ENT 476 Exam 2
Which of the following is true? a. Sharing power and decision making is a special concern for husband/wife entrepreneurial teams. b. Entrepreneurial couples must have the same goals and share the same vision for the company. c. The divorce of an entrepreneurial company can result in the financial ruin of the company. d. All of the above.
D
Which of the following team player styles is likely to describe a person who is mission focused and focuses on finding a "vision" for the team's future. A) Communicator B) Challenger C) Contributor D) Collaborator
D
Which theory of leadership suggests that it is important to recognize the existence of in-groups and out-groups within an organization? a. Path-goal theory b. Expectancy theory c. Servant leadership d. Leader-member exchange theory
D
Which type of leaders provides individualized consideration, provide intellectual stimulation, and possess charisma? a. transactional b. charismatic c. trait d. transformational
D
Which type of leadership is most similar to transformational leadership? A) Transitional B) Laissez-faire C) Transactional D) Charismatic
D
about how the leader attends to each follower's needs, acts as a mentor or coach for subordinates, and takes their perspectives into account. a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration
D
Hersey and Blanchard say that the laissez-faire leadership style should be used when employees are ____ to accomplish a task. a. unable and willing b. able and unwilling c. unable and unwilling d. able and willing e. none of the above
E
The choice of which criteria to use to evaluate leader effectiveness is complicated by the fact that: A) Criteria for leadership effectiveness are sometimes negatively correlated with one another B) The people who make the choice of criteria often have differing values. C) Practices that appear to be effective in the short-term may be ineffective in the long-term. D) Extraneous events may contaminate end results criteria. E) All of the above.
E
Transformational leadership is a process that changes and transforms people. It is NOT concerned with a. Emotions b. Values c. Ethics d. Standards e. Short-term goals
E
Which of the following can be an effective way to implement a major change? A) Create a sense of urgency B) Use task forces C) Provide opportunities for early success to build confidence D) Communicate a clear vision of benefits to be gained from the change. E) All of the above
E
which of the following can be an effective way to implement a major change? a. create urgency b. use task forces c. prove opportunities for early success d. communicate a clear vision e. all of the above
E
T/F A creative negotiation that meets the objectives of all sides may not require compromise.
True
T/F In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the other party—and your relationship with him—survives intact.
True
T/F Remember that every possible interdependency has an alternative; negotiators can always say "no" and walk away.
True
T/F A laissez faire leadership style occurs when all power is passed onto the staff. True or false?
True
T/F A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.
True
T/F A vision statement expresses what the organization should become and where it wants to go strategically.
True
T/F An effective way to gain information and concessions is to respond to the other negotiator's argument or offer with silence.
True
T/F Charisma is the ability to create and articulate a realistic, credible, attractive vision of the future for any organization or organizational unit that grows out of and improves on the present.
True
T/F Entrepreneurial couples should share the same goals and vision for the company.
True
T/F In mature and highly productive groups, a laissez-faire leader may be a good match for the group.
True
T/F In the leader-member exchange theory, leaders don't treat all of their subordinates alike.
True
T/F Interests can be intrinsic or instrumental
True
T/F LMX can be criticized for failing to fully explain the way high-quality leader-member exchanges are created.
True
T/F Laissez-faire leaders may have power, but they hesitate to exert their influence on group members and group work.
True
T/F Negotiation situations have fundamentally the same characteristics.
True
T/F Negotiators who begin with a tough stance and make few early concessions, and later make larger concessions, elicit more concessions from the other party than negotiators who begin with generous concessions and then become tough and unyielding
True
T/F One weakness of transformational leadership is that it lacks conceptual clarity
True
T/F Parties are more likely to reveal their BATNAs than their resistance points
True
T/F Powerful people tend to feel more positive on average
True
T/F Research testing of LMX theory has been generally supportive.
True
T/F Studies have shown that high LMX has a direct impact on employee creativity.
True
T/F Transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower
True
T/F Trust is important to successful integrative negotiation.
True
T/F When negotiating distributively, the parties are expected to make offers and counteroffers before reaching an agreement.
True
T/F While reading Inc. magazine, you come across an advertisement for a franchise opportunity that matches your interests; you should first look for independent, third-party sources of information to verify that the opportunity is legitimate.
True
Transactional Leadership is primarily passive. True or False
True
Transactional leadership focuses on the exchanges that occur between leaders and their followers
True
True or false: Laissez-faire leadership entails minimal participation and directing by the leader, resulting in high productivity.
True
__________ Bias: Power oriented individuals interpret social interactions in terms of who is dominant and who is submissive in the relationship
Status
"You must reduce shipment costs by $0 per package or we will give our business to your competitor." This is an example of:
a commitment
our ______________ is to trust those in power even they they don't always deserve it
default tendency
According to the power corrupts view, the goal of power is to ____________________.
dominate other people
__________: belief that their efforts will see their bold decisions bear fruit
efficacy of tenacity
T/F In a crisis a leader that is responsive is using transactional leadership.
false
T/F Mission and vision statements should be created once the strategic planning process is complete.
false
T/F You can adopt shared leadership
false
Powerful people tend to be especially __________-oriented
goal
__________-power people attend more to patterns, holistic views and strategy.
high
A leader whose actions indicate an attitude of "do as you want, and don't bother me" would be described as having a/n ________ leadership style.
laissez faire
_________ leadership is a lack of leadership
laissez faire
__________ leadership is passive/avoidant
laissez faire
in ____________ leadership they let people do as they wish
laissez faire
#1 on the full range leadership model (FRLM)
laissez-faire leadership
______________is the impact a leader's behavior has on a set of subordinates
leader effectiveness
In the ____________ view, the leader is the center
leader-centric
_________ - power people attend more to details, moments and tactics
low
According to the Functional view, power is ____________ and _____________.
necessary; beneficial
. A follower asks to lead the next team brainstorming session and you let him/her do this. You and the follower are a. In the stranger phase of leadership-making b. In a dyadic in-group relationship c. In a dyadic stranger phase d. In the mature-partnership phase of leadership-making
B
. Out-group members act differently from in-group members in that they a. Interact often with the leader b. Perform their job duties but no extra work c. Ask for additional responsibility d. Receive special attention from their leaders
B
A leader, such as Esam Janahi of Gulf Finance House, who can inspire followers beyond their own self-interests and have a profound effect on their performance, is known as a(n) ________. A) directive leader B) transformational leader C) informational leader D) transactional leader
B
A dispute occurs when A. parties have to resort to their BATNAs B. parties fail to exchange resources C. a claim is made by one party and rejected by the other party D. we turn down favors and rewards from others
C
A leader who helps an organization achieve its current objectives is known as a(n): A) achievement-oriented leader. B) directive leader. C) transactional leader. D) objective leader.
C
According to LMX theory, a leader implicitly categorizes followers as "in" or "out" _____. a. after careful analysis b. on a temporary basis c. early in the interaction d. because of political pressure e. based on job requirements
C
All of the following are characteristics of out-group members except a. Defined roles b. Non-negotiating behavior c. Innovative ideas d. Operation strictly within role
C
BATNA (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to A. make larger concessions B. keep options open C. walk away from the negotiation table D. identify counterparty's alternatives
C
Jose has consistently exceeded his sales projections for the past four quarters. His supervisor gave him a promotion because of his high sales success. His supervisor is using A) Transformational leadership B) Middle-of-the-road leadership C) Laissez-faire leadership D) Transactional leadership
D
LMX focuses on A) Matching leader behaviors to followers' development levels B) The integration of task and relationship behaviors C) Matching the leader behavior to follower characteristics D) The dyadic relationship between the leader and follower
D
LMX focuses on a. Matching leader behaviors to followers' development levels b. The integration of task and relationship behaviors c. Matching the leader behavior to follower characteristics d. The dyadic relationship between the leader and follower
D
Selma stopped Sarah in the lunchroom and just had to tell her about ________, where followers make claims about heroic or extraordinary leadership abilities when they observe certain behaviors. 121) _____ A) situational leadership B) transactional leadership C) charismatic leadership D) transformational leadership
D
Since deadlines are significant, what guidelines should you use? A) Be patient B) Use the clock C) Don't reveal true deadline D) All are guidelines to the use of deadlines
D
The evidence supporting the superiority of transformational leadership over the transactional variety is ______________. a. inconclusive b. moderately supportive c. moderately negative d. overwhelmingly impressive
D
The three sources of risk in negotiation include A. tactical risk, strategic risk, overconfidence risk B. failure risk, BATNA risk, information-sharing risk C. contractual risk, overconfidence risk, failure risk D. strategic risk, BATNA risk, contractual risk
D
Transactional leaders are leaders who guide _________________. a. and direct groups towards their goals and tasks b. and clarify the followers' goals and task requirements c. or clarify the group's goals and roles d. or motivate their followers in the direction of established goals by clarifying role and task requirements
D
Transformational leadership a. Involves a form of influence that moves followers to do more than what is usually expected of them b. Its emergence began with a classic work by political sociologist James MacGregor Burns c. Refers to the bulk of leadership models, which focus on the exchanges between leaders and their follower d. A and B only
D
When you are negotiating, which culture needs to be considered? A) Organizational B) National C) Regional D) Both a and b
D
Which of the following best characterizes business valuation? a. Valuation is almost a perfect science. b. Since there are so many intangibles, valuation is mostly an art. c. The buyer determines the value of a business. d. Negotiation skills play an important part in valuation.
