EXAM 500476 MANAGE CONFLICT

1.   Marianna tends to take a lot of time to manage   conflict between her employees, focusing a on a win-win solution that   satisfies both parties. Her style of management conflict would be referred to   as 

 A.     collaboration. 

B. interdependence.     

C. accommodation. 

D. competition. 

2.   Enrique is fascinated by the idea of _______   leadership, which is broadly distributed among members of a group,   organization, or society. 

A. authentic 

B. value-based 

 C. shared 

D. collaborative 

3.   Which of the following orientations concerning   ethical leadership involves temperance, humility, and a balanced approach to   issues? 

A. Sustainability 

B. Humane 

C. Moderation 

D. Justice

4.   Reviewing the results of the Ohio State       University study on leadership behavior, Alessandra discovers that the       term consideration refers to 

A. a strong         sense of personal identity. 

B. the extent to which the leader is concerned         with the welfare of the group. 

C. a capacity         to absorb stress. 

D. the         exercise of initiative in social situations. 

5.   According to Bernard Bass, a/an _______ leader       concentrates on arousing or altering the needs of subordinates, rather       than focusing on how their current needs might be met. 

A. values-based         

B. transactional         

 C. transformational 

D. inspirational         

6.   According to James MacGregor Burns, a central       value in the relationship between leaders and followers is 

A. purpose. 

B. power. 

C. potential. 

D. purity. 

7.   The term _______ refers to finding an acceptable       solution to conflict that all parties can minimally accept. 

A. enforcing 

B. compromising         

C. satisficing 

D. bargaining 

8.   The second phase of the negotiation process   typically involves 

A. bargaining. 

B. preparation. 

C. disagreement. 

 D.     presentation. 

9.   One of the characteristics of creative leadership is   _______, which is considered a prerequisite of creativity, innovation, and   forward-thinking action. 

A. optimism 

B. collaboration 

C. audacity 

D. courage 

10.   One of the ways leaders establish and maintain   credibility is through “practicing what they preach.” Kouzes and   Posner describe this “practice” of credibility as 

A. modeling the     way. 

B. stepping into     the unknown. 

C. inspiring a shared vision. 

 D.     integrity matching. 

11.   Roxanne recognizes that by establishing rules that   limit contact between two employees who are in conflict, she can implement a   quick, short-term _______ approach to managing the conflict. 

A. avoidance 

B. behavioral 

C. accommodating 

D. attitudinal 

12.   _______ can be a source of organizational conflict   in the case of workers in different shifts disagreeing about work procedures,   documentation, and organization of the workspace they share. 

 A.     Interdependence 

B. Goal     incompatibility 

C. Resource     allocation 

D. Resource     scarcity 

13.   Creative leaders needs to display _______, which     may be described as a capacity to learn from their experiences, engage in     self-reflection and self-critique, and apply their learning to future     problems. 

A. energy 

B. humility 

C. learning agility 

D. empathy 

14.   Leadership has occurred when 

A. followers     disobey new rules and objectives handed down from top management. 

B. someone tries     to exert power or control over followers. 

 C. a group     has been stimulated to move in a new direction. 

D. somebody takes     charge and decides what to do. 

15.   _______ is a process in which people disagree over   significant issues, therefore creating friction. 

A. Conflict 

B. Competition 

C. Contrast 

D. Interdependence     

16.   After studying the biographies of several world   leaders, Saul realizes that a potential leader must understand a group and   find ways to _______ it. 

A. manipulate 

B. control 

C. command 

 D. energize     

17.   According to Burns, the difference between power   and leadership is that power serves the interests of the power wielder,   whereas leadership serves 

A. the interest of     the leader. 

B. the interests     of the powerless. 

C. the interests     of the followers. 

 D. both the     leader’s interests and those of the follower. 

18.   _______ is a process whereby two or more parties   reach a mutually agreeable arrangement. 

A. Interdependence     

 B.     Negotiation 

C. Competition 

D. Conflict 

19.   The contingency approach to leadership assumes that   

A. different situations require different styles of     leadership. 

B. a leader’s     behavior is more important than his or her traits. 

C. a leader’s     traits are more important than behavior. 

D. courage and     creativity are the most important competencies of leadership. 

20.   According to Bernard Bass, the _______ leader   exchanges rewards for services rendered so as to improve subordinates’ job   performance. 

A. compensatory 

B. performance-oriented     

C. rewards-oriented     

 D.     transactional