Leadership and Team Dynamics
Exam Solutions
Course Introduction
This course explores the foundational principles and practical strategies of effective leadership within team settings. Students will examine key theories of leadership, analyze team roles and development stages, and learn how to foster collaboration, resolve conflicts, and motivate diverse groups toward common goals. Emphasis is placed on real-world applications, case studies, and self-assessment, enabling students to enhance their personal leadership style and contribute positively to team success in various organizational contexts.
Recommended Textbook
Organizational Behavior 12th Edition by
John R. Schermerhorn
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16 Chapters
2425 Verified Questions
2425 Flashcards
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Chapter 1: Introducing Organizational Behavior
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145 Verified Questions
145 Flashcards
Source URL: https://quizplus.com/quiz/7753
Sample Questions
Q1) 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.This manager is engaged in which management function?
A)Planning
B)Organizing
C)Leading
D)Motivating
E)Controlling
Answer: C
Q2) Leaders succeed when people follow them not because they have to,but because they want to.
A)True
B)False
Answer: True
Q3) Which managerial function concerns itself with ensuring that things go well by monitoring performance and taking corrective action as necessary?
Answer: Controlling
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Chapter 2: Individual Differences,Values,and Diversity
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145 Verified Questions
145 Flashcards
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Sample Questions
Q1) In Hofstede's framework of national culture,individualism-collectivism reflects the degree to which organizations emphasize competition and assertiveness versus interpersonal sensitivity and concerns for relationships.
A)True
B)False
Answer: False
Q2) Define and provide examples for each of the following: social traits,personal conception traits,and emotional adjustment traits.
Suggested
Answer: Social traits are surface-level traits that reflect the way a person appears to others when interacting in various social settings.Problem-solving style is a prominent example of a social trait.Personal conception traits represent the ways individuals tend to think about their physical and social settings as well as their major beliefs and personal orientation concerning a range of issues.Locus of control,proactive personality,authoritarianism/dogmatism,Machiavellianism,and self-monitoring are common personal conception traits.Emotional adjustment traits measure how much an individual experiences emotional distress or displays unacceptable acts.Type A and Type B personality orientations are common examples of emotional adjustment traits.
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Chapter 3: Emotions,Attitudes,and Job Satisfaction
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Self-conscious emotions help individuals stay aware of and regulate their relationships with others.
A)True
B)False
Answer: True
Q2) The advice to managers today is to __________.
A)pay lots of attention to affective factors such as moods and emotions
B)pay little attention to affective factors such as moods and emotions
C)pay lots of attention to affective factors such as ethics and values
D)pay little attention to affective factors such as ethics and values
E)totally ignore employee attitudes,moods,and emotions
Answer: A
Q3) The cognitive component of an attitude reflects the beliefs,opinions,knowledge,or information a person possesses.
A)True
B)False
Answer: True
Q4) The spillover of job satisfaction onto family lives is also known as __________.
Answer: the at-home effect
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Chapter 4: Perception,Attribution,and Learning
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Managing __________ properly can change the direction,level,and persistence of an individual's behavior.
A)values
B)reinforcement
C)norms
D)augmentation
E)mentoring
Q2) The application of attribution theory is particularly concerned with whether one's behavior has been __________.
A)voluntary or coerced
B)internally or externally caused
C)proactive or reactive in nature
D)positive or negative
E)restrained or forward
Q3) Contrived extrinsic rewards include all of the following EXCEPT:
A)gifts.
B)stock options.
C)a company car.
D)profit sharing.
E)smiles.
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Chapter 6: Motivation and Performance
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Skill-based pay plans reward people __________.
A)based on their knowledge and education
B)based on their experience
C)for the mix and depth of skills they possess
D)for the particular job assignment they hold
E)at the same level of other people with the same job title
Q2) In today's work environment,it is becoming more common to include peer evaluations in a performance appraisal process,where the persons in a work team or doing similar jobs rate an employee as a co-worker.
A)True
B)False
Q3) The primary appeal of graphic rating scales is their __________.
A)limited use
B)ease of use
C)close link with job analysis
D)application to a narrow range of jobs
E)use for employment development
Q4) The machine-paced automobile assembly line is a classic example of job rotation.
A)True
B)False
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Chapter 7: Teams in Organizations
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) In general,social facilitation theory indicates that working in the presence of others creates an emotional arousal or excitement that stimulates behavior and therefore affects performance.
A)True
B)False
Q2) __________ teams have members who are very similar to one another.
A)Homogenous
B)Heterogeneous
C)Variant
D)Variegated
E)Conglomerate
Q3) As a team gets larger,all of the following things tend to happen EXCEPT:
A)communication problems often set in.
B)coordination of the team members becomes more difficult.
C)satisfaction may dip.
D)turnover and absenteeism decrease.
E)social loafing may increase.
Q4) __________ are small teams empowered to make the decisions needed to manage themselves on a day-to-day basis.
Q5) A(n)__________ is set up to deal with a specific problem or opportunity.
Page 8
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Chapter 8: Teamwork and Team Performance
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) All of the following statements about maintenance activities are true EXCEPT:
A)maintenance activities support the social and interpersonal relationships among group members.
B)when maintenance leadership is poor,members become dissatisfied with one another.
C)in an effective group,maintenance activities support the relationships needed for team members to work well together over time.
D)when maintenance leadership is weak,the value of group membership may diminish.
E)maintenance activities include initiating discussion,sharing information,asking information of others,clarifying something that has been said and summarizing the status of a deliberation.
Q2) Inter-team dynamics are relationships between groups cooperating and competing with one another.
A)True
B)False
Q3) In __________,group members actively generate as many ideas and alternatives as possible,and they do so relatively quickly and without inhibitions.
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Chapter 9: Decision-Making and Creativity
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) The __________ bases a decision on similarities between the situation at hand and one's stereotypes of similar occurrences.
Q2) The behavioral decision model allows for an optimizing decision that gives the absolute best solution to the problem.
A)True
B)False
Q3) Classical decision theory appears to fit very well in today's chaotic world of globalizing high-tech organizations.
A)True
B)False
Q4) The most difficult environment for decision makers to cope with is the __________ environment.
A)risk
B)certain
C)expectant
D)uncertain
E)statutory
Q5) __________ is the philosophical study of morality.
Q6) A(n)__________ is the degree of likelihood of an event's occurrence.
Page 10
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Chapter 10: Conflict and Negotiation
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) In __________,a neutral third party acts as judge with the power to issue a decision binding for all parties.
Q2) An example of approach-avoidance conflict is being asked to accept a job transfer to another town in an undesirable location or to have one's employment with an organization terminated.
A)True
B)False
Q3) __________ goals deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process in concluded.
A)Process
B)Substance
C)Relationship
D)Collaborative
E)Statutory
Q4) __________ conflict occurs when no one gets what he/she wants,while the underlying reasons for conflict remain unaffected and a similar conflict is likely to occur in the future.
Q5) Functional conflict is also called __________.
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Chapter 11: Communication and Collaboration
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) The process of translating an idea or thought into a message consisting of verbal,written,or nonverbal symbols,or some combination of them,is called decoding.
A)True
B)False
Q2) What is active listening and what are the recommended guidelines for its use? Suggested
Q3) For lateral communication to be effective,people must be willing and able to communicate across departmental or functional boundaries.
A)True
B)False
Q4) The key elements in the communication process include a source,who encodes an intended meaning into a message; a receiver,who decodes the message into a perceived meaning; and noise,which is any disruption in the transference of the message.
A)True
B)False
Q5) __________ takes place through the use of information channels that do not adhere to an organization's hierarchy of authority.
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Chapter 12: Power and Politics
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) __________ is a key foundation of the increasingly popular self-managing work teams and other creative worker involvement groups.
A)Reengineering
B)Continuous improvement
C)Empowerment
D)Strategic human resource management
E)Total quality management
Q2) When embarking on an empowerment program,management needs to recognize the current zone of indifference and systematically move to __________ it.
A)neutralize
B)contract
C)inactivate
D)balance
E)expand
Q3) With respect to political action and subunit power,__________ linkages involve contacts with units that precede or follow in a sequential production chain.
Q4) __________ reflects the notion that managers are "agents" of company owners.
Q5) __________ power is the access to and/or the control of information.
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Chapter 13: Leadership Essentials
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) What is the difference between transactional and transformational leadership?
Suggested
Q2) Which of the following is NOT one of the four dimensions of transformational leadership?
A)Charisma
B)Physical stamina
C)Inspiration
D)Intellectual stimulation
E)Individualized consideration
Q3) Some research carried out in the United States,Britain,Hong Kong and Japan,on cross cultural implications shows that leadership behaviors should be carried out in the same ways in alternative cultures.
A)True
B)False
Q4) According to situational leadership theories,prosocial power motivation is likely to be most important in complex organizations where decision implementation requires lots of persuasion and social influence.
A)True
B)False
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Chapter 14: Leadership Challenges and Organizational Change
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) __________ strategies,of self-leadership activities,tend to increase self-awareness leading to the handling of behaviors involving necessary but not always pleasant tasks.
Q2) The original GLOBE theoretical model includes all of the following aspects EXCEPT:
A)over time,founders and subsequent organizational leaders respond to organizational culture and alter their behaviors/leaderships styles.
B)leader acceptance is a function of the interaction between CLT's and leader attributes and behaviors.
C)leader strength is based on strong relationships inside and outside the groups.
D)acceptance of the leader by followers facilitates leader effectiveness.
E)leader effectiveness,over time,will increase leader acceptance.
Q3) Self-efficacy is a person's belief that he or she can perform adequately in a situation.
A)True
B)False
Q4) __________is the first step toward behavioral change.
Q5) Another name for radical change is __________.
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Chapter 15: Organizational Culture and Innovation
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Process innovations introduce new and better work methods and operations.
A)True
B)False
Q2) Most organizational cultures are similar if not identical to one another.
A)True
B)False
Q3) Rites are standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members; rituals are systems of rites.
A)True
B)False
Q4) Organizational __________ are unproven and often unstated beliefs that are accepted uncritically.
A)rites
B)routines
C)sagas
D)myths
E)rituals
Q5) A(n)__________ is a commonly held cause-effect relationship or assertion that cannot be supported empirically.
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Chapter 16: Organizational Goals and Structures
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) While __________ may clearly indicate who reports to whom,it is also important to recognize that they do not show how work is done,who exercises the most power over specific issues,or how the firm will respond to its environment.
A)institutional pictures
B)hierarchical rosters
C)institutional trees
D)organization charts
E)graphic organizational representations
Q2) Describe the basic nature of output controls and process controls. Suggested
Q3) Policies,which are more specific,rigid,and impersonal than procedures,typically describe in detail how a task or a series of tasks is to be performed,or they indicate what cannot be done.
A)True
B)False
Q4) Governmental agencies have found that increasing decentralization helps them effectively explore innovations.
A)True
B)False
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Chapter 17: Strategy,Technology,and Organizational Design
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) In Japan,the network of relationships among well-established firms in many industries is called a __________.
Q2) Which of the following is NOT cited as a barrier that blocks desired action,innovation,and learning?
A)an overemphasis on vertical relations that can block upward and downward communication
B)an overemphasis on functions,product lines,or organizational units that block effective coordination
C)an overemphasis on senior management
D)an overemphasis on maintaining rigid lines between the firm and its partners
E)an overemphasis on natural,cultural,national,and geographic borders that can limit globally coordinated action
Q3) Organizational design goes beyond indicating who reports to whom and what types of jobs are contained in each department.
A)True
B)False
Q4) The strategy process is an ongoing process.
A)True
B)False
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