Leadership in Organizations
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Course Introduction
Leadership in Organizations explores the principles, theories, and practices that define effective leadership within diverse organizational settings. The course examines the dynamic roles leaders play in shaping culture, driving strategic change, motivating teams, and resolving conflicts. Emphasizing both classic and contemporary leadership models, students will analyze real-world case studies, develop critical self-awareness, and cultivate essential skills for leading ethically in complex, global environments.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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15 Chapters
3025 Verified Questions
3025 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behaviour
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) A key variable in the high-performance work practices (HPWP) model is employee competence.
A)True
B)False
Answer: True
Q2) ACME Software Ltd has developed a training program to make employees more aware of how their job performance affects customers and other employees within the organization. This training program relates most closely with which of the following concepts?
A)Open systems perspective
B)Marketing principles
C)Organizational efficiency
D)Contingency anchor
E)Grounded theory
Answer: A
Q3) Successful organizations only need to concentrate on achieving efficient transformation processes.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behaviour
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213 Verified Questions
213 Flashcards
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Sample Questions
Q1) People with a high ________ value assertiveness, competitiveness, and materialism
A)power distance
B)uncertainty avoidance
C)individualism
D)achievement orientation
E)collectivism
Answer: D
Q2) Which of the following is a ''Big Five'' personality dimension?
A)Openness to experience
B)Locus of control
C)Extraversion
D)Grumpiness
E)Extraversion and openness to experience
Answer: E
Q3) Persistence is an element of motivation.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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212 Verified Questions
212 Flashcards
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Sample Questions
Q1) People perform better in most employment situations when they have a strong external locus of control.
A)True
B)False
Answer: False
Q2) Developing a global mindset begins with self-awareness.
A)True
B)False
Answer: True
Q3) Self-enhancement causes managers to overestimate the probability of success in investment decisions
A)True
B)False
Answer: True
Q4) Clarity of self-concept refers to the degree or realism one attaches to his or her self-image.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Workplace Emotions
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260 Verified Questions
260 Flashcards
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Sample Questions
Q1) Affective commitment is higher in organizations with moral integrity values.
A)True
B)False
Q2) Low task control occurs when
A)the job involves monitoring equipment.
B)the employee's work is paced by a machine.
C)the work schedule is controlled by someone else.
D)All of these conditions exist.
E)None of these conditions exist.
Q3) Social support has what effect on work-related stress?
A)It increases the individual's self-esteem regarding the stressor.
B)It makes the individual feel that he or she is not facing the stressor alone.
C)It provides the individual with information or other resources used to remove the stressor.
D)There is no evidence that social support has any beneficial effect on work-related stress.
E)It does everything described in the other statements.
Q4) Even experts have trouble defining stress
A)True
B)False
6
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Chapter 5: Foundations of Employee Motivation
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255 Flashcards
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Sample Questions
Q1) According to the four-drive theory, which of the following is insatiable (i.e., can never be fulfilled, we always want more of it)?
A)Drive to acquire
B)Drive to defend
C)Belongingness needs
D)Physiological needs
E)Drive to acquire and drive to defend
Q2) Which of the following is an example of punishment?
A)Your boss doesn't say anything after you have the highest sales of the month.
B)Your boss stops complaining about your late arrival at work after you arrive early for several weeks.
C)The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke.
D)The organization takes away some of your pay cheque to cover the cost of a machine that you carelessly broke and your boss stops complaining about your late arrival at work after you arrive early for several weeks.
E)After signing a contract with an important client, the company announces its appreciation of your work.
