Question 1

Power deriving from one's personal attraction is called ______ power.

Accepted Answer

A) legitimate 
B) reward 
C) referent 
D) coercive 
E) personalized 
A) legitimate 
B) reward 
C) referent 
D) coercive 
E) personalized

Question 2

Erin,a department manager,is struggling trying to lead a cross-functional team.Most members are other department managers at her level,and they see no reason to do what she asks.Here,Erin has _____.

Accepted Answer

A) low tolerance for ambiguity 
B) high task structure 
C) weak position power 
D) poor leader-member relations 
E) weak referent power 
A) low tolerance for ambiguity 
B) high task structure 
C) weak position power 
D) poor leader-member relations 
E) weak referent power

Question 3

According to a BusinessWeek summary of management studies,which of the following is characteristic of men in the workplace,compared with women?

Accepted Answer

A) being more collaborative 
B) producing higher-quality work 
C) being more effective 
D) generating more new ideas 
E) using a more autocratic style 
A) being more collaborative 
B) producing higher-quality work 
C) being more effective 
D) generating more new ideas 
E) using a more autocratic style

Question 4

A leader who focuses on providing increased service to others is called a _____.

Accepted Answer

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

Question 5

______ leadership approaches attempt to determine the distinctive styles used by effective leaders.

Accepted Answer

A) Trait 
B) Servant 
C) Shared 
D) Behavioral 
E) Contingency 
A) Trait 
B) Servant 
C) Shared 
D) Behavioral 
E) Contingency

Question 6

James leads a training and development team.He expects excellence,sets challenging goals,and expresses confidence that each of them is capable of doing their part to meet and exceed the goals.According to revised path-goal theory,James is using a(n)______ leadership style.

Accepted Answer

A) representation and networking 
B) interaction facilitation 
C) supportive 
D) work facilitation 
E) achievement-oriented 
A) representation and networking 
B) interaction facilitation 
C) supportive 
D) work facilitation 
E) achievement-oriented

Question 7

According to the contingency model,a relationship-oriented leadership style works best in ______ situations.

Accepted Answer

A) moderate-control 
B) high-control 
C) low-control 
D) uncontrolled 
E) both high- and low-control 
A) moderate-control 
B) high-control 
C) low-control 
D) uncontrolled 
E) both high- and low-control

Question 8

_________ is the questionnaire used in Fiedler's model to determine leadership orientation.

Accepted Answer

A) Myers-Briggs Type Indicator 
B) least preferred coworker (LP
C) scale 
C) tolerance of ambiguity questionnaire 
D) Type A behavior scale 
E) path-goal survey 
A) Myers-Briggs Type Indicator 
B) least preferred coworker (LP
C) scale 
C) tolerance of ambiguity questionnaire 
D) Type A behavior scale 
E) path-goal survey

Question 9

Define and describe empowering leadership and identify one technique used to empower employees.Define psychological empowerment and define the four kinds of behaviors for increasing employee psychological empowerment: leading for meaningfulness,leading for competence and leading for self-determination.

Accepted Answer

Empowering leadership represents the ext

Question 10

When organizations are selecting leaders,research indicates that _____ should be considered more important than intelligence.

Accepted Answer

A) modesty 
B) autocratic behavior 
C) education 
D) gender 
E) personality 
A) modesty 
B) autocratic behavior 
C) education 
D) gender 
E) personality

Question 11

Factors that can help participative management (PM)work include all the following except _____.

Accepted Answer

A) top management is continually involved 
B) middle and supervisory managers are supportive 
C) employees trust managers 
D) PM is implemented with total quality management (TQM) 
E) relationships foster competition and defensiveness 
A) top management is continually involved 
B) middle and supervisory managers are supportive 
C) employees trust managers 
D) PM is implemented with total quality management (TQM) 
E) relationships foster competition and defensiveness

Question 12

Sammie 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,Sammie 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

Question 13

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders.

Accepted Answer

A) attribute 
B) quality 
C) behavior 
D) trait 
E) contingency 
A) attribute 
B) quality 
C) behavior 
D) trait 
E) contingency

Power deriving from one's personal attraction is called ______ power.

Erin,a department manager,is struggling trying to lead a cross-functional team.Most members are other department managers at her level,and they see no reason to do what she asks.Here,Erin has _____.

According to a BusinessWeek summary of management studies,which of the following is characteristic of men in the workplace,compared with women?

A leader who focuses on providing increased service to others is called a _____.

______ leadership approaches attempt to determine the distinctive styles used by effective leaders.

James leads a training and development team.He expects excellence,sets challenging goals,and expresses confidence that each of them is capable of doing their part to meet and exceed the goals.According to revised path-goal theory,James is using a(n)______ leadership style.

According to the contingency model,a relationship-oriented leadership style works best in ______ situations.

_________ is the questionnaire used in Fiedler's model to determine leadership orientation.

When organizations are selecting leaders,research indicates that _____ should be considered more important than intelligence.

Factors that can help participative management (PM)work include all the following except _____.

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders.

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

Filters

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

Power deriving from one's personal attraction is called ______ power.

Erin,a department manager,is struggling trying to lead a cross-functional team.Most members are other department managers at her level,and they see no reason to do what she asks.Here,Erin has _____.

According to a BusinessWeek summary of management studies,which of the following is characteristic of men in the workplace,compared with women?

A leader who focuses on providing increased service to others is called a _____.

______ leadership approaches attempt to determine the distinctive styles used by effective leaders.

James leads a training and development team.He expects excellence,sets challenging goals,and expresses confidence that each of them is capable of doing their part to meet and exceed the goals.According to revised path-goal theory,James is using a(n)______ leadership style.

According to the contingency model,a relationship-oriented leadership style works best in ______ situations.

_________ is the questionnaire used in Fiedler's model to determine leadership orientation.

When organizations are selecting leaders,research indicates that _____ should be considered more important than intelligence.

Factors that can help participative management (PM)work include all the following except _____.

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders.

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

Filters