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34) The Young Woman's Club of Williams has been operating for 75 years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs. The Young Woman's Club is most likely to ________. A) experience internal division regarding the future of the organization B) broaden its membership to include women of different classes C) shift its core values in response to the perceived needs of newcomers D) expand its membership significantly, given the town's population increase E) remain similar in size, despite the town's population increase

35) Culture may be a liability when it is a barrier to ________. A) change B) diversity C) mergers and acquisitions D) acquisitions E) all of the above

36) The Young Woman's Club of Williams has been operating for seventy-five years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs. Women who are newcomers to the town of Williams are most likely to ________. A) find membership in the Young Women's Club helpful for increasing their social support B) help to enhance the prestige of the Young Women's Club by increasing the average income of the group's members C) find that the Young Woman's Club values the unique strengths of those from different backgrounds D) help improve the profitability of the Young Woman's Club by recommending increases in its membership dues E) find that the Young Woman's Club has a low tolerance for diversity

38) Consistency of behavior is an asset to an organization when it faces ________. A) a dynamic environment B) an unknown environment C) social upheaval D) massive changes E) a stable environment

4) The key characteristic of organizational culture that addresses the degree to which people are competitive rather than easygoing is termed ________. A) assertiveness B) competitiveness C) aversiveness D) risk taking E) aggressiveness

43) Culture creation occurs in which of the following ways? A) Founders hire employees who think and feel the way they do. B) Founders indoctrinate and socialize employees to their way of thinking and feeling. C) Founders keep employees who think and feel they way they do. D) Founders' behavior acts as a role model for others to identify with. E) all of the above

44) All of the following are factors that serve to sustain an organization's culture EXCEPT ________. A) selection B) orientation C) performance evaluation criteria D) top management practices E) Wall Street views

58) Which of the following steps could your supervisor take to best help you develop a commitment to your new company? A) encourage you to work independently at first to learn the ropes B) discourage you from putting too much weight on your initial expectations C) discourage you from putting too much emphasis on your perception of the organization D) encourage you to look carefully at your own assumptions, which may be biased E) encourage you to develop friendship ties within the organization

84) US managers can learn to be more culturally sensitive. Recommendations for achieving this include A) talking in a low tone of voice. B) speaking slowly. C) listening more. D) avoiding discussions of religion and politics. E) all of the above.

According to the text, which of the following skills should be included in leadership training? A) vision implementation B) trust building C) situational analysis D) mentoring E) all of the above

An important criterion in determining whether conflict is functional or dysfunctional is ________. A) overall morale B) turnover rates C) absenteeism levels D) management's assessment E) performance

As a result of the organization's structure, the vice president in your region has which of the following power bases? A) reward B) coercive C) formal D) legitimate E) all of the above

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck and who is scheming and arrogant. Bernice believes that the dean is an effective manager. Bernice sees the dean as being competent, thorough and carefully documenting. Catherine would most likely describe the dean instead as A) overachieving. B) scapegoating. C) misrepresenting . D) cunning. E) buffing.

Conflict is constructive when it ________. A) improves the quality of decisions B) stimulates creativity and innovation C) fosters an environment of self-evaluation and change D) encourages curiosity among group members E) all of the above

Formal power can arise out of which of the following? A) the ability to coerce B) formal authority C) the ability to reward D) one's position in the organization E) all of the above

Integrative bargaining focuses on ________. A) competition B) short-term benefits C) zero-sum gains D) ensuring balanced inputs E) long-term relationships

Jennifer's boss decides to implement a new policy whereby employees provide regular, formalized feedback to their supervisors. Employees are encouraged to evaluate and criticize their superiors. Based on your understanding of functional conflict, is this policy likely to benefit Jennifer's company? A) no, because the evaluations will promote relationship conflict, which is always dysfunctional B) yes, because the evaluations will encourage groupthink, which increases turnover C) no, because the evaluations will create a climate of insecurity for the company's management D) no, because the evaluations will generate dysfunctional conflict, which breeds discontent E) yes, because the evaluations will encourage functional conflict, which improves organizational performance

Labor and management at DJ Trucking cannot agree upon a contract for the truck drivers. The drivers are threatening to strike, and management knows that such a strike would be very costly. Each side contends that they are bargaining fairly, but no agreement seems to be possible. At first, the disputing parties resist your offer to help create a win-win situation for both groups. They are each highly focused on their demands in the negotiation, otherwise known as their ________. A) bargaining chips B) distribution points C) resistance points D) settlement ranges E) target points

The traditional view of conflict argues that conflict ________. A) cannot be avoided B) helps to generate discussion C) can be avoided D) improves productivity E) must be avoided

The vice president in your region is perceived throughout the organization as a ruthless man who is not to be antagonized. It is necessary for you to bring him a report and you are very nervous about having to deal with him. The most likely reason for the success of this vice president in your organization is that his subordinates A) strive to make themselves indispensable to him. B) find his leadership style inspiring. C) strive to emulate him. D) are envious of his success. E) fear negative sanctions if they fail to comply.

Thomas' rigorous documentation allows him to accomplish which of the following? A) avoiding responsibility B) avoiding power C) avoiding change D) avoiding action E) avoiding blame

When Matt avoids blame by manipulating information by distortion or deception, he is using the defensive behavior known as A) buffing. B) playing safe. C) justifying. D) scapegoating. E) misrepresenting.

Which is not one of the five conflict-handling intentions? A) collaborating B) competing C) accommodating D) avoiding E) resisting

Which of the following is an example of conflict? A) incompatibility of goals B) differences over interpretation of facts C) disagreements based on behavioral expectations D) workplace violence E) all of the above

Which of the following is likely to lead to conflict? A) older group members B) low turnover C) mutually independent groups D) small group size E) high job specialization

Which of the following statements is true regarding conflict? A) It challenges the status quo. B) It can be dysfunctional. C) It can arise from diversity. D) It can lead to the demise of an organization. E) all of the above

Which of the following tactics involves including an individual in the decision-making and planning process? A) ingratiation B) exchange C) pressure D) inspirational appeals E) consultation

Which one of the following might not be a functional outcome of the conflict process? A) stimulates creativity B) increases innovation C) fosters environment of self-evaluation D) relieves tensions E) reduces group cohesiveness

Evidence indicates that transactional leadership is more strongly correlated than transformational leadership with ________. A) higher employee satisfaction B) higher productivity C) higher employee turnover D) reduced operating costs E) none of the above

Evidence today suggests that traits can predict leadership. This is primarily due to the research surrounding A) the Big Five. B) American Presidents. C) behavioral theories. D) emotional intelligence. E) all of the above

Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader-member relations B) relationship orientation C) positional power D) employee-orientation E) context

Fiedler's contingency model assumes that an individual's leadership style is ________. A) changeable B) contingent C) situational D) fixed E) intangible

Fiedler's theory predicts that an individual who is considered task oriented will be most effective when the situation is ________. A) moderately to highly favorable B) moderately favorable C) moderately to highly unfavorable D) very favorable or very unfavorable E) highly favorable

Fran completes the LPC questionnaire and finds that she described her least-preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoyed by this difficult co-worker. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because: A) Fran tends to become very dominating when given ambiguous tasks. B) Fran is usually much more focused on productivity than on developing relationships. C) Fran tends in general to focus on building good relationships with the other employees at your company. D) Fran has a spotty work history and has tended to switch jobs every couple of years. E) Fran is usually chosen for positions of high responsibility within your organization.

If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________. A) consideration-oriented B) managerial C) ineffective D) high achieving E) production-oriented

If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as ________. A) overly critical B) task-oriented C) emotionally deficient D) insightful E) laissez-faire

If behavioral leadership theories are correct, then ________. A) leadership behaviors are consistent B) leaders are born with leadership behaviors C) leaders' behavior should be altered D) leadership skills can be taught through training E) women generally make better leaders than men

In Fiedler's model, if a respondent describes his or her least preferred co-worker in relatively positive terms, then the respondent is considered to be ________. A) relationship-oriented B) positive C) consensus-building D) consideration-focused E) unrealistic

"I've got two tickets to the game tonight that I can't use. Take them. Consider it a thank you for taking the time to talk with me." This is an example of which impression management behavior? A) favors B) flattery C) association D) self-promotion E) conformity

13) Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for lifelong learning. The college has continued to support this orientation towards liberal arts education and has actually moved to strengthen that commitment recently. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department is also committed to finding employment for their graduates and believe that two things are critical for this to happen: 1) their students must have a solid understanding of the fundamental of their discipline; and 2) internships are an important method of establishing the connections and opportunities for employment. The commitment to finding employment for graduates is part of the ________. A) subculture of the business department B) management culture C) dominant culture D) mission statement E) logic

14) Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for lifelong learning. The college has continued to support this orientation towards liberal arts education and has actually moved to strengthen that commitment recently. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department is also committed to finding employment for their graduates and believe that two things are critical for this to happen: 1) their students must have a solid understanding of the fundamental of their discipline; and 2) internships are an important method of establishing the connections and opportunities for employment. The business department holds some unique values in addition to the ________ of the dominant culture. A) core values B) sub-values C) formal values D) holistic values E) spiritual orientation

22) Which of the following is most likely to result from a strong organizational culture? A) low employee turnover B) low employee satisfaction C) high employee turnover D) high absenteeism E) low organizational commitment

29) Gary has been reading an OB book on culture to improve his managerial skills. As a result, he realizes A) when selecting a candidate, he should take into account the individual-organization fit. B) organizational culture does not play a role in selection. C) promotion decisions are not influenced by organizational culture. D) organizational fit determines if employees like the management of the organization. E) organizational fit is seldom important when rules guide the behavior of employees.

31) The Young Woman's Club of Williams has been operating for seventy-five years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs. It is probable that the strong culture of the Young Woman's Club of Williams will ________. A) prevent the organization from changing as the population of the community changes B) enable the organization to meet the needs of diverse women in the community C) be embraced by all of the newcomers to the community D) be strengthened by the presence of the newcomers in the community E) enable the organization to become more effective.

32) The Young Woman's Club of Williams has been operating for 75 years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs. The culture of the Young Woman's Club can be defined as A) a liability. B) a weak culture. C) an ambiguous culture. D) a diverse culture. E) a tolerant culture.

41) In recent years, ________ has become the primary concern in acquisitions and mergers. A) cultural compatibility B) cultural synergy C) financial advantages D) product synergy E) value dominance

48) Top management has a major impact on the organization's culture through ________. A) establishing norms that filter down through the organization B) ensuring a proper match of personal and organizational values C) socializing new applicants in the pre-hiring phase D) providing a framework for metamorphosis of new hires E) properly rewarding management's initiatives

51) Which of the following is the first stage of the socialization process? A) prearrival B) encounter C) metamorphosis D) ritual E) commitment

53) The socialization stage that encompasses the learning that occurs before a new member joins an organization is known as ________ socialization. A) prearrival B) encounter C) metamorphosis D) ritual E) systemic

54) During which stage of the socialization process do individuals come with a set of values, attitudes and expectations? A) prearrival B) encounter C) metamorphosis D) ritual E) analysis

60) The time when a new employee sees what the organization is really like and realizes that expectations and reality may diverge is called the ________ stage. A) encounter B) exploration C) establishment D) metamorphosis E) mirroring

68) Reminding employees about the founders at each quarterly meeting is an example of which technique for transmitting culture? A) stories B) material symbols C) language D) rituals E) tools

69) ________ typically contain(s) a narrative of events about the organization's founders, rule breaking, or reactions to past mistakes. A) Stories B) Material symbols C) Rituals D) Language E) Reflections

77) An organizational culture most likely to shape high ethical standards is one that ________. A) is high in risk tolerance B) is high in aggressiveness C) focuses on outcomes D) punishes innovation E) creates a highly competitive internal environment

82) Which of the following statements best reflects the current state of positive organizational culture? A) While there are benefits to a positive organizational culture, caution must be exercised that it is not pursued beyond the point of effectiveness. B) There is no such thing as too much of a positive organizational culture. C) Positive organizational cultures are an idealistic vision, but unable to be achieved in reality. D) There is no uncertainty in the research about how positive organizational cultures work and benefit organizations. E) All cultures across the globe value being positive as much as the US.

9) The macro view of culture that gives an organization its distinct personality is its ________ culture. A) dominant B) sub- C) strong D) national E) marginal

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck and who is scheming and arrogant. Bernice believes that the dean is an effective manager. Bernice's label for what Catherine describes as "passing the buck" might be A) delegating authority. B) showing responsibility. C) encouraging dependency. D) demonstrating conscientiousness. E) facilitating cooperation.

For an organization to be politics free would require that A) all organizational members hold the same goals and interests. B) organizational resources are not scarce. C) performance outcomes are clear. D) performance outcomes are objective. E) all of the above.

In assessing conflict-handling intentions, cooperativeness is the degree to which ________. A) one party attempts to satisfy the other party's concerns B) one party attempts to resolve conflict C) both parties work toward a common goal D) there is an absence of conflict E) one party can empathize with the other

In assessing conflict-handling intentions, the dimension of assertiveness refers to situations ________. A) in which one party attempts to satisfy his/her own concerns B) in which there is an expression of competition C) involving a major behavior change D) that lead to conflict E) in which one party behaves generously

It seems that your work group is in conflict much of the time. One colleague has suggested that you, as the supervisor, are responsible for eliminating the conflict so that your work group can function harmoniously. Another colleague has suggested that conflict is good for stimulating creativity and productivity within the work environment. You are unsure about whether you should try to eliminate the conflict within your group or learn to deal with it positively. If you support the idea that conflict should be eliminated, you are supporting which of the following views of conflict? A) the traditional view B) the human relations view C) the interactionist view D) the moderated acceptance view E) the positivistic view

Jeremy is angry and hostile. As a result, he is more likely to A) engage in deviant behaviors at work. B) score high in EI. C) be more creative. D) be more motivated. E) all of the above.

Leadership focuses on the ________. A) downward influence of a leader on his or her followers B) importance of lateral and upward influence patterns C) elimination of dependency relationships D) the stability of the organization E) management of the organization

Leadership requires ________. A) some congruence between the goals of the leader and those being led B) strong two-way communication between the leader and those being led C) a dependency of those being led on the leader D) a dependency of the leader on those being led E) followers to share behavioral traits with their leaders

Leadership research emphasizes ________. A) style B) persuasion C) power D) communication E) commitment

Negotiation can be defined as a process in which two or more parties exchange goods or services and attempt to agree upon ________. A) the exchange rate for those goods and services B) acceptable bargaining strategies for obtaining the goods and services C) a model of the negotiation process for resolving differences D) effective arbitrators for disputes E) the monetary value of the exchanged items

Political behaviors usually ________. A) lie outside of an individual's specified job requirements B) are counterproductive to individual goals C) are seen only in large organizations D) are frowned upon by organizational leaders E) are expected as part of each job requirement

Some of the departmental directors spend more time training and helping their employees, while other spend more time on the technical issues that arise in the development process. According to the categories used in the University of Michigan studies, the directors can be described as ________. A) oriented toward initiating structure vs. oriented toward consideration B) employee-oriented vs. production-oriented C) training-oriented vs. development-oriented D) assistance-oriented vs. growth-oriented E) authority-type leaders vs. laissez-faire-type leaders

Stage II of the conflict process deals with conflict being ________. A) perceived and felt B) apparent and experienced C) expressed and perceived D) overt and covert E) internalized

The ________ view of conflict argues that conflict is a natural and inevitable outcome in any group. A) human relations B) interactionist C) traditional D) functional E) human resources

The point below which either negotiating party would break off negotiations is known as the party's ________ point. A) resistance B) refusal C) target D) negative E) assistance

The power tactic of using flattery and creating goodwill before making a request is known as ________. A) ingratiation B) exchange C) inspirational appeal D) motivational appeal E) affective appeal

The process by which individuals attempt to control the perceptions that others form of them is called ________. A) impression management B) information management C) defensive behavior D) perception management E) reflection control

The traditional view of conflict is the belief that conflict is ________. A) harmful B) natural C) necessary D) situationally dependent E) neutral

Thomas recognizes that his firm is plagued by organizational politics. He is not good at playing games and instead frequently engages in defensive behaviors in order to protect himself and his interests. Thomas is frustrated because he believes that he has little control over his environment, and his environment is uncomfortable to him. He has had some success at establishing a sense of control for himself by appearing to be more or less supportive publicly while doing little or nothing privately. The defensive behavior that he is engaged in falls under the category of avoiding A) action. B) blame. C) change. D) power. E) responsibility.

Trying to achieve your goal at the expense of your co-worker achieving hers is an example of ________. A) competing B) avoiding C) accommodating D) compromising E) collaborating

When a bank robber points a gun at a bank employee, his base of power is ________. A) coercive B) punitive C) positional D) authoritative E) fractional

When a co-worker agrees to assist with a project in exchange for a future favor, they are engaged in which process? A) negotiation B) conflict resolution C) direct authority D) delegation E) pressure

When politicking becomes too much to handle, A) it can lead to employees quitting. B) it can lead to increases in employee performance. C) it can increase the motivation of employees. D) it may decrease pressure to compete in the political arena. E) it can increase employee retention.

Which of the following is a characteristic of distributive bargaining? A) I win, you lose B) long-term focus C) convergent or congruent interests D) most preferable bargaining for intraorganizational behavior E) high information sharing

Which of the following is a personal variable that can lead to potential conflict? A) personality type B) degree of intergroup dependence C) group size D) organizational tenure E) culture

Which one of the following is not a perspective of the traditional view of conflict? A) Conflict is inevitable. B) Conflict must be avoided. C) Conflict is dysfunctional. D) Conflict is harmful. E) Conflict is synonymous with irrationality.

Who is most likely to engage in IM? A) low self-monitors B) high self-monitors C) low Machs D) those with an external locus of control E) everyone

You have decided to try to find a win-win situation to help labor and management resolve their differences. You are attempting to engage in A) integrative bargaining. B) distributive bargaining. C) mediation. D) BATNA. E) arbitration.

Your ________ determines the lowest value acceptable to you for a negotiated agreement. A) BATNA B) margin of error C) bid price D) asking price E) hidden value

________ bargaining is negotiation that seeks to divide a "fixed pie." A) Distributive B) Integrative C) Reflective D) Affective E) Conjunctive

________ power is generally related to an individual's unique characteristics. A) Personal B) Reward C) Legitimate D) Expert E) Idiosyncratic

According to LMX theory, which of the following is not true of those individuals who fall into the out-group? A) They receive a disproportionate amount of the leader's attention. B) They have leader-follower relations based on formal authority interaction. C) They are less trusted. D) They receive fewer of the preferred rewards that the leader controls. E) The members of the out group are treated differently than members of the in group

According to University of Michigan researchers, which type of leader is associated with higher group productivity and higher job satisfaction? A) situational B) employee-oriented C) production-oriented D) initiating structure-oriented E) heliocentric

According to the Ohio State studies, the extent to which a leader is likely to have job relationships characterized by mutual trust and respect for his/her employees is ________. A) consideration B) matrix C) consensus-building D) LPC E) maximization

According to the Ohio State studies, the extent to which a leader's behavior is directed toward getting the job done is called ________. A) consideration B) maximization C) relationship-oriented D) path-goal E) initiating structure

According to the attribution theory of leadership, the key to being characterized as an "effective leader" is projecting the ________ of being a leader rather than focusing on ________. A) appearance; actual accomplishments B) image; overcoming challenges C) facade; reality D) look; events E) attributes; substance

According to the text, transactional leadership is addressed by all of the following leadership theories EXCEPT ________. A) transformational leadership theory B) trait theory C) Fiedler's model D) the Ohio State studies E) the University of Michigan studies

All contingency theories are based on the idea that effective leadership performance depends on ________. A) the proper match between the leader's style and the control the situation gives the leader B) selecting the right leadership style based on the level of the followers' readiness C) using a leadership style that is appropriate to the situational conditions D) making use of the best path for the goal that is identified E) the "right" traits

As a leader, Joseph conveys values that are other-centered versus self-centered and models ethical conduct. He is demonstrating A) transformational leadership. B) socialized charismatic leadership. C) charismatic leadership. D) transactional leadership. E) dark charismatic leadership

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. According to LMX theory, the in-group is likely to be comprised of ________. A) Rebecca and Jennifer only B) Jennifer only C) Rebecca only D) John, Rebecca, and Jennifer only E) Sarah, Joe, Sally, and John only

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. According to LMX theory, which of the following employees is likely to be included in the out-group? A) Rebecca only B) Jennifer only C) Sarah and Jennifer only D) Sarah and Joe only E) Sarah, Joe, Sally, and John only

As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. When you look at this department's performance evaluations, you expect to find that ________. A) Rebecca and Jennifer have high ratings. B) Rebecca, John, and Jennifer have high ratings. C) Rebecca and Jennifer have high ratings, John has moderate ratings, and the rest of the employees have low ratings. D) John has received more promotions than any of the other employees. E) Rebecca and John compete with each other for the highest ratings.

1) ________ is a shared system of meaning held by the organization's members that distinguishes the organization from other organizations. A) Institutionalization B) Organizational culture C) Socialization D) Formalization E) Corporate image

10) Cultures within an organization that are defined by departmental designations are often called ________. A) micro-cultures B) subcultures C) divisional cultures D) microcosms E) counter cultures

17) The primary or dominant values that are accepted throughout the organization are known as ________. A) foundational values B) core values C) shared values D) institutional traits E) manifestos

20) A strong culture can create a climate of ________. A) creativity B) high behavioral control C) low commitment D) disloyalty E) uncertainty

21) The retailer known for their strong service culture is ________. A) Macy's B) Nordstrom's C) Kmart D) Target E) Gap

24) A strong organizational culture may reduce A) internalizing behaviors. B) formalization. C) norms. D) the regulation of employee behavior. E) consistency.

25) Since a strong organizational culture increases behavioral consistency, you would expect A) narrower spans of control. B) less formalization. C) longer chains of command. D) less open communication. E) less predictability.

27) The culture of Disney has been very effective in performing which of the following functions? A) displaying the dominance of their industry B) ensuring employees will act in a relatively uniform way C) improving company profits D) facilitating commitment to the theme park industry E) blurring department boundaries

28) As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the ________ provided by a strong culture ensures that everyone is pointed in the same direction. A) rules and regulations B) shared meaning C) rituals D) socialization E) rigid hierarchy

33) The Young Woman's Club of Williams has been operating for 75 years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs. The culture of the Young Woman's Club will be a liability if ________. A) newcomers embrace it B) it does not further the organization's effectiveness C) it reduces ambiguity D) it enhances social system stability E) it improves the performance of the organization.

37) Culture is most likely to be a liability when ________. A) it increases the consistency of behavior B) the organization's environment is dynamic C) the organization's management is ineffectual D) it reduces ambiguity E) countercultures are integrated into the dominant cultures

39) A dilemma is created for strong cultures when A) too many employees are retained. B) diverse individuals are hired. C) turnover remains low. D) core values are embraced. E) new employees are quickly accepted.

45) The selection process helps sustain the organization's culture by ________. A) establishing and enforcing norms B) ensuring that candidates fit well within the organization C) socializing the applicant D) identifying individuals who have the skills to perform certain jobs E) rewarding conformity

47) The selection process at W.L. Gore & Associates is designed to allow candidates who don't fit with the organizational culture to A) obtain training to better fit. B) select out. C) learn more about the culture. D) change the organization's values. E) change their own values to match.

55) The learning that you experience during the interviewing and hiring process occurs as part of the ________ stage of employee socialization. A) selection B) prearrival C) encounter D) metamorphosis E) training

59) The employee compares her expectations to organizational reality in which stage of socialization? A) prearrival B) encounter C) metamorphosis D) ritual E) analysis

66) A law firm has established standardized stages of transition. A defined probationary period of five years is established before a candidate should be given partner status. This is an example fo the ________ entry socialization. A) collective B) fixed C) individual D) serial E) investiture

67) Which of the following is not a means of transmitting culture within an organization? A) stories B) reflections C) rituals D) language E) material symbols

7) Organizational culture is A) not concerned with how employees perceive their culture. B) a descriptive term. C) concerned with whether employees like certain characteristics of their culture. D) evaluative. E) synonymous with job satisfaction.

70) Nunya is a computer software company that employs highly intelligent, but somewhat unusual people. The regular distribution of lollipops, toys, or treats every Friday is an example of a ________ that helps reinforce Nunya's culture. A) story B) ritual C) material symbol D) symbolism E) tool

79) To create a more ethical culture, management should do all of the following EXCEPT A) serve as a visible role model. B) cover up unethical acts. C) provide ethical training. D) communicate ethical expectations. E) provide protective mechanisms.

80) A culture that emphasizes building on employee strengths and emphasizes individual vitality and growth is known as a/an A) strong culture. B) positive organizational culture. C) strengths-driven culture. D) ethical culture. E) reward culture.

83) The best advice to offer US managers when opening up operations in another country is to A) let the US culture dominate. B) be culturally sensitive. C) ignore local cultures. D) merge the local culture with the dominant US culture. E) let the local culture dominate.

85) All of the following factors increase the probability that cultural change can be successfully implemented EXCEPT A) the existence of a dramatic crisis. B) a positive organizational culture. C) a turnover in the organization's top leadership. D) an organization that is both young and small. E) a weak dominant culture.

According to the interactionist's perspective, a group that functions without conflict is ________. A) living up to behavioral ideals B) prone to becoming static and apathetic C) likely to be responsive to the need for change and innovation D) the most productive E) a rare phenomenon

Activities that influence the distribution of advantages and disadvantages within an organization are known as ________. A) human resources B) political behaviors C) sexual harassment D) influential power moves E) interactive initiatives

All of the following are recommendations for improving your negotiating effectiveness EXCEPT A) Set ambitious goals. B) Pay particular attention to initial offers. C) Research your opponent. D) Address the problem, not personalities. E) Be creative and emphasize win-win solutions.

Celebrities are paid millions of dollars to endorse products in commercials because the advertisers believe the celebrities have ________ power. A) personal B) referent C) expert D) legitimate E) star

Conflict is an antidote for A) the risky shift. B) groupthink. C) emotional intelligence. D) a poor decision. E) creativity.

Conflict is dysfunctional when it ________. A) provides a medium to release tension B) reduces group cohesiveness C) fosters an environment of self-evaluation D) provides a means for expressing frustration E) leads to change

Conflict that relates to the content and goals of work is termed ________ conflict. A) job B) task C) relationship D) process E) communication

During which phase of the negotiation process do the parties exchange their initial proposals or demands? A) opening and initiating B) definition of ground rules C) clarification and justification D) bargaining and problem-solving E) integration of preferences

For process conflict to be productive, it must be ________. A) kept high B) kept low C) kept at low-to-moderate levels D) kept at moderate levels E) subject to managerial control

If one party is willing to give in to please someone else, this is an example of which type of conflict-handling intention? A) sacrificing B) accommodating C) collaborating D) compromising E) competing

In an emergency situation, which conflict-handling technique is recommended? A) collaboration B) competition C) accommodation D) avoidance E) compromise

In which stage of conflict do individuals become emotionally involved? A) potential opposition B) cognition and personalization C) intuitions D) behavior E) reaction and transference

Individuals who develop explanations to lessen their responsibility for negative outcomes are demonstrating which of the following defensive behaviors? A) buffing B) justifying C) prevention D) stretching E) misrepresenting

It seems that your work group is in conflict much of the time. One colleague has suggested that you, as the supervisor, are responsible for eliminating the conflict so that your work group can function harmoniously. Another colleague has suggested that conflict is good for stimulating creativity and productivity within the work environment. You are unsure about whether you should try to eliminate the conflict within your group or learn to deal with it positively. You have decided to accept conflict as a natural occurrence and deal with it. You are supporting A) the traditional view. B) the human relations view. C) the interactionist view. D) the behavior modification view. E) the positivistic view.

Jennifer's boss asks for her recommendations on strategies for promoting functional conflict within the company. Which of the following is Jennifer most likely to recommend? A) punishing individuals who support beliefs that management has rejected B) empowering employees to question their bosses with impunity C) implementing a policy of promoting personnel who are conflict avoiders D) training managers to discourage devil's advocates in the decision-making process E) encouraging managers to reward employees who keep their opinions to themselves

Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor's opinion most of the time and is always doing nice things for him. Jerrod makes sure that he associates with the "right" people and is constantly complimenting others about their good work. Jerrod is attempting to use A) politics. B) impression management. C) defensive behavior. D) his power base. E) interdependence.

Labor and management at DJ Trucking cannot agree upon a contract for the truck drivers. The drivers are threatening to strike, and management knows that such a strike would be very costly. Each side contends that they are bargaining fairly, but no agreement seems to be possible. Both sides agree that they are competing over a fixed amount of resources. Each side feels that what one side wins, the other loses. The two sides are engaged in A) integrative bargaining. B) distributive bargaining. C) mediation. D) BATNA. E) arbitration.

Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly are known as A) ethical leaders. B) authentic leaders. C) transformational leaders. D) transactional leaders. E) charismatic leaders.

One reacts to ________ power out of fear of the negative ramifications that might result if one fails to comply. A) legitimate B) coercive C) punitive D) referent E) abusive

Power tactics can be defined as ________. A) the only legitimate sources of power B) techniques for translating power bases into specific actions C) strategies for gathering and maintain support D) organizational structural characteristics E) approaches for winning arguments

Reactive and protective behaviors designed to avoid action, blame, or change when people perceive politics as a threat, are termed ________. A) political behaviors B) defensive behaviors C) protectionism D) impression management E) shielding bias

The ________ view of conflict encourages a group to perform effectively by maintaining an ongoing minimum level of conflict. A) human relations B) interactionist C) traditional D) functional E) reactive

The conflict-handling intention of collaborating is ________. A) assertive and uncooperative B) assertive and cooperative C) unassertive and uncooperative D) unassertive and cooperative E) affective and reflective

The interactionist view of conflict proposes that functional conflict is ________. A) an indication of the group maturity level B) necessary for effective group performance C) a necessary evil D) always focused around relationships E) universally harmful

The most important aspect of power is probably that it ________. A) is needed to get things done in an organization B) is a function of dependency C) tends to corrupt people D) is counterproductive E) involves control

The opposite of coercive power is ________ power. A) referent B) reward C) legitimate D) charismatic E) resourcive

The power tactic that evidence suggests is one of the most effective is ________. A) pressure or coercion B) rational persuasion C) personal appeals or friendship D) exchange or rewards E) flattery

The terms negotiation and ________ are used interchangeably. A) win-lose B) bargaining C) collaboration D) accommodating E) arbitration

There is a greater likelihood of political behavior of the illegitimate kind when there is/are ________ within the organization. A) more resources B) less trust C) more executive opportunities D) less executive opportunities E) less satisfaction

Thomas recognizes that his firm is plagued by organizational politics. He is not good at playing games and instead frequently engages in defensive behaviors in order to protect himself and his interests. Thomas is frustrated because he believes that he has little control over his environment, and his environment is uncomfortable to him. He has had some success at establishing a sense of control for himself by appearing to be more or less supportive publicly while doing little or nothing privately. Which of the following behaviors is Thomas engaged in? A) overconforming B) stalling C) playing dumb D) stretching E) buck passing

Which IM technique appears to backfire on employees and lead to lower performance evaluations? A) ingratiation B) self-promotion C) conformity D) flattery E) association

Which IM technique may be the most important to interviewing success? A) ingratiation B) self-promotion C) conformity D) flattery E) association

Which influence tactic tends to work best as a downward influencing tactic with subordinates? A) pressure B) inspirational appeals C) ingratiation D) coalitions E) exchange

Which of the following conflict-handling intentions might involve attempting to find a win-win solution? A) avoiding B) collaborating C) accommodating D) compromising E) mollifying

Which of the following does not describe high self-monitors? A) The show greater sensitivity to social cues. B) They possess an external locus of control. C) They exhibit higher levels of social conformity. D) They are more likely to be skilled in political behavior. E) They are more likely to engage in political behavior

Which of the following is NOT cited as a culture that creates a breeding ground for politicking? A) cultures with unclear performance evaluation systems B) high trust cultures C) cultures with role ambiguity D) democratic decision-making cultures E) cultures with self-serving senior managers

Which of the following is correct about cultural differences in negotiation? A) The Japanese tend to communicate directly. B) The Chinese draw out negotiations. C) Americans are known for their patience. D) Arabs rely on facts and appeal to logic. E) Russians tend to reciprocate concessions.

Which of the following is most likely to help Jerrod earn higher performance evaluations from his supervisors? A) apologies B) ingratiation C) excuses D) buffing E) self-promotion

Which of the following is not an example of an impression management technique? A) conformity B) capitulating C) flattery D) granting favors E) self-promotion

Which of the following is not considered to be a power tactic? A) coalitions B) substitution C) rational persuasion D) ingratiation E) legitimacy

Which of the following statements is true concerning power? A) Trust and mistrust affect the expression of power. B) A person can have power over you only if he or she controls something you desire. C) Power requires some congruence between the goals of the leader and those being led. D) To be effective, power must be actualized. E) In order to have power, a person must impose their control over others.

Which of the following statements is true pertaining to the role of personality traits in negotiations? A) Personality of the negotiators will definitely determine who prevails. B) Recent research has shown that extraverts are less effective negotiators in distributive bargaining than introverts. C) High risk takers will definitely be better negotiators. D) Individuals who are agreeable and with an internal locus of control will be better negotiators. E) Individuals who are concerned with appearing competent make excellent negotiators.

Which of the following would be considered a legitimate political behavior? A) sabotage B) bypassing the chain of command C) whistleblowing D) wearing protest buttons E) groups of employees simultaneously calling in sick

Which power tactic tends to be the most effective across all organizational levels? A) personal appeals B) rational persuasion C) ingratiation D) legitimacy E) pressure

Which source of formal power can actually backfire? A) reward B) coercive C) expert D) referent E) legitimate

Which type of conflict-handling intention results in a person seeking to suppress conflict and hoping it will go away? A) competing B) avoiding C) accommodating D) compromising E) collaborating

You have decided to allow conflict to exist so long as it doesn't hinder group performance. You will try to eliminate those destructive forms of conflict that are A) functional. B) dysfunctional. C) task. D) individualized. E) non-communicative.

Your colleagues at work are constantly talking about the vice president in your region. He is perceived throughout the organization as a ruthless man who is not to be antagonized. It is necessary for you to bring him a report, and you are very nervous about having to deal with him. The vice president's major base of power seems to be ________. A) reward B) coercive C) referent D) expert E) personal

________ intervene(s) between people's perceptions and their overt behavior. A) Intuition B) Intention C) Cognition D) Attributions E) Attitudes

________ power is based on an individual's position in an organization. A) Leadership B) Formal C) Informal D) Influential E) Static

Based on the GLOBE student, which leadership characteristic might be the most effective in leading a team of Brazilian employees? A) low on consideration B) low LPC scores C) emphasis on participative decision-making D) dictatorial in nature E) task-oriented

11) Which characteristic is not reflective of subcultures? A) includes core values of the organization B) typically defined by department designations C) rejects the core values of the dominant culture D) usually defined by geographical separation E) includes values unique to members of a department or group

12) Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for lifelong learning. The college has continued to support this orientation towards liberal arts education and has actually moved to strengthen that commitment recently. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department is also committed to finding employment for their graduates and believe that two things are critical for this to happen: 1) their students must have a solid understanding of the fundamental of their discipline; and 2) internships are an important method of establishing the connections and opportunities for employment. The belief in a liberal arts education is part of the ________ of the college. A) subculture of the business department B) management culture C) dominant culture D) mission statement E) logic

16) A dominant culture is ________. A) the sum of an organization's subcultures B) defined by the leader of an organization C) synonymous with an organization's culture D) usually a strong culture E) likely to be a weak culture

2) Which of the following is not a primary characteristic that captures the essence of organizational culture? A) attention to detail B) innovation C) formality orientation D) team orientation E) outcome orientation

23) The unanimity of a strong culture contributes to all of the following except ________. A) cohesiveness B) loyalty C) higher product quality D) organizational commitment E) lower employees' propensity to leave the organization

26) Which of the following is NOT a function of culture? A) It conveys a sense of organizational identity. B) It shapes employee attitude and behavior. C) It reduces the stability of the social system. D) It has a boundary-defining role. E) It facilitates the generation of commitment to something larger than one's individual self-interests.

40) One of the major reasons cited for the problems of AOL Time Warner's merger is A) financial incompatibility. B) product line incompatibility. C) culture clash. D) goal incompatibility. E) the size of the organizations.

49) The process through which employees are adapted to an organization's culture is called ________. A) training and development B) mentoring C) socialization D) institutionalization E) intimidation

5) The key characteristic of organizational culture that addresses the degree to which employees are expected to exhibit precision is termed ________. A) accuracy orientation B) accountability C) attention to detail D) stability E) reactivity

50) The Marines' boot camp is an example of A) onboarding. B) entry. C) socialization. D) culture shock. E) molding.

56) Your first day at work is part of the ________ stage of socialization. A) orientation B) prearrival C) encounter D) metamorphosis E) interview

57) In which stage of the socialization process do you usually begin to notice things that are not as you expected? A) orientation B) prearrival C) encounter D) metamorphosis E) arrival

6) The key characteristic of organizational culture that assesses the degree to which organizational activities emphasize maintaining the status quo in contrast to growth is termed ________. A) permanence B) aggressiveness orientation C) stability D) competitiveness E) reflexivity

61) If there is a basic conflict between the individual's expectations and the reality of working in an organization, the employee is most likely to be disillusioned and quit during which stage of socialization? A) prearrival B) ritual C) encounter D) metamorphosis E) reflection

65) Specific orientation and training programs that segregate new employees from the ongoing work setting are examples of which type of entry socialization? A) individual socialization. B) collective socialization. C) formal socialization. D) serial socialization. E) investiture socialization.

71) Nunya is a computer software company that employs highly intelligent, but somewhat unusual people. The dress code worn by Nunya employees is an example of a ________ through which organization culture is transmitted. A) story B) ritual C) material symbol D) symbolic act E) tool

72) The Wal-Mart company chant is an example of a(n) A) story. B) material symbol. C) ritual. D) language. E) reflection.

73) Socialization rituals perform all of the following functions except that of ________. A) reinforcing the key values of the organization B) emphasizing the organization's goals C) revealing the company's bottom line in terms of net profit D) reinforcing the company's perspective on which people are important E) revealing the company's view of which people are expendable

81) The positive organizational culture focuses more on ________ than ________. A) profits; building individual strengths B) building individual strengths; rewards C) rewarding; punishing D) punishing; building individual strengths E) employee's health; profits

According to LMX theory, followers with in-group status will have all of the following EXCEPT A) higher performance ratings than out-group members. B) lower turnover intentions. C) more characteristics in common with the leader. D) greater satisfaction with their supervisors. E) higher overall satisfaction than the out-group members

According to the interactionist view, it may be appropriate to A) eliminate all conflict. B) avoid all conflict. C) encourage functional conflict. D) create anti-conflict cultures. E) reward conflict avoiders.

According to the text, a person can learn to become more charismatic by displaying all of the following characteristics EXCEPT A) maintaining an optimistic view. B) creating a bond that inspires others to follow. C) communicating information only with a select group of close advisors. D) bringing out the potential in followers by tapping into their emotions. E) using a captivating and engaging tone of voice.

An individual most likely to engage in political behavior would have all of the following except a(n) ________. A) high need for power B) high ability to self monitor C) high charisma rating D) internal locus of control E) Machiavellian personality

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck and who is scheming and arrogant. Bernice believes that the dean is an effective manager. Behaviors that Catherine views as "over-conforming" are probably viewed by Bernice as A) competent. B) responsible. C) being mindful of the rules . D) practical-minded. E) astute.

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck and who is scheming and arrogant. Bernice believes that the dean is an effective manager. Bernice's effective management label for Catherine's phrase "justifying" is probably A) distributing rewards. B) establishing expertise. C) apologizing. D) displaying charisma. E) fixing responsibility.

For task conflict to be productive, it should be ________. A) kept high B) kept low C) kept at low-to-moderate levels D) kept at moderate levels E) subject to managerial control

If no one is aware of conflict, it is generally agreed that ________. A) employee-employer relations will be good B) conflict is subversive C) no conflict exists D) conflict is inevitable E) conflict is psychologically driven as opposed to physically manifest

James approaches his supervisor with data and a logical presentation supporting his request for additional personnel. He is using ________. A) consultation B) legitimacy C) rational persuasion D) informational power E) exchange

Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor's opinion most of the time and is always doing nice things for him. Jerrod makes sure that he associates with the "right" people and is constantly complimenting others about their good work. Jerrod is engaging in all of the following impression management techniques except A) conformity. B) flattery. C) excuses. D) association. E) favors.

Leaders achieve goals, and power is ________. A) defined by leaders' hopes and aspirations B) usually used by poor leaders C) a means of achieving goals D) a goal in and of itself E) a strong influence on leaders' goals

Legitimate power is based on ________. A) positive rewards B) interpersonal trust C) structural position D) expert knowledge E) respect and admiration

One of the departments in Jennifer's organization has almost no conflict. In observing this department, which of the following is Jennifer least likely to observe in this department? A) The members of the department have difficulty responding to change. B) The group often makes decisions based on weak assumptions. C) The group thoroughly considers relevant alternatives when making policy decisions. D) The members of the department rarely reassess the department's goals. E) Individuals within the department don't usually question the decisions of their managers.

Personal power is generally perceived as a result of all the following EXCEPT A) expertise B) charisma C) legitimate authority D) admiration E) skill

Political activity is probably more a function of ________ than of ________. A) management's example; the organization's characteristics B) management's example; individual difference variables C) the organization's characteristics; individual difference variables D) individual difference variables; management's example E) individual difference variables; the organization's characteristics

Research has found that tenure and conflict are A) highly positively correlated. B) counterproductive. C) inversely related. D) always present together. E) unrelated.

Research suggests which of the following is the most effective source of power? A) formal B) coercive C) personal D) reward E) legitimate

Some individuals promote their image by describing others with whom they are associated in a positive light. These individuals are using the impression management technique of ________. A) conformity B) flattery C) association D) self-promotion E) attribution denial

The University of Michigan studies define a(n) ________ leader as one who takes personal interest in the needs of his/her subordinates. A) LMX B) contextual C) employee-oriented D) consensus-building E) consummate

The ________ view of conflict argues that conflict is a dysfunctional outcome that may arise from management failure. A) human relations B) interactionist C) traditional D) functional E) conjunctive

The categories of causes or sources of conflict include all of the following EXCEPT A) communication. B) structure. C) group interaction. D) personal variables. E) none of the above.

The conflict-handling intention of avoiding is ________. A) assertive and uncooperative B) assertive and cooperative C) unassertive and uncooperative D) unassertive and cooperative E) assertive and reflective

The degree to which job assignments are procedurized is classified in the Fiedler model as ________. A) leader-member relations B) task orientation C) task structure D) initiating structure E) productivity oriented

The example of labor-management negotiations over wages exemplifies ________ bargaining. A) integrative B) reflective C) distributive D) restrictive E) affective

The first stage of the conflict process is known as A) cognition and personalization. B) behavioral manifestation. C) potential opposition or incompatibility. D) intention. E) habituation.

The focus on relationships in distributive bargaining is ________. A) accommodation B) long term C) short term D) win-win E) lose-lose

The more a person has invested in the organization, the more that person has to lose if forced out and therefore, is less likely to use A) their power. B) politics. C) illegitimate means. D) defensive behavior. E) all of the above

The power that the College Dean has been granted by the University over the faculty is termed ________ power. A) academic B) positional C) legitimate D) personal E) referent

The two general approaches to bargaining are known as ________. A) emotional and rational B) affective and reflective C) distributive and integrative D) formal and informal E) legal and restrictive

Thomas also attempts to project an image of competence and thoroughness by rigorously documenting all of his activity. This defensive behavior is termed A) justifying. B) playing safe. C) buffing. D) scapegoating. E) misrepresenting.

Thomas has decided that in general, his best defense is to focus on behaviors that enable him to avoid blame. Which of the following behaviors is he most likely to engage in? A) overconforming B) playing dumb C) scapegoating D) prevention E) stalling

Three situational criteria identified in the Fiedler model are ________. A) job requirements, position power, and leadership ability B) charisma, influence, and leader-member relations C) leader-member relations, task structure, and position power D) task structure, leadership ability, and group conflict E) emotional intelligence, group orientation, and employee status

Unlike leadership research, research on power tends to focus on ________. A) individual styles in using power B) strategies for goal attainment C) tactics for gaining compliance D) the administration of rewards E) the effective use of threats

Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used? A) exchange B) ingratiation C) pressure D) personal appeals E) inspirational appeals

When "yes" people are hired and promoted, ________ outcomes are likely to result. A) improved organizational B) functional C) dysfunctional D) enhanced policy E) harmonious

When Sal says, "This is the way we've always done it," he is using the defensive behavior known as A) buck passing. B) playing dumb. C) over-conforming. D) stretching. E) stalling.

When employees in organizations convert their power into action, they are engaged in ________. A) influence B) IM C) politics D) power techniques E) power tactics

When your superior offers you a raise if you will perform additional work beyond the requirements of your job, he/she is exercising ________ power. A) legitimate B) coercive C) reward D) personal E) reflective

When your work group disagrees, the disagreements usually concern how the group's work should be accomplished. The type of conflict experienced by your group is A) task conflict. B) relationship conflict. C) process conflict. D) traditional conflict. E) reactive conflict.

Which bargaining strategy is preferable for use in intra-organizational behavior? A) positive negotiation B) distributive bargaining C) integrative bargaining D) equal bargaining E) equity splitting

Which factors in the reward allocation process are likely to increase the likelihood that an employee will be motivated to engage in politicking? A) the use of objective criteria in the appraisal B) use of several outcome measures C) a zero-sum approach D) clear criteria E) all of the above

Which of the following is not an individual factor related to political behavior? A) organizational investment B) perceived job alternatives C) zero-sum reward practices D) level of self-monitoring E) expectations of success

Which of the following is not considered one of the potential sources of conflict? A) too much communication B) jurisdictional ambiguity C) value similarities D) group size E) too little communication

Which of the following is not true? A) The more an organization's culture emphasizes zero-sum reward allocations, the more employees will be motivated to engage in politicking. B) The more pressure that employees feel to perform well, the more likely they are to engage in politicking. C) The more growth stability a company demonstrates, the more likely its employees are to engage in politicking. D) The greater the role ambiguity within a company, the more its employees can engage in political activity with little chance of it being visible. E) The greater the opportunity for promotion or advancement within a company, the more employees will compete to positively influence outcomes.

Which of the following statements is true concerning emotional intelligence and leadership? A) The research indicates a strong positive correlation between EI and leadership effectiveness. B) The research indicates a strong negative correlation between EI and leadership effectiveness. C) Researchers are not confident about the connection between EI and leadership. D) The link between EI and leadership effectiveness is the most investigated. E) There is no relationship between EI and leadership effectiveness.

Which of the following types of power requires acceptance of the leader's authority by members of the organization? A) personal B) organizational C) legitimate D) positional E) balanced

Which one of the following views on conflict prevailed in the 1930s and 1940s and may be considered outmoded today? A) human relations B) interactionist C) traditional D) functional E) asymptotic

You decide to do more research on the view that conflict should be encouraged as a means to achieve change and innovation. This view is termed A) the traditional view. B) the human relations view. C) the interactionist view. D) the acceptance view. E) the promotional view.

________ conflict focuses on interpersonal interaction. A) Task B) Job C) Relationship D) Process E) Communication

________ conflict supports the goals of the group and improves its performance. A) Formal B) Informal C) Functional D) Dysfunctional E) Reactive

________ conflicts are almost always dysfunctional. A) Task B) Job C) Relationship D) Process E) Personal

________ power is based on identification with a person who has desirable resources or personal traits. A) Associational B) Legitimate C) Referent D) Personal E) Source

ou are an employee in a large organization. In this organization, there are two senior managers. The first of these mangers, John, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second manager, Alan, feels that his role should be to provide individualized consideration and intellectual stimulation. His approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both leaders are well trained, but Alan's employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers. That special leadership quality that people notice when they work with Alan may be termed ________. A) transformation B) trust C) charisma D) framing E) transaction

18) Which of the following is characteristic of a strong culture? A) little influence over members' behavior B) low behavioral controls C) narrowly shared values D) intensely held values E) weakly held values

3) ________ is the characteristic of organizational culture that addresses the degree to which management decisions take into consideration the effect of outcomes on people within the organization. A) Humanistic B) Community C) Team D) People orientation E) Relationship

42) The ultimate source of an organization's culture is ________. A) top management B) the environment C) the country in which the organization operates D) the organization's founders E) the belief systems of it employees

46) The selection process helps candidates learn about an organization. If employees perceive a conflict between their values and those of the organization, this gives them a chance to ________. A) work to change the organization B) express their concerns C) inform the organization of appropriate changes D) self-select out of the applicant pool E) rectify their cognitive dissonance

52) The correct order for the stages of the socialization process is ________. A) prearrival, metamorphosis, encounter B) prearrival, encounter, ritual C) prearrival, ritual, encounter D) prearrival, encounter, metamorphosis E) prearrival, ritual, arrival

62) When you start to work through the problems that you discover about the organization, you move into the ________ stage of socialization. A) prearrival B) encounter C) acceptance D) metamorphosis E) refreezing

63) Employee attitudes and behavior change during the ________ stage of socialization. A) establishment B) transformation C) encounter D) metamorphosis E) prearrival

64) New employees are usually comfortable with their organizations by the end of the ________ stage of socialization. A) encounter B) exploration C) establishment D) metamorphosis E) adaptation

74) All of the following are examples of rituals EXCEPT ________. A) anniversary parties honoring long-time employees B) annual award meetings C) fraternity initiations D) the placement of offices within corporate headquarters E) singing company songs

75) All of the following are examples of material symbols that transmit organizational culture EXCEPT ________. A) top executives' use of the company jet B) the layout of corporate headquarters C) new employee orientations D) luxury cars for executives E) private parking spots

76) The acronyms and jargon that employees use in an organization are part of A) stories. B) material symbols. C) rituals. D) language. E) reflections.

78) A highly publicized example of a company with a strong culture that supports high ethical standards that influenced employee behavior in a crisis is A) Enron. B) Disney. C) Johnson & Johnson. D) Boeing. E) American Airlines.

8) In contrasting organizational culture with job satisfaction, organizational culture is a(n) ________ term, while job satisfaction is a(n) ________ term. A) predictive; reactive B) implied; stated C) reflective; affective D) descriptive; evaluative E) inductive; deductive

A leader high in initiating structure would do which of the following? A) Seek consensus. B) Exhibit laissez-faire type of leadership. C) Maximize leader-member relations. D) Assign group members to particular tasks. E) Empower employees to make their own decision

All of the following can be effective techniques to encourage conflict EXCEPT A) reward dissenters. B) punish conflict avoiders. C) build devil's advocate roles into the decision making process. D) reward those who support the status quo. E) train managers to listen to bad news they may not want to hear.

All of the following may provide reasons to explain why politics is a fact of organizational life EXCEPT A) Organizations are comprised of groups with different values and goals. B) There is the potential for conflict over resources. C) Resources in organizations are limited. D) Win/win scenarios are the norm. E) Decisions are often made in a climate of ambiguity.

Based on the contingency theory, if the leadership style does not match the situation, you should ________. A) change the leader to fit the situation B) change the situation to fit the leader C) accept this circumstance as unchangeable D) either change the leader to fit the situation or change the situation to fit the leader. E) retrain the leader in a more appropriate style

Encouraging group leaders to maintain an ongoing minimum level of conflict is part of the ________ view of conflict. A) functional B) traditional C) human relations D) interactionist E) conjunctivist

If Thomas wishes to avoid change at work, he will most likely ________. A) share resources B) overachieve C) build coalitions D) guard information E) divide alliances

In a study examining nonverbal negotiation tactics, which culture was found to make more physical contact? A) Americans B) Canadians C) Japanese D) Brazilians E) Russians

In which stage of the conflict process does conflict become visible? A) illumination B) intentions C) potential opposition or incompatibility D) behavior E) cognition and personalization

Jerrod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisor's opinion most of the time and is always doing nice things for him. Jerrod makes sure that he associates with the "right" people and is constantly complimenting others about their good work. Jerrod is engaging in which of the following impression management techniques? A) mirroring B) acclaiming C) groveling D) conformity E) apologizing

Joe comes to you with a request for funds for a project. He reminds you that company policy supports his position. He is using the tactic of ________. A) coalitions B) consultation C) rational persuasion D) legitimacy E) pressure

Last month, Jennifer's department experienced constructive conflict during a meeting. Which of the following is not an outcome of this functional conflict? A) The quality of decisions is improved. B) Creativity and innovation are stimulated. C) Tensions are released. D) Groupthink is increased. E) Interest and curiosity are encouraged.

Power does not require goal compatibility, merely ________. A) reliance B) communication C) confidence D) dependence E) understanding

The conflict-handling intention of accommodating is ________. A) assertive and uncooperative B) assertive and cooperative C) unassertive and uncooperative D) unassertive and cooperative E) reflective and emotional

The human relations view of conflict advocates ________ conflict. A) encouraging B) open communication for resolving C) group therapy for resolving D) acceptance of E) rejection of

The two general groupings of power are ________. A) informational and personal B) formal and informal C) informal and legitimate D) personal and formal E) static and fluid

When Jennifer asks for Jim's compliance on her new initiative based on their long friendship, which influence tactic is she using? A) exchange B) ingratiation C) pressure D) personal appeals E) inspirational appeals

Which company was called the "Leadership Factory" as a result of their reputation for developing leaders? A) Disney B) Southwest Airlines C) General Electric D) Goldman Sachs E) Yahoo!

Which of the following is NOT considered a "softer" influence tactic? A) personal appeals B) inspirational appeals C) rational persuasion D) pressure E) consultation

Which of the following is NOT true of power? A) To get things done, it helps to have power. B) Managers should increase others' dependence on them. C) To increase your power, you should develop a skill your boss needs. D) Power is a one-way street. E) While you seek to maximize others' dependence on you, you will be seeking to minimize your dependence on others.

Which of the following is a type of conflict identified by the interactionist view? A) resource B) organizational C) personality D) process E) institutional

Which of the following is not a step in the negotiation process? A) definition of ground rules B) clarification and justification C) bargaining and problem solving D) process evaluation E) preparation and planning

Which of the following is not one of the views of conflict? A) traditional view B) human relations view C) interactionist view D) functional view E) all of the above

Which of the following is not true of charismatic leaders? A) They have a vision and the ability to articulate the vision. B) They have behavior that is unconventional. C) They are willing to take high personal risk. D) They exhibit behaviors that are consistent with their followers' behaviors. E) All of the above are true.

Which of the following statements is false concerning gender differences in negotiations? A) Women are penalized when they initiate negotiations. B) Women's attitudes toward negotiation and toward themselves as negotiators appear to be quite different from men's. C) Managerial women demonstrate less confidence in anticipation of negotiating. D) Women and men negotiate differently. E) Men tend to negotiate slightly better outcomes than women.

Which one of the following is not implied in the definition of power? A) influence B) potential C) dependency D) actualization E) capacity

Which stage of the conflict process is best conceptualized as a dynamic process of interaction? A) Potential Opposition or Incompatibility B) Cognition and Personalization C) Intentions D) Behavior E) Outcomes

You know that the vice president of your region has the authority to accept or reject your report. This is part of his ________ power. A) reward B) coercive C) expert D) legitimate E) personal

Your physician has advised you to take a series of medications. You comply because of her ________ power. A) referent B) information C) formal D) expert E) personal

________ conflict hinders group performance. A) Formal B) Informal C) Functional D) Dysfunctional E) Reactive

________ conflict relates to how the work gets done. A) Task B) Job C) Relationship D) Process E) Reactive

15) Masterson College is a small liberal arts women's college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for lifelong learning. The college has continued to support this orientation towards liberal arts education and has actually moved to strengthen that commitment recently. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department is also committed to finding employment for their graduates and believe that two things are critical for this to happen: 1) their students must have a solid understanding of the fundamental of their discipline; and 2) internships are an important method of establishing the connections and opportunities for employment. Which of the following represents a core value of the college? A) affordable education B) scientific knowledge C) technological innovation D) remedial reinforcement E) lifelong learning

19) ________ are indicators of a strong organizational culture. A) High levels of dissention B) Weak managers C) Completely horizontal organizational charts D) Narrowly defined roles E) Widely shared values

30) Culture is important from an employee's standpoint because A) it reduces ambiguity. B) it tells employees how things are done. C) it tells employees what is important. D) it increases the consistency of employee behavior. E) all of the above

John Kotter's view argues that management focuses on coping with complexity, whereas leadership focuses on coping with ________. A) conflict B) success C) defeat D) morale E) change

Leaders can influence how others see and understand events by A) framing. B) delegating. C) directing. D) using LMX theory. E) engaging in charismatic leadership.

Leadership is best defined as ________. A) the ability to influence a group in goal achievement B) keeping order and consistency in the midst of change C) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling day-to-day problems E) not a relevant variable in modern organizations

Martin Luther King's "I have a dream" speech is an example of how A) followers "catch" the emotions their leader is conveying. B) repetition is effective. C) transactional leadership relies first on transformational leadership. D) charismatic leadership fails to incite followers. E) all of the above

Now your boss seems to be trying to analyze each leader according to which employees they interact with most and least, and which employees they rate highest and lowest. You suspect that he is reading about which of the following models? A) MBTI B) LMX C) LPC D) Fiedler E) Managerial Grid

Organizational characteristics that can be substitutes for leadership include all of the following EXCEPT A) explicit formalized goals. B) rigid rules and procedures. C) cohesive work groups. D) mentor relationships. E) formalized goals.

Suddenly your boss begins sending people to training to help them develop more effective leadership characteristics. It is clear that he is reading an author who supports ________. A) trait theories B) behavioral theories C) Fiedler's contingency model D) the reflection effect E) the managerial grid

The Fiedler model proposes A) changing the leader. B) changing the situation. C) matching leaders and situations. D) changing the employees. E) training the leader to match each situation.

The HR director plans to promote Lawrence, a highly extroverted manager with a great deal of assertiveness. The director believes that because of his innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against this decision because A) research has identified emotional stability as the strongest predictor of leadership effectiveness. B) studies have found that the Big Five traits are difficult to identify in leaders. C) studies have shown that highly assertive leaders were less effective than those who were moderately assertive. D) research has found that conscientiousness is a better predictor of effectiveness than extraversion. E) research has shown that effective managers are often unlikely to become effective leaders

The VP of Human Resources of the Acme Company is interested in identifying individuals who will be effective leaders. Which of the following tools might she use in this search? A) Personality tests to identify extraversion B) Interviews C) reviews of situation-specific experience D) personality tests to identify conscientiousness E) all of the above

The ________ theory of leadership views leadership traits as ascribed to individuals based on followers' perceptions of them. A) fundamental B) attribution C) perception D) organizational E) contingency

The author of the text would be most likely to disagree with which of the following statements regarding charismatic leaders? A) Charismatic leaders routinely express confidence that followers can attain established goals. B) Charismatic leaders typically communicate high performance expectations of their followers. C) Charismatic leaders are known for conveying new sets of values to their followers. D) Charismatic leaders are better at describing positive behaviors than demonstrating those behaviors in practice. E) Charismatic leaders are skilled at articulating appealing visions for their organizations

Power can be define as___________.

