Organizational Behavior Chapter 9 Questions
As a regional sales officer, one of Brandon's job responsibilities is to process the yearly appraisal forms of his subordinates and provide them with increments, bonuses, or benefits based on their performance that year. This job responsibility directly reflects his ________. active power expert power referent power reward power
reward power. The opposite of coercive power is reward power, with which people comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them. These rewards can be either financial, such as controlling pay rates, or nonfinancial, including recognition and promotions.
________ power represents the compliance that is achieved based on the ability to distribute positive benefits that others view as valuable. Legitimate Coercive Reward Reflective
reward. The opposite of coercive power is reward power, with which people comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them. These rewards can be either financial, such as controlling pay rates, or nonfinancial, including recognition or promotions.
For a person to be recognized as having a high degree of political skill, he or she must have the ________. Ability to recognize that power in an organization does not translate into success Ability to submit to the demands made by others at all times Ability to influence others to enhance their own objectives correct Ability to respect and consider the needs of others first
Ability to influence others to enhance their own objectives. Political skills of people indicate their ability to influence others to enhance their own objectives.
Which of the following statements is true regarding legitimate power? Legitimate power develops out of admiration of another and a desire to be like that person Celebrities who endorse products in commercials wield legitimate power over people correct Legitimate power comes from an individual's unique characteristics Legitimate power is broader than the power to coerce and reward
Celebrities who endorse products in commercials wield legitimate power over people. In formal groups and organizations, probably the most common access to one or more of the power bases is through legitimate power. It represents the formal authority to control and use organizational resources based on structural position in the organization. Legitimate power is broader than the power to coerce and reward.
In the last one week, May and Phyllis have been putting in extra hours at work so that the project assigned to them is completed on time. Though the manager was due to assign two more people to this project, he had not done so and, instead, was emphasizing to employees the importance of adhering to the needs of the department in regard to workload. As a result, May and Phyllis, who had double their routine workload, complained to the division manager. May was promptly suspended from work for complaining about her immediate supervisor. This scenario describes ________ power. reward legitimate coercive expert referent
Coercive. The coercive power base depends on fear of the negative results from failing to comply. At the organizational level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming B values his or her job.
________ power is based on the fear of the negative results from failing to comply. Legitimate Coercive Punitive Referent
Coercive. The coercive power base depends on fear of the negative results from failing to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs.
Which of the following is a desirable feature of leadership? One-directional influence from the leader to the follower Coercive power and authority Lack of freedom Passivity of followers Coexistence of leaders and managers
Coexistence of leaders and managers. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations.
Which of the following is a desirable feature of leadership? One-directional influence from the leader to the follower Coercive power and authority Passivity of followers Coexistence of leaders and managers
Coexistence of leaders and managers. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations.
Which of the following power tactics is more effective when the audience is highly interested in the outcomes of a decision process? Ingratiation Consultation Personal appeals Exchange
Consultation. Rational persuasion, inspirational appeals, and consultation tend to be the most effective power tactics, especially when the audience is highly interested in the outcomes of a decision process.
According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be ...: Participative Democratic Person-oriented Directive
Democratic. According to the situational leadership theory, if employees are unwilling and unable, the appropriate leadership style in this situation would be directive.
Which of the following Big Five personality traits has been identified as the most important trait in effective leaders? Conscientiousness Extraversion Agreeableness Emotional stability
Extraversion. A comprehensive review of leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion.
Which of the following Big Five personality traits has been identified as the most important trait in effective leaders? Conscientiousness Openness Extraversion Agreeableness Emotional stability
Extraversion. A comprehensive review of leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders but more strongly related to leader emergence than to leader effectiveness. Conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion.
According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience. T or F.
False. One of the predictions of the path-goal theory is that directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.
People from collectivistic countries tend to see power in personalized terms and as a legitimate means of advancing their personal ends, while those in individualistic countries see power in social terms and as a legitimate means of helping others. T or F.
False. People from individualistic countries tend to see power in personalized terms and as a legitimate means of advancing their personal ends, while those in collectivistic countries see power in social terms and as a legitimate means of helping others.
Which of the following is a differentiating factor between power and leadership? Control Influence Ability Goal compatibility
Goal compatibility. Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.
