组织行为学双语教学英语部分-练习题以及答案

为方便答题，所有判断题目答案附在chapter9后之后Chapter1IntroductiontoOrganizationalBehaviorTrue/FalseQuestions1. Organizationalbehavioristhestudyofhumanattitudes,behavior,andperformanceinorganizations. 2. Organizationalbehavioristhestudyofvalues,goalsandpoliciesinanorganization. 3. Thestudyoforganizationalbehaviorfocusesonorganizations,groupsandindividuals.4. Organizationalbehaviordrawsonmanydifferentbusinessdisciplines.5. Contributionsfrompsychology,sociology,economicsandindustrialengineeringareappliedinorganizationalbehaviortheory.6. Practicalexperienceismorerelevanttothestudyoforganizationalbehaviorthanresearchandtheory.7.Scientificmanagementinvolvesthestudyofworkprocessestomakethemmoreefficient.8. Efficiencyandqualitycanbeimprovedbystudyingworkprocesses.9. Administrativemanagementproposesthatamanager’sjobincludethebasicfunctionsofplanning,organizing,commanding,coordinatingandcontrolling.10. Organizationscouldreduceconflictbygettingemployeesandmanagersfocusedonsharedgoals.ShortAnswerQuestions1. _____________consistsoftheactionsandinteractionsofindividualsandgroupsinorganizations.Answer:organizationalbehavior(OB) 2. Asocialentitythatisgoaldirectedanddeliberatelystructuredisknownasa(n)_____________.Answer:organization 3. _____________isaschoolofmanagementthatinvolvesdevelopingastandardmethodforperformingeachjob,trainingworkers,andofferingwageincentives.Answer:scientificmanagement 4. The_____________schoolofmanagementexploreswaysmanagerscaninfluenceproductivitythroughhumanrelations.Answer:humanrelations EssayQuestionsDescribethevariousmanagementschoolsofthought.Answer: • Scientificmanagement—developedastandardmethodforperformingeachjob,trainedworkersinthestandard,eliminatedinterruptions,andofferedwageincentives.• Administrativemanagement—identifiedwhatstructuredwouldbemostefficientinagivenenvironmentandadvocatedputtingpoliciesandproceduresintowriting.• Humanrelationsschool—exploredwaymanagerscouldinfluenceproductivitybyestablishingpositiverelationshipswithemployees.• Managementscience—appliesscientificmethodandmathematicalmodelstomanagementproblems.• Opensystems—describesorganizationsassystemsthatinteractwiththeirenvironment,transforminginputsintooutputs.• Sustainedcompetitiveadvantage—focusesonthemeansorganizationscancreatetosustainanadvantageovercompetitors.OutlinetheassumptionsaboutemployeesidentifiedasTheoryXandTheoryY.Answer:• TheoryXassumesworkersdisliketheirworkandmustbecoercedintodoingit.• TheoryYassumesthatworkisanaturalpartofemployees’livesandthatemployeeswillbeindustriousandcreativeiftheyarecommittedtotheirwork.IdentifyanddiscussfivecorevaluesofTotalQualityManagement.Answer:TherearetencorevalueswithdescriptionsofferedinExhibit1.3,page15.Usethistabletoguideyourgradingofthequestion. Identifyanddiscussthefourmanagementfunctions.Whichfunctionismostimportantandwhy?Answer:Planning—definesgoalsanddetermineshowtoachievethemOrganizing—assignstasks,delegatesresponsibility,andallocatesresources.Leading—useofinfluencetoinspireandempowerotherstoworktowardtheorganizationalgoals.Controlling—measuresperformancetoitsobjectives.Themostimportantfunctionisplanningbecauseitinfluencesalltheotherfunctionsinhoweachfunctionisadministrated.Chapter2IndividualDifferencesTrue/FalseQuestions1. Productivity,innovativeness,creativity,andotherorganizationaloutcomesareinfluencedbyhowemployeesbehave.2. Peopleareanorganization’smostvaluableresourceandareleastlikelytocauseproblems.3. Individualdifferencesdonotinfluencewhetherapersonwillbeabletosuccessfullyperformajob.4. Apsychologicalcontractdescribeswhatanemployerexpectsfromtheemployeeandwhattheemployeewillcontributebasedontheseexpectations.5. Apsychologicalcontractoutlineswhatanemployeeexpectstocontributeandwhattheorganizationwillprovidetotheemployeeforthesecontributions.6. Psychologicalcontractsarenegotiatedandwrittendownastermsofemployment.7. Ifanorganizationviolatesthepsychologicalcontract,employeesatisfaction,trustanddesiretostaywiththeorganizationgoesdown.8. Psychologicalcontractsintoday’sworkenvironmentemphasizejobsecurityfortheemployee.9. Psychologicalcontractsintoday’sworkenvironmentemphasizeemployeecareermanagementanddevelopment.10. Ifanemployeeisstrugglinginajob,themanagershouldreshapethejob.ShortAnswerQuestions1. __________________areanorganization’smostvaluableresource.Answer:People Page:892. __________________arecharacteristicsthatvaryfromonepersontoanother.Answer:Individualdifferences Page:893. Whatanemployeeexpectstocontributeandwhattheorganizationwillprovidetotheemployeefortheircontributionsisknownas__________________.Answer:Psychologicalcontract Page:904. Theextenttowhichaperson’sabilityandpersonalitymatchtherequirementsofajobiscalled__________________.Answer:Person-jobfit Page:935. When__________________ispoor,jobsneedtoberestructuredoremployeesneedtobereplaced.Answer:Person-jobfit Page:946. __________________referstothematchbetweenanindividual’spersonality,goals,andvaluesandtheorganizationculture.Answer:Person-organizationfit Page:94EssayQuestions1. Explaincognitiveabilityanddefineitsthreespecificdimensions.Answer:• Cognitiveabilityreferstoanindividual’scapacitytothinkandanalyzeinformation.Threedimensionsareverbalcomprehension,quantitativeability,reasoningability.• Verbalcomprehensionreferstoaperson’scapacitytounderstandandusewrittenandspokenlanguage.• Quantitativeabilityreferstoanindividual’sspeedandaccuracyinsolvingmathproblems.• Reasoningabilityreferstoanindividual’scapacitytosolvedifferenttypesofproblemsLevel:1 2．WhatarecognitivestylesandexplainthefourdimensionsoftheMyersBriggsTypeIndicator.Answer:• Cognitivestylesaredifferentwaysindividualsperceiveandprocessinformation.Thefourdimensionsare• Energy(Introversionvs.Extroversion)determineswhereindividualsgaininterpersonalstrengthandstimulation.Extrovertsgainenergythroughotherswhileintrovertsfocusonpersonalthoughtsandfeelings.• Informationgatheringrelatestotheactionindividualstakewhenmakingdecisions.Sensingfocusonfactsanddetailsandintuitivefocuslessonfactsandmoreontherelationshipsbetweenideas.• Decisionmakingrelatestohowmuchconsiderationapersongivestoothers’feelings.Thinkingfocusonbeingobjectivewhilefeelingsareconsideredhowthedecisionimpactsothers.• Lifestylerelatestoanindividual’stendencytobeflexibleandadaptive.Judgingfocusongoalsandislessflexiblewhileperceivingdislikesdeadlines.3. Whatisemotionalintelligenceandoutlineanddiscussthreeofitscomponents.Answer:• Emotionalintelligenceistheabilitytoaccuratelyperceive,evaluate,express,andregulateemotionsandfeelings.Thefivecomponentsarelistedinexhibit3.7,p.102.Usetheexhibittoassistwithgradingthefivecomponents.4. Explainthelearningprocess.Identifyandexplainonetypeoflearningstyleandindicatethetypeoflikelyoccupationsthosewiththislearningstylemighthave.Answer:• Thelearningprocessgoesfromaconcreteexperiencetoreflectiveobservationtoabstractconceptualizationtoactiveexperimentation.Theresultsoftheexperimentationgeneratenewexperiencesandthecycleoutlinedaboverepeatsitself.Asforonelearningstyleuseexhibit3.9,p.105toassistingradingthequestion.5. Whatareinstrumentalandterminalvalues?Howdovaluesandattitudesrelate?Answer:• Instrumentalvaluesarebeliefsaboutthetypesofbehaviorthatareappropriateforreachinggoals.• Terminalvaluesarebeliefsaboutwhichoutcomesareworthtryingtoachieve.• Attitudesareconsideredtohavethreecomponents:cognition,feelings,andbehavior.Thecognitioncomponentincludesthebeliefsandvaluesofaperson.Therefore,one’sattitudeisusuallygroundedinone’sbeliefsorvalues.Chapter3PerceptionandAttributionTrue/FalseQuestions1. Theperceptionprocessbeginswithattention.2. Theorganizationstageofperceptionbeginswhenapersonpaysattentiontoastimulusandthenbeginstomakesenseofit.3. Apersonwhousestheclosuremechanismfororganizingstimulimightoverhearonesideofaphoneconversationandislikelytoimaginetheoverallcontentoftheconversation.4. Whenapersonperceivessensorydatainacontinuouspattern,theyareusingthecontinuitymechanismfororganizingstimuli.5. Apersonwhousesthecontinuitymechanismfororganizingstimulimightoverhearonesideofaphoneconversationandislikelytoimaginetheoverallcontentoftheconversation.6. Whenapersonperceivessensorydatainacontinuouspattern,theyareusingtheclosuremechanismfororganizingstimuli.7. Whenpeopleorganizestimuli,theyoftenuseframesofreferencecalledschemas. 8. Ifmanagersreviewsalariesandemployeeperformanceatthesametime,employeesperceivethetworeviewsasbeinginproximity.9. Whenemployeesbringtheirownscripttoagivensituation,itwillreducethepossibilityofmisunderstandings.10. Aprototypeisaschemathatsummarizeswhatwehavelearnedaboutcategoriesofpeopleorobjects.11. Ascriptisaschemathatsummarizeswhatwehavelearnedaboutcategoriesofpeopleorobjects.12. Intheinterpretationstageoftheperceptionprocess,theperceiverlooksforexplanationsforstimuli.13. Projectionisaninterpretiveprocesswhereyouassignyourownthoughtsandfeelingstoapersonbeingperceived.14. Attributionisaninterpretiveprocesswhereapersonusesobservationsandinferencestoexplainpeople’sbehavior.15. Attributionisaninterpretiveprocesswhereyouassignyourownthoughtsandfeelingstoapersonbeingperceived.16. Projectionisaninterpretiveprocesswhereapersonusesobservationsandinferencestoexplainpeople’sbehavior.17. Intheretrievalstageoftheperceptionprocess,apersonrecallsinformationaboutpastevents.18. Inthejudgmentstageoftheperceptionprocessapersonaggregatesandweightsinformationtoarriveatanoverallconclusion.19. Theinterpretationstageisthefinalstageintheperceptionprocess.20. Allpeoplefollowthesamestagesofperception.ShortAnswerQuestions1. ____________________istheprocessbywhichpeoplenoticeandmakesenseofinformationfromtheenvironment.Answer:Perception 2. Thestageintheperceptionprocessthatinvolvesnoticingsomeoftheinformationavailableandfilteringouttherestis____________________.Answer:Attention 3. Thestageintheperceptionprocessthatinvolvessortinginformationbyusingaframeofreferenceis____________________.Answer:Organization 4. Whenpeopleusethe____________________mechanismfororganizingstimuli,theytendtoperceiveincompletedatainawhole,completeform.Answer:Closure 5. Whenpeopleperceivesensorydatainacontinuouspattern,theyareusingthe____________________mechanismfororganizingstimuli.Answer:Continuity 6. ____________________iswhenstimuliareneareachotherandpeopleperceivethemasbeingrelated.Answer:Proximity 7. Whenstimuliarealikeinsomewaypeopletendtogroupthem.Thismechanismfororganizingstimuliisknownas____________________.Answer:Similarity 8. ____________________isamechanismfororganizingstimuliwherepeopletendtoperceivethesensorydatatheyaremostattentivetoasstandingoutagainstthebackgroundofothersensorydata.Answer:Figure-ground 9. Acognitivestructureinwhichrelateditemsofinformationaregroupedtogetherisknownas____________________.Answer:Schema 10. A____________________isaschemathatdescribesasequenceofactions.Answer:Script 11. A____________________isaschemathatsummarizeswhatwehavelearnedaboutcategoriesofpeopleorobjects.Answer:Prototypes Chapter4SourcesofMotivationTrue/FalseQuestions1. Contenttheoriesemphasizetheneedsthatmotivatepeople.2. Basicneedscreateinternaltensionthatwillmotivatepositivebehaviorstofulfilltheneeds.3. Basicneedscreateinternaltensionthatwillmotivebehaviortofulfilltheneeds. 4. Intrinsicrewardsarethepersonalsatisfactionsapersonreceiveswhileperformingaparticularaction.5. Extrinsicrewardsaregivenbyanotherpersonasaresultoftheemployee’sperformingaparticularactionsuchascompletionofatask.6. Extrinsicrewardsarethepersonalsatisfactionsapersonreceiveswhileperformingaparticularaction.7. Intrinsicrewardsaregivenbyanotherpersonasaresultoftheemployee’sperformingaparticularactionsuchascompletionofatask.8. Amanagermightgiveanextrinsicrewardbyrecommendingpromotionorpayincreaseforanemployeewhoperformswell.9. Whenanemployeefeelsasenseofaccomplishmentforcompletionofatask,theyarereceivinganintrinsicreward.10. Scientificmanagementisanexampleofthetraditionalapproachtomotivation.ShortAnswerQuestions1. ___________________aremotivationtheoriesthatemphasizetheneedsthatmotivatepeople.Answer:Contenttheories 2. ___________________referstotheforceseitherwithinorexternaltoapersonthatenergize,direct,andmaintainbehavior.Answer:Motivation 3. ___________________arethesatisfactionsapersonreceiveswhileperformingaparticularaction.Answer:Intrinsicrewards 4. ___________________aregivenbyanotherpersonasaresultoftheemployee’sperformingaparticularactionsuchascompletionofatask.Answer:Extrinsicrewards 5. The___________________tomotivationemphasizesincreasingtheefficiencyofanemployee’sjobandprovidingeconomicrewardsforhighperformance.Answer:Traditionalapproach 6. The___________________tomotivationemphasizesthatnoneconomicrewardsaremoreimportantthanmoneyasamotivatorofworkbehavior.Answer:Humanrelationsapproach 7. The___________________tomotivationsuggeststhatemployeesarecomplexandmotivatedbymanyfactors.Answer:Humanresourcesapproach 8. ___________________areacontemporaryapproachtomotivationandstresstheanalysisofunderlyinghumanneeds.Answer:Contenttheories 9. Amotivationtheorythatproposesthathumansaremotivatedbymultipleneedsandthattheseneedsvaryinimportanceisthe___________________.Answer:Hierarchyofneeds 10. ___________________needsarethemostbasichumanneedsincludingfoodwaterandsex.Answer:Physiological EssayQuestions1. Identifyandexplainthefourfoundationsofmotivation.Answer:• Traditionalapproach—emphasizesexternalfactorsonmotivationwherepeopleworkforthemoney;alsoknownastheeconomicman.• Humanrelationsapproach—emphasizesthenoneconomicrewardsovermoney;theideaofthesocialman.• Humanresourceapproach—combinestheeconomicandsocialmanandviewsthepersonasawhole.• Contemporaryapproach—focusisonthethreedifferenttheoriesofmotivation:content(satisfyunderlyingneeds),process(thoughtprocessesthatinfluencebehavior)andreinforcementtheories.2. DescribeMaslow’shierarchyofneedsandtheERGtheory.Howarethesetwotheoriessimilarandhowaretheydifferent?Answer:• Maslowhasfiveneedsthatmotivateindividuals.Thosefiveinorderoflowesttohighestare:physiological,safety,social,esteem,andself-actualization.• ERGhasthreecategories:existence,relatedness,growth.• MaslowandERGaresimilarinthatanunsatisfiedneedmotivates,existenceisthecombinationofphysiologicalandsafetyandgrowtharethecombinationofesteemandself-actualization.• MaslowandERGdifferinthatwithMaslowthemovementonthehierarchyismorerigidthantheERG.3. Whatistheacquiredneedstheory?Whichneedappearstopredictentrepreneurs?Answer:• Acquiredneedstheoryproposesthatcertaintypesofneedsareacquiredduringanindividual’slifetime.Aswithallcontenttheories,anunsatisfiedneedmotivates.• Needforachievement—thedesiretoaccomplishsomethingdifficult,attainahighstandardofsuccess,mastercomplextasks,andsurpassothers.• Needforaffiliation—thedesiretoformclosepersonalrelationships.• Needforpower—thedesiretoinfluenceorcontrolothers.• Highneedforachievementappearstopredictentrepreneurs.4. Whatisthetwo-factortheory?HowdoesitdifferfromMaslow’shierarchyofneeds?Answer:• Theworkcharacteristicsassociatedwithdissatisfaction(hygienefactors)areverydifferentfromthosepertainingtosatisfaction(motivators).Inotherwords,oncehygienefactorsarenolongerasourceofdissatisfaction,theemployeeisstillnotmotivated.Tomotivate,motivatorsmustbeaddedoncetheemployeeisneitherdissatisfiednorsatisfied.• Hygienefactorsarejobcontextfactorslikeworkingconditions,pay,companypolicies,andcoworkers.• Motivatorsarejobcontentfactorslikechallengingwork,recognition,andresponsibility.• ThedifferencebetweenMaslowandtwo-factoristhestatewhereanemployeeisneitherdissatisfiednorsatisfied.5. Identifyandexplainthefourjobdesignapproaches.Whichapproachprovidestheopportunityforhigherjobsatisfaction?Answer:Thefourapproachesaremotivational,mechanistic,biological,andperceptual-motor.Useexhibit5.6page177toassistingrading• Motivational—usejobcharacteristicsmodelindicatingwherejobsaredesigntoincreasethequalityofemployees’workexperience(satisfaction)andproductivity.• Mechanistic—ajob-designapproachthatemphasizesthesimplestwaytoperformajobtomaximizeefficient(assemblyline).• Biological—job-designthatfocusonindividuals’physicalcapabilitiesandlimitations(ergonomics).• Perceptual-motor—focusesontheindividual’smentalcapabilitiesandlimitationswherethejobdoesnotexceedhumans’mentalcapabilities.Likeairtrafficcontrollers.• Motivationalprovidestheopportunityforhigherjobsatisfaction.Chapter5MotivationProcessesTrue/FalseQuestions1. Processtheoriesexplainhowemployeesaremotivated.2. Contenttheoriesexplainwhatmotivatesemployees.3. Contenttheoriesexplainhowemployeesaremotivated.4. Processtheoriesexplainwhatmotivatesemployees.5. Accordingtotheequitytheory,employeeswillbesatisfiediftheyperceivetheirrewardsasequaltowhatothersreceiveforsimilarcontributions.6. Inequitycanbeperceivedboththroughoverpaymentandunderpaymentincomparisonwithothers. 