Organizational Behavior Question Bank
Course Introduction
Organizational Behavior explores the complex dynamics within workplaces by examining how individuals, groups, and structures impact behavior within organizations. This course covers foundational theories and current research on topics such as motivation, leadership, team dynamics, communication, organizational culture, change management, decision-making, and conflict resolution. Students will gain practical skills to analyze and improve organizational effectiveness, develop strategies for managing people and processes, and foster a positive work environment, preparing them for leadership and collaborative roles in any professional setting.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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16 Chapters
800 Verified Questions
800 Flashcards
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Page 2
Chapter 1: What Do We Mean by Leadership
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50 Verified Questions
50 Flashcards
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Sample Questions
Q1) According to some leadership experts,leadership:
A) is an interpersonal relation in which others comply because they want to.
B) is the study of leaders independent of the people they interact with.
C) postulates that leaders administer rather than innovate.
D) requires that leaders accept the status quo.
Answer: A
Q2) Leadership is most associated with:
A) consistency.
B) planning.
C) control.
D) vision.
Answer: D
Q3) In a complex situation,what is the leader's most important role?
A) Adhere to standard practices and policies.
B) Minimize changes to patterns and structures.
C) Ensure that proper procedures are being followed.
D) Increase levels of interaction and communication.
Answer: D
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3
Chapter 2: Leader Development
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Sample Questions
Q1) Studies indicate that everyone attends to all aspects of a situation equally and that perception is basically a passive activity.
A)True
B)False
Answer: False
Q2) Mentoring and coaching are essentially the same types of programs.
A)True
B)False Answer: False
Q3) Single-loop learning refers to a self-fulfilling belief system,which is generally not open to feedback.
A)True
B)False Answer: True
Q4) Experience is just a matter of what events happen to you.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) Individuals with high levels of technical competence are unlikely to belong to a leader's in-group.
A)True
B)False
Answer: False
Q2) What is most likely an outcome of regularly practicing a 10 percent stretch?
A) Strengthening of essential technical skills
B) Engaging in more effective two-way communication
C) Decreasing apprehensions about trying new activities
D) Providing encouragement to followers who are struggling
Answer: C
Q3) According to the new leader onboarding roadmap,within the first two weeks,leaders should:
A) obtain external perspectives.
B) establish organizational culture.
C) meet all team members.
D) complete a sub-team analysis.
Answer: C
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5
Chapter 4: Power and Influence
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Sample Questions
Q1) In highly effective organizations,there tends to be a high degree of reciprocal influence between leaders and followers.
A)True
B)False
Q2) The overall composite Miner's Sentence Completion Scale (MSCS)score has consistently been found to predict leadership success in hierarchical organizations.
A)True
B)False
Q3) Coalition tactics are most likely exhibited when agents:
A) seek the aid of others to influence the target.
B) ask targets to participate in activity planning.
C) arouse enthusiasm or emotions in targets.
D) ask others to provide favors out of friendship.
Q4) What is legitimate power? How does legitimate authority differ from leadership? Provide examples to illustrate your response.
Q5) What is coercive power? How can followers use coercive power to influence a leader's behavior? Provide examples to illustrate your response.
Q6) Discuss expert power and provide examples for illustration.
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Theory Y reflects a view that most people:
A) are followers instead of leaders.
B) are moral and ethical in the workplace.
C) need to be coerced to work productively.
D) are intrinsically motivated by their work.
Q2) Discuss how the values of Gen Xers affect the leadership process in the workplace.
Q3) What are the four qualities of leadership that engender trust according to Bennis and Goldsmith?
A) Values,loyalty,consistency,and integrity
B) Honesty,values,loyalty,and creativity
C) Creativity,honesty,consistency,and vision
D) Vision,empathy,consistency,and integrity
Q4) Being helpful,honest,and logical are examples of terminal values.
A)True
B)False
Q5) When good people do bad things,what are the different methods they use in minimizing personal moral responsibility? Briefly describe at least four such methods.
Q6) Identify and describe the four generations of workers as illustrated by Zemke.
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Feeling leaders like to analyze,criticize,and approach decisions impersonally and objectively.
A)True
B)False
Q2) Compare and contrast ability-based EQ training programs and mixed model-based EQ training programs.
Q3) Provide a brief description of the components of the Triarchic Theory of Intelligence.How does each component relate to leadership?
Q4) According to Goleman,self-control,trustworthiness,conscientiousness,adaptability,and innovation correspond to:
A) self-awareness.
B) self-regulation.
C) motivation.
D) empathy.
Q5) The term "personality" reflects a simple description of the person in the eyes of others.
A)True
B)False
Q6) Explain the two meanings of personality.
Page 8
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Chapter 7: Leadership Behavior
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Sample Questions
Q1) Goal emphasis and work facilitation are _____ leadership behavior dimensions.
A) job-centered
B) interpersonal
C) employee-centered
D) intrapersonal
Q2) The LBDQ-XII assesses behaviors such as being able to tolerate uncertainty and acting as a representative for a group.
A)True
B)False
Q3) According to the Leadership Grid,1,1 leaders are the most successful in the workplace.
A)True
B)False
Q4) The context and style of a leader's behavior are factors that affect their ability to build teams.
A)True
B)False
Q5) Compare and contrast the leader behavior research conducted by the Ohio State and University of Michigan.
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) Differentiate between active listening and passive listening.
Q2) What can a leaders do to manage their own stress and the stress levels of their followers?
Q3) Leaders in the second quadrant of the credibility matrix most likely joined the company from an entirely different industry.
A)True
B)False
Q4) Regular exercise has been shown to elevate the heart rate so much that it actually increases stress levels.
A)True
B)False
Q5) Leaders should praise followers in public and punish them in private.
A)True
B)False
Q6) What are the two key components of credibility? Why is credibility important to leadership?
Q7) What is the Abilene paradox? Why does it occur? How can it be avoided? Describe a time when you have experienced the Abilene paradox.
Q8) Describe assertiveness and differentiate it from acquiescence and aggression. Page 10
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Chapter 9: Motivation, Satisfaction, and Performance
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Sample Questions
Q1) What is the main reason for people staying with organizations?
A) Job evaluations based on 360-feedback
B) Frequent development opportunities
C) Use of pay-for-performance systems
D) Promises of long-term employment
Q2) How can leaders benefit from studying the different motivational theories and approaches? What should leaders keep in mind when applying these theories?
Q3) Describe the three types of satisfaction components that researchers typically assess on job satisfaction surveys?
Q4) Which of the following would most likely result in consistently higher effort and performance?
A) Assigning goals that are both specific and difficult
B) Having goals that are very difficult to achieve
C) Assigning "do your best" goals
D) Having multiple goals
Q5) Describe the three components of organizational justice.
Q6) Differentiate between motivation,performance,and effectiveness.Discuss the relationship between the three concepts.
Q7) Briefly describe Herzberg's two-factor theory.
Page 12
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Chapter 10: Groups, Teams, and Their Leadership
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Sample Questions
Q1) Due to the multidimensional distance that exists with virtual teams,less leadership is required than with in-place teams.
A)True
B)False
Q2) The _____ stage of development of groups is characterized by polite conversation,the gathering of superficial information about fellow members,and low trust.
A) norming
B) storming
C) forming
D) performing
Q3) Using the Team Leadership Model (TLM),a leader can implement three functions to foster team leadership.Describe the three functions.
Q4) What is a group? How does a group different from the organization as a whole?
Q5) What is role conflict? Describe at least three types of role conflict.
Q6) Clusters are intact,self-managed teams that strive to achieve the organization's goals.
A)True
B)False
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Chapter 11: Skills for Developing Others
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Sample Questions
Q1) Leaders often avoid delegation because the task is a desirable one that could generate power or prestige.
A)True
B)False
Q2) Which of the following is most likely a true statement about feedback?
A) Feedback should focus on facts rather than inferences.
B) Overly descriptive feedback is too complex to be useful.
C) Feedback is ineffective if given too soon after the behavior occurs.
D) Providing both positive and negative feedback during one session is contradictory.
Q3) According to the Rocket Model,after the team norms and buy-in issues have been addressed,leaders should work with team members to sort out mission and talent issues.
A)True
B)False
Q4) Forging a partnership is the first step in informal coaching.
A)True
B)False
Q5) Discuss the steps and principles of effective delegation.
Q6) Why do leaders use the Rocket Model? What information can the model provide?
Page 14
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Chapter 12: The Situation
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Sample Questions
Q1) Organizations with a _____ culture tend to have formalized rules and procedures.
A) clan
B) adhocracy
C) hierarchy
D) market
Q2) Jeff works as a self-employed consultant.He decides when,where,and how he works based on market demand and personal preference.Jeff's job most likely has a high degree of task:
A) autonomy.
B) interdependence.
C) structure.
D) feedback.
Q3) The information age organization operates with integrated business processes that cut across traditional business functions.This concerns which operating assumption underlying the information age?
A) Links to customers and suppliers
B) Cross functions
C) Global scales
D) Knowledge workers
Q4) Explain how level of authority affects leaders' and followers' behavior.
Page 15
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Chapter 13: Contingency Theories of Leadership
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Sample Questions
Q1) The delegating leadership style has:
A) high task/low relationship behavior.
B) low task/low relationship behavior.
C) high task/high relationship behavior.
D) low task/high relationship behavior.
Q2) The normative decision model shifts focus away from the situation and the followers to the leader.
A)True
B)False
Q3) The positive effects of Situational Leadership in the workplace are significantly documented with published research,which partially explains the theory's appeal to both leadership practitioners and organizations.
A)True
B)False
Q4) What is follower readiness? Provide an example.
Q5) Position power is not a characteristic of leaders but of the situations that leaders finds themselves in.
A)True
B)False
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Chapter 14: Leadership and Change
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Sample Questions
Q1) _____ leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.
A) Supportive
B) Transactional
C) Transformational
D) Participative
Q2) More than 350 studies have used the MLQ to investigate transformational and transactional leadership in various situations.What have researchers learned about these two leadership styles?
Q3) In the charismatic authority system,unwritten laws of the society dictate who has authority and how this authority can be used.
A)True
B)False
Q4) The formula for the rational approach to change is:
A) C = D × O × T > R
B) C = D × M × P > R
C) C = M × R × D > P
D) C = D × O × L × T
Q5) Discuss how a leadership practitioner can utilize the SARA model.
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Chapter 15: The Dark Side of Leadership
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Sample Questions
Q1) People in positions of authority often leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed.
A)True
B)False
Q2) Name and briefly describe the four managerial derailment patterns.
Q3) Contrast episodic managerial incompetence and chronic managerial incompetence.
Q4) Everyone has at least one dark-side personality trait.
A)True
B)False
Q5) _____ is defined as the relevant knowledge a person can leverage to solve a problem.
A) Managerial competence
B) Technical expertise
C) Subject matter expertise
D) Team-building know-how
Q6) Dark-side traits are usually apparent when leaders are attending to their public image.
A)True
B)False
Q7) Differentiate between destructive leadership and managerial incompetence.
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Sample Questions
Q1) Properly administered punishment most likely: A) is highly unethical.
B) suppresses undesirable behavior.
C) is handled in a public or group setting. D) causes undesirable emotional side effects.
Q2) Compromising is most likely the best approach to conflict management when opponents with equal power are committed to mutually exclusive goals.
A)True
B)False
Q3) The idea component of a leader's vision is more likely to gain follower commitment if it is a solo effort by the leader.
A)True
B)False
Q4) How can the effective administration of punishment benefit an organization? What are the most likely results of using punishment inappropriately?
Q5) Correctly administered punishment does not cause emotional side effects. A)True
B)False
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