Question 1

According to Jane Dutton and Emily Heaphy,high quality relationships are characterized by _______.

Accepted Answer

A)  both parties feeling emotionally connected,energized,and appreciated 
B)  adaptiveness and resilience 
C)  more engagement at work and better performance 
D)  all of the above 
A)  both parties feeling emotionally connected,energized,and appreciated 
B)  adaptiveness and resilience 
C)  more engagement at work and better performance 
D)  all of the above D

Question 2

People who are lower in the organizational hierarchy tend to pay more attention to and develop more complex interpretations of the behavior of people who are higher than they are in the organizational hierarchy.

Accepted Answer

A) True 
 B)False  True

Question 3

The main point of the Situational Leadership model is _____.

Accepted Answer

A)  a manager needs to figure out his/her natural style,and use it consistently across different situations 
B)  a manager needs to figure out his/her natural style,and hire primarily direct reports who will be responsive to that style regardless of the situation 
C)  a manager needs to modify his/her style to fit the characteristics of the situation 
D)  a manager needs to modify his/her style to fit the desires of his/her boss 
A)  a manager needs to figure out his/her natural style,and use it consistently across different situations 
B)  a manager needs to figure out his/her natural style,and hire primarily direct reports who will be responsive to that style regardless of the situation 
C)  a manager needs to modify his/her style to fit the characteristics of the situation 
D)  a manager needs to modify his/her style to fit the desires of his/her boss C

Question 4

People who are energizers in organizations tend to be higher performers.

Accepted Answer

A) True 
 B)False

Question 5

An employee who is interdependent in his/her orientation to authority is likely to view his/her job as a direct report as _____.

Accepted Answer

A)  a team player with the boss,sharing mutual respect and responsibility 
B)  to overly please the boss,even when the boss is incorrect 
C)  to work against the boss 
D)  a and b above 
A)  a team player with the boss,sharing mutual respect and responsibility 
B)  to overly please the boss,even when the boss is incorrect 
C)  to work against the boss 
D)  a and b above

Question 6

The Situational Leadership Model recommends that managers should assess employee readiness by observing _____.

Accepted Answer

A)  how motivated and confident a direct report is to do a particular task 
B)  how technically proficient a direct report is to do a particular task 
C)  whether the direct report has necessary skills and knowledge to do a particular task 
D)  all of the above 
A)  how motivated and confident a direct report is to do a particular task 
B)  how technically proficient a direct report is to do a particular task 
C)  whether the direct report has necessary skills and knowledge to do a particular task 
D)  all of the above

Question 7

People who are empowered commonly share several beliefs. These beliefs include all of the following except _____.

Accepted Answer

A)  The belief that their job is meaningful 
B)  The belief that they are competent at their job 
C)  The belief that someone else will largely regulate their behaviors 
D)  The belief that they can influence the work environment 
A)  The belief that their job is meaningful 
B)  The belief that they are competent at their job 
C)  The belief that someone else will largely regulate their behaviors 
D)  The belief that they can influence the work environment

Question 8

Based on the book,which of the following statements is true?

Accepted Answer

A)  Bad mentoring may be worse than no mentoring at all 
B)  Hill's study found that most new managers relied more on their current bosses than on peers for support 
C)  Psychosocial support refers to the mentor's willingness to provide the protégé with challenging and high-visibility assignments 
D)  None of the above statements is true. 
A)  Bad mentoring may be worse than no mentoring at all 
B)  Hill's study found that most new managers relied more on their current bosses than on peers for support 
C)  Psychosocial support refers to the mentor's willingness to provide the protégé with challenging and high-visibility assignments 
D)  None of the above statements is true.

Question 9

The quality of our relationships with our bosses,direct reports,and peers impacts our _____.

Accepted Answer

A)  work effectiveness 
B)  career success 
C)  personal well-being 
D)  all of the above 
A)  work effectiveness 
B)  career success 
C)  personal well-being 
D)  all of the above

Question 10

Mentors can provide both instrumental and psychosocial support.

Accepted Answer

A) True 
 B)False

Question 11

Our assumptions about authority relations influence ____.

Accepted Answer

A)  whether we believe we can trust authority figures 
B)  whether we feel we can trust ourselves 
C)  whether we can create effective boss-direct report relationships 
D)  all of the above 
A)  whether we believe we can trust authority figures 
B)  whether we feel we can trust ourselves 
C)  whether we can create effective boss-direct report relationships 
D)  all of the above

Question 12

To manage your relationship with your boss effectively,you should _____.

Accepted Answer

A)  assess your orientation toward authority 
B)  assess what your boss needs from you to be successful 
C)  let your boss know what you need to be effective in your job 
D)  all of the above 
A)  assess your orientation toward authority 
B)  assess what your boss needs from you to be successful 
C)  let your boss know what you need to be effective in your job 
D)  all of the above

Question 13

People with lower power in organizations tend to _____.

Accepted Answer

A)  pay more attention to the behavior of people who are higher in the organization 
B)  pay less attention to the behavior of people who are higher in the organization 
C)  develop more complex interpretations of the behavior of people who are higher in the organization 
D)  both a & c 
A)  pay more attention to the behavior of people who are higher in the organization 
B)  pay less attention to the behavior of people who are higher in the organization 
C)  develop more complex interpretations of the behavior of people who are higher in the organization 
D)  both a & c

Question 14

According to the Situational Leadership model,an effective manager should treat all direct reports the same to assure that they feel treated fairly.