D
Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit? a. cultural style b. autocratic style c. democratic style d. laissez-faire style
D
Which of the following is an accurate statement about transformational leaders? a. They clarify task requirements. b. They focus on tasks and pay little attention to followers. c. They are poor motivators. d. They exhibit more than just charisma.
D
Which of the following is not a reason followers become part of the in-group? a. How well they work with the leader b. How well the leader works with them c. The amount of interest they show toward negotiating with the leader d. Willingness to stay within job and task guidelines
D
Those without power focus on ___________.
threats
A _________ leader uses coercive power.
transactional
Which leadership style is characterized by contingent reward and management by exception?
transactional
__________ leadership is based on exchange (rewards)
transactional
contingent rewards are part of ___________ leadership.
transactional
#2-4 on the full range leadership model
transactional leadership
#5 on the full range leadership model
transformational
Vision, charisma, integrity, and symbolism are all on the list of attributes typically associated with _________ leaders.
transformational
___________ leadership is idealized / inspirational influence
transformational
T/F A bargaining attitude might be found in an organization with a transactional culture.
true
T/F Lower level transactional leadership is the foundation for higher level transformational leadership.
true
T/F Negotiation is the process of developing workable solutions through discussions and interactions.
true
T/F Researchers identified seven dimensions of transactional and transformational leadership.
true
T/F Transactional and transformational leadership are opposing approaches to getting things done.
true
T/F Transactional leadership is considered primarily passive.
true
T/F Transactional leadership provides rewards for effort, and recognizes good performance.
true
T/F Transactional leadership refers to the bulk of leadership models
true
T/F Transformational leadership views leaders as social architects
true
Is Laissez-Faire ever appropriate?
yes
T/F It is inappropriate to be aggressive when negotiating integratively
False
T/F Negotiators who make multiple equivalent offers have more difficulty finding integrative solutions
False
T/F Once trust is broken it cannot be restored into a negotiation relationship
False
T/F One advantage of a family business is that there is no need to separate the business interests from the family interests.
False
T/F Personality and other personal characteristics are unrelated to the process of how in-groups are formed.
False
T/F Subordinates in the out-group receive more information and concern from their leaders than do in-group members.
False
T/F Successfully closing a deal or settling a dispute requires you to convince the other party why or how your proposal satisfies your interests.
False
T/F The more attractive your BATNA is, the harder it is for you to walk away from the negotiation without reaching agreement
False
T/F To negotiate optimally, each party's interests should be kept secret from the other party.
False
T/F Transactional and transformational leadership are opposing approaches to getting things done
False
T/F Using closed-ended questions is recommended once negotiators reach the closing stage
False
T/F You increase your negotiating power by not revealing your BATNA.
False
TRUE or FALSE: A no-agreement alternative that is uncertain cannot be a BATNA
False
Which theory challenges the assumption that leaders treat followers in a collective way? a. LMX b. Skills c. Trait d. Style
A
Which type of leaders attempt to instill in followers the ability to question, not only established views, but those views held by the leader? A) transformational B) charismatic C) trait D) transactional
A
__________ to motivate others by transforming their self-interest into organizational goals. a. Women tend to use transformational leadership, b. Women tend to use transactional leadership, c. Men tend to use transactional leadership, d. Men tend to use transformational leadership,
A
the extent to which a leader serves as a role model for ethical and respectful behavior. a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration
A
_____________ is an alternative that doesn't include an agreed settlement with you
BATNA
A leader who invites a follower to take on more responsibility is a. Attempting to help the follower into the in-group b. Attempting to determine whether the follower will fail at the task c. Attempting to help the follower into the out-group d. Attempting to make in-group members resentful of this follower
A
According to Harris, Wheeler, and Kacmar, what moderates the impact of leader-member exchange on job outcomes? a. Empowerment b. Enthusiasm c. Cooperation d. Amount of experience
A
According to LMX theory, which of the following is not true of those individuals who fall into the out-group? a. They receive a disproportionate amount of the leader's attention. b. They have leader-follower relations based on formal authority interaction. c. They are less trusted. d. They receive fewer of the preferred rewards that the leader controls. e. All of the above statements are true.
A
According to the text, men tend to use _____________ leadership, handing out rewards for good work and punishment for bad. a. transactional b. transformational c. situational d. initiating
A
Evidence indicates that transformational leadership is strongly correlated with ________. 87) ______ A) lower turnover rates and higher levels of productivity and creativity B) higher turnover rates and higher levels of employee satisfaction and follower well-being C) lower turnover rates and lower levels of goal attainment and follower well-being D) higher turnover rates and lower levels of productivity and employee satisfaction
A
How can you describe the thinking and outlook of transformational leaders? a) Strategic b) Operational c) Functional d) Developmental
A
In a family business, the interests of the family and the interests of the business are best described as a. overlapping. b. conflicting. c. coinciding. d. having no relationship with each other.
A
In-group members a. Get more information from leaders b. Are focused on themselves rather than the team c. Have low-quality leader-member exchanges d. Do their jobs and nothing more
A
Jonathan has equally high skills in managing relationships with the employees he supervises and in helping the firm shape the vision for growth. Applying Katz's skills model, at what level of management is Jonathan? a. Top management b. Middle management c. Supervisory management d. Dictatorial management
A
Out-group members a. Act differently than in-group members b. Operate outside of their job descriptions c. Have better relationships with their leaders d. Are treated unfairly by their leaders
A
To make a person give an answer you desire, use a A) Leading question B) Rhetorical question C) Open-ended question D) Shotgun question
A
Transactional leaders are leaders who guide ________. 82) ______ A) or motivate their followers in the direction of established goals by clarifying role and task requirements B) or clarify the group's goals and roles C) and clarify the followers' goals and task requirements D) and direct groups towards their goals and tasks
A
Transformational leaders: A) make meaningful changes in the activities and architecture of the organization. B) communicate with some of the staff irregularly because they are busy communicating with other stakeholders. C) practice "do as I say" rather than "do as I do" because they realize that everyone cannot do the same thing. D) realize that they have the answers and employees help them to carry out the solutions.
A
Transformational leadership is part of the "New Leadership" paradigm, which gives more attention to the ______ and _____ elements of leadership. a. Charismatic and effective b. Efficient and effective c. Influential and directive d. None of the above
A
Which of the following types of leader is most likely to say whatever the group does is fine with him or her? A) laissez-faire leaders B) democratic leaders C) autocratic leaders D) designated leaders
A
_____________ Bias : Power oriented individuals take the perspective of the agents or initiators of actions
Agentic
________ Bias: Confidence to make what may be audacious decisions then to oversee control and implementation of these decisions
Boldness
T/F In the leader-member exchange theory, leaders establish a special relationship with a small group of employees called the "supportive followers."
False
A nonfamily employee of a family business is concerned about competing with family members for future career opportunities. To protect her personal interests, the nonfamily employee should a. align herself with the CEO. b. ask that the manager clarify the extent of opportunities. c. seek assurances that she will receive first consideration for promotion, ahead of family members. d. leave the firm and seek employment in a nonfamily business.
B
According to early LMX theory, which of the following is FALSE? A) The out-group has less influence with the leader than does the in-group B) The leader usually expects extra duties from out-group members C) In-group members are chosen on the basis of compatibility with the leader D) Out-group members may not want to be in-group members
B
According to the text, women tend to use ______________ leadership, motivating others by transforming their self-interest into organizational goals. a. transactional b. transformational c. situational d. initiating
B
Fiedler's term ______________ refers to the degree of influence a leader has over power-based activities. a. leader-member relations b. position power c. responsibility d. task structure
B
I go to work, get the job done and go home. I am most likely in the a. In-group b. Out-group c. Mature partnership phase d. Acquaintance phase
B
In order for entrepreneurial couples to succeed, they should a. have the same personalities. b. have the same goals and vision for the company. c. take equal pay. d. minimize benefits.
B
Kouzes and Posner's five practices that enables leaders to get extraordinary things accomplished include all of these EXCEPT A) Inspire a shared vision B) Support contingent reward C) Challenge the process D) Model the way
B
One strategy for improving one's BATNA is to A. discuss it with the counterparty B. follow the "falling in love" rule C. replace it with aspiration point D. change it as a result of the progress of the negotiation
B
The early research on LMX theory was called A) Group classification theory B) Vertical dyad linkage theory C) Didactic linkage theory D) Horizontal dyad linkage theory
B
The purpose of the negotiation process is to A) Get what you want B) Maximize your advantage C) Create dialogue D) Discuss options
B
The reservation point is mostly related to the A. negotiator's target point B. negotiator's BATNA C. bargaining zone (ZOPA) D. negotiator's opening offer
B
There is a mutual personality conflict between you and one of your followers. If this continues, the follower will end up in the a. In-group b. Out-group c. Mature group d. Acquaintance group
B
Which factor of transformational leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues? A) Inspirational motivation B) Intellectual stimulation C) Individualized consideration D) Idealized influence
B
Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit? 50) ______ A) autocratic style B) laissez-faire style C) cultural style D) democratic style
B
Which of the following is an accurate statement about transformational leaders? A) They focus on tasks and pay little attention to followers. B) They exhibit more than just charisma. C) They are poor motivators. D) They clarify task requirements.
B
Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? a. Managerial grid b. Leader-member exchange c. Path-goal d. Expectancy e. Contingency
B
Which type of leader energises others? A) Transactional B) Transformational C) Authoritative D) None of the above.
B
________ to motivate others by transforming their self-interest into organizational goals. 104) _____ A) Men tend to use transformational leadership B) Women tend to use transformational leadership C) Women tend to use transactional leadership D) Men tend to use transactional leadership
B
involves the leader's articulation of a vision that is appealing and inspiring to followers. a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration
B
For each party to a negotiation, the value of any options they develop with their counterpart must be judged relative to their ___________.
BATNA
During a therapeutic group, which nursing action demonstrates a laissez-faire leadership style? A. The nurse mandates that all group members reveal an embarrassing personal situation. B. The nurse asks for a show of hands to determine group topic preference. C. The nurse sits silently as the group members stray from the assigned topic. D. The nurse shuffles through papers to determine the facility policy on length of group.
C
Esprit de Corp., the clothing company, experienced financial problems because the owners a. took excessive salaries. b. did not care about the future of the company. c. did not have the same goals and vision for the company. d. had different personalities.
C
In LMX leaders treat followers a. Equally b. In a collective way c. Independently d. According to group average
C
Management by exception-active is A) A form of transformational leadership B) The non-leadership factor C) A form of transactional leadership D) More effective than contingent reward
C
Tension in the negotiating process is caused by A) Whether or not a deal can be struck B) How long the process will last C) The physical environment D) Both a and b
C
The basic idea that each party in a negotiation needs to identify what, if any, options are available if there is a stalemate refers to A) LAO B) MSO C) BATNA D) Stacking
C
The early studies in LMX reported that A) After the in-groups are formed, the vertical dyads are formed. B) After the out-groups are formed, the vertical dyads are formed. C) The vertical dyads form the basis for in-group and out-group information. D) The vertical dyads are interdependent from in-group and out-group formation.
C
The early studies in LMX reported that a. After the in-groups are formed, the vertical dyads are formed b. After the out-groups are formed, the vertical dyads are formed c. The vertical dyads form the basis for in-group and out-group formation d. The vertical dyads are independent from in-group and out-group formation
C
The evidence supporting the superiority of transformational leadership over the transactional variety is ________. 86) ______ A) moderately negative B) inconclusive C) overwhelmingly impressive D) moderately supportive
C
The evidence supporting the superiority of transformational leadership over the transactional variety is ________. 86) ______ A) moderately negative B) inconclusive C) overwhelmingly impressive D) moderately supportive
C
The purchase price of a business is determined by negotiation between a. lender and seller. b. seller and broker. c. buyer and seller. d. lender and buyer.
