1. Innovative companies tend to tolerate risk, conflict and goal ambiguity. True
ID: 463673 • Letter: 1
Question
1. Innovative companies tend to tolerate risk, conflict and goal ambiguity.
True or False
2. Employees who have an external locus of control tend to have high job satisfaction and performance.
True or False
3. The belief that the organization values employee contributions is called
job satisfaction
job involvement
effective management
perceived organizational support
values reinforcement
4. Trait theory is insufficient for identifying effective leaders becaus
not all leaders possess desirable traits
it fails to address situational variables
it was replaced by behavioral theory
charisma cannot be learned
all of the above
A.job satisfaction
B.job involvement
C.effective management
D.perceived organizational support
E.values reinforcement
Explanation / Answer
1. Innovative companies tend to tolerate risk, conflict and goal ambiguity.
Ans - True
Explanation - Innovative companies tend to tolerate risk, conflict and goal ambiguity. An innovative company needs to tolerate risk as the resulting solution of the creative or innovative idea can be of failure or success.
2. Employees who have an external locus of control tend to have high job satisfaction and performance.
Ans - False
Explanation - Employees who have an internal locus of control tend to have high job satisfaction and performance. As people with internal locus of control are more responsible for their own actions, they always try to improve themselves and give better performance.
3. The belief that the organization values employee contributions is called
Ans - D. perceived organizational support
Explanation - The belief that the organization values employee contributions is called perceived organizational support. Also, the employees believe that the organization cares for their well-being.
4. Trait theory is insufficient for identifying effective leaders because
Ans - B. it fails to address situational variables
Explanation - Trait theory is insufficient for identifying effective leaders because it fails to address situational variables. As persons who are leaders in one situation cannot be leaders in another situation.
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