Reference no: EM13475197
1.__________ power is the access to and/or the control of information.
2.Servant leadership involves both owning one s personal experiences and acting in accordance with one s true self.
2_______________ is an avoidance strategy in the politics of self-protection wherein the manager or employee adheres strictly to all the rules, policies, and procedures, and does not allow deviations or exceptions.
3.The __________ strategy is likely to result in long-term and internalized change.
3.According to Chester Barnard, directives falling within the zone of indifference are obeyed, whereas those falling outside of it are not considered legitimate under the terms of the psychological contract.
4.When an organization attempts to move power down the hierarchy, it must also alter the existing pattern of __________.
- personal power.
- individual power.
- special power.
- position power.
- exclusive power.
5.With regard to multiple-level leadership, the _____________calls for a much broader conception of leadership than does lower-level _______________.
- above post; below post.
- leadership of; leadership in.
- over-direction; under-direction.
- leadership-over; leadership-under.
- over-guidance; under-guidance.
- Active Standards
6.Through a __________ change strategy, a change agent acts unilaterally to command change through the formal authority of his or her position, to induce change via an offer of special rewards, or to bring about change via threats of punishment.
7.Of the three organizational domains of multiple-level leadership, the ______________ is at the bottom of the organization
8.There are seven important aspects of position power: legitimate, reward, coercive, process, information, representative power and subordination.
9.Which of the following statements is NOT accurate with respect to organizational myths?
- myths allow managers to govern.
- organizations should discourage the use of managerial myths.
- myths allow executives to redefine impossible problems into more manageable components.
- myths can facilitate experimentation and creativity.
- in many firms, the management philosophy is supported by a series of organizational myths.