MGT 300- CH. 11 & 12

When leaders make decisions alone without involving employees in the decision making process, they are using a. laissez-faire decision making. b. participative decision making c. autocratic decision making. d. democratic decision making.

autocratic decision making

According to the leadership decision tree, a leader who makes a decision alone using available information has a(n) a. autocratic decision-making style. b. consultative decision-making style. c. group decision-making style. d. laissez-faire decision-making style.

autocratic decision-making style

Maria is part of an organizational behavior project group. Her group members chose her as the leader of the group because she is always on task, on time for meetings, sets achievable goals and is willing to assist anyone who needs help. Maria is a. agreeable. b. extraverted. c. conscientious. d. open.

conscientious

Being organized, systematic, punctual, achievement-oriented and dependable are characteristics of the personality trait a. openness. b. agreeableness. c. extraversion. d. conscientiousness.

conscientiousness

Research has found which of the Big 5 personality traits to be related to leader emergence and leader effectiveness? a. conscientiousness. b. agreeableness. c. assertiveness. d. creativity.

conscientiousness

People-oriented behaviors are also called a. initiating structure. b. consideration. c. laissez-faire. d. authoritarian.

consideration

Bob meets with his subordinates on a regular basis to share concerns and information with the group. He takes their feedback but makes decisions on his own. According to the leadership decision tree, Bob has a(n) _____________ decision-making style. a. laissez-faire b. consultative c. group d. autocratic

consultative

In situations of medium favorableness, a. low LPC leaders are most effective. b. high LPC leaders are most effective. c. medium LPC leaders are most effective. d. either low or high LPC leaders will be most effective.

high LPC leaders are most effective

Jien has the ability to control his emotions in multiple situations and has empathy for others; he is internally motivated and has many admirable social skills. Jien has a. high mental intelligence. b. high emotional intelligence. c. low mental intelligence. d. low emotional intelligence.

high emotional intelligence

A key trait associated with leadership is a. high sensitivity. b. high introversion. c. high agreeableness. d. high integrity.

high integrity

If leader-subordinate relations are poor, position power is high and task structure is high, the situation would be categorized as a. favorable. b. medium favorable. c. unfavorable. d. controlled.

medium favorable

Being anxious, irritable, temperamental and moody is a. anxiety. b. neuroticism. c. anger. d. aggressiveness.

neuroticism

A unique, nonroutine, important decision requiring conscious thinking, information gathering, and careful consideration of alternatives is a(n) a. programmed decision. b. operational decision. c. nonprogrammed decision. d. decision rule.

nonprogrammed decision

Overconfidence bias a. is the tendency of decision makers to be influenced by the way that problems are framed. b. occurs when looking backward in time where mistakes seem obvious after they have already occurred. c. refers to the tendency for individuals to rely too heavily on a single piece of information. d. occurs when individuals overestimate their ability to predict future events.

occurs when individuals overestimate their ability to predict future events

Programmed decisions are a. unique, nonroutine, and important, requiring conscious thinking, information gathering and careful consideration of alternatives. b. decisions that are made to set the course of an organization. c. a set of parameters against which all of the potential options in decision making will be evaluated. d. ones which occur frequently enough that an automated response is developed for them.

ones which occur frequently enough that an automated response is developed for them

Claudia is a salesperson with a major department store chain that is currently running a "secret coupon sale." The program allows the salesperson to randomly award a savings coupon to any shopper of the salesperson's choice. Who the salesperson chooses to award the coupon to is a(n) a. strategic decision. b. tactical decision. c. operational decision. d. programmed decision.

operational decision

Mark works as the frozen food manager in a major grocery store chain. When his stock of two-pound bags of frozen shrimp gets down to two cases, he e-mails his warehouse to send ten cases to restock. The type of decision Mark is making about restocking shrimp is a a. strategic decision. b. nonprogrammed decision. c. programmed decision. d. tactical decision.

programmed decision

Doris and Lydia are members of the Board of Directors at Beta Corporation. They are giving very serious consideration to voting to merge their company with Zeta Company for enhanced efficiency, effectiveness and competitive advantage. Doris and Lydia are making a(n) a. strategic decision. b. tactical decision. c. operational decision. d. programmed decision.

strategic decision

If jobs are boring and repetitive or tasks are stressful, the ________ style of leadership is most effective. a. supportive b. achievement oriented c. directive d. participative

supportive

Nina makes it a point to talk to her subordinates every day about what is going on in their personal lives. She always congratulates them when they share successes and has a kind word and "a shoulder to cry on" if necessary when things are not going well. Nina has a _____________ leadership style. a. directive b. supportive c. participative d. achievement-oriented

supportive

A decision which centers on how things get done is a(n) a. tactical decision. b. strategic decision. c. operational decision. d. programmed decision.

tactical decision

People-oriented behaviors include a. providing employees instructions. b. treating employees with respect. c. structuring employee roles. d. planning for increased employee performance.

treating employees with respect

The key factor in the effectiveness of transformational leadership is a. trust. b. creativeness. c. extraversion. d. charisma.

trust

Paolo is a manager of a department in a small, family-run retail department store. He and his subordinates clash over scheduling and other procedural aspects of the job almost daily. While having the title of manager, Paolo makes few decisions for the department, instead implementing those relayed by his manager. The sales associate position as well as his managerial position do not have specific duties tied to them; instead everyone is supposed to do "whatever it takes." According to Fiedler's Contingency theory, the situation would best be described as a. favorable. b. medium favorable c. unfavorable. d. controlled.

unfavorable

If leader-subordinate relations are good, position power is low and task structure is high, the situation would be categorized as a. favorable. b. medium favorable. c. unfavorable. d. controlled.

favorable

Individuals are influenced in their decision making by which of the following biases? a. Escalation of commitment b. Anchoring c. Framing bias d. All of the above

All of the above

Which of the following is a guideline in determining whether a decision is ethical? a. Will I feel better or worse about myself after I make this decision? b. Does the decision break any organizational rules? c. Is the decision fair? d. All of the above

All of the above

Which of the following is a way to enhance organizational creativity? a. Promote brainstorming as a way to generate ideas. b. Build a physical space conducive to creativity. c. Role model creative behavior. d. All of the above.

All of the above

Tactical decisions are generally made by a. CEOs. b. engineers. c. managers. d. Boards of Directors.

managers

Which of the following statements is true regarding the judgments about correlation and causality bias? a. A correlation rules out other potential causes. b. A correlation between two variables is not evidence for causality. c. Temporal order indicates causality. d. An association between two variables is evidence for causality.

A correlation between two variables is not evidence for causality

Which of the following statements is true regarding leader-member exchange relationships? a. A problem with a low-quality exchange relationship is that employees may not have access to a positive work environment. b. All employees would like to have a positive relationship with their leader. c. If a leader is unethical, LMX quality is likely to increase. d. When high LMX employees succeed, leaders credit their leadership ability.

A problem with a low-quality exchange relationship is that employees may not have access to a positive work environment.

Who is most responsible for making strategic decisions? a. managers b. engineers c. low-level employees d. CEOs

CEOs

Research on decision-making styles finds a. Laissez-faire decision making is positively related to employee satisfaction. b. Democratic decision making leads to stronger employee productivity. c. Employees often care more about the overall participativeness of the organizational climate than involvement in every single decision. d. Scientists favor autocratic decision making over democratic decision making.

Employees often care more about the overall participativeness of the organizational climate than involvement in every single decision

Research on Fiedler's Contingency Theory indicates which of the following? a. Predictions about where high LPC leadership will be effective are supported more than those where low LPC leadership is effective. b. There is full support for Fiedler's Contingency Theory. c. Fiedler's theory is important because it recognizes the importance of the leadership context. d. Fiedler's theory is a useful framework for thinking about which personality traits are useful in predicting leadership.

Fiedler's theory is important because it recognizes the importance of the leadership context.

Which of the following statements regarding group decision support systems (GDSS) is accurate? a. GDSS could make employees eager to share information. b. GDSS could become too simple. c. GDSS improves the output of group collaborative work through higher information sharing. d. GDSS avoids all possibilities of information overload.

GDSS improves the output of group collaborative work throughout higher information sharing

What is the most challenging or difficult step in the rational decision making process? a. Identify the problem. b. Establish decision criteria. c. Generate alternatives. d. Evaluate alternatives.

Generate Alternatives

Which of the following statements is true regarding leadership and culture? a. Ninety-eight percent of all leadership studies confirm cultural differences are small. b. The applicability of leadership theories to other cultures is a consistent finding in the research literature. c. Only decisiveness is a universal leadership trait. d. Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

Which of the following is true for group decision making? a. Group decision making is faster than individual decision making. b. Groups often perform lower than the best individual in the group. c. Groups make it easier to achieve accountability for decisions. d. Groups generate fewer ideas than individuals.

