CHAPTER 9 (Foundations of Group Behavior):

1. https://www.studocu.com/row/document/mcneese-state-university/organization-
behavior/chapter-9-foundations-of-group-behavior/15883432?origin=search-results
2. https://quizlet.com/28342823/organizational-behavior-foundations-of-group-behavior-
flash-cards/
3. https://quizlet.com/109003233/foundations-of-group-behavior-flash-cards/
4. https://quizlet.com/710659752/foundations-of-group-behavior-flash-cards/
5. https://quizlet.com/test-questions/group-behavior-foundations-practice-test-d4712816-
23e2-44e0-a4df-3d8acbbcd3cb
6. https://quizlet.com/test-questions/group-behavior-foundations-practice-test-ccb5f5d2-
5d01-45d1-9eb5-6b64ec596713
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CHAPTER 10 (Understanding Work Teams):
1. https://www.studocu.com/row/document/the-university-of-lahore/organizational-
behvaior/chapter-10-understanding-work-teams-mult/8477112
2. https://www.scribd.com/document/292589351/Ch-10-Understanding-Work-Teams
3. https://quizlet.com/52858228/understanding-work-teams-flash-cards/
4. https://quizlet.com/co/973021099/understanding-work-teams-flash-cards/
5. https://quizlet.com/174492353/understanding-work-teams-flash-cards/
6. https://quizlet.com/test-questions/work-teams-understanding-practice-test-702ca92a-
7ead-4ec9-a250-743b3318e60f
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CHAPTER 11 (Power and Politics):
1. https://www.studocu.com/row/document/king-abdulaziz-university/quantitative-
analysis/13-testbank/61388707
2. https://www.studocu.com/en-ca/quiz/chapter-12-power-politics-and-ethics/521924
3. https://www.studocu.com/row/document/prince-mohammad-bin-fahd-university/
organizational-behavior/chapter-11-test-bank/80343073 (some questions could be
practiced)
4. https://www.studocu.com/row/document/misr-international-university/organzitional-
behavour/ch11-questions-power/15875382
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CHAPTER 12 (Communication):
1. https://quizlet.com/my/516546535/chapter-12-communication-flash-cards/
2. https://quizlet.com/nl/966130475/communication-in-organizational-behavior-flash-cards/
3. https://www.studocu.com/ph/quiz/organizational-communication/905912
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CHAPTER 13 (Leadership):
 1. https://www.studocu.com/row/document/american-university-of-middle-east/principles-
of-management/ch13-test-bank/12548439
2. https://www.studocu.com/row/document/prince-mohammad-bin-fahd-university/
organizational-behavior/chapter-13-test-bank/80343074
3. https://www.studocu.com/row/document/british-columbia-institute-of-technology/
principles-of-management/chapter-13-leadership-busa2005-management/17088591?
origin=search-results

Ch 9
https://quizlet.com/28342823/organizational-behavior-foundations-of-group-behavior-flash-
cards/
group
two or more individuals, interacting and interdependent, who have come together to
achieve particular objectives

formal group
a designated work group defined by an organization's structure

informal group
a group that is neither formally structured nor organizationally determined; such appears
in response to the need for social contact

social identity theory

people use identities to define themselves and increase self esteem; people have
emotional reactions to the failure or success of their group

ingroup favoritism
perspective in which we see members of our ingroup as better than other people, and
people not in our group as all the same

similarity
people who have the same values or characteristics as other members of their
organizations have higher levels of group identification

distinctiveness
people are more likely to notice identities that show how they are different from other
groups

status (quality that makes an identity important to a person)

people use identities to define themselves and increase self esteem, and thus people
are most interested in linking themselves to high status groups

uncertainty reduction
membership in a group also helps people understand who they are and how they fit into
the world, offering a sense of comfort and identity

five-stage group development model

forming, storming, norming, performing, adjourning

forming stage
the first stage in group development characterized by much uncertainty, when members
start to think of themselves as part of a group

storming stage
the second stage in group development characterized by much conflict, and in which
hierarchy is established

norming stage
the third stage in group development characterized by close relationships and
cohesiveness, common sets of expectations are established

performing stage
the fourth stage in group development during which the group is fully functional

adjourning stage
the final stage in group development characterized by concern with wrapping up
activities rather than task performance

punctuated-equilibrium model
a set of phases that temporary groups go through that involves transitions between
inertia and activity

role
a set of expected behavior patterns attributed to someone occupying a given position in
a social unit

role perception
an individual's view of how he or she is supposed to act in a given situation

role expectations
how others believe a person should act in a given situation

psychological contract
an unwritten agreement that sets out what management expects from an employee and
vice versa

role conflict
a situation in which an individual is confronted by divergent role expectations

norms
acceptable standards of behavior within a group that are shared by the group's
members

conformity
the adjustment of one's behavior to align with the norms of the group

reference groups
important groups to which individuals belong or hope to belong and with whose norms
individuals are likely to conform

deviant workplace behavior

voluntary behavior that violates significant organizational norms and, in so doing,
threatens the well-being of the organization or its members; also called antisocial
behavior or workplace incivility

status
a socially defined position or rank given to groups or group members by others

status characteristics theory

a theory that states that status comes from: the person a person wields over others; a
person's ability to contribute to a group's goals; an individual's personal characteristics

social loafing
the tendency for individuals to expend less effort when working collectively than when
working individually

cohesiveness
the degree to which group members are attracted to each other and are motivated to
stay in the group

diversity
the extent to which members of a group are similar to, or different from, one another

strengths of group decision making

more complete information and knowledge; increased diversity of views; acceptance of
a solution

weaknesses of group decision making

conformity pressures; possible domination by one or a few members; ambiguous
responsibility

groupthink
a phenomenon in which the norm for consensus overrides the realistic appraisal of
alternative courses of action

group shift
a change between a group's decision an individual decision that a member within the
group would make; shift can be either toward conservatism or greater risk but is usually
more extreme than the group's position
interacting groups
typical groups in which members interact with each other face to face

brainstorming
an idea generation process that specifically encourages any and all alternatives while
withholding any criticism of those alternatives

nominal group technique

a group decision making method in which individual members meet face to face to pool
their judgments in a systematic but independent fashion

electronic meeting
a meeting in which members interact on computers, allowing for anonymity of
comments and aggregation of votes

command group
a group with clear hierarchy; a formal group

task group
those working together to complete a job or task but not limited by hierarchical
boundaries; a formal group

interest group
member work together under a common interest to attain a specific objective; an
informal group

friendship group
those brought together because they share one or more common characteristics; an
informal group

https://quizlet.com/109003233/foundations-of-group-behavior-flash-cards/

Five Stage Group Development Model

The distinctive stages groups go through: forming, storming, norming, performing and
adjourning.

Punctuated Equilibrium Model

A set of phases that temporary groups go through that involves transitions between
inertia and activity.

Role
A set of expected behaviors attributed to someone occupying a given position in a
social unit.

Norms
Acceptable standards of behavior within a group.

Performance Norm
Explicit cues as to how hard to work, how late is acceptable etc.

Social Arrangement Norms

With whom to eat lunch, whether to form friendships on and off the job.

Resource Allocation Norms

Assignment of difficult jobs, distribution of pay or equipment.

Conformity
Adjustment of one's behavior to align with others in a group.

Reference Group
Important groups to which individuals belong or hope to belong and with whose norms
individuals are likely to conform.

Deviant Workplace Behavior

Also called antisocial behavior or workplace incivility this is voluntary behavior that
violates significant organizational norms and, in doing so, threatens the well-being of the
organization or its members.

Status
A socially defined rank given to a group or members of a group.

Social Loafing
The tendency for individuals to expend less effort when working collectively than when
working individually.

Cohesiveness
The degree to which group members are attracted to each other and are motivated to
stay in the group.

Group-think
Happens when individual group members lose the ability to think for themselves and
rely on the group to make their decisions.

Diversity
The extent to which members of a group are similar to, or different from, one another.

Group-shift
Also called group polarization; it describes the way group members tend to exaggerate
the initial positions they hold when discussing a given set of alternatives and arriving at
a solution.

Brainstorming
An idea-generation process that specifically encourages any and all alternatives while
withholding any criticism of those alternatives.

Nominal Group Technique

A group decision-making method in which individual members meet face to face to pool
their judgments in a systematic but independent fashion.

Electronic Meeting
A meeting in which members interact on computers, allowing for anonymity of
comments and aggregation of votes.
https://quizlet.com/710659752/foundations-of-group-behavior-flash-cards/

Role Conflict
"A" is devout and very active in a church. "A" is also a very dedicated employee. "A's"
manager offers "A" a promotion, but the new role will require work on sundays. "A"
would like the promotion but realized that it would require missing some church
activities. In this situation, A is most likely to experience"

role conflict
a situation in which an individual is confronted by divergent role expectations

social loafing
the tendency for individuals to expend less effort when working collectively than when
working individuals

Which of the following is an effective means of countering social loafing?

ensuring that individual contributions of the group’s outcome are identified

Groupthink
a phenomenon in which the norm for consensus overrides the realistic appraisal of
alternative courses of action

Which of the following is true regarding the effect of group cohesiveness and
performance norms on group productivity?`
When both cohesiveness and performance norms are high, productivity will be
high

which of the following steps can be taken by a manager so as to minimize group think
seeking input from employees before the group leader presents opinions

What term describes actions that violate organizational norms and can negatively affect
group dynamics?
 Conformity
 Deviant workplace behavior
 Groupthink
 Role ambiguity
What distinguishes formal groups from informal groups in organizational behavior?
 Formal groups are based on personal relationships, while informal groups are
based on organizational structure.
 Formal groups are defined by the organization's structure, while informal groups
are not formally structured.
 Formal groups are temporary, while informal groups are permanent.
 Formal groups consist of individuals from different departments, while informal
groups consist of individuals from the same department.

What is the primary focus of social identity theory in relation to group performance?
 It emphasizes the importance of individual achievements over group outcomes.
 It suggests that group performance has no impact on individual emotions.
 It states that individuals derive self-esteem from their group's success or failure.
 It argues that emotional reactions are solely based on personal experiences.
What term describes groups that individuals perceive as different or outside their own
group?
 Ingroups
 Outgroups
 Primary groups
 Secondary groups
What are the key phases identified in the punctuated-equilibrium model of group
development?
 Continuous improvement and decline
 Stability and transition
 Formation and dissolution
 Conflict and resolution
What defines a role within a group according to the principles of group behavior?
 A role is a personal characteristic of an individual.
 A role is a set of expected behavior patterns for someone in a social unit.
 A role is a formal title assigned to a group member.
 A role is an informal agreement among group members.
What are norms in the context of group behavior?
 A set of formal rules established by management
 Shared expectations about how group members should behave
 Individual preferences that vary from person to person
 The physical layout of a group meeting space
What is the definition of group cohesion as discussed in Chapter 9 of Organizational
Behavior?
 The ability of a group to make decisions quickly
 The degree to which group members are attracted to each other and motivated
to stay in the group
 The size of the group and its impact on performance
 The roles and norms established within a group

Explain the difference between role expectations and role perception in group
dynamics.
Role expectations are influenced by group norms, while role perception reflects an
individual`s understanding of their role.

What is the primary role of norms in a group's emotional dynamics?

Norms dictate how individuals and groups experience and interpret emotions

What is a group?
 A group consists of two or more individuals, who interact and depend on each
other, and have come together to achieve particular objectives.
 A group consists of two or more individuals, who act independent of each other,
and have come together to achieve particular objectives.
 A group consists of two or more individuals, who act independent of each other,
and have no common objectives.
What is a key feature that distinguishes a formal group from an informal group in an
organization?
 A formal group is created based on personal relationships.
 A formal group has specific roles and responsibilities assigned by the
organization.
 A formal group operates without any defined structure.
  A formal group is formed spontaneously by individuals.
What is the primary characteristic that distinguishes an informal group from a formal
group?
 An informal group is created by an organization.
 An informal group has a defined structure and roles.
 An informal group arises from social needs rather than organizational
requirements.
 An informal group is always larger than a formal group.
What is the primary focus of social identity theory in relation to group membership?
 It describes the economic benefits of group membership.
 It explains the emotional connections individuals have to their group.
 It outlines the historical development of group dynamics.
 It analyzes the impact of group size on decision-making.
What is the relationship between an individual's self-esteem and their group's
performance?
 Individuals' self-esteem is unaffected by their group's performance.
 Individuals' self-esteem is only affected by their own performance.
 Individuals often have emotional reactions to their group's success or failure, as
their self-esteem is tied to the group's performance.
 Individuals feel indifferent to their group's performance.
Similarity is important to membership in a human cultural group because it ____.
 cements one's allegiance to the group
 promotes physical well-being of group members
 increases information sharing within the group
 promotes diversity within the group
What is one primary benefit of group membership in relation to individual identity?
 It provides financial support to members.
 It helps individuals understand their identity and fit in the world.
 It guarantees success in decision-making.
 It eliminates all forms of conflict.
What are two potential negative outcomes associated with social identity as discussed
in Chapter 9?
 Increased collaboration and teamwork
 Prejudice against out-groups and excessive loyalty
 Enhanced creativity and innovation
 Improved communication within groups
What term describes the bonds that hold a group together?
 Group dynamics
 Group cohesiveness
 Group structure
 Group identity
Explain how groupthink can impact the effectiveness of group decision-making.
 It encourages diverse opinions and enhances creativity.
 It leads to a lack of critical evaluation of alternatives.
 It promotes open communication among group members.
 It ensures that all group members participate equally.

CH10
Common purpose, specific goals, team efficacy, conflict levels, how the team goes about solving its
issues
 Product
 Context
 Process
  Foramen

Why Have Teams Become so popular

a)use employee talents, flexible and responsive to change, quick to assemble deploy refocus and
disband, have motivational properties and facilitate employee participation in operating decisions
b)rely on a single leader to make all decisions without consulting the team
c)focus solely on individual achievements and ignore collaboration among members
d)create rigid structures that limit adaptability and discourage input from team members

Use technology to unite dispersed members to achieve a common goal, allowing people to collaborate
online.
Cross-functional teams
Problem-solving teams
Self-managed work teams
Virtual teams

Teams reflect on and adjust their master plan when necessary. successful teams do this
Objectivity
Mental Models
Reflexivity
Transitivity

Allow people from diverse areas/between organizations to exchange info, develop new ideas, solve
problems, and coordinate complex projects
Work team
cross functional team weaknesses
Training team players
Cross functional team strengths

Less social rapport and interaction among members, can't duplicate normal face-to-face discussion, more
task-oriented and don't get to know each other as well
virtual team challenges
work group
Virtual teams
context

Team efficacy
teams believing they can succeed; confidence levels
teams that operate under constant fear of failure and criticism
teams focusing on past failures to guide future actions
teams doubting their abilities and relying on external validation

Problem-solving teams
avoid touching the nail
make recommendations
perform an analysis
consult with the client

Two or more individuals, interacting and independent, who work toward a particular objective; interacts
primarily to share info and make decisions. share info, neutral synergy, individual accountability, random
and varied skills
Work Team
Standing Committee
Work Group
Process

Contextual influences, composition, process variables

Steps to dissolve a team effectively
Types of leadership styles in organizations
The main factors in team failure
Three categories to creating effective teams
Abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member
preferences. what/who the team is made of
Context
Aggregation
Composition
Proportion

The degree to which members of a work unit share a common demographic attribute
organizational demography
team efficacy
mental models
work group
Teams made up of employees from about the same heirarchical level but different work areas coming
together to accomplish a task
Problem-solving teams
Self-managed work teams
Virtual teams
Cross-functional teams

Early stages of development are long, takes time to build trust and teamwork
why have teams become so popular
Cross functional team strengths
cross functional team weaknesses
Cross-functional teams

TEAMS HAVE SYNERGY AND AN ENDING POINT. collective performance, positive synergy, individual
and mutual accountability, complementary skills
Work Group
Team Efficacy
Project Team
Work Team

Workshops, exercises to improve problem-solving communication negotiation and conflict management

skills, learn the five stage group development model from chapter 2. INCENTIVIZE
Virtual teams
Work team
Cross functional team strengths
Training team players

Knowledge and beliefs about how work should get done

Systems Thinking
Mental Models
Reflexivity
Perception

Adequate resources, leadership and structure, climate of trust, performance evaluation and reward
system. the environment the team is working in
Composition
Context
Setting
Evidence

How to face virtual team challenges

keep all team activities secret to prevent external influence
ensure trust among members, monitor team progress closely, efforts and products of the team are
publicized
ignore conflicts and hope they resolve themselves over time
avoid communication and let members work independently without guidance

Groups of employees (10-15) who perform highly related or interdependent jobs and take on many of the
responsibilities of their supervisors. can select own members and evaluate each other's performances.
bad at managing conflicts, higher absenteeism, high turnover rates
problem-solving teams
work group
virtual teams
self-managed work teams

Abilities of members, personality, allocation of teams, diversity, cultural differences, size of teams and
member preferences
work team
team diversity
team composition
cross-functional team

Employees from about the same hierarchical level, but from different work areas, who come together to
accomplish a task
virtual teams
cross-functional team
task force
team composition

Problem solving, self-managed, cross functional, virtual

Types of Teams
Allocation of Teams
Virtual Teams
Levels of Task Interdependence

Collections of two or more interdependent teams that share a superordinate goal

self-managed work teams
multiteam systems
problem solving teams
mental models

Small teams is key to improving team effectiveness. The magical number is 7 plus or minus 2. pizza
teams should always consist of at least 5 members
maximum team size is 10 members
team effectiveness is unrelated to team size
size of teams - 2 pizza rule

Teams have different needs and members should be selected to ensure all various roles are filled. The
more skilled and experienced the better they perform. Adviser, linker, creator, promoter, assessor,
organizer, producer, controller and maintainer
Types of teams
Climate of trust
virtual teams
Allocation of teams

A situation when team members are emotionally attached to one another and motivated toward the team
because of their attachment
team identity
cross-functional team
team cohesion
virtual teams

Team members' knowledge and beliefs about how the work gets done by the team
conflict levels
systems thinking
social loafing
mental models

The tendency for people in a group to exert less effort when pooling their efforts toward attaining a
common goal than when individually accountable. Effective teams make members individually or jointly
accountable for the teams goals
social loafing
groupthink
work group
organizational demography

Two or more individuals interacting and

Interdependent , who work together to achieve a particular
goal .
period
individual
group
team

- Conflict on a team isn't necessarily bad.

- Relationship conflicts are almost always dysfunctional.
- Task conflicts, i.e. disagreements about task content stimulate discussion, promote critical assessment
of problems and options, and can lead to better team decisions
-Very high or very low task conflict can affect performance
Performance evaluation and reward system
conflict levels
Leadership Structure
Work team

Members must trust each other and the leader

allocation of teams
social loafing
climate of trust
abilities of members

Context, Composition, Process

Team Design Elements
Work Team
Problem Solving Teams
Team Effectiveness Model

Teams that use computer technology to tie together physically dispersed members in order to achieve a
common goal. For them to be effective the manager must establish trust, monitor progress, publish the
efforts and products of a team
self-managed teams
problem solving teams
self-managed work teams
virtual teams

A scarcity of resources directly reduces the ability of a team to perform its job effectively and achieve its
goals.
conflict levels
multiteam systems
social loafing
adequate resources

Conscientiousness(back up other team members), openness to experience(make teams communicate

better), and agreeableness (handle better conflict) all relate to team performance
Personality of members
Extrinsic motivation
Abilities of members
Allocation of teams

A group whose individual effort results in a performance that is greater tan the sum of its individual
outcomes
Work group
Team composition
Virtual teams
Work team

The knowledge, skills and abilities of individual members

Climate of trust
Personality of members
Abilities of members
Performance evaluation and reward systems

Use computer technology to tie together physically dispersed members in order to achieve a common
goal.
allow people to collaborate online.
Self-managed work teams
Problem-solving teams
Virtual teams
Cross-functional teams

Groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of
supervisors.
Unlike problem solving teams, self-managed teams do have the authority to implement solutions
Perform such functions as
Planning and scheduling work
Assigning tasks among members
Working with suppliers and customers
Deciding on team leadership
Setting key team goals
Hiring replacements for departing team members
Evaluating one another's performance.
Don't manage conflict well....power struggles...lower performance

A) disagreements on how to do a given task

Task and process conflicts are functional; whereas, relationship conflict is dysfunctional
B) A group whose individual efforts result in performance that is greater than the sum of the individual inputs.
C) Stages of group formation apply to the development of teams.
Teams start out as groups.
Teams, like groups, have norms.
Members of teams, like those of groups, have roles.
Role ambiguity, role conflict and social loafing are evident in both groups and teams.
Cohesiveness is important for both groups and teams.

Member preferences
A) : team's performance depends on the knowledge, skills, and abilities of its individual members
B)use computer technology to tie together physically dispersed members in order to achieve a common
goal.
allow people to collaborate online.
C)Not every employee is a team player. High performing teams are likely to be composed of people who
prefer working as part of a group.
D)The degree to which members of a work unit share a common demographic attribute, such as age,
sex, race, educational level, or length of service in the organization, is the subject of organizational
demography

Team
A) keeping teams small is a key to improving group effectiveness.
Generally speaking, the most effective teams have five to nine members.
Experts suggest using the smallest number of people who can do the task.
B) use computer technology to tie together physically dispersed members in order to achieve a common
goal.
allow people to collaborate online.
C) people with complementary skills who are committed to a common purpose, set of performance goals,
and approach for which they hold themselves mutually accountable.
D) : Members of successful teams put a tremendous amount of time and effort into developing a purpose
that belongs to them both collectively and individually.

Disagreements on how to do a given task

Task and process conflicts are functional; whereas, relationship conflict is dysfunctional
A)Process conflict
B)Substantive conflict
C)Functional conflict
D)Task conflict

Keeping teams small is a key to improving group effectiveness.

Generally speaking, the most effective teams have five to nine members. Experts suggest using the
smallest number of people who can do the task.
Size of teams
Virtual teams
Abilities of members
Specific goals

How should teams be staffed

Team Composition
Team Structure
Work Team
Team Efficacy

Groups of employees who perform highly related or interdependent jobs and take on many of the
responsibilities of supervisors.
Unlike problem solving teams, self-managed teams do have the authority to implement solutions
Perform such functions as
Planning and scheduling work
Assigning tasks among members
Working with suppliers and customers
Deciding on team leadership
Setting key team goals
Hiring replacements for departing team members
Evaluating one another's performance.
Don't manage conflict well....power struggles...lower performance
A)Problem-solving teams
B)Self-managed work teams
C)Virtual teams
D)Cross-functional teams

What is one key characteristic that distinguishes work teams from work groups?
 Work teams have a fixed membership.
 Work teams create greater synergy and performance through collaboration.
 Work groups are always larger than work teams.
 Work groups focus solely on individual tasks.
The two main challenges for virtual teams include:
 maintaining autonomy.
 automating monotony.
 building trust.
 the bullwhip effect.
Explain how contextual factors can influence the effectiveness of a team.
 They determine the team's size and structure.
 They create the environment in which the team operates.
 They dictate the individual roles within the team.
 They establish the team's goals and objectives.
What are the key factors that contribute to effective team composition?
 Diversity of skills and perspectives
 Uniformity in skills and backgrounds
 Individual performance metrics
 Hierarchical leadership structure
Imagine you are a manager of a cross-functional team facing a complex project. What strategies could
you implement to ensure effective collaboration and high performance among team members?
 Encourage competition among team members to boost individual performance.
 Establish clear roles and responsibilities while promoting open communication and trust.
 Limit team meetings to reduce time spent on discussions.
 Assign tasks based solely on individual expertise without considering team dynamics.
What type of team consists of members from various departments collaborating on a specific project or
task?
 Self-managed
 Problem-solving
  Cross-functional
 Virtual
Which of the following describes a multiteam system?
 A group that uses computer technology to unite physically dispersed members to achieve a
common goal
 A group whose individual efforts result in performance that is greater than the sum of the
individual parts
 A group that interacts primarily to share information and to make decisions to help each group
member perform within an area of responsibility
 A collection of two or more interdependent teams that share a superordinate goal
Which of the following is NOT a type of team?
 Self-managed team
 Cross-functional team
 Fact-finding team
 Virtual team
Which type of team is characterized by members taking on roles typically associated with management?
 Problem-solving teams
 Self-managed teams
 Cross-functional teams
 Virtual teams
What is the difference between a work group and a work team?
 The goal of Work Teams is the exchange of information while the goal of Work groups is
collective performance
 Work teams generate positive synergy while work groups generate neutral or even negative
synergy
 The only difference is the label

CH 11

What is legitimate power derived from?

APosition or job of an organization

BBeing well-liked by others
CSpecial information or expertise
DUse of punishment and threat

What is referent power derived from?

APosition or job of an organization

BBeing well-liked by others
CSpecial information or expertise
DUse of punishment and threat

What is the basis of expert power?

Position or job of an organization

Being well-liked by others
Special information or expertise
Use of punishment and threat

What is empowerment in the context of obtaining power?

AGiving people the authority, opportunity, and motivation to take initiative and solve
organizational problems
BEstablishing good relationships with key people outside the organization
CCultivating good relationships with peers
DThe pursuit of self-interest in an organization

What is political skill positively related to?

AJob performance
BBurnout
CStressors
DMorality

What is an example of associated ethical behavior?

APrice fixing
BHonest communication
CMonopoly violations
DBottom Line Mentality

What is a cause of unethical behavior related to personality?

ARole conflict
BStrong organizational identification
CPersonal power and moral disengagement
DExtreme performance pressure

What is a common form of role conflict that provokes unethical behavior?

AStrong organizational identification

BExtreme performance pressure
CRole conflict as an organizational employee vs. member of a profession
DStiff competition for scarce resources

What is a factor that can stimulate unethical behavior related to competition?

ARespect for the law

BConsideration for employees
CStiff competition for scarce resources
DOrganizational and industry culture

Power is a function of ________.

A) goal congruency
B) realization
C) inheritance
D) dependence
E) altruism
Answer: D
5) Which of the following is true with regard to leadership?
A) It maximizes the importance of lateral and upward influence patterns.
B) It eliminates the requirement of goal compatibility.
C) It stimulates research in the area of tactics of influence.
D) It focuses on downward influence on followers.
E) It encourages dependence of followers on leaders.
Answer: D
Which of the following is true with regard to leadership?
A) It maximizes the importance of lateral and upward influence patterns.
B) It eliminates the requirement of goal compatibility.
C) It stimulates research in the area of tactics of influence.
D) It focuses on downward influence on followers.

Which of the following is something that often differentiates power from leadership?
A) lack of dependence of followers
B) use of positive styles over negative tactics
C) downward influence of leader on followers
D) lack of goal compatibility between leaders and followers
A) It maximizes the importance of lateral and upward influence patterns.
B) It eliminates the requirement of goal compatibility.
C) It stimulates research in the area of tactics of influence.
D) It focuses on downward influence on followers.
E) It encourages dependence of followers on leaders.
A) It maximizes the importance of lateral and upward influence patterns.
B) It eliminates the requirement of goal compatibility.
C) It stimulates research in the area of tactics of influence.
D) It focuses on downward influence on followers.
E) It encourages dependence of followers on leaders.
A) It maximizes the importance of lateral and upward influence patterns.
B) It eliminates the requirement of goal compatibility.
C) It stimulates research in the area of tactics of influence.
D) It focuses on downward influence on followers.
E) It encourages dependence of followers on leaders.

Research on power is likely to provide information on the most effective ________.

A) leadership styles for motivating followers
B) methods to reduce dependence on leaders
C) tactics for gaining compliance of employees
D) methods of rewarding successful employees

The two general groupings into which power may be categorized are ________.
A) informational and personal
B) formal and informal
C) informal and legitimate
D) formal and personal

________ power is based on the fear of the negative results from failing to comply.
A) Legitimate
B) Coercive
C) Punitive
D) Referent

In the last one week, May and Phyllis have been putting in extra hours at work so that the
project assigned to them is completed on time. Though the manager was due to assign two
more people to this project, he had not done so and, instead, was emphasizing to employees
the importance of adhering to the needs of the department in regard to workload. As a
result, May and Phyllis, who had double their routine workload, complained to the division
manager. May was promptly suspended from work for complaining about her immediate
supervisor. This scenario describes ________ power.
A) reward
B) legitimate
C) coercive
D) expert

________ power represents the compliance that is achieved based on the ability to distribute positive
benefits that others view as valuable.
A) Legitimate
B) Coercive
C) Reward
D) Personal

As a regional sales officer, one of Brandon's job responsibilities is to process the yearly appraisal forms of
his subordinates and provide them with increments, bonuses, or benefits based on their performance that
year. This job responsibility directly reflects his ________.
A) active power
B) expert power
C) referent power
D) reward power

Which of the following statements is true regarding legitimate power?

A) Legitimate power develops out of admiration of another and a desire to be like that person.
B) Legitimate power comes from an individual's unique characteristics.
C) Legitimate power is broader than the power to coerce and reward.
D) Celebrities who endorse products in commercials wield legitimate power over people.

Which of the following types of power can be categorized as personal power?

A) coercive
B) legitimate
C) reward
D) referent

________ power is influence wielded as a result of proficiency, special skill, or knowledge.

A) Legitimate
B) Reward
C) Referent
D) Expert

At the PR firm where Gerald works, everyone considers him to be very good with his work and depends
heavily on his knowledge to help the organization to solve its problems. Gerald is often seen teaching
interns a simpler way to present an article, helping project managers with scheduling, and even the CEO
often asks him for his opinion on important matters because of his experience and skill. Gerald's
specialized knowledge depicts his ________.
A) expert power
B) coercive power
C) legitimate power
D) referent power

Carl believes that he is lucky to be working under a manager like Mr. Parker–conscientious, flexible and
easy to work with. It was Mr. Parker who helped Carl learn the demands of the job, gave him
opportunities to learn from the mistakes he made, and always provided sound advice. Mr. Parker, who
has been in the field for over eighteen years, never made Carl feel like a novice and this only increased
Carl's personal confidence in his work and his loyalty toward his manager. Carl, who is now doing very
well on the job, aims to be a manager like Mr. Parker. From this scenario, which of the following
conclusions can be drawn?
A) Mr. Parker is an authoritarian manager.
B) Carl has a low degree of trust propensity.
C) Mr. Parker has a high degree of referent power.
D) Mr. Parker engages in a lot of ingratiation.

Which of the following is true with regard to bases of power?

A) Coercive power involves an identification with and imitation of the person in power.
B) Legitimate power is used by companies when they hire celebrities to promote their products.
C) Expert and referent power are the two major types of formal power.
D) The personal sources of power are most effective for increasing employee performance and
satisfaction.

Which of the following types of power is most likely to be negatively related to employee satisfaction and
commitment?
A) expert power
B) reward power
C) legitimate power
D) coercive power

Levin and Co. is a group of oil refineries that has been in the news recently. The company had to stop
production for over two weeks because their key supplier refused to sell them crude oil at the old prices.
Even after rounds of negotiations, the supplier refused to give in to the demands of Levin and Co., and
finally, the company had to acquire the raw material from the same supplier because alternative
suppliers, though abundant, could not provide the quantities the company demanded at such short notice.
This shows the role of ________ in increasing the power one enjoys.
A) alternatives
B) dependence
C) abundance
D) substitutability

Which of the following statements is true?

A) The impact of sexual harassment is individual, not organizational.
B) The definition of sexual harassment changes from country to country.
C) Today, the rise of overt forms of sexual harassment presents a major concern for
organizations.
D) Women in positions of power in an organization are free from sexual harassment by male
subordinates
Which of the following statements is true?
A) The impact of sexual harassment is individual, not organizational.
B) The definition of sexual harassment changes from country to country.
C) Today, the rise of overt forms of sexual harassment presents a major concern for organizations.
D) Women in positions of power in an organization are free from sexual harassment by male
subordinates.

Sexual harassment ________.

A) is proportionally prevalent for women across all types of jobs
B) is virtually non-existent for men
C) is increasing according to the EEOC
D) is more prevalent in male-dominated societies

To limit sexual harassment in the workplace, managers should strive to ________.

A) recognize that sexual harassment occurs in most work environments
B) instantly terminate anyone accused of sexual harassment
C) provide general guidelines about sexual harassment, but avoid detailed explanations
D) reassure employees that they will not encounter retaliation if they file a complaint

Which of the following is true of political behavior in an organization?

A) Political behavior is usually unethical.
B) Using political behavior is not necessary in most organizations.
C) Most experienced managers believe political behavior is a major part of organizational
life.
D) Effective managers have been trained to use political behavior.
Which of the following is true of political behavior in an organization?
A) Political behavior is usually unethical.
B) Using political behavior is not necessary in most organizations.
C) Most experienced managers believe political behavior is a major part of organizational life.
D) Effective managers have been trained to use political behavior.
Political behaviors usually ________.
A) lie outside of an individual's specified job requirements
B) are counterproductive to individual goals
C) are seen only in large organizations
D) are sanctioned by organizational leaders

Political behaviors usually ________.

A) lie outside of an individual's specified job requirements
B) are counterproductive to individual goals
C) are seen only in large organizations
D) are sanctioned by organizational leaders

Which of the following factors contributes to political behavior in the organization?

A) presence of pure and objective facts
B) existence of uniform goals and interests among all employees
C) provision of clear and objective performance outcomes
D) presence of limited resources in the organization
Which of the following factors contributes to political behavior in the organization?
A) presence of pure and objective facts
B) existence of uniform goals and interests among all employees
C) provision of clear and objective performance outcomes
D) presence of limited resources in the organization

Power can be defined as _____.

a. the ability to influence the behavior of others
b. the actualization of the dependency of others
c. congruence between the goals of the leader and those being led
d. downward influence on one’s followers
e. upward influence on one’s leaders
Power can be defined as _____.
a. the ability to influence the behavior of others
b. the actualization of the dependency of others
c. congruence between the goals of the leader and those being led
d. downward influence on one’s followers

Which of the following statement is true concerning power?

a. Trust and mistrust affect the expression of power.
b. A person can have power over you only if he or she controls something you desire.
c. Power requires some congruence between the goals of the leader and those being led.
d. To be effective, power must be actualized.

Leaders achieve goals, and power is _____.

a. defined by leaders’ hopes and aspirations
b. usually used by poor leaders
c. a means of achieving goals
d. a goal in and of itself

Leadership requires _____.

a. some congruence between the goals of the leader and those being led
b. strong two-way communication between the leader and those being led
c. a dependency of those being led on the leader

Leadership focuses on the _____.

a. downward influence of a leader on his or her followers
b. importance of lateral and upward influence patterns
c. elimination of dependency relationships
d. all of the above
Leadership research emphasizes _____.
a. style
b. persuasion
c. power
d. communication

Formal power can arise out of which of the following?

a. the ability to coerce or reward
b. formal authority
c. control of information
d. all of the above

One reacts to _____ power out of fear of the negative ramifications that might result if one fails to comply.
a. legitimate
b. coercive
c. punitive
d. referent
e. abusive

The opposite of coercive power is _____ power.

a. referent
b. reward
c. legitimate
d. charismatic

Legitimate power is based on _____.

a. positive rewards
b. interpersonal trust
c. structural position
d. expert knowledge

The power that the College Dean has been granted by the University over the faculty is termed _____
power.
a. academic
b. positional
c. legitimate
d. organizational

When your superior offers you a raise if you will perform additional work beyond the requirements of your
job, he/she is exercising _____ power.
a. legitimate
b. coercive
c. reward
d. personal

______ power is generally related to an individual’s unique characteristics.

a. Personal
b. Reward
c. Legitimate
d. Expert

Ch 12
- a detailed consideration of evidence and information relying on facts, figures, and logic.
- Requires effort and energy, but it's harder to fool someone who engages in it.

Functions
Persuasive Communication - Controlled processing
Functions
Provides emotional sharing - example

Functions
Persuasion

Functions
Persuasive Communication - Automatic processing

Question:
filtering,
selective perception,
information overload,
emotions,
language,
silence, communication apprehension,
lying
a)Nonfacilitative Communication
b)Poor Communication can Cause
c)Barriers to Effective Communication
d)Nonverbal Interactions
- people from individualist cultures tend to be comfortable with direct conflict and will make the source of
their disagreement
a)Cultural barriers due to economic disparities
b)Cultural barriers caused by differing educational systems
c)Cultural barriers Caused by differences in tolerance for conflict and methods for resolving conflicts
d)Cultural barriers caused by lack of communication

Limited information; lacks cues and personalization.

Persuasive Communication
Rich Communication
Lean Communication
Channel Richness

Manipulating information to suit personal biases.

Filtering
Silence
Communication Apprehension
Selective Perception

Amount of information transmitted in communication.

Silence
Communication Process
Channel Richness
Communication

Employees interest use, email records are strictly monitored and they are given information on a need-to-
know basis.
Upward communication
Automatic Processing
Communication Process
Information security

Anxiety or fear regarding communication situations.

Filtering
Nonverbal Communication
Selective Perception
Communication Apprehension

Transfer and understanding of meaning between parties.

Encoding
Communication
Interaction
Understanding

Informal communication network; can be positive or negative.

Silence
Eavesdrop
Filtering
Grapevine

Communication between members of a work group, members at the same level in separate work groups
or any other horizontal equivalent workers. Advantages: saves time and facilitates coordination (also can
be informal)
Lateral communication
Downward communication
Nonverbal Communication
Upward communication

Managing behavior, feedback, and information exchange.

Direction of Communication
Functions of Communication
Communication Apprehension
Emotional Expression

Use of translators or common languages in communication.

Communication
Low Context Culture
Channel Richness
Language in Business

Direct communication; focuses on explicit meanings.

Collectivistic Culture
High Context Culture
Uncertainty-tolerant Culture
Low Context Culture

Aims to influence attitudes or behaviors of others. 2methods: automatic vs. controlled

Direction of Communication
Nonverbal Communication
Persuasive Communication
Selective Perception

Obstacles like filtering, emotions, and language issues. (other factors: e.g. selective perception,
information overload, silence, communication apprehension, lying, physical surroundings)
Barriers to effective communication
Communication network structures
Information security
Downward communication

Indirect communication; relies on nonverbal cues.

Low Context Culture
Nonverbal Communication
High Power Distance
High Context Culture

Deliberate decision-making requiring cognitive effort.

Automatic Processing
Communication
Controlled Processing
Filtering

Absence of communication; can imply various meanings.

Silence
Selective Perception
Sense
Communication Apprehension

Employees communicating with their boss --> feedback

Keep managers aware of how employees feel about their jobs, coworker's and organization in general
Lean Communication
Downward communication
Information security
Upward communication

Functions of Communication
Managing behavior, feedback, and information exchange.

Grapevine
Informal communication network; can be positive or negative.

Channel Richness
Amount of information transmitted in communication.

Why Have Work Teams Become So Popular?

1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)
Why Have Work Teams Become So Popular?
1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)

Why Have Work Teams Become So Popular?

1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)
Why Have Work Teams Become So Popular?
1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)
Why Have Work Teams Become So Popular?
1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)
Why Have Work Teams Become So Popular?
1. Teams typically outperform individuals when the tasks being completed _____.
a. require multiple skills
b. require judgment
c. require experience
d. all of the above
e. none of the above
(d; Moderate; p. 338)
uire experience
d. all of the above
e. none of the abov
uire experience
d. all of the above
e. none of the abov
Persuasive Communication
Aims to influence attitudes or behaviors of others. 2methods: automatic vs. controlled)

Filtering
Manipulating information to suit personal biases.

Silence
Absence of communication; can imply various meanings.

Information security
Employees interest use, email records are strictly monitored and they are given information on a need-to-
know basis.

Modes of Communication
Includes oral, written, and non-verbal methods.

Rich Communication
Handles multiple cues, allows rapid feedback, personal.

Nonverbal Communication
Conveys messages through body language and gestures.

Communication
Transfer and understanding of meaning between parties.

What type of communication involves the transmission of information among employees, management,
and customers?

ABusiness Communication
BInformal Communication
CUpward Communication
DDownward Communication

What is the main advantage of using newsletters in organizations for communication purposes?

AAll of the above

BProviding feedback on organizational performance

CCelebrating employee successes

DIntroducing new employees

Which method of communication involves the exchange of a message across a communication channel
from one person to another?

AInterpersonal Communication
BInformal Communication
CDownward Communication
DBusiness Communication

What is the term used for the informal communication network within an organization that often transmits
distorted information?
ACommunication Loop
BGrapevine
CInformal Network
DRumor Network

What is the primary purpose of a bulletin board in organizations for communication?

ATo conduct attitude surveys

BTo facilitate upward communication
CTo post important policy changes
DTo communicate related opportunities

Which method of communication involves the transmission of information from superiors to subordinates
or management to employees?

ADownward Communication
BInformal Communication
CBusiness Communication
DInterpersonal Communication

What is the term used for the method of communication where a message is relayed through a chain of
supervisors until it reaches the top executive?

AThird-Party Communication
BDirect Communication
CFocus Group Communication
DSerial Communication

What is the advantage of using suggestion boxes in organizations for facilitating upward communication?

AEncouraging direct communication with management

BAllowing employees to list complaints openly
CFacilitating anonymous communication from employees
DProviding immediate solutions to complaints

What is the role of a gatekeeper in managing communication overload in organizations?

APrioritizing important messages

BEscaping from communication overload
CScreening all communication messages
DIncreasing the volume of communication

What is the primary focus of technical listening as a style of listening?

AListening for facts and details

BListening to the communication style
CListening for emotional cues
DListening for main ideas

CH 13

A person who inspires, motivates, and directs the activities of others so that they work
toward organizational goals is known as a _____.
A. figurehead
B. spokesperson
C. monitor
D. leader

_____ are thought of as those organizational members who establish and implement
procedures and processes to ensure smooth functioning and are accountable for goal
accomplishment.
A. Leaders
B. Subordinates
C. Trainees
D. Facilitators
E. Managers

What type of leaders share power with followers and strive to ensure that followers'most
important needs are met?
A. Entrepreneurs
B. Coercive leaders
C. Servant leaders
D. Transactional leaders
E. Intrapreneurs

What type of power does a manager use when he or she hires new employees, assigns
them work and monitors their performance?
A. Transformational
B. Legitimate
C. Informal
D. Transient

When Mark brought in a large client for the bank, Dan gave Mark a significant bonus.
What type of power was Dan using?
A. Expert
B. Coercive
C. Reward
D. Empowerment

Stacy fired Jan for unethical behavior, exercising _____ power.

A. virtual
B. instrumental
C. referent
D. informal
E. coercive

Which type of power is based on the specialized knowledge and skills of a leader?
A. Positional power
B. Referent power
C. Expert power
D. Coercive power

Nancy has extensive experience in product designing. Though she is not a manager,
she is often called on by product managers to offer advice on new product design. It can
be said that Nancy has:
A. referent power.
B. transformational power.
C. virtual power.
D. legitimate power.
E. expert power.

The power of a leader that comes from the respect, admiration, and loyalty of
subordinates is known as:
A. reward power.
B. transient power.
C. coercive power.
D. referent power

_____ is a function of the personal characteristics of a leader and is more informal than
the other kinds of power.
A. Reward power
B. Legitimate power
C. Coercive power
D. Referent power

Which of the following is true of referent power?

