1. Jeff works as a self-employed consultant. He decides when, where and how he works based on market demand and personal preference. Jeff’s job has a high degree ofA. AutonomyB. Task interdependenceC. Task structureD. Skill variety2. When there is a known procedure for accomplishing a task, rules governing how one goes about it and if these rules are followed, there is one result. These features characterize a(n)A. Task identityB. Structured taskC. Task significanceD. Unstructured task3. Which of the following statements about unstructured tasks is false?A. Unstructured tasks are by nature somewhat ill definedB. Reducing the degree of ambiguity inherent in an unstructured situation is a leadership behavior appreciated by followersC. While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to doD. Subordinates need help when a task is unstructured4. Workers may be able to accomplish their tasks in an autonomous fashion, but the products of their efforts must be coordinated in order for the group to be successful. This refers toA. Task interdependenceB. AutonomyC. Task structureD. Skill variety5. If we consider the example of ironing a shirt, which of the following taskdimensions would be high?A. Skill varietyB. Task significanceC. Task structureD. Task interdependence6. The organizational structure isA. A tangible realityB. An end in itselfC. Sacrosanct and permanentD. A tool for getting things done in organizations7. Typically, greater horizontal complexity is associated withA. The number of hierarchical levels appearing on an organization chartB. The increased likelihood for communication breakdowns between subunitsC. The degree of standardization in an organizationD. The diffusion of decision making throughout an organization8. This refers to the number of hierarchical levels appearing on anorganization chart.A. CentralizationB. FormalizationC. Horizontal complexityD. Vertical complexity9. The only situational consideration in situational leadership isA. Decision makingB. ReadinessC. Knowledge of the taskD. Goal setting10. In terms of the four leadership styles of situational leadership, a high task/ low relationship behavior is referred to asA. DelegatingB. SellingC. ParticipatingD. Telling11. The delegating leadership style hasA. High task/low relationship behaviorB. Low task/low relationship behaviorC. An assessment of an individual’s personalityD. Links to customers and suppliers12. Which of the following statements about leadership is true?A. Situational leadership theory maintains that leaders are very consistent in their behaviorB. Situational leadership theory maintains that leaders’ effectiveness is primarily determined by changing the situation to fit the particular leader’s styleC. The contingency model emphasizes flexibility in leader behaviorsD. The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation13. Situational leadership theory suggests that the leader should base hisbehavior uponA. Valued rewardsB. Follower maturityC. Task structureD. Leader-member relations14. Fiedler’s contingency theory uses which of the following instruments todetermine the relevant characteristic of the leader?A. The Myers-Briggs Type IndicatorB. The California Personality InventoryC. The Least Preferred Coworker ScaleD. The Five Factor Personality Inventory15. Which of the following statements about high-LPC leaders is true?A. If tasks are being accomplished in an acceptable manner, they willmove to their secondary level of motivation, which is forming andmaintaining relationships with followersB. They are primarily motivated by the task, which means that theyprimarily gain satisfaction from task accomplishmentC. They are primarily motivated by relationships, which mean that theyare primarily satisfied by establishing and maintaining close interpersonal relationshipsD. They will focus on improving their relationships with followers afterthey are assured that assigned tasks are being satisfactorily accomplished16. Which of the following is the most powerful supplement in determining overall situation favorability?A. Leader-member relationsB. Task structuresC. Position powersD. Subordinate acceptance17. What is the underlying cause for a huge percentage of failures of change initiatives? A. The leader’s inability or unwillingness to address culture and capabilities issuesB. Leaders act to optimize their part of the organization at the expenseof sub-optimizing the organization’s overall effectivenessC. The leader does not have a compelling vision or fails to motivateothers to do something differentD. Top leaders may fail to demonstrate empathy and listening skills18. This component of the change model is where the change initiative becomes tangible and actionable because it consists of the development and execution of the change plan.A. Amount of changeB. DissatisfactionC. ResistanceD. Process19. Which of following is not a common form of resistance to change?A. Loss of powerB. Loss of competenceC. Loss of charismaD. Loss of rewards20. When followers are afraid of losing power, a leader’s response to this fearwould beA. To coach, mentor, train, peer coach, use job aids and so forthB. To demonstrate empathy and have good listening skillsC. To help employees build new relationships before change occurs or soon thereafterD. To design and implement a new reward system to support changeinitiative21. The “S” in SARA refers toA. StressB. ShockC. SituationalD. Systems22. In this 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.A. AcceptanceB. RejectionC. AngerD. Shock23. Usually the first people to realize that a change initiative needs to be implemented are the organization’sA. First-line supervisorsB. Middle managersC. Top leadersD. Individual contributors24. Management skills are important forA. Coaching followers on how to do things differentlyB. Determining a new vision for the organizationC. Increasing dissatisfactionD. Reviewing progress on change plans25. Persons derive authority because of their exemplary characteristics in theA. Charismatic authority systemB. Traditional authority systemC. Legal-rational authority systemD. Legal authority system

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