1.The leadership approach that emphasizes physical, social, and intellectual attributes characterizes the __________ approach to leadership.
A) trait
2.Stephen is an extravert, is responsible and dependable, and has tons of energy and ambition. This description of him best fits within the __________ approach to leadership.
A) trait
3.The __________ approach to leadership examines what leaders do to achieve their goals.
A) behavioral
4.As a leader, Kent provides definition and structure to the roles of his employees so that they can achieve their goals. This is part of the __________ dimension.
A) initiating structure
5.Jacalyn is known for the deep respect she gives her employees’ thoughts, ideas, and feelings. This is part of the __________ dimension.
A) consideration
6.A leadership style similar to the consideration dimension, stressing the relationship aspect of work, is __________ leadership.
A) employee-oriented
7.As a leader, Kate shows very low concern for people but a very high concern for production. On the managerial grid, Kate would be considered a(n) __________ leader.
A) Task
8.A country club leader places __________ concern on the people and __________ concern on getting work done.
A) high; low
9.The __________ focuses on ways in which leaders can create their own context, by creating in-groups and out-groups among their own employees.
A) leader–member exchange theory
10.The assertion that style of leadership should consider the maturity of one’s subordinates describes the
A) situational leadership model.
11. Which of the following is the correct order of the four leadership quadrants articulated by Hersey et al. (2001)?
A) telling, selling, participating, delegating
12.A high school student working at a fast food restaurant is most likely to require a __________ approach from the manager or leader.
A) telling
13.Researchers developed the __________ to demonstrate the balance between being democratic and maintaining necessary authority.
A) continuum of leadership behavior
14.A person who takes personal risks to achieve a vision and exhibits unconventional behavior best fits within the __________ theory of leadership.
A) charismatic
15.Providing a vision and instilling pride, respect, and trust in employees falls into the __________ category of transformational leadership.
A) idealized influence
16.Transformational leadership builds most directly from __________ leadership.
A) transactional
17.Karissa tries to encourage problem-solving and rationality in her employees. Such behaviors would fall into the __________ category of transformational leadership.
A) intellectual stimulation
18.__________ leadership focuses on the moral aspects of being a leader.
A) Authentic
19.__________ is the ability to influence a group toward the achievement of a vision or a set of goals.
A) Leadership
20.Jinna wants the committee she is on at work to be efficient and complete tasks quickly, but she suspects that some of the other members want to take as much time as possible on committee decisions so they do not have to do their other work. Jinna often makes comments based on these assumptions, which leads to conflict in the group. This type of conflict is most closely linked to
A) perceived incompatible goals.
21.Blythe is hoping for a bonus at work, and so is Danny. However, there is a limited pool of money from which the bonus can come, so it is likely only one will receive the bonus. This knowledge has resulted in tense conversation between the two. This conflict is most closely linked to
A) scarce rewards.
22.The __________ dimension of conflict happens when our experiences with certain types of interactions cloud our expectations of other interactions.
A) history
23.Which of the following is an example of the source of a conflict?
A) all of the above
24.Which of the following emotions can help to demonstrate our sincerity and commitment to an issue, resulting in a positive use of emotion in conflict?
A) all of the above
25.Sam did not receive clear instructions about the expectations of his work from his supervisor, so he does not deliver what she is looking for. This is an example of
A) role confusion.
26.Jen tends to withdraw from and ignore conflict. Her conflict style is likely
A) avoiding.
27.An “I win, you lose” approach to conflict best describes the __________ style.
A) competing
28.Kim knows she is right about an important issue at work. Quick action is necessary, so she pushes for her concern even over those of others. This is an example of the __________ conflict style.
A) competing
29.__________ is the opposite of competing.
A) Accommodation
30.Becca’s team spends hours trying to collaborate to come up with a solution to their conflict, and some members even tried competing for their ideas. The team should then shift to a(n) __________ style.
A) compromise
31.Highly __________ people tend to be more creative, look for joint gains, and find ways to expand “the pie”.
A) collaborative
32.As a manager, Harry uses his ability to punish others to reinforce his power. This is an example of __________ power.
A) coercive
33.A manager has __________ power just by holding that formal position.
A) legitimate
34.Ted reveals that his co-worker has been participating in illegal practices at work. Ted is participating in __________ by doing so.
A) whistle-blowing
35.When an arbitrator receives the final offers of two parties, hears the evidence, and renders a decision, it is called
A) conventional interest arbitration.
36.The consideration for this category of diversity in organizations includes providing reasonable accommodation so that workplaces are accessible in a variety of ways.
A) disability
37.Ensuring equal access and opportunities in hiring and employment decisions is important for which of the following categories of diversity in organizations?
A) all of the above
38.The portion of the workforce in the next two decades made up of older age cohorts will
A) be larger.
39.Which of the following is a generic stereotype often used to describe older workers?
A) They resist new technology.
40.According to the U.S. Census Bureau, the number of women in the workforce increased over __________ percent between 1967 and 2009.
A) 190
41.__________ is the acquired learning of a group that gives its members a sense of who they are.
A) Culture
42.__________ means evaluating others’ culture based on preexisting expectations from one’s own culture.
A) Ethnocentrism
43.__________ involves judging another based on a group to which we perceive them as belonging.
A) Stereotyping
44.The commonly used symbol for “OK” in the United States means something very obscene in Brazil. This is an example of
A) nonverbal differences
45.__________ is defined as a system of interacting knowledge and skills, linked by cultural metacognition, that allows people to adapt to, select, and shape the cultural aspects of their environment.
A) Cultural intelligence
46.__________ is the shared perception of employees of the properties of the work environment that guide expected behavior.
A) Organizational climate
47.Artem just joined a new firm and is trying to understand its climate. He asks several questions to try to understand how he and others around him fit into the organization. Artem is trying to learn the __________ aspect of organizational climate.
A) goals and expectations
48.Megan must work with someone who sees things from a very different point of view. Which strategy should she use to create a successful working relationship?
A) Try not to interrupt or judge the other person.
49.The phenomenon called the “good-ole-boys network” often makes it difficult for true diversity to be embraced in this type of organization.
A) for-profit
50.__________ organizations are sometimes challenged by diversity because there are often not enough employees to truly encourage it.
A) Small business
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