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WGU Organizational Behavior and Leadership (C715) Exam Questions
- Topic 1: Understanding Organizational Behavior: This topic focuses on how individuals and groups act within an organization, including motivation, communication, and workplace dynamics. It helps learners understand how behavior impacts overall performance and productivity.
- Topic 2: Leadership Styles and Effectiveness: Covers different leadership approaches such as transformational, transactional, and servant leadership. It explains how effective leaders influence teams, drive change, and achieve organizational goals.
- Topic 3: Emotional Intelligence in the Workplace: Explores the importance of self-awareness, empathy, and interpersonal skills in professional settings. This topic highlights how emotional intelligence improves teamwork, conflict resolution, and leadership success.
- Topic 4: Organizational Culture and Change Management: Examines how company values, beliefs, and culture shape employee behavior. It also introduces strategies for managing and adapting to organizational change effectively.
- Topic 5: Team Dynamics and Collaboration: Focuses on how teams function, including roles, communication, and conflict management. It emphasizes building strong collaboration skills to enhance productivity and innovation.
- Topic 6: AI Skills Fundamentals in Organizational Leadership: Introduces the role of AI in modern workplaces, including data-driven decision-making, automation, and ethical considerations. This topic highlights how AI skills support leaders in improving efficiency, innovation, and strategic planning.
Free WGU Organizational Behavior and Leadership (C715) Exam Actual Questions
Note: Premium Questions for Organizational Behavior and Leadership (C715) were last updated On Oct. 10, 2026 (see below)
Which conflict-resolution techniques might a manager use to control the level of conflict that has become dysfunctional?
Select one.
When conflict becomes dysfunctional, managers can use conflict-resolution techniques such as altering structural variables and smoothing. Altering structural variables involves changing the organizational structure, roles, or processes to reduce sources of conflict. Smoothing, on the other hand, involves emphasizing common interests and de-emphasizing differences to create a more harmonious environment. These techniques help in managing and controlling conflict to maintain organizational effectiveness.
Fulfilling a social desire such as affection, acceptance, friendship, or a sense of belonging is an example of which theory?
Select one.
Maslow's hierarchy of needs is a theory in psychology that categorizes human needs into five levels, with social needs being one of them. These needs include affection, acceptance, friendship, and a sense of belonging. According to Maslow, fulfilling these social needs is essential for individuals to move on to higher levels of the hierarchy, such as esteem and self-actualization.
Which option defines organizational culture?
Choose 1 answer
Organizational culture is defined as a shared system of meanings that is unique to the organization. It encompasses the values, beliefs, norms, and practices that shape the behavior and interactions of members within the organization. This culture influences how employees perceive and respond to various situations, and it is a critical factor in organizational identity and effectiveness.
A team is struggling to become productive but cannot decide who should do what.
How should the team leader attempt to resolve the problem?
Choose 1 answer
When a team struggles to become productive and cannot decide on roles, the team leader should coach the team through the difficulty. This involves facilitating discussions, helping members understand their strengths and weaknesses, and guiding them to make decisions collaboratively. Coaching encourages team development and problem-solving skills, leading to a more effective and cohesive team.
A company decided to change their work organization from individuals working independently to production teams. However, they decided to continue their same approach to performance evaluation and salary adjustment, which had worked well since the performance evaluation process had been improved. After a year's experience with the new team structure, it was obvious that productivity had decreased. A consultant's conclusion was that the approach to performance appraisal and assigning rewards was a cause of the teams' failure to perform.
Which approaches to performance evaluation and granting rewards would have been more effective in this situation?
Select one.
When transitioning to a team-based structure, it is essential to align performance evaluations and reward systems with the new organizational setup. Group performance evaluation with group rewards would have been more effective in this situation because it fosters a sense of collective responsibility and encourages collaboration among team members. Individual rewards can create competition rather than cooperation, which can undermine team productivity and morale.
Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
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