Question 1

Coercive power:

Accepted Answer

A)  fosters high performance if used often. 
B)  respects employee dignity and raises employee morale. 
C)  can have negative effects and should be used sparingly. 
D)  helps establish rapport between managers and employees. 
E)  is the cornerstone of effective leadership. 
A)  fosters high performance if used often. 
B)  respects employee dignity and raises employee morale. 
C)  can have negative effects and should be used sparingly. 
D)  helps establish rapport between managers and employees. 
E)  is the cornerstone of effective leadership.

Question 2

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is true of referent power?

Accepted Answer

A)  It is innate and cannot be acquired or developed. 
B)  It is more formal than other kinds of power. 
C)  It is a function of the personal characteristics of a leader. 
D)  It prevents first-line managers from being effective leaders. 
E)  It weakens leader-member relations. 
A)  It is innate and cannot be acquired or developed. 
B)  It is more formal than other kinds of power. 
C)  It is a function of the personal characteristics of a leader. 
D)  It prevents first-line managers from being effective leaders. 
E)  It weakens leader-member relations.

Question 4

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

Accepted Answer

A) True 
 B)False

Question 5

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

Accepted Answer

A) True 
 B)False

Question 6

According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

Accepted Answer

A)  consideration. 
B)  task structure. 
C)  empowerment. 
D)  leader-member relations. 
E)  position power. 
A)  consideration. 
B)  task structure. 
C)  empowerment. 
D)  leader-member relations. 
E)  position power.

Question 7

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them.

Accepted Answer

A)  initiating structure 
B)  consideration 
C)  task-orientated behavior 
D)  job-oriented behavior 
E)  task-structuring 
A)  initiating structure 
B)  consideration 
C)  task-orientated behavior 
D)  job-oriented behavior 
E)  task-structuring

Question 8

Emotional intelligence plays a crucial role in how leaders relate to and deal with their followers.

Accepted Answer

A) True 
 B)False

Question 9

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

Accepted Answer

A) True 
 B)False

Question 10

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests.

Accepted Answer

A)  directive behaviors 
B)  supportive behaviors 
C)  task-oriented behaviors 
D)  achievement-oriented behaviors. 
E)  structural behaviors 
A)  directive behaviors 
B)  supportive behaviors 
C)  task-oriented behaviors 
D)  achievement-oriented behaviors. 
E)  structural behaviors

Question 11

Empowerment often increases workers' involvement, motivation, and commitment.

Accepted Answer

A) True 
 B)False

Question 12

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Accepted Answer

A) True 
 B)False

Question 13

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has:

Accepted Answer

A)  referent power. 
B)  transformational power. 
C)  virtual power. 
D)  legitimate power. 
E)  expert power. 
A)  referent power. 
B)  transformational power. 
C)  virtual power. 
D)  legitimate power. 
E)  expert power.

Question 14

Which of the following managers has high emotional intelligence?

Accepted Answer

A)  Judy, who admits to mistakes when she makes them 
B)  Raymond, who seldom empathizes with his employees 
C)  Rita, who has poor interpersonal skills 
D)  Anthony, who cannot motivate his employees to commit to his vision 
E)  Eunice, who uses coercive power frequently 
A)  Judy, who admits to mistakes when she makes them 
B)  Raymond, who seldom empathizes with his employees 
C)  Rita, who has poor interpersonal skills 
D)  Anthony, who cannot motivate his employees to commit to his vision 
E)  Eunice, who uses coercive power frequently

Question 15

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.

Accepted Answer

A) True 
 B)False

Question 16

Effective leadership styles are identical across countries and cultures.

Accepted Answer

A) True 
 B)False

Question 17

_____ 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)  Transient leadership 
B)  Transactional leadership 
C)  Transformational leadership 
D)  Terminal leadership 
E)  Task-oriented leadership 
A)  Transient leadership 
B)  Transactional leadership 
C)  Transformational leadership 
D)  Terminal leadership 
E)  Task-oriented leadership

Question 18

Fiedler's contingency model of leadership helps explain why a manager may be an effective leader in one type of situation and an ineffective leader in another situation.

Accepted Answer

A) True 
 B)False

Question 19

According to the behavior model of leadership, which of the following is an example of consideration behavior?

Accepted Answer

A)  Addressing employee concerns 
B)  Assigning tasks to workgroups 
C)  Creating schedules 
D)  Encouraging adherence to rules and regulations 
E)  Deciding how work should be done 
A)  Addressing employee concerns 
B)  Assigning tasks to workgroups 
C)  Creating schedules 
D)  Encouraging adherence to rules and regulations 
E)  Deciding how work should be done

Question 20

Small, unsuccessful businesses do not benefit from transformational leadership.

Accepted Answer

A) True 
 B)False

Coercive power:

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

Which of the following is true of referent power?

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them.

Emotional intelligence plays a crucial role in how leaders relate to and deal with their followers.

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests.

Empowerment often increases workers' involvement, motivation, and commitment.

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has:

Which of the following managers has high emotional intelligence?

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.

Effective leadership styles are identical across countries and cultures.

_____ 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.

Fiedler's contingency model of leadership helps explain why a manager may be an effective leader in one type of situation and an ineffective leader in another situation.

According to the behavior model of leadership, which of the following is an example of consideration behavior?

Small, unsuccessful businesses do not benefit from transformational leadership.

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

Exam 14: Leadership

Coercive power:

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

Which of the following is true of referent power?

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them.

Emotional intelligence plays a crucial role in how leaders relate to and deal with their followers.

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests.

Empowerment often increases workers' involvement, motivation, and commitment.

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has:

Which of the following managers has high emotional intelligence?

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.

Effective leadership styles are identical across countries and cultures.

_____ 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.

Fiedler's contingency model of leadership helps explain why a manager may be an effective leader in one type of situation and an ineffective leader in another situation.

According to the behavior model of leadership, which of the following is an example of consideration behavior?

Small, unsuccessful businesses do not benefit from transformational leadership.

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters