NGR6733 EXAM-ACTUAL EXAM -LATEST UPDATE 2025 | COMPLETE
QUESTIONS WITH CORRECT DETAILED AND VERIFIED ANSWERS|MOSTLY
TESTED QUESTIONS-RATED 100% CORRECT!! GUARANTEED PASS!! ALREADY
GRADED A+
Quantum theory and change - (answers)change is not a thing/event, its a dynamic process and
cannot be avoided. With change comes two realities: actual & potential. Leadership arises from
potential. All things INTERDEPENDENT, leaders must ADAPT
Power - (answers)integral in organization behavior; it is the influence over beliefs, emotions and
behaviors. only exists when there is an unequal relationship between two people where one
depends on the other
5 sources of power - (answers)1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power - (answers)the power a person receives as a result of his or her position in the
formal hierarchy of an organization (either cultural, structural or delegated)
reward power - (answers)the ability of a manager to give tangible and intangible rewards
coercive power - (answers)The ability of a manager to punish others
referent power - (answers)power that comes from subordinates' and coworkers' respect,
admiration, and loyalty
most effective way for lower-level employee to acheive power - (answers)higher-level employee
depends on them
,developing a power base - (answers)1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory - (answers)Based on the assumption that leaders are born with certain
traits and characteristics that make them ideal leaders.
University of Michigan Leadership Model - (answers)2 Leadership styles:
Job-centered & Employee-Centered
Ohio State Leadership Studies - (answers)Found that consideration for people and initiating
structure are two essential behaviors for leaders.
managerial grid (Blake and Mouton) - (answers)Addresses the balance between the manager's
concern for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory - (answers)based on the premise that a leader's effectiveness is
contingent on the extent to which a leader's style fits or matches characteristics of the situation at
hand (1. leader-member relations, 2. task, 3. leader position power)
House's Path-Goal Theory - (answers)leader behaviors are effective when employees view them
as a source of satisfaction or as paving the way to future satisfaction (these leaders are
DIRECTIVE, SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
, Tannenbaum Schmidt Continuum - (answers)A model that highlights the range of different
management styles that may be adopted ranging from a 'tell' approach to one that involves
delegation; boss-centered to subordinate-centered.
Hersey and Blanchard's situational theory - (answers)Leaders have the flexibility and range of
skills to adapt their leadership behavior given the task, relationship and maturity of the
subordinates (Telling, selling, participating, delegating)
Leader-Member Exchange Theory - (answers)A theory describing how leader-member
relationships develop over time on a dyadic basis; leader assigns subordinate into in or out group
(Role-taking, Role making, routinization)
Transformational Leadership - (answers)leadership that, enabled by a leader's vision and
inspiration, exerts significant influence;CHANGE and innovation; NO rewards. leader is
charismatic, inspirational, intellectual
Transactional Leadership - (answers)leadership based on an exchange process in which followers
are rewarded for good performance and punished for poor performance
contingent reward - (answers)The exchange process between leaders and followers in which
leaders offer rewards to subordinates in exchange for their services
Management by Exception-Active - (answers)Watches and searches for deviations from rules
and standards, takes corrective action
Management by Exception - Passive (MBE-P) - (answers)intervenes only if standards are not
met
servant leadership - (answers)focuses on providing increased service to others—meeting the
goals of both followers and the organization—rather than to oneself.
visionary leadership - (answers)leadership that creates a positive image of the future that
motivates organizational members and provides direction for future planning and goal setting
QUESTIONS WITH CORRECT DETAILED AND VERIFIED ANSWERS|MOSTLY
TESTED QUESTIONS-RATED 100% CORRECT!! GUARANTEED PASS!! ALREADY
GRADED A+
Quantum theory and change - (answers)change is not a thing/event, its a dynamic process and
cannot be avoided. With change comes two realities: actual & potential. Leadership arises from
potential. All things INTERDEPENDENT, leaders must ADAPT
Power - (answers)integral in organization behavior; it is the influence over beliefs, emotions and
behaviors. only exists when there is an unequal relationship between two people where one
depends on the other
5 sources of power - (answers)1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power
legitimate power - (answers)the power a person receives as a result of his or her position in the
formal hierarchy of an organization (either cultural, structural or delegated)
reward power - (answers)the ability of a manager to give tangible and intangible rewards
coercive power - (answers)The ability of a manager to punish others
referent power - (answers)power that comes from subordinates' and coworkers' respect,
admiration, and loyalty
most effective way for lower-level employee to acheive power - (answers)higher-level employee
depends on them
,developing a power base - (answers)1. Create sense of obligation
2. build a reputation
3. identification (leader behaves in way that leads to respect)
4. Perceived dependence (leaders allow others to believe that they are dependent on them)
Leadership Trait Theory - (answers)Based on the assumption that leaders are born with certain
traits and characteristics that make them ideal leaders.
University of Michigan Leadership Model - (answers)2 Leadership styles:
Job-centered & Employee-Centered
Ohio State Leadership Studies - (answers)Found that consideration for people and initiating
structure are two essential behaviors for leaders.
managerial grid (Blake and Mouton) - (answers)Addresses the balance between the manager's
concern for people and task.
1,9: Country Club management: high concern for people, low concern for task.
9,1: Authority-obedience: High concern for task, low concern for people (dictator)
9,9: Team management: High concern for people and task (ideal)
5,5: Organization man/middle of the road: Moderate/balanced concern for people and task.
1,1: Impoverished Management: Low concern for both task and people. (laissez faire)
Fiedler's Contingency Theory - (answers)based on the premise that a leader's effectiveness is
contingent on the extent to which a leader's style fits or matches characteristics of the situation at
hand (1. leader-member relations, 2. task, 3. leader position power)
House's Path-Goal Theory - (answers)leader behaviors are effective when employees view them
as a source of satisfaction or as paving the way to future satisfaction (these leaders are
DIRECTIVE, SUPPORTIVE, PARTICIPATORY, ACHIEVEMENT-ORIENTED)
, Tannenbaum Schmidt Continuum - (answers)A model that highlights the range of different
management styles that may be adopted ranging from a 'tell' approach to one that involves
delegation; boss-centered to subordinate-centered.
Hersey and Blanchard's situational theory - (answers)Leaders have the flexibility and range of
skills to adapt their leadership behavior given the task, relationship and maturity of the
subordinates (Telling, selling, participating, delegating)
Leader-Member Exchange Theory - (answers)A theory describing how leader-member
relationships develop over time on a dyadic basis; leader assigns subordinate into in or out group
(Role-taking, Role making, routinization)
Transformational Leadership - (answers)leadership that, enabled by a leader's vision and
inspiration, exerts significant influence;CHANGE and innovation; NO rewards. leader is
charismatic, inspirational, intellectual
Transactional Leadership - (answers)leadership based on an exchange process in which followers
are rewarded for good performance and punished for poor performance
contingent reward - (answers)The exchange process between leaders and followers in which
leaders offer rewards to subordinates in exchange for their services
Management by Exception-Active - (answers)Watches and searches for deviations from rules
and standards, takes corrective action
Management by Exception - Passive (MBE-P) - (answers)intervenes only if standards are not
met
servant leadership - (answers)focuses on providing increased service to others—meeting the
goals of both followers and the organization—rather than to oneself.
visionary leadership - (answers)leadership that creates a positive image of the future that
motivates organizational members and provides direction for future planning and goal setting
