Question 1

Which of the following is NOT positively associated with transformational leadership, according to research?

Accepted Answer

A)  goals consistent with those of the leader 
B)  more work engagement 
C)  less group cohesion 
D)  higher levels of intrinsic motivation 
E)  more identification with their work groups 
A)  goals consistent with those of the leader 
B)  more work engagement 
C)  less group cohesion 
D)  higher levels of intrinsic motivation 
E)  more identification with their work groups C

Question 2

Suppose that you are managing a large retail store, such as a Macy's or Nordstrom, and want to convince several department managers to join a task force to make recommendations for marketing through social media. The department managers are already very busy, so you know it is going to be difficult to convince them to join the task force. Explain how you might use the five of the nine most relevant influence tactics discussed in the text.

Accepted Answer

The nine tactics described, in descending order of frequency of use, are as follows:
1. Rational persuasion-trying to convince someone with reason, logic, or facts
2. Inspirational appeals-trying to build enthusiasm by appealing to others' emotions, ideals, or values
3. Consultation-getting others to participate in planning, decision making, and changes
4. Ingratiation-getting someone in a good mood prior to making a request
5. Personal appeals (soft)-referring to friendship and loyalty when making a request or asking a friend to do a favor
6. Exchange tactics-making explicit or implied promises and trading favors
7. Coalition tactics-getting others to support your efforts to persuade someone
8. Pressure tactics-demanding compliance or using intimidation or threats
9. Legitimating tactics-basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors
Students should explain how they would use five of these tactics to convince department managers to join the task force.

Question 3

Wilma leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Wilma should adopt a(n) ________ leadership style.

Accepted Answer

A)  employee-centered 
B)  participatory 
C)  relationship-oriented 
D)  task-oriented 
E)  initiating structure 
A)  employee-centered 
B)  participatory 
C)  relationship-oriented 
D)  task-oriented 
E)  initiating structure D

Question 4

A ________ leader is one who focuses on providing increased service to others.

Accepted Answer

A)  servant 
B)  transformational 
C)  transactional 
D)  charismatic 
E)  situational 
A)  servant 
B)  transformational 
C)  transactional 
D)  charismatic 
E)  situational

Question 5

Which of the following is NOT a behavioral leadership approach?

Accepted Answer

A)  trait characteristic 
B)  task-oriented 
C)  relationship-oriented 
D)  transformational behavior 
E)  passive behavior 
A)  trait characteristic 
B)  task-oriented 
C)  relationship-oriented 
D)  transformational behavior 
E)  passive behavior

Question 6

Coral supervises a group of customer service representatives. Coral is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. Coral has ________ in the contingency model.

Accepted Answer

A)  low task structure 
B)  low position power 
C)  low leader-member relations 
D)  high situational control 
E)  high expert power 
A)  low task structure 
B)  low position power 
C)  low leader-member relations 
D)  high situational control 
E)  high expert power

Question 7

To help you become more self-aware, which of the following would NOT be beneficial?

Accepted Answer

A)  Take the time to reflect. 
B)  Write down your priorities. 
C)  Learn your strengths and weaknesses. 
D)  Avoid the Dunning-Kruger effect. 
E)  Understand what we give to others. 
A)  Take the time to reflect. 
B)  Write down your priorities. 
C)  Learn your strengths and weaknesses. 
D)  Avoid the Dunning-Kruger effect. 
E)  Understand what we give to others.

Question 8

Which of the following is a characteristic of transformational leaders?

Accepted Answer

A)  They are better in stable situations. 
B)  They try to get people to do ordinary things. 
C)  They monitor progress toward their achievement. 
D)  They provide rewards in exchange for employees doing the work. 
E)  They encourage people to do exceptional things to produce significant results and change. 
A)  They are better in stable situations. 
B)  They try to get people to do ordinary things. 
C)  They monitor progress toward their achievement. 
D)  They provide rewards in exchange for employees doing the work. 
E)  They encourage people to do exceptional things to produce significant results and change.

Question 9

Beverly, the manager of a branch location of a large law firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Beverly could best be described as which type of leader?

Accepted Answer

A)  situational 
B)  shared 
C)  laissez-faire 
D)  servant 
E)  transactional 
A)  situational 
B)  shared 
C)  laissez-faire 
D)  servant 
E)  transactional

Question 10

Which of the following is NOT one of the five sources of power?

