Leadership and Organizational Behavior
Final Test Solutions
Course Introduction
Leadership and Organizational Behavior explores the fundamental principles and practices of effective leadership within organizations, focusing on individual, group, and organizational dynamics. The course examines various leadership styles, theories, and their practical applications, while analyzing how motivation, communication, team building, and organizational culture influence behavior in the workplace. Students will develop critical skills to assess and address challenges related to change management, conflict resolution, diversity, and decision-making, equipping them to foster positive organizational climates and drive sustainable performance through ethical and strategic leadership.
Recommended Textbook
Effective Leadership 5th Edition by Robert N. Lussier
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12 Chapters
1945 Verified Questions
1945 Flashcards
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Page 2
Chapter 1: Who Is a Leader
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Research indicates that leadership success is associated with being a hard-nosed, tough manager.
A)True
B)False
Answer: False
Q2) Explain the interrelationships among the levels of leadership analysis.
Answer: The three levels of leadership analysis are individual, group, and organizational. The individual performance affects the group and organizational performance. The group performance affects the organizational performance. And both the group and organization affect the performance of the individual.
Q3) A researcher attempting to understand how leaders influence followers to achieve high levels of performance is studying ____ leadership theory.
A) behavioral
B) contingency
C) integrative
D) trait
Answer: C
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Page 3
Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) "If you want something done right, do it yourself" is an example of ____ attitudes.
A) Theory X
B) Theory Y
C) Theory Z
D) XYZ Profile
Answer: A
Q2) What are the Big Five dimensions of traits?
Answer: The Big Five dimensions of traits are (1) surgency, (2) agreeableness, (3) adjustment, (4) conscientiousness, and (5) openness to experience.
Q3) All of the following affect ethical behavior EXCEPT:
A) personality traits.
B) attitudes.
C) leader-follower relations.
D) the situation.
Answer: C
Q4) Our ethical behavior is related to our individual needs and personality traits.
A)True
B)False
Answer: True
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Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) A manager that assigns challenging tasks that can be completed with hard work is best described as using which motivation theory?
A) hierarchy of needs
B) two-factor
C) acquired needs
D) equity
E) goal-setting
F) expectancy
G) reinforcement
Answer: E
Q2) Explain the four types of reinforcement.
Answer: (1) Positive reinforcement provides the employee with a reward consequence for performing the desired behavior. (2) Avoidance reinforcement encourages employees to perform the desired behavior in order to avoid a negative consequence. (3) Extinction reinforcement withholds a positive consequence to get the employee to stop performing undesirable behavior. (4) Punishment reinforcement gives the employee a negative consequence to get the employee to stop performing undesirable behavior.
Q3) List the University of Iowa leadership styles.
Answer: The University of Iowa leadership styles are autocratic and democratic.
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Page 5
Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Which of the following best represents a situation in which a task-oriented leadership style should be used?
A) a leader with strong power has good relations with a nonrepetitive task worker
B) a leader with weak power has good relations with a nonrepetitive task worker
C) a leader with weak power has poor relations with a repetitive task worker
D) a leader with strong power has poor relations with a repetitive task worker
Q2) If the leadership style does not match the situation, Fiedler recommends to change the leadership style, rather than the situation.
A)True
B)False
Q3) An employee who is normally a very good worker needing very little supervision recently is not doing well on the job. The manager knows the employee is having a family problem. Which path-goal leadership style is most appropriate for this situation?
A) directive
B) supportive
C) participative
D) achievement-oriented
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) Which of the following is (are) guidelines for developing political skills?
A) learn the organizational culture
B) gain recognition
C) tune out the grapevine
D) Secretly pursue your self-interests
E) A and c
Q2) Position power is power is derived from top management, and it is delegated down the chain of command.
A)True
B)False
Q3) Explain the relationships among negotiation and conflict, influencing tactics, power, and politics.
Q4) During negotiations, which of the following should you do?
A) ask questions to focus on meeting the your needs.
B) develop rapport and focus on the obstacles.
C) ask for something in return.
D) you make the first offer to get the advantage
Q5) What type of situation (win/lose) is the goal of negotiation?
Page 7
Q6) Which step of "conduct networking interviews" involves getting additional contacts for your network?
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Page 8
Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) The BCF model describes a conflict in terms of beliefs, consequences, and feelings.
A)True
B)False
Q2) Recall a past or present manager. Did or does your manager use the common approach to getting feedback on messages regularly? Was or is he or she open to feedback and aware of nonverbal communication on a regular basis? Did the manager regularly ask questions and ask you to paraphrase?
Q3) Which of the following is typically NOT a mentor?
A) family
B) higher-level managers
C) immediate managers
D) peers
Q4) Situational Communication. You are an expert professor in your field. When going over the answers to the exam, a few students disagree with the recommended answer you gave. You check the answer and know that it is correct. The students get average grades and do not have a good explanation for your answer being wrong. As a situational communicator, you should do what?
Q5) How is the BCF model used?
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Page 9
Chapter 7: Follower-ship and Leader Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) A benefit(s) of a high quality LMX relationship is that
A) The leader has control over outcomes that are desirable to followers.
B) In-group members are expected to be loyal to the leader.
C) In-group members are not expected to work as hard as out-group members.
D) The leader can pay less attention to in-group members
E) A and b
Q2) List five things a leader should delegate.
Q3) The three determining factors that have been found to distinguish influential followers from their peers are: follower's relative power position, locus of control, and education and experience.
A)True
B)False
Q4) The three determining factors of high-quality LMX relationships include follower attributes, leader and follower perceptions of each other, and situational factors.
A)True
B)False
Q5) State what the LMX-7 scale is and its use.
Q6) Discuss the key limitation or drawback with LMX application.
Q7) How do quality leader-member exchange relationships influence follower behavior?
Page 10
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) Describe top management's and the team leader's roles in fostering creativity. For each, list activities they should undertake to promote creativity.
Q2) Describe the benefits of using self-managed teams in organizations.
Q3) What is groupthink, and under what conditions is it more likely to occur?
Q4) A team environment characterized by lots of rules and regulations to work by may not make for the most creative working environment. What strategy for managing creative teams is missing according to this example?
A) quality resources
B) recognition and rewards
C) flexibility
D) free time
Q5) Research on teamwork has found that individuals who are part of an effective team have greater job satisfaction and are less likely to leave their jobs.
A)True
B)False
Q6) Team norms are standards of behavior dictated by the organization.
A)True
B)False
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) The self-glorification motive is based on self-confidence and self-enhancement.
A)True
B)False
Q2) Personalized charismatic leaders:
A) are more relationship-oriented than other leaders.
B) tend to have work groups that are more cohesive and team oriented.
C) are usually perceived as less manipulative than others.
D) do not use their power for socially beneficial causes.
Q3) The debate concerning the locus of charismatic leadership states that charisma could be the result of all of the following EXCEPT:
A) the emotional involvement of the followers.
B) the leader's extraordinary qualities.
C) the situation or social climate facing the leader.
D) an interaction of the situation and the leader's qualities.
Q4) Stewardship is realized when authority and decision making are centralized.
A)True
B)False
Q5) Stewardship calls for the highest level of selflessness.
A)True
B)False
Page 12
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) A successful diversity program requires all of the following EXCEPT:
A) a team approach.
B) a strong commitment to attract, retain, and promote employees of minority backgrounds.
C) the creation of a culture that fully supports and rewards diversity initiatives throughout the organization.
D) a comprehensive diversity management program.
Q2) ____ leadership actions are explicit and highly visible and are indicative of management's commitment to new strategic initiatives and the associated cultural changes.
A) Symbolic
B) Substantive
C) Traditional
D) Values-based
Q3) In your opinion, what would be some strategies for developing a diversity sensitive orientation (DSO)?
Q4) What potential problems could develop in a case where a leader is from a high-power-distance culture but his followers are from a low-power-distance culture?
Q5) How does a code of ethics help enforce ethical behavior in an organization?
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Strategies may fail for lack of appropriate or adequate resources.
A)True
B)False
Q2) Write an inspiring vision statement for an organization you work or worked for. If the company has one, you may use it or revise it. Explain why you think it has an inspirational appeal.
Q3) ____ change is an alteration in an organization's alignment with its external environment.
A) Strategic
B) Organizational
C) Functional
D) none of the answers are correct
Q4) The second step of the change process, according to the eight-stage model, is for the leader to:
A) form a powerful guiding coalition.
B) establish a sense of urgency.
C) communicate the vision widely.
D) generate short-term wins.
Q5) Describe the role of strategic leadership in the strategic management process.
Q6) Discuss the role of strategic leadership in the strategic management process.
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) The pre-crisis response plan requires the appointment of a crisis leader. Describe the responsibilities of this person.
Q2) Strategic crisis leadership is about a leader taking action in three key areas. What are these areas?
Q3) A ____ is a printed statement that describes how an organization is responding to a crisis and who is in charge.
A) press release
B) crisis bulletin
C) press kit
D) crisis release
Q4) One of the short-term benefits of developing an effective crisis communication system with employees is that the organization will have won over the confidence, loyalty, and commitment of the employees, who appreciate being involved and listened to during a crisis.
A)True
B)False
Q5) How important to an organization is internal (employee) communication during a crisis?
Q6) Describe why a senior leader's physical presence is critical during a crisis.
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