Question 1

Sonia is an office manager and makes time to connect personally with each of her employees and show care and concern for their well-being. Sonia is enhancing her ________ power.

Accepted Answer

A) reward 
B) transient 
C) coercive 
D) referent 
E) legitimate 
A) reward 
B) transient 
C) coercive 
D) referent 
E) legitimate D

Question 2

Two managers are asked to describe the characteristics of an employee who has been struggling to perform well in the organization. According to Fiedler's contingency model, why might one manager view the employee in a more positive light than the other manager?

Accepted Answer

A) The positive manager is more relationship-oriented. 
B) The positive manager is more task-oriented. 
C) The positive manager is better at consideration behaviors. 
D) The positive manager is better at initiating structure. 
E) The positive manager has a greater tolerance for stress. 
A) The positive manager is more relationship-oriented. 
B) The positive manager is more task-oriented. 
C) The positive manager is better at consideration behaviors. 
D) The positive manager is better at initiating structure. 
E) The positive manager has a greater tolerance for stress. A

Question 3

The trait model of leadership considers the situation or context within which leadership occurs.

Accepted Answer

A) True 
 B)False  False

Question 4

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through

Accepted Answer

A) coercive power. 
B) intellectual stimulation. 
C) referent power. 
D) virtual stimulation. 
E) transactional leadership. 
A) coercive power. 
B) intellectual stimulation. 
C) referent power. 
D) virtual stimulation. 
E) transactional leadership.

Question 5

Janice is a manager at a publishing company. She wants to improve her ability to foster creativity within her team. To accomplish this, she should work on developing her

Accepted Answer

A) affiliation needs. 
B) emotional intelligence. 
C) coercive power. 
D) initiating structure behaviors. 
E) transactional leadership skills. 
A) affiliation needs. 
B) emotional intelligence. 
C) coercive power. 
D) initiating structure behaviors. 
E) transactional leadership skills.

Question 6

Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that best fit his personal commitments. This is an example of

Accepted Answer

A) transactional leadership. 
B) referent power. 
C) employee empowerment. 
D) servant leadership. 
E) ineffective management. 
A) transactional leadership. 
B) referent power. 
C) employee empowerment. 
D) servant leadership. 
E) ineffective management.

Question 7

What is emotional intelligence? How does it contribute to leader effectiveness?

Accepted Answer

Emotional intelligence is the ability to

Question 8

________ models of leadership consider the situation or context within which leadership occurs.

Accepted Answer

A) Trait 
B) Contingency 
C) Behavior 
D) Expectancy 
E) Transactional 
A) Trait 
B) Contingency 
C) Behavior 
D) Expectancy 
E) Transactional

Question 9

A high level of ________ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

Accepted Answer

A) emotional intelligence 
B) expectancy 
C) reward power 
D) coercive power 
E) consideration 
A) emotional intelligence 
B) expectancy 
C) reward power 
D) coercive power 
E) consideration

Question 10

Julianna regularly reminds her team members of the purpose of their work and why they are important to the organization. She also keeps them focused on their own needs for personal growth and accomplishment. Julianna's ________ leadership style motivates the team to work for the good of the organization.

Accepted Answer

A) supportive 
B) transactional 
C) transformational 
D) empathetic 
E) developmental 
A) supportive 
B) transactional 
C) transformational 
D) empathetic 
E) developmental

Question 11

________ is a personal characteristic often possessed by transformational leaders.

Accepted Answer

A) Conformity 
B) Casualness 
C) Conservativeness 
D) Cautiousness 
E) Charisma 
A) Conformity 
B) Casualness 
C) Conservativeness 
D) Cautiousness 
E) Charisma

Question 12

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

Accepted Answer

A) True 
 B)False

Question 13

An important characteristic of empowerment is that it

Accepted Answer

A) can motivate employees to take a less active role in leadership. 
B) increases managers' involvement in routine tasks. 
C) gives managers more time to concentrate on other important concerns. 
D) signifies a complete transfer of responsibility and accountability from a manager to a subordinate. 
E) is not incorporated readily into modern management styles. 
A) can motivate employees to take a less active role in leadership. 
B) increases managers' involvement in routine tasks. 
C) gives managers more time to concentrate on other important concerns. 
D) signifies a complete transfer of responsibility and accountability from a manager to a subordinate. 
E) is not incorporated readily into modern management styles.

Question 14

High emotional intelligence makes leaders too sensitive and prevents them from instilling trust and cooperation throughout the organization.

Accepted Answer

A) True 
 B)False

Question 15

Jalen manages his team with a strong focus on goals and how to achieve them with maximum efficiency and effectiveness. According to Fiedler, Jalen is a(n)________ leader.

Accepted Answer

A) task-oriented 
B) behavior-oriented 
C) relationship-oriented 
D) affiliation-oriented 
E) structure-oriented 
A) task-oriented 
B) behavior-oriented 
C) relationship-oriented 
D) affiliation-oriented 
E) structure-oriented

Question 16

In a transformational environment, managers engage in ________ by sharing information and motivating subordinates to take responsibility and not treat problems as "management issues" beyond their concern.

Accepted Answer

A) intellectual stimulation 
B) leadership substitution 
C) coercive power 
D) transactional leadership 
E) developmental consideration 
A) intellectual stimulation 
B) leadership substitution 
C) coercive power 
D) transactional leadership 
E) developmental consideration

Question 17

Chris's subordinates think very highly of his leadership and work ethic, resulting in low attrition and high performance within the group. Chris has cultivated a high level of ________ power.

Accepted Answer

A) consequential 
B) formal 
C) referent 
D) expert 
E) transactional 
A) consequential 
B) formal 
C) referent 
D) expert 
E) transactional

Question 18

Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating ________ leadership.

Accepted Answer

A) transactional 
B) transformational 
C) charismatic 
D) intrinsic 
E) extrinsic 
A) transactional 
B) transformational 
C) charismatic 
D) intrinsic 
E) extrinsic

Question 19

Leaders engage in ________ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.

Accepted Answer

A) initiating structure 
B) supportive behaviors 
C) consideration behaviors 
D) employee-centered behavior 
E) emotional intelligence 
A) initiating structure 
B) supportive behaviors 
C) consideration behaviors 
D) employee-centered behavior 
E) emotional intelligence

Question 20

As principal of a high school, Roger knows that his teachers are motivated by their pay, autonomy in the classroom, and having a choice of which grade levels to teach. While Roger can control the level of autonomy and choice of grade levels the teachers have, he is not involved in the distribution of pay raises. In the context of path-goal theory, what should Roger do to best lead his teachers?

Accepted Answer

A) Inform teachers he has no control over pay so they will focus on other motivators. 
B) Work to gain reward power related to the pay raise distribution process. 
C) Ignore pay as a motivator because he has control in other areas. 
D) Reduce his expectations for performance as he cannot fully reward high performance. 
E) Use his coercive power to punish teachers who complain about pay. 
A) Inform teachers he has no control over pay so they will focus on other motivators. 
B) Work to gain reward power related to the pay raise distribution process. 
C) Ignore pay as a motivator because he has control in other areas. 
D) Reduce his expectations for performance as he cannot fully reward high performance. 
E) Use his coercive power to punish teachers who complain about pay.

Sonia is an office manager and makes time to connect personally with each of her employees and show care and concern for their well-being. Sonia is enhancing her ________ power.

Two managers are asked to describe the characteristics of an employee who has been struggling to perform well in the organization. According to Fiedler's contingency model, why might one manager view the employee in a more positive light than the other manager?

The trait model of leadership considers the situation or context within which leadership occurs.

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through

Janice is a manager at a publishing company. She wants to improve her ability to foster creativity within her team. To accomplish this, she should work on developing her

Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that best fit his personal commitments. This is an example of

What is emotional intelligence? How does it contribute to leader effectiveness?

________ models of leadership consider the situation or context within which leadership occurs.

A high level of ________ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

________ is a personal characteristic often possessed by transformational leaders.

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

An important characteristic of empowerment is that it

High emotional intelligence makes leaders too sensitive and prevents them from instilling trust and cooperation throughout the organization.

Jalen manages his team with a strong focus on goals and how to achieve them with maximum efficiency and effectiveness. According to Fiedler, Jalen is a(n)________ leader.

In a transformational environment, managers engage in ________ by sharing information and motivating subordinates to take responsibility and not treat problems as "management issues" beyond their concern.

Chris's subordinates think very highly of his leadership and work ethic, resulting in low attrition and high performance within the group. Chris has cultivated a high level of ________ power.

Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating ________ leadership.

Leaders engage in ________ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 14: Leadership

Sonia is an office manager and makes time to connect personally with each of her employees and show care and concern for their well-being. Sonia is enhancing her ________ power.

Two managers are asked to describe the characteristics of an employee who has been struggling to perform well in the organization. According to Fiedler's contingency model, why might one manager view the employee in a more positive light than the other manager?

The trait model of leadership considers the situation or context within which leadership occurs.

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through

Janice is a manager at a publishing company. She wants to improve her ability to foster creativity within her team. To accomplish this, she should work on developing her

Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that best fit his personal commitments. This is an example of

What is emotional intelligence? How does it contribute to leader effectiveness?

________ models of leadership consider the situation or context within which leadership occurs.

A high level of ________ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

________ is a personal characteristic often possessed by transformational leaders.

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

An important characteristic of empowerment is that it

High emotional intelligence makes leaders too sensitive and prevents them from instilling trust and cooperation throughout the organization.

Jalen manages his team with a strong focus on goals and how to achieve them with maximum efficiency and effectiveness. According to Fiedler, Jalen is a(n)________ leader.

In a transformational environment, managers engage in ________ by sharing information and motivating subordinates to take responsibility and not treat problems as "management issues" beyond their concern.

Chris's subordinates think very highly of his leadership and work ethic, resulting in low attrition and high performance within the group. Chris has cultivated a high level of ________ power.

Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating ________ leadership.

Leaders engage in ________ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters