Organizational Exam

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Last updated 5:52 PM on 4/20/26
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202 Terms

1
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How is motivation defined in an organizational context?

A set of energetic forces originating within and beyond an individual that initiate work-related behavior and determine its form, direction, intensity, and duration.

2
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What are the three components of performance according to the motivation model?

Motivation, Ability, and Environment.

3
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What is the primary difference between extrinsic and intrinsic motivation?

Extrinsic motivation originates outside the individual (e.g., pay), while intrinsic motivation originates internally and is personally rewarding (e.g., fulfillment from the work itself).

4
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According to Cerasoli et al. (2014), what does extrinsic motivation best predict?

The quantity of performance.

5
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According to Cerasoli et al. (2014), what does intrinsic motivation best predict?

The quality of performance.

6
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What are the three needs identified in McClelland's Acquired Needs Theory?

Need for Achievement, Need for Affiliation, and Need for Power.

7
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What are the three core components of Self-Determination Theory (SDT)?

Competence, Relatedness, and Autonomy.

8
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What is the underlying assumption of process-based theories of motivation?

Motivation is a rational process involving analyzing the environment, developing thoughts and feelings about it, and reacting accordingly.

9
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In Equity Theory, what is the comparison ratio used to determine fairness?

The ratio of Outcomes to Inputs for the Person compared to the ratio of Outcomes to Inputs for a Referent Other.

10
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What is an 'Equity Sensitive' individual?

Someone who wants to maintain equitable relationships and feels stress whether they are under-rewarded or over-rewarded.

11
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How do 'Entitleds' differ from 'Benevolents' in Equity Theory?

Entitleds expect substantial compensation for little input, whereas Benevolents are willing to give more without waiting for substantial returns.

12
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What are the three types of Organizational Justice?

Distributive Justice, Procedural Justice, and Interactional Justice.

13
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Define Distributive Justice.

The degree to which the outcomes received from an organization are perceived as fair.

14
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Define Procedural Justice.

The degree to which fair decision-making procedures are used to arrive at a decision.

15
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Define Interactional Justice.

The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.

16
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What are the five core job characteristics in the Job Characteristics Model?

Skill variety, Task identity, Task significance, Autonomy, and Feedback.

17
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What is the formula for calculating the Motivating Potential Score (MPS)?

((Skill Variety + Task Identity + Task Significance) / 3) Autonomy Feedback.

18
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What is the difference between Job Enlargement and Job Enrichment?

Job Enlargement expands an employee's duties, while Job Enrichment increases the level of authority and control over the job.

19
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What is Job Rotation?

A policy where employees perform different assigned job tasks on a set schedule.

20
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What does the Job-Demands Resources (JD-R) model posit?

Motivation and stress result from an imbalance between job demands (stressors) and job resources.

21
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In the JD-R model, what are 'Job Demands'?

Physical, psychological, social, or organizational aspects of a job that require sustained effort and are associated with physiological or psychological costs.

22
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In the JD-R model, what are 'Job Resources'?

Aspects of the job that are functional in achieving work goals or reduce job demands and their associated costs.

23
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Why is it problematic for managers to assume poor performance is always due to a lack of motivation?

Performance is also dependent on ability and environmental factors, not just the desire to perform.

24
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What is the 'Need for Achievement' in McClelland's theory?

The need for success, often characterized by themes of meeting deadlines or coming up with brilliant ideas.

25
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What is the 'Need for Power' in McClelland's theory?

The need for influencing others and controlling the environment to make an impact on the organization.

26
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What is the 'Need for Affiliation' in McClelland's theory?

The need for being liked and accepted by others, characterized by themes of planning to be with friends or family.

27
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What are the four primary ways SMART goals motivate individuals?

They energize, provide direction, provide challenge, and encourage thinking outside the box.

28
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What is 'Goal Commitment' in the context of motivation?

The determination of an individual to reach their goal; without it, motivation to achieve the goal is generally low.

29
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What are three potential downsides to using goal setting?

Decreased learning, declined adaptability, and the development of narrow thinking.

30
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How does 'Positive Reinforcement' function in Reinforcement Theory?

A manager praises an employee following positive behavior to encourage its repetition.

31
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What is the difference between 'Extinction' and 'Punishment' in Reinforcement Theory?

Extinction involves ignoring behavior to stop it, while punishment involves applying negative consequences or removing positive ones.

32
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Which reinforcement schedule is known for having the longest-lasting effects?

