MGT 764 MSU Final Exam Fall 2022
Which of the following statements is NOT true about the nature of conflict? a. Conflict can increase employee commitment. b. Conflict must be managed correctly. c. Conflict is inherently destructive. d. Conflict can undermine decision quality.
c. Conflict is inherently destructive.
When a person's beliefs about a leader change based on the behavior of other people in the situation, this is known as __________. a. charisma b. transformation c. transaction d. attribution
d. attribution
Liam wants to influence his team by requesting their advice to solve a problem and to mutually set some performance goals. Which type of influence would this represent? a. personal appeals b. ingratiation c. inspirational appeals d. consultation
d. consultation
Which of the following is NOT an element of managing organization culture? a. teaching the organization culture b. taking advantage of the existing culture c. changing the organization culture d. criticizing the organization culture
d. criticizing the organization culture
Hareesh's employees are extremely competent and motivated. If Hareesh follows the Hersey and Blanchard model, then what type of leadership style should he use? a. participating b. telling c. selling d. delegating
d. delegating
Organization culture resists change for all of the following reasons EXCEPT a. it embodies the basic values in the firm. b. it is often taken for granted. c. it is typically communicated through stories and symbols. d. it changes so frequently that employees begin to resist further change. e. it involves changing basic assumptions
d. it changes so frequently that employees begin to resist further change.
Which of the following is more closely associated with leadership than with management? a. budgeting b. evaluating c. organizing d. motivating
d. motivating
What term refers to the performance improvements that occur because people work together rather than independently? a. team efficacy b. process loss c. cohesiveness d. process gain
d. process gain
Which of the following is NOT an element that makes up an organization's culture? a. shared values, norms, and assumptions b. trust and positive relationships c. how employees get work done d. span of control
d. span of control
Which of the following is NOT a characteristic of constructive conflict? a. It can result in higher-quality decisions. b. It can energize behavior. c. It can promote healthy competition. d. It can stimulate new ideas. e. It works best when people focus on emotions.
e. It works best when people focus on emotions.
Distributive negotiations occur under zero-sum conditions. What does this mean? a. Both sides gain equally under the negotiation so that neither loses. b. Any gain by one party is offset by an equivalent loss to the other party. c. Both sides lose equally under the negotiation so that neither wins. d. Any gain by one party is offset by an equivalent win for the other party.
b. Any gain by one party is offset by an equivalent loss to the other party.
When managing successful organizational change, what does it mean to take a holistic view? a. It involves starting with just one team, making adjustments, and then adopting gradually. b. It encompasses the culture as well as the people, tasks, structure, and information systems. c. It means recognizing uncertainties and ambiguities that arise during a transition time. d. It entails considering environmental complexities on a multinational and societal scale.
b. It encompasses the culture as well as the people, tasks, structure, and information systems.
Which of the following organizational sources of resistance occurs when decision-making authority is redistributed? a. Habit b. Threatened power c. Resource allocation d. Narrow focus of change e. Fear of the unknown
b. Threatened power
When each side sacrifices something in order to end the conflict, this is called __________. a. collaborating b. compromising c. competing d. avoiding
b. compromising
1. Discuss the different types of person-job and person-organization fit. Why should managers be concerned about achieving good fit between the individual and the job and organization? What are some of the correlates of good person-job and person-organization fit? At what stage in the employment relationship should organizations be concerned about addressing the degree of fit? Fit types have differential validity. Which types of fit do you think are most important for managing important job attitudes and turnover behavior? Assume you are trying to decrease turnover in your organization. Which types of fit would you focus on improving in order to decrease your turnover? Why?
