Course Introduction
Organizational Behavior
Pre-Test Questions
Organizational Behavior explores the dynamics of how individuals, groups, and structures influence behavior within organizations. This course examines key concepts such as motivation, leadership, team dynamics, communication, organizational culture, decision-making, and change management. By analyzing real-world scenarios and case studies, students will develop an understanding of the factors that drive employee performance, satisfaction, and organizational effectiveness. The course aims to equip students with analytical tools and strategies to improve organizational outcomes and enhance workplace relationships.
Recommended Textbook
Effective Leadership 5th Edition by Robert N. Lussier
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12 Chapters
1945 Verified Questions
1945 Flashcards
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Page 2
Chapter 1: Who Is a Leader
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Successful managers typically use an autocratic form of leadership.
A)True
B)False
Answer: False
Q2) List and define the decisional managerial leadership roles.
Answer: The decisional leadership roles include entrepreneur, disturbance handler, resource allocator, and negotiator. Leaders perform the entrepreneur role when they innovate and initiate improvements. Leaders perform the disturbance-handler role when they take corrective action during crisis or conflict situations. Leaders perform the resource-allocator role when they schedule, request authorization, and perform budgeting activities. Leaders perform the negotiator role when they represent their organizational unit during routine and nonroutine transactions that do not include set boundaries (such as only one price and term of a sale/purchase for a product/service or pay of an employee).
Q3) Taking advantage of followers for personal gain is a part of leadership.
A)True
B)False
Answer: False
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3
Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
A)True
B)False
Answer: True
Q2) What is the primary use of personality profiles?
Answer: Personality profiles are used to identify stronger and weaker traits to aid in matching people to the jobs that best fit their personality strengths.
Q3) "If you want something done right, do it yourself" is an example of ____ attitudes.
A) Theory X
B) Theory Y
C) Theory Z
D) XYZ Profile
Answer: A
Q4) Effective leaders have a higher need for affiliation than power.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) How is leadership behavior based on traits?
Answer: A manager's leadership personality traits and attitudes directly affect his or her behavior and relationship with employees. When leading by example, followers observe the leader's behavior and copy it. And the leader's behavior is based on his or her traits.
Q2) In reinforcement theory, the most powerful reinforcement schedule for sustaining a desired behavior is.
A) fixed-interval
B) variable-interval
C) fixed-ratio
D) variable-ratio
Answer: D
Q3) Through the motivation process, people go from:
A) motive to need to behavior to consequence to satisfaction or dissatisfaction.
B) need to motive to behavior to consequence to satisfaction or dissatisfaction.
C) behavior to motive to need to consequence to satisfaction or dissatisfaction.
D) motive to behavior to need to consequence to satisfaction or dissatisfaction.
Answer: B
Q4) List the University of Iowa leadership styles.
Answer: The University of Iowa leadership styles are autocratic and democratic.
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Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Unlike other contingency leadership models, the path-goal leadership model does not have a ____ trait.
A) followers
B) leader
C) situation
D) behavior
Q2) Identify your manager's most commonly used path-goal leadership style. Would you say this is the most appropriate leadership style based on the situational factors? Explain.
Q3) Explain substitutes and neutralizers of leadership.
Q4) Do the three situational favorableness factors of the contingency leadership model (Exhibit 5.3) fit in only one of the three variables (follower, leader, situation) of all contingency leadership variables (Exhibit 5.1)? Explain.
Q5) According to the leadership continuum model, a leader should consider three variables-boss, subordinates, and situation (time)-before selecting one of seven leadership styles.
A)True
B)False
Q6) What are the two contingency leadership theory leadership styles?
Page 6
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) To increase connection power, follow the guidelines for using rational persuasion.
A)True
B)False
Q2) Gaining recognition is a good way to develop political skills.
A)True
B)False
Q3) To increase your reward power:
A) exercise your authority regularly.
B) develop your people skills.
C) let people know you control rewards.
D) use rewards for personal benefit.
Q4) How would you rate your relationship with your current or past boss? What will you do differently in the future to improve your relationship with your boss?
Q5) The exchange influencing tactic should be used with people whom you have authority over.
A)True
B)False
Q6) List and explain the steps in the networking process.
Page 7
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) The accommodating conflict style is appropriate when:
A) your stake in the issue is not high.
B) the conflict resolution is urgent.
C) a solution will only be temporary.
D) the person enjoys being a follower.
Q2) Seventy-five percent of what people hear accurately, they forget within a week.
A)True
B)False
Q3) If Chris has resources and is well trained, she may still lack ____.
