) > TAKE ASSESSMENT: EXAM 3 Take Assessment: Exam 3 Top of Form Name Exam 3 Instructions Multiple Attempts This Test allows 2 attempts. This is attempt number 1. Force Completion This Test can be saved and resumed later. Question Completion Status: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40   Question 1 2.5 points Save Which of the following was not recommended for developing a vision for an organization? rely on personal understanding of organization members as the primary source of ideas for a vision identify strategic objectives with wide appeal and use them as a source of insights about shared values ensure that the vision is compatible with core competencies in the organization continually assess the feasibility of the vision and refine it as new possibilities are discovered   Question 2 2.5 points Save Which is most likely to be effective for implementing major change? make followers feel responsible for failure of the old strategy provide opportunities to experience early success in implementing change emphasize the obstacles so followers will not become complacent maintain control over sensitive information about new problems   Question 3 2.5 points Save Which of the following is part of Lewin’s model of organizational change? refreezing reengineering reorganizing revitalizing   Question 4 2.5 points Save Which of the following was not recommended to facilitate acceptance and successful implementation of a major change? convince people that the change can be made without any difficulties or inconvenience for them use ceremonies and rituals to help people deal with the pain of giving up familiar things they value create a sense of urgency about the need for change by showing that it will be more costly not to change demonstrate personal commitment to see the change through to the end, regardless of temporary setbacks   Question 5 2.5 points Save Which of the following is most useful for developing a learning organization? encourage employees to become specialists in functional areas encourage systems thinking by managers at all levels of the organization create a reward system that fosters competition among employees use imitation of competitors as the primary basis for innovation a and b   Question 6 2.5 points Save Which approach is least likely to accomplish a major change in strategy in an organization with flat performance but no obvious crisis? describe the changes as routine, incremental adjustments to avoid upsetting people build a broad coalition of supporters inside and outside the organization make dramatic, symbolic changes that will affect the daily activities of members remove from key management positions opponents who continue to resist change   Question 7 2.5 poin ...

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Exam 3
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3. Question 1
2.5 points
Save
Which of the following was not recommended for developing a
vision for an organization?
rely on personal understanding of organization members as the
primary source of ideas for a vision
identify strategic objectives with wide appeal and use them as a
source of insights about shared values
ensure that the vision is compatible with core competencies in
the organization

4. continually assess the feasibility of the vision and refine it as
new possibilities are discovered
Question 2
2.5 points
Save
Which is most likely to be effective for implementing major
change?
make followers feel responsible for failure of the old strategy
provide opportunities to experience early success in
implementing change
emphasize the obstacles so followers will not become
complacent
maintain control over sensitive information about new problems

5. Question 3
2.5 points
Save
Which of the following is part of Lewin’s model of
organizational change?
refreezing
reengineering
reorganizing
revitalizing

6. Question 4
2.5 points
Save
Which of the following was not recommended to facilitate
acceptance and successful implementation of a major change?
convince people that the change can be made without any
difficulties or inconvenience for them
use ceremonies and rituals to help people deal with the pain of
giving up familiar things they value
create a sense of urgency about the need for change by showing
that it will be more costly not to change
demonstrate personal commitment to see the change through to
the end, regardless of temporary setbacks
Question 5
2.5 points

7. Save
Which of the following is most useful for developing a learning
organization?
encourage employees to become specialists in functional areas
encourage systems thinking by managers at all levels of the
organization
create a reward system that fosters competition among
employees
use imitation of competitors as the primary basis for innovation
a and b
Question 6
2.5 points
Save

8. Which approach is least likely to accomplish a major change in
strategy in an organization with flat performance but no obvious
crisis?
describe the changes as routine, incremental adjustments to
avoid upsetting people
build a broad coalition of supporters inside and outside the
organization
make dramatic, symbolic changes that will affect the daily
activities of members
remove from key management positions opponents who continue
to resist change
Question 7
2.5 points
Save

9. Resistance by a subordinate to a change proposed by the boss is
best viewed as:
a deviant reaction by someone preoccupied with self interest
a situation that requires the use of power to overcome resistance
a source of energy that can be redirected to improve change
an indication of systems dynamics that will nullify any change
Question 8
2.5 points
Save
Which of the following actions is not consistent with the
guidelines for implementing major change in an organization?

10. select an executive team with the skills and values needed to
implement the new strategy
specify detailed guidelines on how to implement the strategy at
all levels in the organization
change the organization structure to make it consistent with the
new strategy
gather accurate information about the effects of the change on
people, processes, and performance
Question 9
2.5 points
Save
What type of culture is most likely to facilitate long-term
performance by an organization in a turbulent environment?

11. a culture that strongly supports the current competitive strategy
a culture consistent with the values of the most powerful
subunit
a culture that emphasizes the need for flexibility and continuous
learning
a culture that creates goal alignment among organization
members
Question 10
2.5 points
Save
Which is least likely to be the reason for resistance to major
changes in job content and procedures by people who have been
doing the job with moderate success for many years?

12. concern about their future job security in the organization
concern about not being able to adjust to the necessary changes
concern about the high cost to the organization of making the
changes
a belief that the proposed changes are unnecessary
Question 11
2.5 points
Save
Which of the following is least desirable for a vision?
it should emphasize ideological objectives
it should be clear and easy for followers to understand

13. it should be bold and ambitious
it should include detailed action steps to make it credible
Question 12
2.5 points
Save
Which of the following is the most effective way for a leader to
influence the culture of an organization according to Schein?
post a statement of the organization’s values in prominent
places
use stories and myths to communicate key values and beliefs
use orientation and training programs to convey values and
priorities
act in ways that emphasize key values and priorities

14. Question 13
2.5 points
Save
What is the best way for the CEO to deal with managers in key
positions who continue to resist a major change?
try to isolate them and work around them
replace them with people who will support the change
ignore them and hope they will come to see why the change was
necessary
keep increasing the pressure on them to support the change

15. Question 14
2.5 points
Save
According to Leader Substitutes Theory:
effective leaders find capable substitutes to replace subordinates
who lack appropriate skills or motivation
effective leaders find capable substitutes to fill in for them
when they must be absent from the work unit
hierarchical leadership is less important when new strategies
can be substituted for obsolete ones
hierarchical leadership is less important when many substitutes
are present in the situation
Question 15
2.5 points

16. Save
A high LPC leader is:
is very critical of coworkers with whom it is difficult to work
very participative when making decisions about the work
less likely to be effective as a leader in most situations
has a primary motivation to maintain cooperative relationships
Question 16
2.5 points
Save
According to Kerr and Jermier, hierarchical leadership is least
important when:

17. there are few substitutes and neutralizers
there are few substitutes and many neutralizers
there are many substitutes and few neutralizers
there are many substitutes and neutralizers
Question 17
2.5 points
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According to Cognitive Resource Theory, when there is high
interpersonal stress, the best predictor of leader success is the
leader's:

18. stress tolerance
intelligence
experience
use of group problem solving
Question 18
2.5 points
Save
According to Yukl's Multiple Linkage Model, short-term group
effectiveness depends primarily on what the leader does:
to maximize the task commitment of subordinates
to improve planning and coordination of operations

19. to correct any deficiencies in intervening variables
to remove organizational constraints
Question 19
2.5 points
Save
Which is an intervening variable in the Multiple Linkage
Model?
subordinate effort and commitment
organizational policies
leader behavior
leader position power

20. Question 20
2.5 points
Save
In the Multiple Linkage Model, long-term group effectiveness
depends primarily on:
the leader's interpersonal skills
the leader's ability to make the situation more favorable
the leader's technical skills for problem solving
the leader's ability to gain more power over subordinates
Question 21
2.5 points

21. Save
According to Path-goal theory, supportive leadership
contributes most to subordinate satisfaction and motivation
when the task is:
tedious and stressful
important and meaningful
complex and variable
interesting and enjoyable
Question 22
2.5 points
Save
Which condition is not a substitute for instrumental or directive
leadership according to Kerr and Jermier?

22. high subordinate expertise
high task structure
high formalization
high position power
Question 23
2.5 points
Save
Which of the following conditions is a substitute for supportive
leadership?

