16, 18, 9
In Lewin's change model, the unfreezing stage involves providing employees with new information, new behavioral models, or new ways of looking at things.
FALSE
Resilience to change is a composite personal characteristic reflecting low self-esteem, pessimism, and an external locus of control.
FALSE
According to the systems model of change, any change, no matter how large or small, has a cascading effect throughout an organization.
TRUE
Among the three types of change, adaptive change is lowest in complexity, cost, and uncertainty.
TRUE
Hardiness represents a collection of personality characteristics including commitment, locus of control, and challenge.
TRUE
Stress triggers the fight-or-flight response.
TRUE
According to the Behavioral Styles theory, leaders are born, not made.
false
Control strategy consists of using methods such as relaxation, meditation, medication, or exercise to manage the symptoms of occupational stress.
false
Initiating structure involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.
false
Inspirational motivation, one of the sets of leadership behaviors, involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems.
false
According to Fiedler's contingency model the three dimensions of situational control are leader-member relations, task structure, and position power.
true
According to Fiedler's contingency model, position power refers to the degree to which the leader has formal power to reward or punish employees.
true
According to the full-range theory of leadership, laissez-faire leadership is the worst type of leadership.
true
Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.
TRUE
The systems model of change is helpful as a diagnostic framework to determine the causes of an organizational problem and to propose solutions.
true
The transformational approach is the most popular perspective for studying leadership today.
true
Transformational leaders engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.
TRUE
Stress that is positive or produces a positive outcome is referred to as eustress.
true
The implicit leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.
true
Stress can only have negative consequences.
false
Transactional leaders engage in inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.
false
Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine.
true
Situational theories propose that leader styles should match the situation at hand.
true
Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.
true
Organizational change is more likely to succeed when top management is truly committed to the change process and the desired goals of the change program.
true
