John has found that delegating tasks allows him to  manage his own workload and stress. What other  potential benefit does delegation offer John?

Which one of the following is not one of the benefits of  delegation?

Delegation affects employees in all of the following ways  except-------

This term refers to the process of delegating unpleasant, difficult  and unmanageable task to subordinates.

Leaders should generally not delegate which type of tasks  or decisions?

Which one of the following is not one of the typical excuses  managers use for not delegating?

Which one of the following distinguishes teams from groups?

Teams have all the following characteristics, except:

As compared to groups where leadership is  leadership is  ---------in teams

leadership is ----------.

The XYZ team manages its own work, has members with different expertise,  shares leadership, and has power to implement its own decisions while it  coordinates activities with other teams.  Based on this description, the XYZ team  is:

Which is not an aspect of building trust within self-managed  work teams?

Robert wants to increase the trust among his team members.  What  should he do?

Self-leadership is similar to which of the other theories of  leadership?

Which one of the following is not one of the strategies for the development of self-  leaders?

Most modern leadership and management theories address employee  participation.

Participation is on a continuum from traditional organizational to  team-based organizations.

The concept of participation is a relatively new idea in leadership and  management.

Most organizations use a combination of traditional structures and  teams.

Companies either use teams or they don’t.

1.  Self-managed teams are different from other teams in that they  share leaders and are not accountable to an outside manager.

Self-leadership relies on receiving feedback and rewards from others  outside of the team.

Self-leaders set up substitutes that reduce their  dependence on the leader.

1.  Self-leaders ask questions rather than provide  answers.

--and -- are two major categories of forces that  drive organizational change.

Because many more women were working outside the home, CEO Andrea  Jung of Avon changed the organization’s marketing and distribution  strategies. The driving force for this change is best described as?

Jet Blue was one of the first airlines to install reinforced doors to their planes’  cockpits in response to the terrorist attacks of 2001. This is an example of what  type of force for change?

The FBI (Federal Bureau of Investigations) faces a gap between actual and desired  performance. This is an example of  force for change.

In ------- cultures, organizational change can be perceived as a threat.

   is change that occurs when leaders or followers make a conscious  effort to changes in response to a specific pressure or problem.

_________is change that occurs randomly and suddenly without the specific intention of addressing a problem.

___________is change that is the result of specific and conscious actions by

leaders or followers to change the organization.

_______is change that is rapid and dramatic.

3M implemented the Six Sigma, a process that relies on precision, consistency  and repetition, which transformed the organization’s culture very rapidly. Which  type of change best represents the 3M transformation?

When facing unplanned and revolutionary change_______, and _____ leadership may become more central.

Kurt Lewin’s model of change included both ____and_____ of change.

Kurt Lewin’s framework included _______stages for change.

Preparing people in understanding the need for change describes the  stage of Kurt Lewin’s model for change.

___________refers to the process of providing support to assure the change becomes permanent.

The leader’s role in the first stage of change is to:

In the last stage of change the leader’s role is to:

Which is not one of the key characteristics of Lewin’s model for change?

The process of planned change includes _______ steps.

Organizational members identify a gap between current and desired performance.  This illustrates which stage of the planned change process?

Whereas _________ change helps leaders chart the course for change,  _______change is  frequently sudden and unpredictable.

Which is not a likely cause of unplanned change?

All of the following are general causes that explain resistance to change except:

The primary organizational cause for resistance is due to__________ .

Ford has a rigid hierarchical pecking order that discourages sharing ideas and well-  established leadership-training practices. Which cause of organizational resistance to  change does this illustrate?

Which is not an individual factor causing resistance to change?

Individuals from __________ cultures tend to be more comfortable with organizational  change.

People who have faced a job loss or have been through other painful organizational  changes in the past are examples of which category of individual cause for resistance  to change?

Relies on fear, threats and punishment to push through resistance.

Vision, persuasion, and story telling are types of  ___________tools that deal with resistance  to change.

