chapter 15

All of the following are interpersonal influence tactics EXCEPT: A. reward the behaviors you want.B. develop allies.C. rely on the rule of demand.D. make use of higher authority.E. ask for what you want.

c

Marion is a great manager and he has a number of special skills. In particular, Marion has the ability to get his subordinates to do more than would be normally expected. Which of the following terms best describes Marion? A. Transactional leaderB. Supportive leaderC. Charismatic leaderD. People-oriented leaderE. Production-oriented leader

c

Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal characteristic of leaders? A. Physical characteristicsB. Intelligence and AbilityC. PersonalityD. Social CharacteristicsE. Social Background

c

Which of these is the potential ability to influence the behavior of others? A. LeadershipB. ManagementC. PowerD. ControlE. Motivation

c

Some of the key characteristics associated with charismatic leaders include: A. visionary skills.B. communication skills.C. motivation skills.D. all of these.E. none of these.

d

Which of the following is the power coming from a formal management position in the organization? A. Referent powerB. Coercive powerC. Reward powerD. Legitimate powerE. Expert power

d

Barry learns of a recent study on gender differences in leadership behaviors. In which area of leadership do women score more highly than men?a. Motivating othersb. Fostering communicationc. Producing high-quality workd. Listening to otherse. All of the above

e

The recommended management style from the leadership grid is _____. A. 1,9B. 9,1C. 5,5D. 1,1E. 9,9

e

Which of the following characteristics of leaders have been studied? A. Personality traitsB. