Welcome to the NJSACOP Command and Leadership Program Practical Testing Module.

1. Welcome to the NJSACOP Command and Leadership Program Practical Testing Module. Please place your program in Slide Show Mode in order to begin. There is a navigation bar at the bottom of each page that will take you through the entire module. Simply place your cursor over the process you want to follow and left click from your mouse. To start your tour, left click on CONTENTS PAGE, located at the bottom right of this page. If you wish to end your tour now, simply left click on END. On behalf of the entire Command & Leadership Staff, we hope this Practical Tutorial, aids you in a complete grasp of the program concepts and process. CONTENTS PAGE END

2. TESTING CONTENTS: Simply place your cursor over the Chapter Number in Green and Left click to begin that chapter. If you wish to enter another Chapter or Area, simply hit the Escape Key, close this Chapter, and return to the main folder. AREA I THE LEADERSHIP SYSTEM Lesson #3 Leadership as Interpersonal Influence Lesson #4 Leader Member Exchange Lesson #5 Transformational Theory Lesson #8 Situational Leadership Lesson #9 Path Goal Theory END

3. These practical exercises are designed to give you some practice classifying important concepts in Interpersonal Influence. Given a situation, ANALYZE the behavior of leaders and subordinates in terms of the bases of social power. This analysis should include answers to the following questions: A. Bases of social power What bases of social power does the leader have and how do they affect the leader's ability to influence subordinate behavior? B. Outcomes on influence How do the bases of power available to the leader affect the followers' likely reaction to the leader's influence? TO THE QUESTIONS CONTENTS PAGE END

4. CHAPTER #3 Leadership as Interpersonal Influence • INSTRUCTIONS: Read the following brief situations and then select • from the included list, a concept which helps to account for the Interpersonal Influence you see in these situations. • Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in working your way through the entire practice testing module. • Match the following bases of power with the descriptions provided in the situations, and there may be more than one correct answer: • Legitimate • Coercive • C. Reward • D. Expert • E. Referent TO THE QUESTIONS CONTENTS PAGE END

5. Leadership as Interpersonal Influence Chapter #3 Part #1 Question #1 Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. A. Legitimate B. Coercive C. Reward D.Expert E. Referent NEXT TEST CONTENTS PAGE END

6. Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. A. Legitimate A. Wrong. Legitimate power is the perception that it is appropriate for the leader to make decisions due to his or her title or position in the organization. There is no evidence of legitimate power being used in this vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

7. Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. B. Coercive B. Wrong. Coercive power is the perceived ability of the leader to provide sanctions. There is no evidence of any leader using the threat of punishment to influence Officers. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

8. Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. C. Reward C. Wrong. Reward power is the perceived ability of the leader to provide positive reinforcement in exchange for subordinates accomplishing organizational goals. There is no evidence of a leader using rewards to influence behavior. Try again PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

9. Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. D.Expert D. CORRECT. Expert power is the perception that the leader has the education, experience, and expertise. The amount of schooling, the accolades about being selected Officer of the Year, and the supervisor of his squad all enhance the perception of Sergeant Magnano's expertise. This increases his ability to influence members of his squad and, conceivably, Sergeant Magnano's boss. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

10. Sergeant Magnano had been to practically every school the Department offered, and he had been selected twice as Officer of the year. He supervises his squad masterfully, and his Officers were completely confident in his skills. E. Referent E. Wrong. Referent power is the ability of the leader to influence people based on their desire to want to be like him/her. If you focused on wanting to emulate Sergeant Magnano and allow him to influence you based on your identification with his qualifications, then he has referent power. The vignette, however, says nothing about your desire to be like Sergeant Magnano. He may be a careerist, a slacker or some other kind of person you might not want to emulate. We don't know for sure. The example is trying to identify another base of power that gives Sergeant Magnano power to influence others. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

11. Leadership as Interpersonal Influence Chapter #3 Part #1 Question #2 Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. A. Legitimate B. Coercive C. Reward D.Expert E. Referent NEXT TEST CONTENTS PAGE END

12. Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. A. Legitimate A. CORRECT. Legitimate power is the perception that it is appropriate for the leader to make decisions due to his or her title or position in the organization. Threatening to exercise or actually exercising suspension, over Officers in his command is certainly within the legitimate authority of Captain Beecher's position. There is another interpretation of this vignette. You could also interpret it as Captain Beecher's use of coercive power to influence his platoon's security practices. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

13. Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. B. Coercive B. CORRECT. Coercive power is the perceived ability of the leader to provide sanctions. Captain Beecher's ability to influence his Officers' behavior is enhanced through the threat of sanctions administered by him. If you interpreted this vignette as Captain Beecher exercising his legitimate authority as the company commander through the use of suspension, then this could also be an example of legitimate power. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

14. Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. C. Reward C. Wrong. Reward power is the perceived ability of the leader to provide positive reinforcement in exchange for subordinates accomplishing organizational goals. There is no evidence of a leader using rewards to influence behavior. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

15. Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. D.Expert D. Wrong. Expert power is the perception that the leader has relevant education, experience, and expertise. There is no evidence of the leader using his or her expertise to influence behavior in this case. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

16. Shortly after taking command of his new platoon, Captain Beecher observed that security of prisoners was lax. In order to tighten up security he implemented a new policy. His policy stated that any Officer losing a prisoner or being lax on prisoner security would be suspended immediately. During the next two weeks Captain Beecher noticed a significant improvement in security consciousness on the platoon. E. Referent E. Wrong. Referent power is the ability of the leader to influence people based on their desire to want to be like him/her. There is no evidence of this base of power in the vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

17. Leadership as Interpersonal Influence Chapter #3 Part #1 Question #3 Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. A. Legitimate B. Coercive C. Reward D.Expert E. Referent NEXT TEST CONTENTS PAGE END

18. Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. A. Legitimate A. Wrong. Legitimate power is the perception that it is appropriate for the leader to make decisions due to his or her title or position in the organization. There is no evidence of legitimate power being used in this vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

19. Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. B. Coercive B. Wrong. Coercive power is the perceived ability of the leader to provide sanctions. There is no evidence of any leader using the threat of punishment to influence officers. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

20. Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. C. Reward C. Wrong. Reward power is the perceived ability of the leader to provide positive reinforcement in exchange for subordinates accomplishing organizational goals. There is no evidence of a leader using rewards to influence behavior. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

21. Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. D.Expert D. Wrong. Expert power is the perception that the leader has relevant education, experience, and expertise. Although Lieutenant Shue may have some expertise that influences her platoon, there is no evidence of it in this vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

22. Lieutenant Shue had been with her platoon for 15 months and had established an excellent reputation with her Sergeants and officers. She always led by example, never sought any special privileges for herself, and always demonstrated her concern for her officers' welfare. Her officers respected her for this and were willing to follow her in accomplishing any platoon task, no matter how difficult. E. Referent E. CORRECT. Referent power is the ability of the leader to influence people based on their desire to want to be like him/her. Lieutenant Shue could influence people in her platoon because of their respect for her and their desire to be like her. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

23. Leadership as Interpersonal Influence Chapter #3 Part #1 Question #4 Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. A. Legitimate B. Coercive C. Reward D.Expert E. Referent NEXT TEST CONTENTS PAGE END

24. Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. A. Legitimate A. Wrong. Legitimate power is the perception that it is appropriate for the leader to make decisions due to his or her title or position in the organization. There is no evidence of legitimate power being used in this vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

25. Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. B. Coercive B. Wrong. Coercive power is the perceived ability of the leader to provide sanctions. There is no evidence of any leader using the threat of punishment to influence officers. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

26. Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. C. Reward C. CORRECT. Reward power is the perceived ability of the leader to provide things that people would like to have. Sergeant Ruczinski used this base of power to get his squad to achieve high standards on the range. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

27. Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. D.Expert D. Wrong. Expert power is the perception that the leader has relevant education, experience, and expertise. There is no evidence of Sergeant Ruczinski using his expertise to influence behavior. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

28. Sergeant Ruczinski recognized that his officers valued the Expert Pistol Badge. His officers worked hard at their shooting to insure they met the standards to qualify for the badge. Sergeant Ruczinski's recommendation was the final step in qualifying for the award and his officers knew that. He recommended everyone who achieved the high standards. E. Referent E. Wrong. Referent power is the ability of the leader to influence people based on their desire to want to be like him/her. There is no evidence of this base of power in the vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

29. Leadership as Interpersonal Influence Chapter #3 Part #1 Question #5 Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. A. Legitimate B. Coercive C. Reward D.Expert E. Referent NEXT TEST CONTENTS PAGE END

30. Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. A. Legitimate A. CORRECT. Legitimate power is the perception that it is appropriate for the leader to make decisions due to his or her title or position in the organization. In this vignette the squad leaders acquiesced to the platoon leader, because he was the boss. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

31. Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. B. Coercive B. Wrong. Coercive power is the perceived ability of the leader to provide sanctions. There is no evidence of any leader using the threat of punishment to influence officers. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

32. Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. C. Reward C. Wrong. Reward power is the perceived ability of the leader to provide positive reinforcement in exchange for subordinates accomplishing organizational goals. There is no evidence of a leader using rewards to influence behavior. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

33. Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. D.Expert D. Wrong. Expert power is the perception that the leader has relevant education, experience, and expertise. There is no evidence of Lieutenant Marvin's expertise being used to influence his squad leaders. Try again PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

34. Lieutenant Marvin's squad leaders understood that since he was in charge, he had the final word on all matters in the platoon. E. Referent E. Wrong. Referent power is the ability of the leader to influence people based on their desire to want to be like him/her. There is no evidence of this base of power in the vignette. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

35. Good, now let's make sure you understand the different possible outcomes of leader influence. Identify the outcome of the leader's influence attempt on the subordinates in the following scenarios. Your choices of the outcomes of leader influence attempts are the following: A. Compliance B. Identification C. Internalization D. Resistance TO THE QUESTIONS CONTENTS PAGE END

36. Leadership as Interpersonal Influence Chapter #3 Part #2 Question #1 Sergeant Tanaka grumbled as he headed toward the squad room. The new lieutenant insisted on doing everything her way. He didn't agree with her on this one, but he would go along with it. He opened the squad room door and slammed it behind him. He gained his composure as he relayed the lieutenant's directives to the officers. Ironically, they never knew what was going on in Sergeant Tanaka's mind. A. Compliance B. Identification C. Internalization D. Resistance NEXT TEST CONTENTS PAGE END

37. Sergeant Tanaka grumbled as he headed toward the squad room. The new lieutenant insisted on doing everything her way. He didn't agree with her on this one, but he would go along with it. He opened the squad room door and slammed it behind him. He gained his composure as he relayed the lieutenant's directives to the officers. Ironically, they never knew what was going on in Sergeant Tanaka's mind. A. Compliance A. Yes, this is compliance. Sergeant Tanaka is doing what the lieutenant asks, but that's about it. No attitude change here. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

38. Sergeant Tanaka grumbled as he headed toward the squad room. The new lieutenant insisted on doing everything her way. He didn't agree with her on this one, but he would go along with it. He opened the squad room door and slammed it behind him. He gained his composure as he relayed the lieutenant's directives to the officers. Ironically, they never knew what was going on in Sergeant Tanaka's mind. B. Identification B: No, the follower in this case is not identifying with the leader. Try again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

39. Sergeant Tanaka grumbled as he headed toward the squad room. The new lieutenant insisted on doing everything her way. He didn't agree with her on this one, but he would go along with it. He opened the squad room door and slammed it behind him. He gained his composure as he relayed the lieutenant's directives to the officers. Ironically, they never knew what was going on in Sergeant Tanaka's mind. C. Internalization C: No, there is definitely no internalization here. Try again. Better yet, you had better turn off the computer and re-read the lesson. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

40. Sergeant Tanaka grumbled as he headed toward the squad room. The new lieutenant insisted on doing everything her way. He didn't agree with her on this one, but he would go along with it. He opened the squad room door and slammed it behind him. He gained his composure as he relayed the lieutenant's directives to the officers. Ironically, they never knew what was going on in Sergeant Tanaka's mind. D. Resistance D: It may appear that he is resisting, but he does go along with the lieutenant's directives. Stop guessing and choose the right answer. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

