\u00a0\u00a0
\nQuestion 1 (5 points)
\nWhen a culture is high in uncertainty avoidance, people are likely to:
\nQuestion 1 options:
\n\u00a0\u00a0
\nsearch for absolute \u00a0\u00a0truths.
\n\u00a0
\nexpect their leaders to allow \u00a0\u00a0participation.
\n\u00a0
\nrely on their community for \u00a0\u00a0information.
\n\u00a0
\nhave a short term orientation.
\nSave
\nQuestion 2 (5 points)
\nThe three key elements of leadership effectiveness are:
\nQuestion 2 options:
\n\u00a0\u00a0
\ngoal achievement, \u00a0\u00a0smooth internal processes, external adaptability.
\n\u00a0
\nfollower satisfaction, leader \u00a0\u00a0control, empowerment.
\n\u00a0
\ngoal achievement, stock prices, \u00a0\u00a0customer satisfaction.
\n\u00a0
\nflexibility, follower \u00a0\u00a0satisfaction, stakeholder satisfaction.
\nSave
\nQuestion 3 (5 points)
\n__________ is the degree to which a culture values fairness, generosity, caring and kindness.
\nQuestion 3 options:
\n\u00a0\u00a0
\nUncertainty avoidance
\n\u00a0
\nHumane orientation
\n\u00a0
\nIn-group collectivism
\n\u00a0
\nFuture orientation
\nSave
\nQuestion 4 (5 points)
\nNational organizational heritage refers to:
\nQuestion 4 options:
\n\u00a0\u00a0
\nthe wealth of each organization.
\n\u00a0
\nthe culture of different \u00a0\u00a0organizations.
\n\u00a0
\nthe management \u00a0\u00a0styles based on national cultures.
\n\u00a0
\norganizational events that shape \u00a0\u00a0national culture.
\nSave
\nQuestion 5 (5 points)
\nDetermining span of control, reporting relationships, and degree of formalization and specialization are all elements of which function of how leaders shape organizational culture?
\nQuestion 5 options:
\n\u00a0\u00a0
\ndeveloping \u00a0\u00a0strategies and structures
\n\u00a0
\ninfluencing hiring decisions
\n\u00a0
\ncreating effective reward systems
\n\u00a0
\nrole modeling
\nSave
\nQuestion 6 (5 points)
\nThe key argument against the impact of leadership centers around the idea that:
\nQuestion 6 options:
\n\u00a0\u00a0
\nmost leaders are simply not \u00a0\u00a0effective.
\n\u00a0
\nsocial and \u00a0\u00a0environmental factors affect organizations more than leaders.
\n\u00a0
\nculture and organizational \u00a0\u00a0rigidity do not allow leaders to make their mark.
\n\u00a0
\nother managers impact \u00a0\u00a0organizations as much as leaders.
\nSave
\nQuestion 7 (5 points)
\nVertical\/horizontal dimension impacts leadership because:
\nQuestion 7 options:
\n\u00a0\u00a0
\nit deals with people.
\n\u00a0
\nit relates to how rules are used.
\n\u00a0
\nit focuses on how leaders use \u00a0\u00a0participation in their culture.
\n\u00a0
\nit affects views of \u00a0\u00a0hierarchy and equality.
\nSave
\nQuestion 8 (5 points)
\nAccording to research by Mintzberg, the job of a manager is characterized by:
\nQuestion 8 options:
\n\u00a0\u00a0
\nmany cultural encounters.
\n\u00a0
\na wide variety of tasks \u00a0\u00a0and many interruptions.
\n\u00a0
\na series of well-defined \u00a0\u00a0activities that start with planning and end in controlling.
\n\u00a0
\npolitical activities that are \u00a0\u00a0essential to being effective.
\nSave
\nQuestion 9 (5 points)
\nLeadership and management become more closely similar when considering the issue of:
\nQuestion 9 options:
\n\u00a0\u00a0
\neffectiveness and competence.
\n\u00a0
\nnational and organizational \u00a0\u00a0culture.
\n\u00a0
\nindividual traits.
\n\u00a0
\norganizational performance.
\nSave
\nQuestion 10 (5 points)
\nIn the United States there is a \u2018population hourglass\u2019 whereby the largest percentage of the population is older baby boomers, the millennial generation is at the bottom and generation Xers are in the middle. The challenges arising from issues regarding the differences in these age groups represents which major factor fueling organizational change and their leaders?
\nQuestion 10 options:
\n\u00a0\u00a0
\nincreased globalization
\n\u00a0
\nemployee expectations
\n\u00a0
\npolitical changes
\n\u00a0
\ndemographic changes
\nSave
\nQuestion 11 (5 points)
\nIndividualistic cultures tend to:
\nQuestion 11 options:
\n\u00a0\u00a0
\nexpect people to conform to social \u00a0\u00a0norms before they become independent.
\n\u00a0
\nemphasize performance over social \u00a0\u00a0support.
\n\u00a0
\nfocus on individual \u00a0\u00a0achievement.
\n\u00a0
\nvalue material goods.
\nSave
\nQuestion 12 (5 points)
\nLeaders from individualistic cultures would best be characterized by:
\nQuestion 12 options:
\n\u00a0\u00a0
\nengaging in team-oriented \u00a0\u00a0activities.
\n\u00a0
\nseeking recognition.
\n\u00a0
\ndemonstrating high levels of \u00a0\u00a0participation behaviors.
\n\u00a0
\nemploying supportive leader \u00a0\u00a0behaviors.
\nSave
\nQuestion 13 (5 points)
\nWhich of the items is one of Hofstede\u2019s five dimensions of culture?
\nQuestion 13 options:
\n\u00a0\u00a0
\nPower distance
\n\u00a0
\nEgalitarian
\n\u00a0
\nHigh context
\n\u00a0
\nPerformance orientation
\nSave
\nQuestion 14 (5 points)
\nWhich of the following statements is true about the definition of leadership effectiveness?
\nQuestion 14 options:
\n\u00a0\u00a0
\nLeadership \u00a0\u00a0effectiveness depends on the goals of the organization.
\n\u00a0
\nLeadership effectiveness must take \u00a0\u00a0into account the personality of the leader.
\n\u00a0
\nLeadership effectiveness is the \u00a0\u00a0same regardless of the organization.
\n\u00a0
\nLeadership effectiveness is always \u00a0\u00a0based on performance.
\nSave
\nQuestion 15 (5 points)
\nJapan and Korea are examples of:
\nQuestion 15 options:
\n\u00a0\u00a0
\nloose cultures.
\n\u00a0
\nindividualistic cultures.
\n\u00a0
\nvertical \u00a0\u00a0collectivistic cultures.
\n\u00a0
\ncultures that are comfortable with \u00a0\u00a0uncertainty.
\nSave
\nQuestion 16 (5 points)
\nWhich one of the following factors is the key element of most definitions of leadership effectiveness?
\nQuestion 16 options:
\n\u00a0\u00a0
\nemployee satisfaction
\n\u00a0
\nstakeholder needs
\n\u00a0
\nfocus on outcome
\n\u00a0
\nfinancial measures
\nSave
\nQuestion 17 (5 points)
\nLeaders are often role models for their followers. Recent research suggests that leaders must also pay attention to:
\nQuestion 17 options:
\n\u00a0\u00a0
\nsexual harassment and its negative \u00a0\u00a0impact.
\n\u00a0
\nthe use of power.
\n\u00a0
\nhow outsiders impact their \u00a0\u00a0followers.
\n\u00a0
\ntheir own emotional \u00a0\u00a0reactions.
\nSave
\nQuestion 18 (5 points)
\nTolerance of uncertainty refers to:
\nQuestion 18 options:
\n\u00a0\u00a0
\nhow much uncertainty exists in the \u00a0\u00a0political system.
\n\u00a0
\nhow quickly managers make decisions.
\n\u00a0
\nthe extent to which employees rely \u00a0\u00a0on their manager for decision making.
\n\u00a0
\nhow comfortable \u00a0\u00a0people are with ambiguity
\nSave
\nQuestion 19 (5 points)
\nHelgesen called the \u201cfemale\u201d style of management:
\nQuestion 19 options:
\n\u00a0\u00a0
\nnon-hierarchical charisma.
\n\u00a0
\ninterconnected management.
\n\u00a0
\nparticipative management.
\n\u00a0
\nthe web.
\nSave
\nQuestion 20 (5 points)
\nPeople from high context cultures typically:
\nQuestion 20 options:
\n\u00a0\u00a0
\nrely on non-verbal \u00a0\u00a0cues and situational factors to communicate.
\n\u00a0
\nrely on the written word and \u00a0\u00a0clearly stated statement to communicate.
\n\u00a0
\nvalue leaders who take care of \u00a0\u00a0people.
\n\u00a0
\nvalue leaders who focus on the \u00a0\u00a0task.
\nQuestion 1 (5 points)
\nHaving a clear task that provides direct feedback to follower serves as a substitute for:
\nQuestion 1 options:
\n\u00a0\u00a0
\nleader consideration behaviors.
\n\u00a0
\norganizational policies.
\n\u00a0
\nleader structuring \u00a0\u00a0behaviors.
\n\u00a0
\nleader\u2019s lack of power.
\nSave
\nQuestion 2 (5 points)
\nThe two primary leadership behaviors that are still in use are:
\nQuestion 2 options:
\n\u00a0\u00a0
\nlaissez-faire and charismatic \u00a0\u00a0motivation.
\n\u00a0
\nautocratic and democratic.
\n\u00a0
\nvisionary and practical.
\n\u00a0
\nconsideration and \u00a0\u00a0initiation of structure.
\nSave
\nQuestion 3 (5 points)
\nThe primary assumption of the contingency approach to leadership is:
\nQuestion 3 options:
\n\u00a0\u00a0
\nleadership depends on culture.
\n\u00a0
\nwhat works depends \u00a0\u00a0on the situation.
\n\u00a0
\nbehavior of leaders is contingent \u00a0\u00a0on their personality.
\n\u00a0
\nleadership effectiveness is \u00a0\u00a0contingent on the role of followers.
\nSave
\nQuestion 4 (5 points)
\nThe major shortcoming of Lewin\u2019s early research on leader behavior was that:
\nQuestion 4 options:
\n\u00a0\u00a0
\nthe behaviors were difficult to \u00a0\u00a0define clearly.
\n\u00a0
\nthe researchers could not measure \u00a0\u00a0the leader behaviors consistently.
\n\u00a0
\nit was not clear \u00a0\u00a0which behavior was most effective.
\n\u00a0
\nonly task behavior was shown to \u00a0\u00a0improve performance.
\nSave
\nQuestion 5 (5 points)
\nPrior to the industrial revolution, the study of leadership relied on:
\nQuestion 5 options:
\n\u00a0\u00a0
\nscientific studies.
\n\u00a0
\nintuition and description.
\n\u00a0
\ncase analyses.
\n\u00a0
\nthe trait approach to understand \u00a0\u00a0leaders.
\nSave
\nQuestion 6 (5 points)
\nEmployees who do not have a high quality LMX are likely to experience one of the following.
\nQuestion 6 options:
\n\u00a0\u00a0
\nAssignment to challenging tasks
\n\u00a0
\nA lot of positive and negative \u00a0\u00a0communication from their leader
\n\u00a0
\nLimited interaction \u00a0\u00a0with the leader
\n\u00a0
\nHigh performance expectations
\nSave
\nQuestion 7 (5 points)
\nAccording the Path-Goal Theory, the leader must motivate followers by:
\nQuestion 7 options:
\n\u00a0\u00a0
\nencouraging them to do their best.
\n\u00a0
\nstrengthening the \u00a0\u00a0links among effort, performance, and outcomes.
\n\u00a0
\naddressing each follower\u2019s needs.
\n\u00a0
\nbeing both a supportive and a \u00a0\u00a0task-oriented leader who focuses on followers.
\nSave
\nQuestion 8 (5 points)
\nSuzanna would like to improve her leadership effectiveness using Path-Goal theories of leadership. She should:
\nQuestion 8 options:
\n\u00a0\u00a0
\nidentify her in-group and \u00a0\u00a0out-group and how followers get in each group.
\n\u00a0
\nmake sure that she has enough \u00a0\u00a0power.
\n\u00a0
\nunderstand her \u00a0\u00a0followers\u2019 need for autonomy and their perception of the task.
\n\u00a0
\nmake sure she is comfortable with \u00a0\u00a0a variety of decision styles.
\nSave
\nQuestion 9 (5 points)
\nIn the _________ decision style, the leader makes the decision alone, with or without information from the group.
\nQuestion 9 options:
\n\u00a0\u00a0
\nautocratic
\n\u00a0
\nindividual
\n\u00a0
\nconsultative
\n\u00a0
\ngroup
\nSave
\nQuestion 10 (5 points)
\nThe substitute for leadership model has increasing applications to many organizations as they:
\nQuestion 10 options:
\n\u00a0\u00a0
\nimplement the use \u00a0\u00a0teams.
\n\u00a0
\nselect leaders with certain \u00a0\u00a0traits.
\n\u00a0
\nteach leaders to be both \u00a0\u00a0considerate and provide structure.
\n\u00a0
\nmove to other cultures.
\nSave
\nQuestion 11 (5 points)
\nThe modern scientific study of leadership can be divided into three eras. These are:
\nQuestion 11 options:
\n\u00a0\u00a0
\ntrait, behavior, \u00a0\u00a0contingency.
\n\u00a0
\ncharismatic, visionary, exemplary.
\n\u00a0
\ncase studies, research, theory \u00a0\u00a0building.
\n\u00a0
\npersonality, event-based, complex \u00a0\u00a0analysis.
\nSave
\nQuestion 12 (5 points)
\nWhich of the following principles is the basis for the Normative Decision Model?
\nQuestion 12 options:
\n\u00a0\u00a0
\nEmpowerment is always effective.
\n\u00a0
\nWestern employees expect to \u00a0\u00a0participate in decision making.
\n\u00a0
\nGroups are wasteful \u00a0\u00a0and inefficient.
\n\u00a0
\nEmployee motivation results from \u00a0\u00a0the leader removing obstacles.
\nSave
\nQuestion 13 (5 points)
\nWhen there is no quality requirement and employee commitment is not needed, the most appropriate leader decision style is:
\nQuestion 13 options:
\n\u00a0\u00a0
\nautocratic.
\n\u00a0
\nindividual.
\n\u00a0
\nconsultative.
\n\u00a0
\ngroup.
\nSave
\nQuestion 14 (5 points)
\nAccording to Fiedler, __________ is the most important factor in any leadership situation.
\nQuestion 14 options:
\n\u00a0\u00a0
\nleader-member \u00a0\u00a0relations
\n\u00a0
\ntask structure
\n\u00a0
\nfollower maturity
\n\u00a0
\nposition power
\nSave
\nQuestion 15 (5 points)
\nThe key issue in keeping in-groups productive is:
\nQuestion 15 options:
\n\u00a0\u00a0
\nthe leader\u2019s \u00a0\u00a0personality.
\n\u00a0
\nthe followers\u2019 personality.
\n\u00a0
\nhow in-group members are selected.
\n\u00a0
\nthe quality of the LMX.
\nSave
\nQuestion 16 (5 points)
\nAnwar is a task-motivated leader who is in a high situational control environment. Based on Fiedler\u2019s Contingency Model, he is likely to:
\nQuestion 16 options:
\n\u00a0\u00a0
\nbe tense, overbearing, and over \u00a0\u00a0controlling.
\n\u00a0
\nbe confident, \u00a0\u00a0considerate, and focused on removing obstacles.
\n\u00a0
\nbe considerate, open to \u00a0\u00a0suggestions and concerned with resolving conflicts.
\n\u00a0
\nBe directive, serious, and with \u00a0\u00a0little concern for others.
\nSave
\nQuestion 17 (5 points)
\nAccording to group dynamics research that is the basis for the Normative Decision Model:
\nQuestion 17 options:
\n\u00a0\u00a0
\ngroups make better decisions.
\n\u00a0
\nwell trained groups make faster \u00a0\u00a0decisions than individuals.
\n\u00a0
\nleaders get better results when \u00a0\u00a0they rely on groups.
\n\u00a0
\nparticipation in \u00a0\u00a0decision-making leads to commitment.
\nSave
\nQuestion 18 (5 points)
\nAccording to the Contingency Model, task-motivated leaders will be most effective in which type of situation?
\nQuestion 18 options:
\n\u00a0\u00a0
\nmoderate control
\n\u00a0
\nlow control
\n\u00a0
\nhigh-control
\n\u00a0
\nall situations
\nSave
\nQuestion 19 (5 points)
\nWhich of the following factors contributed to the development of the behavior approach to leadership?
\nQuestion 19 options:
\n\u00a0\u00a0
\nthe need to find \u00a0\u00a0leaders during World War II
\n\u00a0
\nthe development of personality \u00a0\u00a0testing
\n\u00a0
\nthe use of behavioral surveys to \u00a0\u00a0measure traits
\n\u00a0
\naccess to military leaders
\nSave
\nQuestion 20 (5 points)
\nWhen the employees\u2019 commitment is essential, they generally agree with the goals of the organization, and the leader does not have enough information, the most appropriate decision style is:
\nQuestion 20 options:
\n\u00a0\u00a0
\nautocratic.
\n\u00a0
\nconsultative.
\n\u00a0
\ndelegation.
\n\u00a0
\nindividual.
\nQuestion 1 (5 points)
\n__________ is the Big Five personality dimension that is important in jobs such as management that require social interaction.
\nQuestion 1 options:
\n\u00a0\u00a0
\nEmotional intelligence
\n\u00a0
\nExtraversion
\n\u00a0
\nOpenness to experience
\n\u00a0
\nAgreeableness
\nSave
\nQuestion 2 (5 points)
\nWhich one of the following have been found to be relatively universal values?
\nQuestion 2 options:
\n\u00a0\u00a0
\nIndividuality and individual \u00a0\u00a0dignity
\n\u00a0
\nPersonal achievement and \u00a0\u00a0performance
\n\u00a0
\nFairness and honesty
\n\u00a0
\nDesire for recognition and rewards
\nSave
\nQuestion 3 (5 points)
\nWhich of the Big Five personality dimensions is most strongly correlated to job performance?
\nQuestion 3 options:
\n\u00a0\u00a0
\nconcientiousness
\n\u00a0
\nemotional intelligence
\n\u00a0
\nopenness to experience
\n\u00a0
\nagreeableness
\nSave
\nQuestion 4 (5 points)
\nA team leader focuses on assuring that his team members have the latest expertise not available elsewhere in the organization. He is using which organizational source of power to assure that his team has power?
\nQuestion 4 options:
\n\u00a0\u00a0
\ncentrality
\n\u00a0
\norganicity
\n\u00a0
\nsubstitutability
\n\u00a0
\ncoalition building
\nSave
\nQuestion 5 (5 points)
\nWhich of the following best describe Type As?
\nQuestion 5 options:
\n\u00a0\u00a0
\nType As are strategic thinkers who \u00a0\u00a0are proactive.
\n\u00a0
\nType As try to do \u00a0\u00a0more in less time.
\n\u00a0
\nType As are willing to cut corners \u00a0\u00a0to achieve their goals.
\n\u00a0
\nType As are good at persuading \u00a0\u00a0others.
\nSave
\nQuestion 6 (5 points)
\nResearch about the effect of power distribution suggests that:
\nQuestion 6 options:
\n\u00a0\u00a0
\ncentralized power allows \u00a0\u00a0organizations to perform well.
\n\u00a0
\nconcentrated power \u00a0\u00a0can be detrimental to performance.
\n\u00a0
\nleaders often give up their power \u00a0\u00a0willingly.
\n\u00a0
\npower sharing works well in most \u00a0\u00a0cultures.
\nSave
\nQuestion 7 (5 points)
\nOlder generations in Western Europe and the U.S. tend to __________ than younger generation.
\nQuestion 7 options:
\n\u00a0\u00a0
\nbemoresuspicioius of authoriy
\n\u00a0
\nhave a stronger \u00a0\u00a0sense of cultural superiority
\n\u00a0
\nbe more independent
\n\u00a0
\nbe more tied to their parents and \u00a0\u00a0family members
\nSave
\nQuestion 8 (5 points)
\nUnited States laws forbid business people to bribe others even in cultures where bribery is expected or necessary. This approach to ethics reflects a __________ view of ethics.
\nQuestion 8 options:
\n\u00a0\u00a0
\nuniversalist
\n\u00a0
\ncontingency
\n\u00a0
\nrelativist
\n\u00a0
\ncultural
\nSave
\nQuestion 9 (5 points)
\nWhich one of the following influences a person\u2019s value system?
\nQuestion 9 options:
\n\u00a0\u00a0
\nabilities
\n\u00a0
\nskills
\n\u00a0
\nleadership
\n\u00a0
\nculture
\nSave
\nQuestion 10 (5 points)
\n__________ is one of the influence tactics that rely on all sources of personal power.
