WGU D072 MANAGERIAL DECISION-
MAKING, ETHICS, AND LEADERSHIP
COMPREHENSIVE ASSESSMENT
1. In the context of managerial decision-making, which bias occurs when a manager relies too
heavily on the first piece of information offered when making decisions?
A. Confirmation Bias
B. Anchoring Bias
C. Availability Heuristic
D. Escalation of Commitment
Answer: B
Conceptual Explanation: Anchoring bias is the tendency to fixate on initial information
and fail to adequately adjust for subsequent information.
2. A leader who focuses on the ‘greater good for the greatest number of people’ is applying
which ethical framework?
A. Deontology
B. Virtue Ethics
,C. Utilitarianism
D. Ethical Egoism
Answer: C
Conceptual Explanation: Utilitarianism is a consequentialist theory that focuses on
outcomes to provide the greatest benefit to the most people.
3. Which component of Emotional Intelligence (EI) involves the ability to control or redirect
disruptive impulses and moods?
A. Self-Regulation
B. Social Skill
C. Empathy
D. Self-Awareness
Answer: A
Conceptual Explanation: Self-regulation is the capacity to think before acting and manage
one’s internal states and impulses.
4. When a manager uses descriptive rather than evaluative language during a performance
review, they are practicing which concept?
A. Supportive Communication
B. Transactional Leadership
C. Cognitive Dissonance
, D. Selective Perception
Answer: A
Conceptual Explanation: Supportive communication seeks to preserve a positive
relationship while addressing problems, using descriptive language to avoid defensiveness.
5. A leader who inspires followers to transcend their own self-interests for the good of the
organization is characterized as:
A. Transactional
B. Laissez-faire
C. Transformational
D. Autocratic
Answer: C
Conceptual Explanation: Transformational leaders motivate followers to work for
transcendental goals and achieve extraordinary outcomes.
6. Which of the following is an example of ‘referent power’ in a professional setting?
A. The ability to fire an employee for poor performance
B. Possessing specialized technical knowledge
C. Being liked and admired by colleagues
D. Holding a formal title such as Vice President
MAKING, ETHICS, AND LEADERSHIP
COMPREHENSIVE ASSESSMENT
1. In the context of managerial decision-making, which bias occurs when a manager relies too
heavily on the first piece of information offered when making decisions?
A. Confirmation Bias
B. Anchoring Bias
C. Availability Heuristic
D. Escalation of Commitment
Answer: B
Conceptual Explanation: Anchoring bias is the tendency to fixate on initial information
and fail to adequately adjust for subsequent information.
2. A leader who focuses on the ‘greater good for the greatest number of people’ is applying
which ethical framework?
A. Deontology
B. Virtue Ethics
,C. Utilitarianism
D. Ethical Egoism
Answer: C
Conceptual Explanation: Utilitarianism is a consequentialist theory that focuses on
outcomes to provide the greatest benefit to the most people.
3. Which component of Emotional Intelligence (EI) involves the ability to control or redirect
disruptive impulses and moods?
A. Self-Regulation
B. Social Skill
C. Empathy
D. Self-Awareness
Answer: A
Conceptual Explanation: Self-regulation is the capacity to think before acting and manage
one’s internal states and impulses.
4. When a manager uses descriptive rather than evaluative language during a performance
review, they are practicing which concept?
A. Supportive Communication
B. Transactional Leadership
C. Cognitive Dissonance
, D. Selective Perception
Answer: A
Conceptual Explanation: Supportive communication seeks to preserve a positive
relationship while addressing problems, using descriptive language to avoid defensiveness.
5. A leader who inspires followers to transcend their own self-interests for the good of the
organization is characterized as:
A. Transactional
B. Laissez-faire
C. Transformational
D. Autocratic
Answer: C
Conceptual Explanation: Transformational leaders motivate followers to work for
transcendental goals and achieve extraordinary outcomes.
6. Which of the following is an example of ‘referent power’ in a professional setting?
A. The ability to fire an employee for poor performance
B. Possessing specialized technical knowledge
C. Being liked and admired by colleagues
D. Holding a formal title such as Vice President
