MGMT 3600 Practice Exam 3 (Ch. 10, 11, 12)

________ leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts. A. Authentic B. Transformational C. Servant D. Path-goal E. Implicit

Answer: Authentic Explanation: Several personal attributes associated with effective leaders relate to an important characteristic, called authentic leadership. Authentic leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts.

________ is the process in which one party perceives that its interests are being opposed or negatively affected by another party. A. Mediation B. Conflict C. Negotiation D. Dialogue E. Arbitration

Answer: Conflict Explanation: Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

________ is any behavior that attempts to alter someone's attitudes or behavior. A. Legitimate power B. Politics C. Influence D. Tactics E. Impression management

Answer: Influence Explanation: Influence refers to any behavior that attempts to alter someone's attitudes or behavior. It applies one or more sources of power to get people to alter their beliefs, feelings, and activities.

________ involves explicitly manipulating others' access to critical work issues for the purpose of changing their attitudes and/or behavior. A. Ingratiation B. Upward appeal C. Persuasion D. Assertiveness E. Information control

Answer: Information control Explanation: Information control involves explicitly manipulating others' access to information for the purpose of changing their attitudes and/or behavior. With limited access to potentially valuable information, others are at a disadvantage.

________ leadership includes defining and structuring work roles, clarifying employees' work duties and procedures, and providing feedback on work activities. A. Charismatic B. Participative C. Task-oriented D. Transformational E. People-oriented

Answer: Task-oriented Explanation: Task-oriented leaders assign employees to specific tasks, clarify their work duties and procedures, set goals and deadlines, provide feedback on work quality and plan work activities.

Which of the following statements regarding organizational conflict is correct? A. Organizational conflict is always bad. B. Organizational conflict is always good. C. A moderate level of organizational conflict can be beneficial. D. Organizational conflict exists only when the issue is between an employee and their manager. E. Many companies have succeeded in removing all conflict from their organization.

Answer: A moderate level of organizational conflict can be beneficial. Explanation: In the 1970s conflict management experts began to embrace the notion that some level of conflict can be beneficial. They formed an "optimal conflict" perspective, which states that organizations are most effective when employees experience some level of conflict. Organizations are less effective when the intensity of conflict is very low or very high.

Which of the following is not a characteristic of shared leadership? A. Formal leaders are willing to delegate power. B. Employees are encouraged to take risks. C. It calls for a competitive rather than a collaborative culture. D. It lacks formal authority. E. Employees learn to influence through their enthusiasm.

Answer: It calls for a competitive rather than a collaborative culture. Explanation: Shared leadership flourishes in organizations where the formal leaders are willing to delegate power and encourage employees to take initiative and risks without fear of failure (i.e., a learning orientation culture). Shared leadership also calls for a collaborative rather than internally competitive culture because employees take on shared leadership roles when coworkers support them for their initiative. Furthermore, shared leadership lacks formal authority, so it operates best when employees learn to influence others through their enthusiasm, logical analysis, and involvement of coworkers in their idea or vision.

Which of the following is true of a strategic vision? A. Transformational leadership is not based on a strategic vision. B. A strategic vision is negative, focusing on past mistakes and how to correct them. C. It describes an aspirational future with a higher purpose. D. The vision is based on continuity rather than change. E. The vision is concrete.

Answer: It describes an aspirational future with a higher purpose. Explanation: An effective strategic vision has several identifiable features. It describes an aspirational future with a higher purpose. A strategic vision also engages employees because it is a distant goal that is both challenging and abstract. A vision of the future is challenging because it requires substantial change, such as new work practices and belief systems. It is necessarily abstract for two reasons. One reason is that the vision hasn't yet been experienced (at least, not in this company or industry), so it isn't possible to detail exactly what the vision looks like. The other reason is that an abstract description enables the vision to remain stable over time, yet is sufficiently flexible to accommodate operational adjustments in a shifting external environment.

How is conflict dysfunctional? A. It increases information sharing and other forms of communication with others. B. It causes employees to have better performance with less stress. C. It hurts workplace relationships and wastes energy that could be used for tasks. D. It improves organizational politics. E. It strengthens team cohesion and performance.

Answer: It hurts workplace relationships and wastes energy that could be used for tasks. Explanation: The "conflict-is-bad" perspective emphasizes that organizations work best through harmonious relations and that conflict, particularly between employees and management, undermines organizational effectiveness. This view argues that even moderately low levels of disagreement tatter the fabric of workplace relations and sap energy from productive activities.

Which of the following describes legitimate power? A. The manager can remove negative sanctions. B. The manager is able to reward or punish the employees. C. The manager has the capacity to influence others on the basis of identification with and respect for the power holder. D. Employees are blinded by the manager's charisma. E. It is agreed that people in certain roles can request certain behaviors of others.

Answer: It is agreed that people in certain roles can request certain behaviors of others. Explanation: Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviors of others.

Which of the following statements about emotional intelligence is true? A. Leaders cannot tell when their conversations are having the intended emotional effect on employees. B. Leaders are able to recognize and change their own emotional state to suit the situation. C. Leaders feel pessimistic and defeated due to recent business setbacks. D. Leaders are not able to recognize and regulate emotions in themselves and in other people. E. Leaders can think through the relevance and application of ideas in real-world settings.

Answer: Leaders are able to recognize and change their own emotional state to suit the situation. Explanation: Effective leaders are able to recognize and regulate emotions in themselves and in other people. For example, effective leaders can tell when their conversations are having the intended emotional effect on employees. They are also able to recognize and change their own emotional state to suit the situation, such as feeling optimistic and determined in spite of recent business setbacks.

Which of the following is the most accurate definition of leadership? A. Leadership refers to transforming the day-to-day activities of an organization to increase its effectiveness. B. Leadership refers to the personality traits of an individual that makes him or her guide an organization to better performance and effectiveness. C. Leadership refers to the abilities of an individual to act according to the changes in the environment. D. Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations. E. Leadership refers to the capabilities of certain individuals to introduce successful changes in organizational performance.

Answer: Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations. Explanation: Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations. This is an accurate and widely accepted definition of leadership.

________ theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary. A. Transformational leadership B. Managerial leadership C. Leadership substitutes D. Path-goal E. Implicit leadership

Answer: Leadership substitutes Explanation: A theory called leadership substitutes identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.

________ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare. A. Task-oriented B. People-oriented C. Achievement-oriented D. Transaction-oriented E. Participation-oriented

Answer: People-oriented Explanation: Leaders with a strong people-oriented style show mutual trust and respect for subordinates, demonstrate a genuine concern for their needs, and have a desire to look out for their welfare.

________ are/is the goodwill and resulting resources shared among members in a social network. A. Weak ties B. Social capital C. Guanxi D. A structural hole E. Degree centrality

Answer: Social capital Explanation: Social networks generate power through social capital—the goodwill and resulting resources shared among members in a social network. This goodwill motivates and enables network members to share resources with one another because social networks produce trust, support, and empathy among network members.

Which of the following refers to "walking the talk"? A. The leader uses metaphors to symbolize the vision to the employees. B. The leader continuously works as a part of a team to know them better. C. The leader provides specific instructions to help employees understand the task requirements. D. The leader steps out and behaves in ways that symbolize the vision. E. The leader continuously analyzes the path that the organization is taking.

Answer: The leader steps out and behaves in ways that symbolize the vision. Explanation: Transformational leaders not only talk about a vision; they enact it. They "walk the talk" by stepping outside the executive suite and doing things that symbolize the vision.

Having weak ties (i.e., being merely acquaintances) with people from diverse networks can be more valuable than having strong ties (i.e., having close friendships) with people in similar networks. Why is this so? A. Strong ties tend to be different from us, and different people tend to have different information and connections that we don't have. B. Weak ties are acquaintances who are usually different from us and therefore offer resources we do not possess. C. Strong ties are acquaintances who are usually different from us and therefore offer resources we do not possess. D. Weak ties tend to be similar to us and to each other, and similar people tend to have the same information and connections that we already have. E. Strong ties serve as a "bridge" across several unrelated networks, where we receive unique resources from each network rather than more of the same resources.

Answer: Weak ties are acquaintances who are usually different from us and therefore offer resources we do not possess. Explanation: Strong ties—our close-knit circle of friends—tend to be similar to us and to each other, and similar people tend to have the same information and connections that we already have. Weak ties, on the other hand, are acquaintances who are usually different from us and therefore offer resources we do not possess. Furthermore, by serving as a "bridge" across several unrelated networks, we receive unique resources from each network rather than more of the same resources.

Raoul knows he can take the risk of presenting "wild ideas" to the team without being ridiculed or threatened. This indicates Raoul's team has developed A. to the storming stage. B. an anything goes attitude. C. a norm of psychological safety. D. a norm of no conflict. E. a norm of emotional intelligence.

Answer: a norm of psychological safety. Explanation: Psychological safety refers to a shared belief that it is safe to engage in interpersonal risk-taking. In other words, employees are confident that presenting unusual ideas, constructively disagreeing with the majority, or experimenting with new work behaviors will not cause coworkers to threaten their self-concept, status, or career.

Which of the following conflict management styles is associated with low cooperativeness and low assertiveness? A. forcing B. inquisition C. compromising D. arbitration E. avoiding

Answer: avoiding Explanation: Avoiding tries to smooth over or avoid conflict situations altogether. It represents a low concern for both self and the other party. It is characterized by low degrees of cooperativeness and assertiveness.

Which of these refers to the degree and nature of interdependence between the power holder and others? A. visibility B. nonsubstitutability C. centrality D. discretion E. expertise

Answer: centrality Explanation: Centrality refers to the power holder's importance based on the degree and nature of interdependence with others. Centrality increases with the number of people dependent on you as well as how quickly and severely they are affected by that dependence.

What is one leadership category that middle manager's around the globe believe is characteristic of effective leaders? A. directive B. participative C. charismatic visionary D. servant E. charismatic authenticity

Answer: charismatic visionary Explanation: A major global research project over the past two decades has found that some features of leadership are universal and some differ across cultures. One leadership category, called charismatic visionary, is a universally recognized concept and middle managers around the world believe it is characteristic of effective leaders. Charismatic visionary represents a cluster of concepts including visionary, inspirational, performance orientation, integrity, and decisiveness.

"Strong ties" are A. relationships a manager has with upper-level managers. B. relationships a manager has with family and friends. C. easier to form than "weak ties." D. close-knit relationships. E. relationships with acquaintances.

Answer: close-knit relationships. Explanation: Strong ties are close-knit relationships, which are evident from how often we interact with people, how intensely we share resources with them, how much we experience psychological closeness to them, and whether we have multiple- or single-purpose relationships with them.

You have resolved a conflict with another department by offsetting your losses by equally valued gains. Which of the following conflict handling styles was used here? A. forcing B. yielding C. avoiding D. compromising E. problem-solving

Answer: compromising Explanation: Compromising is looking for a position in which your losses are offset by equally valued gains. It involves matching the other party's concessions, making conditional promises or threats, and actively searching for a middle ground between the interests of the two parties.

The conflict process model shows that A. once conflicts are manifest, they are immediately resolved. B. conflict episodes usually produce positive emotions. C. conflict escalation is usually due to perceptions and emotions. D. once conflict is manifest, the sources of conflict no longer matter. E. once conflict is manifest, the intensity of the conflict remains constant until it is resolved.

Answer: conflict escalation is usually due to perceptions and emotions. Explanation: Manifest conflict represents each party's decisions and behaviors toward the other. These conflict episodes may range from subtle nonverbal communication to warlike aggression. Conflict behaviors are influenced by many personal characteristics (personality, emotional intelligence, personal values, etc). However, as the model illustrates, these forms of manifest conflict are also influenced by how the situation is perceived and the emotions experienced from awareness of the conflict.

Which two Big Five personality dimensions are the strongest predictors of effective leadership? A. high conscientiousness and high extraversion B. high conscientiousness and low extraversion C. high agreeableness and low neuroticism D. high extraversion and high agreeableness E. openness to experience and high conscientiousness

Answer: high conscientiousness and high extraversion Explanation: Most of the Big Five personality dimensions are associated with effective leadership. However, the strongest predictors are high levels of extraversion (outgoing, talkative, sociable, and assertive) and conscientiousness (careful, dependable, and self-disciplined).

Relationship conflict is dysfunctional because it threatens all of the following except A. self-esteem. B. self-enhancement. C. mutual trust. D. self-verification. E. decreasing stereotypes.

Answer: decreasing stereotypes. Explanation: Relationship conflict is dysfunctional because it threatens self-esteem, self-enhancement, and self-verification processes. It usually triggers defense mechanisms and a competitive orientation between the parties. Relationship conflict also reduces mutual trust because it emphasizes interpersonal differences that weakens any bond that existed between the parties. Relationship conflict escalates more easily than task conflict because the adversaries become less motivated to communicate and share information, making it more difficult for them to discover common ground and ultimately resolve the conflict. Instead, they rely increasingly on distorted perceptions and stereotypes, which tend to reinforce their perceptions of threat.

The number or percentage of connections you have to others in the network is called A. social capital. B. degree centrality. C. closeness. D. discretion. E. visibility.

Answer: degree centrality. Explanation: A second factor in centrality is the number or percentage of connections you have to others in the network (called degree centrality). Recall that the more people are connected to you, the more resources (information, favors, etc.) will be available. The number of connections also increases centrality because you are more visible to other members of the network.

For many employees, the best nonsubstitutability strategy is to A. have a Master's degree. B. become friends with the boss. C. develop a personal brand. D. criticize co-workers. E. become more visible.

Answer: develop a personal brand. Explanation: For most of us, the best nonsubstitutability strategy is to develop a personal brand—a unique combination of knowledge, skills, and experience that is valuable to current or prospective employers. "Be unique about something. Be a specialist in something. Be known for something. Drive something," advises Barry Salzberg, the former global CEO of Deloitte Touche Tohmatsu Limited.

Employees in engineering and marketing often disagree with each other in how to achieve a target mainly because they have unique backgrounds, experiences, and training. The most apparent source of conflict here is A. task interdependence. B. differentiation. C. goal incompatibility. D. scarce resources. E. ambiguity.

Answer: differentiation. Explanation: Differences among people, departments, and other entities regarding their training, values, beliefs, and experiences. Differentiation can be distinguished from goal incompatibility because two people or departments may agree on a common goal but have profound differences in how to achieve that goal.

Which two leadership styles would path-goal theory prescribe for employees who are inexperienced and unskilled? A. directive and supportive B. directive and participative C. participative and supportive D. achievement-oriented and participative E. supportive and participative

Answer: directive and supportive Explanation: This leadership style emphasizes behaviors that encourage employees to reach their peak performance. A combination of directive and supportive leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled. Directive leadership gives subordinates information about how to accomplish the task, whereas supportive leadership helps them cope with the uncertainties of unfamiliar work situations. Directive leadership is detrimental when employees are skilled and experienced because it introduces too much supervisory control.

Which approach to negotiations is commonly used when there is a single issue in dispute, such as an employee's raise? A. distributive B. integrative C. mutual gains D. BATNA E. arbitration

Answer: distributive Explanation: Distributive negotiation is most common when the parties have only one item to resolve, such as product price or starting salary. Integrative negotiation is more common when multiple issues are open for discussion.

Path-goal theory argues that A. leadership is relatively unimportant in high-performance organizations. B. participative leadership is the most effective style of leadership. C. supportive leadership is best suited to maximize organizational performance. D. great leaders have certain common personal characteristics and goals. E. effective leaders select the most appropriate behavior based on the situation.

Answer: effective leaders select the most appropriate behavior based on the situation. Explanation: The path-goal model contends that effective leaders are capable of selecting the most appropriate style for each situation.

Employees are more likely to comply with a supervisor's legitimate power when the A. employees have high power distance. B. power holder gives orders outside the employees' normal role requirements. C. company encourages people to disobey orders that interfere with their work. D. manager has little charisma. E. manager has a very good reward system in place.

Answer: employees have high power distance. Explanation: People in high power distance cultures (that is, those who accept an unequal distribution of power) also tend to have higher obedience to authority compared with people in low power distance cultures.

Benny approached his supervisor at the plant, and asked if he could have the upcoming Wednesday off, if he promised to work the midnight shift for Alexi that Friday. Which influence tactic was Benny using? A. persuasion B. silent authority C. exchange D. information control E. coalition formation

Answer: exchange Explanation: Exchange activities involve the promise of benefits or resources in exchange for the target person's compliance with your request. Negotiation is an integral part of exchange influence activities.

Dev knows he is correct and needs a quick resolution to the conflict. He needs to use the ________ style. A. problem-solving B. avoidance C. forcing D. yielding E. compromising

Answer: forcing Explanation: The forcing style is usually inappropriate because it frequently generates relationship conflict more quickly or intensely than other conflict-handling styles. However, forcing may be necessary when you know you are correct (e.g., the other party's position is unethical or based on obviously flawed logic), the dispute requires a quick solution, or the other party would take advantage of a more cooperative conflict-handling style.

Which of the following would be a predictor of political behavior in the workplace? A. high Machiavellianism B. low Machiavellianism C. high need for affiliation D. high neuroticism E. high empathy

Answer: high Machiavellianism Explanation: One predictor of political behavior in the workplace and elsewhere is Machiavellianism. People with high Machiavellianism (high-Machs) are highly motivated to get what they want at the expense of others. They believe that deceit is a natural and acceptable way to achieve their goals; indeed, they take pleasure in misleading, outwitting, and otherwise controlling others.

Rearranging physical or reporting arrangements so employees across departments have more occasions to interact with one another is a basic method to A. clarify ambiguous rules. B. increase pooled interdependence. C. identify superordinate goals. D. increase resources. E. improve mutual understanding.

Answer: improve mutual understanding. Explanation: A third set of approaches for minimizing or preventing dysfunctional conflict is to help employees across the organization understand one another better through increased communication and more formal mutual understanding interventions. The most basic application of this strategy is to rearrange physical or reporting arrangements so employees across departments have more occasions to interact with one another.

Which of the following is a form of "soft" influence tactic? A. ingratiation B. upward appeal C. coalition forming D. silent authority E. information control

Answer: ingratiation Explanation: Ingratiation is called a soft influence tactic because it relies more on personal sources of power (referent, expert) and appeals to the target person's attitudes and needs.

Which negotiating approach is common when multiple issues are at stake? A. distributive B. integrative C. BATNA D. resistance E. forcing

Answer: integrative Explanation: Integrative negotiation is more common when multiple issues are open for discussion. Multiple issues provide greater opportunity for mutual gains because each issue or element in the negotiation has different value to each party.

Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds demonstrating the attribute of A. self-confidence. B. drive. C. emotional intelligence. D. integrity. E. personality.

Answer: integrity. Explanation: Integrity involves having strong moral principles, which supports the tendency to be truthful and to be consistent in words and deeds. Leaders have a high moral capacity to judge dilemmas using sound values and to act accordingly. Notice that integrity is ultimately based on the leader's values, which provide an anchor for consistency. Several large-scale studies have reported that integrity and honesty are the most important characteristics of effective leaders.

According to the literature on organizational conflict, constructive conflict A. is a positive application of conflict in organizations. B. is one of the most common outcomes of organizational conflict. C. is the only conflict management style that has high assertiveness and low cooperativeness. D. is the main source of conflict in organizations. E. should not be used as a conflict management strategy in organizations.

Answer: is a positive application of conflict in organizations. Explanation: Constructive conflict occurs when people focus their discussion around the issue while showing respect for people with other points of view. This conflict is called "constructive" because different positions are encouraged, so ideas and recommendations can be clarified, redesigned, and tested for logical soundness. Thus, constructive conflict is a positive application of conflict in organizations.

Servant leadership emphasizes the notion that A. employees are paid to serve their leaders. B. leaders should be able to serve the organization by maximizing employee performance. C. employees are servants in the organization, so they should place organizational objectives above their personal needs. D. leaders should serve the organization rather than the society. E. leaders serve followers, rather than vice versa.

Answer: leaders serve followers, rather than vice versa. Explanation: Servant leadership refers to the view that leaders serve followers, rather than vice versa. They help employees fulfill their needs and are coaches, stewards, and facilitators of employee performance.

Implicit leadership theory states that people have ________, which are preconceived beliefs about effective leaders. A. leadership substitutes B. the romance of leadership C. leadership prototypes D. leadership role models E. visionary leadership

Answer: leadership prototypes Explanation: One aspect of implicit leadership theory states that everyone has leadership prototypes—preconceived beliefs about the features and behaviors of effective leaders. These prototypes, which develop through socialization within the family and society, shape the follower's expectations and acceptance of others as leaders. These expectations and affirmations influence the employee's willingness to be a follower.

If people in certain roles can request certain behaviors of others, then there is A. countervailing power. B. substitutability. C. legitimate power. D. reverse dependence. E. visibility.

Answer: legitimate power. Explanation: Legitimate power is an agreement among organizational members that people in certain roles can request a set of behaviors from others. This perceived right or obligation originates from formal job descriptions as well as informal rules of conduct. It is usually the most important source of power in organizational settings, particularly between employees and managers.

To transform an abstract vision into more specific operational behaviors and practices requires ________ leadership. A. managerial B. shared C. servant D. task-oriented E. people-oriented

Answer: managerial Explanation: Transformational leadership identifies, communicates, and builds commitment to a better future for the organization or work unit. But these transformational leadership behaviors are not enough for organizational success. That success also requires managerial leadership to translate the abstract vision into more specific operational behaviors and practices, and to continuously improve employee performance and well-being in the pursuit of that future ideal. Managerial leadership also depends on transformational leadership to set the right direction.

Effective managers should A. increase the amount of conflict among employees. B. remove all forms of conflict from the organization, because it saps productivity. C. remove manifest conflict as well as negative conflict outcomes, even though the sources of conflict remain in place.Incorrect D. convince employees to engage in relationship conflict rather than the other forms of conflict. E. minimize the relationship conflicts that exist in the organization.

Answer: minimize the relationship conflicts that exist in the organization. Explanation: Constructive conflicts are useful to organizations and relationship conflicts are harmful. So, managers should encourage constructive conflicts and minimize relationship conflicts.

A person who seeks compromise to resolve a conflict is likely to have A. low assertiveness and low cooperativeness. B. low assertiveness and high cooperativeness. C. high assertiveness and low cooperativeness. D. high assertiveness and moderate cooperativeness. E. moderate assertiveness and moderate cooperativeness.

Answer: moderate assertiveness and moderate cooperativeness. Explanation: Compromising involves looking for a position in which your losses are offset by equally valued gains. It involves actively searching for a middle ground between the interests of the two parties. It has a moderate level of both cooperativeness and assertiveness.

The strategy of developing a personal brand increases which power contingency? A. centrality B. visibility C. nonsubstitutability D. discretion E. charisma

Answer: nonsubstitutability Explanation: For most of us, the best nonsubstitutability strategy is to develop a personal brand—a unique combination of knowledge, skills, and experience that is valuable to current or prospective employers.

Which of the following refers to the availability of alternative sources of resources? A. visibility B. nonsubstitutability C. centrality D. discretion E. referent power

Answer: nonsubstitutability Explanation: Individuals and work units have more power when the resource they offer is nonsubstitutable. Conversely, power decreases as the number of alternative sources of the critical resource increases. If you—and only you—have expertise that is valuable to the organization, you would be more powerful than if several people in your company possess this valued knowledge. Substitutability refers not only to other sources that offer the resource; it also refers to substitutions of the resource itself.

Implicit leadership theory states that A. everyone is capable of being an effective leader. B. the best leadership style depends on both the characteristics of employees and the environment in which they work. C. people underestimate a leader's impact on organizational events. D. people rely on prototypes of how a leader should look and act to evaluate a leader's effectiveness. E. leaders should act as change agents in organizations.

Answer: people rely on prototypes of how a leader should look and act to evaluate a leader's effectiveness. Explanation: Implicit leadership theory states that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes).

Drive, integrity, and knowledge of the business are A. three characteristics of charismatic leaders. B. the main elements of situational leadership theory. C. personal attributes of effective leaders. D. three path-goal leadership styles. E. three of the four elements of the transformational leadership model.

Answer: personal attributes of effective leaders. Explanation: Drive, integrity, and knowledge of the business are identified by the attribute perspective of leadership as three of the eight attributes of effective leaders.

Which of the following interpersonal conflict management styles represents a purely win-win orientation? A. forcing B. yielding C. avoiding D. problem solving E. compromising

Answer: problem solving Explanation: Problem solving tries to find a solution that is beneficial for both parties. This is known as the win-win orientation because people using this style believe the resources at stake are expandable rather than fixed if the parties work together to find a creative solution.

Introducing clear rules for resource allocation is one way of A. increasing the company's substitutability in the marketplace. B. eliminating countervailing power in the organization. C. reducing organizational politics regarding that decision. D. applying the inoculation effect. E. applying ingratiation.

