Question 1

What are the four leadership behaviors of Path Goal Theory that motivate employees

Accepted Answer

Directive leadership
Supportive leadership
Participative leadership
Achievement-oriented leadership

Question 2

Directive leadership—

Accepted Answer

giving followers specific instructions about their tasks, providing deadlines, setting standards for performance, and explaining rules

Question 3

Supportive leadership—

Accepted Answer

showing consideration, being friendly and approachable, and paying attention to the well-being of followers

Question 4

Participative leadership—

Accepted Answer

allowing followers to have a voice in decisions that affect them, sharing information, inviting followers’ ideas and opinions

Question 5

Achievement-oriented leadership—

Accepted Answer

challenging followers to perform at high levels, setting standards for excellence, showing confidence in followers’ ability to reach goals

Question 6

What are the functions of The Motivational Potential of Work

Accepted Answer

Skill variety
Task identity
Task significance
Autonomy
Feedback

Question 7

The modeling process has four steps:

Accepted Answer

Attention. 
Retention
Reproduction
Motivation

Question 8

Attention.

Accepted Answer

To learn, a person has to be paying attention to another’s behavior. People pay attention to things that are either interesting or new.

Question 9

Retention.

Accepted Answer

The information must be stored for access in the future. This is important to observational learning since a person must remember what they have observed.

Question 10

Reproduction.

Accepted Answer

Once information is noted and retained, the next step is that the person imitates (i.e., performs) the behavior that they recall. Repeating the behavior (i.e., practicing) leads to improved performance.

Question 11

Motivation.

Accepted Answer

For observational learning to work, the person needs motivation to imitate. Thus, social learning theory discusses the roles of reinforcement and punishment

Question 12

five-stage model:

Accepted Answer

model of team development that includes forming, storming, norming, performing, and adjourning

Question 13

There are three types of metrics for teamwork:

Accepted Answer

Task 
Process 
Individual development

Question 14

Task metrics.

Accepted Answer

These are the “what” of teamwork. They relate to the actual work the team is performing.

Question 15

Process metrics.

Accepted Answer

These are the “how” of teamwork. These metrics are assessments of how the teamwork is operating.

Question 16

Individual development metrics.

Accepted Answer

These metrics relate to how much individuals are developing new skills and learning through teamwork.

Question 17

What are the three Causes of Organizational Conflict

Accepted Answer

Substantive 
Affective 
Process

Question 18

Substantive Conflict:

Accepted Answer

Arises from differing opinions on key issues and can improve decision quality.

Question 19

Affective Conflict:

Accepted Answer

Involves strong emotions like anger, often from personality clashes, and disrupts team cohesion.

Question 20

Process Conflict:

Accepted Answer

Occurs over how to implement decisions or assign tasks and generally harms performance.

Question 21

What are the conflict resolution styles

Accepted Answer

Integrating
Obliging
Dominating
Avoiding
Compromising

Question 22

Integrating:

Accepted Answer

Both sides collaborate for a win–win, long-term solution, best for complex or strategic issues but time-consuming.

Question 23

Obliging:

Accepted Answer

One person gives in to maintain harmony, resolving conflict quickly but risking resentment or imbalance.

Question 24

Dominating:

Accepted Answer

One party prioritizes their own goals over others, useful in crises or quick decisions but can create resentment.

Question 25

Avoiding:

Accepted Answer

Both parties ignore the issue to prevent confrontation, which may delay or worsen unresolved problems.

Question 26

Compromising:

Accepted Answer

Each side gives up something to reach a middle ground, resolving issues moderately but without full satisfaction.

Question 27

Distributive Bargaining

Accepted Answer

Zero-sum game → One side’s gain is the other side’s loss.

Question 28

Integrative bargaining

Accepted Answer

The parties do not see the process as a zero-sum game, and they believe that an agreement can be reached that satisfies all concerns

Question 29

What are the five steps of the Stepladder technique

Accepted Answer

Present the task
Two-member discussion
Add one member
Repeat
Final decision

Question 30

The symptoms of groupthink are as follows:

Accepted Answer

Group rationalization. 
Direct pressure. 
Suppression. 
Illusion of unanimity.

Question 31

Illusion of unanimity.

Accepted Answer

The team members believe that they are in agreement, but in fact, they are not.

Question	Answer
What are the four leadership behaviors of Path Goal Theory that motivate employees	Directive leadership Supportive leadership Participative leadership Achievement-oriented leadership
Directive leadership—	giving followers specific instructions about their tasks, providing deadlines, setting standards for performance, and explaining rules
Supportive leadership—	showing consideration, being friendly and approachable, and paying attention to the well-being of followers
Participative leadership—	allowing followers to have a voice in decisions that affect them, sharing information, inviting followers’ ideas and opinions
Achievement-oriented leadership—	challenging followers to perform at high levels, setting standards for excellence, showing confidence in followers’ ability to reach goals
What are the functions of The Motivational Potential of Work	Skill variety Task identity Task significance Autonomy Feedback
The modeling process has four steps:	Attention. Retention Reproduction Motivation
Attention.	To learn, a person has to be paying attention to another’s behavior. People pay attention to things that are either interesting or new.
Retention.	The information must be stored for access in the future. This is important to observational learning since a person must remember what they have observed.
Reproduction.	Once information is noted and retained, the next step is that the person imitates (i.e., performs) the behavior that they recall. Repeating the behavior (i.e., practicing) leads to improved performance.
Motivation.	For observational learning to work, the person needs motivation to imitate. Thus, social learning theory discusses the roles of reinforcement and punishment
five-stage model:	model of team development that includes forming, storming, norming, performing, and adjourning
There are three types of metrics for teamwork:	Task Process Individual development
Task metrics.	These are the “what” of teamwork. They relate to the actual work the team is performing.
Process metrics.	These are the “how” of teamwork. These metrics are assessments of how the teamwork is operating.
Individual development metrics.	These metrics relate to how much individuals are developing new skills and learning through teamwork.
What are the three Causes of Organizational Conflict	Substantive Affective Process
Substantive Conflict:	Arises from differing opinions on key issues and can improve decision quality.
Affective Conflict:	Involves strong emotions like anger, often from personality clashes, and disrupts team cohesion.
Process Conflict:	Occurs over how to implement decisions or assign tasks and generally harms performance.
What are the conflict resolution styles	Integrating Obliging Dominating Avoiding Compromising
Integrating:	Both sides collaborate for a win–win, long-term solution, best for complex or strategic issues but time-consuming.
Obliging:	One person gives in to maintain harmony, resolving conflict quickly but risking resentment or imbalance.
Dominating:	One party prioritizes their own goals over others, useful in crises or quick decisions but can create resentment.
Avoiding:	Both parties ignore the issue to prevent confrontation, which may delay or worsen unresolved problems.
Compromising:	Each side gives up something to reach a middle ground, resolving issues moderately but without full satisfaction.
Distributive Bargaining	Zero-sum game → One side’s gain is the other side’s loss.
Integrative bargaining	The parties do not see the process as a zero-sum game, and they believe that an agreement can be reached that satisfies all concerns
What are the five steps of the Stepladder technique	Present the task Two-member discussion Add one member Repeat Final decision
The symptoms of groupthink are as follows:	Group rationalization. Direct pressure. Suppression. Illusion of unanimity.
Illusion of unanimity.	The team members believe that they are in agreement, but in fact, they are not.

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MG 401 Exam 2 part 2