1.____ involves the creative cooperation of people working together to achieve something beyond the capacities of individuals working alone.
2.From a humanistic point of view, resistance to change has a cognitive, emotional and behavioral dimension. The fear of loss, (such as status, pay, job, or position), and fear of the unknown are examples of the ____ dimension.
3.____ leadership actions are explicit and highly visible and are indicative of management’s commitment to new strategic initiatives and the associated cultural changes.
4.The strength of any culture depends on:
5.Which of the following tasks point to the essential competencies of crisis leaders? The ability to:
6.A leader who communicates high expectations, shows competence, and sets a strong role model is using behaviors of:
7.The second step of the force-field model is about the execution of the change. The key is developing new ____________ that are aligned with the proposed change.
8.Pat Smith is a personnel director for a large bank. Her major goal is to find a person who can adapt his or her leadership to different types of people and situations. Pat is basing her selections on:
9.In the five-step crisis risk assessment model, ________________ can be used to test employees’ responsiveness and sensitize the organization to any potential crisis.
10.Which of the stages of the Crisis Management Plan involve reviewing the effectiveness of the plan to see what worked?
11.To be a successful leader, you need three managerial leadership skills, one of which is ____ skill, which involves the ability to use methods and techniques to perform a task.
12.To motivate employees with a high n Aff, you should:
13.The leader is at the core of group change and activity, representing the backbone of the group or organization. Leadership is viewed as:
14.Which of the following is an advantage to team-centered decision-making?
15.Leaders who regard ________ as a distraction rather than a real and legitimate concern will find it hard to move beyond the first step of the change management model.
16.Effective crisis communication is part of which of the three stages of the Crisis Management Plan?
17.In a high power-distance culture:
18.The strategic management process consists of five key decision areas laid out in five steps; the last step is:
19.The four primary elements of mindfulness as it relates to leadership are:
20.Although there are clear differences between management and leadership:
21.You have been hired as CEO of Lugar Industries and have been asked to change the organizational culture. Because your company operates in a quickly changing environment, you need to have a culture that encourages employees to respond quickly to changes, take risks, innovate, and have the authority to make quick decisions to take advantage of opportunities and to avoid risks. Based on these conditions, you, as CEO, want a(n) ____ culture.
22._________ emphasizes a transparent and high-quality exchange relationship between leaders and followers, allowing for the formation of positive leader–member exchange relationships.
23.To motivate his highest performers, a manager gives his highest performer each month an “Employee of the Month” award and a parking space next to his. Of what motivational theory is this an example?
24.Social loafing is likely to result when:
25.José has consistently exceeded his sales projections for the past four quarters. His supervisor gave him a promotion because of his high
26.What type of challenge occurred when the problem employees encountered was clearly defined but difficult to solve?
27.The strategic management process consists of five key decision areas laid out in five steps; the first step is:
28.Adaptive leadership is a unique kind of leadership in that:
29.The emerging approach called servant leadership:
30.Team ______ is the creation of something valuable, useful, and novel by individuals working together in a complex social system.
