Q&A Hero

Q: Individuals typically prioritize __________ over social needs, according to Maslow's hierarchy. a) self-actualization b) physiological c) self-esteem d) all of the above e) none of the above

Q: Developmental psychologist Abraham Maslow differentiated five categories of _______ that every individual has.a) management stylesb) moralsc) virtuesd) needse) hierarchies

Q: Among the most important features employees want in a job are all but which of the following? a) job security b) benefits c) compensation d) opportunities to use skills e) none of the above

Q: Employee ____________ is an emotional bond or attachment an employee has to the work task, organization and its members.a) moralityb) motivationc) engagementd) empowermente) none of the above

Q: Identify and define Torbert's six management role models, which are associated with the different stages of moral development.

Q: Identify and define the five sources of power available to managers.

Q: Identify and explain three different leadership styles, including their major features.

Q: Outline the continuum of potential punishments for managing minor workplace infractions.

Q: It is important to constructively address minor workplace infractions because they often escalate into bigger problems.

Q: Ethics suggests that poor performers can be given an opportunity to improve within a certain timeline prior to dismissal, or that care and concern be extended when downsizing occurs by providing outplacement services.

Q: Ethical leadership means never disciplining or firing anyone.

Q: Employees are much more receptive to negative feedback than to positive feedback, which people tend to disregard or block out.

Q: Ranking systems for employee performance appraisal are useful for creating healthy competition among employees.

Q: Poorly managed performance appraisals can be detrimental to employee development, morale, and productivity.

Q: Including an ethics component in an employee performance appraisal can be distracting from individual and organizational goals and should be discussed elsewhere.

Q: Employees are more likely to pay attention to organizational and individual issues if they are included in a performance appraisal.

Q: An incremental goal is one that appears to be just a little out of the employee's reach, and challenges employees to perform at peak efficiency and effectiveness.

Q: Ill-conceived organizational goals, such as unreasonable profit expectations, can generate unethical behaviors.

Q: Being ethical, without being perceived by others as being ethical, is problematic; as such, creating employee feedback systems is essential.

Q: The extension of respect to employees through "common decencies" including calling employees by name and remembering their names, while polite, is irrelevant to specific measures of job performance and productivity.

Q: Some supervisors may resist top management efforts to inculcate ethical behaviors due to fear that ethical behavior is a hindrance to short-term goal achievement.

Q: Because perceptions of a manager's ethical leadership are subjective, assessment tools that can be used to evaluate a specific manager are unfair.

Q: A manager's private life is irrelevant to the way employees and other key stakeholders perceive the manager's ethics, as long as no significant problems reach the news media.

Q: From an ethics perspective, situational leadership sensitizes managers to focus on employee needs and providing the style of leadership those needs dictate.

Q: Situational leadership styles can be categorized in one of four ways, according to an employee's level of competence and commitment or confidence.

Q: "Theory X" and "Theory Y" of management ultimately lead to similar approaches to managing people.

Q: It is possible for managers to operate from all five of the types of power bases when leading an organization.

Q: There does not seem to be a measurable correlation between personal integrity and successful leadership in management.

Q: According to Torbert's management typologies, professionals such as senior executives tend to be achievers and strategists.

Q: Subordinates are more likely to be influenced by written and oral directions provided directly from their supervisor, rather than by witnessing a manager's decisions and behaviors.

Q: Violations are harm-generating behaviors that require forgiveness, which can be applied through a four-phase model for managers including 1) uncovering phase, 2) decision phase, 3) ____________, 4) outcome phase. a) termination phase b) violation phase c) forgiveness phase d) work phase e) none of the above

Q: A more holistic and authentic picture of an employee's performance can be determined based on a(n) _____________, which includes evaluating information from multiple perspectives. a) ethical performance evaluation b) 360 degree performance evaluation c) SMART performance evaluation d) ideal employee performance evaluation e) none of the above

Q: Tools that can assist with enhancing ethical behavior in the workplace can include all but which of the following? a) performance appraisals b) surveying actual behaviors c) surveying performance according to the organization's codes d) exploring ideal employee attitudes and behaviors e) none of the above

Q: An employee _____________ evaluates factors that are directly or indirectly related to achieving organizational and employee goals. a) stretch goal b) wellness program c) compensation structure d) performance appraisal e) none of the above

Q: A useful tool for reducing workplace stress is _______________.a) meditationb) wellness programsc) delegation trainingd) all of the abovee) none of the above

Q: Managing employee and organizational ________________ is associated with better health, increased productivity and ethical employee behaviors, among other benefits. a) stress b) compensation c) goals d) all of the above e) none of the above

Q: __________________ is a goal-setting technique in which managers and their subordinates jointly determine work unit and individual goals in alignment with organizational goals. a) SMART goals b) Management-by-objectives c) Motivation d) Stretch goals e) none of the above

Q: SMART goals are specific, measurable, aligned, reachable and _______________. a) troublesome b) tight c) time-bound d) tiring e) tried

Q: A(n) ____________ goal can be vulnerable to encouraging employee temptation toward dishonesty and to behave unethically if that is the only way they can achieve the goal by the specified deadline.a) incrementalb) stretchc) foundationd) reache) none of the above

Q: The ______________ approach advocates a holistic goal approach that takes into account an organizational's environmental, social and financial performance. a) 360 degree evaluation b) performance appraisal c) triple bottom line d) all of the above e) none of the above

Q: A tool known as the ____________ can provide ethical leaders with more holistic goals and measurements for evaluating organizational performance. a) employee performance appraisal b) balanced scorecard c) 360 degree evaluation d) "Great Place to Work" certification e) none of the above

Q: Two important levers for ensuring high-quality and ethical performance are: a) work goals and employee performance appraisals b) salary caps and incentive compensation c) incentive compensation and bonuses d) Codes of Conduct and Codes of Ethics e) none of the above

Q: Organizations that meet the "Great Place to Work" standards witness which of the following benefits?a) more qualified job applicantsb) lower level of turnover and health care costsc) higher levels of customer satisfactiond) all of the abovee) none of the above

Q: The five dimensions associated with being a "Great Place to Work" as defined by the research institute responsible for Fortune magazine's annual listing include: credibility, respect, fairness, pride, and ___________.a) hierarchyb) reportingc) camaraderied) fune) none of the above

Q: Which of the following characteristics is not associated with those representing a servant leader?a) altruistic callingb) emotional healingc) wisdomd) organizational stewardshipe) none of the above

Q: The approach focusing on achieving organizational results by humbly caring for and serving the needs of superiors, colleagues and subordinates is known as ____________ leadership.a) situationalb) servantc) ethicald) all of the abovee) none of the above

Q: A useful measure for assessing virtue ethics in ethical leaders focuses on the _____________ emphasized by Aristotle. a) ten commandments b) Golden Rule c) cardinal virtues d) all of the above e) none of the above

Q: Which of the following personality traits has/have been shown to be strongly associated with ethical leadership?a) patience and kindnessb) agreeableness and conscientiousnessc) morals and normsd) all of the abovee) none of the above

Q: Ethical leadership has been shown to be associated with which of the following? a) employee disengagement b) employee commitment c) employee misconduct d) employee expenses e) none of the above

Q: The term _____________ refers to "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making."a) moral personb) moral managerc) ethical leadershipd) horizontal leadershipe) none of the above

Q: According to research on ethical leadership, which of the following characteristics is/are associated with a manager's reputation for being an ethical leader? a) being a moral person and moral manager b) being a good person and a kind person c) being an authoritarian but fair manager d) all of the above e) none of the above

Q: The leadership style known as delegating is typically most useful when an employee possesses which of the following characteristics?a) high competence and high commitmentb) moderate to high competence and variable commitmentc) low or some competence and low commitmentd) low competence and high commitmente) none of the above

Q: Research indicates which of the following types of management systems is associated with higher levels of employee productivity, loyalty, and motivation, all of which contributed to higher profits? a) Theory X b) participative c) authoritarian d) hierarchical e) none of the above

Q: Proponents of "Theory Y" of management subscribe to the belief that employees are inherently: a) lazy b) bored c) self-directed d) tired e) none of the above

Q: Proponents of "Theory X" of management subscribe to the belief that employees are inherently: a) lazy b) creative c) self-directed d) respected e) none of the above

Q: A(n) ______________ leadership style refers to demanding blind submission to someone in authority. a) authoritarian b) horizontal c) referent d) all of the above e) none of the above

Q: Power obtained by being a source of knowledge or skills is called _____________ power. a) legitimate b) reward c) coercive d) referent e) expert

Q: Power obtained because people want to be like you is called _____________ power. a) legitimate b) reward c) coercive d) referent e) expert

Q: Power obtained by enforcing punishments is called _____________ power. a) legitimate b) reward c) coercive d) referent e) expert

Q: Power that is obtained in a way characterized by the following response is called __________ power: "I"m going to do what that person says because I want to get a bonus and get promoted!" a) legitimate b) reward c) coercive d) referent e) expert

Q: Power that is formally assigned to an individual, such as through a title or position, is called __________ power. a) legitimate b) reward c) coercive d) referent e) expert

Q: Social psychologists French and Raven have differentiated among five types of power bases individuals can have based on which aspect?a) status in the organizationb) level of seniorityc) relationship to others in the organizationd) all of the abovee) none of the above

Q: _____________ refers to the ability to act, create an effect, or wield force. a) Leadership b) Power c) Strength d) Morality e) none of the above

Q: According to Torbert's management role model typology, which of the following management types is most strongly motivated by reward and punishment? a) opportunist b) diplomat c) achiever d) strategist e) none of the above

Q: The type of ethical role model a manager chooses to be will reflect his/her level of: a) skill b) leadership c) moral development d) authority e) none of the above

Q: Research consistently indicates that the attribute employees most want to see in their managers is: a) freedom b) honesty c) passion d) hard work e) none of the above

Q: Managers can and should serve as _______________ within the organization. a) ethical role models b) authoritarian leaders c) ombudspersons d) all of the above e) none of the above

Q: Which of the following aspects of daily organizational life significantly impact(s) an employee's ethical performance? a) the behaviors of organizational leaders b) work goals c) employee performance appraisals d) all of the above e) none of the above

Q: Employee silence about observed ethical conduct can be attributed to all but which of the following? a) organizational factors such as work culture b) observer factors such as lack of evidence c) anticipated negative outcomes such as being viewed negatively d) organizational factors such as the lack of an established reporting system e) none of the above

Q: According to recent research by the Ethics Resource Center, which percentage of respondents who observed ethical misconduct did not report it? a) 77% b) 57% c) 37% d) 17% e) none of the above

Q: An employee who observes ethical misconduct at work but does not discuss the matter with the person engaged in the misconduct or with someone else in the organization with authority is engaging in _____________. a) whistleblowing b) internal communications c) employee silence d) loyalty e) none of the above

Q: External whistleblowing is the result of the failure of ______________ within an organization. a) ethical values b) internal communication systems c) privacy d) employee loyalty e) none of the above

Q: Describe the process a manager can undertake to engage employees in discussion of ethical misconduct.

Q: Provide at least five examples of reasons why some employees do not report ethical misconduct.

Q: Discuss the attributes of an effective ethics and compliance officer.

Q: Discuss the typical duties and skills of an ethics and compliance officer.

Q: Discuss the steps associated with best practices in the internal reporting process.

Q: With enhancements to the internal reporting process and development of an approachable management style, organizations can reduce the need for employee whistleblowing.

Q: Though increasingly viewed as a public service in the interest of society, whistleblowing does not merit legal protections through the law.

Q: Several resources including nonprofit advocacy and lobbying organizations exist to provide support to potential or actual whistleblowers.