a. (1) Person job fit = hiring by the skills, qualification and experience and evaluated if fit for the job and be able to bring productive results, job requirements and job description are compared to the skills and work the person has done in the past. Procedure is essential when training cost and time has to be saved. (2) Person organization fit = fits in the organizational culture, fit in the team they have to work with, can they have clashes by any nature of theirs that is different from the others working, will they accept their seniors and juniors and behave ethically with all and will the staff connected to them accept their presence in the workplace. Attain the best of results and productivity hiring has to be done in the person organization fit approach b. (1) essential and interrelated in a workplace to get the optimum results from hiring a person on a position (2) Any one of them being focused on alone will not give the results expected from the human resource input of an organization c. (1) person job fit and job satisfaction (2) p-j and organizational commitment (3) p-j and intent to quit (4) person organization fit and job satisfaction (5) p-o fit and organizational commitment (6) p-o fit intent to quit d. (1)I feel person job fit type is important to manage job attitudes and turnover behavior (higher correlations) (2) decrease turnover--> focus on person-job fit and person-group fit (turnover usually happens due to job satisfaction and behavioral differences) (3) not able to adjust with the work culture and the colleagues is when they will intent to leave the job
6. What steps can managers take to empower teams in organizations? To what degree, if any, does team empowerment relate to team performance?
a. (1) managers should be ready to give some powers to the team and ensure that empowerment should be used by the employees in the most effective manner (guidance before independent empowerment is necessary) (2) define the roles and scope of empowerment with do's and don'ts ( employees now know what is to be done and what requires further discussion) (3) should encourage open discussion, pro and cons of the action and take a safe risk. (4) align empowerment with accountability (back the overall ability of the team to succeed and give them sufficient opportunity) (5) should appreciate the team for the best utilization of empowerment (build suitable culture where empowering teams encouraged) b. There is a high degree of probability that team empowerment will result in a superior team performance (1) A sense of independence (2) Team member comes up with original ideas for successful result (3) Improved employee engagement in the team (4) Fostering closed knit bond and culture within the team
9. John is a member of a problem-solving team. The team has existed for some time. It is small and has developed some strong norms. The team has regular communication, and can quickly develop goals for making improvements as well as action plans for accomplishing the goals. What would you expect this group to be like in terms of its nature, membership, and member commitment to group goals? Furthermore, discuss the types of tasks that John's team will be most effective at accomplishing.
a. (1) nature - team meetings to get well along one another and understand each other, organizing social activities, involve everyone in planning (2) membership - team experience with diversified experience and background, understand the severity of task (problem solving skills), choose based on personality + broader vision + work ethics + integrity, ability to handle conflicts well, agreement among the team so members treat another and address issues accordingly (3) member commitment - require people with individual interest to accomplish certain amount of goal, ability to work as a part of team, compromise accordingly at the right situation, and put aside the ego's while working as a team to achieve desired amount of goal b. (1) Great & shared leadership traits (2) Shared responsibilities (3) Level of commitment to achieve towards the goal (4) Effective communication (5) Creative ideas and innovation (6)Adhering timelines and milestones
1. Discuss the different models of change as presented in the textbook and by Schein (1990). What are some reasons management might want to intentionally change the culture of their organization? Why are people resistant to change and what steps can management take to change organizational culture?
a. (1)Artifacts (2)Espoused Values (3)Basic underlying Assumptions (4) Enacted Values b. (1)technological changes and enhancements in the external environment (2) future changes in the industry (3) political and legal changes in the external environment c. (1)Fear of a new change (2) ignorant because of changing technology (3)Fear of losing the jobs due to technological advancements. (4)Lack of knowledge regarding the change d. (1)By informing the employees of benefits and requirement of the necessary change the organization (2)By imparting professional and proper training (3)By introducing rewards and motivational sessions
What distinguishes a command group from an affinity group? a. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure. b. A command group is impermanent and has an informal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure. c. A command group is impermanent and isn't required to report until its work is done. An affinity group is permanent and each of its members has a special role. d. A command group is permanent and has a formal reporting relationship. An affinity group is impermanent and meets whenever members choose to.
a. A command group is permanent and has a formal reporting relationship. An affinity group is permanent but isn't really part of the formal organization structure.
The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company's organization chart. This type of group is known as a __________. a. affinity group b. common interest group c. functional group d. command group
a. affinity group
According to Project GLOBE, which of the following is NOT a universal characteristic of strong leaders, regardless of culture or geography? a. being immodest b. being self-sacrificing c. acting diplomatic d. ensuring safety
a. being immodest
Oleg follows Vroom's decision tree to a terminal node and then discusses an important issue with his subordinates individually, getting their opinions before making a decision. Which style did Oleg use? a. consult b. delegate c. facilitate d. decide
a. consult
Which of the following is NOT one of the five basic group performance factors? a. cooperation b. informal leadership c. cohesiveness d. composition
a. cooperation
In path-goal theory, which leadership style is best for managing employees who are new to dealing with ambiguous, unstructured tasks? a. directive b. supportive c. participative d. achievement-oriented
a. directive
7. Discuss the power bases used by managers in organizations. Include a discussion of where these different bases reside and how a manager acquires them. What are the differential effects of each power base for producing commitment, compliance, and resistance? Which form of power do you think would be most effective to operate from if you were trying to convince organizational members of the need of a culture change and to accept your plan to create and guide the change process?
a. Coercive, legitimate, reward, referent, expert b. refer to the methods that managers and leaders utilize to influence their employees (power bases reside inside an individual - circumstances they are brought up and the position). Use the one which is more relative to their personality. Power = ability to do things or have others do what one has ordered. Authority = the foundation on which that power is built. Bases of power and authority are two interconnected attributes tied to the behavior of superiors over subordinates. c. (1) Coercive power - always negative, reduces employees' satisfaction (leading to lack of commitment and withdrawal), decline of productivity and creativity, insecurity or fear, and resistance. (2) Legitimate power -always mixed, employees comply with the orders of a manager (manager has the right to order so follow all the orders), Excessive orders = negative, results in less compliance (3) GOOD Reward power - motivation and encouragement, results in employee commitment, and compliance. (4) BEST Referent power - committed towards work, towards manager's orders, role model to the employees (employees follow)
When choosing team members, which of the following abilities would you NOT specifically look for? a. Coerciveness b. Self-management c. Conflict resolution d. Communication e. Collaborative problem-solving
a. Coerciveness
Which of the following statements is true about the importance of organizational culture? a. Culture can give competitive advantages. b. A strong culture is always desirable. c. Culture should emphasize results and growth. d. A good business strategy will override corporate culture
a. Culture can give competitive advantages.
5. What factors are important for effective group and team performance in organizations? What are some functional group leader roles that might support group and team effectiveness? What specific behaviors might leaders perform in order to create factors important for group success?
a. Factors - Cohesion, Communication, Stability, Trust, Clear role identification b. (1) Encourage open and direct communication (2) Ensure participation from every member (3) Lead projects and provide support (4) Resolve the conflicts between members in a team (5) Assign roles and responsibilities to every member (no overlapping) c. (1) Organize group or team outings for increasing cohesion (2) Trust the team members and give them authority to make decision in respective areas (3) Analyze individual behavior of members and have face to face discussion if any issue
8. The Mini-Mart organization is characterized by conflict between employees and management. Employees have poor attitudes toward management and little confidence in management to provide good leadership. Managers do, however, exercise considerable influence over employee work and have the ability to use rewards and punishments to motivate worker behavior. Employees have a lot of direction and guidance as to how to perform job tasks. From an LPC perspective, discuss which type of leader would be most effective at leading these employees. What specific types of behaviors would this leader need to demonstrate?
a. LPC theory = (1)how effective leaders are in various situations (2) high LPC = focus on relationships (3) Low LPC focus on tasks. b. democratic leadership. = is where the leader gives the employees the opportunity to talk and express their views (however, leader is still one to make the decision) High LPC could help with lack of understanding between management and employees b. give freedom for the employees to express their needs and expectations, lead them in unity and create a positive feeling towards the organization, act as a mediator between the employees and the management., employees must get satisfaction + motivated by the leader.
Which of the following statements is NOT true of the nature of leadership? a. Leaders need to use force and formal authority to be successful. b. Leadership is defined in terms of both process and property. c. Leaders use noncoercive influence on the people they work with. d. Leaders guide and direct group members to meet goals.
a. Leaders need to use force and formal authority to be successful.
Which of the following is true about organizational change? a. Overdetermination is an organizational source of resistance to change. b. Resistance may come from the organization but not the individual. c. People and organizations resist change due to decreased uncertainty. d. Resistance to change is a situation that needs to be overcome.
a. Overdetermination is an organizational source of resistance to change.
