Leadership in Organizations Review
Questions
Course Introduction
Leadership in Organizations explores the theories, principles, and practices that define effective leadership within various organizational settings. The course examines leadership styles, the development of leadership skills, and the impact of leadership on organizational culture and performance. It also covers topics such as motivation, decision-making, team dynamics, ethical leadership, and change management. Through case studies, group projects, and practical exercises, students will develop the ability to analyze leadership challenges and apply appropriate strategies to foster positive organizational outcomes.
Recommended Textbook
Managing Organizational Behavior What Great Managers Know and Do 2nd Edition by Timothy
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Page 2
Chapter 1: Organizational Behavior and Your Personal Effectiveness
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Sample Questions
Q1) On average,great management skills get you noticed in organizations and great technical skills get you promoted.
A)True
B)False
Answer: False
Q2) Big E evidence represents organizational specific data collection efforts to inform a specific decision.
A)True
B)False
Answer: False
Q3) Little e evidence refers to generalizable knowledge regarding cause and effect connections derived from scientific methods.
A)True
B)False
Answer: False
Q4) Self-awareness is essential to learning and growth in a management role.
A)True
B)False
Answer: True
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Chapter 2: Managing Stress and Time
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Sample Questions
Q1) Draw up a time management matrix and categorize your activities in it.How does a time management matrix help you in managing your time effectively?
Answer: Students will draw up a time management matrix and categorize their activities in terms of their relative importance or urgency. A time management matrix helps one manage time more effectively when one systematically tries to reduce activities done on an urgent basis.This frees up more time for activities that are really important to one's life and work.
Q2) Emotional labor is the process of regulating both feelings and expressions for the benefit of organizational goals.
A)True
B)False
Answer: True
Q3) As management guru Peter Drucker has famously noted,doing things right should come before doing the right things.
A)True
B)False
Answer: False
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Chapter 3: Solving Problems
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Sample Questions
Q1) Zack arrived late for a meeting this morning because there was a 20 -car pile-up on the beltway.Ryan,his manager,assumed Zack overslept because he partied too much last night.Which of the following statements is most accurate?
A)Ryan committed a fundamental attribution error.
B)Zack committed a fundamental attribution error.
C)Zack used the ladder of inference.
D)Zack used the self-serving bias.
E)Ryan used the self-serving bias.
Answer: A
Q2) Where does an after action review (AAR)fit into the PADIL approach?
A)Problem
B)Alternatives
C)Decide
D)Implement
E)Learn
Answer: E
Q3) Problems,by definition,have a clear solution.
A)True
B)False
Answer: False
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Chapter 4: Making Ethical Decisions
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Q1) Identify some common situations that act as ethical traps for managers.
Q2) A decision that is based on equality is a fair and ethical decision.
A)True
B)False
Q3) Which of the following "right-versus-right" scenarios does a professor encounter when he catches a student cheating?
A)Truth-versus-loyalty
B)Justice-versus-mercy
C)Short-term versus long-term
D)Individual versus community
E)Fairness versus economics
Q4) Which of the following is a "right-versus-right" scenario?
A)Dishonesty-versus-loyalty
B)Individual-versus-loyalty
C)Short-term versus immediate
D)Justice-versus-dishonesty
E)Individual versus community
Q5) Universalism recognizes that human beings act in and from character.
A)True
B)False
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Chapter 5: Communication
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Sample Questions
Q1) Which hand gesture,used to summon animals in Malaysia,causes cultural misunderstandings in nonverbal communications?
A)A-OK
B)Hook 'em Horns
C)Raised fist
D)"V" for Victory
E)Finger-Beckoning
Q2) Examples and statistics provide good supporting materials for a presentation.
A)True
B)False
Q3) Teresa teaches corporate communication courses.Which of the following suggestions would she make during her e-mail usage module?
A)Make it casual
B)Use slang
C)Use abbreviations and incomplete sentences
D)Make it professional
E)Messages should be succinct,blunt,and redundant
Q4) What is pathos? Give a few examples of how it can be used in persuasive communication.
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Chapter 6: Motivating Others
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Q1) Insurance underwriters have a low Job Characteristics score on task identity.
A)True
B)False
Q2) Larry thrives on challenge.He sets challenging goals,and when he meets those goals,he sets new ones.Larry is motivated by McClelland's ______________ need.
A)achievement
B)affiliation
C)power
D)security
E)relationship
Q3) McClelland argues that a high need for affiliation can often be problematic for managers.
A)True
B)False
Q4) Behavior extinction occurs when an aversive consequence is added.
A)True
B)False
Q5) Describe a few of the common motivational myths.
Q6) Discuss McClelland's learned needs theory.
Page 8
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Chapter 7: Managing Employee Performance
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Sample Questions
Q1) Efficiency refers to the results an employee achieves.
A)True
B)False
Q2) Which of the following statements is the best comparison between absolute and relative assessment standards?
A)Absolute is subjective.Relative is objective.
B)Relative is subjective.Absolute is objective.
C)Absolute compares an employee's performance to a "model." Relative compares an employee's performance with another employee's.
D)Relative must be used in conjunction with other measures.Absolute should be used alone.
E)Absolute standards are simpler than relative.
