Organizational-Behaviors-and-Leadership Exam Questions & Answers

An organization can transmit its culture to employees through various means, including circulating stories. Stories about significant events, achievements, and key figures in the organization's history help convey the organization's values, norms, and traditions. These stories serve as a powerful tool for communicating cultural messages and reinforcing desired behaviors. Reference: Robbins, S.P. & Judge, T.A. (2019). Organizational Behavior, 18th Edition. Pearson.

Transformational leaders encourage their followers to think critically and creatively to solve problems and achieve organizational goals. They promote intelligence, rationality, and careful problem solving by challenging assumptions, encouraging innovation, and fostering an environment where new ideas are valued. This approach helps in developing followers' capabilities and contributes to the overall success of the organization.

Employee A exhibits an internal locus of control because they believe that their actions and decisions significantly influence the outcomes of the team's actions. This is evident from the fact that Employee A actively searches for additional information and takes the initiative, suggesting a belief in their ability to control events and outcomes.

Employee B, on the other hand, exhibits an external locus of control. They tend to perform better in structured, routine jobs and believe that outcomes are determined by luck or chance, indicating a belief that external factors control their fate rather than their own actions.

Authoritative command involves the use of formal authority to resolve conflicts. In this case, the department head implements a new policy to eliminate the conflict by prohibiting eating at desks. This approach uses direct authority to change behavior and resolve the issue.

Robbins, S. P., & Judge, T. A. (2018). Organizational Behavior. Pearson.

Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.

Virtual teams differ from face-to-face teams primarily in their ability to overcome time and space constraints, allowing members to collaborate from different geographic locations. However, virtual teams typically operate with a more limited social context, as they rely on digital communication tools that reduce the richness of face-to-face interactions and non-verbal cues. This can impact team cohesion and communication effectiveness.