Question 1

Which of the following is an example of the coercive power of a manager?

Accepted Answer

A)  Appraisals of subordinates 
B)  Monitoring subordinates 
C)  Respect for subordinates 
D)  Hiring of subordinates 
E)  Dismissal of subordinates 
A)  Appraisals of subordinates 
B)  Monitoring subordinates 
C)  Respect for subordinates 
D)  Hiring of subordinates 
E)  Dismissal of subordinates

Question 2

The complete key to understanding leader effectiveness is to understand a leader's traits.

Accepted Answer

A) True 
 B)False

Question 3

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 structure. 
B)  task structure. 
C)  empowerment structure. 
D)  leader-member relations. 
E)  charismatic leadership. 
A)  consideration structure. 
B)  task structure. 
C)  empowerment structure. 
D)  leader-member relations. 
E)  charismatic leadership.

Question 4

Transformational leaders do not engage in transactional leadership.

Accepted Answer

A) True 
 B)False

Question 5

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Accepted Answer

A) True 
 B)False

Question 6

List any three types of power that are available to a manager and explain what they mean.

Accepted Answer

The various types of power available to

Question 7

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

Accepted Answer

A)  transformation. 
B)  transaction. 
C)  empowerment. 
D)  directive leadership. 
E)  relationship-oriented power. 
A)  transformation. 
B)  transaction. 
C)  empowerment. 
D)  directive leadership. 
E)  relationship-oriented power.

Question 8

When a manager shares information with subordinates in such a way that they become aware of problems and the need for change,and in turn take ownership and view problems as challenges,the manager has engaged in:

Accepted Answer

A)  initiating structure. 
B)  developmental consideration. 
C)  charisma. 
D)  intellectual stimulation. 
E)  expert power. 
A)  initiating structure. 
B)  developmental consideration. 
C)  charisma. 
D)  intellectual stimulation. 
E)  expert power.

Question 9

Dan is the marketing head at Blue Bay Resorts for the last seven years.His marketing plans are well formulated and executed.Many colleges in the neighborhood invite Dan for a paper presentation on marketing.In this situation,which of the following types of power suits Dan best?

Accepted Answer

A)  Coercive power 
B)  Empowerment power 
C)  Expert power 
D)  Consideration power 
E)  Relationship power 
A)  Coercive power 
B)  Empowerment power 
C)  Expert power 
D)  Consideration power 
E)  Relationship power

Question 10

According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as leader-member relations.

Accepted Answer

A) True 
 B)False

Question 11

Discuss the various ways in which a manager could increase his/her "expert power" in dealing with subordinates.

Accepted Answer

Expert power is based on the special kno

Question 12

Explain with examples what the "behavior model" of leadership is.

Accepted Answer

The behavior model focuses not on what e

Question 13

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called _____ leaders.

Accepted Answer

A)  transformational 
B)  transactional 
C)  structured 
D)  considerate 
E)  intellectually stimulating 
A)  transformational 
B)  transactional 
C)  structured 
D)  considerate 
E)  intellectually stimulating

Question 14

The amount of legitimate power a leader has by means of the leader's position in the organization's hierarchy is known as position power.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is NOT a kind of leader behavior described in the path-goal model?

Accepted Answer

A)  Achievement-oriented 
B)  Participative 
C)  Supportive 
D)  Directive 
E)  Initiating structure 
A)  Achievement-oriented 
B)  Participative 
C)  Supportive 
D)  Directive 
E)  Initiating structure

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a future flight to a passenger,who has volunteered to give up his seat when a flight has been overbooked.This is an example of:

Accepted Answer

A)  facilitation. 
B)  leader substitution. 
C)  bureaucracy. 
D)  charisma. 
E)  empowerment. 
A)  facilitation. 
B)  leader substitution. 
C)  bureaucracy. 
D)  charisma. 
E)  empowerment.

Question 18

The _____ culture in Japan places prime emphasis on the group rather than the person.

Accepted Answer

A)  collectivistic 
B)  individualistic 
C)  nurturing 
D)  low uncertainty avoidance 
E)  feminist 
A)  collectivistic 
B)  individualistic 
C)  nurturing 
D)  low uncertainty avoidance 
E)  feminist

Question 19

Leaders' moods and emotions influence their effectiveness as leaders.

Accepted Answer

A) True 
 B)False

Question 20

When leaders show their subordinates that they trust and respect them,they are trying to initiate structure.

Accepted Answer

A) True 
 B)False

Which of the following is an example of the coercive power of a manager?

The complete key to understanding leader effectiveness is to understand a leader's traits.

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:

Transformational leaders do not engage in transactional leadership.

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

List any three types of power that are available to a manager and explain what they mean.

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

When a manager shares information with subordinates in such a way that they become aware of problems and the need for change,and in turn take ownership and view problems as challenges,the manager has engaged in:

Dan is the marketing head at Blue Bay Resorts for the last seven years.His marketing plans are well formulated and executed.Many colleges in the neighborhood invite Dan for a paper presentation on marketing.In this situation,which of the following types of power suits Dan best?

According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as leader-member relations.

Discuss the various ways in which a manager could increase his/her "expert power" in dealing with subordinates.

Explain with examples what the "behavior model" of leadership is.

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called _____ leaders.

The amount of legitimate power a leader has by means of the leader's position in the organization's hierarchy is known as position power.

Which of the following is NOT a kind of leader behavior described in the path-goal model?

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

Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a future flight to a passenger,who has volunteered to give up his seat when a flight has been overbooked.This is an example of:

The _____ culture in Japan places prime emphasis on the group rather than the person.

Leaders' moods and emotions influence their effectiveness as leaders.

When leaders show their subordinates that they trust and respect them,they are trying to initiate structure.

The Management Process Today

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Designing Organizational Structure

Control, Change, and Entrepreneurship

Motivation

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

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Exam 10: Leaders and Leadership

Which of the following is an example of the coercive power of a manager?

The complete key to understanding leader effectiveness is to understand a leader's traits.

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:

Transformational leaders do not engage in transactional leadership.

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

List any three types of power that are available to a manager and explain what they mean.

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

When a manager shares information with subordinates in such a way that they become aware of problems and the need for change,and in turn take ownership and view problems as challenges,the manager has engaged in:

Dan is the marketing head at Blue Bay Resorts for the last seven years.His marketing plans are well formulated and executed.Many colleges in the neighborhood invite Dan for a paper presentation on marketing.In this situation,which of the following types of power suits Dan best?

According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as leader-member relations.

Discuss the various ways in which a manager could increase his/her "expert power" in dealing with subordinates.

Explain with examples what the "behavior model" of leadership is.

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called _____ leaders.

The amount of legitimate power a leader has by means of the leader's position in the organization's hierarchy is known as position power.

Which of the following is NOT a kind of leader behavior described in the path-goal model?

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

Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a future flight to a passenger,who has volunteered to give up his seat when a flight has been overbooked.This is an example of:

The _____ culture in Japan places prime emphasis on the group rather than the person.

Leaders' moods and emotions influence their effectiveness as leaders.

When leaders show their subordinates that they trust and respect them,they are trying to initiate structure.

The Management Process Today

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Designing Organizational Structure

Control, Change, and Entrepreneurship

Motivation

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

Filters