C
What is it called in LMX when leaders form a relationship with each of their followers? a. In-group b. Out-group c. Vertical dyad d. X-Y axes integration
C
Which is not a characteristic of a negotiation or bargaining situation? A) conflict between parties B) two or more parties involved C) an established set of rules D) a voluntary process E) None of the above is a characteristic of a negotiation.
C
Which leadership theory centered on the interaction between leaders and followers? a. Trait b. Skills c. LMX d. Style
C
Which of the following is NOT a factor of transformational leadership? A) Intellectual stimulation B) Inspirational motivation C) Contingent reward D) Charisma
C
Which of the following is not a disadvantage of LMX theory? a. It runs counter to the human value of fairness. b. It discriminates against some subordinates. c. It directs our attention to the importance of the leader-member dyad. d. It supports the advantage of privileged groups in the workplace.
C
Which of the following statements is most consistent with the view of shared leadership? A) Shared leadership operates out of one formally assigned position shared by two employees. B) Leaders should share their power and responsibility to avoid self-serving bias among employees. C) Leadership of an organization is broadly distributed rather than assigned to one person. D) For organizations to move from autocratic to democratic institutions, shared leadership must be implemented. E) A team should have more than one leader to perform effectively.
C
___________ is the ability to influence others. A) Innovation B) Charisma C) Power D) Clout
C
____________ leadership focuses on clarifying employees' roles and providing rewards contingent on performance. A) Transformational. B) Servant. C) Transactional. D) Charismatic.
C
requires the leader to challenge assumptions, take risks, and solicits follower's ideas. a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration
C
T/F In-group relationships are based on the formal employment contract (defined roles).
False
A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-interests and can have a profound effect on their performance, are known as _____________. a. transactional leaders b. directive leaders c. informational leaders d. transformational leaders
D
According to Robert House, leaders establish direction by _____. a. establish direction by developing a vision of the future b. align people by communicating their vision c. are typically the "dumbest people in the company" d. none of the above e. all of the above
D
T/F Conflict doesn't usually occur when the two parties are working toward the same goal and generally want the same outcome
False
T/F A good vision statement should describe a company's major strengths and competitive advantage in its industry
False
T/F According to LMX theory, out-group members get more of the leader's time, but in a negative manner.
False
T/F Distributive negotiation offers more opportunities to find solutions that are acceptable to both parties than integrative negotiation.
False
T/F In the laissez-faire leadership style, leaders make decisions based on the will of the people.
False
____________ bias: decisions and actions appear more reasonable to power oriented
Leader Intuition
___________ Bias: Logically connect dominance and the use of power with positive behavior, values, and outcomes
Power Attribution
____________ Bias : Acceptance of hierarchical authority structures as the primary form of human organization
Social Hierarchy
The ways parties can meet their interests without making an agreement with the person with whom they are currently negotiating is a(an) _________________.
alternative
BATNA
best alternative to negotiated agreement
Research supports that a major effect of power is to reveal one's ____________.
character
a _____________ is the option or package of options to which parties agree, or ot which one or more parties requests other to agree
commitment
Power removes ___________ on behavior.
constraints
CR
contingent rewards
_____________:Involves the leader assigning or obtaining follower agreement on what needs to be done with promised or actual rewards offered in exchange for satisfactorily carrying out the assignment
contingent rewards
______________: is an aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future
corporate vision statement
Those with power focus on ______________.
opportunities
When you want to achieve a vision, you want to communicate it with _________.
passion
_____________ is rational over yielding
persistance
_________ bias : continued efforts will lead to success.
persistance bias
While options are __________, commitments are _________.
possibilities; agreements
While options are __________, commitments are ____________.
possibilities; agreements
___________________ effect: low-power people may interpret ambiguous communications from the powerful as dangerous or threating
power amplification effect
______________ bias: belief that people in leadership positions should be afforded power
power enabler bias
According to the Functional view, power is a fundamental ___________.
resource
_____________: take personal responsibility even for decisions others avoid
responsibility inclination
The _______ your BATNA, the _______ your bargaining position. STRENGTH is critical!
stronger; better