Nancy is the administrator at a community nonprofit. She was hired for her expertise in planning and budgeting, but she has experienced conflicts with personnel. Which of the following statements is true about Nancy's role? a. She is a manager. b. She is a leader. c. She is both a manager and a leader. d. She is neither a manager nor a leader.
a. She is a manager.
3. Considering the leadership theories that we read about and discussed, what do you consider leadership to be? Is there any difference between a leader and a manager? What factors do you think provide for effective leadership? Is it possible that situations may exist in which leadership is not necessary? Explain your answer.
a. The ability to lead the group in a right manner and making the people work by creating interest b. Leader inspires, motivates, and encourages (employees follow based on respect). Manager organizes, manages, and co-ordinates what employees do (employees don't always follow) c. Knowledge, Set an example, Fair, Goal Oriented, Maintain Integrity, or/and Emotional Intelligence d. Substitutes for Leadership = (1) Individual -individual professionalism, motivation, experience and training, indifference to rewards (2) Job - structured, highly controlled, intrinsically satisfying, embedded feedback (3) Group - group norms, group cohesiveness (4) Organization - procedures and rules, explicit goals and objectives, reward system
4. What is transformational leadership? Discuss the different dimensions of this type of leadership and the characteristics of transformational leaders. What are some correlates/outcomes of transformational leadership and how might these leaders affect job behaviors? What role does charisma play in transformational leadership and what are the differences (if any) between a transformational and a charismatic leader?
a. leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group. b. Transformational leadership serves to enhance the motivation, morale, and job performance (1) connecting the follower's sense of identity and self to a project and to the collective identity of the organization (2) being a role model for followers aka II (3) challenging followers to take greater ownership for their work (3) understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance aka IC c. characteristics - Extraversion, Neuroticism, Openness to experience, Agreeableness, Conscientiousness d. (1) Idealized Influence - role model (2) Inspirational Motivation - inspire (3) Individualized Consideration - understand strengths and weaknesses (4) Intellectual Stimulation - innovative and creative e. Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader's vision.
Elliot finds himself in a discussion about politics and current events in a group meeting. Everyone else joins in because they want to understand more about each other and share opinions. In which stage of group development is this most likely to occur? a. mutual acceptance b. communication and decision making c. motivation and productivity d. control and organization
a. mutual acceptance
The management department plans to grow based on several agreed-upon goals, but department members can't seem to agree on how the goals will actually be achieved. The management department is experiencing a. process conflict. b. relationship conflict. c. information conflict. d. values conflict. e. task conflict.
a. process conflict.
2. What is organizational culture? Distinguish culture from climate and discuss the ways in which culture is formed and manifested in organizations.
a. set of shared values, assumptions and beliefs that governs and dictates how the employee behave, dress, act, and performs their jobs in an organization b. (1) culture - foundation on which an organization is built. -- develops over the longer term and consists of the values, beliefs, norms and traditions guide how the organization does its business and how people behave. -- significant role in influencing all aspects of life within the organization and outside world (2) climate -It shapes the body of the organization. -- short term fluctuation and is determined by many factors which include leadership, structure, rewards and recognition -- surface level -- more to do with the mood or prevailing atmosphere -- what it feels like to work in the organization c. teach, define, reward, live, and measure
The process through which individuals learn what constitutes polite and acceptable behavior is called __________. a. socialization b. culture c. intrapreneurship d. innovation
a. socialization
What type of change is represented by reengineering and rethinking? a. structural change b. individual change c. group change d. task change
a. structural change
The values that make up organization culture are usually a. taken for granted. b. used as a strategic planning tool. c. celebrated on a monthly basis. d. discussed among employees. e. popularized in the company.
a. taken for granted
When you complete the Least-Preferred Coworker Scale, whom should you have in mind? a. the person with whom you can work the least well b. the person with whom you have the least in common c. the type of person you generally gravitate toward d. the type of person whom you like the least
a. the person with whom you can work the least well
What is the term for the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively? a. transformational leadership b. autocratic leadership c. charismatic leadership
a. transformational leadership
A task characterized by a high degree of structure and intrinsic satisfaction may render leadership behavior __________. a. unnecessary b. unavoidable c. counterproductive d. essential
a. unnecessary
Micah is known as someone who is respectful of and concerned about his subordinates. He effectively communicates so that his subordinates know what is expected of them. How would he be categorized according to the Ohio State leadership studies? a. low consideration, high initiating b. high consideration, high initiating c. low consideration, low initiating d. high consideration, low initiating
b. high consideration, high initiating
An __________ is a person who engages in leadership activities but whose right to do so has not been formally recognized. a. executive assistant b. informal leader c. experienced manager d. informal specialist e. None of these are correct.
b. informal leader
Organization development a. focuses on technological change. b. is the process of planned change using scientific knowledge. c. works best as a spontaneous process. d. has yet to emerge as a distinct field of study. e. is designed to combat unwanted change.
b. is the process of planned change using scientific knowledge.
Power held due to the position of authority is called __________ power. a. referent b. legitimate c. informational d. expert
b. legitimate
Sandra just stepped into the role of CEO for a restaurant chain. Sales have been falling, morale is low, and the properties have become rundown. The board of directors hired her because she's a charismatic leader. Using that style, what steps can she take to turn this organization around? a. focus on routine and regimented activities b. model self-confidence and show confidence in subordinates c. set moderate expectations so people can have quick successes d. engage in a data-driven study about how to increase sales
b. model self-confidence and show confidence in subordinates
Conflict is most likely to escalate due to __________. a. a high degree of task interdependence b. one party involved using aggressive tactics c. the uncertainty associated with change d. differences in people's values or worldviews
b. one party involved using aggressive tactics
Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact. a. positive, positive b. positive, negative c. negative, negative d. negative, positive
b. positive, negative
Organizational politics are a function of both individual employees and organizational culture. Which of the following would NOT be considered political behavior under the right circumstances? a. coalition building b. providing access to information c. controlling communication d. image management
b. providing access to information
Which of the following behaviors would be most likely to decrease the overall occurrence of politics within an organization? a. enacting change b. reducing uncertainty c. increasing workgroup size d. building coalitions
b. reducing uncertainty
When Walmart founder Sam Walton drove his old pick-up truck to work, his employees embraced his ethic of frugality. What type of power did he display? a. expert b. referent c. persuasive d. informational
b. referent
Angelo is resisting change at his accounting firm because the new rules say he isn't able to hire seasonal tax preparers anymore. What is this source of resistance called? a. overdetermination b. resource allocation c. threatened power d. narrow focus of change
b. resource allocation
All of Linda's coworkers have decided to go along with a new policy regarding getting paid overtime instead of taking comp time. Linda strongly disagrees with this policy, but she decides to say nothing due to __________. a. economic factors b. social factors c. habit d. security
b. social factors
According to the leader-member exchange (LMX) model, employees who are considered part of an in-group experience which of the following behaviors in their "vertical dyad" relationship? a. assignment of simpler tasks b. strong support from leadership c. fewer rewards from the organization d. less access to sensitive information
b. strong support from leadership
A group of managers cannot agree on what next month's sales goals should be. The group is experiencing a. process conflict. b. task conflict. c. relationship conflict. d. information conflict. e. values conflict.
b. task conflict.
Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur? a. leader-centered b. tightly formed c. reality and unrest d. start-up
b. tightly formed
Organizational culture helps people in an organization understand a. when to best socialize new employees. b. which actions are considered acceptable and which are considered unacceptable. c. how to improve their relations with customers. d. why their firm is outperforming the competition. e. which types of problems are likely to arise in their company.
b. which actions are considered acceptable and which are considered unacceptable.
Rewards are one of the strongest tools a manager can use to influence employee behavior. You want to develop rewards for the sales force at your company in order to increase profits. Which of the following statements is true about how you should proceed? a. Set high goals so that there's a sense of competition for the rewards. b. Tailor rewards so that top earners can get a head start for success. c. Give different rewards to different employees, based on their desires. d. Offer a monthly prize based on total sales.
c. Give different rewards to different employees, based on their desires.
Which of the following describes someone with a 1,1 rating on the Leadership Grid? a. I expect the work to be done and don't believe people issues should interfere. b. I support and respect my team and want them to be committed to our goals. c. I believe in doing the minimum amount of work in order to meet organizational goals. d. I enjoy the personal relationships with my team and want them to feel comfortable.
c. I believe in doing the minimum amount of work in order to meet organizational goals.
