Question 1

In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

Accepted Answer

interactiv

Question 2

The entrusting style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness.

Accepted Answer

A) True 
 B)False

Question 3

Two leadership styles used by Fiedler in his contingency theory were:

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 relations-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 relations-oriented.

Question 4

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

Accepted Answer

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

Question 5

Which of the following types of power stems from a leader's special knowledge?

Accepted Answer

A)  Reward power 
B)  Referent power 
C)  Legitimate power 
D)  Coercive power 
E)  None of these 
A)  Reward power 
B)  Referent power 
C)  Legitimate power 
D)  Coercive power 
E)  None of these

Question 6

Which of the following is the power coming from a formal management position in the organization?

Accepted Answer

A)  Referent power 
B)  Coercive power 
C)  Reward power 
D)  Legitimate power 
E)  Expert power 
A)  Referent power 
B)  Coercive power 
C)  Reward power 
D)  Legitimate power 
E)  Expert power

Question 7

Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence.

Accepted Answer

A) True 
 B)False

Question 8

A situational variable that counteracts a leadership style is known as a(n) _____.

Accepted Answer

The answer of A situational variable that counteracts a leadership...

Question 9

_____ is the extent to which the leader is task oriented and directs subordinates' work activities toward goal attainment.

Accepted Answer

Initiating

Question 10

Power is the potential ability to influence the behavior and decisions of other people.

Accepted Answer

A) True 
 B)False

Question 11

A(n) _____ for leadership makes the leadership style unnecessary or redundant.

Accepted Answer

The answer of A(n) _____ for leadership makes the leadership...

Question 12

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

Accepted Answer

Authority-

Question 13

The less effective leaders, in the University of Michigan studies, were called:

Accepted Answer

A)  job-centered leaders. 
B)  employee-centered leaders. 
C)  initiating structure. 
D)  consideration. 
E)  impoverished management. 
A)  job-centered leaders. 
B)  employee-centered leaders. 
C)  initiating structure. 
D)  consideration. 
E)  impoverished management.

Question 14

The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance.

Accepted Answer

A) True 
 B)False

Question 15

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 16

All of the following are interpersonal influence tactics EXCEPT:

Accepted Answer

A)  reward the behaviors you want. 
B)  develop allies. 
C)  rely on the rule of demand. 
D)  make use of higher authority. 
E)  ask for what you want. 
A)  reward the behaviors you want. 
B)  develop allies. 
C)  rely on the rule of demand. 
D)  make use of higher authority. 
E)  ask for what you want.

Question 17

CASE
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 18

Rational persuasion is one interpersonal influence tactic available for leaders.

Accepted Answer

A) True 
 B)False

Question 19

When leaders influence others through the exchange of benefits or favors, which influence tactic is being used?

Accepted Answer

A)  Develop allies 
B)  Use rational persuasion 
C)  Make people like you 
D)  Rule of reciprocity 
E)  Reward behaviors 
A)  Develop allies 
B)  Use rational persuasion 
C)  Make people like you 
D)  Rule of reciprocity 
E)  Reward behaviors

Question 20

According to the Leadership Grid, _____ reflects a moderate amount of concern for both people and production.

Accepted Answer

A)  Team Management 
B)  Country Club Management 
C)  Middle of the Road Management 
D)  Impoverished Management 
E)  Authority-Compliance Management 
A)  Team Management 
B)  Country Club Management 
C)  Middle of the Road Management 
D)  Impoverished Management 
E)  Authority-Compliance Management

In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

The entrusting style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness.

Two leadership styles used by Fiedler in his contingency theory were:

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

Which of the following types of power stems from a leader's special knowledge?

Which of the following is the power coming from a formal management position in the organization?

Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence.

A situational variable that counteracts a leadership style is known as a(n) _____.

_____ is the extent to which the leader is task oriented and directs subordinates' work activities toward goal attainment.

Power is the potential ability to influence the behavior and decisions of other people.

A(n) _____ for leadership makes the leadership style unnecessary or redundant.

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

The less effective leaders, in the University of Michigan studies, were called:

The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance.

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

All of the following are interpersonal influence tactics EXCEPT:

Rational persuasion is one interpersonal influence tactic available for leaders.

When leaders influence others through the exchange of benefits or favors, which influence tactic is being used?

According to the Leadership Grid, _____ reflects a moderate amount of concern for both people and production.

Innovative Management for a Changing World

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Small Business Start Ups

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters

Exam 15: Leadership

In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

The entrusting style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness.

Two leadership styles used by Fiedler in his contingency theory were:

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

Which of the following types of power stems from a leader's special knowledge?

Which of the following is the power coming from a formal management position in the organization?

Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence.

A situational variable that counteracts a leadership style is known as a(n) _____.

_____ is the extent to which the leader is task oriented and directs subordinates' work activities toward goal attainment.

Power is the potential ability to influence the behavior and decisions of other people.

A(n) _____ for leadership makes the leadership style unnecessary or redundant.

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

The less effective leaders, in the University of Michigan studies, were called:

The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance.

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

All of the following are interpersonal influence tactics EXCEPT:

Rational persuasion is one interpersonal influence tactic available for leaders.

When leaders influence others through the exchange of benefits or favors, which influence tactic is being used?

According to the Leadership Grid, _____ reflects a moderate amount of concern for both people and production.

Innovative Management for a Changing World

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Small Business Start Ups

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Individual Behavior

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters