Question 1

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

Accepted Answer

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

Question 2

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

Accepted Answer

A) True 
 B)False

Question 3

The two basic kinds of leader behaviors identified by the behavior model of leadership were:

Accepted Answer

A)  intrinsic and extrinsic. 
B)  instrumental and terminal. 
C)  task-structure and task-orientation. 
D)  ethnocentric and xenocentric. 
E)  consideration and initiating structure. 
A)  intrinsic and extrinsic. 
B)  instrumental and terminal. 
C)  task-structure and task-orientation. 
D)  ethnocentric and xenocentric. 
E)  consideration and initiating structure.

Question 4

Which of the following managers is a servant leader?

Accepted Answer

A)  Kerry, who maintains tight control over subordinates and makes frequent demands of them 
B)  Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers 
C)  Sandy, who does not share power with followers or prioritize the development of their skills 
D)  Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best 
E)  Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others 
A)  Kerry, who maintains tight control over subordinates and makes frequent demands of them 
B)  Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers 
C)  Sandy, who does not share power with followers or prioritize the development of their skills 
D)  Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best 
E)  Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Question 5

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____.

Accepted Answer

A)  figurehead 
B)  spokesperson 
C)  monitor 
D)  leader 
E)  negotiator 
A)  figurehead 
B)  spokesperson 
C)  monitor 
D)  leader 
E)  negotiator

Question 6

High emotional intelligence prevents leaders from developing a significant identity for their organization.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is true of transformational managers' subordinates?

Accepted Answer

A)  They are aware of their own needs for growth, development, and accomplishment. 
B)  They have limited awareness of the importance of their jobs. 
C)  They are motivated to work for their own personal benefit. 
D)  They lack confidence in themselves and their leaders. 
E)  They are seldom aware of organizational performance. 
A)  They are aware of their own needs for growth, development, and accomplishment. 
B)  They have limited awareness of the importance of their jobs. 
C)  They are motivated to work for their own personal benefit. 
D)  They lack confidence in themselves and their leaders. 
E)  They are seldom aware of organizational performance.

Question 8

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is true of male and female managers?

Accepted Answer

A)  Male and female managers have been found to be equally participative as leaders. 
B)  Male and female managers differ significantly in their propensities to perform different leader behaviors. 
C)  Male managers tend to involve subordinates in their decision making more often than female managers. 
D)  Female managers tend to hand out more lenient punishments than male managers. 
E)  Male managers have less difficulty managing interpersonal relationships than female managers. 
A)  Male and female managers have been found to be equally participative as leaders. 
B)  Male and female managers differ significantly in their propensities to perform different leader behaviors. 
C)  Male managers tend to involve subordinates in their decision making more often than female managers. 
D)  Female managers tend to hand out more lenient punishments than male managers. 
E)  Male managers have less difficulty managing interpersonal relationships than female managers.

Question 10

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

Accepted Answer

A) True 
 B)False

Question 11

Leaders engage in initiating structure when they take steps to make sure that work gets done.

Accepted Answer

A) True 
 B)False

Question 12

According to Fiedler, managers can change their leadership style to suit different situations.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following managers is effective?

Accepted Answer

A)  Dorothy, who uses coercive power sparingly because it robs employees of their dignity 
B)  Marcus, who uses reward power sparingly when trying to motivate employees 
C)  Vanessa, who uses reward power in a controlling manner 
D)  Felix, who ignores the opinions of other people because he has considerable expert power 
E)  Annis, who uses coercive power frequently to keep her employees in line 
A)  Dorothy, who uses coercive power sparingly because it robs employees of their dignity 
B)  Marcus, who uses reward power sparingly when trying to motivate employees 
C)  Vanessa, who uses reward power in a controlling manner 
D)  Felix, who ignores the opinions of other people because he has considerable expert power 
E)  Annis, who uses coercive power frequently to keep her employees in line

Question 14

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

Accepted Answer

A) True 
 B)False

Question 15

Which type of power is based on the specialized knowledge and skills of a leader?

Accepted Answer

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

Question 16

Explain the concept of transformational leadership. In what way do transformational leaders affect subordinates?

Accepted Answer

not answered
Explanation:Transformationa

Question 17

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

Accepted Answer

A) True 
 B)False

Question 18

Transformational managers motivate their subordinates to work for their own personal development and not for the benefit of the organization.

Accepted Answer

A) True 
 B)False

Question 19

What type of power does a manager use when he or she hires new employees, assigns them work, and monitors their performance?

Accepted Answer

A)  Transformational 
B)  Legitimate 
C)  Informal 
D)  Transient 
E)  Instrumental 
A)  Transformational 
B)  Legitimate 
C)  Informal 
D)  Transient 
E)  Instrumental

Question 20

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

Accepted Answer

A) True 
 B)False

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

The two basic kinds of leader behaviors identified by the behavior model of leadership were:

Which of the following managers is a servant leader?

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____.

High emotional intelligence prevents leaders from developing a significant identity for their organization.

Which of the following is true of transformational managers' subordinates?

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

Which of the following is true of male and female managers?

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

Leaders engage in initiating structure when they take steps to make sure that work gets done.

According to Fiedler, managers can change their leadership style to suit different situations.

Which of the following managers is effective?

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

Which type of power is based on the specialized knowledge and skills of a leader?

Explain the concept of transformational leadership. In what way do transformational leaders affect subordinates?

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

Transformational managers motivate their subordinates to work for their own personal development and not for the benefit of the organization.

What type of power does a manager use when he or she hires new employees, assigns them work, and monitors their performance?

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

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

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Exam 14: Leadership

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

The two basic kinds of leader behaviors identified by the behavior model of leadership were:

Which of the following managers is a servant leader?

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____.

High emotional intelligence prevents leaders from developing a significant identity for their organization.

Which of the following is true of transformational managers' subordinates?

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

Which of the following is true of male and female managers?

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

Leaders engage in initiating structure when they take steps to make sure that work gets done.

According to Fiedler, managers can change their leadership style to suit different situations.

Which of the following managers is effective?

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

Which type of power is based on the specialized knowledge and skills of a leader?

Explain the concept of transformational leadership. In what way do transformational leaders affect subordinates?

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

Transformational managers motivate their subordinates to work for their own personal development and not for the benefit of the organization.

What type of power does a manager use when he or she hires new employees, assigns them work, and monitors their performance?

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

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