From time to time resist the influence of other leaders to do what is best for their group
TRUE
Three types of power derived from person's position in a firm
TRUE
The six major types of power are grouped among two dimensions
FALSE, Five
Legitimate power gives a leader the power to tell someone to do something outside of the job
FALSE
Reward and coercive power are somewhat intertwined with referent power
FALSE
Referent power is primarily fear
FALSE
It is important for a person to possess all forms of power at the same time
FALSE
Personal forms of power are most strongly related to organizational commitment and job performance than organizational...
TRUE
Desire, and not offer more than promise.....
FALSE
The ability to influence others is reduced if people do work that no one knows, has high....
TRUE
Leadership is the use of power and influence to direct activities of followers towards goal obtainment
TRUE
Leader member exchange theory argues that new leader member relationships are typically marked by a role taking phase.
TRUE
The life cycle theory of leadership explains how leader member relationships develop over time on a dyadic basis.
FALSE
The low quality exchange dyad is marked by increased exchange of information, influence, support...
FALSE
Test of a leader member exchange theory suggests that employees that are competent, likeable, and similar to the leader's...
TRUE
Recent research show that development of high LMX relationship more in collectiveness than individualistic...
FALSE
Traits are more predictive than leader emergence than are leader effectiveness
TRUE
The trait leadership correlation are strong in magnitude when leader effectiveness serves as the outcome
FALSE
Focus on leader traits holds more practical relevance than on a leader's actions
FALSE
A leader's decision making style captures HOW a leader decides opposed to WHAT the leader decides.
TRUE
Organizational culture shapes and reinforces certain employee behaviors and attitudes, system of control over employees.
TRUE
Employees transfer knowledge about other employees through less obvious means.
TRUE
Symbols rituals and espoused values are three major types of observable artifacts
FALSE, six types
Physical structures say a lot about culture...
TRUE
Ceremonies are the daily planned routines that occur in an organization...
FALSE
Espoused values can range from published documents such as company's....
TRUE
When a company holds to its espoused values overtime regardless of situation it operates in, values become less believable to the employees...
FALSE
It is easy to stay true to espoused values in economic down times...
FALSE
Whatever a company's underlying assumptions are, its hidden beliefs will most likely affect employee behavior and attitudes...
TRUE
Organizations have cultures in which employees thin alike, but are not friendly to one another, communal culture.
FALSE, mercenary culture
Organizational structure does not affect employee attitude and behavior...
FALSE
As companies grow larger, the organizational charts get smaller...
FALSE
Organizational structures differ from country to country based on architectural form..
FALSE
Henry Ford was a strong believer in work specialization.
TRUE
There are trade-offs when organizations make jobs highly specialized.
TRUE
High levels of specialization are more acceptable in smaller firms in which employees must be more flexible in job duties
FALSE
Employees tend to be more satisfied with jobs that require them to perform a specialized kind of activity
FALSE
Every employee in a traditional organizational structure has one person to whom they report
TRUE
The chain of command signifies the flow of authority to attain order, control, and predictable performance.
TRUE
A company's chain of control determines how many employees report to each manager.
FALSE, control and command are different.