Leadership and Teamwork
Exam Questions
Course Introduction
Leadership and Teamwork explores the essential concepts and practices of effective leadership and collaborative work within various organizational contexts. The course examines different leadership styles, motivational strategies, and team dynamics, focusing on how leaders inspire, guide, and influence group performance. Students will analyze real-world scenarios, engage in experiential learning exercises, and develop skills in communication, conflict resolution, and decision-making. Emphasis is placed on understanding the roles individuals play in teams, strategies for building cohesive and high-performing groups, and the impact of diversity and organizational culture on leadership and teamwork success.
Recommended Textbook
Organizational Behavior
Emerging Realities for the WorkPlace Revolution 4th Edition by Steven
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17 Chapters
2696 Verified Questions
2696 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behavior
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Corporate social responsibility is most closely related to which of these organizational behavior trends?
A) Workforce diversity.
B) Employment relationships.
C) Virtual work.
D) Globalization.
E) Workplace values and ethics
Answer: E
Q2) Grounded theory is most closely associated with which anchor of organizational behavior?
A) Contingency anchor
B) Open systems anchor
C) Multidisciplinary anchor
D) Systematic research anchor
E) Multiple levels of analysis anchor
Answer: D
Q3) Globalization has increased the importance of values in the workplace.
A)True
B)False
Answer: True
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Chapter 2: Individual Behavior, values, and Personality
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181 Verified Questions
181 Flashcards
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Sample Questions
Q1) It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual right may conflict with another.
A)True
B)False
Answer: True
Q2) Being good-natured,empathetic,caring,and courteous are characteristic of people with which personality trait?
A) Openness to experience
B) Agreeableness
C) Locus of control
D) Emotional stability
E) Extroversion
Answer: B
Q3) Utilitarianism judges morality by the consequences of our actions,not the means to attaining those consequences.
A)True
B)False
Answer: True
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Chapter 3: Perception and Learning in Organizations
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205 Verified Questions
205 Flashcards
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Sample Questions
Q1) André is a doctor who is quick to mention this when he first meets other people.He also tends to perceive himself and other physicians in a more favourable way than nurses and non-medical staff.Which concept best explains André's perceptual process?
A) Attribution theory
B) Social identity theory
C) Self-fulfilling prophecy
D) Recency effect
E) Johari Window
Answer: B
Q2) George believes that women have difficulty coping with the stress of executive decisions.Sally is promoted into a senior management position and George soon complains that Sally won't be able to cope with this job.George is exhibiting which of the following perceptual errors?
A) Attribution error
B) Stereotyping
C) Projection bias
D) Halo effect
E) Recency effect
Answer: B
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Chapter 4: Workplace Emotions and Attitudes
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155 Flashcards
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Sample Questions
Q1) Emotional labor is defined as any situation in which:
A) you get upset with customers at times when you are supposed to remain calm.
B) you begin to feel burned out from facing too many customers in one day.
C) you don't realize that your emotions are causing you to act differently toward someone than you had intended.
D) all of the above are part of the emotional labor definition.
E) none of the above represents the emotional labor definition.
Q2) Continuance commitment motivates employees to increase their work effort beyond expectations.
A)True
B)False
Q3) Job satisfaction is an ethical issue that influences the organization's reputation in the community.
A)True
B)False
Q4) Employees experience less stress from emotional labor when they practice surface acting rather than deep acting.
A)True
B)False
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Chapter 5: Motivation in the Workplace
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191 Verified Questions
191 Flashcards
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Sample Questions
Q1) Which of the following tends to offer the most timely feedback for employee performance?
A) Quarterly meeting your supervisor.
B) 360-degree feedback report.
C) Executive coaching session
D) Customer survey results.
E) None of the above provides feedback that is considered timely.
Q2) In four-drive theory,the drive ______ is most closely associated with social identity theory.
A) to bond
B) for fairness
C) to defend
D) to acquire
E) to achieve goals
Q3) Maslow's needs hierarchy theory discusses all of the following concepts EXCEPT:
A) deficiency needs
B) need fulfillment
C) drive to acquire
D) self-actualization
E) safety needs
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Chapter 6: Applied Performance Practices
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174 Flashcards
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Sample Questions
Q1) The first step in self-leadership is:
A) establishing client relationships
B) practicing gainsharing
C) personal goal setting
D) constructive thought patterns
E) self-reinforcement
Q2) Job status-based rewards potentially motivate employees to compete with each other.
A)True
B)False
Q3) Mental imagery helps employees to:
A) forget about the task before they actually perform it.
B) anticipate obstacles to goal accomplishment and work out solutions to those obstacles.
C) keep track of their progress towards the goal and design artificial feedback where natural feedback does not occur.
D) make the job itself more motivating by altering the rewards received during job performance.
E) learn several skills and minimize the risk of repetitive strain injuries.
Q4) Compare and contrast gainsharing with employee stock ownership plans.
Page 8
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Chapter 7: Work-Related Stress and Stress Management
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Sally works as a lawyer for a leading Montreal law firm.She was married a few years ago and is currently pregnant with her first child.Sally expects to return to work full time a few months after the baby is born.Describe two types of work-nonwork conflict that Sally will likely experience during the first year after her return to work.
Q2) Stress is best described as:
A) the physiological disorders we experience from adverse environmental conditions. B) an adaptive response to a situation that is perceived as challenging or threatening to the person's wellbeing.
C) a series of events that cause emotional exhaustion and cynicism towards customers. D) environmental conditions that place a physical or emotional demand on the person. E) a behavior pattern of people with low risk of heart disease.
Q3) Resistance is the final stage of the stress experience (i.e.the general adaptation syndrome).
A)True
B)False
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Chapter 8: Decision Making and Creativity
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159 Verified Questions
159 Flashcards
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Sample Questions
Q1) Intuition is the main strategy to minimize escalation of commitment.
A)True
B)False
Q2) Which of the following decision-making activities tends to make the most use of tacit knowledge?
A) Intuition
B) Decision support systems
C) Escalation of commitment
D) Data mining
E) Both intuition and data mining
Q3) The higher the level of employee involvement,the more influence people have over the decision process.
A)True
B)False
Q4) Comment on the accuracy of the following statement: 'Creativity increases with the individual's years of experience in that field of activity.'
Q5) Describe the four stages of the creative process.
Q6) human limitations or problems that might make it difficult for Switched Enterprises executives to choose the best alternative.
Page 10
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Chapter 9: Foundations of Team Dynamics
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) What is the relationship between team cohesiveness and team productivity?
A) Higher team cohesiveness increases productivity.
B) Higher team cohesiveness reduces productivity.
C) Team cohesiveness has no effect on productivity.
D) The effect of cohesiveness on productivity depends on the group's attitude towards cohesiveness.
E) The effect of team cohesiveness on productivity depends on whether team norms are consistent with organizational goals.
Q2) Some ____ are just people assembled together without any necessary ________.
A) groups, interdependence
B) production teams, norms
C) teams, cohesiveness
D) task forces, goals
E) teams, norms
Q3) One way to change team norms in existing teams is to explicitly discuss the counterproductive norms with team members using persuasive communication strategies.
A)True
B)False
Q4) reasons why employees join informal groups in organizational settings.
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Chapter 10: Developing High Performance Teams
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176 Flashcards
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Sample Questions
Q1) Which of the following is best at reducing production blocking?
A) Face-to-face meetings
B) Brainstorming
C) Electronic brainstorming
D) Groupthink
E) Constructive conflict
Q2) Sociotechnical systems theory is the conceptual foundation for:
A) dialogue meetings.
B) team building.
C) individual decision making.
D) conflict management
E) self-directed work teams.
Q3) Employees with individualistic values tend be more satisfied working in self-directed work teams.
A)True
B)False
Q4) One problem with virtual teams is that they create more silos of knowledge.
A)True
B)False
Q5) Describe the characteristics of a typical self-directed work team.
Page 12
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Chapter 11: Communicating in Teams and Organizations
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) Management by walking around:
A) is the label used to describe new executives when they get lost in unfamiliar buildings.
B) should be used only when executives need to explain corporate decisions.
C) minimizes the problem of filtering in the communication process.
D) is an ineffective process for upward communication.
E) All of these statements refer to management by walking around.
Q2) The responding stage of active listening includes showing interest and clarifying the message.
A)True
B)False
Q3) The CEO of Bear Securities is concerned that investment analysts and brokers at Bear Securities are using too much jargon to communicate with each other and with clients.The CEO believes that the use of jargon will result in costly communication errors and may intimidate clients.Discuss the accuracy of the CEO's concerns.