\nQuestion 10 options:
\n\u00a0\u00a0
\nPressure
\n\u00a0
\nPersonal appeal
\n\u00a0
\nConsultation
\n\u00a0
\nRational persuasion
\nSave
\nQuestion 11 (5 points)
\nAbilities tend to be:
\nQuestion 11 options:
\n\u00a0\u00a0
\nstable over an \u00a0\u00a0extended period of time.
\n\u00a0
\nrelated to culture.
\n\u00a0
\nbased on values.
\n\u00a0
\nrelated to leadership.
\nSave
\nQuestion 12 (5 points)
\nThe concept of __________ suggests that teams gain power based on their ability to remove obstacles for others.
\nQuestion 12 options:
\n\u00a0\u00a0
\nstrategic \u00a0\u00a0contingencies
\n\u00a0
\nshared power
\n\u00a0
\nempowerment
\n\u00a0
\ncoalition building
\nSave
\nQuestion 13 (5 points)
\nA __________ view of ethics suggests that what is right or wrong depends on the situation.
\nQuestion 13 options:
\n\u00a0\u00a0
\nuniversalist
\n\u00a0
\ncontingency
\n\u00a0
\nrelativist
\n\u00a0
\ncultural
\nSave
\nQuestion 14 (5 points)
\nThe key organizational factor in abuse of power is:
\nQuestion 14 options:
\n\u00a0\u00a0
\na decentralized structure.
\n\u00a0
\nthe organizational \u00a0\u00a0culture.
\n\u00a0
\nthe leadership succession plan.
\n\u00a0
\nthe training and development plan.
\nSave
\nQuestion 15 (5 points)
\nMarta has just been appointed to a top level executive position in her company. Which of the following leadership skills is she most likely to need and use?
\nQuestion 15 options:
\n\u00a0\u00a0
\ntechnical
\n\u00a0
\ninterpersonal
\n\u00a0
\nconceptual
\n\u00a0
\norganizational
\nSave
\nQuestion 16 (5 points)
\nThe leader\u2019s power increases when employees:
\nQuestion 16 options:
\n\u00a0\u00a0
\nare motivated.
\n\u00a0
\ncomply with her decisions.
\n\u00a0
\ndo not resist a decision.
\n\u00a0
\nare committed to her \u00a0\u00a0decisions.
\nSave
\nQuestion 17 (5 points)
\nIndividual difference characteristics affect a person\u2019s behavior most when:
\nQuestion 17 options:
\n\u00a0\u00a0
\nthe situation provides clear \u00a0\u00a0guidelines.
\n\u00a0
\nthe situation is \u00a0\u00a0loosely structured.
\n\u00a0
\nthe person is strong willed.
\n\u00a0
\nthe person is flexible.
\nSave
\nQuestion 18 (5 points)
\nLocus of control is an indicator of:
\nQuestion 18 options:
\n\u00a0\u00a0
\nhow much control a person needs.
\n\u00a0
\nhow much control a \u00a0\u00a0person feels he\/she has.
\n\u00a0
\nthe control level of leaders.
\n\u00a0
\ncontrol available in the \u00a0\u00a0situation.
\nSave
\nQuestion 19 (5 points)
\nThe underlying theme of empowerment is:
\nQuestion 19 options:
\n\u00a0\u00a0
\ndelegating all power to employees.
\n\u00a0
\nsharing power with \u00a0\u00a0those who need it to perform their job.
\n\u00a0
\nsetting goals that everyone can \u00a0\u00a0achieve easily.
\n\u00a0
\ncentralizing decision making in \u00a0\u00a0the team.
\nSave
\nQuestion 20 (5 points)
\nIndividuals with __________ power can influence others because they are liked and respected.
\nQuestion 20 options:
\n\u00a0\u00a0
\nlegitimate
\n\u00a0
\nreferent
\n\u00a0
\ninformational
\n\u00a0
\nreward<\/p>\n","protected":false},"excerpt":{"rendered":"
\u00a0\u00a0 Question 1 (5 points) When a culture is high in uncertainty avoidance, people are likely to: Question 1 options: \u00a0\u00a0 search for absolute \u00a0\u00a0truths.…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-147040","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts\/147040","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/comments?post=147040"}],"version-history":[{"count":0,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts\/147040\/revisions"}],"wp:attachment":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/media?parent=147040"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/categories?post=147040"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/tags?post=147040"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}