Question 1

Which of the following is one of Conger's guidelines on how leaders can empower others in an organization?

Accepted Answer

A)  Managers should create decision-making opportunities for employees. 
B)  Managers should set low performance expectations for employees. 
C)  Managers should enforce bureaucratic constraints to create autonomy. 
D)  Managers should set organization-centric goals, instead of employee-centric ones. 
A)  Managers should create decision-making opportunities for employees. 
B)  Managers should set low performance expectations for employees. 
C)  Managers should enforce bureaucratic constraints to create autonomy. 
D)  Managers should set organization-centric goals, instead of employee-centric ones.

Question 2

When both men and women witness political behavior and the agent is of their gender and the target is of the opposite gender, evidence suggests:

Accepted Answer

A)  women will view the political behavior more negatively than men. 
B)  men will view the political behavior more negatively than women. 
C)  both men and women will view the political behavior negatively. 
D)  both men and women will view the political behavior positively. 
A)  women will view the political behavior more negatively than men. 
B)  men will view the political behavior more negatively than women. 
C)  both men and women will view the political behavior negatively. 
D)  both men and women will view the political behavior positively.

Question 3

The positive face of power is social power.

Accepted Answer

A) True 
 B)False

Question 4

Enlarging an individual's zone of indifference is best accomplished through:

Accepted Answer

A)  authority. 
B)  politics. 
C)  power. 
D)  leverage. 
A)  authority. 
B)  politics. 
C)  power. 
D)  leverage.

Question 5

Four dimensions comprise the essence of empowerment. Among them, meaning is a dimension that refers to:

Accepted Answer

A)  the fit between work roles and employees' values and beliefs. 
B)  the belief that one has the ability to do a job well. 
C)  the belief that one's job makes a difference within the organization. 
D)  the degree to which one has control over the way one does his or her work. 
A)  the fit between work roles and employees' values and beliefs. 
B)  the belief that one has the ability to do a job well. 
C)  the belief that one's job makes a difference within the organization. 
D)  the degree to which one has control over the way one does his or her work.

Question 6

Kanter's symbols of power focus on one's:

Accepted Answer

A)  inclination to be coercive. 
B)  ability to help others. 
C)  expertise in accomplishing job tasks. 
D)  charisma and liking by others. 
A)  inclination to be coercive. 
B)  ability to help others. 
C)  expertise in accomplishing job tasks. 
D)  charisma and liking by others.

Question 7

When employees experience all four of the empowerment dimensions, organizations reap the hoped-for rewards from empowerment efforts. These rewards are:

Accepted Answer

A)  increased effectiveness, efficiency, and higher job satisfaction. 
B)  lower turnover, less absenteeism, and higher job satisfaction. 
C)  higher organizational commitment, increased effectiveness, and less absenteeism. 
D)  higher organizational commitment, reduced job stress, and better job performance. 
A)  increased effectiveness, efficiency, and higher job satisfaction. 
B)  lower turnover, less absenteeism, and higher job satisfaction. 
C)  higher organizational commitment, increased effectiveness, and less absenteeism. 
D)  higher organizational commitment, reduced job stress, and better job performance.

Question 8

Strategic contingencies:

Accepted Answer

A)  create a uniform distribution of power in an organization. 
B)  grant the control of critical resources to all groups who require them. 
C)  eliminate intergroup dependency. 
D)  are activities that other groups depend on in order to complete their tasks. 
A)  create a uniform distribution of power in an organization. 
B)  grant the control of critical resources to all groups who require them. 
C)  eliminate intergroup dependency. 
D)  are activities that other groups depend on in order to complete their tasks.

Question 9

A manager who makes external attributions for negative events looks like he or she has no power.

Accepted Answer

A) True 
 B)False

Question 10

Of the five forms of power, has the strongest relationship with performance and satisfaction.

Accepted Answer

A)  reward power 
B)  legitimate power 
C)  referent power 
D)  expert power 
A)  reward power 
B)  legitimate power 
C)  referent power 
D)  expert power

Question 11

Groups seen as powerful tend to be given more resources from top management.

Accepted Answer

A) True 
 B)False

Question 12

Match the following:
-Impact

Accepted Answer

A) Creating conditions for heightened motivation through the development of a strong sense of personal self- efficacy 
B) The fit between the work role and the employee's values and beliefs 
C) The belief that one has the ability to do the job well 
D) Having control over how one does his or her work 
E) The belief that one's job makes a difference within the organization 
A) Creating conditions for heightened motivation through the development of a strong sense of personal self- efficacy 
B) The fit between the work role and the employee's values and beliefs 
C) The belief that one has the ability to do the job well 
D) Having control over how one does his or her work 
E) The belief that one's job makes a difference within the organization

Question 13

The strategic contingencies model suggests that groups or individuals will have more power when their functioning is central to the organization's success.

