Jeff works as a self-employed consultant…

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 of

A. Autonomy

B. Task interdependence

C. Task structure

D. Skill variety

2. 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 identity

B. Structured task

C. Task significance

D. Unstructured task

3. Which of the following statements about unstructured tasks is false?

A. Unstructured tasks are by nature somewhat ill defined

B. Reducing the degree of ambiguity inherent in an unstructured situation is a leadership behavior appreciated by followers

C. While it is easier for a leader to give instruction in unstructured tasks, it is not necessarily the most helpful thing to do

D. Subordinates need help when a task is unstructured

4. 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 to

A. Task interdependence

B. Autonomy

C. Task structureD. Skill variety

5. If we consider the example of ironing a shirt, which of the following task

dimensions

would be

high?

A. Skill variety

B. Task significance

C. Task structure

D. Task interdependence

6. The organizational structure is

A. A tangible reality

B. An end in itself

C. Sacrosanct and permanent

D. A tool for getting things done in organizations

7. Typically, greater horizontal complexity is associated with

A. The number of hierarchical levels appearing on an organization chart

B. The increased likelihood for communication breakdowns between subunits

C. The degree of standardization in an organization

D. The diffusion of decision making throughout an organization

8. This refers to the number of hierarchical levels appearing on an

organization chart.

A. Centralization

B. Formalization

C. Horizontal complexity

D. Vertical complexity

9. The only situational consideration in situational leadership is

A. Decision making

B. Readiness

C. Knowledge of the task

D. Goal setting

10. In terms of the four leadership styles of situational leadership, a high task/ low relationship behavior is referred to as

A. Delegating

B. Selling

C. Participating

D. Telling

11. The delegating leadership style has

A. High task/low relationship behavior

B. Low task/low relationship behavior

C. An assessment of an individual’s personality

D. Links to customers and suppliers

12. Which of the following statements about leadership is true?

A. Situational leadership theory maintains that leaders are very consistent in their behavior

B. Situational leadership theory maintains that leaders’ effectiveness is primarily determined by changing the situation to fit the particular leader’s style

C. The contingency model emphasizes flexibility in leader behaviors

D. The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation

13. Situational leadership theory suggests that the leader should base his

behavior upon

A. Valued rewards

B. Follower maturity

C. Task structure

D. Leader-member relations

14. Fiedler’s contingency theory uses which of the following instruments to

determine the relevant characteristic of the leader?

A. The Myers-Briggs Type Indicator

B. The California Personality Inventory

C. The Least Preferred Coworker Scale

D. The Five Factor Personality Inventory

15. Which of the following statements about high-LPC leaders is true?

A. If tasks are being accomplished in an acceptable manner, they will

move to their secondary level of motivation, which is forming and

maintaining relationships with followers

B. They are primarily motivated by the task, which means that they

primarily gain satisfaction from task accomplishment

C. They are primarily motivated by relationships, which mean that they

are primarily satisfied by establishing and maintaining close interpersonal relationships

D. They will focus on improving their relationships with followers after

they are assured that assigned tasks are being satisfactorily accomplished

16. Which of the following is the most powerful supplement in determining overall situation favorability?

A. Leader-member relations

B. Task structures

C. Position powers

D. Subordinate acceptance

17. What is the underlying cause for a huge percentage of failures of change

initiative

s? A. The leader’s inability or unwillingness to address culture and capabilities issues

B. Leaders act to optimize their part of the organization at the expense

of sub-optimizing the organization’s overall effectiveness

C. The leader does not have a compelling vision or fails to motivate

others to do something different

D. Top leaders may fail to demonstrate empathy and listening skills

18. 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 change

B. Dissatisfaction

C. Resistance

D. Process

19. Which of following is not a common form of resistance to change?

A. Loss of power

B. Loss of competence

C. Loss of charisma

D. Loss of rewards

20. When followers are afraid of losing power, a leader’s response to this fear

would be

A. To coach, mentor, train, peer coach, use job aids and so forth

B. To demonstrate empathy and have good listening skills

C. To help employees build new relationships before change occurs or soon thereafter

D. To design and implement a new reward system to support change

initiative

21. The “S” in SARA refers to

A. Stress

B. Shock

C. Situational

D. Systems

22. 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. Acceptance

B. Rejection

C. Anger

D. Shock

23. Usually the first people to realize that a change initiative needs to be implemented are the organization’s

A. First-line supervisors

B. Middle managers

C. Top leaders

D. Individual contributors

24. Management skills are important for

A. Coaching followers on how to do things differently

B. Determining a new vision for the organization

C. Increasing dissatisfaction

D. Reviewing progress on change plans

25. Persons derive authority because of their exemplary characteristics in the

A. Charismatic authority system

B. Traditional authority system

C. Legal-rational authority system

D. Legal authority system