Accepted Answer

A) True 
 B)False

Question 15

Researcher Jane Dutton and her colleagues found that organizations that create a "cascade of collective compassion" to help those in need are able to do the following:

Accepted Answer

A)  provide the scope of resources needed (the breadth and variety of resources) 
B)  provide customization of needed resources (attention to the unique needs of individuals) 
C)  act quickly to provide necessary support 
D)  all of the above 
A)  provide the scope of resources needed (the breadth and variety of resources) 
B)  provide customization of needed resources (attention to the unique needs of individuals) 
C)  act quickly to provide necessary support 
D)  all of the above

Question 16

Self-awareness can lessen your chances of blindly conforming to authority and going against your conscience.

Accepted Answer

A) True 
 B)False

Question 17

Cognitive complexity enables leaders to _____.

Accepted Answer

A)  make their leadership style more consistent across situations 
B)  adjust their leadership style to fit the situation 
C)  use covert control more efficiently 
D)  control employees more closely 
A)  make their leadership style more consistent across situations 
B)  adjust their leadership style to fit the situation 
C)  use covert control more efficiently 
D)  control employees more closely

Question 18

The National Transportation Safety Board concluded that up to _____% of all plane crashes are caused by dysfunctional obedience to authority.

Accepted Answer

A)  5% 
B)  15% 
C)  25% 
D)  65% 
A)  5% 
B)  15% 
C)  25% 
D)  65%

Question 19

Networking skills are part of your personality,and are very difficult to change without long-term,professional help.

Accepted Answer

A) True 
 B)False

Question 20

According to the textbook,_____.

Accepted Answer

A)  people at lower,middle,and upper hierarchical levels all have power 
B)  people at middle levels of the hierarchy have very little power because they are caught between the lower and upper levels 
C)  people at lower,middle,and upper hierarchical levels have similar kinds of power 
D)  none of the above 
A)  people at lower,middle,and upper hierarchical levels all have power 
B)  people at middle levels of the hierarchy have very little power because they are caught between the lower and upper levels 
C)  people at lower,middle,and upper hierarchical levels have similar kinds of power 
D)  none of the above

According to Jane Dutton and Emily Heaphy,high quality relationships are characterized by _______.

People who are lower in the organizational hierarchy tend to pay more attention to and develop more complex interpretations of the behavior of people who are higher than they are in the organizational hierarchy.

The main point of the Situational Leadership model is _____.

People who are energizers in organizations tend to be higher performers.

An employee who is interdependent in his/her orientation to authority is likely to view his/her job as a direct report as _____.

The Situational Leadership Model recommends that managers should assess employee readiness by observing _____.

People who are empowered commonly share several beliefs. These beliefs include all of the following except _____.

Based on the book,which of the following statements is true?

The quality of our relationships with our bosses,direct reports,and peers impacts our _____.

Mentors can provide both instrumental and psychosocial support.

Our assumptions about authority relations influence ____.

To manage your relationship with your boss effectively,you should _____.

People with lower power in organizations tend to _____.

According to the Situational Leadership model,an effective manager should treat all direct reports the same to assure that they feel treated fairly.

Researcher Jane Dutton and her colleagues found that organizations that create a "cascade of collective compassion" to help those in need are able to do the following:

Self-awareness can lessen your chances of blindly conforming to authority and going against your conscience.

Cognitive complexity enables leaders to _____.

The National Transportation Safety Board concluded that up to _____% of all plane crashes are caused by dysfunctional obedience to authority.

Networking skills are part of your personality,and are very difficult to change without long-term,professional help.

According to the textbook,_____.

What Predicts Success

Developing Self-Awareness

Building Trust

Communicating Effectively

Gaining and Using Sustainable, Ethical Power and Influence

Managing Cultural Diversity

Creating High-Performing Teams

Diverse Teams and Virtual Teams: Managing Differences and Distances

Crafting a Life: Your Guide to the Good Life

Filters

Exam 6: Managing Relationships With Your Direct Reports, bosses, and Peers

According to Jane Dutton and Emily Heaphy,high quality relationships are characterized by _______.

People who are lower in the organizational hierarchy tend to pay more attention to and develop more complex interpretations of the behavior of people who are higher than they are in the organizational hierarchy.

The main point of the Situational Leadership model is _____.

People who are energizers in organizations tend to be higher performers.

An employee who is interdependent in his/her orientation to authority is likely to view his/her job as a direct report as _____.

The Situational Leadership Model recommends that managers should assess employee readiness by observing _____.

People who are empowered commonly share several beliefs. These beliefs include all of the following except _____.

Based on the book,which of the following statements is true?

The quality of our relationships with our bosses,direct reports,and peers impacts our _____.

Mentors can provide both instrumental and psychosocial support.

Our assumptions about authority relations influence ____.

To manage your relationship with your boss effectively,you should _____.

People with lower power in organizations tend to _____.

According to the Situational Leadership model,an effective manager should treat all direct reports the same to assure that they feel treated fairly.

Researcher Jane Dutton and her colleagues found that organizations that create a "cascade of collective compassion" to help those in need are able to do the following:

Self-awareness can lessen your chances of blindly conforming to authority and going against your conscience.

Cognitive complexity enables leaders to _____.

The National Transportation Safety Board concluded that up to _____% of all plane crashes are caused by dysfunctional obedience to authority.

Networking skills are part of your personality,and are very difficult to change without long-term,professional help.

According to the textbook,_____.

What Predicts Success

Developing Self-Awareness

Building Trust

Communicating Effectively

Gaining and Using Sustainable, Ethical Power and Influence

Managing Cultural Diversity

Creating High-Performing Teams

Diverse Teams and Virtual Teams: Managing Differences and Distances

Crafting a Life: Your Guide to the Good Life

Filters