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Chapter 6: Applied Performance Practices
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196 Flashcards
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Sample Questions
Q1) ABC Ltd. has a large secretarial pool on the third floor of company headquarters where professional and lower-level managers have their reports and other documents word-processed. The tasks are received by the secretarial pool coordinator and assigned randomly (on an availability basis) to secretaries in the pool. The secretaries often do not know the managers or professionals for whom the word-processing assignment is being completed. They rarely find out about the quality of their work because revisions are often sent to other secretaries in the pool due to the rotating work assignment system. Some assignments involve simple word-processing while others require complex formatting using more sophisticated word-processing software. Some secretaries don't mind working in the pool, but most are there because it represents the entry-level secretarial position. They resent the lack of control over work assignments and look forward to being transferred to other secretarial jobs in the firm where there is more freedom to schedule their own work activities. Turnover in the pool is much higher than for other support staff at ABC Ltd. What job design strategy would you recommend to improve employee effectiveness in ABC's secretarial pool?
Q2) Briefly describe some of the important strategies for improving reward effectiveness.
Q3) Describe two social characteristics that the job characteristics model may overlook.
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Page 8
Chapter 7: Decision Making and Creativity
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) The idea that decision makers rely on an implicit favourite to evaluate alternatives is A)a recommendation put forward by organizational behaviour scholars to improve decision making.
B)an emerging theory that has not yet been studied in organizational settings.
C)the main reason why decision makers have difficulty identifying problems.
D)an assumption that economists made in their early research about decision makers.
E)None of the answers are correct.
Q2) Which of the following is a creative practice?
A)Looking through the notes and files of past projects.
B)Performing morphological analysis.
C)Asking people unfamiliar with the issue to explore the problem with you.
D)All of these statements improve creativity.
E)None of these statements improves creativity.
Q3) Creative people tend to have a high need for social approval
A)True
B)False
Q4) Describe three ways to minimize escalation of commitment and confirmation bias.
Q5) Describe the four stages of the creative process.
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Chapter 8: Team Dynamics
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281 Verified Questions
281 Flashcards
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Sample Questions
Q1) Virtual teams are typically more effective when their members
A)avoid using e-mail or telephones to communicate.
B)agree during the team's formation to use only one communication medium, such as e-mail or teleconferencing.
C)are allowed to adopt technology that suits their needs at a particular time, rather than have it imposed upon them.
D)work alone rather than interact with each other during the project.
E)use web-based chat and message services rather than e-mail or telephone conversations.
Q2) The nominal group technique is essentially a variation of brainwriting
A)True
B)False
Q3) The shift towards knowledge-based rather than production-based work has made virtual teamwork feasible.
A)True
B)False
Q4) Calculus-based trust is the best form of trust to have in virtual teams.
A)True
B)False
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Chapter 9: Communicating in Organizations
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) Corporate leaders should use the grapevine to send messages to employees further down the organizational hierarchy.
A)True
B)False
Q2) What function does communication play in organizations?
A)Communication aids employee well-being.
B)Communication helps employees fulfill their drive to bond.
C)Communication minimizes "silos of knowledge."
D)Communication helps decision makers learn about organizational problems.
E)Communication serves all of these functions.
Q3) Which of the following is NOT a feature of effective listening?
A)Empathize with the sender's background and point of view when interpreting the sender's message.
B)Develop an opinion about the sender's message as soon as possible to guide you through the rest of the sender's message.
C)Provide feedback by rephrasing the sender's main points at appropriate conversational breaks.
D)Show interest by maintaining eye contact and giving verbal acknowledgments.
E)All of these are features of effective listening.
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Page 11
Chapter 10: Power and Influence in the Workplace
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) Which of the following is considered a "hard" influence tactic?
A)Persuasion
B)Exchange
C)Assertiveness
D)Upward appeal
E)All of these are described as "hard" influence tactics.
Q2) By avoiding written documentation of special procedures, maintenance workers in a tobacco-processing factory are maximizing their expert power through nonsubstitutability.
A)True
B)False
Q3) Which of the following IS a contingency of power?
A)Referent
B)Coercive
C)Legitimate
D)All of these are contingencies of power.
E)None of these are contingencies of power.
Q4) People who have expertise tend to have more influence using persuasion
A)True
B)False
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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189 Verified Questions
189 Flashcards
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Sample Questions
Q1) Research indicates that the most effective executive teams frame their decisions as superordinate goals that rise above each executive's departmental or divisional goals.
A)True B)False
Q2) Although task conflict can degenerate into relationship conflict, it is easy to prevent this from happening.
A)True B)False
Q3) Relationship conflict escalates more easily than task conflict. A)True B)False
Q4) Comment on the accuracy of the following statement: 'Negotiators tend to bargain more effectively if they don't make concessions.'
Q5) Moderate levels of conflict produce improved decision making A)True B)False
Q6) Briefly describe the five interpersonal conflict handling styles.
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Page 13
Chapter 12: Leadership in Organizational Settings
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187 Verified Questions
187 Flashcards
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Sample Questions
Q1) Research on the competency perspective of leadership has concluded that four traits are consistently strong predictors of effective leadership across most situations and industries.
A)True
B)False
Q2) Which of the following considers the influence of contingencies in leadership?
A)Servant leadership theory
B)Situational leadership theory
C)Managerial leadership theory
D)Fiedler's contingency theory
E)Only Fiedler's contingency theory and Situational leadership theory are correct.
Q3) The leadership substitutes theory identifies ways to neutralize or replace transformational leaders in specific conditions.
A)True
B)False
Q4) Reward systems and employees' skills may substitute for task-oriented leadership
A)True
B)False
Q5) Explain the concept of shared leadership.
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Chapter 13: Designing Organizational Structures
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) Employees who are assignedroles are expected to communicate and share information with coworkers in other work units.
A)liaison
B)integrator
C)communicator
D)coordinator
E)disseminator
Q2) Organizational size, technology, and environment are
A)three dimensions of span of control.
B)three of the four ways to avoid using coordinating mechanisms.
C)three contingencies of organizational design.
D)three factors that distinguish a virtual corporation from a network structure.
E)three conditions that do not influence a simple structure.
Q3) Canada's Barrick Gold Corporation, the world's largest gold-mining company, uses a geographic divisional structure.
A)True
B)False
Q4) In which kinds of environments would mechanistic and organic organizational structures be best suited, and explain why?
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Which strategy for merging two distinct cultures is recommended when the two companies have relatively weak cultures with overlapping values?
A)Deculturation
B)Integration
C)Separation
D)Assimilation
E)None of these strategies are recommended in this situation.
Q2) Organizational culture defines what is important and unimportant in the company and, consequently, directs everyone in the organization toward the "right way" of doing things.
A)True
B)False
Q3) In mergers and acquisitions, companies with clashing cultures tend to undermine employee performance and customer service.
A)True
B)False
Q4) Using attraction-selection-attrition (ASA) theory, explain how organizations tend to maintain and perpetuate their cultures.
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Page 16
Chapter 15: Organizational Change
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Until recently, employees at a regional building of a large telephone company were throwing out nearly two tons of rubbish every day. To reduce the amount of waste at the 12-storey building, a special task force was set up consisting of respected employees representing most areas within the building. The task force reviewed practices in other organizations and developed action plans to implement the changes. Employees received weekly information via email during the two months before the program started about what changes they should expect. Employees attended special sessions that showed them how to reduce paper waste by using both sides of paper, using scrap paper as memo pads, reusing office envelopes and relying more on email and voice mail than written memos. A special telephone hotline was set up so that employees could get answers to questions about recycling and ease their concerns about the change. The program also created barriers to wasteful behaviour. Paper towels were replaced with electric hand dryers in the washrooms. Styrofoam cups were replaced with reusable mugs at each employee's desk. Wastepaper baskets in each cubicle were removed. In their place, employees were given tiny reusable bags to carry non-recyclables to specially marked trash cans located elsewhere in the building. The task force monitored waste every week and displayed the results on a large graph in the building entrance. What strategies did this company use to minimize resistance to change?
Q2) Outline the organizational change process based on the action research approach.
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