Leadership Final - Ch. 7

Margaret has Machiavellian tendencies, so she is likely to: a. reach out to less fortunate people. b. rebel against macho men in the workplace. c. manipulate other people for her personal gain. d. avoid political tactics.

c. manipulate other people for her personal gain.

Which of the following is recommended as an effective empowering practice? a. Providing ample information to workers b. Allowing group members to establish their own limits to empowerment c. Choosing work methods for group members d. Separating work activities from organizational goals

a. Providing ample information to workers

A major political blunder is to: a. be tactless toward influential people. b. agree with everything the boss says in a public forum. c. participate in dress-down days. d. accept the first offer from top management.

a. be tactless toward influential people.

Two components of empowerment revealed by research are: a. competence and self-determination. b. command and control. c. consideration and initiating structure. d. risk taking and error correction.

a. competence and self-determination

A recommended strategy for minimizing office politics is to: a. set a good example at the top. b. reward people for snitching on office politicians. c. keep tighter control of information. d. increase the competition for jobs.

a. set a good example at the top.

______ authorizes people at the highest levels in an organization to make a decision and expect compliance. a. Referent power b. Legitimate power c. Prestige power d. Expert power

b. Legitimate power

_______ power is a type of personal power. a. Legitimate b. Referent c. Reward d. Coercive

b. Referent

_____ refers to an individual's sense of having a choice in initiating and regulating actions. a. Self-interest b. Self-determination c. Self-esteem d. Self-efficacy

b. Self-determination

After creating a false catastrophe, a particularly devious political player: a. apologizes and admits his or her falsehood. b. claims to have resolved the problem. c. openly laughs at management for believing the story. d. asks another department to solve the problem.

b. claims to have resolved the problem.

According to a consultant cited in the leadership text, after the group is empowered, the leader: a. functions like a member of the group. b. should still provide guidance. c. gets involved mostly to provide discipline. d. basically stays behind the scenes.

b. should still provide guidance.

A leader acquires prestige power through: a. association with successful people. b. making the right contacts. c. developing an outside reputation. d. skillful use of organizational politics.

c. developing an outside reputation.

Which of the following is true of delegation? a. It makes effective leadership more difficult than empowerment. b. It involves less checking on subordinates than empowerment. c. It is more motivational than empowerment. d. It is a narrower concept than empowerment.

d. It is a narrower concept than empowerment.

A consequence of the dependence perspective is that when leaders start losing their ability to control resources, they: a. shift to another source of power. b. become dependent on the organization. c. compensate by receiving additional position power. d. lose power.

d. lose power.

Roxanne, a manager, applies the dependence perspective toward power when she: a. emphasizes empowering staff members. b. proves to higher management that she is dependable. c. acts dependent and weak in meetings. d. makes her staff members dependent on her to pursue their ideas.

d. makes her staff members dependent on her to pursue their ideas.

Gus has been empowered by his manager to develop a new workflow design for the office. After completing the task successfully, Gus believes that he has the ability to perform another important task. The characteristic of empowerment just described is: a. self-determination. b. internal commitment. c. meaning. d. self-efficacy.

d. self-efficacy