Accepted Answer

A)  legitimate 
B)  reward 
C)  coercive 
D)  appearance 
E)  expert 
A)  legitimate 
B)  reward 
C)  coercive 
D)  appearance 
E)  expert

Question 11

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

Accepted Answer

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

Question 12

This question contains two parts; be sure to answer both.
First, what is servant leadership, and what are the characteristics of a servant leader?
Second, assume that you are the manager of a college cafeteria. The cafeteria serves meals to students, faculty, and staff. Describe four different ways in which you might use servant leadership to improve the customer service provided by your staff.

Accepted Answer

A servant leader is one who focuses on p

Question 13

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

Accepted Answer

A)  leader-member relations 
B)  task structure 
C)  position power 
D)  charisma 
E)  influence 
A)  leader-member relations 
B)  task structure 
C)  position power 
D)  charisma 
E)  influence

Question 14

Narcissistic leaders tend to bring out the best work behaviors in others.

Accepted Answer

A) True 
 B)False

Question 15

Define transformational leadership and explain the four key leader behaviors that constitute transformational leadership.

Accepted Answer

Transformational leadership transforms e

Question 16

Josef is something of a cheerleader around his team. He shares his vision and expresses his confidence in his team's ability to achieve his vision. He is quick to compliment and acknowledge team members' accomplishments, and he is enthusiastic about their successes. Daniel, Josef's manager, stopped by and casually chatted with some of the team members. What type of leader did Daniel learn Josef was?

Accepted Answer

A)  achievement-oriented 
B)  path-goal clarifying 
C)  interaction facilitation 
D)  value-based 
E)  relationship-oriented 
A)  achievement-oriented 
B)  path-goal clarifying 
C)  interaction facilitation 
D)  value-based 
E)  relationship-oriented

Question 17

Charismatic leadership is now considered part of ________ leadership.

Accepted Answer

A)  transactional 
B)  shared 
C)  laissez-faire 
D)  transformational 
E)  servant 
A)  transactional 
B)  shared 
C)  laissez-faire 
D)  transformational 
E)  servant

Question 18

At the morning status meeting, everyone goes around the room and shares what has happened overnight with the computer system and whether or not there are any change requests in the queue. Regardless of how many issues there seem to be, Joel says, "We can solve anything." What type of leader is Joel?

Accepted Answer

A)  He is a transactional leader. 
B)  He is an initiating-structure leader. 
C)  He is a relationship-oriented leader. 
D)  He is a passive leader. 
E)  He is a contingent leader. 
A)  He is a transactional leader. 
B)  He is an initiating-structure leader. 
C)  He is a relationship-oriented leader. 
D)  He is a passive leader. 
E)  He is a contingent leader.

Question 19

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

Accepted Answer

A)  coercive power 
B)  situational control 
C)  readiness 
D)  leadership style 
E)  task structure 
A)  coercive power 
B)  situational control 
C)  readiness 
D)  leadership style 
E)  task structure

Question 20

Organizations may apply trait theory by

Accepted Answer

A)  considering the relationships among employees. 
B)  doing a job audit. 
C)  hiring only from top-ranked business schools. 
D)  empowering the HR department. 
E)  using personality assessments. 
A)  considering the relationships among employees. 
B)  doing a job audit. 
C)  hiring only from top-ranked business schools. 
D)  empowering the HR department. 
E)  using personality assessments.

Which of the following is NOT positively associated with transformational leadership, according to research?

A ________ leader is one who focuses on providing increased service to others.

Which of the following is NOT a behavioral leadership approach?

To help you become more self-aware, which of the following would NOT be beneficial?

Which of the following is a characteristic of transformational leaders?

Which of the following is NOT one of the five sources of power?

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

Narcissistic leaders tend to bring out the best work behaviors in others.

Define transformational leadership and explain the four key leader behaviors that constitute transformational leadership.

Charismatic leadership is now considered part of ________ leadership.

At the morning status meeting, everyone goes around the room and shares what has happened overnight with the computer system and whether or not there are any change requests in the queue. Regardless of how many issues there seem to be, Joel says, "We can solve anything." What type of leader is Joel?

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

Organizations may apply trait theory by

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Managing Individual Differences and Behaviour: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

Filters

Exam 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Which of the following is NOT positively associated with transformational leadership, according to research?

A ________ leader is one who focuses on providing increased service to others.

Which of the following is NOT a behavioral leadership approach?

To help you become more self-aware, which of the following would NOT be beneficial?

Which of the following is a characteristic of transformational leaders?

Which of the following is NOT one of the five sources of power?

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

Narcissistic leaders tend to bring out the best work behaviors in others.

Define transformational leadership and explain the four key leader behaviors that constitute transformational leadership.

Charismatic leadership is now considered part of ________ leadership.

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

Organizations may apply trait theory by

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Managing Individual Differences and Behaviour: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

Filters