WGU C180 REAL EXAM (2026/2027) | QUESTIONS WITH 100% CORRECT ANSWERS
WGU C180: Introduction to Organizational Behavior and Leadership - Real Examination | Core
Domains: Foundations of Organizational Behavior, Individual Processes (Personality, Perception,
Motivation, Stress), Group Dynamics & Team Effectiveness, Leadership Theories & Styles,
Organizational Communication, Conflict & Negotiation, Organizational Culture & Change, and Ethics &
Social Responsibility in Organizations | Business & Management Competency Focus | Comprehensive
Objective Exam Format
Exam Structure
The WGU C180 objective assessment for the 2026/2027 academic cycle is a 70-question, multiple-choice
question (MCQ) examination.
Introduction
This WGU C180 Real Exam guide for the 2026/2027 cycle prepares business and management students
for the competency assessment in organizational behavior and leadership. The content evaluates
understanding of human behavior in organizational settings, application of leadership and motivational
theories, analysis of group dynamics, and strategies for managing change, conflict, and ethical challenges
within modern organizations.
Answer Format
All correct answers and organizational principles must be presented in bold and green, followed by
detailed rationales that apply major OB theories (e.g., Maslow's Hierarchy, Herzberg's Two-Factor,
Transformational Leadership), analyze case studies of team dynamics and communication, evaluate
leadership approaches for different situations, and propose ethical solutions to organizational dilemmas.
Questions (70 Total)
1. A manager believes employees are inherently lazy and need constant supervision. This aligns with:
A. Theory Y
B. Theory X
C. Self-Determination Theory
D. Expectancy Theory
Rationale: Douglas McGregor’s Theory X assumes employees dislike work, avoid responsibility, and
require control. Theory Y assumes employees are self-motivated and seek responsibility. Modern
management favors Theory Y for fostering engagement and innovation.
2. According to Maslow’s Hierarchy of Needs, which need must be met before self-actualization?
,A. Physiological needs
B. Safety needs
C. Esteem needs
D. Social needs
Rationale: Maslow’s pyramid progresses: Physiological → Safety → Love/Belonging → Esteem →
Self-Actualization. Esteem (recognition, respect) is the immediate prerequisite for self-actualization
(fulfilling potential).
3. A leader inspires followers through a compelling vision and intellectual stimulation. This describes:
A. Transactional leadership
B. Transformational leadership
C. Laissez-faire leadership
D. Autocratic leadership
Rationale: Transformational leaders motivate through charisma, inspirational motivation,
intellectual stimulation, and individualized consideration. Transactional leaders use
rewards/punishments; laissez-faire is hands-off; autocratic is directive.
4. In a team meeting, members avoid disagreement to maintain harmony, leading to poor decisions. This
is:
A. Social loafing
B. Groupthink
C. Role conflict
D. Cognitive dissonance
Rationale: Groupthink occurs when desire for consensus overrides realistic appraisal of
alternatives—common in cohesive groups under stress. Symptoms include illusion of unanimity and
suppression of dissent.
5. Herzberg’s Two-Factor Theory identifies “hygiene factors” as those that:
A. Motivate employees to excel
B. Prevent dissatisfaction but do not motivate
, C. Are intrinsic to the work itself
D. Include recognition and achievement
Rationale: Hygiene factors (e.g., salary, working conditions, company policies) prevent dissatisfaction
when adequate but do not increase motivation. Motivators (e.g., recognition, growth) drive satisfaction
and performance.
6. A company implements a new policy without employee input, causing resistance. To reduce this, the
leader should:
A. Enforce compliance strictly
B. Involve employees in the change process and communicate benefits
C. Delay the change indefinitely
D. Blame middle managers
Rationale: Kotter’s change model emphasizes creating urgency, building a coalition, and
communicating the vision. Employee involvement increases buy-in and reduces fear of the
unknown—key to successful change management.
7. An employee feels stressed due to conflicting demands from two supervisors. This is:
A. Role ambiguity
B. Role conflict
C. Cognitive overload
D. Emotional labor
Rationale: Role conflict arises when incompatible expectations come from multiple sources (e.g., two
bosses). Role ambiguity is unclear job expectations. Both contribute to workplace stress and burnout.
8. Active listening in organizational communication includes:
A. Interrupting to offer solutions
B. Paraphrasing and asking clarifying questions
C. Multitasking during conversations
D. Avoiding eye contact
WGU C180: Introduction to Organizational Behavior and Leadership - Real Examination | Core
Domains: Foundations of Organizational Behavior, Individual Processes (Personality, Perception,
Motivation, Stress), Group Dynamics & Team Effectiveness, Leadership Theories & Styles,
Organizational Communication, Conflict & Negotiation, Organizational Culture & Change, and Ethics &
Social Responsibility in Organizations | Business & Management Competency Focus | Comprehensive
Objective Exam Format
Exam Structure
The WGU C180 objective assessment for the 2026/2027 academic cycle is a 70-question, multiple-choice
question (MCQ) examination.
Introduction
This WGU C180 Real Exam guide for the 2026/2027 cycle prepares business and management students
for the competency assessment in organizational behavior and leadership. The content evaluates
understanding of human behavior in organizational settings, application of leadership and motivational
theories, analysis of group dynamics, and strategies for managing change, conflict, and ethical challenges
within modern organizations.
Answer Format
All correct answers and organizational principles must be presented in bold and green, followed by
detailed rationales that apply major OB theories (e.g., Maslow's Hierarchy, Herzberg's Two-Factor,
Transformational Leadership), analyze case studies of team dynamics and communication, evaluate
leadership approaches for different situations, and propose ethical solutions to organizational dilemmas.
Questions (70 Total)
1. A manager believes employees are inherently lazy and need constant supervision. This aligns with:
A. Theory Y
B. Theory X
C. Self-Determination Theory
D. Expectancy Theory
Rationale: Douglas McGregor’s Theory X assumes employees dislike work, avoid responsibility, and
require control. Theory Y assumes employees are self-motivated and seek responsibility. Modern
management favors Theory Y for fostering engagement and innovation.
2. According to Maslow’s Hierarchy of Needs, which need must be met before self-actualization?
,A. Physiological needs
B. Safety needs
C. Esteem needs
D. Social needs
Rationale: Maslow’s pyramid progresses: Physiological → Safety → Love/Belonging → Esteem →
Self-Actualization. Esteem (recognition, respect) is the immediate prerequisite for self-actualization
(fulfilling potential).
3. A leader inspires followers through a compelling vision and intellectual stimulation. This describes:
A. Transactional leadership
B. Transformational leadership
C. Laissez-faire leadership
D. Autocratic leadership
Rationale: Transformational leaders motivate through charisma, inspirational motivation,
intellectual stimulation, and individualized consideration. Transactional leaders use
rewards/punishments; laissez-faire is hands-off; autocratic is directive.
4. In a team meeting, members avoid disagreement to maintain harmony, leading to poor decisions. This
is:
A. Social loafing
B. Groupthink
C. Role conflict
D. Cognitive dissonance
Rationale: Groupthink occurs when desire for consensus overrides realistic appraisal of
alternatives—common in cohesive groups under stress. Symptoms include illusion of unanimity and
suppression of dissent.
5. Herzberg’s Two-Factor Theory identifies “hygiene factors” as those that:
A. Motivate employees to excel
B. Prevent dissatisfaction but do not motivate
, C. Are intrinsic to the work itself
D. Include recognition and achievement
Rationale: Hygiene factors (e.g., salary, working conditions, company policies) prevent dissatisfaction
when adequate but do not increase motivation. Motivators (e.g., recognition, growth) drive satisfaction
and performance.
6. A company implements a new policy without employee input, causing resistance. To reduce this, the
leader should:
A. Enforce compliance strictly
B. Involve employees in the change process and communicate benefits
C. Delay the change indefinitely
D. Blame middle managers
Rationale: Kotter’s change model emphasizes creating urgency, building a coalition, and
communicating the vision. Employee involvement increases buy-in and reduces fear of the
unknown—key to successful change management.
7. An employee feels stressed due to conflicting demands from two supervisors. This is:
A. Role ambiguity
B. Role conflict
C. Cognitive overload
D. Emotional labor
Rationale: Role conflict arises when incompatible expectations come from multiple sources (e.g., two
bosses). Role ambiguity is unclear job expectations. Both contribute to workplace stress and burnout.
8. Active listening in organizational communication includes:
A. Interrupting to offer solutions
B. Paraphrasing and asking clarifying questions
C. Multitasking during conversations
D. Avoiding eye contact
