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New Exam: 500476RR Managing Conflit and Negotiation; Leadership

New Exam: 500476RR Managing Conflit and Negotiation; Leadership

New Exam: 500476RR Managing Conflit and Negotiation; Leadership

1.   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. horizontal.
B. intragroup.
C. vertical.
D. intergroup.

2.   Treating others with dignity and respect describes the _______ orientation of ethical leadership.

A. justice
B. moderation
C. humane
D. responsibility and sustainability

3.   Experience has led Doreen to recognize that the best conflict management style to use when the goals are clearly incompatible, when the parties have equal power, and a quick solution is needed is

A. compromise.
B. avoidance.
C. accommodation.
D. collaboration.

4.   From the perspective of _______ leadership, the organizational bottom line is less important than the leader’s capacity for honesty, integrity, character, or spirit.

A. shared
B. authentic
C. collaborative
D. servant

5.   According to the path-goal theory, directive behavior on the part of the leader will be most effective in situations where

A. the demands of the task are ambiguous.
B. employees are submissive.
C. tasks are stressful, frustrating, or unsatisfying.
D. rules and procedures are clear.

6.   As annual budget negotiations loom, several departments within a product manufacturing company are involved in _______ conflict over resource allocations, because each wants a larger share than the other.

A. vertical
B. intragroup
C. intergroup
D. cultural

7.   _______ is an aggressive win-lose strategy negotiators adopt when managers concentrate on imposing their own solution and are willing to sacrifice maintaining relationships.

A. Open subordination
B. Active avoidance
C. Trusting collaboration
D. Firm competition

8.   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. humility
B. empathy
C. energy
D. learning agility

9.   Which of the following terms describes an ethical violation of negotiation practices that highlights positive information while minimizing negative information?

A. False promises
B. Misrepresentation
C. Selective disclosure
D. Deception

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. integrity matching.
C. modeling the way.
D. stepping into the unknown.

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

A. Conflict
B. Contrast
C. Competition
D. Interdependence

12.   _______ is defined as the extent to which employees rely on others to get their work done.

A. Compromise
B. Competition
C. Interdependence
D. Collaboration

13.   In managing a conflict between two department heads, Sam knows that the goals are clearly incompatible, the parties have equal power, and a quick solution is necessary. Which style of conflict management is he most likely to choose?

A. Accommodation
B. Compromise
C. Collaboration
D. Avoidance

14.   Traits alone cannot predict whether a person will be a/an _______ leader

A. ethical
B. moral
C. charismatic
D. effective

15.   In an analysis of leadership from the perspective of jazz, the term _______ is used to describe the process through which leaders see the potential in others even when the quality of their performance is not yet up to the desired level.

A. sustainable riffing
B. synchronicity
C. web of inclusion
D. provocative competence

16.   _______ is a source of organizational conflict because it calls into question accepted practices and procedures, opening the door for disagreement related to both goals and processes.

B. Uncertainty
C. Interdependence
D. Resource scarcity

17.   Leadership has occurred when

A. a group has been stimulated to move in a new direction.
B. followers disobey new rules and objectives handed down from top management.
C. someone tries to exert power or control over followers.
D. somebody takes charge and decides what to do.

Course: New Exam: 500476RR Managing Conflit and Negotiation; Leadership
School: Penn Foster College

  • : 25/09/2017
  • : 20

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