Perish Management b) Country Club Management c) Team Management d) Middle of the Road Management

c) Team Management

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

c) The act of influencing others to work towards a goal.

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=

Task related conflict= cognitive conflict Relationship conflict= affective conflict

A group can be defined as a) A collection of individuals who interact with each other such that one person's interactions have an impact on the others. b) A group of players forming one side in a competitive game or sport. c) 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. d) A cohesive coalition of people working together to achieve mutual goals.

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

According to the interactionist perspective of behavior, behavior is a) A function of the person and the situation interacting with each other. b) Does not change. For example, individuals with extraverted personalities (high levels of extraversion) will be the most effective leaders regardless of the situation. c) Fixed and individuals will always act in accordance with their personality traits. d) 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) 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.

Job performance is often viewed as a function of three factors expressed in an equation of the form, Performance = (Factor A) x (Factor B) x (Factor C). Which of the following is not one of the three factors that lead to performance? a) Conscientiousness b) Motivation c) Environment d) Ability

a) Conscientiousness

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

a) Diverse teams have quicker and more efficient decision making.

All of the following are ways to increase employee empowerment at work except a) Ensure employees are provided limited authority to make decisions, and train managers to step in if employees make the wrong decisions. b) Ensure managers are trained to adopt a leadership style that is not controlling, micromanaging, or bossy. c) Ensure employees have access to the information needed to make informed decisions about their work and the company strategy. d) Ensure that employees know how to perform their jobs by selecting the right people and providing continuing training and development.

a) Ensure employees are provided limited authority to make decisions, and train managers to step in if employees make the wrong decisions.

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

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

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. a) True b) False

b) False

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 a) Goals lead to a decrease in morale and motivation since there is a chance that the goal will not be met. b) Goals may lead to unethical behaviors. c) 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. d) Goal setting may prevent employees from adapting and changing their behaviors in response to unforeseen threats. e) Setting goals for specific outcomes may hamper employee performance if employees are lacking skills and abilities needed to reach the goals.

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

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. a) High Collectivism/Low Individualism b) High Masculinity (High Competitiveness) c) High Uncertainty Avoidance d) Low Power Distance

a) High Collectivism/Low Individualism

The most effective timeframe to provide feedback is a) Immediately following high or low performance b) Annually c) Quarterly d) Every six months

a) Immediately following high or low performance

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

a) Informing

Personality encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has. Understanding someone's personality a) Is helpful. It gives a manager clues about how that person is likely to act and feel in a variety of situations. b) Is not very important. Since personality changes often depending on the situation, trying to predict behavior based on personality traits is not very effective. c) Is very important. Since personality is very strongly correlated to employee behavior, if a manager understands an employee's personality, the manager will know how exactly how an employee will act in a variety of situations. d) Is interesting, but not very helpful.

a) Is helpful. It gives a manager clues about how that person is likely to act and feel in a variety of situations.

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? a) Leader-Member Exchange (LMX) Theory b) House's Path-Goal Theory of Leadership c) Fiedler's Contingency Theory (LPC Theory of Leadership) d) Situational Leadership Theory (SLT)

a) Leader-Member Exchange (LMX) Theory

The Big Five Personality Traits include all the following except a) Locus of Control b) Neuroticism c) Openness d) Conscientiousness e) Agreeableness f) Extraversion

a) Locus of Control

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

a) 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? a) Only one need category is dominant at a given time. b) The categories of needs are not ranked in any particular order. c) Individuals who are frustrated in the attempts to satisfy one need may regress to another need. d) More than one category of need may operate at the same time.

a) Only one need category is dominant at a given time.

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

a) Organizing and staffing.

