Leadership in Organizations
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Course Introduction
Leadership in Organizations examines the theories, principles, and practical skills essential for effective leadership within contemporary organizations. The course explores various leadership styles, ethical considerations, decision-making processes, and the impact of organizational culture on leadership effectiveness. Students will analyze real-world case studies to understand how successful leaders inspire teams, manage change, resolve conflicts, and drive organizational success. Emphasis is placed on developing self-awareness, emotional intelligence, communication skills, and the ability to adapt leadership approaches to diverse and dynamic environments.
Recommended Textbook Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Page 2
Chapter 1: What Is Organization Development
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Q1) Because of stress that healthcare workers endure, OD professionals have found that they need clear roles, social support, and professional autonomy to reduce which of the following?
A) job satisfaction
B) job dissatisfaction
C) professional stress
D) burnout and turnover
Answer: D
Q2) What data indicated positive feelings from employees regarding the changes that occurred at ABA?
A) surveys
B) observations
C) interviews
D) a and c
Answer: D
Q3) OD is the same as management consulting.
A)True
B)False
Answer: False
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Page 3
Chapter 2: History of Organization Development
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Q1) Juran argued that quality had two main characteristics: fitness for use and ______.
A) improved instrumentation
B) acceptable defects
C) control for quality
D) freedom from defects
Answer: D
Q2) Which process of learning refers to correcting mistakes as they occur?
A) single-loop learning
B) double-loop learning
C) deutero-learning
D) triple-loop learning
Answer: A
Q3) Which process of learning occurs when organizational members understand how and when they learn and develop an environment in which learning can occur?
A) single-loop learning
B) double-loop learning
C) deutero-learning
D) triple-loop learning
Answer: D
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Page 4
Chapter 3: Core Values and Ethics of Organization Development
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Q1) The expression of anger and conflict are not natural and normal reactions to organizational change.
A)True
B)False
Answer: False
Q2) Inviting employees to solve complex problems may not be effective if they do not have the skill set is an example of which of the following complex factors?
A) Organizational members may not be prepared or trained to participate.
B) Participation is risky when members feel suspicious of being asked to step outside of long-held hierarchical patterns.
C) Characteristics of organizational structure inhibit an individual's choice to participate.
D) Increasing participation is detrimental to members if it is not authentic.
Answer: A
Q3) Values are simple and never seem complex.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Foundations of Organizational Change
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Q1) It is important for OD practitioners to be conscious and intentional about the choices they make and to avoid adopting an intervention or model simply because it is fashionable.
A)True
B)False
Q2) Discuss four distinct benefits that the social construction perspective offers OD practitioners.
Q3) Which systems theory model was developed as a causal model that could be empirically tested, that would specify the variables that would be affected by a given change, and that would take into account transactional and transformational change?
A) Lewin's three-phrase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord's Six-Box Model
Q4) In a highly structured hierarchical environment or in a stable organization not experiencing rapid change, clients may be more drawn to systems theory approaches.
A)True
B)False
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6
Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) When using the ______ approach to consulting, even if the problem is successfully solved, clients will likely not know how to solve the problem themselves in the the future and will be forced to contact the consultant again.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q2) In a ______, practitioners work with leaders or sponsors to design events that are conducive to open dialogues about the future.
A) diagnostic consulting approach
B) action research appraoch
C) structured dialogic approach
D) dialogic process consultation
Q3) An "expert" consultant should be hired when the subject area is quite broad.
A)True
B)False
Q4) The consultant's role generally exists as an outsider to the client's system.
A)True
B)False
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Chapter 6: Entry and Contracting
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Q1) Which of the following should the consultant and client NOT do when going through the recontracting process?
A) allow obstacles to prevent engagement from progressing
B) review the original agreement
C) discuss the engagement
D) discuss the new situation
Q2) OD consultants do not ever lead clients to believe that they have specific expertise or overstate their certifications or other specialized skills.
A)True
B)False
Q3) For ______, gaining entry is often as the result of marketing and selling one's expertise or success to a potential client.
A) internal consultants
B) external consultants
C) practical consultants
D) dialogic consultants
Q4) According to Schein, contracting has both formal and psychological components.
A)True
B)False
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Chapter 7: Data Gathering
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Q1) When scheduling interviews regarding interpersonally sensitive topics, contact is best done via ______.
A) in person or phone.
B) e-mail.
C) electronic poll.
D) text message.
Q2) Identify ethical issues that are present with data gathering.
Q3) Historically speaking, ______ has been one of the most commonly used methods of data gathering.
A) interviews
B) focus groups
C) surveys/questionnaires
D) observations
Q4) Potential for little preparation and the opportunity to be "in the moment" are advantages to which data gathering method?
A) interviews
B) focus groups
C) surveys/questionnaires
D) observations
Q5) What are three reasons that data gathering should be taken seriously?
Page 9
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Chapter 8: Diagnosis and Feedback
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Q1) Feedback ______ action when it is inconsistent with what is already believed so that it produces a level of discomfort and the recipient is prompted to take different actions to reach different results.
A) directs B) supports C) prohibits
D) motivates
Q2) The inductive approach may require more knowledge of the organization, the data, or organizational theory in general than the deductive approach.
A)True
B)False
Q3) An environment where there is potential for multiple interruptions would be a good choice for a feedback meeting.
A)True
B)False
Q4) Resistance, in fact, can be a useful resource in change efforts.
A)True
B)False
Q5) What are some ethical issues with diagnosis and giving feedback?
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Chapter 9: An Introduction to Interventions
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Q1) When a change agent leaves and the organizational members return to their previous ways, this is a reason why interventions fail to occur:
A) wrong intervention
B) ownership not transferred to client
C) not enough time devoted
D) poorly designed intervention
Q2) The ______ approach is based on the notion that change will occur when people change their attitudes, values, skills, and relationships.
A) normative-reeducative
B) power-coercive
C) empirical-rational
D) environmental-adaptive
Q3) For example, cutting customer complaints in half is a description of which reason why interventions fail?
A) wrong intervention
B) poorly designed intervention
C) wrong intervention.
D) unclear or overambitious goals
Q4) What are some effects of failed interventions on change agents?
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Chapter 10: Individual Interventions
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Q1) It has been argued that personality types correspond with vocational interests and satisfaction. Which dimension of vocational preference is for exploring and understanding natural and social phenomena?
A) Realistic
B) Investigative
C) Artistic
D) Social
Q2) What is the 5-year resume?
A) a resume that dates back only 5 years for job history
B) a resume that includes 5 years of information for an individual
C) a hypothetical resume 5 years in the future
D) a resume that highlights 5 years of activities
Q3) Typically, ______ involves an expert-protege relationship with a skilled and knowledgeable teacher who can provide guidance and is less often a relationship with a "hired" change agent or external consultant.
A) coaching
B) mentoring
C) career planning
D) career development
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Page 12
Chapter 11: Team Interventions
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Q1) Teams are becoming increasingly diverse and geographically distributed.
A)True
B)False
Q2) An example of cross-functional teams is when all marketing individuals get together to meet a common goal.
A)True
B)False
Q3) When discussing intergroup conflict, economic differences, or competition over limited resources, is often a concern.
A)True
B)False
Q4) Which step of appreciative inquiry consists of engaging the team and relevant stakeholders in a dialogue about strengths, best practices, accomplishments, and rewarding experiences?
A) Discovery
B) Dream
C) Design
D) Destiny
Q5) What makes a team successful?
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Creating good scenarios is critical. What are some characteristics of good scenarios?
Q2) Of the four idealized culture types, which one discusses tradition and formality as dominant values?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market
Q3) Which component within the star model of an organization's design is the organization's direction and long-term strategy?
A) Strategy
B) Structure
C) Processes and lateral capability
D) Reward systems
Q4) Whole organization interventions typically require a condensed timeframe.
A)True
B)False
Q5) Discuss the five-phase process for an organizational design change.
Q6) What type of situations are best for real-time strategic change?
Q7) Discuss the characteristics of contemporary large-scale interventions. Page 14
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Page 15
Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Strategic planning and goal setting to develop superordinate goals and leadership development are appropriate interventions for which level?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q2) Which activity within TQM relates to flowchart techniques being utilized?
A) Identify customers and what they value at all levels
B) Identify products and services provided
C) Define processes
D) Simplify the process
Q3) Which of the following is NOT one of the steps involved in implementing and sustaining a Six Sigma program?
A) An honest assessment of the organization's readiness to implement Six Sigma
B) Gathering qualitative data from participants
C) Willingness to expend the needed resources
D) Reflection on the objectives, scope, and timeframe of the program
Q4) Provide details of the three phases within the merger and acquisition process.
Q5) Discuss the basic activities of TQM.
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) ______ could include employee selection, performance appraisals, and training and development activities.
A) HRM practices
B) Diffusion practices
C) Management practices
D) Formalization practices
Q2) What are ethical challenges of evaluation?
Q3) While evaluation is among the final stages of the OD engagement, it is frequently omitted.
A)True
B)False
Q4) Separation may be necessary to reduce dependency on the change agent.
A)True
B)False
Q5) Too much ______ can mean low productivity, frustration, and confusion.
A) routine
B) intervention
C) development
D) change
Q6) Discuss ethical issues in the ending phase. Page 17
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Page 18
Chapter 15: Global Issues in Organization Development
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Q1) In ______, team-building activities that begin with task work is appropriate; confrontation meetings and other interventions that encourage public statements of negativity would not be accepted.
A) China
B) Hong Kong
C) Taiwan
D) Latin America
Q2) Discuss the challenges of understanding the applicability of OD and practicing OD are especially challenging in a global environment.
Q3) A question such as, « Are there differences in organizational culture that might be more important than national culture? » should be asked based on which piece of helpful advice to those choosing to proceed with global OD?
A) Conduct a « cultural diagnosis »
B) Consider stability
C) Consider what interventions might work
D) Consider the match between culture and intervention
Q4) Compare and contrast OD and U.S. values on Hofstede's Dimensions.
Q5) What is some useful advice on how to proceed with a global OD intervention?
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Chapter 16: The Future of Organization Development
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Q1) Which theme related to Millennials relates to being multitaskers?
A) Recognize me
B) Include me
C) Challenge me
D) Work with me
Q2) Almost half of all American scan be described as ______ in their work, not willing to put in discretionary effort to go above and beyond to perform at a high level.
A) engaged
B) disengaged
C) involved
D) included
Q3) Redefining work can be seen in many ways; which of the following relates to individuals designing a career that meets their own needs?
A) Increased self-employment
B) Choosing flexible work/alternative work arrangements
C) Obsolete fixed job descriptions
D) Virtual/global work
Q4) Discuss the relationship between OD and Sustainability.
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Page 20