The variable-ratio schedule.

33
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According to Lavinsky (2010), what is the top factor that motivates employees at work?

Doing something meaningful (29%).

34
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What is the primary difference between a leader and a manager regarding their focus?

Leaders innovate and focus on people, whereas managers administer and focus on systems and structure.

35
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How is leadership defined as a process?

The use of a non-coercive process of influencing others to ensure group tasks are accomplished.

36
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Define 'Coercive Power'.

The ability to use force to gain compliance from another.

37
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What is 'Referent Power'?

Power derived from possessing positive affect and being liked by others.

38
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What is the difference between 'Leadership Emergence' and 'Leadership Effectiveness'?

Leadership emergence is whether someone is perceived as a leader, while leadership effectiveness is what the leader actually accomplishes.

39
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What are the four main approaches to studying leadership?

Trait approach, behavioral approach, contingency approach, and contemporary approaches.

40
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What are the core traits identified in the 'Great Man' theory?

Male, popular, self-confident, dominant, tall, physically attractive, and intelligent.

41
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Which Big Five personality traits are associated with leadership emergence?

Extraversion, conscientiousness, and openness to experience.

42
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Why is intelligence considered important for leaders?

It allows leaders to make sense of large amounts of information, make better decisions, and lead teams to success more effectively.

43
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What did Judge, Colbert, and Ilies (2004) find regarding followers' perceptions of intelligence?

Followers' perceptions of a leader's intelligence are a stronger predictor of leadership status than objective intelligence scores.

44
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What is a major criticism of the trait approach to leadership?

It lacks consensus on what is being measured and fails to account for situational influences.

45
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What does the 'glass ceiling' refer to in leadership?

The underrepresentation of women in higher-level leadership positions.

46
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How does context affect gender differences in leadership effectiveness?

Men have a slight advantage in male-dominated organizations, while females have a slight advantage in female-dominated organizations.

47
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What is 'Negative Reinforcement'?

A manager stops nagging an employee after the employee performs the desired positive behavior.

48
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What is 'Expert Power'?

The ability to use one's unique and respected knowledge to influence others.

49
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What is 'Legitimate Power'?

Power derived from an elected, selected, or appointed position of authority.

50
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What is 'Information Power'?

The ability to use one's unique knowledge to influence others.

51
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What is 'Reward Power'?

The use of the right to offer desired incentives to gain compliance.

52
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What is the 'Continuous Schedule' of reinforcement?

A schedule where reinforcement follows every single instance of positive behavior.

53
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What factor is often cited as contributing to the lack of representation of minorities in leadership positions?

Unconscious bias based in leadership stereotypes.

54
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What are the two primary leader behaviors identified by the Ohio State and University of Michigan studies?

Initiating Structure (task-oriented) and Consideration (relational).

55
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What is 'Initiating Structure' in the context of leadership behavior?

Task-oriented behaviors such as structuring employee roles and providing instructions to ensure organizational goals are met.

56
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What is 'Consideration' in the context of leadership behavior?

Relational behaviors such as showing concern for employee feelings and treating employees with respect.

57
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What is the core assumption of Behavioral Theory in leadership?

It assumes there is a universal behavior style that leads to effective leadership.

58
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What is a major limitation of Behavioral Theory?

It does not account for the influence of the situation or environment.

59
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According to DeRue et al. (2011), which is more important in predicting leadership outcomes: traits or behaviors?

Leader behaviors are more important than leader traits.

60
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What is the central premise of the Contingency Approach to leadership?

Leadership effectiveness 'depends' on the situation; different styles are effective in different contexts.

61
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Name three examples of contingency models of leadership.

Contingency Model, Path-Goal Theory, and Normative Model.

62
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List four contemporary approaches to leadership.

Transformational Leadership, Leader-Member Exchange (LMX), Authentic/Servant Leadership, and Destructive Leadership/Abusive Supervision.

63
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What are the four styles of Transactional Leadership?

Contingent reward, active management by exception, passive management by exception, and laissez-faire.

64
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What are the four behaviors associated with Transformational Leadership?

Idealized influence (charisma), inspirational motivation, intellectual stimulation, and individualized consideration.

65
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What does 'Idealized Influence' entail in Transformational Leadership?

Demonstrating conviction, building trust, and showing commitment and purpose.

66
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What is 'Inspirational Motivation' in leadership?

The ability to articulate an appealing and optimistic vision.

67
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What is 'Intellectual Stimulation' in leadership?

Challenging the status quo and stimulating new ways of thinking and expressing ideas.

68
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What is 'Individualized Consideration' in leadership?

Treating others as individuals, considering their specific needs and abilities, and coaching or teaching them.

69
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How is Transactional Leadership defined?

A style where leaders ensure employees demonstrate the right behaviors and provide resources in exchange for performance.

70
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What is 'Contingent Reward' in transactional leadership?

Rewarding employees for the accomplishment of specific goals.

71
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What is the difference between active and passive management-by-exception?

Active management involves proactively intervening to prevent problems, while passive management involves coming to the rescue only after something goes wrong.

72
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How is Laissez-faire leadership characterized?

An 'anything goes' approach, often considered a lack of leadership rather than a true leadership style.

73
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Which leadership style is considered the 'best'?

It depends on the desired outcome; both transformational and transactional styles have their place.

74
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How can trait and behavioral approaches be integrated?

Leader traits influence leader behaviors, which in turn influence leadership effectiveness.

75
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What is the core premise of Leader-Member Exchange (LMX) theory?

Leaders lead through unique, dyadic relationships built with each individual employee.

76
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What characterizes a high-quality LMX relationship?

Trust, mutual liking, professional respect, and a mutual obligation to support one another.

77
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What is the primary factor distinguishing high-quality from low-quality LMX relationships?

The degree of trust between the leader and the employee.

78
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What are the defining characteristics of authentic leadership?

Self-awareness, honesty, sincerity, and a strong sense of right and wrong.

79
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What is the primary focus of servant leadership?

Leading by serving followers, supporting their career development, and prioritizing their growth and well-being.

80
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How is 'destructive leadership' defined?

Repeated behaviors by a leader that violate the interests of the organization.

81
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What distinguishes a 'tyrannical' leader from a 'derailed' leader?

A tyrannical leader uses manipulation and humiliation to reach goals, while a derailed leader engages in abusive behavior and anti-organizational acts like fraud or theft.

82
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What is 'abusive supervision'?

A sustained display of hostile and demeaning behaviors toward subordinates, excluding physical contact.

83
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What does the 70-20-10 model of leadership development propose?

70% of development occurs on the job, 20% through coaching and mentoring, and 10% through formal classroom training.

84
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What is the purpose of a 360-degree feedback system?

To pull information from subordinates, colleagues, and higher-level managers to provide a comprehensive performance perspective to a focal manager.

85
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According to the GLOBE study, what are three universally endorsed leader traits?

Trustworthy, dynamic, and confidence builder.

86
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According to the GLOBE study, what are three universally undesirable leader traits?

Loner, irritable, and dictatorial.

87
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What is the definition of job satisfaction?

A pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences.

88
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How is organizational commitment defined?

The psychological, cognitive, and emotional attachment an individual feels toward an organization.

89
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What is 'work engagement'?

A state characterized by dedication, absorption, excitement, and passion for one's work.

90
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What is the difference between global and facet-based job satisfaction measures?

Global measures focus on overall satisfaction, while facet-based measures focus on specific aspects like pay or supervision.

91
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What is the relationship between job satisfaction and job performance?

There is a positive correlation (r = .30), meaning job satisfaction predicts performance, but performance also predicts job satisfaction.

92
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What are counterproductive work behaviors (CWB)?

Intentional, detrimental behaviors that negatively impact others or the organization, such as theft, aggression, or destruction of property.

93
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How are job satisfaction and organizational commitment related to CWB?

They are negatively related; higher satisfaction and commitment typically lead to fewer counterproductive behaviors.

94
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What is the primary effect of increased job satisfaction on turnover?

It results in fewer turnover intentions and makes employees less likely to quit.

95
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What are development assignments in leadership training?

Positions where managers acquire new skills needed for higher-level roles, such as overseas assignments or managing different teams.

96
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What is the main limitation of formal classroom leadership training?

A lack of training transfer and lower fidelity to real-world situations.

97
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What are the three components of the Theory of Planned Behavior?

Attitudes, norms, and control.

98
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What does 'turnover intention' mean?

An employee's thoughts and feelings about voluntarily quitting an organization.

99
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What is the role of mentoring in leadership development?

To teach managers workplace norms and provide assistance with specific challenges.

100
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Is pay the primary driver of job satisfaction?

No, while pay is related to satisfaction, it is not the number one driver (r=.15).