Q3) When the manager is putting in more effort than the problem employee to correct the problem,reassignment or termination is likely appropriate.
A)True
B)False
Q4) Normative commitment represents an emotional attachment to the organization.
A)True
B)False
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Chapter 8: Using Power and Influence
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Sample Questions
Q1) The influence tactic of legitimizing is most likely to produce commitment.
A)True
B)False
Q2) Having a positive outlook on needing help and about soliciting support is important for building a good social network.
A)True
B)False
Q3) Sandra trains consumers at a consumer awareness workshop titled,"Door-in-the-face." She prepares her students to guard against the social influence weapon of:
A)friendship/liking.
B)commitment and consistency.
C)scarcity.
D)social proof.
E)reciprocity.
Q4) Discuss how people are able to influence without any real legitimate or formal authority.
Q5) Referent power is often sufficient to gain compliance behavior.
A)True
B)False
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Chapter 9: Leading Others
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Sample Questions
Q1) Managing an internal project such as a company event or office renovation is an example of a job assignment that involves managing boundaries.
A)True
B)False
Q2) Great managers know that if they expect a lot out of people,they are likely to get it.
A)True
B)False
Q3) Jane notices that a few of her subordinates in the assembly line are openly violating safety norms.This is creating a dangerous work environment for everyone in the line.She must use the transactional leader behavior of contingent punishment.Advise her on how to effectively provide contingent punishment.
Q4) Personal traits are good predictors of leadership effectiveness. A)True B)False
Q5) Employees who have positive relationships with their leader are referred to as members of an elite group.
A)True B)False
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Chapter 10: Team Effectiveness
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Q1) For teams that make or do things to be most effective,a relentless focus on performance is required.
A)True
B)False
Q2) What is the Ringelmann effect? What is the best strategy for avoiding it?
Q3) Which of the following is a discipline of high-performing teams?
A)Individual goal attainment
B)Large size
C)Specialized and noncomplementary skill sets
D)Productive team norms
E)Individual production objectives
Q4) Martha is a conscientious,highly capable,and risk-averse primary school teacher.She has been asked to be a part of a team of experienced school teachers.The purpose of this team is to make recommendations for improving teaching methods and syllabi for their school district.What kind of changes might her behavior undergo in the team setting?
Q5) Cohesive groups do not always result in high performance.
A)True
B)False
Q6) Explain in brief the five disciplines of high-performing teams.
Page 12
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Chapter 11: Resolving Conflict Through Negotiation and Mediation
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Q1) From a skills perspective,which of the following serves as a key point for managers while negotiating and mediating conflict?
A)All conflicts are of the same kind and arise from the same source.
B)There is a significant body of evidence regarding different styles of conflict resolution.
C)A manager must never interfere in a conflict and negotiate.
D)A manager must be ready with solutions to every conflict.
E)It is not a manager's duty to diagnose the conflict.
Q2) Draw the differences between task and relationship conflicts.
Q3) Role factors contribute to conflict when people have different images or interpretations of the same thing.
A)True
B)False
Q4) Research shows that people in conflict with a boss are least likely to:
A)try to convince.
B)listen carefully.
C)discuss with outsiders.
D)discuss the issue.
E)discuss with a co-worker.
Page 13
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Chapter 12: Recruiting, Selecting, and Retaining Talent
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Sample Questions
Q1) Which of the following is an example of a performance test?
A)Cognitive ability test
B)Overt integrity test
C)Work sample
D)Personality-based integrity test
E)Psychometric test
Q2) Recruiters are able to provide applicants more accurate information in determining fit and reduce future turnover.
A)True
B)False
Q3) List the key guidelines to avoid disparate treatment and adverse impact under the employment law.
Q4) The myth about employment law is that it helps actively reduce natural biases.
A)True
B)False
Q5) The employee selection process begins with establishing the process.
A)True
B)False
Q6) Characterize a good job description.
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Chapter 13: Culture and Diversity
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Q1) According to Quinn's Competing Values Model,a company that places strong value upon flexibility and internal focus of the organization has a hierarchical culture.
A)True
B)False
Q2) Which dimension of national culture is characteristic of informal business attitude?
A)High power distance
B)Low masculinity
C)High long-term orientation
D)Low individualism
E)Low uncertainty avoidance
Q3) Sheldon has been offered employment by two equally superior and competitive companies.What procedure of assessment will help Sheldon overcome his dilemma of choosing between the companies?
Q4) A matrix form of departmentation minimizes coordination and communication.
A)True
B)False
Q5) What are the three common traps that befall teams with respect to diversity awareness?
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Chapter 14: Making Change
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Q1) Which of the following is true about wholeness while constructing an agenda in an appreciative inquiry?
A)It leads to trust and connectedness.
B)People explore the organization's positive change core.
C)Participants break into groups and discuss the company's potential for positive influence and impact.
D)Action-oriented statements of how the organization will function are generated.
E)Participants distill designs into a list of inspired actions.
Q2) The most important aspect of data feedback is to:
A)use appreciative inquiry.
B)empower the little people.
C)get the system into the room.
D)make decisions.
E)collect information.
Q3) What is Kotter's assertion about creating a sense of urgency?
Q4) Energy created by feedback comes from both the content and the process.
A)True
B)False
Q5) List any seven data collection methods.
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