Leadership and Team Management
Exam Answer Key
Course Introduction
This course explores the fundamental principles and practices of leadership and effective team management within organizational contexts. Students will examine various leadership theories, styles, and approaches, focusing on how leaders inspire, motivate, and guide individuals and groups toward achieving common goals. The course emphasizes the development of practical skills in team building, communication, conflict resolution, decision-making, and performance management. Through case studies, simulations, and collaborative projects, students will learn strategies to foster high-performing teams, adapt to diverse work environments, and drive organizational success. Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) Briefly explain correlation.
Answer: Correlation is a method used to identify the statistical relationship between two variables. A correlation, abbreviated r, describes the statistical relationship between two variables. Correlations can be positive or negative and range from 0 (no statistical relationship) to ±1 (a perfect statistical relationship).
Q2) Which of the following is one of the two primary goals managers have for their employees?
A) optimization of stock price
B) rationalization of job structure
C) maximization of job performance
D) obedience to organizational rules and regulations
E) utilization of rational decision-making techniques
Answer: C
Q3) Understanding correlation is important because OB questions are "yes or no" in nature.
A)True
B)False
Answer: False
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3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) As he labors at his keyboard, Antonio is discovering one negative consequence of the rise in jobs that involve knowledge work. This negative consequence is most likely the fact that
A) employers will expect employees to account for their activities on a minute-by-minute basis.
B) employers are more likely to demand that employees be at work eight hours a day, five days a week.
C) employers may have unrealistic expectations about the speed at which employees can complete tasks.
D) employees may have unrealistic expectations about the amount of money they can earn in particular jobs.
E) employees are more likely to expect employers to give them extra days of paid vacation, as well as sick leave.
Answer: C
Q2) Sometimes the best task performers engage in counterproductive behavior.
A)True
B)False
Answer: True
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) When employees engage in moonlighting, they use work time and resources to complete something other than their job duties, such as assignments for another job.
A)True
B)False
Answer: True
Q2) Employees falling under the category of "lone wolves" possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs.
A)True
B)False
Answer: False
Q3) Missing meetings is a form of ________ withdrawal.
A) psychological
B) physical
C) cultural
D) community
E) social
Answer: B
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Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Which of the following examples of work involves the core job characteristic of identity?
A) Min-jun took two years to write a novel, from starting the first draft to getting it published.
B) Malik works as a jack-of-all trades, which includes carpentry, plumbing, and yard work.
C) Harry spends most his day driving from place to place, trying to sell appliances.
D) Joan works as a therapist rehabilitating accident victims so they can walk again.
E) Diego requires little supervision for his office work because it involves standardized forms.
Q2) The elements in employees' relationships with their supervisors that affect levels of job satisfaction are much different from the elements in employees' relationships with their coworkers that affect job satisfaction.
A)True
B)False
Q3) How is job satisfaction related to life satisfaction? Provide two examples.
Q4) How can and should a company use the data they have collected through the JDI?
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Hindrance stressors such as role ambiguity, conflict, and overload not only cause strain but also decrease commitment and job performance.
A)True
B)False
Q2) George is a stockbroker in a leading brokerage firm. Recently, he has been assigned several additional tasks. He begins to consume alcohol to cope with the increasing workload. George also becomes demanding and overly critical of his coworkers and his family. In this example, George is exhibiting ________ strain.
A) virtual
B) Type A
C) hindrance
D) behavioral
E) instrumental
Q3) FinSmart, a finance firm, plans to hire a psychological counselor to help employees cope with stress. The firm also holds relaxation trainings and plans to build a recreation room where employees can relax. The finance manager of the firm feels that these are unnecessary costs. How would you counter his argument?
Q4) Distinguish between a stressor and a strain, and give one example of each.
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Page 7
Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Freddie needs to set goals for his team of real estate agents. Freddie wants the goals to improve task performance for his team. Use Freddie's situation to identify and explain the factors that alter the effects of goal setting on task performance.
Q2) Intrinsic motivation is controlled by some contingency that depends on task performance.
A)True
B)False
Q3) To hold a high evaluation of oneself and to feel effective and respected by others are ________ needs.
A) control
B) self-actualization
C) esteem
D) autonomy
E) relatedness
Q4) Define and explain motivation and its forces.
Q5) Motivation is not one thing but rather a set of distinct forces.
A)True
B)False
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Bruce, a first-line supervisor at Lou's Market, regularly uses abusive and derogatory words when dealing with his subordinates. Many employees have also heard Bruce refer to specific employees with inappropriate labels ridiculing their ethnicity, names, or weaknesses. From the scenario, it can be concluded that workers at Lou's lack ________ justice.
A) distributive
B) informational
C) procedural
D) interpersonal
E) restorative
Q2) The characteristics or attributes of a trustee that inspire trust are defined as one's A) moral intensity.
B) trust propensity.
C) propriety.
D) trustworthiness.
E) ability.
Q3) Justice reflects the actual fairness of an authority's decision making.
A)True
B)False
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Page 9
Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Define the term heuristics, discuss the relationship between heuristics and biases, and explain at least two of the associated biases with examples. Why do people fall prey to these biases, and what is faulty about them?
Q2) Organizations use four specific consequences to modify employee behavior. These are known as
A) climates for transfer.
B) communities of practice.
C) schedules of reinforcement.
D) behavior modeling training.
E) contingencies of reinforcement.
Q3) The concept of bounded rationality suggests that we are likely to A) choose the first acceptable alternative.
B) evaluate all alternatives simultaneously.
C) pick the alternative that minimizes value.
D) use accurate information to evaluate alternatives.
E) develop an exhaustive list of alternatives to consider as solutions.
Q4) What are the four contingencies of reinforcement? Explain each and provide an example.
Q5) Compare and contrast rational decision making and bounded rationality.
Q6) Discuss the relationships among learning, experience, and decision making.
Page 10
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Conscientiousness has a moderate positive effect on performance.
A)True
B)False
Q2) Candace can be described as an ambitious individual. She joined Boulder Distributors as a junior recruiter and wants to climb the corporate ladder to become a team leader in the future. Candace works hard to build up her reputation, makes time to interact with not only her manager but other managers as well, and lets everyone know how passionate she is about working at Boulder. In the context of the Big Five taxonomy, the personality dimension ________ best describes Candace.
A) neuroticism
B) extraversion
C) agreeableness
D) conscientiousness
E) openness to experience
Q3) Describe each of the Big Five dimensions. Which dimension has the biggest influence on job performance? Explain.
Q4) Artistic people tend to enjoy abstract, analytical, theory-oriented tasks.
A)True
B)False
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Benson is the head of security for a large government facility covering several square miles. He has to screen people entering and leaving the facility, watch for wild animals entering areas where they could pose a risk, and monitor the weather. Describe the role of sensory ability in task performance, and explain how it applies to Benson's job.
Q2) Self-awareness refers to the ability of people to
A) harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do.
B) understand the types of emotions they are experiencing, acknowledge them, and express them naturally.
C) block out any sensation of emotions as they move through life in pursuit of specific goals.
D) recognize and understand the emotions that other people are feeling.
E) be able to recover quickly from emotional experiences.
Q3) What is quantitative ability? Describe its component abilities.
Q4) Abilities are a function of both genes and the environment.
A)True
B)False
Q5) Explain the effects of general cognitive ability on performance and commitment.
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) "Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems and ultimately poor team effectiveness." This statement represents the theory of the ________ approach to diversity in teams.
A) cooperative diversity
B) similarity-attraction
C) surface-level
D) diversity combining
E) value in diversity problem-solving
Q2) Carter's Critters, a large pet store, pays its employees a base salary, as well as up to a 10 percent bonus based on high individual performance and up to a 7 percent bonus based on high team performance. Carter's uses a reward structure with A) parallel teams.
B) management teams.
C) punctuated equilibrium.
D) sequential interdependence.
E) hybrid outcome interdependence.
Q3) How does diversity improve the ability of groups to solve problems and be successful?
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13
Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) In a boundary-spanning process, the marketing team member who meets with an engineer to seek information about new materials is engaging in
A) groupthink activities.
B) decision informity activities.
C) social loafing activities.
D) action processes.
E) scout activities.
Q2) Briefly describe creative behavior and decision-making taskwork processes, and give one example of each.
Q3) Which of the following refer(s) to the level of common understanding among team members with regard to important aspects of the team and its tasks?
A) team process
B) centralization
C) mental methods
D) conflict resolution
E) emotional bonding
Q4) Describe the effects of teamwork processes on team performance and commitment.
Q5) Define team process, and differentiate between process gain and process loss.
Page 14
Q6) Differentiate between team cohesion and potency.
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) How aware others are of a leader's power and position is a function of A) skill.
B) visibility.
C) centrality.
D) discretion.
E) substitutability.
Q2) The type of power derived from a person's skill or knowledge on which others depend is ________ power.
A) expert
B) reward
C) referent
D) coercive
E) legitimate
Q3) Recent research shows that individuals most likely to choose constructive forms of conflict management score high in terms of
A) annual earnings.
B) corporate ranking.
C) emotional intelligence.
D) sheet intellectual capacity.
E) proven leadership capabilities.
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) During her first week at her new job, Ai's manager, Consuelo, goes over all of the duties Ai will be expected to perform. She also introduces Ai around the office and makes her aware of all the fun things they do in and out of the office, such as "Pizza Fridays" and volunteering at an at-risk children's center. She encourages Ai to get involved. Consuelo is engaged in
A) mentoring.
B) orientation.
C) role taking.
D) role making.
E) role modeling.
Q2) Which of the following refers to how well people actually do in a leadership role?
A) leader personality
B) leader effectiveness
C) leader emergence
D) leader perception
E) leader characteristic
Q3) Describe the four leader decision-making styles with examples.
Q4) What are the various ways in which leader effectiveness can be gauged?
Q5) Differentiate between initiating structure and consideration.
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Which of the following is a necessary coordination mechanism that organizations rely on to get a standardized product or deliver a standardized service?
A) formalization
B) centralization
C) span of control
D) chain of command
E) work specialization
Q2) Tatum is the CEO of a company that is undergoing a major restructuring. How should she deal with the employees who survive the layoffs in the restructuring?
A) remove any control they may have
B) give them a voice in the process
C) tell them as little as possible
D) halve their workload
E) boost their salary
Q3) Henry Ford was a strong believer in work specialization.
A)True
B)False
Q4) Differentiate between functional and multi-divisional structures. Create a diagram of each.
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
Source URL: https://quizplus.com/quiz/3918
Sample Questions
Q1) Eco-Adventure Gear is a well-respected apparel company. For over 50 years it has produced high-quality, durable products at a relatively high price point. Customers are willing to pay a premium for its wares because of the company's commitment to quality and its history of providing effective customer service. The company's headquarters are located at the base of a mountain range, and once a month the CEO closes the office for two days and leads the staff on a rock climbing trip. Since the company attracts outdoorsy types, nearly all the employees join in on these voluntary trips. Employees are proud to say they work at Eco-Adventure and rarely quit. Eco-Adventure Gear is demonstrating the advantages associated with which type of culture?
A) weak
B) ritual
C) strong
D) physical
E) observable
Q2) Attraction and selection processes do not always align employees' personalities with organizational culture.
A)True
B)False
Q3) Discuss the two common methods by which an organization can change its culture.
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