A) ability
B) motivation
C) resources
D) goals
Q4) The performance formula explains performance as a function of ability, motivation, and skills.
A)True
B)False
Q5) Describe paraphrasing and state why it is used.
Q6) Discuss the two reasons that the psychological contract is often broken.
Q7) Which personality traits are associated with being closed to feedback?
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Chapter 7: Follower-ship and Leader Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) The concept of social exchange is used to describe group members' social relationships within and outside their groups and how these relationships affect group effectiveness.
A)True
B)False
Q2) Describe an obstacle to delegation, or sign of delegating too little, that you have observed on the job.
Q3) List five things a leader should delegate.
Q4) During a feedback session, a leader should explain the negative impact of the ineffective behavior and suggest remedies.
A)True
B)False
Q5) In Vertical Dyadic Linkage Theory, leaders mostly use reward, as well as legitimate and coercive power to influence
A) In-group members.
B) Out-group members.
C) Effective followers.
D) Pragmatic followers.
Q6) What are the differences between in-groups and out-groups?
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) During meetings, the team leader should focus on all of the following EXCEPT:
A) group structure.
B) group process.
C) group development.
D) group effectiveness.
Q2) Before calling a meeting, the leader should do all of the following EXCEPT:
A) decide who should attend the meeting.
B) identify the activities that will take place during the meeting.
C) set aside at least 3-4 hours to prepare for the meeting.
D) clearly define the purpose and set objectives to be accomplished during the meeting.
Q3) Describe the challenges of implementing effective self-managed teams.
Q4) What is the depth of decision-making latitude commonly found in self-managed teams?
Q5) Think of a past or present job. Based on your knowledge of the distinction between a group and a team, would you say you were part of a team or a group? Explain.
Q6) Describe how a leader can avoid conducting nonproductive meetings.
Q7) What would you describe as some as the do's and don'ts of team leadership?
Q8) Describe how team member characteristics impact self-managed team effectiveness.
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) The increased environmental turbulence, uncertainty, and global competition over the last two decades has resulted in less interest in charismatic and transformational leadership.
A)True
B)False
Q2) Transactional leadership serves to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be.
A)True
B)False
Q3) Explain the difference between transformational and transactional leadership.
Q4) The charismatic leader's expertise lies in his or her being persuasiveness in influencing followers that change for the better because of the likelihood of success.
A)True
B)False
Q5) Followers of charismatic leaders tend to assume greater risk than they would with other types of followers.
A)True
B)False
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Which of the following is a function of culture?
A) It keeps diversity from becoming extreme.
B) It results in strategic alignment.
C) It helps the organization adapt to the external environment.
D) all of the answers are correct
Q2) Top management of Mallon Corporation wants to communicate that it is committed to creating a new culture. The strongest means of doing this is to replace old-culture members who are unwilling to change with a "new breed" of employees.
A)True
B)False
Q3) ____ are generalized beliefs or behaviors that are considered by an individual or a group to be important.
A) Values
B) Ethnocentrism
C) Stereotypes
D) Ethics
Q4) All organizations have a culture.
A)True
B)False
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Describe the three phases of the change process.
Q2) A manager announces to his department that a pay cut is being discussed as one option to cut cost and keep prices competitive. Employee reaction to this announcement is negative because they believe management is overpaid and should be the ones taking a pay cut. As one employee puts it, "We should not let them take advantage of us." Which of the following best describes the reason for resisting this change?
A) threat to one's self interest
B) uncertainty
C) lack of confidence that change will succeed
D) lack of conviction that change is necessary
E) distrust of leadership
F) threat to personal values
G) fear of being manipulated
Q3) Based on the business you selected to start in Skill-Development Exercise 1, what would be some of your strengths and weaknesses, opportunities and threats, compared to your competitors?
Q4) Strategies may fail for lack of appropriate or adequate resources.
A)True
B)False
Page 13
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) The first step in the risk assessment process is risk reduction.
A)True
B)False
Q2) Identify the benefits of pre-crisis planning.
Q3) Which of the following is (are) crises with which organizations may need to respond?
A) natural disasters.
B) terrorist attacks.
C) human error disasters.
D) executive misconduct.
E) all of the above
Q4) Pre-crisis planning entails all of the following components EXCEPT:
A) appointing a crisis leader.
B) assessing risk.
C) analyzing the environment.
D) creating a crisis response team.
Q5) Describe why a senior leader's physical presence is critical during a crisis.
Q6) Risk assessment is a common tool used in crisis planning. A)True B)False
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