Groups often perform lower than the best indidivual in the group

Karli is the designated leader of a class project group. She gets along well with the group members but often is not sure exactly what she should do to assist her group in producing a high-quality project. Which LPC style is best for this scenario? a. Low LPC b. High LPC c. Medium LPC d. Either low or high LPC

High LPC

Which of the following is a key trait associated with leadership? a. High likability b. High conscientiousness c. High agreeableness d. High authoritarianism

High conscientiousness

An example of a question requiring an operational decision in response is: a. Should we consider a merger with our biggest competitor? b. How often do I go back to the stockroom to get additional products for display? c. Should we develop a new corporate structure? d. Which advertising firm should we choose for our fall advertising campaign?

How often do I go back to the stockroom to get additional products for display?

Which of the following questions would require a tactical decision in response? a. Should we takeover our competitor? b. How should we market the new product line? c. What should I say to the customers about our return policy? d. How will I balance my master's degree workload with my work assignments?

How should we market the new product line?

Which is the first step in the rational decision-making model? a. Establish decision criteria. b. Identify the problem. c. Weigh decision criteria. d. Generate alternatives.

Identify the problem

Which of the following is an true statement about leader-member exchange (LMX) theory? a. High LMX relationships involve an active dislike between the leader and member. b. In high LMX relationships, the leader has a trust-based relationship with the member. c. In low LMX relationships, both leader and member go above and beyond their job descriptions to assist the other party in succeeding. d. In high LMX relationships, the leader does his job and the member does his.

In high LMX relationships, the leader has a trust-based relationship with the member

Which of the following would be a good piece of advice to offer a company that is trying to enhance organizational creativity? a. Ensure team stability by keeping team membership intact for extended periods of time. b. Reduce task significance. c. Increase task conflict from moderate to high. d. Incorporate creative behavior into the performance appraisal process.

Incorporate creative behavior into the performance appraisal process

Which of the following statements regarding decision-making styles in other cultures is correct? a. Chinese managers value quicker decision making more than their American counterparts. b. Though they use consensus group decision making, the Japanese make much faster decisions than Dutch decision makers. c. Dutch managers tend to complete consensus decision making much more than their Japanese counterparts. d. Japanese managers using consensus decision making implement those decisions much faster than other cultures.

Japanese managers using consensus decision making implement those desicions much faster than other cultures

Which of the following statements is true regarding House's path-goal theory of leadership? a. The role of the leader in the path-goal theory is to match leadership style with employee needs. b. Each leadership style identified in the path-goal theory is effective depending on the trait of the leader. c. House's path-goal theory of motivation is based upon the equity theory of motivation. d. Leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards.

Leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards.

Which of the following statements regarding self-esteem and leadership is accurate? a. Leaders with high self esteem support their subordinates more than leaders with lower self esteem. b. Research shows a strong relationship between weight and being viewed as a leader which may be accounted for by self-esteem. c. Those with high self-esteem have low self-confidence which may affect the image perceived by followers. d. Leaders with high self esteem punish their subordinates less effectively, when such punishment is due, than do leaders with lower self esteem.

Leaders with high self esteem support their subordinates more than leaders with lower self esteem

Michael is the United Way pledge leader for his department. He gets along quite well with his coworkers. His pledge leader duties, with regard to specific steps to follow in asking coworkers for pledges and how to collect and report them, are clearly laid out for him in a United Way brochure. Which LPC style is best for this scenario? a. Low LPC b. High LPC c. Medium LPC d. Either low or high LPC

Low LPC

Nancy argues with Janet over every work project and generally does not want to be assigned to work with her. Yet, Nancy thinks Janet is a very nice person and enjoys her company at social outings. a. Nancy would have a low least preferred coworker score. b. Nancy would have a high least preferred coworker score. c. Nancy would have a midrange least preferred coworker score. d. Nancy would not have a least preferred coworker score.

Nancy would not have a least preffered coworker score

Which of the following statements regarding leadership and ethics is accurate? a. People in positions of authority are influential in driving others to ethical or unethical behaviors. b. Ethics is a matter of organizational culture rather than leadership style. c. The contingency theories of leadership are explicit in noting the important role that ethics play in effective leadership. d. Ethical behaviors are a central component to transactional leadership theory.

People in positions of authority are influential in driving others to ethical or unethical behaviors.

