MGT Chapter 14 Exam, ch 14 management quiz answers, MGT 14, ch 14, MAN 3025 Exam 4 (Ch 13), MGMT chapter 13, Management Final Questions, Chapter 13 Quiz - Management, Final Chapter 13, Chapter 11, Chapter 13: Groups & Teams, Chapter 13 Admin Mgmt, Ch...

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones

false

Narcissistic leaders tend to bring out the best work behaviors in others

false

________ is the model that requires a manager to assess her own leadership orientation and the level of her situational control

fiedler's contingency model

Which of the following is a characteristic of transformational leaders?

D. They encourage people to do exceptional things.

________, which include acting friendly or making someone feel good or important before making a request, are influence tactics

Ingratiating tactics

Passive leaders inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal.

F

T or F: Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

F

T or F: Narcissistic leaders tend to bring out the best work behaviors in others.

F

T or F: Reward power results from managers' authority to punish their employees.

F

In the contingency leadership model, the most important component of situational control is position power.

False

One's power comes as part of one's job; it is the right to perform or command

False

Reward power results from managers' authority to punish their employees

False

____ is the model that requires a manager to assess her own leadership orientation and the level of her situational control.

Fiedler's contingency model

________ power derives from one's personal attraction.

Referent

T or F: As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

T

T or F: Emily has a charismatic personality, and finds it easy to get others to agree with her. Emily has referent power.

T

T or F: Leadership is the ability to influence employees to voluntarily pursue organizational goals.

T

Leaders manage and managers lead, but the two activities are not synonymous

True

Leadership is the ability to influence employees to voluntarily pursue organizational goals

True

Steve Jobs is an example of a transformational leader; he had a vision of developing an "insanely great" desktop computer

True

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ______ power.

coercive

______ leadership approaches attempt to determine the distinctive styles used by effective leaders. a. Behavioral b. Trait c. Servant d. Shared e. Contingency

a. Behavioral

______ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves. a. Servant b. Support c. LMX d. Transactional e. Shared

a. Servant

______ leadership helps employees pursue organizational goals over self-interests. a. Transformational b. Laissez-faire c. Shared d. Transactional e. Service

a. Transformational

Kim supervises a group of customer service representatives. Kim is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Kim has _____. a. high situational control b. low position power c. low leader-member relations d. high expert power e. low task structure

a. high situational control

The power that managers have resulting from their formal positions within organizations is called ______ power. a. legitimate b. expert c. referent d. reward e. coercive

a. legitimate

According to Kotter, companies manage complexity in all the following ways except _____. a. lobbying b. controlling and solving problems c. planning d. organizing and staffing e. budgeting

a. lobbying

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. a. moderate-control b. low-control c. both high- and low-control d. uncontrolled e. high-control

a. moderate-control

The three dimensions of situational control are leader-member relations, the task structure, and _____. a. position power b. organizational culture c. psychological empowerment d. personality e. environment

a. position power

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power. a. reward b. referent c. expert d. personalized e. coercive

a. reward

Fiedler's contingency leadership model determines if a leader's style is _____. a. task-oriented or relationship-oriented b. telling, selling, participating, or delegating c. charismatic or non charismatic d. transactional or transformational e. directive, supportive, participative, or achievement-oriented

a. task-oriented or relationship-oriented

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power

coercive

James leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that all team members are capable of doing their part to meet and exceed the goals. According to revised path-goal theory, James is using a(n) ______ leadership style.

achievement-oriented

Which of the following is not one of the five sources of power?

appearance

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. a. Fiedler's contingency model b. House's path-goal model c. LMX model of leadership d. leader-member exchange model e. Greenleaf's servant leadership model

b. House's path-goal model

When organizations are selecting leaders, research indicates that _____ should be considered more important than intelligence. a. gender b. personality c. education d. autocratic behavior e. modesty

b. personality

Which of the following statements about leadership and management is true? a. Leadership and management are synonymous. b. Leadership is more essential than management. c. Management and leadership are complementary systems of action. d. Management is about coping with change. e. Leadership is about coping with complexity.

c. Management and leadership are complementary systems of action.

Which of the following is incorrect about the leader-member exchange (LMX) model of leadership? a. The LMX model looks at the quality of relationships between managers and subordinates. b. The quality of the relationship between managers and subordinates is related to turnover. c. The LMX focuses only on the behaviors or traits of leaders. d. The LMX model assumes each manager-subordinate relationship is unique. e. The LMX model emphasizes that leaders have different sorts of relationships with different subordinates.

c. The LMX focuses only on the behaviors or traits of leaders.

Which of the following statements is not a practical implication of the behavioral approaches to leadership? a. A leader's behavior is more important than his or her traits. b. How effective a particular leadership behavior is depends on the situation at hand. c. There is one best style of leadership. d. It is important to train managers on the various forms of task leadership. e. It is important to train managers on the various forms of relationship leadership.

c. There is one best style of leadership.

Of the following, which is the best way for leaders to cope with change? a. optimizing technology b. watching current trends c. aligning people d. engaging in virtual planning e. lobbying the government

c. aligning people

Which of the following is considered a "soft" tactic used to influence others? a. legitimating tactics b. pressure tactics c. ingratiating tactics d. exchange tactics e. coalition tactics

c. ingratiating tactics

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader. a. relationship-oriented b. charismatic c. task-oriented d. servant e. transformational

c. task-oriented

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? a. producing higher-quality work b. generating more new ideas c. using a more autocratic style d. being more effective e. being more collaborative

c. using a more autocratic style

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach.

contingency

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ________ approach.

contingency

______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. a. Shared leaders b. Transactional leaders c. Servant leaders d. E-leaders e. Situational leaders

d. E-leaders

_______ is about coping with complexity and ______ is about coping with change. a. Perception; attitude b. Middle management; top management c. Leadership; management d. Management; leadership e. Attitude; perception

d. Management; leadership

__________, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. a. Referent power b. Legitimate power c. Coercive power d. Reward power e. Expert power

d. Reward power

______ focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. a. Empowering leadership b. Servant leadership c. Participative management d. Transactional leadership e. Laissez-faire leadership

d. Transactional leadership

Medical knowledge possessed by doctors results in their ______ power. a. legitimate b. referent c. coercive d. expert e. reward

d. expert

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____. a. creating a vision and a strategic plan for an organization b. minimizing the impacts of environmental change on the organization c. striving for constructive change by setting a direction for the future d. facilitating individual and collective efforts to accomplish shared objectives e. motivating others to achieve extraordinary levels of performance

d. facilitating individual and collective efforts to accomplish shared objectives

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. a. charismatic b. shared c. transactional d. laissez-faire e. servant

d. laissez-faire

In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them. a. behavioral b. relationship-oriented c. passive d. path-goal e. transformational

d. path-goal

________ power results from one's specialized knowledge

expert

Regina apologized to Clay for an e-mail that upset him. She said she had chosen an inconsiderate way of stating her idea, and that she'd be happy to discuss it further. Regina is

expressing consideration behavior

Amy, the manager of a branch location of a large travel firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Amy could best be described as which type of leader? a. shared b. situational c. laissez-faire d. servant e. transactional

d. servant

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? a. situational b. transactional c. leader-member exchange d. servant e. shared

d. servant

The model that requires a manager to assess her own style and her situational control is _____. a. charismatic leadership theory b. House's path-goal theory c. LMX model of leadership d. shared leadership model e. Fiedler's contingency model

e. Fiedler's contingency model

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Lamar is using which influence tactic? a. ingratiating tactics b. inspirational appeals c. personal appeals d. legitimating tactics e. consultation

e. consultation

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control? a. influence b. charisma c. task structure d. position power e. leader-member relations

e. leader-member relations

Which of the following is not positively associated with transformational leadership, according to research? a. goals consistent with those of the leader b. higher levels of intrinsic motivation c. more work engagement d. more identification with their work groups e. less group cohesion

e. less group cohesion

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and has created detailed procedures for all types of legal document they encounter. Marcel hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style here is _____. a. transitional b. transformational c. consideration d. relationship-oriented e. task-oriented

e. task-oreinted

Erin, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Erin has _____. a. low tolerance for ambiguity b. poor leader-member relations c. weak referent power d. high task structure e. weak position power

e. weak position power

Kim supervises a group of customer service representatives. Kim is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. Kim has _____ in the contingency model.

high situational control

________ is the model in which an effective leader makes desirable rewards available, clarifies how employees can achieve objectives, and provides them support in doing so

house's path goal model

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles

house's path-goal model

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles.

house's path-goal model

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.

in-group

Leadership is the ability to ______ employees to voluntarily pursue organizational goals.

influence

Increasing employee psychological empowerment requires four kinds of behaviors, including all of the following except

inspiration

House's revision of his theory puts more emphasis on the need for leaders to foster

intrinsic motivation through empowerment

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

leader-member exchange (LMX) Correct trait

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

leader-member relations

Jane leads a task force developing specifications for a new customer database to be used by several departments. Jane is an IT supervisor, but most of the other task force members are directors of other departments. At the first meeting, a few of them asked questions that she couldn't answer. According to the contingency model, Jane's situational control is likely

low

Which of the following would be considered a negative interpersonal trait often found in leaders?

machiavellianis,

According to Fiedler's contingency model, ________ situation control favors a leader who is ________-oriented.

moderate, relationship

According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented.

moderate; relationship

Revised path-goal theory indicates to managers that they must consider

modifying their leadership style to fit employee and task characteristics

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges, Betty was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." Betty was using a(n) _____ on Nelson.

personal appeal

David's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, David has

poor leader-member relations.

The three dimensions of situational control are leader-member relations, the task structure, and

position power

Which of the following is not an employee characteristic of relevance in path-goal theory?

position power

Trina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Trina has ______ power.

referent

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ________ power

reward

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

situational control

Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33 percent over the last four months. Judith is understanding and patient with her staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Judith is using a(n) ________ leadership style

supportive

One of three dimensions of situational control in the contingency leadership model, ________ is the extent to which tasks are routine, unambiguous, and easily understood

task structure

The three dimensions of situational control include leader-member relations, position power, and

task structure

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader.

task-oriented

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and he has created detailed procedures for all the types of legal document they encounter. Marcel hires and fires; he also gives work assignments, performance appraisals, and promotions. The optimal leadership style for Marcel is _____ according to the contingency model.

task-oriented

Fiedler's contingency leadership model determines if a leader's style is

task-oriented or relationship oriented

Which of the following is a characteristic of transformational leaders?

they encourage people to do exceptional things with trust, commitment, loyalty to produce significant results and change.

As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

true

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Amy has expert power

true

Female leaders tend to use transformational leadership more than male leaders do

true

Leaders benefit most from followers who are helpers (most compliant) rather than rebels (least compliant)

true

The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.

true

Which of the following is characteristic of men in the workplace, compared with women?

using a more autocratic style