MGMT 3001 Exam 3 Questions and Answers Latest Update 2025-2026
This early theory explained leadership by examining the traits and characteristics of individuals
considered to be historically great leaders - Answers Great Man Theory
Two basic behavior patterns which form the basis of a number of leadership theories - Answers
1.) Task-oriented behavior ("initiating structure")
2.) Relations-oriented behavior ("consideration")
This kind of primary leadership behavior is characterized by:
(1) short-term planning
(2) clarifying roles and objectives
(3) monitoring operations and performance - Answers Task-oriented behavior ("initiating
structure")
This kind of primary leadership behavior is characterized by:
(1) supporting subordinates
(2) developing subordinates
(3) recognizing work - Answers Relations-oriented behavior ("consideration")
On the Blake/Mouton Leadership/Management Grid, a leader who has little concern for people
(low relationship orientation) and high concern for production (task orientation) is labeled as
________. - Answers Authority-Compliance/Authoritarian
Power based on the formal position that an individual holds in an organization - the perception
that someone has the right to influence behavior by the nature of his or her organizational
position - Answers legitimate power
Power derived from having personal attributes that others desire, including expertise,
attractiveness, effort, and legitimacy - Answers personal power
Power gained from the networks to which an individual belongs, the people in those networks,
and the strength of the relationships within the networks - Answers relational power
_____ is the most desired reaction to the exercise of power, while _____ is the least desired
reaction. - Answers Commitment; Resistance
A phenomenon that exists when a party is more dependent on a business partner than a
business partner is on that party - Answers Dependence asymmetry
- the greater the asymmetry of dependence, the greater power one party has over the other
,The theory that individuals make decisions based on a rational thought process that optimizes
self-interest — i.e., maximizes expected utility - Answers the theory of rational choice
The act of choosing a solution that is good enough - Answers satisficing
Typical decision-making circumstances characterized by conditions of uncertainty and risk, and
where the optimal decision is not clear or obvious - Answers ambiguity
Decision-making process in which insights are tapped through intuition and are not always fully
understood by the decision maker - Answers intuitive decision making
Like Thomas Green, you're having serious problems with your boss. And you realize that in order
to turn your situation around, you likely will have to overcome your boss's ____, in which he will
look for information that confirms the decision and conclusion he's already reached about you
long before he considers any disconfirming information about your improved job performance
and attitude. - Answers Confirmation bias
Conflict that occurs between two or more groups, caused by
- group loyalty that exaggerates group differences
- competition or scarce resources
- stereotyping the other group as "the enemy" - Answers Intergroup conflict
Conflict in which individuals attack each other's personalities through criticism, threats, and
insults - Answers Affective conflict
Extreme consensus in a group during a decision-making process due to:
- lack of c-type conflict and overestimation of the group's opinion
- close-mindedness
- pressures toward uniformity - Answers Group think
Conflict that results from disagreements over the substance of the team's work-related issues
such as meeting schedules, work assignments, processes, or the task itself - Answers Cognitive
conflict
Process for creating cognitive conflict by:
1. Generating a potential solution
2. Assign an advocate to criticize and question
3. Present the critique of the solution to key decision makers
, 4. Gather additional information
5. Decide whether to use, change, or not use the originally proposed solution - Answers Devil's
Advocacy
- shared leadership roles
- individual and mutual accountability
- purpose is specific to the group
- characterized by complex and interdependent tasks
- collective work products
- open-ended discussions and problem solving encouraged - Answers A Team (Characteristics
of a team)
Teams that determine their own objectives and the methods by which to achieve them -
Answers Self-directed (autonomous) teams
Teams composed of employees from about the same hierarchical level but from several
different departments in the organization, with a more senior manager as team leader - Answers
Manager-led horizontal teams
Stage of team development that occurs when team members uncover ways to create new
standards that encourage more collaborative behavior - Answers Norming stage
The stage that occurs when team members adopt and play roles that enhance the activities of
the group - Answers Performing stage
Rewards external to the job — include pay, promotions, status, position, fringe benefits, job
security - Answers Extrinsic rewards
Rewards derived from doing the job itself — include interesting and challenging work, self-
direction and responsibility, autonomy, variety, opportunities to use one's skills and abilities, and
sufficient feedback regarding one's efforts - Answers Intrinsic rewards
According to Daniel Pink, ___ rewards only improve performance for the most rudimentary,
repetitive, left-brain tasks. Such rewards do not improve, and may in fact retard, performance for
right-brain, creative, innovative, problem-solving, critical-thinking type tasks - Answers Extrinsic
rewards
The theory that individuals are motivated by three primary needs:
1. Existence (basic physical needs)
