25. Leaders with a(n) conflict management style desire to meet the needs of stakeholders and strongly adhere to
organizational values and principles.
a. Avoiding
b. Competing
c. Compromising
d. Accommodating
e. Collaborating
26. A -based culture encourages employees to express concerns, bring up ethical issues, and take a proactive
approach toward resolving conflicts.
a. Values
b. Profits
c. Consumers
d. Shareholders
e. Stakeholders
27. and reporting are two major dimensions of ethical communication.
a. Collaboration
b. Transparency
c. Recognition
d. Listening
e. Compromising
28. is a two-way process in which the communicator communicates with superiors and subordinates.
a. Cooperation
b. Transparency
c. Leader-follower congruence
d. Reporting
e. Collaboration
29. The four categories of communication include all of the following except
a. Reporting
b. Small group communication
c. Nonverbal communication
d. Interpersonal communication
e. Listening
30. occurs when one or more group members feel pressured to conform to the group’s decision even if they
personally disagree.
a. Group polarization
b. Leader-follower congruence
c. Groupthink
d. Competition
e. Conflict
31. When a group is more likely to move toward a more extreme position than the group members might have done
individually, this is referred to as
a. Leader-follower congruence
b. Groupthink
c. Values-based culture
d. Ethical leadership
e. Group polarization
32. This occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company.
a. Groupthink
b. Leader-follower congruence
c. Group polarization
d. Values-based culture
e. Ethical leadership
33. provide(s) important guidelines for employees on how to act in different situations.
a. Leader-exchange theory
b. Small group communication
c. Interpersonal communication
d. Codes of ethics
e. Leader-follower congruence
34. Gossip, manipulation, playing favorites, and taking credit for another’s work are all examples commonly associated
with
a. Organizational politics
b. Political skills
c. Competitiveness
d. Groupthink
e. Ethical conflict
35. can be used to promote organizational goals and help rather than hinder other employees.
a. Office politics
b. Political skills
c. Ethical conflict
d. Democracy
e. Coercion
36. leaders are passionate about the company, live out corporate values daily in their behavior in the workplace,
and form long-term relationships with employees and other stakeholders.
a. Authentic
b. Coaching
c. Transformational
d. Transactional
e. Pacesetter
37. All of these are true about feedback except
a. Most companies recognize the need for organizational leaders to provide feedback to employees.
b. Most companies recognize the need for organizational leaders to get feedback from their employees.
c. Feedback can occur through informal methods like a simple conversation or through more formal systems
such as employee performance evaluations.
d. Employee feedback can be generated in many different ways, including interviews, anonymous surveys,
ethical audits, and websites.
e. Negative feedback is important to inform employees of weaknesses and provide constructive ways for
improving them.
38. leaders communicate a sense of mission, stimulate new ways of thinking, and enhance as well as generate
new learning experiences.
a. Authentic
b. Democratic
c. Transformational
d. Transactional
e. Cooperative
39. The most effective leaders possess the ability to manage themselves and their relationships with others effectively, a
skill known as
a. Conflict management
b. Group theory
c. Collaboration
d. Emotional intelligence
e. Leader-follower theory
40. These leaders are passionate about the company, live out corporate values daily in their behavior in the workplace,
and form long-term relationships with employees and other stakeholders.
a. Transactional
b. Compromising
c. Transformational
d. quantitative
e. Authentic
41. The acronym RADAR stands for
a. Recognize, Answer, Discourage, Avoid, & Recover
b. Recognize, Answer, Detect, Avoid, & Recover
c. Recover, Answer, Discourage, Avoid, & Recognize
d. Recognize, Avoid, Detect, Answer, & Recover
e. Recover, Avoid, Detect, Answer, & Recognize
42. From an ethical standpoint, leaders should take time during this step of the RADAR model to fix any weaknesses in
the ethics program and develop improved ways of detecting misconduct.
a. Detect
b. Answer
c. Recovery
d. Avoid
e. Recognize
43. This step of the RADAR model involves responding to the discovery of an ethical dilemma through communication
both internally and externally.
a. answer
b. recover
c. recognize
d. avoid
e. detect
44. Which two steps of the RADAR model occur when a firm is faced with an ethical conflict or dilemma.
a. recognize & avoid
b. answer & recover
c. detect & avoid
d. answer & detect
e. recover and detect
45. Many managers are reluctant to engage in this step of the RADAR model because they fear doing so will uncover
questionable conduct that could put the firm in an unfavorable light.
a. avoid
b. recover
c. answer
d. detect
e. recognize
46. Discuss the role of leadership in understanding and executing ethical decision making in organizations.
47. Describe the RADAR model, discussing key objectives needed to be obtained for each step of the model.
48. Discuss the differences between the five styles of conflict management and provide an example for each conflict
management style.
49. Discuss the differences between groupthink and group polarization, providing examples of each.
50. Describe and differentiate between a compliance-based approach and an integrity-based approach to leadership.
Which approach is preferred, justify your response.