1) According to the path-goal theory, supportive leadership contributes most to subordinate satisfaction and motivation when the task is<\/p>\n
important and meaningful <\/p>\n
complex and variable <\/p>\n
tedious and stressful<\/p>\n
interesting and enjoyable<\/p>\n
2) What is a facilitating condition according to the social contagion theory of charismatic leadership? <\/p>\n
Complex, significant tasks <\/p>\n
Crisis or disenchantment <\/p>\n
Weak, dependent followers<\/p>\n
Exemplary behavior by a role model<\/p>\n
3) What is the most common indicator of personal integrity in the theories of ethical leadership? <\/p>\n
Leader values are consistent with follower values. <\/p>\n
Leader behavior is consistent with follower values. <\/p>\n
Leader behavior is consistent with the leader’s espoused values. <\/p>\n
The leader’s espoused values are consistent with cultural norms.<\/p>\n
4) What is the most likely benefit from using participation in decision making? <\/p>\n
The decision will be made more quickly. <\/p>\n
The quality of the decision will be better. <\/p>\n
There will be more decision acceptance by participants. <\/p>\n
There will be greater agreement among the participants.<\/p>\n
5) Which decision procedure combines participation with leader control over the final decision? <\/p>\n
Decision made by a majority vote of group members <\/p>\n
Delegation to the most qualified member of the group <\/p>\n
Consensus decision by all members of the group <\/p>\n
Consultation with individuals in the group<\/p>\n
6) What is the most appropriate strategy for a leader when there is a decision that involves a conflict among the interests of different stakeholders? <\/p>\n
Help the weaker party get what it needs <\/p>\n
Suggest an equal division of the benefits <\/p>\n
Help the parties find an integrative solution <\/p>\n
Play the stakeholders off against each other<\/p>\n
7) One of the major determinants of how and why an individual initiates and sustains certain behaviors is based on <\/p>\n
cause and effect <\/p>\n
action and reaction <\/p>\n
sensation and perception <\/p>\n
process and governance<\/p>\n
8) Perception based on what someone can see, hear, smell, and so forth is called <\/p>\n
psychological perception <\/p>\n
physiological perception <\/p>\n
isometric perception<\/p>\n
cultural and environmental perceptions<\/p>\n
9) Perception based on interactions among broad socio cultural factors is called <\/p>\n
psychological perception <\/p>\n
physiological perception <\/p>\n
isometric perception<\/p>\n
cultural and environmental perceptions<\/p>\n
10) The theory that leads managers to believe that all employees are inherently lazy, lacking desire and ambition is <\/p>\n
Theory A<\/p>\n
Theory X <\/p>\n
Theory Y <\/p>\n
Theory Z<\/p>\n
11) The theory that leads managers to more reality testing around tasks, time, pressures, and so forth, is known as <\/p>\n
Theory A <\/p>\n
Theory X <\/p>\n
Theory Y <\/p>\n
Theory Z<\/p>\n
12) The idea of a hierarchy of needs that includes physiological, security, social, self-esteem, and self-actualization needs was formulated by: <\/p>\n
Maslow <\/p>\n
Mintzberg <\/p>\n
Blanchard <\/p>\n
Herzberg<\/p>\n
13) What pace and sequencing of desired changes has received research support? <\/p>\n
Rapid introduction of changes throughout the organization. <\/p>\n
Rapid introduction of changes to different parts of the organization. <\/p>\n
Gradual introduction of change throughout the organization. <\/p>\n
Gradual introduction of change to different parts of the organization.<\/p>\n
14) Which is most likely to be effective for implementing major change? <\/p>\n
Make followers feel responsible for failure of the old strategy. <\/p>\n
Provide opportunities to experience early success in implementing change. <\/p>\n
Emphasize the obstacles so followers will not become complacent. <\/p>\n
Maintain control over sensitive information about new problems.<\/p>\n
15) Which action would be considered a guideline for implementing change? <\/p>\n
Resist making dramatic, symbolic changes that affect work. <\/p>\n
Build a broad coalition to support the change. <\/p>\n
Avoid conveying urgency regarding the need for change. <\/p>\n
Implement change rapidly across the organization.<\/p>\n
16) The levels of organization change include <\/p>\n
cultural layer <\/p>\n
value layer <\/p>\n
architecture layer <\/p>\n
substructure layer<\/p>\n
17) The physical\/technical layer is: <\/p>\n
less concrete and harder to change. <\/p>\n
more concrete and easier to change. <\/p>\n
less concrete and easier to change. <\/p>\n
more concrete and harder to change.<\/p>\n
18) Organizational culture is best described as <\/p>\n
the organization\u2019s espoused values and objectives <\/p>\n
member perception of the primary mission of the organization <\/p>\n
basic values and beliefs shared by members of the organization <\/p>\n
member loyalty and commitment to the organization<\/p>\n
19) Which approach to influence culture would be classified as a direct action by a leader? <\/p>\n
Design of management systems and programs <\/p>\n
Criteria for rewards and personnel decisions <\/p>\n
Reaction to crises <\/p>\n
Design of structure and facilities<\/p>\n
20) Which two kinds of power have been found to be related most strongly to leader effectiveness in motivating subordinates? <\/p>\n
Expert and referent power <\/p>\n
Reward and referent power<\/p>\n
Expert and legitimate power <\/p>\n
Reward and expert power<\/p>\n
21) Control over information is likely to give a manager power over <\/p>\n
subordinates <\/p>\n
subordinates and peers <\/p>\n
peers and superiors<\/p>\n
peers, superiors, and subordinates<\/p>\n
22) The status and influence accorded an emergent leader depends primarily on <\/p>\n
the leader\u2019s social popularity among the members <\/p>\n
the leader\u2019s control over rewards desired by group members <\/p>\n
the leader\u2019s seniority among group members <\/p>\n
the leader\u2019s demonstrated competence and loyalty<\/p>\n
23) Referent power is most likely to result in which type of influence process? <\/p>\n
Internalization<\/p>\n
Personal identification <\/p>\n
Instrumental compliance <\/p>\n
Collective identification<\/p>\n
24) What statement about influence objectives is most accurate? <\/p>\n
Attempts to change the way the work is done occur most often with peers. <\/p>\n
Attempts to get a person to do a task better or faster occur most often with subordinates. <\/p>\n
Attempts to obtain resources and political support occur most often with peers. <\/p>\n
Attempts to obtain personal benefits occur most often with subordinates.<\/p>\n
25) Which influence tactic would most likely be used laterally as compared to downward? <\/p>\n
Personal appeals <\/p>\n
Inspirational appeals<\/p>\n
Pressure <\/p>\n
Rational persuasion<\/p>\n
26) Resistance by a subordinate to a change proposed by the boss is best viewed as <\/p>\n
a deviant reaction by someone preoccupied with self-interest <\/p>\n
a situation that requires the use of power to overcome resistance <\/p>\n
a source of energy that can be redirected to improve change <\/p>\n
an indication of systems dynamics that will nullify any change<\/p>\n
27) What is the best way for a CEO to deal with managers in key positions who continue to resist a major change? <\/p>\n
Try to isolate them and work around them.<\/p>\n
Replace them with people who will support the change. <\/p>\n
Ignore them and hope they will come to see why the change was necessary. <\/p>\n
Keep increasing the pressure on them to support the change.<\/p>\n
28) At which stage of growth is it usually most difficult to change an organization\u2019s culture? <\/p>\n
New organization <\/p>\n
Mature organization <\/p>\n
Developing organization <\/p>\n
Declining organization<\/p>\n
29) Lewin\u2019s three-step change framework consists of these phases <\/p>\n
awakening, moving, reawakening <\/p>\n
engaging, disengaging, reengaging <\/p>\n
unfreezing, awakening, freezing <\/p>\n
unfreezing, moving, refreezing<\/p>\n
30) For those individuals with lower levels of organizational security, the impact of change has been equated to a process similar to <\/p>\n
rebirth<\/p>\n
bereavement<\/p>\n
euphoria <\/p>\n
epiphany<\/p>\n","protected":false},"excerpt":{"rendered":"
1) According to the path-goal theory, supportive leadership contributes most to subordinate satisfaction and motivation when the task is important and meaningful complex and variable tedious and stressful interesting and enjoyable 2) What is a facilitating condition according to the Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-143400","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/143400","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=143400"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/143400\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=143400"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=143400"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=143400"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}