Leadership and Change

An individual's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motive to achieve success. This concept is called: A. problem solving. B. customer orientation. C. relationship building. D. achievement orientation.

achievement orientation

Which of the following statements is most likely true about active listening? A. An active listener will generally be thinking about the next thing to say. B. Active listeners usually disrupt the sender's message with questions and comments. C. Active listeners put the sender's message into their own words to improve understanding. D. Effective leaders are naturally good at active listening, which is a skill that cannot be developed.

active listeners put the sender's message into their own words to improve understanding

_____ is an effort to attain objectives by attacking or hurting others. A. Acquiescence B. Aggression C. Autonomy D. Assertiveness

aggression

Which of the following is most likely an example of a non-contingent reward? A. Performance bonus B. Annual salary C. Monthly commission D. Stock options

annual salary

Which of the following would most likely result in consistently higher effort and performance? A. Assigning goals that are both specific and difficult B. Having goals that are very difficult to achieve C. Assigning "do your best" goals D. Having multiple goals

assigning goals that are both specific and difficult

Performance is best described as: A. the likelihood that behaviors will be repeated without reward. B. judgments about the adequacy or inadequacy of behavior. C. behaviors directed toward the organization's mission. D. how much an individual enjoys a work activity.

behaviors directed toward the organization's mission

Which statement about empowerment and the operant approach is most likely true? A. The situation is almost always fixed, and followers are the only variables important in the performance equation. B. By changing the situation, leaders can enhance followers' motivation, performance, and satisfaction. C. Restructuring work processes and procedures generally has little effect on follower's motivational levels. D. Most followers enjoy the challenge of doing things in new ways and feel immediately empowered.

by changing the situation, leaders can enhance followers motivation, performance, and satisfaction

_____ use a graphic approach to systematically represent the root causes of a problem, the relationships between different causes, and sometimes a prioritization of which causes are most important. A. Cause analysis approaches B. Force field analysis C. Cause-and-effect diagrams D. Root-cause diagrams

cause-and-effect diagrams

The degree to which someone tells others something and ensures that they understand what was said is called: A. active communication. B. expression effectiveness. C. the intention component. D. communication effectiveness.

communication effectiveness

Which questions is most relevant to the task variable of team design? A. Are there too few or too many team members? B. Does the team have a meaningful piece of work? C. Has the team leader established a flexible climate? D. Does the team have an appropriate amount of diversity?

does the team have a meaningful piece of work

Which of the following statements about goals is most likely FALSE? A. Determining just how challenging to make goals creates a dilemma for many leaders. B. Goal commitment is likely to increase with follower participation in goal setting. C. Followers exert the greatest effort when goals are accompanied by feedback. D. Easily attainable goals result in higher levels of effort and performance.

easily attainable goals result in higher levels of effort and performance

Which of the following involves making judgments about the adequacy of behavior with respect to certain criteria such as work-group or organizational goals? A. Reliability B. Responsiveness C. Performance D. Effectiveness

effectiveness

Which of the following is a possible solution for groupthink? A. Increasing group cohesiveness and engaging in more over-bounding techniques. B. Isolating the group from outside sources which might bias decision making. C. Establishing an independent subgroup to make recommendations. D. Using mindguards to screen negative input from the group.

establishing an independent subgroup to make recommendations

A firm with a "pay for performance" culture that distributes bonuses and commissions for results obtained is most likely using the empowerment approach to motivate employees.

false

According to Brockner, fairness in the workplace makes intuitive sense and is present in most organizations.

false

Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments, which are most effective at motivating followers.

false

Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers.

false

Most leaders prefer appealing to their employees' personal values or giving them something meaningful to do.

false

Teams operate most effectively under one fixed type of authority over time.

false

a force field analysis is an idea-generating activity conducted in a group setting to formulate creative solutions to a problem

false

according to herzberg's theory, followers will exert additional effort if leaders improve working conditions and pay

false

according to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and the firms revenues and market share

false

credibility is made up of three components: expertise, commitment, relationships

false

dysfunctional turnover occurs when experienced executives retire or substandard performers are fired

false

in the team leadership model (TLM), the four process measures of effectiveness are good leverage points for fixing a problem

false

informal, personal communication is improved when the leader and follower are separated by a desk

false

job satisfaction surveys are most useful when compared to a dissimilar reference group, such as an organization of a different size or one in another industry

false

leader-member exchange has not changed in the last twenty years

false

leaders in the second quadrant of the credibility matrix most likely joined the company from an entirely different industry