7. Theonlymethodsforreducingperceivedinequityarechanginginputsand/orchangingoutcomes.8. Employeetheftisanexampleofemployeeresponsetoperceivedunfairproceduraljustice.9. Expectancytheoryisconcernedwithidentifyingtypesofneeds.10. Expectancytheoryisconcernedwithunderstandingthethinkingprocessthatindividualsusetoachieverewards.EssayQuestions1. Whatisequitytheory?Explainfourcommonmethodsforreducingperceivedinequity.Answer:Aprocesstheorythatfocusesontheindividual’sperceptionofhowtheyweretreatedincomparisontoothers.Thefourcommonmethodsare• Changeinputs—increaseordecreaseeffort• Changeoutcomes—requestmorebasedonwhatothersreceive• Distortperceptions—oftheinput-outputratio• Leavethejob2. Whatistheexpectancytheory?Explainthethreemajorelementsoftheexpectancytheory.Answer:Aprocesstheorythatdependsonindividual’sexpectationsabouttheabilitytoperformtasksandreceivedesiredrewards.Themajorelementsaretheefforttoperformance,performancetooutcome,andvalence.Efforttoperformanceisajudgmentastowhetherputtingeffortintoagiventaskwillleadtohighperformance.Performancetooutcomeinvolveswhethersuccessfulperformanceofataskwillleadtothedesiredoutcomes.Valenceisthevalueoftherewardtotheindividual.Iftheindividualdoesn’tbelieveanyofthreewillhappen,theresultislowmotivation.3. Identifyandexplainthefourtypesofreinforcement.Answer:thefourtypesofreinforcementare:• Positivereinforcement—providesomethingofvalueincreaseslikelihoodthatthebehaviorisrepeated.• Avoidancelearning(negative)—personavoidssomethingunpleasantwhichincreaseoddthatthebehaviorwillberepeated.• Punishment—impositionofsomethingunpleasantonanoutcomethereforedecreasingtheoddsofthatbehaviorbeingrepeated.• Extinction—withdrawofpositivereinforcementwhichdecreasestheoddsofthatbehaviorappearingagain.4. Identifyandexplainfourcharacteristicsofeffectivegoals?Answer:Utilizeexhibit6.6p.206toassistinyourgrading.Thefollowingsixcharacteristicsarelisted:arespecificandmeasurable,areacceptedandendorsed,arelinkedtorewards,relatetoadefinedtimeperiod,arechallengingandrealistic,andarefocusedonkeyresultareas.5. Identifyandexplainthefiveitemsalongthecontinuumofempowermentandprovideanexampleforeachitem.Answer:Utilizeexhibit6.12p.218toassistyourgrading.Thefiveitemsalongthecontinuumwithanexampleofeachare:• Havenodecisiondiscretion(staffmeetings).• Giveinput(suggestionbox).• Participateindecisions(qualitycircles).• Makedecisions(taskforce).• Areresponsiblefordecisionprocessandstrategy(self-management).Chapter7TheStructureandBehaviorofGroupsTrue/FalseQuestions 1. PassivemembershipinanorganizationsuchastheAmericanAutomobileAssociationisanexampleofanorganizationalbehaviorgroup.2. Groupshavethepotentialtomeettheirindividuals’socialneeds.3. Thereasonsforestablishingagroupinfluencetheformthegrouptakes.4. Departments,teams,anddivisionsareexamplesofaformalgroup.5. Onepersoninagroupcanhavesuccessindependentlyofthecontributionsoftheothergroupmembers.6. Acommitteeestablishedtodefinedisasterplansintheeventofanemergencyisanexampleofataskgroup.7. Informalgroupshavenoinfluenceonachievementoforganizationalobjectives.8. Thephrase“keepingupwiththeJones’s”describesareferencegroup.9. Groupdevelopmentoccursinstagesofspecificintensityorlength.10. Thefirststageingroupdevelopmentistheformingstage.EssayQuestions1. Identifyanddiscussthestagesofgroupdevelopment.Answer:Therearefivestagesofgroupdevelopment.