MGMT 411 test 2
A leader must acquire _____ in order to influence others. a. a minimum perentage of the organization's shares b. power c. credibility d. the vast majority of employees worry about job security.
b
____ 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
_____ power is a type of personal power. a. Legitimate b. Referent c. Reward d. Coercive
b
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
A model of the relationship between corporate social performance and profits emphasizes _____. a. rationalizing of unethical actions b. developing a sense of entitlement c. the role of supply and demand d. the maximization of profits
c
A principle of ethical and moral leadership is to: a. regularly publicize moral victories. b. maximize personal returns in business transactions. c. pay attention to all stakeholders. d. maximize shareholder wealth.
c
According to the dependence perspective, Alex has power over Ziggy when: a. Alex and Ziggy work collaboratively. b. Alex is dependent on Ziggy. c. Ziggy is dependent on Alex. d. Alex and Ziggy work independently of each other.
c
According to the generic model of power influence, the effectiveness of influence tactics is affected by _____. a. strategies, rules, and procedures b. aspirations, motivations, and skills c. leader traits, leader behaviors, and the situation d. consideration and initiating structure
c
Amanda, a business analyst, presents false research findings to her manager to prove that the desired results have been achieved and to get appreciation for her work. Which level of moral development is illustrated in the given scenario? a. conventional level b. post-conventional level c. preconventional level d. non-conventional level
c
An ethical screen is used primarily when facing a situation that: a. is in opposition to the organizational culture. b. affects the majority of employees within a firm. c. involves deciding if an act is ethical or unethical. d. is widely recognized as criminal behavior.
c
" I won't pressurize you to meet the sales target, but think of your familial settings, and to what degree they would be affected provided you fail to meet the target." This dialogue is made by Gregory, a line manager , to one of his subordinates. In the context of influence tactics, Gregory attempts _____. a. gentle manipulation of his subordinate b. debasement before his subordinates c. the process of upward appeal d. co-opting antogonists
a
Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the following options is most likely to be true? a. Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes. b. Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes. c. Both Adrian's and Joseph's traits are considered prototypes. d. Both Adrian's and Joseph's traits are considered antipeototypes.
a
In terms of exerting influence, the more position power a person has over another,: a. less the need for being cautious in the use of influence tactics. b. the more the need for being cautious in the use of influence tactics. c. the more the need to consider an open door communication policy. d. the less the need to consider an open door communication policy.
a
In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's behavior but not his attitude. a. compliance b. resistance c. commitment d. debasement
a
Jonathan, the human resource manager of an organization, requests the help of the managing director to communicate on incentive cuts which will be allocated to employees who perform below the organisational standard. In the context of influence tactics, this is most likely an example of _____. a. upward appeal b. open door policy c. closed door policy d. deliberate machiavellianism
a
Tina offers an expensive gift to her subordinate, provided the subordinate help her with the content of a power point presentation; the work being officially assigned to Tina. In this context, which of the following influence tactics is practised by Tina? a. Exchanging Favors b. Leading by example c. Using Rational Persuasion d. Explaining benefits to the target
a
When a top-level executive wants to influence a large number of employees, the executive will most likely: a. attempt to change the organization culture. b. use ingratiation with as many workers as feasible. c. exchange favors with as many workers as feasible. d. create the position of organizational change agent.
a
When group members are trusted, the leader is more likely to use: a. weaker influence tactics. b. stronger influence tactics. c. inspirational techniques. d. appeals to higher authority.
a
Which of the following is an example of debasement? a. A manager pretending to be incapable of doing a task so that he gets help from his subordinates b. A manger gifting an expensive watch to one of his subordinates in return of the work they have done c. A subordinate exchanging pleasantries with his manager d. A subordinate acting polite before his superior
a
yan is apathetic about carrying out the request made by his team manager to draft an agenda for the upcoming target meeting. He is not particularly overjoyed about the task, but makes a modest effort in doing it. In the context of influence outcomes, the influence attempt of Ryan's manager is an example of _____. a. compliance b. commitment c. resistance d. debasement
a
. A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader: a. stayed independent of group member's helping behavior. b. resulted in less helping behavior by group members. c. tended to be regarded with suspicion. d. tended to decrease commitment to the organization.
b
A guideline offered for the sequencing of influence tactics is to begin with a: a. high-cost, high-risk tactic. b. low-cost, low-risk tactic. c. low-cost, high-risk tactic. d. moderate-cost, moderate-risk tactic.
b
Alan, the marketing manager of an organization , finds out that his team has performed below the standards set. He considers two influence tactics to deal with the issue. 1) Joking and kidding 2) Forming a coalition In the context of sequencing of influence tactics, which of the following options is Alan most likely to choose to deal with the issue? a. 2,1 b. 1,2 c. 1 alone, as 2 is not an influence tactic d. 2 alone, as 1 is not an influence tactic
b
In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the influence tactic of explaining the percentage increase in salary that each of her team member will enjoy, if the plan is successful. In this case, Margaret's attempt is an example of _____. a. debasement b. apprising c. bargaining d. joking
b
In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because these require full concentration and effort. a. compliance b. commitment c. resistance d. debasement
b
Joking or kidding is often used as an influence tactic when: a. dealing with undermotivated people. b. being direct might be interpreted as being too harsh. c. dealing with people of higher rank. d. a person wants to be unusually ethical and straightforward.
b
The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they would not be considered for promotions.This is most likely an example of _____. a. debasement b. deliberate machiavellianism c. compliance d. upward appeal
b
When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic. a. negative b. positive c. mixed d. exaggerated
b
A rule of thumb offered for the sequencing of influence tactics is to: a. first mirror the influence tactic of the other person, then try your own. b. begin with the ethical, then shift to the unethical. c. begin with the most positive, or least abrasive, tactic. d. first be more serious, then move toward joking and kidding.
c
According to implicit leadership theories, an example of a leadership antiprototype would be _____. a. intelligence b. charisma c. tyranny d. violence
c
To bring about organization change effectively, an executive is best advised to: a. disregard the process of executive edit. b. disregard cultural aspects while establishing the new reward system. c. serve as a role model for the desired attitudes and behaviors. d. focus on existing candidates than selecting new candidates.
c
Anne, the Creative Head of a publishing house which is into teens' fiction ,decides to form an alliance with the Creative Heads of other publishing houses in the city, in order to plan for a literary meet. In the context of influence tactics, an alliance of this kind, if formed, becomes an example of a(n) _____. a. conglomerate b. editorial c. consultancy d. coalition
d
Implicit leadership theories deal mostly with the personal assumptions: a. about the type of leader most people would like to become. b. leaders make about the capabilities of group members. c. companies make about their leaders. d. about the attributes of an ideal organizational leader.
d
A good example of ingratiation when dealing with a person you are trying to influence would be for you to: a. praise that person lavishly. b. ignore his or her first three demands. c. mention your power contacts. d. stretch the truth to look good.
a
A leader at the post-conventional level of moral development is likely to: a. attempt to do the most good for the most people. b. maximize personal gain in most business transactions. c. falsify earnings statements to be eligible for a big bonus. d. be moral just enough to look good.
a
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
A recent development in corporate philanthropy is for corporate leaders to demand: a. a good return on investment, in terms of social impact. b. that the institutions receiving the money become good customers. c. that all recipients of their generosity believe in capitalism. d. respect and recognition from all recipients.
a
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
A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that empowerment was negatively associated with job satisfaction among the workers in: a. India. b. Mexico. c. Poland. d. the United States.
a
An example of Machiavellianism would be for a manager to tell a group member that he must: a. work every Saturday to be evaluated as a good team player. b. accomplish goals that fit the company's strategic goals. c. conform with company rules and regulations. d. have lunch together to discuss a new software system.
a
An example of an executive leader helping sustain the environment would be to: a. use as much renewable energy as possible at the company. b. create attractive designs on packages. c. construct new buildings rather than preserve old ones. d. charge customers for shipping and delivery.
a
An important part of making an inspirational appeal is to: a. display emotion as needed. b. do favors for other people without asking for reciprocity. c. form coalitions. d. consult regularly with group members.
a
Chief financial officer Barry submits travel and expense reports that are completely genuine and encourages employees in his division toalways give accurate and correct information. Barry is using the ethical initiative called: a. leading by example. b. open-book management. c. accepting whistleblowers. d. developing formal mechanisms for dealing with ethical problems.
a
Edwin, an engineer in a construction material manufacturing company, always strives to give his best because he is aware that he is contributing to something larger and would be recognized for it. It can be inferred from the given scenario that _____. a. employees who work in an ethical environment tend to be better motivated b. putting personal interests before the company's interest builds socially responsible organizations c. individuals tend to focus on the intent of an action rather than on the action itself d. people are primarily concerned with receiving external rewards and avoiding punishment
a
Ethics can be considered the: a. vehicle for putting values into action. b. opposing force to values. c. equivalent of organizational culture. d. opposite of moral leadership.
a
Martin, a senior manager in a company, bribes a government officer to secure a government contract. He justifies his actions stating that he acted in the best interests of the company and nobody stopped him. In the given scenario, Martin is justifying his actions by resorting to _____. a. rationalization b. whistleblowing c. entitlement d. power sharing
a
Sending thank-you notes to large numbers of people is regarded as a: a. basic, but effective, political technique. b. way to make a quick showing. c. method of keeping others informed. d. method of controlling lines of communication.
a
Studies have shown that employees working in an ethical environment tend to: a. deliver superior peformance. b. have low levels of motivation. c. overlook their ethical flaws. d. focus solely on personal gains.
a
The Sarbanes-Oxley Act requires public companies to _____. a. disclose whether they have adopted a code of ethics for senior financial officers b. provide a list of possible penalties to be imposed on whistleblowers at all levels c. use renewable sources of energy wherever possible d. donate part of their profit to charitable organizations
a
The best example of personal power would be power stemming from the: a. relevant expertise a person brings to the job. b. ownership stake a person has in the firm. c. rewards a manager can administer. d. closeness to a key executive.
a
The employees of a company feel that management does not make fair decisions when increasing salaries or promoting people. Which ethical screen is used by the employees to question the decisions of the management in the given example? a. Justice b. Reversibility c. Intuition d. Utilitarianism
a
The three outcomes of influence tactics are _____. a. commitment, compliance, and resistance b. power, skills, and outcomes c. manipulation, ingratiation, and submission d. empowerment, obedience, and concession
a
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
Wanda, a team leader, is managing the critical role of selling company assets to raise cash and has, therefore, gained prominence. Which of the following is the explanation for the source of power Wanda is exercising? a. Strategic contingency theory b. Prestige power c. Power stemming from being close to power d. Power stemming from ownership
a
Which of the following examples illustrates a method for creating a socially responsible and ethical organization? a. ABC Inc., a large industrial group, encourages its senior managers to set examples for other employees by being fair and just in their actions. b. A company immediately terminates employees who report wrongdoings of the company to government authorities and ensures they are not employed elsewhere. c. Shine Inc., a chemcial supplier, adjusts its balance sheets to show profit despite a reduction in sales in order to reinforce the confidence of its shareholders. d. A company focuses on achieving its annual targets in terms of revenue irrespective of the impact on its employees and the environment.
a
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
_____ is the most successful influence outcome. a. Commitment b. Compliance c. Resistance d. Debasement
a
_ 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
A recommended technique for exchanging favors is to: a. build an initial relationship with him. b. give the other person as much time as is feasible to comply. c. explain why you are worthy of receiving special treatment. d. limit your request to one, clear-cut option.
b
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
According to the Law of Reciprocity (as it relates to organizational politics),: a. hard work pays off in the long run. b. everybody expects to be paid back. c. workers who are wronged seek revenge. d. leaders get even with disloyal group members.
b
According to the idea of entitlement, some corporate executives behave unethically because they feel they are: a. entitled to make up for a poor childhood. b. entitled to whatever they can get away with or steal. c. servants of an unfair system. d. underpaid in comparison to top professional athletes and entertainers.
b
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
An example of a formal mechanism for dealing with ethical problems is: a. leading by example. b. having an ethics committee for reviewing complaints about ethical problems. c. conducting training programs in ethics for organizational employees . d. accepting whistleblowers without penalizing them .
b
An inspirational appeal is more likely to be effective when the influence agent: a. pushes hard for his or her own agenda. b. involves the workers in the change process. c. disguises what he or she is attempting to accomplish. d. mixes the inspirational appeal with a touch of Machiavellianism.
b
Anika Bananga, a CEO, is a black woman raised in Africa. While introducing Bananga to work associates, it would be most politically correct to say, "I would like you to meet Anika Bananga, our _____." a. beautiful lady CEO b. CEO c. CEO and first black person in this position d. African-American CEO
b
Arnold, a team manager, believes in treating all his team members equally. He adheres to his beliefs irrespective of the circumstances. Which ethical leadership behavior is Arnold demonstrating? a. Entitlement b. Integrity c. Whistleblowing d. Rationalization
b
Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by: a. showing concern for stakeholders. b. rationalizing. c. empathizing. d. exercising his rights as a senior executive.
b
Corporate social responsibility centers on a firm's: a. contributions to charity. b. positive contribution to society. c. adherence to laws. d. focus on maximizing profit.
b
Empowerment is most likely to create disharmony and dysfunction when workers _____. a. accrue power and their subordinates are dependent on them b. lack a clear perception of the boundaries of empowerment c. possess the ability to influence others through specialized knowledge, skills, or abilities d. are excessively dependent on their boss
b
Ethics deals mostly with: a. being socially responsible. b. separating right from wrong. c. legal versus illegal behavior. d. an action rather than its intent.
b
Evan, a manager, strongly believes in the concept of power sharing. Therefore, Evan is most likely to _____. a. show a consistency between word and deeds and keep promises b. allow for group member input into decisions and listen to their suggestions c. care about the environment in such ways as being a champion of recycling d. be moral enough just to look good
b
Middle manager Barney practices favoritism when he recommends for promotion: a. a worker chosen at random. b. a golfing buddy who is a poor performer. c. a worker suggested by his boss. d. the best performer in the department.
b
One of the approaches for achieving a socially responsible and ethical organization is to _____. a. develop a sense of entitlement b. engage in philanthrophy c. dismiss whistleblowers d. encourage rationalization
b
The approach that focuses on social responsibility by finding out better ways for leaders to make a positive contribution to society is the _____ approach . a. whistleblowing b. Thou Shalt c. Thou Shalt Not d. entitlement
b
The purpose of forming a coalition is to: a. ingratiate yourself with other people. b. combine your power with that of others. c. impress others by the number of people in your network. d. legitimize your requests.
b
When a floor manager empowers this team members, his power: a. multiplies in direct proportion to the number of people receiving a power share. b. increases. c. remains approximately the same. d. decreases.
b
Which of the following actions or events would bring a person legitimate power? a. Obtaining an M.B.A. b. Being appointed a corporate officer c. Being well-liked by an honest executive d. Developing charisma
b
Which of the following examples illustrates an effort toward building a socially responsible and ethical organization? a. Rodger, a senior executive in a company, uses the company car allotted to him for personal purposes claiming the he is eligible to do so because of his position. b. Drive Inc., a tire manufacturing company, uses solar panels to generate electricity for running the equipment in its inspection and packaging division. c. White Inc., a large pharmaceutical company, fires those employees who protest against unethical actions and report wrongdoings to government authorities. d. Dave, a team manager, often justifies his unethical actions by stating that he did so for the benefit of the team and nobody stopped or questioned him.
b
Which one of the following questions in an ethical screen deals with the principle of reversibility? a. How does it smell? b. What would you tell your child to do? c. Who gets hurt? d. Is it fair?
b
A journalist questions the director of a chemical manufacturing company about the possible hazards of a recently introduced chemical for use in water purification systems. The journalist's question is based on the _____. a. deontological theory of justice b. universalist principle of disclosure c. utilitarian notion of doing the greatest good for the greatest number of people d. deontological principle of reversibility that evaluates ethics by reversing the decision maker
c
Blue Inc., a highly profitable consumer goods manufacturing company, invests in a number of social responsibility initiatives that in turn generate profit for the company. Which feature of corporate and social performance is illustrated in the given scenario? a. Entitlement b. Deontological theory c. Virtuous circle d. Whistleblowing
c
Chief operations officer Joan has an ethical mind, so she has a point of view that helps workers: a. feel entitled to whatever they can get away with or steal. b. lose their sense of reality. c. aspire to do good work that matters to many people. d. focus on maximizing personal gains.
c
In an research and development firm, the _____ has the most legitimate power. a. lab manager b. senior research analyst c. head of research and developement d. summer associate
c
Keith often resorts to excessive flattery to obtain favorable treatment from his boss. Which of the following is the factor motivating Keith toward such behavior? a. Making a quick showing b. Machiavellian tendencies c. Emotional insecurity d. Controlling vital information
c
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
Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore: a. develops a large number of people within her network. b. does favors for people so she can call on them later. c. explains that top management wants quality improvements. d. consults regularly with group members.
c
Team play can be an influence tactic when a person: a. develops a large network. b. gets others to work as a team but is a solo player himself or herself. c. is more concerned about collaboration than tough-mindedness. d. behaves as an authoritarian leader.
c
The higher a unit reports in a firm's hierarchy, the: a. less dependent it is on organizational resources. b. more likely it will be the first to go during downsizing. c. more power it acquires. d. less likely it is to accrue opportunity power.
c
The virtuous cycle in relation to social responsibility suggests that a. recycling pays off in increased profits. b. ethical executives attract ethical employees. c. corporate social performance and corporate financial performance feed and reinforce each other. d. employees disclosing organizational wrongdoing to authorities should be severely penalized.
c
When senior management provides strategic leadership for ethics, a. senior managers emphasize being whistle blowers. b. marketing strategy is converted into ethical strategy. c. senior managers become ethics leaders. d. the roles of stockholders and shareholders become reversed.
c
Which of the following examples represents a manager whose actions encourages organizational politics? a. A manager who has led his firm to profits over the last year b. A manager who relies on objective standards for judging performance c. A manager who frowns everytime he receives criticism d. A manager who creates a stable and predictable work environment
c
Which of the following influence tactics requires that the leader serve as a model the desired behavior? a. Exchanging favors and bargaining b. Rational persuasion c. Leading by example d. Getting network members to support your position
c
Which of the following is a recommended initiative for achieving an ethical and socially responsible organization? a. Establish severe penalties for whistleblowers. b. Encourage employees to learn ethics by trial and error. c. Provide strategic leadership directed toward the goal. d. Develop informal mechanisms for dealing with ethical problems.
c
Which of the following is the clearest example of socially responsible behavior on the part of a business firm? a. Ensuring that all workers get paid b. Focusing on profit maximization at all costs c. Creating a pleasant workplace d. Avoiding involvement in political causes
c
Which one of the following should be considered the least effective contributor to empowerment? a. Starting with small changes and then building on the early success b. Providing a positive emotional atmosphere c. Encouraging employees to set their own limits to empowerment d. Making rewards visible
c
Why is political skill considered to be a constructive force? a. It facilitates gaining power especially if practiced in the extreme. b. It encourages employees to adopt a strategy of being blatantly tactless toward influential people. c. It manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence and trust. d. It requires that one pretend to be nice but all the while plan someone's demise.
c
_____ is a political strategy that places subordinates in intense competition for resources and eventually leads them into a fight. a. Playing territorial games b. Resolving a false catastrophe c. Divide and rule d. Embrace or demolish
c
_____ refers to the idea that all organizational members are capable of leading themselves at least to some extent. a. Leadership commitment b. Internal commitment c. Self-leadership d. Organizational capability
c
A consequence of the resource 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
A major moderating variable in the use of rational persuasion is the: a. age of the organization. b. number of organizational levels. c. age of the influence agent. d. credibility of the influence agent.