false

role conflict occurs whenever leaders or followers are unclear about what they need to do and how they should do it

false

social contact is better satisfied by organizations than by groups

false

task-oriented behavior is adequate for accomplishing long-term objectives

false

the abilene paradox occurs when leaders are assertive but unclear with subordinates

false

the best listeners are passive listeners because they do not interrupt the speaker

false

the first stage of problem solving is analyzing the causes of the problem

false

the normative decision model has been established as an all-encompassing theory

false

the normative decision model shifts focus away from the situation and the followers to the leader

false

the ____ stage of development of groups is characterized by polite conversation, the gathering of superficial information about fellow members and low trust

forming

Which of the following assesses the overall degree to which employees are satisfied with their organization and their job? A. Hygiene factors B. Facet satisfaction item C. Global satisfaction item D. Motivators

global satisfaction item

What are the most powerful determinants of task behaviors according to Locke and Latham? A. Values B. Goals C. Abilities D. Needs

goals

the sum of forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it is called

group cohesion

Which term refers to interactions among team members, such as how they communicate with each other?

group dynamics

which term refers to the set of expected behaviors associated with a particular job or position

group role

A leader in the first quadrant of the credibility matrix has a _____ of trust and a _____ of expertise. A. low level; low level B. low level; high level C. high level; high level D. high level; low level

high level; high level

Which of the following is NOT a macro psychological component that underlies empowerment? A. Motivation B. Influence C. Learning D. Stress

influence

Which of the following is the correct sequence of events according to the systems view of communication? A. Intention, reception, expression, feedback, interpretation, new intentions. B. Intention, expression, reception, interpretation, feedback, new intentions. C. New intentions, reception, expression, intention, interpretation, feedback. D. Expression, new intention, feedback, interpretation, reception, intention.

intention, expression, reception, interpretation, feedback, new intentions

Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect? A. Decentralization B. Interactional justice C. Empowerment D. Distributive justice

interactional justice

Receiving conflicting information from two or more people about their expectations for your work behavior reflects: A. intersender role conflict. B. intrasender role conflict. C. interrole conflict. D. person-role conflict.

intersender role conflict

A manager makes the following statement to a subordinate, "I need this report back in five minutes, and it had better be perfect." Which term best describes this type of role conflict? A. Interrole conflict B. Intrasender role conflict C. Person-role conflict D. Intersender role conflict

intrasender role conflict

The _____ component of assertiveness skills concerns knowing where and when not to behave assertively. A. evaluative B. behavioral C. knowledge D. assertive

knowledge

Which statement best summarizes the components of empowerment as defined by the authors? A. Leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills necessary to make good decisions. B. Leaders articulate a vision and specific goals and hold followers responsible for achieving them. C. Followers act as entrepreneurs and owners who question rules and make intelligent decisions. D. Empowerment is a bottom-up approach that focuses on intelligent risk taking, growth, change, trust, and ownership.

leaders delegate leadership and decision making down to the lowest level possible and equip followers with the resources, knowledge, and skills to make good decisions

Which of the following is the LEAST likely way to increase assertiveness? A. Using first-person pronouns when speaking B. Learning to say "yes" to others more often C. Having self-talk that is positive and affirming D. Being persistent when seeking objectives

learning to say "yes" to others more often

One limitation of Maslow's Hierarchy of Needs is that it fails to: A. consider an individual's higher order needs. B. place enough emphasis on an individual's lower order needs. C. address the general nature of the various types of basic human needs. D. make specific predictions as to how individuals will satisfy their needs.

make specific predictions as to how individuals will satisfy their needs

In terms of the underlying causes of performance problems, leaders seem to have the most difficulty recognizing and rectifying: A. motivation problems. B. unclear expectations. C. employee skill deficits. D. resource shortages.

motivation problems

Using the example of starting a new exercise program, which of the following would be a restraining force in a force field analysis? A. Dissatisfaction with appearance B. Coworkers entering a 10K run C. No regular exercise partner D. Concern for health

no regular exercise partner

the clear emergence of a leader and the development of group norms and cohesiveness are the key indicators of the ____ stage of group development

norming

_____ are the informal rules that groups adopt to regulate and regularize group members behaviors

norms

functional, interdependent roles are characteristic of which stage of group development

performing

what type of conflict most likely occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products if deception is inconsistent with the salespersons's values and beliefs

person-role conflict

the inefficiencies created by more and more people working together is called

process losses

What is the main reason for people staying with organizations? A. Job evaluations based on 360-feedback B. Frequent development opportunities C. Use of pay-for-performance systems D. Promises of long-term employment

promises of long-term employment

What is the LEAST likely way that a leader could improve team effectiveness? A. Putting subtle pressure on dissenting members of the team to ensure concept cohesiveness B. Designing input-stage variables at the individual, organizational, and team design levels C. Ensuring that the team has a clear sense of purpose and performance expectations D. Providing coaching while the team is performing its task

putting subtle pressure on dissenting members of the team to ensure concept cohesiveness

Which of the following most likely occurs when leaders articulate high expectations for followers? A. Hawthorne effect B. Pygmalion effect C. Golem effect D. Hierarchy effect

pygmalion effect

at the organizational level, the TLM suggests that leaders examine the ____ that may be impacting the team

reward systems

Molly, a member of a product development team, is most likely experiencing _____ if she wonders, "Just what am I supposed to be doing?" A. role ambiguity B. role conflict C. role overload D. role insufficiency

role ambiguity

_____ refers to any time people increase their level of work due to the presence of others

social facilitation

the phenonmenon of reduced effort by people when they are not individually accountable for their work is referred to as

social loafing

For a team to do well, the individuals composing the team must sometimes not maximize their individual effort. This is referred to as: A. subsystem nonoptimization. B. limited span of control. C. organizational process loss. D. intersender role conflict.

subsystem nonoptimization

According to Herzberg's two-factor theory, which of the following is a hygiene factor? A. Recognition B. Responsibility C. Supervision D. Advancement

supervision

in comparing teams and group members, which statement is most likely true A. Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult. B. Group members have common goals; teams may not have the same degree of consensus about goals. C. Group members often have more differentiated and specialized roles than team members. D. Task interdependence typically is greater with groups than with teams.

team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult

Which of the following statements is NOT accurate concerning listening? A. The best listeners are passive listeners. B. Active listening demonstrates respect for others. C. Listening to others is just as important as expressing oneself clearly to them. D. Much of the information leaders have comes from listening to what goes on around them.

the best listeners are passive listeners

Which of the following is one of the motivators described in Herzberg's two-factor theory? A. Working conditions B. The work itself C. Co-workers D. Job security

the work itself

Leaders who are new college hires most likely fall into which of the following quadrants of the credibility matrix? A. First B. Second C. Third D. Fourth

third

Design is often the most frequently omitted step in teamwork that occurs in traditional organizations

true

Leaders are more likely to be successful when introducing change if they address and capitalize on followers' emotions.

true

Leaders can influence team effectiveness by providing frequent coaching while the team is performing its task.

true

Studies that suggest that if firms could get almost 4% more work out of each employee, the GDP in the US would increase by $355 billion

true

With Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task.

true

With role ambiguity, the problem is lack of clarity about just what the expectations are.

true

Worker productivity and job dissatisfaction in the United States are at an all-time high.

true

a leader's credo should describe what they leader believes in and will or will not stand for

true

according to McClelland, difference in achievement orientation are a key reason why people differ in the levels of effort they exert to accomplish assignments, objectives, and goals

true

according to the normative decision model, acceptance of a decision is not always critical for implementation

true

an active listener uses paraphrasing to improve understanding

true

an outsider to a group often is able to learn more about norms than an insider

true

communication effectiveness is the degree to which someone tells others something and ensures that they understand what was said

true

companies that spend more time and effort attracting, developing, and retaining the best people often report superior financial results

true

groups are characterized by mutual interaction and reciprocal influence

true

highly cohesive groups are likely to be characterized by low absenteeism and low turnover

true

in maslows hierarchy, physiological and security needs must be satisfied before belongingness or esteem needs are pursued

true

in surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the job such as pay or working conditions

true

leaders should praise followers in public and punish them in private

true

norms can be imported from the organization existing outside the team

true

procedural justice involves the process in which rewards or punishments are administered

true

studies show that credibility is one of the most important components of leadership success

true

the concept of motivation helps explain differences seen among people in terms of the energy and direction of their behavior

true

the hierarchy effect occurs when upper-level employees have higher global and facet satisfaction ratings than lower-level employees in the organization

true

using instruments such as the campbell interest and skills survey to select personnel may help a team's effort level from an individual perspective

true

volunteering to help another employee with a task or project is an example of organizational citizenship behavior

true

all of the following are ways leaders can improve communication skills EXCEPT: a. knowing the purpose of the message b. choosing an appropriate medium c. using constructive sarcasm d. sending clear signals

using constructive sarcasm