Change Management Exam Preparation Guide
Course Introduction
Change Management explores the theories, strategies, and practical approaches necessary for successfully leading and navigating organizational change. The course examines the human, structural, and cultural challenges involved in transforming organizations, and equips students with tools to assess readiness, communicate effectively, manage resistance, and foster stakeholder engagement. Through case studies, simulations, and projects, students will develop critical skills in planning, implementing, and sustaining change initiatives in a dynamic business environment.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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16 Chapters
800 Verified Questions
800 Flashcards
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Chapter 1: What Do We Mean by Leadership
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Sample Questions
Q1) Compare and contrast leadership and followership.
Answer: Leadership is a social influence process shared among all members of a group.It is not restricted to the influence exerted by someone in a particular position or role.Thus,followers are part of the leadership process too.Therefore,the question of leadership cannot be separated from the question of followership.There is no simple line dividing them.It does not follow,however,that leadership and followership are the same thing.When top-level executives were asked to list qualities they most look for and admire in leaders,the lists were similar but not identical.Ideal leaders were characterized as honest,competent,forward-looking and inspiring.Ideal followers were described as honest,competent,independent,and cooperative.The differences could be critical in certain situations,as when a forward-looking and inspiring subordinate perceives a significant conflict between his own goals or ethics and those of his superiors.Such a situation could become a crisis for the individual and the organization,demanding choice between leading and following.
Q2) Research indicates that men tend to view leadership as an exchange with subordinates for services rendered.
A)True
B)False
Answer: True
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Chapter 2: Leader Development
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Q1) Leadership training programs for mid-level managers are LEAST likely to focus on improving _____ skills.
A) strategic planning
B) time management
C) oral communication
D) interpersonal
Answer: A
Q2) Leaders and followers use development plans as road maps for changing their own behaviors.
A)True
B)False
Answer: True
Q3) Insight on a leader's strengths and development needs can be gathered through 360-degree feedback.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Skills for Developing Yourself As a Leader
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Q1) What is most likely an outcome of regularly practicing a 10 percent stretch?
A) Strengthening of essential technical skills
B) Engaging in more effective two-way communication
C) Decreasing apprehensions about trying new activities
D) Providing encouragement to followers who are struggling
Answer: C
Q2) Having a good or bad supervisor is typically a product of luck on the part of followers.
A)True
B)False
Answer: False
Q3) Which of the following would be the best way to establish and maintain good peer relationships?
A) Adopt the norms of the group
B) Recognize common interests and goals
C) Practice a Theory Z attitude to gain perspective
D) Take control of problems they are unable to solve
Answer: B
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5
Chapter 4: Power and Influence
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Sample Questions
Q1) Referent power is the potential influence one has due to the strength of the relationship between the leader and the followers.
A)True
B)False
Q2) The overall composite Miner's Sentence Completion Scale (MSCS)score has consistently been found to predict leadership success in hierarchical organizations.
A)True
B)False
Q3) Rational persuasion occurs when an agent uses inspirational appeals to influence others.
A)True
B)False
Q4) Discuss expert power and provide examples for illustration.
Q5) A leader is in the best position to use "hard" influence tactics such as legitimizing and pressure tactics after developing a strong base of referent power.
A)True
B)False
Q6) How does the need for power differ from the motivation to manage?
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Chapter 5: Values, Ethics, and Character
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Q1) Moral justification means that an action a person takes is moral and ethical.
A)True
B)False
Q2) Moral reasoning is a process one uses to make an ethical decision and does not necessarily refer to personal morality.
A)True
B)False
Q3) _____ involves reinterpreting otherwise immoral behavior in terms of a higher purpose.
A) Advantageous comparison
B) Moral justification
C) Displacement of responsibility
D) Euphemistic labeling
Q4) Instrumental values refer to modes of behavior,and terminal values refer to desired end states.
A)True
B)False
Q5) Values tend to play a very small role in conflicts between groups.
A)True
B)False
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Most intelligence and aptitude tests are good examples of:
A) systems thinking.
B) convergent thinking.
C) picture thinking.
D) divergent thinking.
Q2) The term "personality" reflects a simple description of the person in the eyes of others.
A)True
B)False
Q3) What are the two major predictions made by the Cognitive Resources Theory with respect to intelligence,experience,stress,and group performance?
Q4) According to the cognitive resources theory,leaders are fully aware of the degree to which they are causing stress in their followers and use stressful situations as motivational tools.
A)True
B)False
Q5) The OCEAN model is applicable across many cultures.
A)True
B)False
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Chapter 7: Leadership Behavior
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Q1) Instruments providing 360-degree feedback to managers are particularly useful for leadership development.
A)True
B)False
Q2) Building development plans and getting coaching from others improves a person's chances of changing targeted behaviors.
A)True
B)False
Q3) On the Leadership Grid,a 9,9 leader most likely accomplishes goals by forming trusting,respectful relationships with team members.
A)True
B)False
Q4) Describe the Leadership Grid model and explain why it can be considered an extension of the Ohio State and University of Michigan studies.
Q5) The LBDQ-XII assesses behaviors such as being able to tolerate uncertainty and acting as a representative for a group.
A)True
B)False
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Q1) A leader's credo should describe what the leader believes in and will or will not stand for.
A)True B)False
Q2) Differentiate between active listening and passive listening.
Q3) What are the two key components of credibility? Why is credibility important to leadership?
Q4) Which of the following statements is most likely true about active listening?
A) An active listener will generally be thinking about the next thing to say.
B) Active listeners usually disrupt the sender's message with questions and comments.
C) Active listeners put the sender's message into their own words to improve understanding.
D) Effective leaders are naturally good at active listening,which is a skill that cannot be developed.
Q5) List and describe the steps involved in problem solving.