• Forming—groupbeginsandthereisalevelofuncertainty• Storming—conflictoverdirection• Norming—conflictresolutionandgenerationofteamspirit• Performing–collaborationandgoalachievement• Adjourning—endofgroup2. Whataretaskandmaintenancerolesandwhatvaluedotheyhaveforagroup.Providetwoexampleofeachinyourdiscussion.Answer:taskrolesallowthegrouptodefineandpursueagroupobjective.Maintenancerolesinvolvebuildingandsustainingpositiverelationshipsamonggroupmembers.Foragrouptobeeffective,membersinthegroupmustplaybothtaskandmaintenanceroles.Seepage241,exhibit7.4toassistingradingtheexamplesofeachrole.3. Identifyfourfactorsthatinfluencegroupperformance.Besuretoofferacompleteexplanationabouteachfactor.Answer:Therearesevenfactorsthatinfluencegroupperformance.Useexhibit7.9page252toassistingradingofthisquestion.Ingeneralthesevenfactorsare:a. Sizeb. Compositionc. Resourcesd. Taskse. Normsf. Cohesivenessg. Rewards4. Whatissocialloafingandhowmightitbecontrolled?Answer:socialloafingisthetendencyofgroupmemberstoreducetheireffortsasthesizeofthegroupincreases.Waystocontrolitare(1)keepgroupssmallsomemberscanbeheldaccountableforthebehavior,and(2)measureindividualaswellasgroupoutput. 5. Discusstheinfluencenormsandcohesivenesshasongroupperformance.Answer:therearetwotypesofperformancenorms:highandlow.Highperformancenormsmeansthegroupfavorsqualityworkandoutputinrelationshiptotheorganization.Lowperformancenormsmeansthegroupismoreinterestedinsatisfyingtheirneedsovertheneedsoftheorganization.Highcohesivenessishowmuchdesiremembershavetoremainpartofthegroup.Chapter9LeadershipinOrganizationsTrue/FalseQuestions1. Leadershipismultidirectionalandnoncoercive.2. Thepeopleinvolvedinaleadershiprelationshipwantchangesandtheleaderdictatesthesechanges.3. Thesamequalitiesthatmakeaneffectiveleadermakeaneffectivefollower.4. Allgoodleadersaremanagers. 5. Amajordifferencebetweenaleaderandamanageristheirsourcesofpower.6. Thepowerofaleadercomesfromtheformalauthoritygrantedwithintheorganizationstructure.7. Thepowerofamanagercomesfromtheformalauthoritygrantedwithintheorganizationstructure.8. Thepowerofamanagercomesfrompersonalsourcesthatarenotinvestedintheorganization.MultipleChoiceQuestions1. Thescientificstudyofleadershipa. beganearlyinthe19thcentury.b. recentlybeganwithresearchersstudyingthesuccessofPhilJacksonintheNBA.c. isfairlyrecent,beginningintheearly21stcentury.d. isfairlyrecent,beginningintheearly20thcentury.Answer:d Level:1 2. Leadershipisa. apersonwhothinksindependently,iscapableofself-management,andplaysanactiveroleintheorganization.b. thedistinguishingpersonalcharacteristicsofaleader,suchasintelligence,self-confidence,andappearance.c. aninfluencerelationshipamongleadersandfollowerswhointendrealchangesthatreflecttheirsharedpurposes.d. aleaderwhotendstocentralizeauthorityandrelyonformalposition,userewards,andcoerciontoinfluencesubordinates.e. aleaderwhodelegatesauthoritytoothers,encourageparticipation,reliesonsubordinates’knowledgeforcompletionoftasks,anddependsonsubordinateappreciationandrespectforinfluence. Answer:c Level:13. Aninfluencerelationshipamongleadersandfollowerswhointendrealchangesthatreflecttheirsharedpurposesisknownasa. theLPCscale.b. vision.c. consideration.d. leadership.e. theattributiontheoryofleadership.Answer:d Level:1 4. Animportantaspectofleadershipisthata. leadersareleadersandfollowersarefollowers,theyareneverthesameperson.b. leadersaresomehowdifferent,theyareaboveothers.c. lead