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Q:
Task-oriented leaders:
A. establish challenging goals.
B. develop mutual trust and respect for subordinates.
C. listen to employees' suggestions.
D. do personal favors for employees.
E. establish a personal relationship with employees.
Q:
Transformational leaders:
A. improve the operational efficiency of an organization.
B. support the current strategy and ensure that the employees perform tasks more effectively.
C. energize and direct employees to a new vision and corresponding behaviors.
D. help employees become more proficient and satisfied in the current situation.
E. influence employees by negotiating services from them.
Q:
Managerial leaders:
A. engage in participative leadership.
B. build a strategic vision to change the organization.
C. support and guide the performance and well-being of individual employees.
D. possess all of the competencies of great leaders.
E. act as change agents in the organization.
Q:
Which of the following is a limitation of the transformational perspective of leadership?
A. It focuses too much on how leaders improve organizational efficiency.
B. It is typically presented as a universal rather than contingency perspective.
C. Transformational leaders are not defined in terms of their success.
D. It totally ignores the need for having an organizational change agent.
E. Transformational leaders are often judged based on specific behaviors.
Q:
Organizational behavior research indicates that transformational leaders produce _____ followers, whereas charismatic leaders produce dependent followers.
A. unskilled
B. directive
C. empowered
D. real
E. servant
Q:
Charisma refers to:
A. the personal traits that provide referent power over others.
B. the traits that lead to managerial leadership.
C. the situational traits that lead to transformational leadership.
D. the people-oriented behaviors displayed by individuals.
E. any situation where followers attribute positive things to leaders who do not really deserve this credit.
Q:
Which of the following refers to "walking the talk"?
A. The leader uses metaphors to symbolize the vision to the employees.
B. The leader continuously works as a part of a team to know them better.
C. The leader provides specific instructions to help employees understand the task requirements.
D. The leader steps out and behaves in ways that symbolize the vision.
E. The leader continuously analyzes the path that the organization is taking.
Q:
_____ represents the heart of transformational leadership.
A. Effectiveness
B. Charisma
C. Operational efficiency
D. Strategic vision
E. Emotional intelligence
Q:
Which leadership theory or perspective adopts the view that leaders are agents of change?
A. Transformational leadership perspective
B. Path-goal theory
C. Implicit leadership perspective
D. Managerial perspective
E. Leadership substitutes
Q:
Which of the following statements is most consistent with the view of shared leadership?
A. Shared leadership operates out of one formally assigned position shared by two employees.
B. Leaders should share their power and responsibility to avoid self-serving bias among employees.
C. Leadership of an organization is broadly distributed rather than assigned to one person.
D. For organizations to move from autocratic to democratic institutions, shared leadership must be implemented.
E. A team should have more than one leader to perform effectively.
Q:
Which of the following is the most accurate definition of leadership?
A. Leadership refers to transforming the day-to-day activities of an organization to increase its effectiveness.
B. Leadership refers to the personality traits of an individual which makes him or her guide an organization to better performance and effectiveness.
C. Leadership refers to the abilities of an individual to act according to the changes in the environment.
D. Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations.
E. Leadership refers to the capabilities of certain individuals to introduce successful changes in organizational performance.
Q:
Surveys report that women are rated lower than men on the emerging leadership qualities of coaching, teamwork, and empowering employees.
Q:
Women tend to use the participative leadership style less readily than their male counterparts.
Q:
Research indicates that male and female leaders widely differ in their levels of task-oriented and people-oriented leadership.
Q:
Cultural values are part of what makes us see some people as leaders.
Q:
According to the leadership competencies perspective, leadership competencies identify leadership potential, not leadership performance.
Q:
According to the leadership competencies perspective, leadership abilities are something you are born with; you do not develop them during your life.
Q:
The competency perspective of leadership assumes that all effective leaders have the same personal characteristics that are equally important in all situations.
Q:
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept is known as transformational leadership.
Q:
Effective leaders are good at expressing emotions, as well as regulating emotions in themselves and others.
Q:
Integrity is ultimately based on the leader's values, which provide an anchor for consistency.
Q:
According to the competency perspective of leadership, self-concept, integrity, knowledge of the business, and emotional intelligence are important leadership competencies.
Q:
The competency perspective of leadership advocates the view that situational characteristics distinguish great leaders from the rest of us.
Q:
Having a high level of extroversion is a weak predictor of leadership.
Q:
According to the implicit leadership perspective, we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.
Q:
Implicit leadership theory states that everyone has beliefs about the features and behaviors of effective leaders.
Q:
Employee benefits such as reward systems cannot replace or reduce the need for task-oriented leadership.
Q:
The leadership substitutes theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.
Q:
According to Fiedler's contingency model, leaders should attempt to change their style to fit the situation.
Q:
Situational leadership theory is very popular among practitioners and also has received significant research support.
Q:
The situational leadership model identifies four leadership styles, telling, selling, participating, and delegating.
Q:
The situational leadership model states that a person's leadership style cannot be changed and leaders should be placed in situations that match their natural style.
Q:
Path-goal theory has received more research support than other contingency leadership models.
Q:
According to path-goal theory, supportive leadership is desirable for employees who work in teams with low cohesiveness.
Q:
The directive style is most effective when employees have routine and simple tasks.
Q:
According to path-goal leadership theory, directive leadership should never be applied to inexperienced employees.
Q:
Why should leaders of diverse teams require better conflict management skills than leaders of homogenous teams?
Q:
Briefly explain the conflict process model.
Q:
Charlotte International Employees at Charlotte International have been frustrated with the management on just about everything. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve problems. Both sides have decided to seek third-party dispute resolution. Management prefers a third-party intervention that has high process and decision control while employees prefer a high level of process control and not decision control. Employees at Charlotte International prefer which of the following types of third-party intervention?
A. Inquisitor
B. Competitor
C. Arbitrator
D. Abstainer
E. Mediator
Q:
Charlotte International Employees at Charlotte International have been frustrated with the management on just about everything. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve problems. Both sides have decided to seek third-party dispute resolution. Management prefers a third-party intervention that has high process and decision control while employees prefer a high level of process control and not decision control. Management at Charlotte International appears to prefer which of the following types of third-party intervention?
A. Arbitrator
B. Competitor
C. Mediator
D. Inquisitor
E. Abstainer
Q:
Fun, Incorporated Fun, Incorporated, a major gaming software company, is experiencing conflict between the young Internet-savvy employees who design the games and the older, less computer-literate executives who run the company. The company has hired team leaders who could work with the executives and who were also highly computer-literate. By hiring these team leaders as liaisons between the executives and employees, the company will:
A. increase conflict between developers and executives by reducing communication.
B. reduce conflict by clarifying rules and procedures.
C. increase conflict by increasing task interdependence.
D. reduce conflict by creating superordinate goals.
E. reduce conflict by reducing task interdependence.
Q:
XYZ Company As a manager for XYZ Company, you are assigned to resolve a conflict between two departments of your organization, Department A and Department B. Both parties have equal power. Both the parties are under time pressure to resolve the conflict. You also realize that the parties lack trust/openness for problem solving. If instead of equal power, the Department A had considerably more power than Department B, what would Department B's best conflict resolution style be?
A. Forcing
B. Yielding
C. Avoiding
D. Compromising
E. Problem-solving
Q:
XYZ Company As a manager for XYZ Company, you are assigned to resolve a conflict between two departments of your organization, Department A and Department B. Both parties have equal power. Both the parties are under time pressure to resolve the conflict. You also realize that the parties lack trust/openness for problem solving. Which conflict resolution style would you use in this situation?
A. Forcing
B. Yielding
C. Avoiding
D. Compromising
E. Problem-solving
Q:
NewTel, Inc. NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on NewTel to become more marketing and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment and blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem. The marketing executives and the other executives operate independently. However, they share the resources and money in the organization. This kind of interdependence is referred to as:
A. total interdependence.
B. sequential interdependence.
C. orderly interdependence.
D. pooled interdependence.
E. reciprocal interdependence.
Q:
NewTel, Inc. NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on NewTel to become more marketing and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment and blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem. The four new hires' have been attempting to have the company put more money into marketing and customer services instead of technology investment. This is mainly an example of conflict due to:
