Question 1

Effective leadership styles

Accepted Answer

A) vary with individual, culture, and country. 
B) are easy to develop for experienced, top-level managers. 
C) frequently employ coercive power. 
D) are universal from country to country. 
E) are compromised if power is shared with followers. 
A) vary with individual, culture, and country. 
B) are easy to develop for experienced, top-level managers. 
C) frequently employ coercive power. 
D) are universal from country to country. 
E) are compromised if power is shared with followers.

Question 2

Men tend to be stereotyped as being

Accepted Answer

A) directive. 
B) relationship-oriented. 
C) empowering. 
D) supportive. 
E) nurturing. 
A) directive. 
B) relationship-oriented. 
C) empowering. 
D) supportive. 
E) nurturing.

Question 3

Do men and women differ in their effectiveness as leaders? How does this impact organizational effectiveness over time?

Accepted Answer

Consistent with the findings for leader

Question 4

Ling was recently promoted to a management position with responsibility for managing five subordinates. How will power affect Ling's effectiveness and how should she approach the five types of power in order to be an effective leader?

Accepted Answer

Leaders can influence others because the

Question 5

As a ________ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings.

Accepted Answer

A) transactional 
B) charismatic 
C) coercive 
D) relationship-oriented 
E) servant 
A) transactional 
B) charismatic 
C) coercive 
D) relationship-oriented 
E) servant

Question 6

Sienna was dissatisfied with Jenna's contribution to the team project, so Sienna exercised her ________ power by withholding part of Jenna's bonus.

Accepted Answer

A) expert 
B) reward 
C) referent 
D) informal 
E) coercive 
A) expert 
B) reward 
C) referent 
D) informal 
E) coercive

Question 7

In a collectivist culture, such as in Japan, managers tend to be

Accepted Answer

A) empowering. 
B) reluctant to lay-off employees. 
C) focused on consideration behaviors. 
D) reliant on punishment for motivation. 
E) task-oriented. 
A) empowering. 
B) reluctant to lay-off employees. 
C) focused on consideration behaviors. 
D) reliant on punishment for motivation. 
E) task-oriented.

Question 8

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in ________ leadership.

Accepted Answer

A) transactional 
B) transformational 
C) substitute 
D) instrumental 
E) supportive 
A) transactional 
B) transformational 
C) substitute 
D) instrumental 
E) supportive

Question 9

Leadership substitutes can

Accepted Answer

A) increase organizational efficiency. 
B) increase competition between leaders. 
C) decrease organizational effectiveness. 
D) minimize the value of leaders. 
E) increase the demands on managers' time. 
A) increase organizational efficiency. 
B) increase competition between leaders. 
C) decrease organizational effectiveness. 
D) minimize the value of leaders. 
E) increase the demands on managers' time.

Question 10

________ are the two basic leader behaviors identified by the behavior model of leadership.

Accepted Answer

A) Intrinsic and extrinsic 
B) Instrumental and terminal 
C) Task-structure and task-orientation 
D) Rewarding and coercing 
E) Consideration and initiating structure 
A) Intrinsic and extrinsic 
B) Instrumental and terminal 
C) Task-structure and task-orientation 
D) Rewarding and coercing 
E) Consideration and initiating structure

Question 11

Morton hires new employees, assigns them work, and monitors their performance. What type of power does Morton use?

Accepted Answer

A) transformational 
B) legitimate 
C) informal 
D) transient 
E) coercive 
A) transformational 
B) legitimate 
C) informal 
D) transient 
E) coercive

Question 12

Coercive power

Accepted Answer

A) fosters high performance if used often and consistently. 
B) respects employee dignity and is highly ethical. 
C) can have negative effects and should be used sparingly. 
D) helps clarify expectations between managers and employees. 
E) is a cornerstone of effective leadership. 
A) fosters high performance if used often and consistently. 
B) respects employee dignity and is highly ethical. 
C) can have negative effects and should be used sparingly. 
D) helps clarify expectations between managers and employees. 
E) is a cornerstone of effective leadership.

Question 13

Eloise is a first-line manager, with the authority to hire new employees and determine the best work assignments across her team. Eloise has reward power.

Accepted Answer

A) True 
 B)False

Question 14

The trait model of leadership determined that

Accepted Answer

A) possessing the identified traits did not guarantee leadership effectiveness. 
B) leaders were engaged in two types of behavior: consideration and initiating structure. 
C) the situation or context within which leadership occurs was important to consider. 
D) effective leadership was explained by personality traits alone. 
E) leaders were characterized as either relationship-oriented or task-oriented. 
A) possessing the identified traits did not guarantee leadership effectiveness. 
B) leaders were engaged in two types of behavior: consideration and initiating structure. 
C) the situation or context within which leadership occurs was important to consider. 
D) effective leadership was explained by personality traits alone. 
E) leaders were characterized as either relationship-oriented or task-oriented.

Question 15

An effective manager would be most likely to

Accepted Answer

A) use coercive power consistently to raise employee morale. 
B) place less value on the opinions of less-experienced subordinates. 
C) use reward power and referent power sparingly. 
D) carefully monitor and control employee behavior using legitimate power. 
E) acknowledge employees' accomplishments with rewards. 
A) use coercive power consistently to raise employee morale. 
B) place less value on the opinions of less-experienced subordinates. 
C) use reward power and referent power sparingly. 
D) carefully monitor and control employee behavior using legitimate power. 
E) acknowledge employees' accomplishments with rewards.

Question 16

________ leadership makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.

Accepted Answer

A) Path-goal 
B) Transactional 
C) Transformational 
D) Relationship-oriented 
E) Task-oriented 
A) Path-goal 
B) Transactional 
C) Transformational 
D) Relationship-oriented 
E) Task-oriented

Question 17

When Gillian shows that she cares for her employees and takes action to help them enjoy their work, she is engaging in ________ behavior.

Accepted Answer

A) empowering 
B) consideration 
C) task-oriented 
D) referent 
E) autonomous 
A) empowering 
B) consideration 
C) task-oriented 
D) referent 
E) autonomous

Question 18

Differentiate between transformational leadership and transactional leadership.

Accepted Answer

Transformational leadership makes subord

Question 19

Legitimate, referent, and coercive are specific types of leadership

Accepted Answer

A) transactions. 
B) styles. 
C) leverage. 
D) power. 
E) traits. 
A) transactions. 
B) styles. 
C) leverage. 
D) power. 
E) traits.

Question 20

Define the concept of employee empowerment and discuss how it relates to motivation and the leadership role of managers.

Accepted Answer

Empowerment is the process of giving emp

Effective leadership styles

Men tend to be stereotyped as being

Do men and women differ in their effectiveness as leaders? How does this impact organizational effectiveness over time?

Ling was recently promoted to a management position with responsibility for managing five subordinates. How will power affect Ling's effectiveness and how should she approach the five types of power in order to be an effective leader?

As a ________ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings.

Sienna was dissatisfied with Jenna's contribution to the team project, so Sienna exercised her ________ power by withholding part of Jenna's bonus.

In a collectivist culture, such as in Japan, managers tend to be

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in ________ leadership.

Leadership substitutes can

________ are the two basic leader behaviors identified by the behavior model of leadership.

Morton hires new employees, assigns them work, and monitors their performance. What type of power does Morton use?

Coercive power

Eloise is a first-line manager, with the authority to hire new employees and determine the best work assignments across her team. Eloise has reward power.

The trait model of leadership determined that

An effective manager would be most likely to

________ leadership makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.

When Gillian shows that she cares for her employees and takes action to help them enjoy their work, she is engaging in ________ behavior.

Differentiate between transformational leadership and transactional leadership.

Legitimate, referent, and coercive are specific types of leadership

Define the concept of employee empowerment and discuss how it relates to motivation and the leadership role of managers.

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

Effective leadership styles

Men tend to be stereotyped as being

Do men and women differ in their effectiveness as leaders? How does this impact organizational effectiveness over time?

Ling was recently promoted to a management position with responsibility for managing five subordinates. How will power affect Ling's effectiveness and how should she approach the five types of power in order to be an effective leader?

As a ________ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings.

Sienna was dissatisfied with Jenna's contribution to the team project, so Sienna exercised her ________ power by withholding part of Jenna's bonus.

In a collectivist culture, such as in Japan, managers tend to be

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in ________ leadership.

Leadership substitutes can

________ are the two basic leader behaviors identified by the behavior model of leadership.

Morton hires new employees, assigns them work, and monitors their performance. What type of power does Morton use?

Coercive power

Eloise is a first-line manager, with the authority to hire new employees and determine the best work assignments across her team. Eloise has reward power.

The trait model of leadership determined that

An effective manager would be most likely to

________ leadership makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.

When Gillian shows that she cares for her employees and takes action to help them enjoy their work, she is engaging in ________ behavior.

Differentiate between transformational leadership and transactional leadership.

Legitimate, referent, and coercive are specific types of leadership

Define the concept of employee empowerment and discuss how it relates to motivation and the leadership role of managers.

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