Answer: reducing organizational politics regarding that decision. Explanation: The conditions that fuel organizational politics also give us some clues about how to control dysfunctional political activities. One strategy to keep organizational politics in check is to introduce clear rules and regulations to specify the use of scarce resources.

In a team meeting, Jared tells a colleague "That is one of the stupidest ideas I have ever heard. Are you crazy?" This represents A. task conflict. B. relationship conflict. C. honesty. D. emotional intelligence. E. team cohesion.

Answer: relationship conflict. Explanation: Relationship conflict is apparent when employees attack an opposing idea by questioning the competence of those who introduce that position or engage in the disputed behavior. Rather than identifying logical and factual concerns with someone's suggestion (task conflict), relationship conflict attempts to dismiss the idea by arguing that it was proposed or supported by people who lack expertise, intelligence, credibility, or other traits necessary to make good suggestions.

With the exception of forcing, gender differences in conflict-handling style are A. extreme. B. relatively large. C. relatively small. D. non-existent. E. exactly the same.

Answer: relatively small. Explanation: Except for the male preference for forcing, gender differences in conflict handling style are relatively small, but they have a logical foundation. Compared to men, women pay more attention to the relationship between the parties, so their preferred style tries to protect the relationship. This is apparent in less forcing, more avoiding, and slightly more use of compromising and yielding.

A BATNA A. represents the estimated cost of walking away from the relationship. B. is a form of "exploding offer." C. is a term representing one party's target point. D. is the difference between your resistance point and your opponent's resistance point. E. is an abbreviation for the steps in effective negotiation.

Answer: represents the estimated cost of walking away from the relationship. Explanation: BATNA (best alternative to a negotiated agreement) represents the estimated cost of walking away from the relationship.

Employees also have ________ power over their bosses through their feedback and ratings in 360-degree feedback systems. A. referent B. reward C. legitimate D. expert E. coercive

Answer: reward Explanation: Reward power is derived from the person's ability to control the allocation of rewards valued by others and to remove negative sanctions. Employees also have reward power over their bosses through their feedback and ratings in 360-degree feedback systems. These ratings affect supervisors' promotions and other rewards, so supervisors tend to pay more attention to employee needs after 360-degree feedback is introduced.

Most labor strikes are due to which source of conflict? A. generational diversity B. ambiguous rules C. communication D. differentiation E. scarce resources

Answer: scarce resources Explanation: Resource scarcity generates conflict because each person or unit requiring the same resource necessarily interferes with others who also need that resource to fulfill their goals. Most labor strikes, for instance, occur because there aren't enough financial and other resources for employees and company owners to each receive the outcomes they seek, such as higher pay (employees) and higher investment returns (stockholders).

Which perspective sees leadership as a role, rather than a position? A. shared leadership B. servant leadership C. directive leadership D. formal leadership E. managerial leadership

Answer: shared leadership Explanation: Formal leaders are responsible for leading others, but companies are far more effective when everyone assumes leadership responsibilities in various ways and at various times. This emerging view, called shared leadership, is based on the idea that leadership is a role, not a position. It doesn't belong to just one individual in the work unit. Instead, employees lead each other as the occasion arises

Managerial leadership assumes that the organization's objectives are A. stable. B. misaligned with the external environment. C. change focused. D. transforming. E. people-oriented.

Answer: stable. Explanation: Managerial leadership assumes the organization's (or department's) objectives are stable and aligned with the external environment. It focuses on continuously developing or maintaining the effectiveness of employees and work units toward those established objectives and practices. In contrast, transformational leadership assumes the organization is misaligned with its environment and therefore needs to change its direction.

In social networks, the more people a person knows, the harder it is to form ________, which are close-knit relationships. A. weak ties B. strong ties C. visibility D. centrality E. referent power

Answer: strong ties Explanation: The more people you know, the less time and energy you have to form "strong ties." Strong ties are close-knit relationships, which are evident from how often we interact with people, how intensely we share resources with them, how much we experience psychological closeness to them, and whether we have multiple- or single-purpose relationships with them (e.g., friend, coworker, sports partner).

According to the emerging view on organizational conflict, the two types of conflict are A. task conflict and constructive conflict. B. task conflict and optimal conflict. C. task conflict and relationship conflict. D. relationship conflict and optimal conflict. E. relationship conflict and process conflict.

Answer: task conflict and relationship conflict. Explanation: An emerging school of thought is that there are two types of conflict with opposing consequences: task conflict and relationship conflict.

People tend to feel an obligation to help others who have helped them. This subtle form of legitimate power is based on ________. A. countervailing dependence B. the norm of reciprocity C. the zone of indifference D. absorption E. expertise

Answer: the norm of reciprocity Explanation: Subtler forms of legitimate power also exist. Human beings have a norm of reciprocity—a feeling of obligation to help someone who has helped you.

Charisma refers to A. the personal traits that provide referent power over others. B. the traits that lead to managerial leadership. C. the situational traits that lead to transformational leadership. D. the people-oriented behaviors displayed by individuals. E. any situation where followers attribute positive things to leaders who do not really deserve this credit.

Answer: the personal traits that provide referent power over others. Explanation: Charisma is a personal trait or relational quality that provides referent power over followers.

Leaders who create, communicate, and model a shared vision for the team are using the ________ perspective. A. transformational leadership B. path-goal leadership C. implicit leadership D. managerial leadership E. substitute leadership

Answer: transformational leadership Explanation: Transformational leadership views leaders as change agents. They create, communicate, and model a shared vision for the team or organization. They encourage experimentation so employees find a better path to the future. Through these and other activities, transformational leaders also build commitment in followers to strive for that vision.

Which leadership theory or perspective adopts the view that leaders are agents of change? A. transformational leadership perspective B. path-goal theory C. implicit leadership perspective D. managerial perspective E. leadership substitutes

Answer: transformational leadership perspective Explanation: Transformational leadership views effective leaders as agents of change in the work unit or organization. They create, communicate, and model a shared vision for the team or organization, and they inspire followers to strive for that vision.

Studies have found that women, when compared to men, are evaluated negatively as leaders when they A. empower employees. B. use a participative style. C. use a directive style. D. use coaching. E. behave according to their followers' expectations.

Answer: use a directive style. Explanation: Several studies report that women are rated higher than men on the emerging leadership qualities of coaching, teamwork, and empowering employees. Yet studies also find that women are evaluated negatively when they try to apply the full range of leadership styles, particularly more directive and autocratic approaches.

When doctors prominently display their diplomas and credentials on their office walls, they are using which power contingency? A. visibility B. absorption C. centrality D. discretion E. expertise

Answer: visibility Explanation: Employees gain power when their talents remain in the forefront of the minds of their boss, coworkers, and others. In other words, power increases with your visibility. Some people strategically locate themselves in more visible work areas, such as those closest to the boss. People often use public symbols as subtle (and not-so-subtle) cues to make their power sources known to others. Many professionals display their educational diplomas and awards on office walls to remind visitors of their expertise.

Many professionals display their educational diplomas and awards on office walls to remind visitors of their expertise. This is an example of A. visibility. B. absorption. C. centrality. D. discretion. E. persuasion.

Answer: visibility. Explanation: Employees also gain visibility by being, quite literally, visible. People often use public symbols as subtle (and not-so-subtle) cues to make their power sources known to others. Many professionals display their educational diplomas and awards on office walls to remind visitors of their expertise.

Francis and Donald were disagreeing over who should take the holiday shift. Although Francis didn't really want to work that holiday, because Donald was very adamant that he have that holiday off, Francis agreed to take the shift. Because the issue was less important to Francis compared to Donald's feelings about the issue, the conflict was resolved by Francis A. forcing the issue. B. yielding to Donald. C. compromising. D. avoiding. E. using problem-solving skills.

Answer: yielding to Donald. Explanation: Yielding involves giving in completely to the other side's wishes, or at least cooperating with little or no attention to your own interests. This style involves making unilateral concessions and unconditional promises, as well as offering help with no expectation of reciprocal help.

Behaviors that employees willingly engage in based on their manager's legitimate power are within the A. zone of deference. B. zone of compliance. C. zone of indifference. D. zone of agreement. E. zone of trust.

Answer: zone of indifference. Explanation: Legitimate power has restrictions; it gives the power holder the right to ask others to perform only a limited domain of behaviors. This domain—known as the "zone of indifference"—is the set of behaviors that individuals are willing to engage in at the other person's request.