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Leaders are not expected to accept personal responsibility for ethical behavior in an organization,because ethics is a matter of individual choice.

A) True
B) False

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Behavioral barriers to change occur because of conflicts between departments,conflicts arising from power relationships,and refusal to share information.

A) True
B) False

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Systemic barriers to change refer to elements of organization design,structure,and reporting relationships that impede the flow of information.

A) True
B) False

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Ethical crises are bad for organization reputation,but they rarely have any financial consequences.

A) True
B) False

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Barriers associated with a managers tendency to look at issues from a biased or limited perspective are known as _____________.


A) systemic barriers
B) behavioral barriers
C) political barriers
D) barriers to exit

E) B) and C)
F) A) and B)

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Which of the following statements about ethical organizations is not true?


A) The potential benefits of an ethical organization are few but direct.
B) Ethical values shape the search for opportunities.
C) Organizational ethics define what a company is and what it stands for.
D) Ethics provide a common frame of reference that serves as a unifying force.

E) A) and C)
F) B) and D)

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Referent power refers to manager identification with his or her employees.

A) True
B) False

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Explain how a leader might use informal means to accomplish organizational change.Provide an example.

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Briefly discuss the three interdependent activities that are critical for effective leadership.

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A key function of the leaders in a learning organization is to generate an organization-wide commitment to the status quo.

A) True
B) False

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Which component of emotional intelligence (EI) enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?


A) self-awareness
B) empathy
C) social skills
D) self-regulation

E) None of the above
F) A) and C)

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Discuss the differences between integrity-based and compliance-based approaches to organizational ethics.

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Expert power _____________.


A) is derived from organizationally conferred decision-making authority
B) arises from manager access, control, and distribution of information that is not freely available to everyone in an organization
C) is derived from referent power
D) is derived from leader capability and knowledge in a particular field

E) C) and D)
F) All of the above

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In the integrity-based approach to ethics management,behavioral assumptions include that social beings are guided by material self-interest,values,ideals,and peers.

A) True
B) False

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To successfully empower employees to achieve organizational goals,leaders must perform the tasks of resource allocation and power brokering.

A) True
B) False

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Coercive power is the power exercised by use of fear of punishment for errors of either omission or commission by employees.

A) True
B) False

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Which of the following does not constitute organizational bases of leader power?


A) legitimate power
B) reward power
C) referent power
D) coercive power

E) B) and C)
F) C) and D)

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A compliance-based approach to ethics management combines a concern for law with an emphasis on managerial responsibility for ethical behavior.

A) True
B) False

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The CEO scraps the company commission-based reward system,because it rewards employees for inappropriate behavior.This is an example of _____________.


A) setting a direction
B) designing the organization
C) unethical behavior
D) failure to maintain the status quo

E) None of the above
F) A) and B)

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An effective way to instill ethical behavior in an organization is to distribute rewards strictly on the basis of outcomes.

A) True
B) False

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