Which of the following is an unrealistic assumption made in the rational decision making model? a. People often don't understand the decision to be made. b. People know few of their available choices. c. People want to make optimal decisions. d. People have perceptual biases.

People want to make optimal decisions

Which of the following statements regarding intelligence is accurate? a. One's intelligence is the strongest predictor of leadership performance. b. People with high mental abilities are more likely to be viewed as leaders in their environment. c. Effective leaders tend to have high emotional intelligence, but mental intelligence has no effect on leadership effectiveness. d. EQ matters for entry into the high level managerial ranks, but once there, EQ is less effective since all others at that level also possess high EQ.

People with high mental abilities are more likely to be viewed as leaders in their environment

Which of the following is the correct order of the phases in the creative decision-making model? a. Problem identification, incubation, immersion, illumination, verification and application. b. Problem identification, immersion, incubation, illumination, verification and application. c. Problem identification, illumination, immersion, incubation, verification and application. d. Problem identification, illumination, incubation, immersion, verification and application.

Problem identification, immersion, incubation, illumination, verification and application.

Which of the following statements regarding traits and leadership is accurate? a. All traits are equally effective in predicting leadership potential across organizations. b. In large, bureaucratic organizations, leader traits have more impact on behavior than in a small, entrepreneurial organization. c. Traits have an equal impact on leader emergence and leader effectiveness. d. Recognition of leader traits can help select appropriate managers for organizations.

Recognition of leader traits can help select apprioprate managers for organizations

An example of a question requiring a strategic decision is a. How often should I communicate with my new coworkers? b. How should we market the new product line? c. Should we downsize our organization? d. What should I say to customers about our new product?

Should we downsize our organization?

Which of the following statements regarding the rational decision-making model is accurate? a. The decision maker should generate alternatives before establishing criteria. b. The decision maker should make certain to clearly identify alternatives before undertaking any other step. c. Successful managers tend to be clear on what they want at the outset of the decision making process. d. One research study indicated that alternative generation occurred in 85% of the decisions examined.

Successful managers tend to be clear on what they want at the outset of the decision making process

The decision-making process where decisions are arrived at without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns is a. the creative decision-making model. b. the bounded rationality model. c. the intuitive decision-making model. d. the rational decision-making model.

The intuitive decision making model

Which of the statements regarding research on House's path-goal theory is correct? a. House's theory suggests that the leader's style is fixed and the environment changes. b. The theory has been fully tested and verified. c. The theory's greatest contribution is the importance of the leader's ability to change styles depending on the circumstances. d. House's theory is based upon goal-setting theory.

The theory's greatest contribution is the importance of the leader's ability to change styles depending on the circumstances.

Which of the following is a key characteristic of authentic leaders? a. They are afraid to act the way they are. b. They prioritize employee needs. c. They have no set priorities. d. They have high levels of personal integrity.

They have high levels of personal integrity

___________ leaders lead employees by aligning employee goals with the leader's goals. a. Directive b. Transactional c. Transformational d. Achievement-oriented

Transformational

Which statement regarding global leader characteristics is correct? a. In Western and Latin cultures, leaders who speak in a monotonous voice convey the ability to control emotions. b. Universally, people feel that honesty, trustworthiness and fairness are related to leadership effectiveness. c. Transactional leaders are found to be the most influential leaders around the world. d. There is no universal agreement on characteristics viewed as undesirable in leaders.

Universally, people feel that honesty, trustworthiness and fairness are related to leadership effectiveness.

In which scenario would directive leadership be most effective? a. When employees have low role ambiguity. b. When employees have high abilities. c. When employees have an internal locus of control. d. When employees have an external locus of control.

When employees have an external locus of control

Which of the following is true with respect to gender differences in leadership style? a. Women are more relationally-oriented while men are task-oriented. b. Women tend to display more democratic and less autocratic styles as compared to men. c. Men display higher levels of transformational behaviors. d. When women succeed in traditionally masculine roles they are liked more by their peers.