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

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

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

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

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? a) Self-awareness b) Empathy c) Social Skill d) Self-regulation e) Motivation

a) Self-awareness

Stereotypes are generalizations based on group characteristics. All of the following statements regarding stereotypes are true, except a) Stereotypes are not very common today. They only exist with individuals who have deeply held prejudices. b) Stereotypes can be discriminatory when there is a tendency to generalize from a group to a particular individual. c) Stereotypes persist because of selective perception, where we pay attention to parts of the environment while ignoring other parts. d) Stereotypes can create a self-fulfilling prophecy when people automatically behave as if an established stereotype is accurate, which leads to reactive behavior from the other party that confirms the stereotype.

a) Stereotypes are not very common today. They only exist with individuals who have deeply held prejudices.

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: a) Task-oriented behaviors and people-oriented behaviors. b) Extraverted behaviors and introverted behaviors. c) Goal-oriented behaviors and laissez-faire decision-making behaviors. d)Leadership behaviors and management behaviors.

a) Task-oriented behaviors and people-oriented behaviors.

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

a) Teamwork is a strategic choice

All of the following statements about pay-for-performance systems are true except a) 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. b) Might create a risk-adverse environment that diminishes creativity if employees are concerned that such behaviors may negatively effect their compensation. c) Lead to higher productivity, profits, and customer service. Employees report higher levels of pay satisfaction. d) Are more effectively than praise or recognition in increasing retention of higher performing employees by creating higher levels of commitment to the company.

a) 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.

According to Daniel Goleman in "What Makes a Leader," we are each born with certain levels of emotional intelligence skills. But we can strengthen these skills through persistence, practice, and feedback from colleagues or coaches. a) True b)False

a) 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. a) True b) False

a) True

As group size increases, the risk of social loafing increases. a) True b) False

a) True

Management by Objective (MBO) can be described as "a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of its members." a) True b) False

a) True

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

a) True

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

a) True

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? a) 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. b) When employees are engaged, not only does job performance increase, but satisfaction also increases and negative outcomes like absenteeism and turnover decrease. c) 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. d) When jobs are designed with several key attributes (variety, autonomy, and feedback), employees will be more engaged.

a) 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.

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 a) neglected the environment in which the behaviors are demonstrated. b) were too expensive to implement. c) neglected to take into account the physical height of the individual leaders. d) were not accepted by the leading business leaders of the time.

a) neglected the environment in which the behaviors are demonstrated.

Which theory suggests that because leaders are not able to change their style to adapt to the situation, either the situation should be changed to match the leader, or the leader should be changed to match the situation? a) Situational Leadership Theory (SLT) b) Fiedler's Contingency Theory (LPC Theory of Leadership) c) Leader-Member Exchange (LMX) Theory d) House's Path-Goal Theory of Leadership

b) Fiedler's Contingency Theory (LPC Theory of Leadership)

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

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

________ 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. a) Norming b) Cohesion c) Collective efficacy d) Punctuated equilibrium

b) Cohesion

All of the following are social team roles except a) Calibrator b) Coordinator c) Communicator d) Cooperator

b) Coordinator

360-Degree Feedback is best used for a) 360-Degree feedback should not be used in the workplace since some individuals might not provide objective feedback. b) Developmental purposes. c) Compensation and reward decisions. d) Determining promotion readiness within an organization.

b) Developmental purposes.

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

b) Emotional intelligence.

Which of the following is not one of Maslow's Hierarchy of Needs? a) Physiological b) Existence c) Esteem d) Social e) Self-Actualization f)Safety

b) 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. a) Maslow's Hierarchy of Needs b) Expectancy Theory c) ERG Theory d) Herzberg's Two-Factor Theory

b) Expectancy Theory

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

b) False

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. a) True b) False

b) 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. a) True b) False

b) 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." a) True b) False

b) False

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. a) True b) False

b) 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. a) True b) False

b) False

Cedar City Coffee Company needs to decide the color of the paper napkins they use in their store and they must let their supplier know the answer by the end of the day. With the extremely short deadline, this decision will ultimately require an efficient process that will produce a recommended solution in a very short amount of time. It is a simple problem that will require the expertise of only one functional area - the marketing department. It's a relatively low stakes decision, and even if they get it wrong, it will not have a meaningful negative impact on the company. This is a reoccurring decision that has to be made every year, and does not require a creative or innovative solution. Based on this situation, the company should form a diverse, cross-functional team to determine the color of the paper napkins. a) True

