Leadership and Organizational

1.   After observing a conflict escalating between highly interdependent team members, Vincent realizes that it’s time to step in and take a/an _______ approach to managing the conflict by rotating the employees to different teams.
 

  A. conciliatory
  B. attitudinal
  C. behavioral
  D. collaborative
2.   Leadership has occurred when
 

  A. a group has been stimulated to move in a new direction.
  B. somebody takes charge and decides what to do.
  C. someone tries to exert power or control over followers.
  D. followers disobey new rules and objectives handed down from top management.
3.   A pharmaceutical company has just lost a major source of grant funding and is forced to scale back plans for purchasing new equipment and other supplies. This situation, known as _______, can be a major source of organizational conflict between different departments.
 

  A. resource scarcity
  B. uncertainty
  C. goal incompatibility
  D. interdependence
4.   As annual budget negotiations loom, several departments within a product manufacturing company are involved in _______ conflict over resource allocations, because each wants a larger share than the other.
 

  A. intragroup
  B. intergroup
  C. cultural
  D. vertical
5.   Which of the following is a common element of negotiation?
 

  A. The parties question whether or not they can reach an agreement.
  B. There is no disagreement over goals or processes.
  C. The parties are completely independent.
  D. The parties are motivated and capable of influencing each other.
6.   Effective leaders use emotional signals to stimulate _______ among those who follow them.
 

  A. resonance
  B. dissonance
  C. noise
  D. wavelengths
7.   _______ is a source of organizational conflict because it calls into question accepted practices and procedures, opening the door for disagreement related to both goals and processes.
 

  A. Resource scarcity
  B. Interdependence
  C. Uncertainty
  D. Goal incompatibility
8.   Kouzes and Posner suggest that one of the five “practices” through which leaders establish credibility is to step into the unknown and explore new ideas. This “practice” is referred to as
 

  A. challenging the process.
  B. encouraging the heart.
  C. inventing new ways to get things done.
  D. visioning.