Women tend to display more democratic and less autocratic styles as compared to men

In 2003, six people died from Hepatitis A and 660 were sickened after eating at Chi Chi's, a popular Mexican restaurant in suburban Pittsburgh, Pennsylvania. In the days following the first death, the CEO of the Chi Chi's chain made a decision to have all restaurant workers and the restaurant itself tested to determine what established the dangerous conditions. (Eventually the hepatitis outbreak was traced to the green onions in the firm's salsa.) The decision to order such testing in the crisis situation is an example of a. a programmed decision. b. a nonprogrammed decision. c. a decision rule. d. a tactical decision.

a nonprogrammed decision

To satisfice is to a. generate new ideas that are original, fluent and flexible. b. set parameters against which all of the potential options can be evaluated. c. accept the first alternative that meets your general criteria. d. be influenced by the way in which problems are framed.

accept the first alternative that meets your general criteria

Being affable, tolerant, sensitive, trusting, kind and warm is a. agreeableness. b. extraversion. c. conscientiousness. d. openness.

aggreableness

Abusive leaders are costly to organizations because of a. lost productivity. b. increased absenteeism. c. increased health care costs. d. all of the above

all of the above

Indra Nooyi has proven to be an effective leader for PepsiCo since she took over the firm in 2006. She exhibits which of the following leadership qualities? a. vision b. charisma c. proven track record in the industry d. all of the above

all of the above

The availability of too much information leading to more and more time being spent on gathering information and thinking about it, resulting in no decisions being made is a. satisficing. b. analysis paralysis. c. wildstorming. d. anchoring.

analysis paralysis

Openness refers to a. being outgoing, talkative, sociable, and enjoying social situations. b. being affable, tolerant, sensitive, trusting, kind and warm. c. being curious, original, intellectual, creative and receptive to new ideas. d. being organized, systematic, punctual, achievement-oriented and dependable.

being curious, original, intellectual, creative and receptive to new ideas

Extraversion refers to a. being curious, original, intellectual, creative and open to new ideas. b. being organized, systematic, punctual, achievement oriented and dependable. c. being affable, tolerant, sensitive, trusting, kind and warm. d. being outgoing, talkative, sociable, and enjoying social situations.

being outgoing, talkative, sociable and enjoying social situations

Anita finishes her college semester on April 15. She will be home from April 15 until May 20 when she is scheduled to have her wisdom teeth removed. She will be going on a family vacation during the third week in July and will be returning to school on August 10 for majorette camp. Anita is looking for a job for the summer. She figures she will take the first job that pays minimum wage and will allow her flexibility for her dental appointment and vacation. Anita is making a decision using the a. rational decision-making model. b. bounded rationality decision-making model. c. intuitive decision-making model. d. creative decision-making model.

bounded rationality decision-making model

Which of the following is a symptom of groupthink? a. collective rationalizations b. illusion of vulnerability c. direct time pressure d. illusions of diversity

collective rationalizations

Escalation of commitment occurs because a. decision makers do not want to admit they were wrong. b. strict "turn back" points have been established. c. persistence pays off. d. decision makers lack personal pride.

decision makers do not want to admit they are wrong

Making choices among alternative courses of action, including inaction, is a. decision making. b. programmed decisions. c. satisficing. d. Consensus.

decision making

Mark works as the frozen food manager in a major grocery store chain. When his stock of two-pound bags of frozen shrimp gets down to two cases, he e-mails his warehouse to send ten cases to restock. The "automated" ordering of ten cases when supply gets to two cases in the store is called a(n) a. consensus decision. b. decision rule. c. alternative. d. anchor.

decision rule

Nelson is the manager of a marketing department in a medium sized company. Nelson has six employees reporting to him. In deciding the goals for the department for next quarter, Nelson is holding a meeting for employee input and direction. Nelson uses a(n) _________ style of decision making in the marketing department. a. autocratic b. democratic c. laissez-faire d. supportive

democratic

Maurice is a manager in the production area of a large manufacturing firm. He sets a tight production schedule every day and makes certain each employee knows what job he is performing that day and how to perform it. Maurice has a ____________ leadership style. a. directive b. supportive c. participative d. achievement-oriented

directive

Expectancy theory suggests individuals are motivated when a. effort leads to high performance. b. rewards lead to high performance. c. rewards are expected. d. low effort will be rewarded.

effort leads to high performance

In democratic decision making a. leaders leave employees alone to make decisions. b. the leader provides minimum guidance and involvement in the decision. c. leaders make the decision alone without necessarily involving employees in the decision making process. d. employees participate in the making of the decision.

employees participate in the making of the decision

Operational decisions are typically made by a. managers. b. top management teams. c. employees throughout the organization. d. CEOs.

employees throughout the organization

A movie called the "Money Pit" starring Tom Hanks and Shelley Long focused on the couple buying a house and continually having to spend money repairing one part of it after another. A number of times they should have sold the house, but they kept thinking that if they did just one more thing, the house would be great. This is situation is an example of what decision-making trap? a. anchoring b. escalation of commitment c. framing bias d. overconfidence bias

escalation of commitment

Servant leadership has an explicit focus on a. ethics. b. organizational change. c. paternalism. d. authoritarianism

ethics

Experts make decisions in the intuitive decision-making models based on a. climate. b. mood. c. experience. d. analysis.

experience

The Big 5 personality trait ___________ has the strongest relationship to both leader emergence and leader effectiveness. a. conscientiousness b. agreeableness c. extraversion d. openness

extraversion

Which of the following is an example of a Big 5 Personality trait? a. self-esteem b. extraversion c. intelligence d. assertiveness

extraversion

Nick's roommate is attending a networking event for his business fraternity this weekend. He says, "Nick, you are so good at going up to someone and starting a conversation. You always seem to know what to do and what to say. You never seem awkward and you can talk to anyone about anything. I want to handle this networking event well—give me some tips." Nick seems to be very a. agreeable. b. conscientious. c. narcissistic. d. extraverted.

extraverted

Research findings of leader behaviors suggest a. when leaders are task oriented, employees are more satisfied. b. task oriented behaviors tend to be more effective in large companies. c. extremely high levels of leader task-oriented behaviors may lead to burnout in employees. d. employees who work under people oriented leaders are more productive.

extremely high levels of leader task-oriented behaviors may lead to burnout in employees

The critical decision that led to the decline of Kodak's success was a. failing to market the company's new digital product line. b. the switch to a matrix organizational structure. c. laying off two-thirds of the employee base. d. failing to embrace the change from film to digital.

falling to embrace the change from film to digital

Servant leaders a. put themselves first. b. make their overriding goal getting their employees to contribute to the community. c. make their primary mission high-level personal achievement. d. feel an obligation to their employees, customers and the larger community.

feel an obligation to their employees, customers and the larger community.

Which of the following make up the three factors that researchers focus on to evaluate the level of creativity in the decision making process? a. fluency, flexibility, innovation b. agility, fluency, originality c. fluency, flexibility, originality d. originality, agility, innovation

fluency, flexibility, originality

The success of the game Angry Birds was in part attributed to the company's decision to a. change the color of the birds. b. focus on local, smaller markets before trying to enter the US and UK. c. give the game complex rules to follow. d. pilot test the game with teenagers.

focus on local, smaller markets before trying to enter the US and UK.

Leaders who hold a position of authority and utilize the power that comes from their position as well as personal power to influence others are called a. informal leaders. b. transformational leaders. c. formal leaders. d. charismatic leaders.

formal leaders

The tendency for decision makers to be influenced by the way that a situation or problem is presented is a. escalation of commitment. b. anchoring. c. overconfidence bias. d. framing bias.

framing bias

The tendency to avoid a critical evaluation of ideas that the group favors is called a. anchoring. b. groupthink. c. analysis paralysis. d. wildstorming.

groupthink

Sara's laptop started causing her problems. It was taking a long time to boot up, and froze unexpectedly a number of times. Now the laptop has shut down completely and she cannot get it started up again. One of the group members on her project said to Sara, "You should have gone for help when it started acting up, now you've affected all of us." This scenario is an example of what type of decision-making trap? a. framing bias b. anchoring c. overconfidence bias d. hindsight bias

hindsight bias

High quality LMX is related to a. increased job satisfaction. b. higher turnover. c. reduced organizational commitment. d. effort in building good relationships.

increased job satistifaction

Task-oriented behaviors are also called a. authoritarianism. b. consideration. c. initiating structure d. laissez-faire.

initiating structure

Martin finds out that his manager has been cheating employees out of pay bonuses. Martin's manager seems to lack a. integrity. b. agreeableness. c. extraversion. d. neuroticism.

integrity

Which one of the following traits is a tool that transformational leaders use to influence employees and create commitment to the company goals? a. autocratic leader behaviors b. management by exception c. intellectual stimulation d. inspirational charisma

intellectual stimulation

If you do not have relevant expertise in the issues to make a decision, you should avoid using which decision making model? a. bounded rationality decision-making b. rational decision-making model c. creative decision-making d. intuitive decision-making

intuitive decision-making

Susan is a paramedic for the county ambulance service. Yesterday there was a terrible accident on the interstate when a bus carrying senior citizens to an Atlantic City casino was struck by a small dump truck as the truck tried to change lanes. Fifteen of the bus riders were killed and 25 injured. As Susan arrived on the scene to perform triage on the accident victims, she quickly made decisions as to which victims needed immediate care and who could wait. Susan was using what decision-making model in making these stressful decisions? a. bounded rationality model of decision making b. creative decision-making model c. intuitive decision-making model d. rational decision-making model

intuitive decision-making model

Which decision-making model would you use when your goals are unclear, there is time pressure, and you have experience with the problem? a. the rational decision making model b. bounded rational model c. intuitive decision making model d. creative decision making model

inuitive decision making model

Servant leadership a. is a leadership approach that defines the leader's role as serving the needs of others. b. refers to effective leaders who stay true to themselves. c. is leading employees by aligning employee goals with the leader's goals. d. involves structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group.

is a leadership approach that defines the leader's role as serving the needs of others.

Which of the following factors contribute to building high-quality leader-member exchange? a. leader fairness b. member support c. employee job satisfaction d. personality differences

leader fairness

The act of influencing others toward a goal is a. leadership. b. charisma. c. power. d. motivation.

leadership

The leadership decision tree a. focuses on a static leadership style. b. focuses on leader emergence. c. focuses on an adaptive leadership style. d. leads to the determination of how much involvement leaders should seek in making decisions.

leads to the determination of how much involvement leaders should seek in making decisions

Leaders who ensure their employees take part in decision making have a(n) _________________ leadership style. a. achievement-oriented b. supportive c. directive d. participative

participative

The information system department's employees are highly skilled individuals who possess a very internal locus of control. The firm is looking to hire a manager for the department to replace the retiring manager. What type of leadership style would likely be most effective with this group? a. supportive b. achievement-oriented c. directive d. participative

participative

The trait approach to leadership examines which of the following factors? a. environmental influences on leadership b. leadership behaviors c. personality characteristics d. both personality and the work environment

personality characteristics

Situational favorableness includes which of the following conditions? a. leader-leader relations. b. position power. c. motivation level. d. people structure.

position power

The bounded rationality decision-making model a. describes a series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice. b. recognizes the limitations of decision making processes by having individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search of alternatives. c. refers to arriving at decisions without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns. d. refers to arriving at decisions after first gathering information about the problem and then setting the problem consciously aside until an insightful solution to the problem arises.

recognizes the limitations of decision making processes by having individuals knowingly limit their options to a managable set and choose the best alternative without conducting an exhaustive search of alternatives

The creative decision-making process a. describes a series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice. b. recognizes the limitations of decision making processes by having individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search of alternatives. c. refers to arriving at decisions without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns. d. refers to arriving at decisions after first gathering information about the problem and then setting the problem consciously aside until an insightful solution to the problem arises.

refers to arriving at decisions after first gathering information about the problem and then setting the problem consciously aside until an insightful solution to the problem arises

Authentic leadership a. is a leadership approach that defines the leader's role as serving the needs of others. b. refers to effective leaders who stay true to themselves. c. makes sure employees are involved in decision making. d. sets goals for employees and encourages them to reach those goals.

refers to effective leaders who stay true to themselves

The degree to which a person is at peace with himself and has an overall positive assessment of one's self worth and capabilities is also known as a. agreeableness. b. self-efficacy. c. self-esteem. d. integrity.

self-esteem

Experts propose that creativity occurs as a result of the interaction between all of the following factors EXCEPT a. situational context (like physical structure). b. personality traits (like risk-taking). c. serendipity or luck. d. attributes (like expertise).

serendipity or luck

An achievement-oriented leader a. makes sure employees are involved in decision making. b. provides directions for his employees. c. provides emotional support to employees. d. sets goals for employees and encourages them to reach their goals.

sets goals for employees and encourages them to reach their goals

Antonio, Alpha Company's marketing manager, will be listening to the advertising pitches from the final four firms today as he chooses the television ad campaign for his product for the fall season. Antonio is making a(n) a. programmed decision. b. strategic decision. c. tactical decision. d. operational decision.

tactical decision

The two broad categories of leader behaviors are a. task-oriented and authority-oriented structures. b. task-oriented and initiating structures. c. people-oriented and authority-oriented structures. d. task-oriented and people-oriented structures.

task-oriented and people oriented structures

To enhance organizational creativity, a manager might consider focusing on a. team composition. b. employee pay. c. technical training. d. use of attainable goals.

team composition

When the goal of the decision-making exercise is to make a satisfactory decision with time, you should utilize a. the rational decision-making model. b. the intuitive decision-making model. c. the bounded rationality decision-making model. d. the creative decision-making model.

the bounded rationality decision- making model

One advantage of group decision making over individual decision is a. the decision is more creative. b. accountability is easier to determine. c. the decision-making process is more efficient. d. the implementation of the decision is more difficult.

the decision is more creative

Which of the following statements about the creative decision-making model is accurate? a. Innovation is the generation of new, imaginative ideas. b. The dynamic nature of today's organizations, including structural changes and cost cutting, have driven creativity in the business. c. Problem identification is the last step in the creative decision making model. d. Innovation and creativity are the same process.

the dynamic nature of today's organizations, including structural changes and cost cutting, have driven creativity in the business

The bounded rationality model should be used to make decisions when a. the minimum criteria are clear. b. the decision is important. c. there is time pressure. d. new solutions need to be generated.

the minimum criteria are clear

The decision-making technique designed to help with group decision making by ensuring that all members participate fully is a. majority rule. b. consensus. c. the Delphi technique. d. the nominal group technique.

the nominal group technique

The creativity level evaluation factor of fluency refers to a. how different the ideas are from one another. b. the number of ideas a person is able to generate. c. how unique a person's ideas are. d. the set number of ideas a group must reach.

the number of ideas a person is able to generate

A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice describes a. the bounded rationality model. b. the rational decision-making model. c. the intuitive decision-making model. d. the creative decision-making model.

the rational decision-making model

If the goal of your decision making is to make the optimum decision or make the best choice, you should utilize a. the bounded rationality model of decision making. b. the intuitive decision-making model. c. the creative decision-making model. d. the rational decision-making model.

the rational decision-making model

Jennifer has to decide which of two job offers she is going to choose. She begins her process by listing the key criteria she is looking for in a job including salary level, location, promotional opportunities, and so on. She then takes each job offer letter and carefully goes through each line assessing the offer in relationship to the criteria she has established. Jennifer is using which of decision-making model to choose her job? a. the rational decision-making model b. the creative decision-making model c. the intuitive decision-making model d. the programmed decision-making model

the rational decision-making model

The incubation step in the creative decision-making process refers to a. the step where the decision maker consciously thinks about the problem. b. the step where the decision maker sets the problem aside and does not consciously think of it. c. the step where the decision maker gains insight into the problem and has a "eureka" moment. d. the step where the decision maker verifies the feasibility of the solution and implements the decision.

the step where the decision maker sets the problem aside and does not consciously think of it

The earliest approach to the study of leadership was a. the trait approach. b. the behavioral approach. c. the transactional approach. d. the transformational approach.

the trait approach

Strategic decisions refer to a. those that make the organization run on a daily basis. b. how things get done. c. those setting the course of the organization. d. those that occur frequently enough to have an automated response to them.

those setting the course of the organization

Operational decisions refer to a. those things that employees do each day to make the organization run. b. things that might happen in the future. c. those that set the course of the organization. d. those that occur frequently enough to develop an automated response to them.

those things that employees do each day to make the organization run

Malcolm is the manager of his department. After performance evaluations, he gives those who have met their goals for the year a pay raise. He gives his employees their assignments and leaves them to do their work but does monitor them so that if he notices a potential problem, it gets resolved before causing difficulties. What kind of contemporary leadership style is Malcolm demonstrating? a. directive leadership b. transformational leadership c. transactional leadership d. laissez-faire leadership

transactional leadership

Research on transformational and transactional leadership shows a. transactional leadership is more effective than transformational leadership. b. transactional leaders have little to no influence on employee attitudes. c. transformational leaders create higher levels of commitment to organizational change efforts. d. transactional leaders increase the intrinsic motivation of their followers.

transformational leaders create higher levels of commitment to organizational change efforts

Most research on leadership has been conducted on which of the following theories of leadership? a. Fiedler's contingency theory b. House's path-goal theory c. transformational leadership theory d. authentic leadership theory

transformational leadership theory

If you dislike working with a person and do not care for them on a personal level either, a. you would have a low least preferred coworker score. b. you would have a high least preferred coworker score. c. you would have a midrange least preferred coworker score. d. you would not have a least preferred coworker score.

you would have a low least preferred coworker score