A. It is innate and cannot be acquired or developed.
B. It is more formal than other kinds of power.
C. It is a function of the personal characteristics of a leader.
D. It prevents first-line managers from being effective leaders.
E. It weakens leader-member relations

Which of the following is true of Denise, a manager who has significant referent power?

A. She is used as a role-model by many of her employees.

B. She is unpopular with subordinates and superiors alike.

C. She is an ineffective and inefficient leader.

D. She cannot command the respect and admiration of her employees.

Alyssa, the assistant marketing manager for RST Consulting, has the respect and admiration of all the employees in
her division and is often used as their role model. Alyssa has:

A. reward power.

B. virtual power.

C. coercive power.

D. referent power.
Which of the following managers is effective?

A. Dorothy, who uses coercive power sparingly because it rob employees of their dignity

B. Marcus, who uses reward power sparingly when trying to motivate employees

C. Vanessa, who uses reward power in a controlling manner

D. Felix, who ignores the opinions of other people because he has considerable expert power

E. Ann is, who uses coercive power frequently to keep her employees in line

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the
permission of their manager first. This is an example of _____.

A. employee empowerment

B. intrinsic motivation

C. instrumentality

D. servant leadership

The serving staff of Applebee's Applepies can give customers free dessert if they are dissatisfied with their dine-in
experience without having to check with their supervisor first. This is an example of _____.

A. employee empowerment

B. reward power

C. expert power

D. servant leadership

E. personal power

Which of the following is true of empowerment?

A. Empowerment is detrimental to effective leadership.

B. Empowerment increases managers’ involvement in routine tasks.

C. Empowerment gives managers more time to concentrate on their pressing concerns.

D. Empowerment signifies a complete transfer of responsibility and accountability from a manager to his
subordinate.

E. Empowerment is not incorporated readily into modern management styles.

The two basic kinds of leader behaviors identified by the behavior model of leadership were:

A. intrinsic and extrinsic.

B. instrumental and terminal.

C. task-structure and task-orientation.

D. ethnocentric and exocentric.

E. consideration and initiating structure.

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they
trust, respect, and care about them.

A. initiating structure

B. consideration

C. task-orientated behavior

D. job-oriented behavior

Leadership is best defined as ________.

A) the ability to merely project one's abilities in the lack of actual accomplishments

B) the ability to reduce the dependence of team members on each other

C) the ability to induce the team members to focus on individual goals rather than collective goals

D) the ability to influence a group toward the achievement of a vision or set of goals

Which of the following statements regarding leadership is true?

A) All managers are leaders.

B) Formal rights ensure good leadership.

C) Formal appointment is essential in creating leaders.

D) All leaders are hierarchically superior to followers.

E) Non-sanctioned leadership is as important as formal influence.

Which of the following is a desirable feature of leadership?

A) one-directional influence from the leader to the follower

B) coercive power and authority

C) lack of freedom

D) passivity of followers

E) coexistence of leaders and managers

Which of the following Big Five personality traits has been identified as the most important trait in effective
leaders?

A) conscientiousness

B) openness

C) extraversion

D) agreeableness

Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________, which
reflects the consideration that leaders must be able to express.

A) conscientiousness
B) empathy

C) optimism

D) introversion

The Ohio State Studies narrowed the independent dimensions of leader behavior to two that substantially accounted
for most of the leadership behavior described by employees: consideration and ________.

A) employee-orientation

B) empathy

C) constructing vision

D) initiating structure

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to
which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for
their feelings.

A) consideration

B) transaction

C) authentication

D) task orientation

E) identification

Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many believe
that Nellie has a knack for getting the work done without making theemployees feel pushed into a corner. She is
often seen speaking to her subordinates and support staff about their families, helping them with any personal
problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates
that Nellie, as a leader, is ________.

A) task oriented

B) high in consideration

C) low in trust propensity

D) low in relationship orientation

E) production oriented

The least preferred co-worker (LPC) questionnaire is used to measure whether ________.

A) the followers are able and willing

B) a leader is task- or relationship-oriented

C) the members are in the ingroup or out-group

D) employees prefer servant leadership over situational leadership

Fiedler's contingency model assumes that ________.

A) an individual's leadership style is essentially fixed

B) an individual is constantly striving to develop a more productive style

C) an individual's leadership is primarily determined by the features of the followers

D) an individual's leadership style can be altered much like his or her personality traits

Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ________.

A) leader-member relations

B) task structure

C) positional power

D) follower variables

E) path-goal frameworks

Trait theories most

accurately predict
________.
A) distinguishing features
of an effective leader
B) differences between
an effective and an
ineffective leader
C) success of a leader
D) roles to be played by
the leader
E) emergence of a leader
Trait theories most accurately predict ________.

A) distinguishing features of an effective leader

B) differences between an effective and an ineffective leader

C) success of a leader

D) roles to be played by the leader

E) emergence of a leader

Trait theories of leadership focus on ________.

A) the special relationship that leaders establish with a small group of their followers

B) the personal qualities and characteristics that differentiate leaders from non-leaders

C) the way the leader makes decisions

D) the extent to which followers are willing and able to accomplish a specific task

E) the match between the leader's style and the degree to which the situation gives the leader control

According to the
situational leadership
theory, if employees are
unwilling and unable, the
appropriate leadership
style in this situation
would be ________.
A) participative
B) democratic
C) person-oriented
D) directive
E) supportive
According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership
style in this situation would be ________.

A) participative

B) democratic

C) person-oriented

D) directive

E) supportive

According to the situational leadership theory, a follower with the desired ability and willingness is likely to be
________.

A) lacking in the area of motivation

B) deficient in the specific skills required

C) comfortable in his ability to do the job well

D) highly skilled in relevant areas but low on experience

E) in need of leadership that is highly task oriented

Which of the following statements is true with regard to the path-goal theory of leadership?

A) The theory considers leadership to be a set of attributes ascribed to leaders by followers.

B) The theory proposes only a passive and supportive role for leaders.

C) The theory considers removing obstacles to be a component of effective leadership.

D) The theory proposes that leaders must work closely with followers throughout.

E) The path-goal theory represents a laissez-faire approach to leadership.

According to the situational leadership theory, if followers are unable and willing to do a task, then a leader needs to
________.

A) follow a supportive style

B) engage in participative leadership

C) refrain from providing too many inputs

D) display high task and relationship orientation

E) demonstrate high task and low relationship orientation