A. role ambiguity.
B. lack of communication.
C. sequential task interdependence.
D. overt behaviors.
E. goal incompatibility.
Q:
NewTel, Inc. NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on NewTel to become more marketing and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment and blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem. The conflict at NewTel appears to be:
A. constructive conflict.
B. legitimate conflict.
C. task-related conflict.
D. relationship conflict.
E. cooperation conflict.
Q:
When negotiators have an audience watching their progress in the negotiations, the audience's negotiator:
A. is more likely to give in to the other party's demands.
B. pays more attention to saving face.
C. feels and acts the same as if no one were viewing the negotiation.
D. tends to be more willing to make concessions to the other party.
E. tends to feel more cooperative and is more willing to make concessions to the other party.
Q:
___________ is the cornerstone of effective value creation.
A. Power
B. Trust
C. Information
D. Communication
E. Resistance
Q:
In approaching a negotiation, skilled negotiators begin by:
A. Adopting a hardline stance.
B. Adopting a cautious problem-solving style.
C. Sharing all their information.
D. Explaining their resistance point.
E. Staying silent.
Q:
A BATNA:
A. Represents the estimated cost of walking away from the relationship.
B. Is a form of "exploding offer."
C. Is a term representing one party's target point.
D. Is the difference between your resistance point and your opponent's resistance point.
E. Is an abbreviation for the steps in effective negotiation.
Q:
Initial offer points, target points, and resistance points represent three elements in:
A. the conflict process model.
B. the bargaining zone model.
C. the types of third-party conflict resolution.
D. the sources of conflict.
E. the conflict escalation cycle.
Q:
In a purely win-lose situation, the bargaining zone states that:
A. the parties usually apply a collaborative approach to resolving their differences.
B. one should begin negotiations by describing the resistance point for each item on the agenda.
C. the two parties rarely know each other's initial point.
D. parties tend to move from their target point to their initial point very quickly.
E. neither the target nor the resistance point is revealed to the other party.
Q:
The bargaining zone model states that:
A. the physical space around the negotiations affects the negotiation outcome.
B. the negotiation process moves each party along a continuum in opposite directions with an area of potential overlap.
C. the best negotiations occur in a neutral territory.
D. negotiators must try to move the other party from a win-lose orientation towards a win-win orientation.
E. win-lose negotiations typically begin by each party communicating its resistance point.
Q:
For everyday disputes between two employees, managers should use _____ as a third-party intervention.
A. inquisition
B. mediation
C. arbitration
D. retaliation
E. negotiation
Q:
Which of the following types of third-party intervention approaches do managers usually adopt?
A. Inquisitional
B. Competitive
C. Mediation-based
D. Arbitration-based
E. Abstainer
Q:
Arbitration has a _________ level of control over the final outcome and a ______ level of control over the process.
A. high; low
B. high; high
C. low; high
D. low; low
E. moderate; low
Q:
Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties but does not impose a solution on the parties?
A. Inquisition
B. Arbitration
C. Mediation
D. Legislation
E. Imposition
Q:
Which of the following third-party conflict resolution strategies is characterized by high process control and high process control?
A. Inquisition
B. Arbitration
C. Mediation
D. Imposition
E. Compromise
Q:
Which of the following is a third-party conflict resolution strategy with low process control and high decision control?
A. Inquisition
B. Arbitration
C. Mediation
D. Imposition
E. Compromise
Q:
Third-party dispute resolution activities are classified in terms of their:
A. arbitrariness and firmness.
B. level of process control and level of decision control.
C. assertiveness and cooperativeness.
D. differentiation and interdependence.
E. consequences for the organization.
Q:
_____ are employees who coordinate the activities of differentiated work units toward the completion of a common task.
A. Inquisitors
B. Arbitrators
C. Mediators
D. Integrators
E. Moderators
Q:
What is the major function of integrators in an organization?
A. Reducing interdependence
B. Clarifying rules and procedures
C. Increasing resources
D. Reducing differentiation
E. Improving understanding
Q:
Increasing inventories between sequential work units tends to reduce potential conflict by:
A. reducing resource scarcity.
B. reducing differentiation.
C. increasing the required level of communication between employees in sequential units.
D. reducing ambiguity in resource allocation.
E. reducing task interdependence.
Q:
Direct communication minimizes conflict by:
A. reducing task interdependence.
B. reducing reliance on stereotypes about the other party.
C. creating organizational buffers.
D. reducing the differentiation in the work force.
E. increasing the available resources.
Q:
The yielding conflict management style should be used if:
A. the parties have equal power.
B. the issue is much less important to you than to the other party.
C. the other party has much less power than you do.
D. the issue is important to both parties.
E. you have a deep conviction about your position.
Q:
You are assigned to resolve a conflict between two departments of an organization. Both parties have equal power. Both the parties are under time pressure to resolve the conflict. You also realize that the parties lack trust/openness for problem solving. You are actively searching for a middle ground between the interests of the two parties. Which of the following conflict resolution styles would you use in this situation?
A. Forcing
B. Yielding
C. Compromising
D. Avoiding
E. Problem-solving
Q:
Which of the following conflict management styles may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies?
A. Forcing
B. Yielding
C. Avoiding
D. Problem-solving
E. Compromising
Q:
You have resolved a conflict with another department by offsetting your losses by equally valued gains. Which of the following conflict handling styles is used here?
A. Forcing
B. Yielding
C. Avoiding
D. Compromising
E. Problem-solving
Q:
Which of the following conflict management styles is associated with low cooperativeness and low assertiveness?
A. Forcing
B. Inquisition
C. Compromising
D. Arbitration
E. Avoiding
Q:
Which of the following interpersonal conflict management styles represents a purely win-win orientation?
A. Forcing
B. Yielding
C. Avoiding
D. Problem solving
E. Compromising
Q:
The problem-solving interpersonal style of conflict has:
A. high assertiveness and low cooperativeness.
B. high assertiveness and high cooperativeness.
C. low assertiveness and high cooperativeness.
D. low assertiveness and low cooperativeness.
E. medium assertiveness and medium cooperativeness.
Q:
Which of the following factors leads to relationship conflicts in teams?
A. Low levels of communication
B. Low levels of interdependence
C. Abundant resources
D. Homogeneous workforce
E. Common goal
Q:
The potential for conflict between two employees would be highest under conditions of _____ interdependence.
A. pooled
B. total
C. reciprocal
D. anticipatory
E. sequential
Q:
Situations with both _______________ produce the highest risk of conflict.
A. Ambiguous rules and low task interdependence
B. Precise rules and resource scarcity
C. Plentiful resources and high goal compatibility
D. Scarce resources and high task interdependence
E. Strict rules and high task interdependence
Q:
Which of the following sources of conflict is typically associated with mergers and acquisitions, where everyone wants the company to succeed, but they fight over the "right way" to do things because of their unique experiences in the separate companies?
A. Task interdependence
B. Differentiation
C. Goal incompatibility
D. Scarce resources
E. Disintermediation
Q:
Employees in engineering and marketing often disagree with each other in how to achieve a target mainly because they have unique backgrounds, experiences, and training. The most apparent source of conflict here is:
A. task interdependence.
B. differentiation.
C. goal incompatibility.
D. scarce resources.
E. ambiguity.
Q:
Salespeople at Widget Co. complain that they lose sales bonuses when the production department is out of stock of a particular item. This sometimes causes customers to buy from elsewhere rather than wait for the next production run. Meanwhile, production employees complain that salespeople don't appreciate the need to minimize inventory costs, for which production staff is rewarded. This instance is an example of conflict due to:
A. ambiguity.
B. technical incompetence of the production team.
C. pooled task interdependence.
D. differentiation.
E. goal incompatibility.
Q:
Which of the following immediately follows conflict perceptions and emotions in the conflict process?
A. Sources of conflict
B. Manifest conflict
C. Conflict outcomes
D. Conflict management
E. Conflict beliefs
Q:
Which of the following precedes conflict outcomes in the conflict process?
A. Manifest conflict
B. Conflict emotions
C. Conflict beliefs
D. Conflict perceptions
E. Conflict sources
Q:
When team norms encourage _____, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.
A. conscientiousness
B. introversion
C. neuroticism
D. openness
E. agreeableness