Question 1

Power that results from the authority to reward others is called _____.

Accepted Answer

The answer of Power that results from the authority to...

Question 2

In situations of _____, according to Fiedler, relationship-oriented leaders are more effective.

Accepted Answer

A)  high favorability 
B)  moderate favorability 
C)  high unfavorability 
D)  no favorability 
E)  none of these 
A)  high favorability 
B)  moderate favorability 
C)  high unfavorability 
D)  no favorability 
E)  none of these

Question 3

The Leadership Grid used the two leader behaviors which were called:

Accepted Answer

A)  employee-centered and job centered. 
B)  consideration and initiating structure. 
C)  concern for people and concern for production. 
D)  relationship-oriented and task-oriented. 
E)  employee-oriented and relationship oriented. 
A)  employee-centered and job centered. 
B)  consideration and initiating structure. 
C)  concern for people and concern for production. 
D)  relationship-oriented and task-oriented. 
E)  employee-oriented and relationship oriented.

Question 4

The _____ leader is distinguished by his/her ability to bring about organizational change.

Accepted Answer

A)  transformational 
B)  participative 
C)  charismatic 
D)  achievement-oriented 
E)  people-oriented leader 
A)  transformational 
B)  participative 
C)  charismatic 
D)  achievement-oriented 
E)  people-oriented leader

Question 5

When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is a passive, independent, critical thinker?

Accepted Answer

A)  Conformist 
B)  Passive follower 
C)  Pragmatic survivor 
D)  Effective follower 
E)  Alienated follower 
A)  Conformist 
B)  Passive follower 
C)  Pragmatic survivor 
D)  Effective follower 
E)  Alienated follower

Question 7

Scenario - Barry Bailey 
The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.
-Barry will develop strong skills in working with her people and also strong ability in accomplishing the task achieving the goals of Marc's Music. On the managerial grid, her style will be:

Accepted Answer

A)  1,1. 
B)  9,9. 
C)  9,1. 
D)  1,9. 
E)  5,5. 
A)  1,1. 
B)  9,9. 
C)  9,1. 
D)  1,9. 
E)  5,5.

Question 8

Scenario - Barry Bailey 
The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.
-Barry recognizes that her power can come from five sources, including all of the following EXCEPT:

Accepted Answer

A)  referent power. 
B)  reward power. 
C)  coercive power. 
D)  mechanistic power. 
E)  All of the sources of power. 
A)  referent power. 
B)  reward power. 
C)  coercive power. 
D)  mechanistic power. 
E)  All of the sources of power.

Question 9

Values associated with interactive leadership include personal confidence, exclusion, and independence.

Accepted Answer

A) True 
 B)False

Question 10

_____ leaders know and understand themselves, act consistently with high order ethical values, and empower and inspire others.

Accepted Answer

A)  Level 5 
B)  Servant 
C)  Authentic 
D)  Transformational 
E)  Interactive 
A)  Level 5 
B)  Servant 
C)  Authentic 
D)  Transformational 
E)  Interactive

Question 11

According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT:

Accepted Answer

A)  delegate the whole task. 
B)  maintain feedback. 
C)  give thorough instructions. 
D)  work alone to accomplish important tasks. 
E)  evaluate and reward performance. 
A)  delegate the whole task. 
B)  maintain feedback. 
C)  give thorough instructions. 
D)  work alone to accomplish important tasks. 
E)  evaluate and reward performance.

Question 12

Power coming from a formal management position in an organization and the authority granted to it is called _____.

Accepted Answer

The answer of Power coming from a formal management position...

Question 13

_____ power comes from organizational structure and promotes stability, order, and problem solving within the structure.

Accepted Answer

A)  Motivation 
B)  Position 
C)  Leadership 
D)  Control 
E)  Referent 
A)  Motivation 
B)  Position 
C)  Leadership 
D)  Control 
E)  Referent

Question 14

Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.

Accepted Answer

A) True 
 B)False

Question 15

All of the following are leadership qualities EXCEPT:

Accepted Answer

A)  visionary. 
B)  innovative. 
C)  promotes change. 
D)  structured. 
E)  nurtures. 
A)  visionary. 
B)  innovative. 
C)  promotes change. 
D)  structured. 
E)  nurtures.

Question 16

Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations?

Accepted Answer

A)  Contingency approach 
B)  Behavioral approach 
C)  Trait approach 
D)  Organizational approach 
E)  None of these 
A)  Contingency approach 
B)  Behavioral approach 
C)  Trait approach 
D)  Organizational approach 
E)  None of these

Question 17

People who are entangled in a network of relationships have less power.

Accepted Answer

A) True 
 B)False

Question 18

Two types of personal powers are expert and reward powers.

Accepted Answer

A) True 
 B)False

Question 19

_____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation.

Accepted Answer

Authority-

Question 20

_____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance.

Accepted Answer

The answer of _____ are the distinguishing personal characteristics of...

Power that results from the authority to reward others is called _____.

In situations of _____, according to Fiedler, relationship-oriented leaders are more effective.

The Leadership Grid used the two leader behaviors which were called:

The _____ leader is distinguished by his/her ability to bring about organizational change.

When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.

Which of the following is a passive, independent, critical thinker?

Values associated with interactive leadership include personal confidence, exclusion, and independence.

_____ leaders know and understand themselves, act consistently with high order ethical values, and empower and inspire others.

According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT:

Power coming from a formal management position in an organization and the authority granted to it is called _____.

_____ power comes from organizational structure and promotes stability, order, and problem solving within the structure.

Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.

All of the following are leadership qualities EXCEPT:

Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations?

People who are entangled in a network of relationships have less power.

Two types of personal powers are expert and reward powers.

_____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation.

_____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance.

The World of Innovative Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Start Ups and New Ventures

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Managerial Decision Making

Designing Organization Structure

Managing Change and Innovation

Managing Human Resource

Managing Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters

Exam 15: Leadership

Power that results from the authority to reward others is called _____.

In situations of _____, according to Fiedler, relationship-oriented leaders are more effective.

The Leadership Grid used the two leader behaviors which were called:

The _____ leader is distinguished by his/her ability to bring about organizational change.

When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.

Which of the following is a passive, independent, critical thinker?

Values associated with interactive leadership include personal confidence, exclusion, and independence.

_____ leaders know and understand themselves, act consistently with high order ethical values, and empower and inspire others.

According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT:

Power coming from a formal management position in an organization and the authority granted to it is called _____.

_____ power comes from organizational structure and promotes stability, order, and problem solving within the structure.

Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.

All of the following are leadership qualities EXCEPT:

Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations?

People who are entangled in a network of relationships have less power.

Two types of personal powers are expert and reward powers.

_____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation.

_____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance.

The World of Innovative Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Start Ups and New Ventures

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Managerial Decision Making

Designing Organization Structure

Managing Change and Innovation

Managing Human Resource

Managing Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters