1. One of the characteristics of creative leadership is _______, which is consid

Question

1. One of the characteristics of creative leadership is _______, which is considered a prerequisite of creativity, innovation, and forward-thinking action. A. collaboration B. optimism C. audacity D. courage 2. In one large corporation, the manufacturing department is focused on cost cutting and implementing efficiencies, while the design department is focused on creating new products to excite their consumer base. The kind of organizational conflict in this case is referred to as A. resource scarcity. B. goal incompatibility. C. uncertainty. D. interdependence. 3. When issues are trivial and immediate relief is needed, the most appropriate course of conflict reduction is likely to involve A. rotating team members. B. finding a common enemy. C. increasing resources. D. enforcing rules. 4. 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. integrity matching. B. stepping into the unknown. C. modeling the way. D. inspiring a shared vision 5. Because they involve individual values, conflicts based on personal differences tend to be A. resolved through competition. B. easily ignored. C. highly emotional. D. highly motivating 6. The term _______ refers to finding an acceptable solution to conflict that all parties can minimally accept. A. satisficing B. compromising C. enforcing D. bargaining 7. According to Burns, the difference between power and leadership is that power serves the interests of the power wielder, whereas leadership serves A. the interests of the powerless. B. both the leader's interests and those of the follower. C. the interest of the leader. D. the interests of the followers. 8. The seven members of a project team are constantly arguing over goals and procedures, threatening a breakdown in the team's cohesiveness. This kind of conflict is referred to as A. intragroup. B. intergroup. C. vertical. D. horizontal. 9. Treating others with dignity and respect describes the _______ orientation of ethical leadership. A. justice B. moderation C. humane D. responsibility and sustainability 10. The contingency approach to leadership assumes that A. courage and creativity are the most important competencies of leadership. B. different situations require different styles of leadership. C. a leader's behavior is more important than his or her traits. D. a leader's traits are more important than behavior. 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. accommodating B. avoidance C. behavioral D. attitudinal 12. _______ negotiation offers a win-win scenario whereby parties try to reach an agreement that benefits them both by focusing on creating new options and solutions. A. Accommodative B. Cooperative C. Integrative D. Distributive 13. The term _______ refers not only to knowing the right course of action, but also to being able to pursue that course, even under pressure not to do so. A. moral compass B. ethics C. integrity D. determination 14. The second phase of the negotiation process typically involves A. preparation. B. bargaining. C. disagreement. D. presentation. 15. One of the behavioral approaches that can help to reduce or prevent conflict is to A. rotate members between different teams. B. clarify tasks. C. allow time for employees to cool off. D. focus on team building 16. The _______ approach to managing conflict addresses the roots of the conflict by focusing on emotions, beliefs, and behaviors. A. behavioral B. supportive C. attitudinal D. competitive 17. A relatively short-term attitudinal strategy to enhance in-group cohesion involves A. rewarding individual team members to increase competitiveness. B. identifying a common enemy against which the group can compete. C. changing the team's objectives and tasks. D. enforcing rules of behavior. 18. A pharmaceutical company has just lost a major source of grant funding and is forced to scale back plans for purchasing new equipment and other supplies. This situation, known as _______, can be a major source of organizational conflict between different departments. A. uncertainty B. goal incompatibility End of exam C. interdependence D. resource scarcity 19. To be creative, leaders need a sense of _______ or passion that drives them in a singular direction. A. productivity B. poise C. purpose D. perspective 20. _______ is a process in which people disagree over significant issues, therefore creating friction. A. Conflict B. Interdependence C. Contrast D. Competition

Explanation / Answer

1.One of the characteristics of creative leadership is collaboration, which is considered a prerequisite of creativity, innovation, and forward-thinking action. 2.In one large corporation, the manufacturing department is focused on cost cutting and implementing efficiencies, while the design department is focused on creating new products to excite their consumer base. The kind of organizational conflict in this case is referred to as goal incompatibility. 4.One of the ways leaders establish and maintain credibility is through "practicing what they preach." Kouzes and Posner describe this "practice" of credibility modeling the way. Due to time limit,remaining questions can be asked as another question,they will be answered,thankyou for your cooperation

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