Q6) The best listeners are passive listeners because they do not interrupt the speaker. A)True B)False
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Chapter 9: Motivation, Satisfaction, and Performance
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Q1) In Maslow's hierarchy,physiological and security needs must be satisfied before belongingness or esteem needs are pursued.
A)True
B)False
Q2) Leaders are more likely to be successful when introducing change if they address and capitalize on followers' emotions.
A)True
B)False
Q3) Most leaders prefer appealing to their employees' personal values or giving them something meaningful to do.
A)True
B)False
Q4) Studies suggest that if firms could get almost 4% more work out of each employee,the GDP in the U.S.would increase by $355 billion.
A)True
B)False
Q5) Describe the three components of organizational justice.
Q6) Explain Maslow's hierarchy of needs.
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Chapter 10: Groups, Teams, and Their Leadership
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Q1) What type of conflict most likely occurs when a store manager encourages a salesperson to mislead customers about the quality of the store's products if deception is inconsistent with the salesperson's values and beliefs?
A) Interrole conflict
B) Intrasender role conflict
C) Intersender role conflict
D) Person-role conflict
Q2) What is a group? How does a group different from the organization as a whole?
Q3) Due to the multidimensional distance that exists with virtual teams,less leadership is required than with in-place teams.
A)True
B)False
Q4) Leaders with a large span of control tend to display more consideration and use more personal approaches when influencing followers.
A)True
B)False
Q5) What is role conflict? Describe at least three types of role conflict.
Q6) What guidelines are recommended for effectively leading virtual teams?
Q7) Describe the four stages of group development as identified by Tuckman.
Page 12
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Chapter 11: Skills for Developing Others
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Q1) The morale component of the Rocket Model is the most difficult component to observe and evaluate.
A)True
B)False
Q2) What are the characteristics of effective goals? How can leaders and organizations improve the chances that followers will accomplish their goals?
Q3) Which of the following is most likely a true statement about feedback?
A) Feedback should focus on facts rather than inferences.
B) Overly descriptive feedback is too complex to be useful.
C) Feedback is ineffective if given too soon after the behavior occurs.
D) Providing both positive and negative feedback during one session is contradictory.
Q4) Why is it important to provide timely feedback? Why should a leader give both positive and negative feedback?
Q5) Which of the following is a common reason that leaders avoid delegation?
A) Subordinates are too busy.
B) The task is too insignificant.
C) The costs are too extensive.
D) Subordinates are too unskilled.
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Chapter 12: The Situation
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Q1) Independent leadership cultures are characterized by widespread beliefs and practices that leadership is a collective activity requiring mutual inquiry and learning.
A)True
B)False
Q2) Competitive advantage in one generation of a product's life is no guarantee of success for future generations of that product.
A)True
B)False
Q3) Typically,greater horizontal complexity is associated with:
A) the number of hierarchical levels appearing on an organization chart.
B) the increased likelihood for communication breakdowns between subunits.
C) the degree of standardization in an organization.
D) the diffusion of decision making throughout an organization.
Q4) Market cultures are characterized by a high degree of flexibility and discretion and a focus on the internal environment.
A)True
B)False
Q5) Differentiate between organizational culture and organizational climate.
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Chapter 13: Contingency Theories of Leadership
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Q1) The highest levels of situational favorability occur when leader-member relations are good,the task is structured,and the position power is high.
A)True
B)False
Q2) According to path-goal theory,followers will actively support a leader as long as they view the leader's actions as a means for increasing their own levels of satisfaction.
A)True
B)False
Q3) According to the path-goal theory,which leader behavior is most likely characterized by remaining open and approachable to followers?
A) Achievement-oriented leadership
B) Directive leadership
C) Participative leadership
D) Supportive leadership
Q4) Both leader behaviors and follower characteristics are important in determining outcomes in path-goal theory.
A)True
B)False
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Chapter 14: Leadership and Change
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Q1) It is significantly easier to drive change when followers are satisfied.
A)True
B)False
Q2) A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of transformational leaders.
A)True
B)False
Q3) According to Beer's model for organizational change,leaders can increase the amount of change by:
A) increasing the amount of resistance in followers.
B) decreasing the level of dissatisfaction.
C) having an unstructured change plan.
D) increasing the clarity of vision.
Q4) Compare the traditional authority system to the legal-rational authority system.Provide examples of where they can be seen in organizations today.
Q5) Briefly describe how image and trust building influence charismatic and transformational leaders.
Q6) How can the C = D × M × P > R model help leadership practitioners?
Q7) Discuss how a leadership practitioner can utilize the SARA model.
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Chapter 15: The Dark Side of Leadership
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Q1) Which of the following most likely underlies the management derailment pattern of being unable to lead and build a team?
A) The presence of dark-side traits
B) Inadequate distribution channels
C) Poor product development decisions
D) Lying about business and financial results
Q2) Cheerleaders strive to get along with others and make the workplace fun.
A)True
B)False
Q3) People who possess bold,mischievous,colorful,and imaginative dark-side traits often do well in interviews and get hired as a result.
A)True
B)False
Q4) Managers who derail due to an inability to build relationships with co-workers are most likely:
A) overly sensitive.
B) domineering.
C) self-conscious.
D) lazy.
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Q1) In general,leaders will be only as effective as the followers and teams they lead.
A)True
B)False
Q2) Conflict resolution will become a less essential skill as management practices shift away from authoritarian directives and toward cooperative approaches.
A)True
B)False
Q3) Name and describe the components of the model of performance.
Q4) _____ is an approach to managing conflict that is characterized by a compromise between domination and appeasement.
A) Avoidance
B) Sharing
C) Collaboration
D) Accommodation
Q5) Making a sports team run several laps around an athletic field would potentially be an example of punishment.
A)True
B)False
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