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

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges,Betty was quick to say,"We've been friends since first grade,so I'm sure you won't say anything about this." This is an example of using a(n)_____.

(Multiple Choice)

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(82)

Question 81

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____.

(Multiple Choice)

5.0/5

(86)

Question 82

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

(Multiple Choice)

4.8/5

(81)

Question 83

The model that requires a manager to assess her own style and her situational control is _____.

(Multiple Choice)

4.9/5

(78)

Question 84

Charismatic leadership was assumed to be an individual inspirational and motivational characteristic of particular leaders,but now it is considered part of transformational leadership.

(True/False)

4.8/5

(69)

Question 85

Being a manager means being visionary,inspiring,setting the tone,and articulating the vision.

(True/False)

4.7/5

(86)

Question 86

What do followers want in their leaders?

(Essay)

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(77)

Question 87

What is a behavioral theory of leadership? Choose one of the behavioral leadership theories and explain it.Then,choose a leader and characterize the leadership style you think that person exhibits according to your chosen theory.

(Essay)

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(88)

Question 88

As a manager,when you provide rewards or threaten reprimands in exchange for your subordinates' doing the work,you are practicing transactional leadership.

(True/False)

4.8/5

(77)

Question 89

Lamar brought his proposal to Lindsay before the meeting saying,"I'm sure you have some ideas on this and we could try to get them incorporated upfront." Lamar is using which influence tactic?

(Multiple Choice)

4.9/5

(90)

Question 90

Personalized power that is directed at helping oneself is called self-serving power.

(True/False)

4.9/5

(79)

Question 91

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable.Amy has expert power.

(True/False)

4.9/5

(86)

Question 92

Which of the following would be considered a negative interpersonal trait often found in leaders?

(Multiple Choice)

4.8/5

(86)

Question 93

In the leader-member exchange model,the relationship between leader and follower that is characterized by mutual trust,respect,and liking is known as a(n)________ exchange.

(Multiple Choice)

4.8/5

(65)

Question 94

Path-goal theory implies that managers should help employees achieve their goals,modify their leadership style to fit employee and task characteristics and use more than leadership style.

(True/False)

4.9/5

(87)

Question 95

Managers try to achieve their vision by setting a direction,aligning people,motivating and inspiring others.

(True/False)

4.9/5

(66)

Question 96

One of three dimensions of situational control in the contingency leadership model,______ is the extent to which tasks are routine,unambiguous,and easily understood.

(Multiple Choice)

4.7/5

(79)

Question 97

David's peers were surprised when he received a promotion and suddenly became their supervisor.They thought he was rather unreliable and weren't sure he was up to the task.According to the contingency model,David has _____.

(Multiple Choice)

4.7/5

(84)

Question 98

According to Fiedler's model,a relationship orientation will be more effective than a task-oriented one in a high- or low-control situation,but the task orientation is best in a moderate-control situation.

(True/False)

4.7/5

(72)

Question 99

According to House's revised path-goal theory,a leader's style should vary depending on which of the following?

(Multiple Choice)

4.8/5

(78)

Question 100

Showing 81 - 100 of 153

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges,Betty was quick to say,"We've been friends since first grade,so I'm sure you won't say anything about this." This is an example of using a(n)_____.

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____.

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

The model that requires a manager to assess her own style and her situational control is _____.

Charismatic leadership was assumed to be an individual inspirational and motivational characteristic of particular leaders,but now it is considered part of transformational leadership.

Being a manager means being visionary,inspiring,setting the tone,and articulating the vision.

What do followers want in their leaders?

What is a behavioral theory of leadership? Choose one of the behavioral leadership theories and explain it.Then,choose a leader and characterize the leadership style you think that person exhibits according to your chosen theory.

As a manager,when you provide rewards or threaten reprimands in exchange for your subordinates' doing the work,you are practicing transactional leadership.

Lamar brought his proposal to Lindsay before the meeting saying,"I'm sure you have some ideas on this and we could try to get them incorporated upfront." Lamar is using which influence tactic?

Personalized power that is directed at helping oneself is called self-serving power.

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable.Amy has expert power.

Which of the following would be considered a negative interpersonal trait often found in leaders?

In the leader-member exchange model,the relationship between leader and follower that is characterized by mutual trust,respect,and liking is known as a(n)________ exchange.

Path-goal theory implies that managers should help employees achieve their goals,modify their leadership style to fit employee and task characteristics and use more than leadership style.

Managers try to achieve their vision by setting a direction,aligning people,motivating and inspiring others.

One of three dimensions of situational control in the contingency leadership model,______ is the extent to which tasks are routine,unambiguous,and easily understood.

David's peers were surprised when he received a promotion and suddenly became their supervisor.They thought he was rather unreliable and weren't sure he was up to the task.According to the contingency model,David has _____.

According to Fiedler's model,a relationship orientation will be more effective than a task-oriented one in a high- or low-control situation,but the task orientation is best in a moderate-control situation.

According to House's revised path-goal theory,a leader's style should vary depending on which of the following?

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 for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: 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

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