The capacity that A has to influence the behavior of B so that B acts in accordance with A' s wishes.

The dark side of charismatic leadership can be seen when A) the lines between their personal interests and their organization's interests become blurred. B) personal goals override the organization's goals. C) they are intolerant of criticism. D) they surround themselves with "yes people" who are rewarded for pleasing them. E) all of the above

The first comprehensive contingency model for leadership was developed by ________. A) Hersey and Blanchard B) Blake and Mouton C) Fred Fiedler D) John Kotter E) Douglas Surber

The graphic portrayal of a two-dimensional view of leadership style by Blake and Mouton is known as the ________. A) least preferred co-worker scale B) leader-participation model C) autocratic-democratic continuum D) managerial grid E) matrix of discretion

The text implies that the type of leader likely to have the most profound effect on his or her followers is the ________ leader. A) educational B) transformational C) actuarial D) transcendent E) transactional

The text suggests that transactional and transformational leadership should be viewed as ________. A) equivalent to charismatic leadership B) opposing approaches to accomplishing goals C) subcomponents of situational leadership D) the building blocks of charismatic leadership E) cumulative forms of leadership with transformational built on top of transactional leadership

The two dimensions of leader behavior explained in the Ohio State studies are ________. A) coercion and motivation B) concern for people and concern for production C) employee-oriented and production-oriented D) initiating structure and consideration E) operant conditioning and classical conditioning

The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) coercion and motivation B) emotional and rational C) employee-oriented and production-oriented D) initiating structure and consideration E) initiation and completion

The type of leader who guides or motivates his or her followers in the direction of established goals by clarifying role and task requirements is known as a(n) ________ leader. A) transactional B) charismatic C) transformational D) transcendent E) actuarial

There is fairly strong evidence that traits can predict ________ more accurately than leadership effectiveness. A) leadership emergence B) extraversion in leaders C) leadership awareness D) leadership competence E) the conscientiousness of leaders

Trait research focused on ________, whereas behavioral studies focused on ________. A) underlying traits; observable behavior B) the task at hand; relationships C) observable behavior; specific leader activities D) observable behavior; underlying traits E) identifying certain traits in leaders; relationships leaders engaged in

Which model represents the theory that effective leadership depends upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader? A) Leader-Member Exchange Model B) Fiedler's Contingency Model C) Hersey and Blanchard's Situational Leadership Model D) Vroom and Yetton's Leader-Participation Model E) the Ohio State studies

Which of the following developed the LPC (least preferred co-worker) questionnaire? A) Ohio State University B) Fiedler C) House D) Blake and Mouton E) University of Michigan

Which of the following is NOT a characteristic of charismatic leaders? A) vision B) providing rewards C) sensitivity to follower needs D) exhibiting behaviors that are out of the ordinary E) willingness to take personal risks to achieve their vision

Which of the following is NOT a problem with Fiedler's LPC Scale? A) It's difficult to determine how good the leader-member relations are. B) It's difficult to determine how structured the task is. C) It's difficult to determine how much position power the leader has. D) The LPC Scales are not stable. E) The logic underlying the LPC Scale is too rigid.

Which of the following is not a behavioral theory of leadership? A) Ohio State studies B) Fiedler model C) University of Michigan studies D) Blake and Mouton's managerial grid E) none of the above

Which of the following proposed a contingency theory? A) Fiedler B) Blake C) Weber D) Mouton E) Kelleher

Which of the following roles focuses on bringing about order and consistency by drawing up formal plans? A) leadership B) management C) task structure D) initiating structure E) production orientation

Which of the following statements best characterizes the function of leadership within an organization? A) Leadership is more important than management. B) Vision is a common thread throughout the research on leadership. C) Management is more important than leadership. D) Leaders establish direction by developing a vision of the future; then they align people by communicating this vision and inspiring them to overcome hurdles. E) Leaderships and management are interchangeable terms.

Which of the following statements reflects the findings of global research on leadership? A) Charismatic/transformational leadership generalizes across cultures. B) Participative leadership styles generalize across cultures. C) High LPC leadership styles generalize across cultures. D) High consideration styles generalize across cultures. E) Traditional leadership styles generalize across cultures.

Which of the following statements regarding leadership is true? A) All leaders are managers. B) Formal rights enable managers to lead effectively. C) All managers are leaders. D) All leaders are hierarchically superior to followers. E) Non-sanctioned leadership is often as important as or more important than formal influence.

Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? A) managerial grid B) leader-member exchange C) path-goal D) expectancy E) contingency

Which theory states that people are born with certain characteristics that predispose them to being leaders? A) Fiedler's perspective B) characteristic theory C) LPC D) contingency theory E) trait theory

Which two common traits of leaders are part of the Big Five personality trait of extraversion? A) conscientiousness and agreeableness B) ambition and energy C) energy and openness to experience D) ambition and conscientiousness E) energy and emotional stability

Who was the first scholar to discuss charismatic leadership? A) Max Weber B) Vroom C) House D) Fiedler E) Blake

You are an employee in a large organization. In this organization, there are two senior managers. The first of these managers, John, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second manager, Alan, feels that his role should be to provide individualized consideration and intellectual stimulation. His approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both leaders are well trained, but Alan's employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers. The passage implies which of the following about the effectiveness of the two managers' leadership styles? A) Alan and John are not effective leaders, because neither helps define the vision of the organization. B) Alan is a more effective leader than John, because he encourages creativity in his employees. C) Alan and John are equally effective as leaders, because both employ transformational leadership styles. D) John is a more effective leader than Alan, because he encourages his employees to use proven methods. E) John is more effective than Alan at inspiring employees, while Alan is more effective than John at achieving goals.

You are an employee in a large organization. In this organization, there are two senior managers. The first of these mangers, John, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second manager, Alan, feels that his role should be to provide individualized consideration and intellectual stimulation. His approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both leaders are well trained, but Alan's employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers. Based on the information given in the passage, Alan is most likely a(n) ________ leader. A) transactional B) emotion-based C) transformational D) transcendent E) reactional

You are an employee in a large organization. In this organization, there are two senior managers. The first of these mangers, John, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second manager, Alan, feels that his role should be to provide individualized consideration and intellectual stimulation. His approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both leaders are well trained, but Alan's employees remark that Alan seems to have a special leadership quality that sets him apart from the other managers. In his role as manager, Alan most likely exhibits all of the following characteristics EXCEPT ________. A) engaging in unconventional behavior B) making self-sacrifices C) acting in his own best interests D) setting an example for others to follow E) responsive to others' needs

You are the CEO of an engineering design firm that has several departments, each specializing in the design of different products. You have noticed a great deal of difference between the styles of the various department directors. You also see a big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the departments. One of your goals as CEO is to maximize productivity across all departments. As you look at the difference between the department directors, you notice that some are more charismatic and enthusiastic than others. In identifying this difference, you are looking at the directors' ________. A) behaviors B) traits C) values D) attitudes E) all of the above

You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument. It is your job to try to explain to them how to use the survey information. According to Fiedler's approach, your employees should assume which of the following about the leadership styles determined through using the survey? A) Each person's style is essentially fixed. B) Each person can use the information to change his/her style to a more productive style. C) Task-oriented leaders will not perform as well as relationship-oriented leaders in situations that are very unfavorable. D) Task-oriented leaders will perform better than relationship-oriented leaders in moderately favorable situations. E) Each person's style will change in accordance with the situation at hand.

You have noticed that your boss is often asking you what types of peers you least like to work with. You suspect that he is trying to covertly determine your leadership style according to ________. A) the University of Michigan studies B) the Ohio State studies C) Fiedler D) trait theory E) LMX theory

Your boss has been reading several books on leadership. You notice that every few months he is spouting a different approach and philosophy. You have been trying to keep up with him and figure out which "leadership theory of the month" he is studying. This month, he seems to be focusing on whether the managers are employee-oriented or production-oriented. You deduce that he has been reading ________. A) Hersey and Blanchard B) Vroom and Yetton C) Fiedler D) House E) the University of Michigan studies

Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. You explain that research efforts at isolating leadership traits have A) identified six leadership traits that definitely predict leadership. B) been supportive of the Big Five leadership traits predicting leadership. C) shown that conscientiousness does not help much in predicting leadership. D) identified emotional stability as the most strongly related trait to leader emergence. E) been more focused on developing contingency theories and replacing trait theories.

________ make it impossible for leader behavior to make any difference to follower outcomes. A) Substitutes B) Neutralizers C) Higher-level leaders D) Deterrents E) Authentic leaders

According to LMX theory, a leader implicitly categorizes followers as "in" or "out" ________. A) after careful analysis B) on a temporary basis C) early in the interaction D) because of political pressure E) based on job requirements

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