23. interdependent work roles
feedback from the work itself
cohesive work group
clear rules and standards
Question 24
2.5 points
Save
What is the major situational variable in Hersey and
Blanchard’s leadership theory?
leader maturity
subordinate maturity

24. task structure
subordinate role interdependence
Question 25
2.5 points
Save
In the LPC Contingency Model, situational favorability does not
depend on:
group size
task structure
position power
leader-member relations

25. Question 26
2.5 points
Save
Which of the following was not recommended as a guideline for
contingent leadership?
use more planning to prepare for a long, complex task
provide more direction to people with independent work roles
be more supportive to people who have a stressful task
provide more direction and briefings when there is a crisis
Question 27

26. 2.5 points
Save
A CEO who makes major changes that were risky but effective
in coping with a serious crisis for the organization is most
likely to be viewed as:
a charismatic leader
a transformational leader
a transactional leader
a transforming leader
Question 28
2.5 points
Save
According to Bass, effective transformational leaders:

27. select subordinates who will be loyal and uncritical
challenge strongly held values of followers to get their attention
delegate most decisions to self-managed teams
use a combination of transformational and transactional
behaviors
Question 29
2.5 points
Save
In which leadership theory is sharing power with followers most
important?

28. Shamir’s self concept theory
Meindl’s social contagion theory
Conger and Kanungo’s attribution theory
Bass’ transformational leadership theory
Question 30
2.5 points
Save
According to Shamir, the vision articulated by charismatic
leaders emphasizes:
specific, challenging performance objectives
tangible benefits that justify exceptional follower effort

29. symbolic and expressive aspects of the work itself
factual evidence about the feasibility of the objectives
Question 31
2.5 points
Save
Which was recommended for leaders when communicating a
vision?
set a concrete deadline for attaining key aspects of the vision
explain in a general way how the vision can be attained
remind followers about the obstacles so they do not become
complacent

30. offer incentives to followers for their help in attaining the
vision
Question 32
2.5 points
Save
Which theory most emphasizes social identification?
Meindl’s social contagion theory
Shamir’s self concept theory
Conger and Kanungo’s attribution theory
Bass’ transformational leadership theory

31. Question 33
2.5 points
Save
In which theory is articulation of an inspiring vision not
important?
Meindl’s social contagion theory
Shamir’s self concept theory
Conger and Kanungo’s attribution theory
Bass’ transformational leadership theory
Question 34
2.5 points
Save
Which was not recommended as a guideline for transformational

32. leaders?
ask followers to place their trust in the special ability of the
leader
express confidence that followers will be able to attain the
vision
use dramatic, symbolic actions to emphasize key values in the
vision
empower followers to find effective ways to attain the vision
Question 35
2.5 points
Save
In the Shamir et al. theory of charisma, what is the most
important influence process?

33. internalization
personal identification
social identification
instrumental compliance
Question 36
2.5 points
Save
What conclusion is best supported in the case study by Roberts
of a school administrator?

34. followers attribute charisma to a new leader who uses
unconventional behavior and enthusiastic visioning to deal
successfully with a crisis
followers attribute charisma to a new leader who uses an
unconventional approach in a crisis, regardless of the outcome
followers attribute charisma to a new leader who uses
unconventional behavior and enthusiastic visioning, regardless
of whether there is a crisis
charisma is unlikely to be attributed to any new leader in a
highly bureaucratic organization, regardless of the situation
Question 37
2.5 points
Save
Descriptive research on narcissistic charismatics found that they
are most likely to:

35. take the time to guide and facilitate the implementation of their
vision in the organization
press ahead in a persistent quest to attain their vision despite
setbacks or negative evidence
give recognition to followers who make important contributions
to the attainment of the vision
plan carefully for a successor qualified to protect the vision
after the leader departs
Question 38
2.5 points
Save
According to Conger and Kanungo, charismatic leaders are most
likely to advocate:
continued loyalty to established values and traditions about how
things are done

36. small, incremental changes in how things are done in the
organization
radical changes in the core ideology and primary values of
followers
major changes that are consistent with the primary values of
followers
Question 39
2.5 points
Save
Which of the following is not a transformational behavior
according to Bass?
individualized consideration
contingent reward behavior

37. intellectual stimulation
inspirational motivation
Question 40
2.5 points
Save
Which of the following was not mentioned as a way to routinize
charisma?
appoint as the successor a charismatic leader who shares the
vision
create an administrative structure that will continue to
implement the vision
embed the vision in the culture of the organization

38. use training programs to develop charisma among the followers
themselves
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