b) False

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

b) False

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. a) True b) False

b) False

Frederick Herzberg's Two-Factor Theory consists of Hygiene Factors and Motivators. Improving working conditions, increasing salary, and enhancing job security are all examples of a) Motivators b) Hygiene Factors

b) Hygiene Factors Correct! Company policies, supervision, working conditions, salary, safety, and security on the job are all considered hygiene factors. According to Two-Factor Theory, improving hygiene factors may reduce dissatisfaction, but will not increase motivation.

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? a) Uncertainty Avoidance b) Long Term vs. Short Term Orientation c) Individualism vs. Collectivism d) Power Distance

b) Long Term vs. Short Term Orientation

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. a) Performing b) Storming c) Informing d) Norming

b) Storming

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. a) 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. b) 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. c) 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, ea

b) 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.

Which of the following statements is not true about people who are high social monitors? a) In general, research has shown they tend to be more successful in their careers, are rated as higher performers and often emerge as leaders. b) They tend to act the way they feel, regardless of what the social environment expects of them. c) They can tend to experience higher levels of stress, probably caused by behaving in ways that conflict with their true feelings. d) They are sensitive to the types of behaviors the social environment expects from them and have greater ability to modify they behavior accordingly.

b) They tend to act the way they feel, regardless of what the social environment expects of them.

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 a) Too little cohesion b) Too much cohesion c) Punctuated equilibrium d) Too much time in the storming phase

b) Too much cohesion

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

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

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 a) Achievement b) Power c) Affiliation d) Bonding

c) Affiliation

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

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

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

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

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 a) Defend b) Bond c) Comprehend d) Acquire

c) Comprehend

The degree to which a person is organized, systematic, punctual, achievement oriented, and dependable refer to which of the Big Five Personality Traits? a) Extraversion b) Neuroticism c) Conscientiousness d) Agreeableness e) Openness

c) Conscientiousness

All of the following are common responses to power, except a) Compliance b) Commitment c) Dependency d) Resistance

c) Dependency

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

c) Extraversion.

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 a) Fiedler's Contingency Theory was proven to be accurate while Situational Leadership and House's Path-Goal Theory were proven to be inaccurate. b) 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. c) 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. d) Fiedler's Contingency Theory focuses on the characteristics of employees while Situational Leadership and House's Path-Goal Theory only focus on environmen

c) 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 general characteristics found in effective appraisal systems except a) Judgement based on evidence that includes documenting performance and using factual evidence instead of opinions. b) Fair hearing that ensures there is two-way communication during the appraisal process and that the employee's side of the story is heard. c) Forced ranking systems that provide clearly defined differentiation between top performers and poor performers. d) Adequate notice in letting employees know what criteria will be used during the appraisal.

c) Forced ranking systems that provide clearly defined differentiation between top performers and poor performers.

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? a) Job Enlargement b) Job Rotation c) Job Measurement d) Job Enrichment

c) Job Measurement

Which of the following is NOT a contingency approach to leadership? a) House's Path-Goal Theory of Leadership b) Fiedler's Contingency Theory (LPC Theory of Leadership) c) Leader-Member Exchange (LMX) Theory d) Situational Leadership Theory (SLT)

c) 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. a) Empathy b) Social Skill c) Motivation d) Self-regulation e) Self-awareness

c) Motivation

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 a) Job Design b) Performance Management and Resource Allocation Processes c) Reward System d) Culture

c) Reward System

Which of the following statements is not true about self-efficacy? a) 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. b) Research on self-efficacy shows that the belief that we can do something is a good predictor of whether we can actually do it. c) Self-efficacy is the degree to which a person has overall positive feelings about him or herself. d) Self-efficacy is a belief that one can perform a specific task successfully.

c) 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? 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. a) Self-awareness b) Social Skill c) Self-regulation d) Motivation e) Empathy

c) Self-regulation

According to John P. Kotter in "What Leaders Really Do," management involves all the following except a) Controlling activities and solving problems. b) Planning and budgeting. c) Setting direction. d) Organizing and staffing.

c) Setting direction.