The text identifies all of the following except ___________  as potential power tools to overcome resistance to change.

   ____________is the ability to link or combine ideas in novel ways

____________and _________ are often terms used to describe creativity.

All of the following processes are recommended for leaders to help their

followersbe morecreative except:

Which is not one of the key elements of a learning organization?

describes the process of continually clarifying and developing personal

visionsand goals,and expanding skillssetsandlevels ofproficiency.

Understanding the inter-relations and the invisible and visible bonds  that connect people inside and outside the organization is commonly  referred to as:

All of the following are considered organizational learning  disabilities except:

Organizational change is rarely resisted by organizational members.

Internal forces for change closely follow external forces.

Change that is sudden and drastic is less likely to cause stress and  panic.

When facing unplanned and revolutionary change, charismatic and  transformational leadership may become more central.

When the forces that resist change are larger than the forces that drive change,  leaders can overcome inertia and implement changes.

Unfreezing is likely to be easier when forces for change are strong and  organizational leaders are aware of them.

Most organizations focus too much attention on the refreezing stage of change.

Unplanned change falls in the domain of crisis management.

Change is one of the main causes of stress in our lives.

There are three general categories of causes to change resistance:  organizational, group, and individual causes.

A person’s culture may play a factor in the individual’s resistance  to change.

Coercion can be used to deal with resistance to change when there is  no time and nothing else works.

Practices of exemplary leadership include creating a shared vision  and role modeling.

___________is an ongoing, dynamic, long-term change or evolution that occurs because of various learning experiences.

________is defined as the ‘expansion of a person’s capacity to be effective in leadership roles and processes.’

Whereas   ____ ____  is the expansion of a person’s capacity to be  effective in leadership roles,  ___________  _  focuses on an organization’s

capacity to get the work done through its many leaders.

Managerial, leader, leadership, and executive development differ in  terms of their focus on  ______________    and the    ________________  .

targets developing leadership for the organization and frequently  highly individualized in nature.

involves a relatively permanent increase or change in behavior,  knowledge, or skill that comes about because of some experience.

A willingness to learn requires both:

All of the following elements make up the core of learning except:

Rachel has recently been promoted to ‘team leader’ in the production  department. Part of her job is to build models of the mechanical parts her  team will use during the next shift. She is frustrated by her below-standard  performance. She has asked for help and has observed others doing the  task, but still she is slowing down production. This example reflects:

refers to leader development programs that focus on information about  content of leadership and fundamental concepts such as communication,  feedback, and contingent rewards.

programs focus on self-awareness and understanding of strengths  and weakness as well as getting in touch with personal values.

focuses on the application of knowledge which included topics such  as planning, goal setting, and monitoring.

development programs focus on expanding abilities to think in novel and  innovative ways.

provide(s) participants with information about their strengths,  weaknesses, and information about where they stand in regards to  the goals of the leadership program.

satisfies nearly all criteria for effective development.

Whereas  __________________  involves providing individualized and  constructive feedback on someone’s performance while focusing on future  improvement,  __________________provides individualized attention with a feedback and future orientation, but tends to be less task specific.

360-degree feedback activities are typically part of:

All are factors that contribute to the success of 360-degree feedback  programs except:

360-degree feedback typically includes assessment of the  leader from all except:

Ingersoll-Rand, the global industrial manufacturing company, recently  created a partnership with Indiana University to offer a customized MBA  program for its executives. The likely method of leader development is:

Leader development focuses on an organization’s capability to get  the work done through its many leaders.

Leadership development focuses on the individual development,  whereas leader development focuses on organizational capabilities.

Managerial, leader, leadership, and executive development differ in  terms of their focus on the person or organization.

For individuals to learn, they must be willing to learn and be  motivated..

Lasting change requires patience and persistence.

Tolerance of mistakes can be an important aspect of an organizational  culture that supports learning.

Personal growth and self-awareness are included in most development  programs.

Using a combination of tools and methods addresses different styles  that reinforce one another.