Accepted Answer

A) True 
 B)False

Question 14

McClelland's two faces of power include:

Accepted Answer

A)  coercive and rewarding powers. 
B)  legitimate and illegitimate powers. 
C)  personal and social powers. 
D)  interpersonal and intrapersonal powers. 
A)  coercive and rewarding powers. 
B)  legitimate and illegitimate powers. 
C)  personal and social powers. 
D)  interpersonal and intrapersonal powers.

Question 15

Research has shown that four tactics are used most frequently regardless of the target of the influence attempt. Which of the following is NOT one of the four tactics used most frequently?

Accepted Answer

A)  Exchange 
B)  Inspirational appeals 
C)  Ingratiation 
D)  Consultation 
A)  Exchange 
B)  Inspirational appeals 
C)  Ingratiation 
D)  Consultation

Question 16

Offering to do favors for someone in an effort to create a favorable impression is a(n) tactic.

Accepted Answer

A)  consultation 
B)  coalition 
C)  exchange 
D)  ingratiation 
A)  consultation 
B)  coalition 
C)  exchange 
D)  ingratiation

Question 17

Match the following:
-Personal power

Accepted Answer

A) A good result for the individual and the organization 
B) Equitable allocation of resources 
C) Machiavellianism 
D) Activities that other groups depend on in order to complete their tasks 
E) Power used to create motivation or accomplish group goals 
A) A good result for the individual and the organization 
B) Equitable allocation of resources 
C) Machiavellianism 
D) Activities that other groups depend on in order to complete their tasks 
E) Power used to create motivation or accomplish group goals

Question 18

All of the following are considered a key dimension for being politically skillful except:

Accepted Answer

A)  social astuteness. 
B)  networking ability. 
C)  interpersonal influence. 
D)  manipulativeness. 
A)  social astuteness. 
B)  networking ability. 
C)  interpersonal influence. 
D)  manipulativeness.

Question 19

Women are more inclined to use political behavior in organizations and are much better than men at exercising influence.

Accepted Answer

A) True 
 B)False

Question 20

The least effective power bases, which include legitimate power, are the ones most likely to be used by managers.

Accepted Answer

A) True 
 B)False

Which of the following is one of Conger's guidelines on how leaders can empower others in an organization?

When both men and women witness political behavior and the agent is of their gender and the target is of the opposite gender, evidence suggests:

The positive face of power is social power.

Enlarging an individual's zone of indifference is best accomplished through:

Four dimensions comprise the essence of empowerment. Among them, meaning is a dimension that refers to:

Kanter's symbols of power focus on one's:

When employees experience all four of the empowerment dimensions, organizations reap the hoped-for rewards from empowerment efforts. These rewards are:

Strategic contingencies:

A manager who makes external attributions for negative events looks like he or she has no power.

Of the five forms of power, has the strongest relationship with performance and satisfaction.

Groups seen as powerful tend to be given more resources from top management.

Match the following: -Impact

The strategic contingencies model suggests that groups or individuals will have more power when their functioning is central to the organization's success.

McClelland's two faces of power include:

Research has shown that four tactics are used most frequently regardless of the target of the influence attempt. Which of the following is NOT one of the four tactics used most frequently?

Offering to do favors for someone in an effort to create a favorable impression is a(n) tactic.

Match the following: -Personal power

All of the following are considered a key dimension for being politically skillful except:

Women are more inclined to use political behavior in organizations and are much better than men at exercising influence.

The least effective power bases, which include legitimate power, are the ones most likely to be used by managers.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters

Exam 11: Power and Political Behavior

Which of the following is one of Conger's guidelines on how leaders can empower others in an organization?

When both men and women witness political behavior and the agent is of their gender and the target is of the opposite gender, evidence suggests:

The positive face of power is social power.

Enlarging an individual's zone of indifference is best accomplished through:

Four dimensions comprise the essence of empowerment. Among them, meaning is a dimension that refers to:

Kanter's symbols of power focus on one's:

When employees experience all four of the empowerment dimensions, organizations reap the hoped-for rewards from empowerment efforts. These rewards are:

Strategic contingencies:

A manager who makes external attributions for negative events looks like he or she has no power.

Of the five forms of power, has the strongest relationship with performance and satisfaction.

Groups seen as powerful tend to be given more resources from top management.

Match the following: -Impact

The strategic contingencies model suggests that groups or individuals will have more power when their functioning is central to the organization's success.

McClelland's two faces of power include:

Research has shown that four tactics are used most frequently regardless of the target of the influence attempt. Which of the following is NOT one of the four tactics used most frequently?

Offering to do favors for someone in an effort to create a favorable impression is a(n) tactic.

Match the following: -Personal power

All of the following are considered a key dimension for being politically skillful except:

Women are more inclined to use political behavior in organizations and are much better than men at exercising influence.

The least effective power bases, which include legitimate power, are the ones most likely to be used by managers.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters