Bud 65 Exam 3

Student: ___________________________________________________________________________ 1. Which of the following is not a macro psychological component underlying empowerment? A. Learning B. Motivation C. Stress . Meaning

!. According to the two"factor theory# which of these is a hygiene factor? A. $o% security B. Achievement C. &esponsi%ility . Advancement and growth

'. (ersonal inputs refer to A. S)ills B. &ecognition C. $o% satisfaction . (ersonal growth

*. Leaders can motivate followers with strong +++++ values %y giving them opportunities to improve society and help others who are less fortunate. A. Affiliation B. ,edonism C. Altruism . Security

-. According to Alderfer.s e/istence"relatedness"growth theory# e/istence needs %asically correspond to Maslow.s A. (hysiological and social needs B. Social and esteem needs C. 0eed for self"actuali1ation . (hysiological and security needs

2. Which of the following is most important in the e3uity theory? A. 4he evaluation of e3uality of inputs or e3uality of outcomes B. 4he a%solute value of one.s own outcomes considered %y itself C. 4he a%solute value of one.s own inputs considered %y itself . 4he relationship %etween the two ratios

5. According to the te/t# what is the main reason for people staying with organi1ations? A. Bases 6o% evaluation on innovation B. Supports training and education C. 7ncourages fun# collegial relationships . (romises of long"term employment

8. Which of the following statements a%out goals is false? A. etermining 6ust how challenging to ma)e goals creates a dilemma for leaders B. 9oal commitment is critical and is often as high as commitment to goals followers helped to set C. :ollowers e/erted the greatest effort when goals were accompanied %y feed%ac) . 7asily attaina%le goals result in higher levels of effort and performance

;. Which of the following statements concerning the over6ustification effect is true? A. 4he over6ustification effect occurs in a num%er of situations B. &ewards seen as providing <informational< value typically result in a decrease in intrinsic motivation for the tas) C. =ver6ustification effect is more a reality than a myth . 7/ternal rewards may %ac)fire if they are given to people already intrinsically motivated to perform the tas)s

1>. 4ransformational leadership uses +++++ as the fuel to drive followers. heightened motivational levels. A. 7motion B. Logic C. &easoning . &eward

11. =ne.s core %eliefs a%out %eing a%le to successfully perform a given tas) is called A. Self"actuali1ation B. Self"efficacy C. Self"esteem . Self"fulfillment

1!. 4his occurs when leaders articulate high e/pectations for followers. A. ,awthorne effect B. (ygmalion effect C. (lace%o effect . ,ierarchy effect

1'. ?n effort"to"performance e/pectancy# A. 4he follower must determine whether the outcome is sufficiently positive to %e worth the time and effort B. 4he follower estimates the li)elihood of receiving a reward# given that she achieves the desired level of performance C. 4he follower must determine the li)ely outcomes# assuming that the previous two conditions have %een met . 4he follower estimates the li)elihood of performing the desired %ehavior ade3uately# assuming she puts forth the re3uired effort

1*. Which of the following statements a%out the e3uity theory is true? A. ?f the ratios are significantly different# a follower is not motivated to ta)e change B. As long as there is general e3uality %etween the two ratios# there is motivation to change C. 4he perception of ine3uity creates a state of tension and an inherent pressure for change . 7/actly what the follower will %e motivated to do depends on the direction of e3uality

1-. Adopting an effective empowerment program ta)es A. Motivation# learning and stress B. 4raining# trust and time C. 9uidance# influence and support . Self"determination# meaning and competence

12. Most leaders prefer appealing to their employees. personal values or give them something meaningful to do. 4rue :alse

15. 7/pectancy theory is a highly rational approach to understanding motivation. 4rue :alse

18. ?n Maslow.s hierarchy# physiological and security needs must %e satisfied %efore %elongingness or esteem needs are pursued. 4rue :alse

1;. Self"efficacy is not lin)ed to motivation and performance. 4rue :alse

!>. Behaviors that go %eyond 6o% descriptions and role re3uirements and help reduce the wor)load or stress of others in the organi1ation are organi1ational citi1enship %ehaviors. 4rue :alse

!1. Wor)er productivity and 6o% dissatisfaction in the @nited States are at an all"time high. 4rue :alse

!!. Sometimes followers are actually rewarded for %ehaviors that leaders are trying to e/tinguish and punished for %ehaviors that leaders want to increase. 4rue :alse

!'. :airness in the wor)place ma)es intuitive sense and is present in many organi1ations. 4rue :alse

!*. According to the 7&9 theory# only one need can operate at a time. 4rue :alse

!-. ?n surveys of 6o% satisfaction# a facet satisfaction item as)s a%out particular aspects of the 6o% such as pay or wor)ing conditions. 4rue :alse

!2. Motivation is the direction# intensity and persistence of %ehavior. 4rue :alse

!5. (rocedural 6ustice involves the process in which rewards or punishments are administered. 4rue :alse

!8. 4he emotions generated %y political campaigns often seem to provide a %etter e/planation for the large amount of time and effort people contri%ute. 4rue :alse

!;. At least some of the increasing violence at home and in the wor)place may %e e/acer%ated %y poor leadership. 4rue :alse

'>. Leaders appear to %e very good at accurately assessing followers. wor) values. 4rue :alse

'1. According to the te/t# a group is defined as <two or more persons who are interacting with one another in such a manner that each person influences and is influenced %y each other person<. Which of the following is an aspect of this definition? A. An individual can only %elong to one group B. 9roup mem%ers interact with# %ut do not influence# each other C. ?t includes the concept of the one"way nature of influence %etween leaders# followers and situation . ?t incorporates the concept of reciprocal influence %etween leaders and followers

'!. Which of the following is an authority dynamic? A. 4eam tas) B. S)ills and a%ilities C. Aalues and attitudes . ?nformation systems

''. :or a team to do well# the individuals composing the team must sometimes not ma/imi1e their individual effort. 4his is referred to as A. Su%system nonoptimi1ation B. Span of control C. (rocess loss . ?ntersender role conflict

'*. 9eographically dispersed teams are more commonly referred to as A. Self"managed teams B. ?nterdependent teams C. ?ndependent teams . Airtual teams

'-. 4hese are the sets of e/pected %ehaviors associated with particular 6o%s or positions. A. 9roup roles B. 9roupthin) C. Social facilitation . 9roup dynamics

'2. 4his role conflict occurs when a store manager encourages a salesperson to mislead customers a%out the 3uality of the store.s products when this %ehavior is inconsistent with the salesperson.s values and %eliefs. A. ?nterrole conflict B. ?ntrasender role conflict C. ?ntersender role conflict . (erson"role conflict

'5. &eceiving conflicting information from two or more people a%out their e/pectations for your wor) %ehavior reflects A. ?ntersender role conflict B. ?ntrasender role conflict C. ?nterrole conflict . (erson"role conflict

'8. 4hese are the informal rules that groups adopt to regulate and regulari1e group mem%ers. %ehaviors. A. Aalues B. 0orms C. Meanings . 9roupthin)

';. 7ducation systems relate to A. Authority dynamics B. Control systems C. ?nterpersonal %ehaviors . 9roup dynamics

*>. 4he inefficiencies created %y more and more people wor)ing together is called A. 9roupthin) B. Social loafing C. (rocess losses . eindividuation

*1. According to Bat1en%ach and Smith# which of the following may %e the most important single step in teamwor)? A. evelopment B. esign C. ream . ynamics

*!. A highly cohesive group with mem%ers who overstep their %oundaries or even violate laws to please the leader illustrates A. 9roupthin) B. =llieism C. =ver%ounding . 4eamwor)

*'. =ne of the disadvantages of highly cohesive group is finding that# people in such groups often %ecome more concerned with striving for unanimity than in o%6ectively appraising different courses of action. 4his phenomenon is called A. 9roupthin) B. (unctuated e3uili%rium C. =ver%ounding . =llieism

**. Which of the following is a possi%le solution for groupthin)? A. ?ncrease cohesiveness B. ?solate the group from outside sources which might %ias decision ma)ing C. @se independent su%groups to ma)e recommendations . @se mindguards to screen negative information from the group

*-. :unctional# interdependent roles are characteristic of which stage of group development? A. :orming B. Storming C. 0orming . (erforming

*2. With role am%iguity# the pro%lem is lac) of clarity a%out 6ust what the e/pectations are. 4rue :alse

*5. Social contact is %etter satisfied %y organi1ations than %y groups. 4rue :alse

*8. 9reater cohesiveness does not always lead to higher performance. 4rue :alse

*;. esign is often the most fre3uently omitted step in teamwor). 4rue :alse

->. An outsider to a group often is a%le to learn more a%out norms than an insider. 4rue :alse

-1. 0orms can %e imported from the organi1ation e/isting outside the team. 4rue :alse

-!. Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers. 4rue :alse

-'. @sing instruments such as the Camp%ell ?nterest and S)ills Survey to select personnel may help a team.s effort level from an individual perspective. 4rue :alse

-*. 4he distance %etween mem%ers of a virtual team is unidimensional. 4rue :alse

--. 4as)"oriented %ehavior is ade3uate for accomplishing long"term o%6ectives. 4rue :alse

-2. 4eams can operate effectively under one fi/ed type of authority over time. 4rue :alse

-5. 4he mere opportunity to communicate electronically is sufficient to ensure teamwor). 4rue :alse

-8. 9roups are characteri1ed %y mutual interaction and reciprocal influence. 4rue :alse

-;. =llieism occurs when people in a highly cohesive group often %ecome more concerned with striving for unanimity than in o%6ectively appraising different courses of action. 4rue :alse

2>. 4he four process measures of effectiveness are good leverage points for fi/ing a pro%lem. 4rue :alse

21. 4he root of e/tinction# %oth for an organi1ation and for the population at large# is not attending to A. (rocess characteristics B. 4as) characteristics C. =rgani1ational characteristics . 7nvironmental characteristics

2!. 4ypically# greater hori1ontal comple/ity is associated with A. 4he num%er of hierarchical levels appearing on an organi1ation chart B. 4he increased li)elihood for communication %rea)downs %etween su%units C. 4he degree of standardi1ation in an organi1ation . 4he diffusion of decision ma)ing throughout an organi1ation

2'. What term descri%es the collective set of %usiness decisions a%out how to allocate scarce resources to ma/imi1e the strengths of the organi1ation# given the e/ternal opportunities# while minimi1ing the organi1ational wea)nesses# given the e/ternal threats? A. 4as) structure B. Strategy C. ?ntrinsic motivation . ynamics

2*. $eff wor)s as a self"employed consultant. ,e decides when# where and how he wor)s %ased on mar)et demand and personal preference. $eff.s 6o% has a high degree of A. Autonomy B. 4as) interdependence C. 4as) structure . S)ill variety

2-. Lance is an emergency room nurse and handles life and death cases every day. Lance.s 6o% has high A. S)ill variety B. 4as) identity C. 4as) significance . 4as) structure

22. Which of the following is an advantage of decentrali1ed organi1ations? A. @niform policies and procedures B. Minimal participation in the decision process C. 9reater acceptance and ownership of decision outcomes . Clearer coordination procedures

25. 4he role theory clarified how situational demands and constraints cause A. Aertical comple/ity B. ,ori1ontal comple/ity C. &ole overload . &ole conflict

28. Wor)ers may %e a%le to accomplish their tas)s in an autonomous fashion# %ut the products of their efforts must %e coordinated in order for the group to %e successful. 4his refers to A. 4as) interdependence B. Autonomy C. 4as) structure . S)ill variety

2;. What are the three components of inputs? A. S)ills# a%ilities# values B. System# unit# individual C. Strategy# wor)# people . 7nvironment# resources# history

5>. What is the greatest disadvantage of the matri/ design? A. ecreased lateral communication and coordination B. ?nefficient utili1ation of human resources C. 7mployees end up wor)ing for two %osses . ?t can create scheduling nightmares

51. ?f we consider the e/ample of ironing a shirt# which of the following tas) dimensions would %e high? A. S)ill variety B. 4as) significance C. 4as) structure . 4as) interdependence

5!. ?n terms of environmental uncertainty# structures in sta%le environments should %e A. :le/i%le enough to adapt to changing conditions B. &elatively formali1ed C. ,ighly differentiated . =rganic structures

5'. When there is a )nown procedure for accomplishing a tas)# rules governing how one goes a%out it and if these rules are followed# there is one result. 4hese features characteri1e aCnD A. 4as) identity B. Structured tas) C. 4as) significance . @nstructured tas)

5*. 4his represents the degree to which a leader.s wor) group is affected %y the activities of other su%units within the organi1ation. A. Centrali1ation B. Lateral interdependence C. ,ori1ontal comple/ity . Spatial comple/ity

5-. 4he degree to which a situation re3uires completion of a whole unit of wor) from %eginning to end with a visi%le outcome is called A. S)ill variety B. 4as) significance C. 4as) identity . Autonomy

52. Competitive advantage in one generation of a product.s life is no guarantee of success for future generations of that product. 4rue :alse

55. 4he most important point regarding situational engineering is to get leaders and followers to understand that the situation is not set in concrete. 4rue :alse

58. What may appear to %e a ma6or technical innovation may also %e devastating to organi1ational culture. 4rue :alse

5;. 9reater hori1ontal comple/ity is associated with an increased li)elihood for communication %rea)downs %etween su%units. 4rue :alse

8>. Autonomy is the degree to which a 6o% provides an individual with some control over what he does and how he does it. 4rue :alse

81. With the Myers"Briggs 4ype ?ndicator# 6udgers prefer activities that are unstructured. 4rue :alse

8!. ,istory of the organi1ation includes not only the recent past that %ears upon today.s wor) %ut also myths a%out the organi1ation.s origin. 4rue :alse

8'. Solving a morale pro%lem e/emplifies a structured tas). 4rue :alse

8*. &esearchers advocating the situational viewpoint %elieved leaders were made# not %orn. 4rue :alse

8-. 4he degree of formali1ation in an organi1ation tends to vary with its si1e. 4rue :alse

82. 4he lowest level of technological comple/ity occurs when a continuous process is mechani1ed from %eginning to end. 4rue :alse

85. Leaders at higher organi1ational levels spend a considera%le amount of time implementing policies. 4rue :alse

88. Administrative costs are low in matri/ organi1ations. 4rue :alse

8;. ?n the information age# companies succeed according to how well they can capture the %enefits from <economies of scale and scope<. 4rue :alse

;>. =rgani1ational climate is partly a function of organi1ational culture. 4rue :alse

;1. 4he highest levels of situational favora%ility occur when A. Leader"mem%er relations are good# the tas) is structured and position power is high B. 4here are high levels of leader"mem%er conflict# the tas) is unstructured and the leader does not have the power to rewardEpunish su%ordinates C. Leader"mem%er relations are good# the tas) is unstructured and position power is low . 4here are high levels of leader"mem%er conflict# the tas) is structured and the leader has the power to rewardEpunish su%ordinates

;!. Which leader %ehaviors are mar)ed %y attention to the competing demands of treating followers e3ually while recogni1ing status differentials %etween the leader and the followers? A. Achievement"oriented leadership B. irective leadership C. (articipative leadership . Supportive leadership

;'. 4his is the wea)est element of situational favora%ility. A. Su%ordinate acceptance B. Leader"mem%er relations C. 4as) structure . (osition power

;*. :ollower readiness refers to A. ,ow ready an individual is to perform a particular tas) B. An assessment of an individual.s personality C. A personal characteristic . An assessment of an individual.s traits and values

;-. :iedler.s contingency theory uses which of the following instruments to determine the relevant characteristic of the leader? A. 4he Myers"Briggs 4ype ?ndicator B. 4he California (ersonality ?nventory C. 4he Least (referred Cowor)er Scale . 4he :ive :actor (ersonality ?nventory

;2. Which two %road categories of leader %ehaviors did the situational leadership model originally identify? A. irective and supportive B. 4ransformational and transactional C. Behavior"oriented and cognitively"oriented . ?nitiating structure and consideration

;5. ?nternal"locus"of"control followers A. Are much more satisfied with leaders who e/hi%it achievement"oriented %ehaviors than they are with leaders who are supportive B. Believe outcomes are a result of their own decisions C. Are more satisfied with directive leader %ehaviors than they are with participative leader %ehaviors . Believe they are# relatively spea)ing# <pawns of fate<

;8. ?n terms of the four leadership styles of situational leadership# a high tas)Elow relationship %ehavior is referred to as A. elegating B. Selling C. (articipating . 4elling

;;. ?n terms of the path"goal theory# which of the following is considered a situational factor? A. 4he decision 3uality B. Leader"mem%er relations C. (osition power . 4he tas)

1>>. ?f a decision has a rational or o%6ectively determina%le <%etter or worse< alternative# the leader should select the %etter alternative. 4his refers to A. Strategic agility B. ecision acceptance C. (ro%lem solving . ecision 3uality

1>1. Which of the following statements a%out high"L(C leaders is true? A. ?f tas)s are %eing accomplished in an accepta%le manner# they will move to their secondary level of motivation# which is forming and maintaining relationships with followers B. 4hey are primarily motivated %y the tas)# which means that they primarily gain satisfaction from tas) accomplishment C. 4hey are primarily motivated %y relationships# which mean that they are primarily satisfied %y esta%lishing and maintaining close interpersonal relationships . 4hey will focus on improving their relationships with followers after they are assured that assigned tas)s are %eing satisfactorily accomplished

1>!. According to the situational leadership theory# four types of leadership %ehavior can %e identified. 4hey include all of the following e/cept A. elegating B. Selling C. (articipating . Modeling

1>'. 4he four contingency theories presented have all of the following common assumptions e/cept A. 4hey are theories rather than 6ust someone.s opinion B. 4hey assume the leader can diagnose )ey aspects C. 4hey all assume leaders can act in a fle/i%le manner . 4hey all assume a correct match %etween situational and follower characteristics and leaders. %ehaviors have a positive effect on group outcomes

1>*. Situational leadership theory suggests that the leader should %ase his %ehavior upon A. Aalued rewards B. :ollower maturity C. 4as) structure . Leader"mem%er relations

1>-. What should leaders first assess in order to apply the situational leadership model? A. 4he level of tas) and relationship %ehavior that has the %est chance of producing successful outcomes B. 4he readiness level of the follower relative to the tas) to %e accomplished C. 4he follower.s current level of readiness and then determining the leader %ehavior that %est suits the follower in that tas) . 4he %ehavior pattern that would fit the follower if that follower were one level higher in readiness

1>2. 4he situational leadership theory is a useful way for getting leaders to thin) a%out how leadership effectiveness may depend somewhat on %eing fle/i%le with different su%ordinates. 4rue :alse

1>5. ?n path"goal theory# redundant leader %ehaviors might %e interpreted %y followers as an attempt %y the leader to e/ert e/cessive control. 4rue :alse

1>8. According to path"goal theory# followers will actively support a leader as long as they view the leader.s actions as a means for increasing their own levels of satisfaction. 4rue :alse

1>;. 4he normative decision model shifts focus away from the situation and the followers to the leader. 4rue :alse

11>. 4he highest levels of situational favora%ility occur when leader"mem%er relations are good# the tas) is structured and the position power is high. 4rue :alse

111. 4he contingency model of leadership maintains that leaders are fle/i%le in their %ehavior. 4rue :alse

11!. According to :iedler.s contingency model# the content of leadership training should emphasi1e %ehavioral fle/i%ility in leaders rather than situational engineering. 4rue :alse

11'. Acceptance of a decision is not always critical for implementation. 4rue :alse

11*. Both leader %ehaviors and follower characteristics are important in determining outcomes in path"goal theory. 4rue :alse

11-. ?n situational leadership# Ffollower readiness. refers to a follower.s a%ility and willingness to accomplish a particular tas). 4rue :alse

112. 4he normative decision model has %een esta%lished to %e an all encompassing theory. 4rue :alse

115. 4he path"goal theory assumes that leaders use the same styles with different su%ordinates. 4rue :alse

118. (osition power is not a characteristic of the leader %ut of the situation the leader finds himself or herself in. 4rue :alse

11;. (ath"goal theory considers three situational factors that can serve as an independent motivational factor. 4rue :alse

1!>. According to path"goal theory# follower satisfaction is directly related to the degree of participative %ehaviors manifested %y the leader. 4rue :alse

1!1. What is the underlying cause for a huge percentage of failures of change initiatives? A. 4he leader.s ina%ility or unwillingness to address culture and capa%ilities issues B. Leaders act to optimi1e their part of the organi1ation at the e/pense of su%optimi1ing the organi1ation.s overall effectiveness C. 4he leader does not have a compelling vision or fails to motivate others to do something different . 4op leaders may fail to demonstrate empathy and listening s)ills

1!!. According to Beer.s model for organi1ational change# leaders can increase the amount of change %y A. ?ncreasing the amount of resistance in followers B. ecreasing the level of dissatisfaction C. ,aving no change plan . ?ncreasing the clarity of vision

1!'. 4he formula for the rational approach to change is A. C G / = / 4 H & B. C G / M / ( H & C. C G M / & / H( .CG /=/L/4

1!*. Which of the following statements is false? A. A vision helps the organi1ation ma)e choices a%out what it should and should not do B. A vision statement does not have to %e a solo effort on the part of the leader C. A vision is the final destination for an organi1ation . =ftentimes leaders will wor) with a team of followers to craft a vision statement

1!-. Which of the following statements a%out transformational leaders is true? A. 4hey are inherently future"oriented B. 4heir vision is %ased solely on their own values C. 4hey sometimes ta)e credit for others. accomplishments . 4hey tend to %e emotionally e/pressive

1!2. ?n this stage of coping with change# you start to 3uestion whether the company really )new what it was doing %y letting you go and perhaps rationali1e that they will pro%a%ly %e calling you %ac). A. Acceptance B. &e6ection C. Anger . Shoc)

1!5. 4his component of the change model is where the change initiative %ecomes tangi%le and actiona%le %ecause it consists of the development and e/ecution of the change plan. A. Amount of change B. issatisfaction C. &esistance . (rocess

1!8. 4he ::M personality dimension of agreea%leness most strongly correlates with which component of transformational leadership? A. ?nspiring trust B. Aisionary thin)ing C. 7mpowering others . ,igh impact delivery

1!;. According to Beer.s model for organi1ational change formula# C G for? A. 4he amount of coordination B. 4he type of coordination C. 4he amount of change . 4he type of change

/ M / ( H &# what does <C< stand

1'>. According to research# the leader.s vision is A. Consistent with current realities B. @sually presented in written form so su%ordinates can study it C. =ften depressing Cin the short runD for the su%ordinates who must change their view . =ften a colla%orative effort

1'1. Management s)ills are important for A. Coaching followers on how to do things differently B. etermining a new vision for the organi1ation C. ?ncreasing dissatisfaction . &eviewing progress on change plans

1'!. According to Bass# transformational leaders A. (ossess good visioning B. Motivate followers %y setting goals C. (romise rewards for desired performance . (erpetuates the status 3uo

1''. ?n this type of leadership# the MLI assesses the e/tent to which leaders avoid responsi%ilities# fail to ma)e decisions# are a%sent when needed or fail to follow up on re3uests. A. Bureaucratic B. Autocratic C. Laisse1"faire . emocratic

1'*. 4ransactional leadership A. =ccurs when a person possesses authority not %ecause of tradition# %ut %ecause of the laws that govern the position occupied B. Serves to change the status 3uo %y appealing to followers. values and their sense of higher purpose C. =ccurs when the traditions of society dictate who has authority and how this authority can %e used . =ccurs when leaders and followers are in some type of e/change relationship in order to get needs met

1'-. 4his ta)es place when followers do no more than a%ide %y the policies and procedures surrounding change re3uests. A. Cooperation B. Compliance C. Commitment . Malicious compliance

1'2. 4he rational approach provides leaders with a siloed thin)ing process on how to drive change. 4rue :alse

1'5. Charismatic leaders are thought to possess superhuman 3ualities or powers of divine origin that sets them apart from ordinary mortals. 4rue :alse

1'8. Charismatic leaders recogni1e the shortcomings of a present order and offer an imaginative vision to overcome them. 4rue :alse

1';. ?t is easier to drive change when followers are satisfied. 4rue :alse

1*>. Charisma is pro%a%ly more a function of the leader.s personal characteristics than of the followers. reactions to a leader. 4rue :alse

1*1. Bass.s theory of transformational and transactional leadership is %ased on surveys and correlational studies. 4rue :alse

1*!. 4he and M components of the change model are the hardest for leadership practitioners to accomplish. 4rue :alse

1*'. Charismatic leaders are always controversial. 4rue :alse

1**. A personali1ed leadership style seems to %e responsi%le for the feelings of empowerment. 4rue :alse

1*-. Leaders act to optimi1e their part of the organi1ation at the e/pense of su%optimi1ing the organi1ation.s overall effectiveness in siloed thin)ing. 4rue :alse

1*2. 4ransactional leadership is very common %ut tends to %e transitory. 4rue :alse

1*5. According to the te/t# the rational and emotional approaches are the two ma6or ways to drive organi1ational change. 4rue :alse

1*8. 7motions are often the fuel driving large"scale initiatives for change. 4rue :alse

1*;. Leaders thin) a%out organi1ations as an interloc)ing set of processes and procedures when they use a systems thin)ing approach. 4rue :alse

1->. 4he rational approach to change can %e represented %y the formulaJ AG n / ( / & / 4. 4rue :alse

Bud 2- 7/am ' Bey

1. (p. 404) Which of the following is not a macro psychological component underlying empowerment? A. Learning B. Motivation C. Stress D. Meaning

Difficulty: Moderate Hughes - Chapter 0 !4" #ype: $no%ledge

!. (p. 4&0) According to the two"factor theory# which of these is a hygiene factor? A. $o% security B. Achievement C. &esponsi%ility . Advancement and growth

Difficulty: 'asy Hughes - Chapter 0 !4 #ype: $no%ledge

'. (p. " () (ersonal inputs refer to A. S)ills B. &ecognition C. $o% satisfaction . (ersonal growth

Difficulty: 'asy Hughes - Chapter 0 !") #ype: $no%ledge

*. (p. ")() Leaders can motivate followers with strong +++++ values %y giving them opportunities to improve society and help others who are less fortunate. A. Affiliation B. ,edonism C. Altruism . Security

Difficulty: Moderate Hughes - Chapter 0 !&* #ype: $no%ledge

-. (p. ")0) According to Alderfer.s e/istence"relatedness"growth theory# e/istence needs %asically correspond to Maslow.s A. (hysiological and social needs B. Social and esteem needs C. 0eed for self"actuali1ation D. (hysiological and security needs

Difficulty: Hard Hughes - Chapter 0 !&& #ype: $no%ledge

2. (p. " *) Which of the following is most important in the e3uity theory? A. 4he evaluation of e3uality of inputs or e3uality of outcomes B. 4he a%solute value of one.s own outcomes considered %y itself C. 4he a%solute value of one.s own inputs considered %y itself D. 4he relationship %etween the two ratios

Difficulty: Hard Hughes - Chapter 0 !" #ype: $no%ledge

5. (p. 4+&) According to the te/t# what is the main reason for people staying with organi1ations? A. Bases 6o% evaluation on innovation B. Supports training and education C. 7ncourages fun# collegial relationships D. (romises of long"term employment

Difficulty: Moderate Hughes - Chapter 0 !4, #ype: $no%ledge

8. (p. ") ) Which of the following statements a%out goals is false? A. etermining 6ust how challenging to ma)e goals creates a dilemma for leaders B. 9oal commitment is critical and is often as high as commitment to goals followers helped to set C. :ollowers e/erted the greatest effort when goals were accompanied %y feed%ac) D. 7asily attaina%le goals result in higher levels of effort and performance

Difficulty: Hard Hughes - Chapter 0 !"" #ype: $no%ledge

;. (p. "))) Which of the following statements concerning the over6ustification effect is true? A. 4he over6ustification effect occurs in a num%er of situations B. &ewards seen as providing <informational< value typically result in a decrease in intrinsic motivation for the tas) C. =ver6ustification effect is more a reality than a myth D. 7/ternal rewards may %ac)fire if they are given to people already intrinsically motivated to perform the tas)s

Difficulty: Hard Hughes - Chapter 0 !"0 #ype: $no%ledge

1>. (p. 40)) 4ransformational leadership uses +++++ as the fuel to drive followers. heightened motivational levels. A. 7motion B. Logic C. &easoning . &eward

Difficulty: Moderate Hughes - Chapter 0 !4( #ype: $no%ledge

11. (p. " ,-" )) =ne.s core %eliefs a%out %eing a%le to successfully perform a given tas) is called A. Self"actuali1ation B. Self"efficacy C. Self"esteem . Self"fulfillment

Difficulty: 'asy Hughes - Chapter 0 !4+ #ype: $no%ledge

1!. (p. " +) 4his occurs when leaders articulate high e/pectations for followers. A. ,awthorne effect B. (ygmalion effect C. (lace%o effect . ,ierarchy effect

Difficulty: Moderate Hughes - Chapter 0 !"4 #ype: $no%ledge

1'. (p. " ") ?n effort"to"performance e/pectancy# A. 4he follower must determine whether the outcome is sufficiently positive to %e worth the time and effort B. 4he follower estimates the li)elihood of receiving a reward# given that she achieves the desired level of performance C. 4he follower must determine the li)ely outcomes# assuming that the previous two conditions have %een met D. 4he follower estimates the li)elihood of performing the desired %ehavior ade3uately# assuming she puts forth the re3uired effort

Difficulty: Hard Hughes - Chapter 0 !", #ype: $no%ledge

1*. (p. " *) Which of the following statements a%out the e3uity theory is true? A. ?f the ratios are significantly different# a follower is not motivated to ta)e change B. As long as there is general e3uality %etween the two ratios# there is motivation to change C. 4he perception of ine3uity creates a state of tension and an inherent pressure for change . 7/actly what the follower will %e motivated to do depends on the direction of e3uality

Difficulty: Hard Hughes - Chapter 0 !40 #ype: $no%ledge

1-. (p. 40() Adopting an effective empowerment program ta)es A. Motivation# learning and stress B. 4raining# trust and time C. 9uidance# influence and support . Self"determination# meaning and competence

Difficulty: 'asy Hughes - Chapter 0 !44 #ype: $no%ledge

12. (p. 4&0) Most leaders prefer appealing to their employees. personal values or give them something meaningful to do. FALSE

Difficulty: Moderate Hughes - Chapter 0 !+" #ype: $no%ledge

15. (p. " ") 7/pectancy theory is a highly rational approach to understanding motivation. TRUE

Difficulty: 'asy Hughes - Chapter 0 !( #ype: $no%ledge

18. (p. ", ) ?n Maslow.s hierarchy# physiological and security needs must %e satisfied %efore %elongingness or esteem needs are pursued. TRUE

Difficulty: 'asy Hughes - Chapter 0 !& #ype: $no%ledge

1;. (p. " )) Self"efficacy is not lin)ed to motivation and performance. FALSE

Difficulty: Moderate Hughes - Chapter 0 !* #ype: $no%ledge

!>. (p. 4+0) Behaviors that go %eyond 6o% descriptions and role re3uirements and help reduce the wor)load or stress of others in the organi1ation are organi1ational citi1enship %ehaviors. TRUE

Difficulty: 'asy Hughes - Chapter 0 !+0 #ype: $no%ledge

!1. (p. 40() Wor)er productivity and 6o% dissatisfaction in the @nited States are at an all"time high. TRUE

Difficulty: 'asy Hughes - Chapter 0 !) #ype: $no%ledge

!!. (p. 40+) Sometimes followers are actually rewarded for %ehaviors that leaders are trying to e/tinguish and punished for %ehaviors that leaders want to increase. TRUE

Difficulty: Moderate Hughes - Chapter 0 !, #ype: $no%ledge

!'. (p. 4&&) :airness in the wor)place ma)es intuitive sense and is present in many organi1ations. FALSE

Difficulty: Moderate Hughes - Chapter 0 !+( #ype: $no%ledge

!*. (p. ")0) According to the 7&9 theory# only one need can operate at a time. FALSE

Difficulty: Moderate Hughes - Chapter 0 !" #ype: $no%ledge

!-. (p. 4++) ?n surveys of 6o% satisfaction# a facet satisfaction item as)s a%out particular aspects of the 6o% such as pay or wor)ing conditions. TRUE

Difficulty: 'asy Hughes - Chapter 0 !++ #ype: -oca.ulary

!2. (p. ",0) Motivation is the direction# intensity and persistence of %ehavior. TRUE

Difficulty: 'asy Hughes - Chapter 0 !+ #ype: -oca.ulary

!5. (p. 4&+) (rocedural 6ustice involves the process in which rewards or punishments are administered. TRUE

Difficulty: Moderate Hughes - Chapter 0 !+4 #ype: $no%ledge

!8. (p. 40)) 4he emotions generated %y political campaigns often seem to provide a %etter e/planation for the large amount of time and effort people contri%ute. FALSE

Difficulty: Moderate Hughes - Chapter 0 ! #ype: $no%ledge

!;. (p. 4+() At least some of the increasing violence at home and in the wor)place may %e e/acer%ated %y poor leadership. TRUE

Difficulty: Moderate Hughes - Chapter 0 !+& #ype: -oca.ulary

'>. (p. ")() Leaders appear to %e very good at accurately assessing followers. wor) values. FALSE

Difficulty: Moderate Hughes - Chapter 0 !4 #ype: $no%ledge

'1. (p. 440) According to the te/t# a group is defined as <two or more persons who are interacting with one another in such a manner that each person influences and is influenced %y each other person<. Which of the following is an aspect of this definition? A. An individual can only %elong to one group B. 9roup mem%ers interact with# %ut do not influence# each other C. ?t includes the concept of the one"way nature of influence %etween leaders# followers and situation D. ?t incorporates the concept of reciprocal influence %etween leaders and followers

Difficulty: Moderate Hughes - Chapter +0 !+, #ype: -oca.ulary

'!. (p. 4*() Which of the following is an authority dynamic? A. 4eam tas) B. S)ills and a%ilities C. Aalues and attitudes . ?nformation systems

Difficulty: Moderate Hughes - Chapter +0 !40 #ype: -oca.ulary

''. (p. 4*") :or a team to do well# the individuals composing the team must sometimes not ma/imi1e their individual effort. 4his is referred to as A. Su%system nonoptimi1ation B. Span of control C. (rocess loss . ?ntersender role conflict

Difficulty: Hard Hughes - Chapter +0 !") #ype: -oca.ulary

'*. (p. 4* ) 9eographically dispersed teams are more commonly referred to as A. Self"managed teams B. ?nterdependent teams C. ?ndependent teams D. Airtual teams

Difficulty: 'asy Hughes - Chapter +0 !4& #ype: -oca.ulary

'-. (p. 444) 4hese are the sets of e/pected %ehaviors associated with particular 6o%s or positions. A. 9roup roles B. 9roupthin) C. Social facilitation . 9roup dynamics

Difficulty: 'asy Hughes - Chapter +0 !&4 #ype: -oca.ulary

'2. (p. 44,) 4his role conflict occurs when a store manager encourages a salesperson to mislead customers a%out the 3uality of the store.s products when this %ehavior is inconsistent with the salesperson.s values and %eliefs. A. ?nterrole conflict B. ?ntrasender role conflict C. ?ntersender role conflict D. (erson"role conflict

Difficulty: Moderate Hughes - Chapter +0 !&, #ype: $no%ledge

'5. (p. 44,) &eceiving conflicting information from two or more people a%out their e/pectations for your wor) %ehavior reflects A. ?ntersender role conflict B. ?ntrasender role conflict C. ?nterrole conflict . (erson"role conflict

Difficulty: Moderate Hughes - Chapter +0 !&* #ype: $no%ledge

'8. (p. 44,) 4hese are the informal rules that groups adopt to regulate and regulari1e group mem%ers. %ehaviors. A. Aalues B. 0orms C. Meanings . 9roupthin)

Difficulty: 'asy Hughes - Chapter +0 !& #ype: -oca.ulary

';. (p. 4*() 7ducation systems relate to A. Authority dynamics B. Control systems C. ?nterpersonal %ehaviors . 9roup dynamics

Difficulty: Moderate Hughes - Chapter +0 !4+ #ype: -oca.ulary

*>. (p. 44&) 4he inefficiencies created %y more and more people wor)ing together is called A. 9roupthin) B. Social loafing C. (rocess losses . eindividuation

Difficulty: Moderate Hughes - Chapter +0 !+) #ype: -oca.ulary

*1. (p. 4*") According to Bat1en%ach and Smith# which of the following may %e the most important single step in teamwor)? A. evelopment B. esign C. ream . ynamics

Difficulty: Moderate Hughes - Chapter +0 !", #ype: -oca.ulary

*!. (p. 4(&) A highly cohesive group with mem%ers who overstep their %oundaries or even violate laws to please the leader illustrates A. 9roupthin) B. =llieism C. =ver%ounding . 4eamwor)

Difficulty: 'asy Hughes - Chapter +0 !"& #ype: -oca.ulary

*'. (p. 4(+) =ne of the disadvantages of highly cohesive group is finding that# people in such groups often %ecome more concerned with striving for unanimity than in o%6ectively appraising different courses of action. 4his phenomenon is called A. 9roupthin) B. (unctuated e3uili%rium C. =ver%ounding . =llieism

Difficulty: Moderate Hughes - Chapter +0 !"+ #ype: -oca.ulary

**. (p. 4(&) Which of the following is a possi%le solution for groupthin)? A. ?ncrease cohesiveness B. ?solate the group from outside sources which might %ias decision ma)ing C. @se independent su%groups to ma)e recommendations . @se mindguards to screen negative information from the group

Difficulty: Hard Hughes - Chapter +0 !"" #ype: $no%ledge

*-. (p. 44") :unctional# interdependent roles are characteristic of which stage of group development? A. :orming B. Storming C. 0orming D. (erforming

Difficulty: 'asy Hughes - Chapter +0 !&" #ype: -oca.ulary

*2. (p. 44,) With role am%iguity# the pro%lem is lac) of clarity a%out 6ust what the e/pectations are. TRUE

Difficulty: 'asy Hughes - Chapter +0 !( #ype: $no%ledge

*5. (p. 440) Social contact is %etter satisfied %y organi1ations than %y groups. FALSE

Difficulty: Moderate Hughes - Chapter +0 !& #ype: $no%ledge

*8. (p. 4(0) 9reater cohesiveness does not always lead to higher performance. TRUE

Difficulty: Moderate Hughes - Chapter +0 !, #ype: $no%ledge

*;. (p. 4*") esign is often the most fre3uently omitted step in teamwor). TRUE

Difficulty: 'asy Hughes - Chapter +0 !++ #ype: $no%ledge

->. (p. 44 ) An outsider to a group often is a%le to learn more a%out norms than an insider. TRUE

Difficulty: Moderate Hughes - Chapter +0 !* #ype: $no%ledge

-1. (p. 4(*) 0orms can %e imported from the organi1ation e/isting outside the team. TRUE

Difficulty: 'asy Hughes - Chapter +0 ! #ype: -oca.ulary

-!. (p. 44+) Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers. FALSE

Difficulty: Moderate Hughes - Chapter +0 !" #ype: $no%ledge

-'. (p. 4*() @sing instruments such as the Camp%ell ?nterest and S)ills Survey to select personnel may help a team.s effort level from an individual perspective. TRUE

Difficulty: 'asy Hughes - Chapter +0 !+& #ype: $no%ledge

-*. (p. 4,+) 4he distance %etween mem%ers of a virtual team is unidimensional. FALSE

Difficulty: 'asy Hughes - Chapter +0 !+( #ype: -oca.ulary

--. (p. 44() 4as)"oriented %ehavior is ade3uate for accomplishing long"term o%6ectives. FALSE

Difficulty: 'asy Hughes - Chapter +0 !4 #ype: $no%ledge

-2. (p. 4*,) 4eams can operate effectively under one fi/ed type of authority over time. FALSE

Difficulty: Moderate Hughes - Chapter +0 !+" #ype: $no%ledge

-5. (p. 4,0) 4he mere opportunity to communicate electronically is sufficient to ensure teamwor). FALSE

Difficulty: 'asy Hughes - Chapter +0 !+4 #ype: -oca.ulary

-8. (p. 4")) 9roups are characteri1ed %y mutual interaction and reciprocal influence. TRUE

Difficulty: 'asy Hughes - Chapter +0 !+ #ype: $no%ledge

-;. (p. 4(&) =llieism occurs when people in a highly cohesive group often %ecome more concerned with striving for unanimity than in o%6ectively appraising different courses of action. FALSE

Difficulty: Moderate Hughes - Chapter +0 !) #ype: $no%ledge

2>. (p. 4*+) 4he four process measures of effectiveness are good leverage points for fi/ing a pro%lem. FALSE

Difficulty: Moderate Hughes - Chapter +0 !+0 #ype: -oca.ulary

21. (p. (*") 4he root of e/tinction# %oth for an organi1ation and for the population at large# is not attending to A. (rocess characteristics B. 4as) characteristics C. =rgani1ational characteristics D. 7nvironmental characteristics

Difficulty: Moderate Hughes - Chapter ++ !4+ #ype: $no%ledge

2!. (p. ((&) 4ypically# greater hori1ontal comple/ity is associated with A. 4he num%er of hierarchical levels appearing on an organi1ation chart B. 4he increased li)elihood for communication %rea)downs %etween su%units C. 4he degree of standardi1ation in an organi1ation . 4he diffusion of decision ma)ing throughout an organi1ation

Difficulty: Hard Hughes - Chapter ++ !"& #ype: $no%ledge

2'. (p. (4*) What term descri%es the collective set of %usiness decisions a%out how to allocate scarce resources to ma/imi1e the strengths of the organi1ation# given the e/ternal opportunities# while minimi1ing the organi1ational wea)nesses# given the e/ternal threats? A. 4as) structure B. Strategy C. ?ntrinsic motivation . ynamics

Difficulty: 'asy Hughes - Chapter ++ !&& #ype: -oca.ulary

2*. (p. (4,-(4)) $eff wor)s as a self"employed consultant. ,e decides when# where and how he wor)s %ased on mar)et demand and personal preference. $eff.s 6o% has a high degree of A. Autonomy B. 4as) interdependence C. 4as) structure . S)ill variety

Difficulty: Moderate Hughes - Chapter ++ !&* #ype: /pplication

2-. (p. (4,) Lance is an emergency room nurse and handles life and death cases every day. Lance.s 6o% has high A. S)ill variety B. 4as) identity C. 4as) significance . 4as) structure

Difficulty: Moderate Hughes - Chapter ++ !&( #ype: $no%ledge

22. (p. ((") Which of the following is an advantage of decentrali1ed organi1ations? A. @niform policies and procedures B. Minimal participation in the decision process C. 9reater acceptance and ownership of decision outcomes . Clearer coordination procedures

Difficulty: Hard Hughes - Chapter ++ !"4 #ype: $no%ledge

25. (p. (4+) 4he role theory clarified how situational demands and constraints cause A. Aertical comple/ity B. ,ori1ontal comple/ity C. &ole overload D. &ole conflict

Difficulty: 'asy Hughes - Chapter ++ !+, #ype: $no%ledge

28. (p. (4 ) Wor)ers may %e a%le to accomplish their tas)s in an autonomous fashion# %ut the products of their efforts must %e coordinated in order for the group to %e successful. 4his refers to A. 4as) interdependence B. Autonomy C. 4as) structure . S)ill variety

Difficulty: 'asy Hughes - Chapter ++ !& #ype: $no%ledge

2;. (p. (4() What are the three components of inputs? A. S)ills# a%ilities# values B. System# unit# individual C. Strategy# wor)# people D. 7nvironment# resources# history

Difficulty: 'asy Hughes - Chapter ++ !&+ #ype: $no%ledge

5>. (p. ((,) What is the greatest disadvantage of the matri/ design? A. ecreased lateral communication and coordination B. ?nefficient utili1ation of human resources C. 7mployees end up wor)ing for two %osses . ?t can create scheduling nightmares

Difficulty: Hard Hughes - Chapter ++ !") #ype: $no%ledge

51. (p. (4 -((0) ?f we consider the e/ample of ironing a shirt# which of the following tas) dimensions would %e high? A. S)ill variety B. 4as) significance C. 4as) structure . 4as) interdependence

Difficulty: Hard Hughes - Chapter ++ !"0 #ype: $no%ledge

5!. (p. (**) ?n terms of environmental uncertainty# structures in sta%le environments should %e A. :le/i%le enough to adapt to changing conditions B. &elatively formali1ed C. ,ighly differentiated . =rganic structures

Difficulty: Hard Hughes - Chapter ++ !4" #ype: $no%ledge

5'. (p. (4)) When there is a )nown procedure for accomplishing a tas)# rules governing how one goes a%out it and if these rules are followed# there is one result. 4hese features characteri1e aCnD A. 4as) identity B. Structured tas) C. 4as) significance . @nstructured tas)

Difficulty: Moderate Hughes - Chapter ++ !&, #ype: $no%ledge

5*. (p. ((,) 4his represents the degree to which a leader.s wor) group is affected %y the activities of other su%units within the organi1ation. A. Centrali1ation B. Lateral interdependence C. ,ori1ontal comple/ity . Spatial comple/ity

Difficulty: 'asy Hughes - Chapter ++ !" #ype: $no%ledge

5-. (p. (4,) 4he degree to which a situation re3uires completion of a whole unit of wor) from %eginning to end with a visi%le outcome is called A. S)ill variety B. 4as) significance C. 4as) identity . Autonomy

Difficulty: Moderate Hughes - Chapter ++ !&" #ype: -oca.ulary

52. (p. (44) Competitive advantage in one generation of a product.s life is no guarantee of success for future generations of that product. TRUE

Difficulty: 'asy Hughes - Chapter ++ !" #ype: $no%ledge

55. (p. (*)) 4he most important point regarding situational engineering is to get leaders and followers to understand that the situation is not set in concrete. TRUE

Difficulty: Moderate Hughes - Chapter ++ !+( #ype: $no%ledge

58. (p. (*&) What may appear to %e a ma6or technical innovation may also %e devastating to organi1ational culture. TRUE

Difficulty: 'asy Hughes - Chapter ++ !+" #ype: $no%ledge

5;. (p. ((&) 9reater hori1ontal comple/ity is associated with an increased li)elihood for communication %rea)downs %etween su%units. TRUE

Difficulty: 'asy Hughes - Chapter ++ ! #ype: -oca.ulary

8>. (p. (4,) Autonomy is the degree to which a 6o% provides an individual with some control over what he does and how he does it. TRUE

Difficulty: 'asy Hughes - Chapter ++ !( #ype: $no%ledge

81. (p. (4)-(4 ) With the Myers"Briggs 4ype ?ndicator# 6udgers prefer activities that are unstructured. FALSE

Difficulty: Moderate Hughes - Chapter ++ !, #ype: $no%ledge

8!. (p. (4() ,istory of the organi1ation includes not only the recent past that %ears upon today.s wor) %ut also myths a%out the organi1ation.s origin. TRUE

Difficulty: 'asy Hughes - Chapter ++ !4 #ype: $no%ledge

8'. (p. (4)) Solving a morale pro%lem e/emplifies a structured tas). FALSE

Difficulty: Moderate Hughes - Chapter ++ !* #ype: $no%ledge

8*. (p. (4+) &esearchers advocating the situational viewpoint %elieved leaders were made# not %orn. TRUE

Difficulty: Moderate Hughes - Chapter ++ !+ #ype: -oca.ulary

8-. (p. ((") 4he degree of formali1ation in an organi1ation tends to vary with its si1e. TRUE

Difficulty: 'asy Hughes - Chapter ++ !+0 #ype: $no%ledge

82. (p. (*() 4he lowest level of technological comple/ity occurs when a continuous process is mechani1ed from %eginning to end. FALSE

Difficulty: Moderate Hughes - Chapter ++ !+4 #ype: $no%ledge

85. (p. ((+) Leaders at higher organi1ational levels spend a considera%le amount of time implementing policies. FALSE

Difficulty: Moderate Hughes - Chapter ++ !) #ype: $no%ledge

88. (p. ((,) Administrative costs are low in matri/ organi1ations. FALSE

Difficulty: 'asy Hughes - Chapter ++ !++ #ype: $no%ledge

8;. (p. (4") ?n the information age# companies succeed according to how well they can capture the %enefits from <economies of scale and scope<. FALSE

Difficulty: Moderate Hughes - Chapter ++ !& #ype: $no%ledge

;>. (p. (()) =rgani1ational climate is partly a function of organi1ational culture. TRUE

Difficulty: 'asy Hughes - Chapter ++ !+& #ype: -oca.ulary

;1. (p. ( "-( 4) 4he highest levels of situational favora%ility occur when A. Leader"mem%er relations are good# the tas) is structured and position power is high B. 4here are high levels of leader"mem%er conflict# the tas) is unstructured and the leader does not have the power to rewardEpunish su%ordinates C. Leader"mem%er relations are good# the tas) is unstructured and position power is low . 4here are high levels of leader"mem%er conflict# the tas) is structured and the leader has the power to rewardEpunish su%ordinates

Difficulty: Hard Hughes - Chapter +& !"( #ype: $no%ledge

;!. (p. ( )) Which leader %ehaviors are mar)ed %y attention to the competing demands of treating followers e3ually while recogni1ing status differentials %etween the leader and the followers? A. Achievement"oriented leadership B. irective leadership C. (articipative leadership D. Supportive leadership

Difficulty: Moderate Hughes - Chapter +& !"* #ype: -oca.ulary

;'. (p. ( ") 4his is the wea)est element of situational favora%ility. A. Su%ordinate acceptance B. Leader"mem%er relations C. 4as) structure D. (osition power

Difficulty: Moderate Hughes - Chapter +& !"4 #ype: -oca.ulary

;*. (p. (),) :ollower readiness refers to A. ,ow ready an individual is to perform a particular tas) B. An assessment of an individual.s personality C. A personal characteristic . An assessment of an individual.s traits and values

Difficulty: 'asy Hughes - Chapter +& !&4 #ype: -oca.ulary

;-. (p. ( +) :iedler.s contingency theory uses which of the following instruments to determine the relevant characteristic of the leader? A. 4he Myers"Briggs 4ype ?ndicator B. 4he California (ersonality ?nventory C. 4he Least (referred Cowor)er Scale . 4he :ive :actor (ersonality ?nventory

Difficulty: Moderate Hughes - Chapter +& !"+ #ype: $no%ledge

;2. (p. ()*) Which two %road categories of leader %ehaviors did the situational leadership model originally identify? A. irective and supportive B. 4ransformational and transactional C. Behavior"oriented and cognitively"oriented D. ?nitiating structure and consideration

Difficulty: Moderate Hughes - Chapter +& !&+ #ype: $no%ledge

;5. (p. *00) ?nternal"locus"of"control followers A. Are much more satisfied with leaders who e/hi%it achievement"oriented %ehaviors than they are with leaders who are supportive B. Believe outcomes are a result of their own decisions C. Are more satisfied with directive leader %ehaviors than they are with participative leader %ehaviors . Believe they are# relatively spea)ing# <pawns of fate<

Difficulty: Moderate Hughes - Chapter +& !") #ype: $no%ledge

;8. (p. ( 0) ?n terms of the four leadership styles of situational leadership# a high tas)Elow relationship %ehavior is referred to as A. elegating B. Selling C. (articipating D. 4elling

Difficulty: Moderate Hughes - Chapter +& !&, #ype: $no%ledge

;;. (p. *0+) ?n terms of the path"goal theory# which of the following is considered a situational factor? A. 4he decision 3uality B. Leader"mem%er relations C. (osition power D. 4he tas)

Difficulty: Moderate Hughes - Chapter +& !40 #ype: -oca.ulary

1>>. (p. ()0) ?f a decision has a rational or o%6ectively determina%le <%etter or worse< alternative# the leader should select the %etter alternative. 4his refers to A. Strategic agility B. ecision acceptance C. (ro%lem solving D. ecision 3uality

Difficulty: Moderate Hughes - Chapter +& !+) #ype: $no%ledge

1>1. (p. ( +-( &) Which of the following statements a%out high"L(C leaders is true? A. ?f tas)s are %eing accomplished in an accepta%le manner# they will move to their secondary level of motivation# which is forming and maintaining relationships with followers B. 4hey are primarily motivated %y the tas)# which means that they primarily gain satisfaction from tas) accomplishment C. 4hey are primarily motivated %y relationships# which mean that they are primarily satisfied %y esta%lishing and maintaining close interpersonal relationships . 4hey will focus on improving their relationships with followers after they are assured that assigned tas)s are %eing satisfactorily accomplished

Difficulty: Moderate Hughes - Chapter +& !"& #ype: $no%ledge

1>!. (p. (),) According to the situational leadership theory# four types of leadership %ehavior can %e identified. 4hey include all of the following e/cept A. elegating B. Selling C. (articipating D. Modeling

Difficulty: 'asy Hughes - Chapter +& !&" #ype: $no%ledge

1>'. (p. (,)) 4he four contingency theories presented have all of the following common assumptions e/cept A. 4hey are theories rather than 6ust someone.s opinion B. 4hey assume the leader can diagnose )ey aspects C. 4hey all assume leaders can act in a fle/i%le manner . 4hey all assume a correct match %etween situational and follower characteristics and leaders. %ehaviors have a positive effect on group outcomes

Difficulty: Moderate Hughes - Chapter +& !+* #ype: $no%ledge

1>*. (p. ( +) Situational leadership theory suggests that the leader should %ase his %ehavior upon A. Aalued rewards B. :ollower maturity C. 4as) structure . Leader"mem%er relations

Difficulty: Moderate Hughes - Chapter +& !"0 #ype: $no%ledge

1>-. (p. ())) What should leaders first assess in order to apply the situational leadership model? A. 4he level of tas) and relationship %ehavior that has the %est chance of producing successful outcomes B. 4he readiness level of the follower relative to the tas) to %e accomplished C. 4he follower.s current level of readiness and then determining the leader %ehavior that %est suits the follower in that tas) . 4he %ehavior pattern that would fit the follower if that follower were one level higher in readiness

Difficulty: Moderate Hughes - Chapter +& !&( #ype: $no%ledge

1>2. (p. () -( 0) 4he situational leadership theory is a useful way for getting leaders to thin) a%out how leadership effectiveness may depend somewhat on %eing fle/i%le with different su%ordinates. TRUE

Difficulty: 'asy Hughes - Chapter +& !( #ype: $no%ledge

1>5. (p. *0+) ?n path"goal theory# redundant leader %ehaviors might %e interpreted %y followers as an attempt %y the leader to e/ert e/cessive control. TRUE

Difficulty: Moderate Hughes - Chapter +& !+( #ype: $no%ledge

1>8. (p. ( -*00) According to path"goal theory# followers will actively support a leader as long as they view the leader.s actions as a means for increasing their own levels of satisfaction. TRUE

Difficulty: 'asy Hughes - Chapter +& !++ #ype: $no%ledge

1>;. (p. ()") 4he normative decision model shifts focus away from the situation and the followers to the leader. FALSE

Difficulty: Moderate Hughes - Chapter +& !" #ype: $no%ledge

11>. (p. ( "-( 4) 4he highest levels of situational favora%ility occur when leader"mem%er relations are good# the tas) is structured and the position power is high. TRUE

Difficulty: 'asy Hughes - Chapter +& !, #ype: $no%ledge

111. (p. ( 0-( FALSE

+)

4he contingency model of leadership maintains that leaders are fle/i%le in their %ehavior.

Difficulty: 'asy Hughes - Chapter +& !* #ype: $no%ledge

11!. (p. ( *) According to :iedler.s contingency model# the content of leadership training should emphasi1e %ehavioral fle/i%ility in leaders rather than situational engineering. FALSE

Difficulty: Moderate Hughes - Chapter +& !) #ype: $no%ledge

11'. (p. ()+) Acceptance of a decision is not always critical for implementation. TRUE

Difficulty: Moderate Hughes - Chapter +& !& #ype: $no%ledge

11*. (p. *0+) Both leader %ehaviors and follower characteristics are important in determining outcomes in path" goal theory. TRUE

Difficulty: 'asy Hughes - Chapter +& !+4 #ype: $no%ledge

11-. (p. (),) ?n situational leadership# Ffollower readiness. refers to a follower.s a%ility and willingness to accomplish a particular tas). TRUE

Difficulty: 'asy Hughes - Chapter +& !4 #ype: $no%ledge

112. (p. (, ) 4he normative decision model has %een esta%lished to %e an all encompassing theory. FALSE

Difficulty: 'asy Hughes - Chapter +& !+ #ype: $no%ledge

115. (p. ( )) 4he path"goal theory assumes that leaders use the same styles with different su%ordinates. FALSE

Difficulty: Moderate Hughes - Chapter +& !+0 #ype: $no%ledge

118. (p. ( ,) (osition power is not a characteristic of the leader %ut of the situation the leader finds himself or herself in. TRUE

Difficulty: Moderate Hughes - Chapter +& ! #ype: $no%ledge

11;. (p. *0+) (ath"goal theory considers three situational factors that can serve as an independent motivational factor. FALSE

Difficulty: Moderate Hughes - Chapter +& !+" #ype: $no%ledge

1!>. (p. *00) According to path"goal theory# follower satisfaction is directly related to the degree of participative %ehaviors manifested %y the leader. FALSE

Difficulty: Moderate Hughes - Chapter +& !+& #ype: $no%ledge

1!1. (p. *&0) What is the underlying cause for a huge percentage of failures of change initiatives? A. 4he leader.s ina%ility or unwillingness to address culture and capa%ilities issues B. Leaders act to optimi1e their part of the organi1ation at the e/pense of su%optimi1ing the organi1ation.s overall effectiveness C. 4he leader does not have a compelling vision or fails to motivate others to do something different . 4op leaders may fail to demonstrate empathy and listening s)ills

Difficulty: Hard Hughes - Chapter +" !&* #ype: $no%ledge

1!!. (p. *+*) According to Beer.s model for organi1ational change# leaders can increase the amount of change %y A. ?ncreasing the amount of resistance in followers B. ecreasing the level of dissatisfaction C. ,aving no change plan D. ?ncreasing the clarity of vision

Difficulty: Hard Hughes - Chapter +" !+ #ype: -oca.ulary

1!'. (p. *+() 4he formula for the rational approach to change is A. C G / = / 4 H & B. C G / M / ( H & C. C G M / & / H( .CG /=/L/4

Difficulty: 'asy Hughes - Chapter +" !+, #ype: -oca.ulary

1!*. (p. *+,) Which of the following statements is false? A. A vision helps the organi1ation ma)e choices a%out what it should and should not do B. A vision statement does not have to %e a solo effort on the part of the leader C. A vision is the final destination for an organi1ation . =ftentimes leaders will wor) with a team of followers to craft a vision statement

Difficulty: Hard Hughes - Chapter +" !&" #ype: $no%ledge

1!-. (p. *",) Which of the following statements a%out transformational leaders is true? A. 4hey are inherently future"oriented B. 4heir vision is %ased solely on their own values C. 4hey sometimes ta)e credit for others. accomplishments . 4hey tend to %e emotionally e/pressive

Difficulty: Moderate Hughes - Chapter +" !4+ #ype: -oca.ulary

1!2. (p. *&4) ?n this stage of coping with change# you start to 3uestion whether the company really )new what it was doing %y letting you go and perhaps rationali1e that they will pro%a%ly %e calling you %ac). A. Acceptance B. &e6ection C. Anger . Shoc)

Difficulty: Moderate Hughes - Chapter +" !"+ #ype: -oca.ulary

1!5. (p. *&0) 4his component of the change model is where the change initiative %ecomes tangi%le and actiona%le %ecause it consists of the development and e/ecution of the change plan. A. Amount of change B. issatisfaction C. &esistance D. (rocess

Difficulty: Moderate Hughes - Chapter +" !&, #ype: -oca.ulary

1!8. (p. *(+) 4he ::M personality dimension of agreea%leness most strongly correlates with which component of transformational leadership? A. ?nspiring trust B. Aisionary thin)ing C. 7mpowering others . ,igh impact delivery

Difficulty: Hard Hughes - Chapter +" !(0 #ype: $no%ledge

1!;. (p. *+*) According to Beer.s model for organi1ational change formula# C G stand for? A. 4he amount of coordination B. 4he type of coordination C. 4he amount of change . 4he type of change

/ M / ( H &# what does <C<

Difficulty: 'asy Hughes - Chapter +" !&0 #ype: $no%ledge

1'>. (p. *",) According to research# the leader.s vision is A. Consistent with current realities B. @sually presented in written form so su%ordinates can study it C. =ften depressing Cin the short runD for the su%ordinates who must change their view D. =ften a colla%orative effort

Difficulty: Moderate Hughes - Chapter +" !40 #ype: $no%ledge

1'1. (p. *&() Management s)ills are important for A. Coaching followers on how to do things differently B. etermining a new vision for the organi1ation C. ?ncreasing dissatisfaction D. &eviewing progress on change plans

Difficulty: Hard Hughes - Chapter +" !"" #ype: $no%ledge

1'!. (p. *4)) According to Bass# transformational leaders A. (ossess good visioning B. Motivate followers %y setting goals C. (romise rewards for desired performance . (erpetuates the status 3uo

Difficulty: Hard Hughes - Chapter +" !4, #ype: -oca.ulary

1''. (p. *4 ) ?n this type of leadership# the MLI assesses the e/tent to which leaders avoid responsi%ilities# fail to ma)e decisions# are a%sent when needed or fail to follow up on re3uests. A. Bureaucratic B. Autocratic C. Laisse1"faire . emocratic

Difficulty: Moderate Hughes - Chapter +" !4) #ype: $no%ledge

1'*. (p. *"&) 4ransactional leadership A. =ccurs when a person possesses authority not %ecause of tradition# %ut %ecause of the laws that govern the position occupied B. Serves to change the status 3uo %y appealing to followers. values and their sense of higher purpose C. =ccurs when the traditions of society dictate who has authority and how this authority can %e used D. =ccurs when leaders and followers are in some type of e/change relationship in order to get needs met

Difficulty: Hard Hughes - Chapter +" !"* #ype: $no%ledge

1'-. (p. *4&) 4his ta)es place when followers do no more than a%ide %y the policies and procedures surrounding change re3uests. A. Cooperation B. Compliance C. Commitment . Malicious compliance

Difficulty: Moderate Hughes - Chapter +" !44 #ype: -oca.ulary

1'2. (p. *&,) 4he rational approach provides leaders with a siloed thin)ing process on how to drive change. FALSE

Difficulty: Moderate Hughes - Chapter +" !, #ype: $no%ledge

1'5. (p. *"0) Charismatic leaders are thought to possess superhuman 3ualities or powers of divine origin that sets them apart from ordinary mortals. TRUE

Difficulty: 'asy Hughes - Chapter +" !) #ype: $no%ledge

1'8. (p. *",) Charismatic leaders recogni1e the shortcomings of a present order and offer an imaginative vision to overcome them. TRUE

Difficulty: Moderate Hughes - Chapter +" !++ #ype: $no%ledge

1';. (p. *+*) ?t is easier to drive change when followers are satisfied. FALSE

Difficulty: 'asy Hughes - Chapter +" !" #ype: $no%ledge

1*>. (p. *4+) Charisma is pro%a%ly more a function of the leader.s personal characteristics than of the followers. reactions to a leader. FALSE

Difficulty: Moderate Hughes - Chapter +" !+" #ype: $no%ledge

1*1. (p. *(&) Bass.s theory of transformational and transactional leadership is %ased on surveys and correlational studies. TRUE

Difficulty: 'asy Hughes - Chapter +" !+( #ype: $no%ledge

1*!. (p. *&4) 4he accomplish. FALSE

and M components of the change model are the hardest for leadership practitioners to

Difficulty: Moderate Hughes - Chapter +" !* #ype: -oca.ulary

1*'. (p. *"") Charismatic leaders are always controversial. FALSE

Difficulty: 'asy Hughes - Chapter +" !+0 #ype: $no%ledge

1**. (p. *" ) A personali1ed leadership style seems to %e responsi%le for the feelings of empowerment. TRUE

Difficulty: 'asy Hughes - Chapter +" !+& #ype: $no%ledge

1*-. (p. *+)-*+ ) Leaders act to optimi1e their part of the organi1ation at the e/pense of su%optimi1ing the organi1ation.s overall effectiveness in siloed thin)ing. TRUE

Difficulty: Moderate Hughes - Chapter +" !( #ype: -oca.ulary

1*2. (p. *"&) 4ransactional leadership is very common %ut tends to %e transitory. TRUE

Difficulty: Moderate Hughes - Chapter +" ! #ype: $no%ledge

1*5. (p. *+4) According to the te/t# the rational and emotional approaches are the two ma6or ways to drive organi1ational change. TRUE

Difficulty: 'asy Hughes - Chapter +" !+ #ype: $no%ledge

1*8. (p. *4&) 7motions are often the fuel driving large"scale initiatives for change. TRUE

Difficulty: 'asy Hughes - Chapter +" !+4 #ype: $no%ledge

1*;. (p. *+)) Leaders thin) a%out organi1ations as an interloc)ing set of processes and procedures when they use a systems thin)ing approach. TRUE

Difficulty: 'asy Hughes - Chapter +" !4 #ype: -oca.ulary

1->. (p. *+() 4he rational approach to change can %e represented %y the formulaJ AG n / ( / & / 4. FALSE

Difficulty: 'asy Hughes - Chapter +" !& #ype: -oca.ulary

Bud 2- 7/am ' Summary

Category ifficultyJ 7asy ifficultyJ ,ard ifficultyJ Modera te ,ughes " Chapter >; ,ughes " Chapter 1> ,ughes " Chapter 1 1 ,ughes " Chapter 1! ,ughes " Chapter 1' 4ypeJ Application 4ypeJ Bnowledge 4ypeJ Aoca%ulary ! of 0uestio ns -2 !1 5' '> '> '> '> '> 1 11> ';