Q4) E-zines should have longer stories than are typically found in hard-copy company magazines.
A)True
B)False
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Chapter 12: Power and Influence in the Workplace
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) How we dress and the way we behave politely towards others represents a type of influence strategy.
A)True
B)False
Q2) Power does not exist until the power holder actually applies power to influence someone else.
A)True
B)False
Q3) Which of the following is a contingency of power?
A) Coercive
B) Legitimate
C) Referent
D) All of these are contingencies of power.
E) None of these is a contingency of power.
Q4) Coping with uncertainty is a variation of:
A) legitimate power.
B) expert power.
C) coercive power.
D) referent power.
E) none of these.
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Chapter 13: Conflict and Negotiation in the Workplace
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Socioemotional conflict refers to conflict between individuals,whereas constructive conflict refers to conflict between departments and organizations.
A)True
B)False
Q2) Salespeople at Widget Ltd complain that they lose sales bonuses when the production department is out of stock of a particular item.This sometimes causes customers to buy elsewhere rather than wait for the next production run.Meanwhile,production employees complain that salespeople don't appreciate the need to minimize inventory costs,for which production staff is rewarded.This is mainly an example of conflict due to:
A) ambiguity
B) communication problems
C) pooled task interdependence
D) differentiation
E) goal incompatibility
Q3) Constructive conflict is more likely to escalation into socioemotional conflict among employees in highly cohesive teams
A)True
B)False
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Page 15
Chapter 14: Leadership in Organizational Settings
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Transactional leaders:
A) improve efficiency.
B) build a strategic vision to change the organization.
C) represent an unrealistic stereotype that followers have of great leaders.
D) possess all of the competencies of great leaders.
E) are/do none of these.
Q2) Telling,selling,participating,and delegating represent the four leadership styles identified in:
A) path-goal theory.
B) transformational leadership theory.
C) leadership competencies theory.
D) Hersey and Blanchard's situational leadership theory.
E) implicit leadership theory.
Q3) Effective leaders have "leadership motivation"; that is,they are motivated to be leaders.
A)True
B)False
Q4) Cultural values shape the expectations that followers have of their leaders. A)True B)False
Page 16
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Chapter 15: Organizational Structure
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Team-based organizational structures are usually found:
A) in the manufacturing operations of larger divisionalized structures.
B) in Asia rather than North America.
C) in the professional support (e.g. accounting) units of larger functional structures.
D) in government departments and agencies.
E) as stand-alone organizations that apply no other organizational structures.
Q2) One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.
A)True
B)False
Q3) One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.
A)True
B)False
Q4) Informal communication is a coordination mechanism only in small and a few medium-sized organizations.
A)True
B)False
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Chapter 16: Organizational Culture
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148 Flashcards
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Sample Questions
Q1) Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.
A)True
B)False
Q2) Companies with strong organizational cultures are more effective than companies with weak cultures:
A) all of the time.
B) if the cultural values emphasize customer service rather cost efficiency.
C) if the cultural values are compatible with the organizational environment.
D) if there is high turnover among production employees.
E) never; companies with weak cultures are almost always more effective than those with strong cultures.
Q3) The hidden elements of an organization's culture include:
A) physical structures.
B) language used in the organization.
C) employee beliefs and values.
D) All of these are hidden elements of an organization's culture.
E) None of these is a hidden element of an organization's culture.
Q4) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 17: Organizational Change
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) According to force field analysis,organizational change is more likely to occur by:
A) increasing the driving forces and decreasing the restraining forces
B) decreasing the process forces and increasing the driving forces.
C) increasing the driving forces and increasing the restraining forces.
D) increasing both the driving forces and the restraining forces.
E) Force field analysis says that none of these will assist organizational change.
Q2) Resistance to organizational change may be caused by:
A) employee perceptions that the new conditions have higher costs and fewer benefits for them.
B) the psychological cost of uncertainty about the personal risks involved in the change.
C) employees wanting to prove that change effort won't work because they dislike the change agent or the action is contrary to their recommendations.
D) All of these may cause resistance to change.
E) None of these causes resistance to change.
Q3) Describe three ethical problems that may arise from organizational change activities.
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