Which of the following statements indicates an accurate understanding of organizational culture? a. Skills and experience are way more important in hiring than how a person fits in. b. People who can do well in one organization can do well pretty much anywhere. c. Strong organizational cultures aren't necessarily associated with high performance. d. Within an organization, people explicitly tell newcomers how to adhere to the culture.
c. Strong organizational cultures aren't necessarily associated with high performance.
In which form of alternative dispute resolution does the third party have the authority to impose a settlement on the parties? a. conciliation b. ombudsman c. arbitration d. mediation
c. arbitration
An _________ is a physical manifestation of an organization's culture. a. assumption b. espoused value c. artifact d. experiential practice e. enacted value
c. artifact
Which conflict management style emphasizes problem solving and pursues an outcome that gives both parties what they want? a. competing b. compromising c. collaborating d. avoiding
c. collaborating
Which of the following factors is associated with a high level of group cohesiveness? a. individualism b. recent composition c. external threats d. large size
c. external threats
According to Hersey and Blanchard, what does appropriate leader behavior depend on? a. follower charisma b. follower in-group status c. follower readiness d. follower connection
c. follower readiness
A guideline for using legitimate power is a. maintaining credibility. b. engaging in role modeling. c. making requests politely but confidently. d. revealing accomplishments and awards. e. verifying compliance.
c. making requests politely but confidently.
In the continuous change process model, the final step is a. OB modeling. b. transition management. c. measurement, evaluation, and control. d. the change agent. e. a system audit and modification.
c. measurement, evaluation, and control.
Which of the following involves an impartial third party who facilitates a discussion using persuasion and logic, establishes each side's priorities, and suggests a settlement that does not have to be accepted? a. conciliation b. arbitration c. mediation d. dictation
c. mediation
What is a category of issues that management can address through quality-of-work-life programs? a. dress codes b. self-esteem c. social integration d. specializing tasks
c. social integration
Leadership ________ are characteristics that render leadership irrelevant. a. traits b. ethics c. substitutes d. neutralizers
c. substitutes
Which upward influence style emphasizes reason and uses an average amount of influence? a. bystander b. shotgun c. tactician d. ingratiator
c. tactician
Which factor determines the degree to which subordinates should participate in the decision-making process, according to Vroom's decision tree approach? a. the personal characteristics of employees b. the characteristics of the group c. the characteristics of the situation d. the manager's leadership style
c. the characteristics of the situation
Lewin's process model of systematic change includes a. ten steps. b. two steps. c. three steps. d. four steps. e. None of these are correct.
c. three steps.
All of the following are mechanisms that can affect the socialization of workers EXCEPT a. observing experienced employees. b. attending formal training. c. reading corporate statements about organization culture. d. All of these are correct. e. reading corporate pamphlets.
d. All of these are correct.
Assume you are interested in acquiring more power within your organization. Which of the following statements is true for your situation? a. Convincing people that they're in-group members builds your power. b. Being able to influence others against their will ensures greater power. c. Being able to fire a subordinate who does not follow formal work rules increases power. d. Having professional relationships outside the company is powerful.
d. Having professional relationships outside the company is powerful.
In recent years, there has been a renewed interest in the trait approach to determining leadership characteristics. Which of the following statements is true about this approach? a. Leadership can be predicted by factors such as body shape and handwriting style. b. Early studies identified being short as a leadership trait. c. Women and minorities have been well represented in the trait studies. d. Recent studies have identified a limited set of leadership traits, such as emotional intelligence, drive, and charisma are acknowledged leadership traits.
d. Recent studies have identified a limited set of leadership traits, such as emotional intelligence, drive, and charisma are acknowledged leadership traits.
Charles was a relatively new and inexperienced leader assigned to an experienced workgroup with long-standing performance norms and high group cohesiveness. These factors were so strong that nothing Charles did to change things had much effect. What type of leadership substitute is this? a. an in-group/out-group challenge b. an organizational roadblock c. a leader-member exchange d. a leadership neutralizer
d. a leadership neutralizer
Offering incentives that are desirable to workers is an example of how to effectively use __________ power. a. legitimate b. expert c. referent d. coercive e. reward
e. reward