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

c) Storming phase

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: a) 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. b) All truly successful leaders are tall and individuals should include their height on their resumes when applying for a leadership position in an organization. c) 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 circumstance

c) 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 a) individual accountability b) all the skills required to accomplish the task when the team is formed c) an essential discipline d) sufficient healthy conflict

c) an essential discipline

Being mentored by a knowledgeable and powerful mentor has been shown to be important for career advancement. However, when companies do not have a formal mentoring program in which people are assigned to a specific mentor, people are more likely to develop a mentoring relationship with someone who is similar to them in demographic traits. This can limit opportunities for employees who do not reflect the predominant demographic traits of the majority of the company's leaders. This is an example of a) fault lines b) stereotyping. c) similarity-attraction phenomenon. d) ethnocentrism.

c) similarity-attraction phenomenon.

Patrick M. Lencioni in "The Trouble with Teamwork," identifies five critical characteristics of cohesive, effective leadership teams. Which of the following responses is not one of Lencioni's five steps? a) Unwavering commitment b) Collective orientation to results c) Unapologetic accountability d) Common purpose

d) Common purpose

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: a) Specific performance goals b) Mutual accountability c) Complementary skills d) Constructive conflict

d) Constructive conflict

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

d) Contingent rewards.

Which theory of motivation proposes that motivation is determined by whether an individual believes that high levels of effort will lead to performance, that performance is related to rewards, and that the rewards will be desirable? a) Equity Theory b) ERG Theory c) Two-Factor Theory d) Expectancy Theory

d) Expectancy Theory

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

d) Force quick resolution

According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture where unequal distribution of power is seen as more acceptable, where people higher up in the organizational hierarchy are viewed as more powerful and deserving of a higher level of respect, and where employees are less likely to question the power and authority of their manager but are expected to conform. a) High Uncertainty Avoidance b) High Masculinity (High Competitiveness) c) High Individualism (Low Collectivism) d) High Power Distance

d) High Power Distance

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? a) Victor Vroom's Expectancy Theory b) Clayton Alderfer's ERG Theory c) Frederick Herzberg's Two-Factor Theory d) J. Stacy Adams' Equity Theory

d) J. Stacy Adams' Equity Theory

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

d) Need for Power

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? a) Need for Affiliation b) Need for Achievement c) Need for Power d) Need for Self-Actualization

d) Need for Self-Actualization

The degree to which a person is curious, original, intellectual, creative and open to new ideas refers to which of the Big Five Personality Traits? a) Conscientiousness b) Neuroticism c) Agreeableness d) Openness e) Extraversion

d) Openness

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

d) Provide employees choice over rewards.

Group cohesion is influenced by all the following factors except a) Support b) Size c) Similarity d) Strength e) Stability

d) Strength

All of the following are key decisions in designing effective teams, except a) Composition b) Size c) Diversity d) Task

d) Task

According to Katzenbach and Smith in "The Discipline of Teams," most teams can be classified in one of three ways. Which is not one of these three classifications? a) Teams that make or do things b) Teams that run things c) Teams that recommend things d) Teams that create things

d) Teams that create things

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 a) it recognized that the employees that are the most difficult to work with (Least Preferred Coworker) are also disliked by their managers. b) 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. c) 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

d) 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.

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 a) their efforts will lead to high performance b) the rewards they will receive are valuable to them c) their high performance will be rewarded d) they are not the Least Preferred Coworker

d) they are not the Least Preferred Coworker

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? a) Punishment b) Negative Reinforcement c) Positive Reinforcement d) Extinction e) Distributive Justice

e) Distributive Justice

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. a) Motivation b) Self-awareness c) Self-regulation d) Empathy e) Social Skill

e) Social Skill