Which of the following statements is true regarding power? A is said to have power over B if B controls something that A desires The greater A's dependence on B, the greater A's power in the relationship If A has the capacity to influence the behavior of B, then A is said to have power over B A can have power over B only if A is B's leader A can have power over B only when A and B have similar goals
If A has the capacity to influence the behavior of B, then A is said to have power over B. If A has the capacity to influence the behavior of B, then A is said to have power over B. The most important aspect of power is that it is a function of dependence. The greater B's dependence on A, the greater A's power in the relationship.
Which of the following is something that often differentiates power from leadership? Lack of dependence of followers Use of positive styles over negative tactics Downward influence of leader on followers Lack of goal compatibility between leaders and followers Lack of control on behavior of followers
Lack of goal compatibility between leaders and followers. Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.
In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which...: Leader engages in participative management Leader is accepting of and respects individual differences among various team members Leader is likely to define and organize his or her role and those of employees in the search for goal attainment Leader initiates efforts to communicate personally with employees
Leader is likely to define and organize his or her role and those of employees in the search for goal attainment. As a behavioral dimension of leaders, initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behavior that attempts to organize work, work relationships, and goals.
The least preferred co-worker (LPC) questionnaire is used to measure whether...: The followers are able and willing Leader is task- or relationship-oriented The members are in the ingroup or out-group Employees prefer servant leadership over situational leadership
Leader is task- or relationship-oriented. Fiedler believes a key factor in leadership success is the individual's basic leadership style. He created the least preferred co-worker (LPC) questionnaire to identify that style by measuring whether a person is task- or relationship-oriented.
The main contingency theories of leadership except: Fiedler Hersey-Blanchard Path-goal theory McClelland's theory
McClelland's theory
Which of the following theories of leadership is based on situational variables? Attribution theory Trait theories Charismatic leadership theory Path-goal theory Behavioral theories
Path-goal theory. Numerous studies have shown that predicting leadership success is more complex than isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very good times do not necessarily translate into long-term success. This idea led researchers to change their focus from trait and behavior theories to situational influences on leadership styles, or contingency theories. The path-goal theory is one of the contingency theories.
Which of the following power tactics uses warnings and threats and is typically the least effective of all the power tactics? Coalitions Exchange Pressure Rational persuasion
Pressure. Pressure tends to backfire and is typically the least effective of the nine tactics.
Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinant of effective leadership? Big Five personality model Behavioral theories Laissez-faire leadership Situational leadership theory
Situational leadership theory. Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.
Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are regimented, that is, structured or unstructured? Task significance Task structure Task complexity Task orientation
Task structure. Fiedler identified three contingency or situational dimensions in which certain types of leaders might excel or fail, including leader-member relations, task structure, and position power. Task structure is the degree to which job assignments are regimented (that is, structured or unstructured). Leaders who are task-oriented, Fiedler proposes, perform best when the situation is very favorable or very unfavorable.
Leadership is best defined as: The ability to merely project one's abilities in the lack of actual accomplishments The ability to reduce the dependence of team members on each other The ability to induce the team members to focus on individual goals rather than collective goals The ability to influence a group toward the achievement of a vision or set of goals
The ability to influence a group toward the achievement of a vision or set of goals. Leadership can be defined as the ability to influence a group toward the achievement of a vision or set of goals. Leaders can emerge from within a group as well as by formal appointment.
The leader-participation model focuses on .... The personality traits of leaders The presence of charisma in the leader correct The way decisions are made by the leader The mere projection of successful leadership by the leader
The presence of charisma in the leader. The leader-participation model argues that the way the leader makes decisions is as important as what she or he decides. Victor Vroom and Phillip Yetton's leader-participation model relates leadership behavior and participation in decision making.
Which of the following statements is true with regard to the path-goal theory of leadership? The theory considers leadership to be a set of attributes ascribed to leaders by followers The theory proposes only a passive and supportive role for leaders The theory considers removing obstacles to be a component of effective leadership The theory proposes that leaders must work closely with followers throughout The path-goal theory represents a laissez-faire approach to leadership
The theory considers removing obstacles to be a component of effective leadership. The theory proposes that the leader's job is to provide followers with the information, support, or other resources necessary to achieve their goals. The term path-goal implies effective leaders clarify followers' paths to their work goals and make the journey easier by reducing roadblocks.
Trevor Guerney is a manager who believes that those who are to be affected by a change must be involved in the change. Consequently, he always ensures that his subordinates have the knowledge of what is happening around them, and he often holds meetings to obtain employee opinion and suggestions before making any decision that would apply to them. Similarly, Trevor's team proactively approaches him with problems and potential solutions as they know he will not respond by criticizing them. From the information provided in the scenario, we can say that ________. Trevor's leadership is primarily task-oriented Trevor's team has a low degree of trust propensity Trevor's team requires more directive leadership Trevor's team has positive leader-member relations Trevor's team is unsatisfied with his power position
Trevor's team has positive leader-member relations. Fiedler identified three contingency or situational dimensions to leadership success, including leader-member relations, task structure, and position power. Leader-member relations is the degree of confidence, trust, and respect members have in their leader.
If you want a college degree and have to pass a certain course to get it, and your current instructor is the only faculty member in the college who teaches the course, she has power over you. T or F.
True. A person can have power over you only if he or she controls something you desire. If you want a college degree and have to pass a certain course to get it, and your current instructor is the only faculty member in the college who teaches the course, she has power over you because your alternatives are highly limited and you place a high degree of importance on the outcome.
For a power situation to exist, one person or group needs to have control over resources the other person or group values. T or F.
True. For a power situation to exist, one person or group needs to have control over resources the other person or group values. This is usually the case in established leadership situations. However, power relationships are possible in all areas of life, and power can be obtained in many ways
Dale Fisher is the manager of one branch of a retail chain. He often speaks with his customer service attendants about the value they bring to the company and encourages them to continue doing so. He knows that this approach of enhancing the worth of these executives and shaping their aspirations to do well is a more effective approach than using warnings and ultimatums. Dale is using the power tactic of an inspirational appeal here. T or F.
True. Inspirational appeals represent a power tactic that involves developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations.
Unlike power, leadership requires some degree of goal compatibility. T or F.
True. Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.
The situational leadership theory focuses on follower readiness to determine the appropriate leadership behavior. T or F.
True. Situational leadership theory (SLT) focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task.
Trait theories of leadership most accurately predict the emergence and appearance of leadership. T or F.
True: Traits do a better job predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
Power is a function of... goal congruency realization dependence altruism
dependence. Power is a function of dependence. Leaders use power as a means of attaining group goals. Power does not require goal compatibility, just dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. For a power situation to exist, one person or group needs to have control over resources the other person or group values.
Levin and Co. is a group of oil refineries that has been in the news recently. The company had to stop production for over two weeks because their key supplier refused to sell them crude oil at the old prices. Even after rounds of negotiations, the supplier refused to give in to the demands of Levin and Co., and finally, the company had to acquire the raw material from the same supplier because alternative suppliers, though abundant, could not provide the quantities the company demanded at such short notice. This shows the role of ________ in increasing the power one enjoys. alternatives dependence abundance substitutability
dependence. The most important aspect of power is that it is a function of dependence. Dependence increases when the resource you control is important, scarce, or nonsubstitutable.
Trait theories most accurately predict ________. distinguishing features of an effective leader differences between an effective and an ineffective leader success of a leader roles to be played by the leader emergence of a leader
emergence of a leader. Traits are more accurate in predicting the emergence of leaders and the appearance of leadership than actually distinguishing between effective and ineffective leaders.
Nellie Fritz, the head of client support services at Olson Inc, is very popular among her subordinates. Many believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________. task oriented high in consideration low in trust propensity low in relationship orientation production oriented
high in consideration. Consideration is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support.
In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over important variables such as hiring, firing, discipline, promotions, and salary increases. task structure leader-member exchange position power initiating structure leader-member relations
position power. In the context of Fiedler's model, the situational dimension termed position power relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
Dependence would be low when ________. the goods have substitutes the goods have low accessibility the goods in question are scarce the products are important
the goods have substitutes. Dependence increases when the resource you control is important, scarce, or nonsubstitutable. The fewer viable substitutes for a resource, the more power control over that resource provides.
