Question 1

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 2

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Accepted Answer

A)  transformational leaders. 
B)  transactional leaders. 
C)  transient leaders. 
D)  supportive leaders. 
E)  referent leaders. 
A)  transformational leaders. 
B)  transactional leaders. 
C)  transient leaders. 
D)  supportive leaders. 
E)  referent leaders.

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

Which of the following is true of Denise, a manager who has significant referent power?

Accepted Answer

A)  She is used as a role-model by many of her employees. 
B)  She is unpopular with subordinates and superiors alike. 
C)  She is an ineffective and inefficient leader. 
D)  She cannot command the respect and admiration of her employees. 
E)  She cannot command the respect and admiration of her superiors. 
A)  She is used as a role-model by many of her employees. 
B)  She is unpopular with subordinates and superiors alike. 
C)  She is an ineffective and inefficient leader. 
D)  She cannot command the respect and admiration of her employees. 
E)  She cannot command the respect and admiration of her superiors.

Question 5

Discuss the participation-levels of female leaders.

Accepted Answer

Women tend to be more participative as l

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

Accepted Answer

A)  employee empowerment 
B)  intrinsic motivation 
C)  instumentality 
D)  servant leadership 
E)  referent power 
A)  employee empowerment 
B)  intrinsic motivation 
C)  instumentality 
D)  servant leadership 
E)  referent power

Question 9

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Accepted Answer

A)  position power. 
B)  personal power. 
C)  virtual power. 
D)  transitional power. 
E)  informal power. 
A)  position power. 
B)  personal power. 
C)  virtual power. 
D)  transitional power. 
E)  informal power.

Question 10

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

Accepted Answer

A) True 
 B)False

Question 11

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

Accepted Answer

A)  reward 
B)  transient 
C)  coercive 
D)  referent 
E)  virtual 
A)  reward 
B)  transient 
C)  coercive 
D)  referent 
E)  virtual

Question 12

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Accepted Answer

A)  directive behaviors 
B)  supportive behaviors 
C)  relationship-oriented behaviors 
D)  afilliation-oriented behaviors 
E)  instrumental behaviors 
A)  directive behaviors 
B)  supportive behaviors 
C)  relationship-oriented behaviors 
D)  afilliation-oriented behaviors 
E)  instrumental behaviors

Question 13

Which of the following is true of leadership styles?

Accepted Answer

A)  Effective leadership styles vary with individual, culture, and country. 
B)  Developing an effective personal leadership style is easy for top-level managers. 
C)  Effective leaders frequently employ coercive power. 
D)  A leadership style which is effective in one country will be effective in all countries. 
E)  A leadership style which involves sharing power compromises effectiveness in servant leaders. 
A)  Effective leadership styles vary with individual, culture, and country. 
B)  Developing an effective personal leadership style is easy for top-level managers. 
C)  Effective leaders frequently employ coercive power. 
D)  A leadership style which is effective in one country will be effective in all countries. 
E)  A leadership style which involves sharing power compromises effectiveness in servant leaders.

Question 14

Leaders who are high on ______ are more likely to be able to awaken and support the creative pursuits of their followers.

Accepted Answer

A)  ethnocentrism 
B)  emotional intelligence 
C)  dominance 
D)  coercive power 
E)  conformity 
A)  ethnocentrism 
B)  emotional intelligence 
C)  dominance 
D)  coercive power 
E)  conformity

Question 15

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

Accepted Answer

A) True 
 B)False

Question 16

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

Accepted Answer

A)  Task-oriented leaders 
B)  Nurturing-oriented leaders 
C)  Relationship-oriented leaders 
D)  Affiliation-oriented leaders 
E)  Considerate leaders 
A)  Task-oriented leaders 
B)  Nurturing-oriented leaders 
C)  Relationship-oriented leaders 
D)  Affiliation-oriented leaders 
E)  Considerate leaders

Question 17

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 18

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

Accepted Answer

A) True 
 B)False

Question 19

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

Accepted Answer

A) True 
 B)False

Question 20

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

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

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Which of the following is true of referent power?

Which of the following is true of Denise, a manager who has significant referent power?

Discuss the participation-levels of female leaders.

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

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

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Which of the following is true of leadership styles?

Leaders who are high on ______ are more likely to be able to awaken and support the creative pursuits of their followers.

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

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

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

Which of the following managers is a servant leader?

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

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

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called:

Which of the following is true of referent power?

Which of the following is true of Denise, a manager who has significant referent power?

Discuss the participation-levels of female leaders.

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

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

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Which of the following is true of leadership styles?

Leaders who are high on ______ are more likely to be able to awaken and support the creative pursuits of their followers.

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

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

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

Which of the following managers is a servant leader?

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