41. Leadership as Interpersonal Influence Chapter #3 Part #2 Question #2 Officer Woodruff shook his head as he heard Sergeant Tanaka give the squad instructions on how they were going to conduct training. He couldn't believe his ears. He started to join in with the grumbling that was starting to emerge from the rest of the squad. He stopped, though, and thought about how squared away Sergeant Tanaka was. Actually, Officer Woodruff had always admired Sergeant Tanaka. Maybe there was something worthwhile about these instructions after all. With that thought, he stopped his complaining and started collecting his equipment. A. Compliance B. Identification C. Internalization D. Resistance NEXT TEST CONTENTS PAGE END

42. Officer Woodruff shook his head as he heard Sergeant Tanaka give the squad instructions on how they were going to conduct training. He couldn't believe his ears. He started to join in with the grumbling that was starting to emerge from the rest of the squad. He stopped, though, and thought about how squared away Sergeant Tanaka was. Actually, Officer Woodruff had always admired Sergeant Tanaka. Maybe there was something worthwhile about these instructions after all. With that thought, he stopped his complaining and started collecting his equipment. A. Compliance A. Don't you see why Officer Woodruff has stopped complaining and now goes along with the leader's influence? It's more than just compliance. Check out the supplemental reading and then give this question another try. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

43. Officer Woodruff shook his head as he heard Sergeant Tanaka give the squad instructions on how they were going to conduct training. He couldn't believe his ears. He started to join in with the grumbling that was starting to emerge from the rest of the squad. He stopped, though, and thought about how squared away Sergeant Tanaka was. Actually, Officer Woodruff had always admired Sergeant Tanaka. Maybe there was something worthwhile about these instructions after all. With that thought, he stopped his complaining and started collecting his equipment. B. Identification B: Yes, this is identification. Officer Woodruff wasn't too keen on what the leader said. Instead, he changed his behavior and his attitude based on who the leader was. Imagine that, subordinates following you not because you are a Lieutenant, but because of you are. BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END

44. Officer Woodruff shook his head as he heard Sergeant Tanaka give the squad instructions on how they were going to conduct training. He couldn't believe his ears. He started to join in with the grumbling that was starting to emerge from the rest of the squad. He stopped, though, and thought about how squared away Sergeant Tanaka was. Actually, Officer Woodruff had always admired Sergeant Tanaka. Maybe there was something worthwhile about these instructions after all. With that thought, he stopped his complaining and started collecting his equipment. C. Internalization C: I could see how you might think this is internalization, but what was the intermediate step that led to the possible internalization of the leader's influence attempt? Didn't it have something to do with who was giving the instructions? Okay, enough hints. You try it again. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

45. Officer Woodruff shook his head as he heard Sergeant Tanaka give the squad instructions on how they were going to conduct training. He couldn't believe his ears. He started to join in with the grumbling that was starting to emerge from the rest of the squad. He stopped, though, and thought about how squared away Sergeant Tanaka was. Actually, Officer Woodruff had always admired Sergeant Tanaka. Maybe there was something worthwhile about these instructions after all. With that thought, he stopped his complaining and started collecting his equipment. D. Resistance D: Resistance began to emerge, but then it was replaced by a different outcome. Methinks you are just guessing. PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END

46. Leadership as Interpersonal Influence Chapter #3 Part #2 Question #3 Officer Woodruff thought to himself as his brand new Patrol Car sped down the lanes of the training course. Here he was, 22 years old and the Department had entrusted him with a new Ford Crown Victoria Police Package worth over $40,000 dollars. The memory of Sergeant Tanaka’s instructions still remained vivid in his mind. Sergeant Tanaka had told him that he needed to get some experience with the new cars. He smiled to himself as he looked over at his vehicle training officer who was taking in the scenery, but kept one eye on him. As the car sped up a hill, Officer Woodruff realized that Sergeant Tanaka was right. And probably the lieutenant that came up with this training was right too. There's a big difference between driving the new patrol cars and the old Chevys. As he looked in the mirror he thought to himself how he would make his officers do this when he was a Sergeant. A. Compliance B. Identification C. Internalization D. Resistance CONTENTS PAGE END

47. Officer Woodruff thought to himself as his brand new Patrol Car sped down the lanes of the training course. Here he was, 22 years old and the Department had entrusted him with a new Ford Crown Victoria Police Package worth over $40,000 dollars. The memory of Sergeant Tanaka’s instructions still remained vivid in his mind. Sergeant Tanaka had told him that he needed to get some experience with the new cars. He smiled to himself as he looked over at his vehicle training officer who was taking in the scenery, but kept one eye on him. As the car sped up a hill, Officer Woodruff realized that Sergeant Tanaka was right. And probably the lieutenant that came up with this training was right too. There's a big difference between driving the new patrol cars and the old Chevys. As he looked in the mirror he thought to himself how he would make his officers do this when he was a Sergeant. A. Compliance A. Nope, Officer Woodruff got beyond the compliance stage a long time ago. You had better crack the binding on the supplemental readings. PLEASE TRY AGAIN CONTENTS PAGE END

48. Officer Woodruff thought to himself as his brand new Patrol Car sped down the lanes of the training course. Here he was, 22 years old and the Department had entrusted him with a new Ford Crown Victoria Police Package worth over $40,000 dollars. The memory of Sergeant Tanaka’s instructions still remained vivid in his mind. Sergeant Tanaka had told him that he needed to get some experience with the new cars. He smiled to himself as he looked over at his vehicle training officer who was taking in the scenery, but kept one eye on him. As the car sped up a hill, Officer Woodruff realized that Sergeant Tanaka was right. And probably the lieutenant that came up with this training was right too. There's a big difference between driving the new patrol cars and the old Chevys. As he looked in the mirror he thought to himself how he would make his officers do this when he was a Sergeant. B. Identification B. No, Officer Woodruff isn't doing it because of Sergeant Tanaka. That was a half a day ago and one of these computer frames behind that he reacted in that manner. He's starting to believe what he's heard. What does that sound like? PLEASE TRY AGAIN CONTENTS PAGE END

49. Officer Woodruff thought to himself as his brand new Patrol Car sped down the lanes of the training course. Here he was, 22 years old and the Department had entrusted him with a new Ford Crown Victoria Police Package worth over $40,000 dollars. The memory of Sergeant Tanaka’s instructions still remained vivid in his mind. Sergeant Tanaka had told him that he needed to get some experience with the new cars. He smiled to himself as he looked over at his vehicle training officer who was taking in the scenery, but kept one eye on him. As the car sped up a hill, Officer Woodruff realized that Sergeant Tanaka was right. And probably the lieutenant that came up with this training was right too. There's a big difference between driving the new patrol cars and the old Chevys. As he looked in the mirror he thought to himself how he would make his officers do this when he was a Sergeant. C. Internalization C: Yes, notice how we've progressed through the possible outcomes of leadership. At first, Sergeant Tanaka just complied with the leader's influence attempts. Then, Officer Woodruff went along with it due to identification with Sergeant Tanaka. Now, we see Officer Woodruff riding off into the sunset with a changed attitude. Now I ask you, how do you want your subordinates to react to your leadership? BACK TO THIS QUESTION CONTENTS PAGE END

50. Officer Woodruff thought to himself as his brand new Patrol Car sped down the lanes of the training course. Here he was, 22 years old and the Department had entrusted him with a new Ford Crown Victoria Police Package worth over $40,000 dollars. The memory of Sergeant Tanaka’s instructions still remained vivid in his mind. Sergeant Tanaka had told him that he needed to get some experience with the new cars. He smiled to himself as he looked over at his vehicle training officer who was taking in the scenery, but kept one eye on him. As the car sped up a hill, Officer Woodruff realized that Sergeant Tanaka was right. And probably the lieutenant that came up with this training was right too. There's a big difference between driving the new patrol cars and the old Chevys. As he looked in the mirror he thought to himself how he would make his officers do this when he was a Sergeant. D. Resistance D: NO, You missed the boat on this one. Do not collect $200. Do not pass G0. PLEASE TRY AGAIN CONTENTS PAGE END