Test Bank For Organizational Behavior, 2nd Edition Mary Uhl-Bien, Ronald F. Piccolo, John R. Scherme by digitaldownload87

Test Bank For Organizational Behavior, 2nd Edition Mary Uhl-Bien, Ronald F. Piccolo, John R. Schermerhorn Jr Chapter 1-11 File: ch01, Chapter 1: Introducing Organizational Behavior True/False 1. Organizational climate is the study of human behavior in organizations. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

2. Organizational behavior is an interdisciplinary body of knowledge with strong ties to psychology, sociology, and anthropology. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

3. Given the importance of teams, organizational behavior is an academic discipline devoted only to understanding group behavior. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

4. In the modern workplace, important trends include the demise of ―command-and-control‖ type of organizational structures and a commitment to ethical behavior. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

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5. Today, Hispanics are the fastest growing community in the modern workplace in the United States. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

6. The U.S. Census Bureau predicts that America will become a true plurality by 2060, with no one ethnic or racial group being in the majority. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

7. The developmental sequence begins with initial experience and subsequent reflection. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

8. Organizational behavior scholars believe that there is one ―best‖ or universal way to manage people and organizations. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

9. Evidence-based management uses hard facts and empirical evidence to make decisions. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

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10. Employee satisfaction is defined as the quality and quantity of the work produced or the services provided by a work unit as a whole. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

11. Organizational behavior clearly indicates that managers should be held accountable for task performance results but not job satisfaction results since job satisfaction results are the domain of employees. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

12. In the workplace today, management is most effectively accomplished by ―directing‖ and ―controlling‖ rather than ―supporting.‖ Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

13. The four basic functions of management are delegating, leading, controlling, and decision making. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

14. Controlling is the process of creating work structures and systems and arranging resources to accomplish goals and objectives. Ans: False Bloom’s: Knowledge

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Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

15. Henry Mintzberg identified the set of roles that managers perform as technical, human, and conceptual. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

16. Managerial roles that involve working directly with other people, according to Henry Mintzberg, are called human roles. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

17. A manager’s informational roles include being a figurehead, leader, and liaison. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

18. According to Henry Mintzberg, when a manager acts as a disturbance handler, this is an interpersonal role. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

19. Managerial roles involving decision making that affects other people, according to Henry Mintzberg, are called technical roles.

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Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

20. Decisional roles include seeking out problems to solve and opportunities to explore, helping to resolve conflict, allocating resources, and negotiating with other parties. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

21. The essential skills of management, according to Robert Katz, can be grouped into three categories: interpersonal, informational, and decisional. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

22. According to Robert Katz, the relative importance of technical, human, and conceptual skills varies across the different levels of management. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

23. Emotional intelligence includes the human skills of self-awareness, self-regulation, motivation, empathy, and social skill. Ans: True Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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24. Learning is an enduring change of behavior that unfortunately cannot come from experience. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

25. The organizing process involves individuals being influenced by others. Ans: False Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

Multiple Choice

26. __________ is an interdisciplinary body of knowledge with strong ties to psychology, sociology, and anthropology, economics, and political science. a) Organizational behavior b) Organizational culture c) Performance management d) Work-group analysis e) Accounting Ans: a Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

27. The increase in teamwork today is a result of all of the following EXCEPT: a) management’s dislike for individual contributors. b) diversity in the workplace. c) leadership valued by all members. d) commitment to people as valuable human assets. e) work that is increasingly focused on peer contributions. Ans: a Bloom’s: Knowledge

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Level: Medium Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

28. Which of the following reflects the expectations of the new generation of workers? a) Less tolerant of hierarchy b) Less technologically savvy c) More concerned about status d) Less focus on work/life balance e) More focus on structure Ans: a Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

29. Organizational behavior has developed all of the following EXCEPT: a) an emphasis on finding the ―one way‖ to complete all tasks. b) an interdisciplinary body of knowledge. c) the use of scientific methods. d) a focus on application. e) contingency thinking. Ans: a Bloom’s: Comprehension Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

30. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT: a) psychology. b) physics. c) sociology. d) anthropology. e) economics. Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

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31. Which of the following is an inaccurate statement about organizational behavior? a) Organizational behavior has strong ties to the behavioral sciences and allied social sciences. b) Organizational behavior seeks to integrate the diverse insights of the behavioral sciences and allied social sciences. c) Organizational behavior is divorced from the disciplines of political science and economics. d) Organizational behavior seeks to improve the quality of work life. e) Organizational behavior seeks to improve the performance of people, groups, and organizations. Ans: c Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

32. Organizational behavior goals include all of the following EXCEPT improving the: a) performance of people. b) performance of groups. c) performance of organizations. d) quality of overall work life. e) competitive landscape in the industry. Ans: e Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

33. In the context of organizational behavior, which of the following is an enduring change of behavior that results from experience? a) Learning b) Managerial sensemaking c) Organizational tracking d) Lifelong careers e) Managerial scholarship Ans: a Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

34. The initial experience of the experiential learning cycle in an organizational behavior course focuses on:

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a) personal experiences, the classroom as an organization, in-class exercises and simulations, group project assignments, and cases. b) personal thoughts, class discussions, informal discussions, readings, lectures, and written assignments. c) personal experiences, personal thoughts, personal theories, and trying new personal behaviors. d) theories in readings, theories from lectures, personal theories, and theories from other sources. e) trying new behaviors in work experiences, class experiences, and everyday experiences. Ans: a Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

35. The realities of the contemporary business world include all of the following trends EXCEPT: a) the demise of ―command-and-control‖ organizational structures. b) the importance of human capital. c) a commitment to ethical behavior. d) an emphasis on individuals working independently of one another. e) a changing definition of jobs and career. Ans: d Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

36. In the context of organizational behavior, apart from __________, all of the following are trends in the contemporary business world. a) the pervasive influence of information technology b) a respect for new workforce expectations c) an emphasis on teamwork d) an increase in ―command-and-control‖ leadership e) changing careers Ans: d Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

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37. Rather than assuming that there is one ―best‖ or universal way to manage people in organizations, which of the following should organizational behavior researchers use to try to identify how different situations can best be understood and handled? a) A traditional method b) Industrial engineering c) Contingency thinking d) Emotional intelligence e) A laboratory study Ans: c Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

38. In the context of organizational behavior, which of the following should managers rely on to avoid mistakes when it comes to fostering conditions that inspire performance, satisfaction, team cohesion, and ethical behavior in the workplace? a) Knowledge based on intuition b) The latest trends in the industry c) The opinion of a highly paid consultant d) The measures adopted by a competitor e) A validated set of scientific discoveries Ans: e Bloom’s: Comprehension Level: Medium Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior 39. In the context of organizational behavior, a systematic and comprehensive process of making objective, unbiased assessments of facts when forming a judgment is known as __________. a) industrial engineering b) contingency thinking c) emotional intelligence d) critical thinking e) effective management Ans: d Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

40. In the context of the attributes of the critical thinking process, a person who loves exploring new topics, learning new things, and gaining knowledge in any form has __________. Copyright © 2020 John Wiley & Sons, Inc.

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a) b) c) d) e)

intellectual humility intellectual curiosity confidence in reason intellectual independence emotional intelligence

Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

41. In the context of organizational behavior, which of the following decision-making errors occurs when a critical thinker tends to believe things because many other people do? a) Selective perception b) Dichotomies c) Confirmation bias d) The bandwagon effect e) Aversive thinking Ans: d Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

42. In the process of thinking critically, according to Linda Elder and Richard Paul, which universal intellectual standard is met when conclusions are free from errors or distortions? a) Completeness b) Precision c) Accuracy d) Clarity e) Logic Ans: c Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

43. Susan, who works at Toddler Toys, helps her colleagues achieve high levels of task performance and job satisfaction. Susan can be described as a(n): a) executive. b) effective manager. c) director. d) supervisor. Copyright © 2020 John Wiley & Sons, Inc.

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e) team follower. Ans: b Bloom’s: Comprehension Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

44. As a manager, Jermaine defines goals, sets performance objectives, and identifies action steps for accomplishing them. Jermaine is engaged in which management function? a) Planning b) Organizing c) Leading d) Directing e) Controlling Ans: a Bloom’s: Comprehension Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

45. Suppose that a company’s president decides to develop a policy to increase the company’s commitment to its employees and then develops a set of procedures to implement this policy. The president is engaged in which management function? a) Planning b) Organizing c) Leading d) Directing e) Controlling Ans: a Bloom’s: Application Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

46. Joanna, a manager at TravelWorld, has set up a committee to develop procedures for dealing with company-wide training needs and assigned people to conduct specific training programs. Joanna is engaged in which management function? a) Planning b) Organizing c) Motivating d) Leading e) Controlling

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Ans: b Bloom’s: Application Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

47. Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then clearly and convincingly communicates the objectives of the program to all employees. By doing this, the manager gains their support and participation. The manager is engaged in which management function? a) Planning b) Organizing c) Leading d) Motivating e) Controlling Ans: c Bloom’s: Application Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

48. Abbey is responsible for monitoring the progress of an affirmative action program to advance minorities within ABC Corporation. She reviews the progress in changes in employee attitudes, calls special meetings to discuss problems, and makes appropriate adjustments in the program as needed. Abbey is engaged in which management function? a) Planning b) Organizing c) Leading d) Controlling e) Delegating Ans: d Bloom’s: Application Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

49. Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories? a) Interpersonal, strategic, and decisional b) Strategic, informational, and political c) Interpersonal, informational, and decisional d) Supervisory, authoritarian, and decisional e) Supervisory, informational, and strategic Ans: c Bloom’s: Knowledge

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Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

50. According to Henry Mintzberg, which of the following represent the informational roles of a manager? a) Figurehead, leader, and spokesperson b) Monitor, disseminator, and spokesperson c) Negotiator, entrepreneur, and resource allocator d) Leader, disseminator, and entrepreneur e) Entrepreneur, disturbance handler, and resource allocator Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

51. Which of the following descriptions of Mintzberg’s managerial roles is correct? a) Interpersonal roles include the monitor, disseminator, and spokesperson. b) Informational roles include the figurehead, leader, and liaison. c) Decisional roles include the entrepreneur, disturbance handler, resource allocator, and negotiator. d) Decisional roles include the leader, disturbance handler, and spokesperson. e) Informational roles include the figurehead, monitor, leader, and spokesperson. Ans: c Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

52. The essential skills of management, according to Robert Katz, can be grouped into which of the following three categories? a) Technical, interpersonal, and informational b) Technical, human, and conceptual c) Interpersonal, decisional, and informational d) Organizing, planning, and leading e) Leading, decisional, and human Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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53. According to Robert Katz, all of the following statements are correct EXCEPT that: a) technical skills are considered important for supervisors and team leaders who must deal with job-specific problems. b) conceptual skills are important for senior executives who deal with organizational purpose, mission, and strategy issues. c) technical skills are equally important for both entry- and senior-level management positions. d) conceptual skills are important for senior executives who must deal with broad, ambiguous, and long-term decisions. e) human skills are consistently important across all managerial levels. Ans: c Bloom’s: Comprehension Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

54. Riya, a manager at Planet Save, is using spreadsheet software to prepare a departmental budget. Riya is using which managerial skill according to Katz? a) Supervisory b) Conceptual c) Creative d) Technical e) Human Ans: d Bloom’s: Application Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

55. In trying to work out an acceptable solution to a problem, managers who rely on their understanding of other people and who empathize with others’ feelings are using which managerial skill according to Katz? a) Supervisory b) Conceptual c) Creative d) Technical e) Human Ans: e Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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56. In the context of organizational behavior, the important dimensions of emotional intelligence include all of the following human skills EXCEPT: a) self-awareness. b) self-regulation. c) technical skill. d) empathy. e) social skill. Ans: c Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

57. __________ skills involve the capacity of managers to analyze and solve complex and interrelated problems. a) Supervisory b) Conceptual c) Creative d) Technical e) Human Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

58. A manager who thinks critically and analytically when developing an organizational strategy for dealing with a highly competitive global environment is using which managerial skill? a) Supervisory b) Conceptual c) Creative d) Technical e) Human Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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59. In the context of organizational behavior, which of these refers to a capacity to get things done because of relationships with other people? a) Social capital b) A value chain c) Task performance d) Workforce diversity e) Open systems Ans: a Bloom’s: Knowledge Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

60. In the context of organizational behavior, what is evidence-based management? a) Evidence-based management means making managerial decisions based on facts rather than on feelings. b) Evidence-based management means making managerial decisions based on feelings rather than on facts. c) Evidence-based management means utilizing multiple ways to meet the needs of different management situations. d) Evidence-based management means utilizing a systematic approach to processing data. Ans: a Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

61. In the context of organizational behavior, who is an effective manager? a) A manager who completes all projects on time regardless of employee’s level of satisfaction. b) A manager who excels at helping others achieve both high performance and job satisfaction is an effective manager. c) A manager who communicates details exclusively to upper level managers. d) None of the descriptions listed describe an effective manager. Ans: b Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

Short answer

62. What is the study of human behavior in organizations called? Ans: Organizational behavior

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Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

63. Rather than assuming that there is one ―best‖ or universal way to manage people in organizations, what approach do researchers use to try to identify how different situations can best be understood and handled? Ans: Contingency thinking Bloom’s: Knowledge Level: Easy Learning Objective 2: Think critically about human behavior. Section Reference: Thinking Critically about Organizational Behavior

64. By the year 2060, which community will comprise nearly 30 percent of the workplace population in the United States? Ans: Hispanics Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

65. In the context of organizational behavior, what are the two key outcomes on which an effective manager will focus? Ans: Task performance and job satisfaction Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

66. In the context of organizational behavior, what are the four basic functions of management? Ans: Planning, organizing, leading, and controlling Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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67. Defining goals, setting performance objectives, and identifying action steps for accomplishing them describe which management function? Ans: Planning Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

68. What is the process of creating work structures and systems and arranging resources to accomplish goals and objectives called? Ans: Organizing Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

69. Describe the managerial function of leading. Ans: Instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal skills comprise the managerial activity of leading. Bloom’s: Comprehension Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

70. Which managerial function concerns itself with ensuring that things go well by monitoring performance and taking corrective action as necessary? Ans: Controlling Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

71. According to Henry Mintzberg, what are the managerial roles that involve working directly with other people? Ans: Interpersonal roles Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management.

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Section Reference: Managers, Team Leaders, and Organizational Behavior

72. According to Henry Mintzberg, what are the managerial roles that involve the exchange of knowledge with other people? Ans: Informational roles Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

73. According to Robert Katz, what are the three categories of managerial skills? Ans: Technical, human, and conceptual Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

74. According to Robert Katz, what is the ability to perform specialized tasks? Ans: A technical skill Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

75. According to Robert Katz, in trying to work out an acceptable solution to a problem, managers who rely on their understanding of other people and who empathize with others’ feelings are using which managerial skill? Ans: Human Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

76. According to Daniel Goleman, what is the ability of managers to understand and deal with emotions? Ans: Emotional intelligence Bloom’s: Knowledge

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Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

77. A management team that thinks critically and analytically when developing an organizational strategy for dealing with a highly competitive global environment is using which managerial skill? Ans: Conceptual Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

78. What is the ability to understand the emotions of others called? Ans: Empathy Bloom’s: Knowledge Level: Easy Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

Essay

79. Why is learning about organizational behavior important? Suggested Answer: Learning about organizational behavior is important because it directly benefits you. The topics studied in organizational behavior include personality, motivation, organizational culture, ethics, teamwork, and leadership. These are critically important for long-term career and life success. Learning about organizational behavior will provide foundational knowledge about human behavior, and prepare you to adapt and thrive in a dynamic and complex workplace. Today’s knowledge-based and smart workforces place a great premium on continuous learning. Only those who embrace change and are committed to learning new technologies and techniques for conducting business will be able to keep pace in a connected, high-tech, global, and constantly changing environment. Bloom’s: Analysis Level: Medium Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

80. Identify the trends that are affecting organizational behavior, and explain why these trends are occurring.

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Suggested Answer: The following trends are currently affecting organizational behavior. These trends and the reasons why they are occurring are described as follows: Importance of connections and networks: Work is increasingly being done through personal connections and networks. In this environment, building effective relationships face to face and online is an essential career skill. Commitment to ethical behavior: Highly publicized scandals and more complex business environments are continuing to shine a spotlight on the importance of ethical practices in business. Broad views of leadership: New pressures and demands mean leadership is valued from all members, found at all levels, and flowing in all directions—not just from the top down. Diversity in the workplace: The modern workplace is more diverse than ever. The U.S. Census Bureau predicts that the country will become a true plurality by 2060, with no one ethnic or racial group being in the majority. Hispanics are now the fastest growing community and by 2060 will constitute one-third of the population. America is also growing demographically older; by 2050 one in five people will be aged 65-plus. These demographic trends are sure to influence everyday life, our personal relationships, and the way work is done. Emphasis on human capital and teamwork: Success is earned through knowledge, experience, and a commitment to people as valuable human assets. Work is increasingly team based with a focus on peer contributions. Demise of ―command-and-control‖: Traditional hierarchical structures and practices are being replaced by shared leadership, flexible structures, and participatory work settings that engage human and social capital. Influence of information technologies: As new technologies—including social media and artificial intelligence—penetrate the workplace and society, implications for work arrangements, organizational systems and processes, and individual behavior are continuously evolving. Respect for new workforce expectations: The new generation is less tolerant of hierarchy, more technologically savvy, and less concerned about status. Balance of work and life is a top-priority value in the modern workforce. Changing concept of careers: New economy jobs require special skill sets and a continuous professional development. More people now operate as independent contractors and freelancers in the gig economy, redefining what we think about work and careers. Concern for sustainability: Issues of sustainability are top priorities. Decision making and goal setting increasingly give attention to the environment, climate justice, and preservation of resources for future generations. Bloom’s: Comprehension Level: Difficult Learning Objective 1: Define organizational behavior and its importance in the modern workplace. Section Reference: Organizational Behavior

81. Briefly describe each of the four functions of management. Describe Mintzberg’s managerial roles, and explain how they are helpful in performing the four functions of management. Suggested Answer: The four functions of management are planning, organizing, leading, and controlling. Planning is the process of defining goals, setting specific performance objectives, and identifying the actions needed to achieve them. Organizing is the process of creating work structures and systems and arranging resources to accomplish goals and objectives. Leading is the process of instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations. Controlling is the process of ensuring that things go well by monitoring and evaluating performance, then taking corrective action as necessary.

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According to Mintzberg, managers must do all this while being exceptionally good at the ten roles of effective management, organized in three categories. Interpersonal roles involve working directly with other people, hosting and attending official ceremonies (figurehead), creating enthusiasm and serving people’s needs (leader), and maintaining contacts with important people and groups (liaison). Informational roles involve exchanging information with other people, seeking relevant information (monitor), sharing it with insiders (disseminator), and sharing it with outsiders (spokesperson). Decisional roles involve making decisions that affect other people, seeking problems to solve and opportunities to explore (entrepreneur), helping to resolve conflicts (disturbance handler), allocating resources to various uses (resource allocator), and negotiating with other parties (negotiator). While all ten managerial roles might be used at one time or another in performing each of the four functions of management, many of them are more likely to be used in carrying out certain managerial functions. The entrepreneurial role, for instance, is closely linked to the managerial function of planning. In this role, direction is being set for the organization. The liaison, disseminator, and resource allocator roles are closely associated with organizing. The figurehead, leader, and spokesperson roles are closely aligned with leading. The monitor role is related primarily to controlling. Bloom’s: Synthesis Level: Difficult Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

82. Human skills such as emotional intelligence are indispensable in the new age of organizations. Identify and define five important dimensions of emotional intelligence that can and should be developed by any manager today. Suggested Answer: Self-awareness is the ability to understand one’s own moods and emotions. Self-regulation is the ability to think before acting and to control bad impulses. Motivation is the ability to work hard and persevere. Empathy is the ability to understand the emotions of others. Social skill is the ability to gain rapport with others and build good relationships. Bloom’s: Comprehension Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

83. List and explain the three categories of the essential managerial skills of effective leaders proposed by Robert Katz. Suggested Answer: A skill is an ability to translate knowledge into action that results in a desired performance. And in this sense, Robert Katz divides the essential managerial skills into three categories: technical, human, and conceptual. A technical skill is an ability to perform specialized tasks using knowledge or expertise gained from education or experience. A good example is skill in using the latest communication and information technologies. In the high-tech workplaces of today, technical proficiency in database management, spreadsheet analysis, presentation software, video chats and conferencing, and social media are often hiring prerequisites.

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Central to all aspects of managerial work and team leadership are human skills, or the ability to work well with other people. These skills are revealed as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A person with good human skills will have a high degree of self-awareness and a capacity for understanding or empathizing with the feelings of others. People with this skill are able to interact well with others, engage in persuasive communications, and deal successfully with disagreements and conflicts. In addition to technical and human skills, managers should be able to view the organization or situation as a whole so that problems are always solved for the benefit of everyone concerned. For Katz, conceptual skills allow us to think critically; identify patterns and trends; and analyze and solve complex, ambiguous problems. These skills rely on the ability to see and understand how systems work and how their parts are interrelated, including the dynamics of human interaction. Conceptual skill is used to identify problems and opportunities, gather and interpret relevant information, and make good problem-solving decisions. Bloom’s: Analysis Level: Medium Learning Objective 3: Describe the skills needed for great leadership and management. Section Reference: Managers, Team Leaders, and Organizational Behavior

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File: c02; Chapter 2: OB in Context

True/False

1. Organizational context is the characteristics of a job, organization, or work situation that affect the way people in that situation act and interact. Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

2. Departmentalization refers to how specific work units or groups are divided and coordinated within an organization. Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

3. The hierarchy of authority refers to the listing of positions of responsibility and who reports to whom. Answer: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

Operations charts are diagrams that depict the formal structures of organizations. Answer: False Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB Copyright © 2020 John Wiley & Sons, Inc.

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5. While individuals at lower levels of an organization are largely focused on the internal environment of the organization, the CEO and top management team are more focused on how the organization is positioned in the external environment. Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

6. Executives, managers, and supervisors are hierarchically connected through unity of command, which is a listing of who reports to whom up and down the firm. Answer: False Bloom’s: Knowledge Level: Difficult Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

Organization charts tell us about line versus staff positions and units. Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

The number of individuals reporting to a supervisor is called the chain of command. Answer: False Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

Tall structures have a wider span of control than flat structures.

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Answer: False Bloom’s: Knowledge Level: Difficult Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

10.

Staff units provide specialized expertise and services in an advisory capacity to line units.

Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

11.

The sales and finance functions of a firm are examples of line units.

Answer: True Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

12. Staff units are groups that assist the line units by providing specialized expertise and services to them. Answer: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

13.

Production and operations are examples of staff units.

Answer: False Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

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14. Staff units and positions typically have more power and greater status in a company than line units and positions. Answer: False Bloom’s: Comprehension Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

15. Centralization is the degree to which the authority to make decisions is restricted to higher levels of management. Answer: True Bloom’s: Knowledge Level: Easy Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

16. Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority. Answer: False Bloom’s: Comprehension Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

17. Divisional departmentalization is a division of labor through the formation of work units or groups within an organization. Answer: False Bloom’s: Knowledge Level: Medium Learning Objective 1: Define organizational context and explain how it affects behavior. Section Reference: Why Context Matters in OB

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Level: Easy Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

85. __________ is exerted by persons appointed or elected to positions of formal authority in organizations. Answer: Formal leadership Bloom's: Knowledge Level: Easy Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

86. __________ is exerted by persons who become influential due to special skills or their ability to meet the needs of others. Answer: Informal leadership Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

87. The __________ process involves individuals negotiating identities as leaders and followers. Answer: role-finding Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

88. __________ refer to the actions people take to assert their identity as a leader or follower. Answer: Identity claims Bloom's: Knowledge

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Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

89. __________ occur when people bestow the identity of a leader or a follower on another person. Answer: Identity grants Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

90. __________ of leadership are the attributes we associate with leaders and our beliefs about what makes them effective. Answer: Implicit theories Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

91. __________ is an individual's capacity or willingness to follow a leader. Answer: Followership Bloom's: Knowledge Level: Easy Learning Objective 3: Explain the role and importance of followership to leadership. Section Reference: Understanding Followership

92. __________ represents the beliefs individuals have about how they should enact a follower role. Answer: Follower role orientation Bloom's: Knowledge

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Level: Medium Learning Objective 3: Explain the role and importance of followership to leadership. Section Reference: Understanding Followership

93. __________ is expressing opinions, taking initiative, and constructively questioning and challenging leaders. Answer: Proactive follower identity Bloom's: Knowledge Level: Medium Learning Objective 3: Explain the role and importance of followership to leadership. Section Reference: Understanding Followership

94. __________ are prototypes of the characteristics and behaviors that are believed to be prototypical of followers. Answer: Implicit followership theories Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

95. __________ describes leadership as distributed throughout the organization rather than being located solely in the formal hierarchy. Answer: Distributed leadership Bloom's: Knowledge Level: Easy Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

96. __________ occurs when leadership roles are structured in ways such that no single individual is vested with the power to lead unilaterally. Answer: Co-leadership Bloom's: Knowledge

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Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

97. __________ is a dynamic, interactive influence process in which individuals lead together to achieve group and organizational goals. Answer: Shared leadership Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

98. The __________ approach to leadership study assumes that if we can identify particular and socially desirable attributes, we can select individuals for leadership positions based on their natural tendencies. Answer: trait Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

99. The __________ approach to leadership study focuses on identifying categories of relevant leadership behavior and examining their effects on performance and other outcomes. Answer: behavioral leadership Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

100.

__________ behavior focuses on social, emotional, and interpersonal aspects of management and leadership.

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Answer: Relations-oriented Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

101.

__________ behavior involves providing direction and enforcing performance standards needed to drive production.

Answer: Task-oriented Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

102.

__________ approaches state that the relationship between leader behavior and leadership effectiveness depends on the situation.

Answer: Contingency Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

103.

__________ leadership might be useful in driving group performance on a complex task; however, it might be less effective if group members do not have adequate skills or the resources needed.

Answer: Directive Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

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104.

__________ leadership is relations-oriented, employee-centered behavior that promotes a friendly work climate by focusing on subordinate needs and well-being.

Answer: Supportive Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

105.

A special personal quality or attractiveness that enables an individual to influence others is known as __________.

Answer: charisma Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

106.

__________ use their charisma to inspire followers and empower them toward collective interests.

Answer: Socialized charismatics Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

107.

Charismatic leaders with an individualized power orientation are called ________.

Answer: personalized charismatics Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

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108.

__________ involves inspirational relationships in which both leaders and followers are positively changed in the process.

Answer: Transformational leadership Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

109.

__________ involves a focus on exchanging valued goods in return for something leaders want.

Answer: Transactional leadership Bloom's: Knowledge Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

110.

__________ focuses on leadership as a complex interactive dynamic based on emergence.

Answer: Complexity leadership theory Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

111.

__________ leadership occurs in formal, managerial roles and focuses on alignment and control aimed at driving business results.

Answer: Operational Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers.

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Section Reference: Understanding Leadership

112.

__________ leadership fuels innovation, adaptability, and change.

Answer: Entrepreneurial Bloom's: Knowledge Level: Medium Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

113.

__________ foster and support ethical climates by being role models for appropriate behavior.

Answer: Ethical leaders Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

114.

The ethical values, norms, attitudes, feelings, and behaviors of employees in an organization are known as __________.

Answer: ethical climates Bloom's: Knowledge Level: Easy Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

Essay

115.

Explain the concept of leadership as an identity construction process and what it involves.

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Suggested Answer: The leadership identity construction process involves individuals negotiating identities as leaders and followers. The process involves individuals "claiming" an identity (e.g., as a leader or follower) and others affirming or "granting" that identity (i.e., by going along with the claim). Identity claims occur when people assert themselves as a leader or a follower. Identity grants occur when people bestow on someone else a leader or follower role. How individuals make identity claims and grants is influenced by the implicit theories they hold about leadership and followership. These implicit theories are prototypes of the characteristics and behaviors that we believe are prototypical of leaders and followers. They represent the images we have in our heads about common and typical among leaders and followers. In other words, they reflect what we think effective leaders and followers look like, how they communicate, and what they should be doing. Bloom's: Comprehension Level: Easy Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

116.

What is followership? Discuss the different follower identities that exist.

Suggested Answer: Followership represents an individual's capacity or willingness to follow a leader. Follower identity represents the belief one holds about the self as a follower. It comes from both how you see yourself and how others see you. Research shows that follower identities vary across individuals. Some followers hold passive beliefs, viewing their roles in the classic sense of following: passive, deferential, and obedient to authority. Others hold proactive beliefs, viewing their role as expressing opinions, taking initiative, and constructively questioning and challenging leaders. Follower role orientation represents the beliefs we have about how we should enact the follower role. Passive follower identities are associated with a passive orientation, the belief that leaders are in a better position than followers to make decisions and determine direction. Followers holding this belief look to leaders for structure and guidance. Proactive follower identities are associated with a co-production orientation, the belief that the follower's role is to partner with the leader to get the job done. Followers holding this belief see followership as being an active co-contributor to the leadership process. Bloom's: Comprehension Level: Easy Learning Objective 3: Explain the role and importance of followership to leadership. Section Reference: Understanding Followership

117. Define shared leadership, and list the five important characteristics that help maintain success in team performance. Suggested Answer: Shared leadership is a dynamic, interactive influence process among team members working to achieve group and organizational goals. Shared leadership is realized in

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teams where members spread responsibility for the work among members and no one person dominates. It describes how the most effective groups function. Leadership and followership roles rotate around the group: formal leaders or designated leaders step in when they need to and then step back to let others lead when they are too bogged down or when others have stronger capabilities. The key factor is each member's willingness to both step in (lead) and step back (follow) in their role on the team as the situation demands. Bloom's: Comprehension Level: Easy Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

118. Describe the behavioral leadership approach and the two main categories of a manager's leadership behaviors. Suggested Answer: The behavioral approach to leadership study focuses on identifying categories of relevant leadership behavior and examining their effects on performance and other outcomes. Behavioral approaches show that the most important leader behaviors can be divided into two main categories: relations-oriented behavior and task-oriented behavior. Relationsoriented behavior, also known as consideration, focuses on social, emotional, and interpersonal aspects of management and leadership, such as interest in group harmony, personal support, and kindness. Task-oriented behavior, also known as initiating structure, focuses on the performance or productivity aspects of management and leadership. Bloom's: Comprehensive Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

119. Define contingency approaches, and name the four leadership styles in the contingency model. Suggested Answer: Contingency approaches state that the relationship between leader behavior and leadership effectiveness depends on (i.e., "is contingent upon") the situation. These approaches identify boundary conditions that enhance or limit the impact of leaders. For example, although a directive leadership style might, in general, be useful in driving group performance on a complex task, that same style might be less so if group members do not have adequate skills or the resources needed. Contingency theories start with a manager's behavioral style. The most common leadership behaviors used by managers are task-oriented and relationsoriented behavior. In contingency approaches, these are often referred to as directive leadership and supportive leadership styles. Two additional behavioral styles were added later: achievement-oriented leadership and participative leadership.

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Bloom's: Comprehensive Level: Difficult Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

120. What is charisma and what are some of the consequences and dangers of charismatic leadership? Suggested Answer: Charisma is a special personal quality or attractiveness that enables an individual to influence others. For charisma to achieve positive outcomes, it needs to be used from a socialized power orientation, where power is used for collective (e.g., societal) rather than personal benefit. When used for personal interests, it can have destructive consequences. Personalized charismatics dominate followers and keep them weak and dependent on the leader. Although charisma can be considered an individual trait, it is more aptly described as a relational process triggered by leaders and followers acting together in context. This process can be seen as a fire produced by three elements: (1) a spark—a leader with charismatic qualities, (2) flammable material—followers who are open or susceptible to charismatic appeal, and (3) oxygen—an environment that is conducive to change, such as a crisis or dramatic unrest. Charismatic leaders arouse strong emotions and loyalty among followers. In general, this style can inspire very positive outcomes as followers willingly demonstrate their commitment to idealistic outcomes. However, charismatic leadership has a dark side as well. Some especially charismatic leaders can seize on weak and needy followers and use their influence for personal gain. Bloom's: Comprehensive Level: Difficult Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action

121. Explain the complexity leadership theory and the three styles of leadership in its framework. Suggested Answer: Complexity leadership theory describes a framework for considering leadership in the context of both bureaucracy and complex adaptive systems. It focuses on leadership as a complex interactive dynamic based on emergence. It requires an ability to read and engage with the dynamics of the situation (i.e., complexity) and its many moving parts. Leaders do this by paying careful attention to context. In organizational settings this involves recognizing three important leadership functions: entrepreneurial leadership, operational leadership, and enabling adaptive space. Entrepreneurial leadership is the source of new ideas, innovation and creativity. It occurs when people (leaders) in organizations experience disruptive forces or see new opportunities and advocate innovative ways of addressing them. Operational

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leadership takes these ideas and helps them get adopted and implemented in organizations. It works to provide alignment and commitment that helps drive business results. This is the role of operational leadership, which focuses on alignment and control to drive business results. In many organizations, however, there are significant roadblocks between entrepreneurial and operational leadership. This requires a third type of activity, enabling leadership which focuses on breaking down procedural and structural barriers to innovation, and channeling emergence by encouraging constructive conflict through negotiation and adaptation. Bloom's: Comprehensive Level: Difficult Learning Objective 1: Define leadership as an influence relationship between leaders and followers. Section Reference: Understanding Leadership

122.

Describe servant leadership and list the qualities servant leaders possess.

Suggested Answer: Compared to other leadership styles, such as transformational leadership where the primary allegiance is the organization, servant leaders emphasize how an organization can create opportunities for followers to grow. It is a person-oriented approach focused on building safe and strong relationships in organizations. Servant leaders are attuned to basic spiritual values and in serving these assists others, including colleagues, the organization, and society. Servant leaders see their responsibility as increasing the autonomy of followers and encouraging them to think for themselves. They complement their focus on followers with a leadership style that places primary emphasis on humility and remaining true to themselves and their moral convictions in the face of power. Servant leaders accomplish this by empowering and developing people, having high integrity, accepting people for who they are, and being stewards who work for the good of the whole. Bloom's: Comprehensive Level: Medium Learning Objective 2: Describe the various styles leaders can use and how they are associated with leadership effectiveness. Section Reference: Leaders in Action File: ch08, Chapter 8: Understand and Manage Power and Politics

True/False

A zone of indifference represents the range of directives to which a subordinate is willing to respond without subjecting them to critical evaluations or judgment.

Answer: True Bloom’s: Knowledge Level: Easy

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