Final review

1. In the context of a group size, which of the following is a phenomenon in which working
in the presence of others increases effort or productivity? social facilitation.
2. According to the 9-box matrix, the term used for employees who are lower performers
but have high potential? Rough diamond
3. A person's ability to build a group of followers who are loyal and work effectively
together to achieve team goals? Team Effectiveness Quotient
4. A useful tool to determine how an organization defines winning? Balanced scorecards
5. Roger the chief executive of officer corp tends to engage in idle conversations with his
employees. The employees misinterpret them as work assignments. Which of the
following time leaders behaviors is Roger following? Executive magnification
6. A store manager asks his employee to keep the outdated stocks of products at the front of
the shelf so that they can be sold. However, the employee is unwilling to mislead
customers as this deception is inconsistent with the employee's values and beliefs. In this
scenario the employee is likely to experience? A person role conflict
7. In the context of group roles, which of the following is an example of a dysfunctional
role? Dominating
8. Functional interdependent roles that are focused on the performance of group tasks are
characteristics of which stage of group development? Performing
9. Which of the following methods of succession planning involves leaders providing
performance and potential ratings for their followers? 9-box matrix
10. In the context of the nature of groups ______ are the informal rules groups adopt to
regulate and regularize group members behaviors. Norms
11. In the context of the rocket model, which of the following is most likely true of the power
component? It concerns the decision making latitude and resources a team has
to accomplish its goals.
12. What should a coach most likely do to help a follower stick to a development plan?
Schedule regular reflection sessions
13. Which of the following statements is most likely true over delegation?
 Leaders may feel threatened when delegating an important task because it reduces direct
personal control over the work.
14. In the context of the principles of effective delegation, which of the following is the first
step of deciding what to delegate? identifying all the present activities
15. Which of the following would least likely improve a leader's feedback? Being Critical
16. An organization that has all its people in one location is typically _______ than an
organization that is dispersed around the country or around the world? Less spatially
complex
17. In the context of informal organizations. which of the following concerns members
subjective reactions to the organization? Organizational Climate
18. GLOBE (global leaders and organizational behavioral effectiveness) researchers
identified six cultural dimensions that were determined to be applicable across all global
cultures for accessing culturally endorsed implicit theories of leadership. Which of the
following reflects the degree to which managers involve others in making and
implementing decisions? participative leadership
19. According to the GLOBE study which of the following is universally viewed as a
positive leader attribute and behavior? Decisive
20. In the context of organizational cultures, identify a true statement about organizations
with a hierarchy culture? They tend to have formalized rules and procedures
21. Which of the following statements is true of the situational leadership model? It
maintains that leaders who correctly base their behaviors on follower maturity will be
highly effective.
22. In the context of the four types of leader behavior in the path goal theory which of the
following is most likely a characteristic of achievement oriented leadership? Leaders
support follower behaviors by exhibiting a high degree of confidence so that subordinates
can put forth the necessary effort.
23. Which of the following instruments does Fieldlers contingency theory to determine the
relevant characteristics of a leader? The least preferred co worker scale
24. Which of the following statements about the path goal theory is most likely false?
If a task is very structured, informal authority decreases follower motivation levels
25. In the context of the contingency model, which of the following is the most powerful
element if situational favorability?
Lader member relation
26. In the _____ stage of coping with change you start to question whether the company
really knew what it was doing by letting you go and perhaps rationalize that they will
probably be calling you back.
Rejection
27. In the context of the emotional approach to organizational change, identify a true
statement about the charismatic authority system.

The locus of authority in this system rests with the individual possessing certain unusual
qualities.

28. Which of the following leadership actions would least likely increase follower
dissatisfaction levels?
Lowering employee performance standards.
29. Which of the following was developed by BASS to assess the extent to which leaders
exhibit transformational or transactional leadership and the extent to which followers
were satisfied with their leader and believed their leader was effective?
Multifactor leadership questionnaire MLQ.
30. Which of the following statements about a company's vision is most likely false?
The final destination for an organization is identified in its vision.
31. Low performer/ moderate potential? Inconsistent player
32. Low performer/ low potential? Talent risk
33. Moderate performer/ high potential? Future star
34. Moderate performer/ moderate potential? Key player
35. Moderate performer/ low potential? Solid Professional
36. High Performer/ high potential? Consistent Star
37. High Performer/ high potential? Current Star
38. high performer/ low potential? High professional
39. subgroups of individuals who often share the same goals, values, and expectations?
Cliques.
40. the number of subordinates who report directly to a manager. Span of control
41. contributions resulting from the abilities of every member "add up" to determine team
performance? additive tasks
42. the reduction in group performance due to obstacles created by group processes, such as
problems of coordination and motivation? process loss
43. phenomenon whereby individuals become less productive in groups? social loafing
44. the first stage of group development in which people join the group and then define the
group's purpose, structure, and leadership? forming stage
45. the second stage in group development, characterized by intragroup conflict? storming
stage
46. the third stage in group development, characterized by close relationships and
cohesiveness? Norming stage.
47. development when the group is fully functional and works on group task? Performing
stage.
48. forming, storming, norming, performing? Tuckman's Stages of Group Development
49. Planning, Monitoring, Evaluating? 3 components of the Performance Management Cycle
50. Understanding the teams organized goals the role followers need to play in goal
accomplishment the context in which followers operate and the behaviors they need to
exhibit for the team to be successful? Planning phase
51. Providing summary feedback on job performance to followers? Evaluating phase.
52. Includes tracking follower performance sharing feedback on goal progress and providing
needed resources and coaching? Monitoring phase.
53. Two or more persons interacting with one another in a manner that each person
influences and is influenced by each other person? Group
54. Teams do not jump right in spend the initial months trying out various ideas experience
the equivalent of a midlife crisis? Gersick's Punctuated Equilibrium Model
55. Same person sends mixed signals? Intrasender role conflict.
56. Receiving inconsistent signals from several others about expected behavior? Intersender
role conflict
57. Inability to perform one's roles as well as one would like? Inerrole conflict.
58. Violation of a person's values by role expectations? person-role conflict
59. Tendency to erect what amount to fences or boundaries between themselves and others?
Over bounding (group cohesion)
60. people in highly cohesive groups often become more concerned with striving for
unanimity than objectively appraising different courses of action? Groupthink
61. occurs when illegal actions are taken by overly zealous and loyal subordinates who
believe that what they are doing will please their leaders? Olliesm.
62. Goals should be? specific, observable, attainable, challenging, supported by actual
commitment, and followed by feedback.