Leadership and Team Dynamics
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Course Introduction
Leadership and Team Dynamics explores the principles, theories, and practical applications of effective leadership within group and organizational settings. The course examines the roles leaders play in shaping team culture, managing conflict, and driving collective performance. Students will analyze various leadership styles, the stages of team development, decision-making processes, and the impact of communication on group outcomes. Through case studies, self-assessments, and collaborative exercises, participants will develop essential skills for leading diverse teams, fostering collaboration, and navigating the complexities of group dynamics to achieve organizational objectives.
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Chapter 1: Organizational Behavior: an Overview
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Q1) According to the integrative model of organizational behavior,which of the following is an individual mechanism?
A)Justice
B)Personality
C)Leadership
D)Cultural Values
E)Ability
Answer: A
Q2) According to a study of 21 Burger King restaurants with 525 total employees,in terms of organizational behavior research,a correlation of .50 is considered:
A)weak.
B)strong.
C)moderate.
D)useless.
E)perfect.
Answer: B
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Chapter 2: Performance and Commitment
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Q1) Relatively discretionary activities that contribute to the organization by improving the overall quality of the setting in which work takes place,is known as:
A)job withdrawal.
B)adaptive task performance.
C)counterproductive behavior.
D)citizenship behavior.
E)routine task performance.
Answer: D
Q2) Behaviors that focus specifically on reducing the efficiency of work output are known as:
A)political deviance.
B)property deviance.
C)personal aggression.
D)personal assertion.
E)production deviance.
Answer: E
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4
Chapter 3: Job Satisfaction
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Q1) States of feeling that are often intense,can last for only a few minutes,and are clearly directed at and caused by a person or circumstance,are known as: A)emotions.
B)satisfaction.
C)moods.
D)withdrawal.
E)feelings.
Answer: A
Q2) According to the job characteristics theory,the degree to which the job provides freedom,independence,and discretion to the individual performing the work is known as: A)feedback.
B)significance.
C)meaningfulness of work.
D)autonomy.
E)identity.
Answer: D
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Chapter 4: Stress
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Q1) Which of the following is a work hindrance stressor?
A)Time pressure
B)Positive life events
C)Role overload
D)Work complexity
E)Personal development
Q2) Research shows that managers are approximately 80 percent more likely than the average worker to describe their job as stressful.
A)True
B)False
Q3) GAS represents:
A)general adaptation syndrome
B)global ancillary stress.
C)geriatric anatomy system.
D)global and systematic approach.
E)general anatomical strain.
Q4) Type B behavior pattern has been directly linked to coronary heart disease.
A)True
B)False
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Chapter 5: Motivation
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Q1) The set of energetic forces that originates both within and outside an employee is known as:
A)organizational commitment.
B)job satisfaction.
C)job performance.
D)motivation.
E)leadership.
Q2) Define motivation.Explain the forces of motivation and the number of facets of an employee's work effort.
Q3) David is a commercial financial analyst but wants to become a commercial lender,so he engages in self-directed learning,seeks out feedback from his managers,and manages his own workload.David is attempting to build his own _____ at his job.
A)meaningfulness
B)valence
C)competence
D)impact
E)specificity
Q4) Identify and explain some factors that alter the effects of goal setting on task performance.
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Chapter 6: Trust, Justice, and Ethics
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Q1) "How much time will pass between the act and the onset of its consequences?" reflects which of the following facets of moral intensity?
A)Probability of effect
B)Social consensus
C)Temporal immediacy
D)Proximity
E)Magnitude of consequences
Q2) _____ is the degree to which a person sees himself or herself as a "moral person."
A)Moral judgment
B)Moral identity
C)Trust propensity
D)Trustworthiness
E)Relativism
Q3) What is trustworthiness? Explain how employees can gauge the "track record" of their supervisors.
Q4) Define interpersonal justice.Explain the two rules that foster interpersonal justice.
Q5) Define trust.Briefly explain the relationship between trust,justice,and ethics.
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Chapter 7: Learning and Decision Making
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Q1) Which of the following reflects relatively permanent changes in an employee's knowledge or skill that results from experience?
A)Decision making
B)Learning
C)Intuition
D)Consensus
E)Heuristics
Q2) The notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision refers to:
A)heuristics.
B)communities of practice.
C)bounded rationality.
D)projection bias.
E)performance-prove orientation.
Q3) To be rational decision makers,we should evaluate each alternative as soon as we think of it.
A)True
B)False
Q4) Define the term heuristic.Give an example of a heuristic.
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Chapter 8: Personality, Cultural Values, Ability
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Q1) Inquisitiveness and intellectualness are alternative labels for which of the following Big Five dimensions?
A)Conscientiousness
B)Extraversion
C)Agreeableness
D)Openness to experience
E)Neuroticism
Q2) Which of the following refers to the structures and propensities inside a person that explain his/her characteristic patterns of thought,emotion,and behavior?
A)Personality
B)Values
C)Beliefs
D)Ethnocentrism
E)Perception
Q3) Spatial orientation is the ability to imagine how separate things will look if they were put together in a particular way.
A)True
B)False
Q4) Write a short note on self-awareness with an example.
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Chapter 9: Teams
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Q1) Which of the following is a team task role?
A)Aggressor
B)Energizer
C)Harmonizer
D)Dominator
E)Follower
Q2) In the team at Globus International,members are orienting themselves by trying to understand their boundaries and get a feel for what is expected of them.This team can be described at which stage of team development?
A)Storming
B)Warming
C)Norming
D)Forming
E)Performing
Q3) Brainstorming involves a face-to-face meeting of team members in which each offers as many ideas as possible about some focal problem or issue.
A)True
B)False
Q4) Differentiate between surface-level diversity and deep-level diversity.
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Chapter 10: Leadership
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Q1) Which of the following involves behaving in ways that earn the admiration,trust,and respect of followers,causing followers to want to identify with and emulate the leader?
A)Inspirational motivation
B)Laissez-faire
C)Individualized consideration
D)Intellectual stimulation
E)Idealized influence
Q2) In the time-driven model of leadership,which style is reserved for decisions that are insignificant or where employee commitment is unimportant or when the leader's expertise is high and the leader is trusted?
A)Consultative
B)Autocratic
C)Delegative
D)Facilitative
E)Negotiative
Q3) With a consultative style of decision making,a leader is more a facilitator than a decision maker.
A)True
B)False
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Page 12
Chapter 11: Organizational Structure
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Q1) Southpark Erasures is the low-cost producer of one type of standard erasures.Given that it operates in a fairly stable environment,the company focuses on making its product as efficiently as possible.Which of the following organizational structures may be appropriate for Southpark?
A)Multidivisional
B)Global
C)Mechanistic
D)Matrix
E)Organic
Q2) Differentiate between functional and multi-divisional structures.Provide a diagram of each.
Q3) Star Brokerage,Inc.(SBI)has grouped its work around the size and type of accounts they serve: Institutional Accounts,Pension Fund Accounts,and Personal Accounts.SBI has created which of the following organizational structures?
A)Client-based
B)Product
C)Geographic
D)Functional
E)Simple
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Chapter 12: Organizational Culture
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Q1) Which of the following represents an advantage of a strong culture?
A)Makes merging with another organization more difficult.
B)Makes adapting to the environment more difficult.
C)Can be "too much of a good thing" if it creates extreme behaviors.
D)Allows employees to identify themselves in the organization.
E)Attracts and retains similar kinds of employees.
Q2) Which of the following holds that potential employees will be attracted to organizations whose cultures match their own personality,organizations will weed out the potential misfits,and the remaining misfits will leave because of being unhappy or ineffective?
A)Mentoring
B)Countercultures
C)ASA framework
D)Socialization
E)Acculturation
Q3) Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees.
A)True
B)False
Q4) What processes can be used to keep the culture strong? Explain.
Page 14
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