d
A major source of individual differences in ethics and morality among leaders is: a. the products and services offered by the firm. b. government regulations about ethics. c. their tendency to focus on all stakeholders. d. their level of greed, gluttony, and avarice.
d
A practical suggestion for business leaders to behave ethically is to: a. reward employees based on their seniority. b. practice rationalization. c. impose severe penalties for whistleblowers. d. place company interests over personal interests.
d
A rationale for empowerment is that the most successful organizations: a. have highly knowledgeable managers in most positions. b. invest heavily in research and development. c. have highly knowledgeable leaders in most positions. d. effectively use the talents of all players on the team.
d
A recommended approach for promoting ethical behavior throughout an organization is to: a. reward employees based on their seniority. b. impose severe penalties on whistleblowers." c. hire only those candidates who have taken a course in ethics. d. reward people who have performed well and behaved ethically.
d
A recommended way of reducing disruptive politics within the work group is to: a. tightly control information on how rewards will be allocated. b. prefer to work with the least political group members. c. threaten to stab in the back those who play politics excessively. d. avoid favoritism.
d
An authority cited in the leadership text argues that ethics is at the center of leadership because a rational leader: a. wants to create a positive public appearance. b. promote conflicts of interest. c. attempts to keep profits at a bare minimum. d. wants everybody to benefit.
d
An example of a whistleblower (in relation to ethics) would be a(n): a. security guard who sent notices to employees who drove too fast in the company parking lot. b. executive who imposed fines on employees who behaved unethically. c. company specialist conducting training programs about ethics. d. bookkeeper who told a journalist about fraudulent accounting in the company.
d
An individual who has strong personal magnetism: a. relies on formal authority to influence others. b. influences others by breaking down their defenses. c. is likely to draw a lot of enemies to him or her. d. influences others by being captivating and charming.
d
An opportunity for an organization to practice social responsibility involves: a. developing a sense of entitlement. b. place personal interests above company interests. c. imposing harsh penalties on whistleblowers. d. working with its supplier to improve working conditions.
d
At which of the following levels in an organization, is hands-on leadership usually expected? a. Manegerial level b. Shareholder level c. Contract employee level d. Level below the executive category
d
Derek is a hands-on leader, so he is likely to: a. put his arms around the shoulders of a group member. b. answer his own email. c. telephone his boss frequently. d. get involved directly in solving customer problems.
d
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
In which of the following cases demonstrates the gaining of power according to the dependence perspective? a. Laverne rewards her team members with cash bonuses over Christmas. b. Ted runs his own advertisement agency. c. Raj is promoted to a vSenior Vice President in his firm. d. Bill seeks Claras inputs and advice to improve his performance.
d
Most unethical behaviors have: a. resulted in a consistency between word and deed. b. helped many young people start a business career. c. resulted in mere accusations and allegations. d. led to the layoffs of thousands of workers.
d
Oscar engages in debasement when he tells the person he is trying to influence : a. "You are well dressed today." b. "Scientific evidence suggests that my position is correct." c. "How important is your paycheck to you?" d. "I may not be well informed, but here is my opinion."
d
Ramos, a CEO, was recently made President and CEO of the company. Which of the following is a consequence of Ramos occupyingthis dual role? a. The dependence theory dictates that his power will decrease b. His personal power is weakened c. The strategic contingency theory predicts that his moral identity will rise d. His legitimate power is strengthened
d
Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will: a. have high morals in every facet of her life. b. be kind to employees even if she does not like them. c. steal only to benefit poor people. d. stick to the principles she thinks are right.
d
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
Which of the following factors is least likely to contribute to the political behavior in the workplace? a. Environmental uncertainty and turbulence b. Emotional insecurity of workers c. A pyramid-shaped organization structure d. Rejecting unwarranted compliments from subordinates
d
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
Which of the following refers to a group's shared perception of its ability to successfully perform challenges and tasks? a. Perceptual challenges b. Skill capacity c. Growth in competencies d. Team potency
d
_____ power stems from a leader's authority to respond to the consequences of people's actions. a. Information b. Prestige c. Expert d. Reward
d