Organizational Leadership Final
Exam
Course Introduction
Organizational Leadership explores the principles, theories, and practices essential for leading individuals, teams, and organizations effectively in diverse and dynamic environments. This course examines leadership styles, motivation, power dynamics, decision-making processes, conflict resolution, and the impact of organizational culture on leadership effectiveness. Students will analyze real-world case studies, assess their own leadership potential, and develop strategies to foster ethical leadership, innovation, and change management within organizations.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
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13 Chapters
2079 Verified Questions
2079 Flashcards
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Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Explain the interrelationships among the levels of leadership analysis.
Answer: The three levels of leadership analysis are individual, group, and organizational. The individual performance affects the group and organizational performance. The group performance affects the organizational performance. And both the group and organization affect the performance of the individual.
Q2) Much of the current research at the ____ level focuses on how top level managers can influence organizational performance.
A) group
B) individual C) organizational
D) conceptual
E) none of the answers are correct
Answer: C
Q3) Briefly describe the five key elements of leadership.
Answer: Leader-Follower-leaders influence the behavior of followers, and vice versa. Influencing-the relationship between leaders and followers, who change roles. Organizational objectives-outcomes that leaders and followers want to accomplish. Change-needed to achieve objectives. People-leadership is about leading people.
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Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) The four components of emotional intelligence are self-awareness, self-efficacy, social awareness, and self-management.
A)True
B)False
Answer: False
Q2) Which personality traits are more closely related to ethical and unethical behavior?
Answer: Leaders with surgency (dominance) personality traits have two choices: to use power for personal benefit or to use socialized power. To gain power and to be conscientious with high achievement, some people will use unethical behavior; also, irresponsible people often do not perform to standard by cutting corners and other behavior which may be considered unethical. An agreeableness personality sensitive to others can lead to following the crowd in either ethical or unethical behavior; having a high self-concept tends to lead to doing what the person believes is right and not following the crowd's unethical behavior. Emotionally unstable people and those with external locus of control are more likely to use unethical behavior. People open to new experiences are often ethical. People with positive attitudes tend to be more ethical than those with negative or work attitudes about ethics.
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Page 4
Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) What are the process motivation theories?
Answer: The process motivation theories include equity theory, expectancy theory, and goal-setting theory.
Q2) What are the three important contributions of the University of Michigan and Ohio State University studies?
Answer: The contributions include (1) They showed there is no one best leadership style in all situations, which helped lead researchers to the next paradigm-that of contingency leadership theory. (2) They place more emphasis on the human side of the organization to increase productivity.
(3) The participative leadership style that is commonly used today came out of the studies.
Q3) Write the four steps of the writing objectives model and, below it, write a job-related objective that meets the criteria for setting objectives.
Answer: (1) To + (2) action verb + (3) singular, specific, measurable result + (4) target date
Written objectives will vary.
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5
Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) The leader who makes a decision and sells it to followers through a presentation of why it's a good idea uses which style on the leadership continuum model?
A) 2
B) 4
C) 3
D) 1
Q2) Fred E. Fiedler's Contingency Theory of Leadership states that leadership styles are basically constant.
A)True
B)False
Q3) Compare and contrast four major differences among the five contingency leadership models.
Q4) State the normative leadership model styles and the number of variables.
Q5) According to contingency leadership theories, leadership success requires that managers adapt different leadership styles to meet the situation.
A)True
B)False
Q6) Identify the path-goal leadership model styles and variables.
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) The consultation influencing tactic is also known as:
A) participative management.
B) coalition building.
C) group influencing.
D) consultant power.
Q2) Because, as a manager, you can decide who receives what pay raises, bonuses, and promotions, you are using ____ power.
A) Reward
B) Position
C) Referent
D) a and b
Q3) Organizational politics are not related to influencing tactics.
A)True
B)False
Q4) To maintain discipline or enforce rules, you should use coercive power.
A)True
B)False
Q5) Discuss the differences among legitimate, reward, coercive, and referent power.
Page 7
Q6) Explain the relationships among negotiation and conflict, influencing tactics, power, and politics.
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Page 8
Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) The BCF model describes a conflict in terms of:
A) behavior, character, and feelings.
B) beliefs, communication, and facts.
C) behavior, consequences, and feelings.
D) none of the answers are correct
Q2) Seventy-five percent of what people hear accurately, they forget within a week.
A)True
B)False
Q3) In the performance formula, John and his team are not performing as well as other teams. Based on your assessment of the situation, you believe that John and his team have the ability to perform well and seem to be motivated to do the work, what should you do next?
A) Get John's commitment to change
B) Have John and his team sign a psychological contract
C) Check to see what resources that they may be lacking.
D) Send them to training
Q4) Recall a present or past manager. Which of the ten guidelines does or did the manager use most frequently and least frequently?
Q5) What should be included in your plan to send a message?
Q6) Describe paraphrasing and state why it is used.
Page 9
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Chapter 7: Followership and Leader-Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) An organization that is intent on creating positive dyadic relationships across traditional boundaries to include more participants is at the __________ stage of development of the dyadic approach.
A) vertical dyadic linkage theory
B) leader-member exchange theory
C) team-building
D) system and networks
Q2) Ingratiation refers to the behavior of followers that results from the leader-follower influence relationship.
A)True
B)False
Q3) As a guideline for effective leader feedback, during the post-feedback session the leader should do all of the following EXCEPT:
A) conduct a performance evaluation on the employee.
B) show desire to be of help to the follower.
C) build the follower's self-confidence.
D) follow up to ensure implementation of the action steps.
Q4) Discuss the three follower influencing characteristics.
Q5) How do quality leader-member exchange relationships influence follower behavior?
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) A manager is conducting a department meeting with his followers. In this example, the manager and his followers qualify as what type of team?
A) functional
B) cross-functional
C) virtual
D) self-managed
Q2) A team charter is a document developed by management to specify the rules by which the team will be governed.
A)True
B)False
Q3) Social loafing is likely to result when:
A) teams are extremely cohesive.
B) individual effort is not recognized and assessed.
C) there is a lack of motivation within the team.
D) individual-level performance appraisal occurs.
Q4) An advantage of teamwork is that members can help each other and avoid major errors.
A)True
B)False
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Transformational leaders:
A) are usually few in number in organizations.
B) are most likely to emerge in the throes of a crisis. C) can emerge from different levels of the organization. D) usually come from higher-level management.
Q2) Personalized charismatic leaders:
A) are more relationship-oriented than other leaders.
B) tend to have work groups that are more cohesive and team oriented. C) are usually perceived as less manipulative than others. D) do not use their power for socially beneficial causes.
Q3) While there are multiple viewpoints, most theorists view a leader's charisma as a function of followers' perceptions of leader attributes influenced by leader characteristics and behavior, but not by the context.
A)True
B)False
Q4) Explain the locus of charismatic leadership.
Q5) Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders.
Q6) Describe some key attributes of transformational leaders.
Q7) Describe the limitations of charismatic leadership theory.
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Identify and briefly describe the obstacles that make it hard to achieve diversity objectives.
Q2) During a lunch conversation, employee A tells employee B, "I know that Jean Claude started this company, but he died 10 years ago. Do I have to keep hearing all these stories about him?" This may illustrate evidence that the company has which of the following types of organizational culture?
A) low-performance (weak) culture
B) high-performance (strong) culture
Q3) Leaders in bureaucratic cultures perceive their environments as basically stable with an external strategic focus.
A)True
B)False
Q4) Explain the primary reasons for embracing diversity.
Q5) Cooperative culture represents a leadership belief in active monitoring of the external environment for emerging opportunities and threats.
A)True
B)False
Q6) Describe the key indicators of a culture that supports diversity.
Q7) How does a code of ethics help enforce ethical behavior in an organization?
Page 13
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Discuss the role of strategic leadership in the strategic management process.
Q2) "To crush the enemy" is an example of Nike's inspiring vision.
A)True
B)False
Q3) Strategic ____ is the process of providing the direction and inspiration necessary to create and implement a firm's vision, mission, and strategies to achieve organizational objectives.
A) management
B) leadership
C) necessity
D) vision
Q4) A clear and inspiring vision serves all of the following functions EXCEPT:
A) facilitates decision making.
B) gives meaning to work.
C) establishes a standard of excellence.
D) distinguishes the organization from other similar enterprises.
Q5) Think of your college or university. Prepare a SWOT analysis that identifies one opportunity and one threat facing your institution in the next five years. Also identify a strength and weakness that you think your institution has.
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) The primary duties of the crisis leader may include activities such as:
A) coordinating the activities of the crisis management team to ensure that the members work well together.
B) requiring individuals or departments to keep logs of complaints or incidents.
C) monitoring customer and employee complaints and behavior.
D) all of the answers are correct
Q2) Strategic crisis leadership is about a leader taking action in three key areas. What are these areas?
Q3) In learning organizations:
A) the horizontal structure is constituted around functional specialities rather than work flows or processes.
B) few strict rules and procedures prescribe how things are done.
C) rewards are individualized.
D) all of the answers are correct
Q4) It is generally believed that it does make a difference whether the company representative or spokesperson is a senior-level manager or someone at a lower level of responsibility.
A)True
B)False
15
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