2. Relatedness (connection with others)
This early theory explained leadership by examining the traits and characteristics of individuals
considered to be historically great leaders - Answers Great Man Theory
Two basic behavior patterns which form the basis of a number of leadership theories - Answers
1.) Task-oriented behavior ("initiating structure")
2.) Relations-oriented behavior ("consideration")
This kind of primary leadership behavior is characterized by:
(1) short-term planning
(2) clarifying roles and objectives
(3) monitoring operations and performance - Answers Task-oriented behavior ("initiating
structure")
This kind of primary leadership behavior is characterized by:
(1) supporting subordinates
(2) developing subordinates
(3) recognizing work - Answers Relations-oriented behavior ("consideration")
On the Blake/Mouton Leadership/Management Grid, a leader who has little concern for people
(low relationship orientation) and high concern for production (task orientation) is labeled as
________. - Answers Authority-Compliance/Authoritarian
Power based on the formal position that an individual holds in an organization - the perception
that someone has the right to influence behavior by the nature of his or her organizational
position - Answers legitimate power
Power derived from having personal attributes that others desire, including expertise,
attractiveness, effort, and legitimacy - Answers personal power
Power gained from the networks to which an individual belongs, the people in those networks,
and the strength of the relationships within the networks - Answers relational power
_____ is the most desired reaction to the exercise of power, while _____ is the least desired
reaction. - Answers Commitment; Resistance
A phenomenon that exists when a party is more dependent on a business partner than a
business partner is on that party - Answers Dependence asymmetry
- the greater the asymmetry of dependence, the greater power one party has over the other
,The theory that individuals make decisions based on a rational thought process that optimizes
self-interest — i.e., maximizes expected utility - Answers the theory of rational choice
The act of choosing a solution that is good enough - Answers satisficing
Typical decision-making circumstances characterized by conditions of uncertainty and risk, and
where the optimal decision is not clear or obvious - Answers ambiguity
Decision-making process in which insights are tapped through intuition and are not always fully
understood by the decision maker - Answers intuitive decision making
Like Thomas Green, you're having serious problems with your boss. And you realize that in order
to turn your situation around, you likely will have to overcome your boss's ____, in which he will
look for information that confirms the decision and conclusion he's already reached about you
long before he considers any disconfirming information about your improved job performance
and attitude. - Answers Confirmation bias
Conflict that occurs between two or more groups, caused by
- group loyalty that exaggerates group differences
- competition or scarce resources
- stereotyping the other group as "the enemy" - Answers Intergroup conflict
Conflict in which individuals attack each other's personalities through criticism, threats, and
insults - Answers Affective conflict
Extreme consensus in a group during a decision-making process due to:
- lack of c-type conflict and overestimation of the group's opinion
- close-mindedness
- pressures toward uniformity - Answers Group think
Conflict that results from disagreements over the substance of the team's work-related issues
such as meeting schedules, work assignments, processes, or the task itself - Answers Cognitive
conflict
Process for creating cognitive conflict by:
1. Generating a potential solution
2. Assign an advocate to criticize and question
3. Present the critique of the solution to key decision makers
, 4. Gather additional information
5. Decide whether to use, change, or not use the originally proposed solution - Answers Devil's
Advocacy
- shared leadership roles
- individual and mutual accountability
- purpose is specific to the group
- characterized by complex and interdependent tasks
- collective work products
- open-ended discussions and problem solving encouraged - Answers A Team (Characteristics
of a team)
Teams that determine their own objectives and the methods by which to achieve them -
Answers Self-directed (autonomous) teams
Teams composed of employees from about the same hierarchical level but from several
different departments in the organization, with a more senior manager as team leader - Answers
Manager-led horizontal teams
Stage of team development that occurs when team members uncover ways to create new
standards that encourage more collaborative behavior - Answers Norming stage
The stage that occurs when team members adopt and play roles that enhance the activities of
the group - Answers Performing stage
Rewards external to the job — include pay, promotions, status, position, fringe benefits, job
security - Answers Extrinsic rewards
Rewards derived from doing the job itself — include interesting and challenging work, self-
direction and responsibility, autonomy, variety, opportunities to use one's skills and abilities, and
sufficient feedback regarding one's efforts - Answers Intrinsic rewards
According to Daniel Pink, ___ rewards only improve performance for the most rudimentary,
repetitive, left-brain tasks. Such rewards do not improve, and may in fact retard, performance for
right-brain, creative, innovative, problem-solving, critical-thinking type tasks - Answers Extrinsic
rewards
The theory that individuals are motivated by three primary needs:
1. Existence (basic physical needs)
2. Relatedness (connection with others)
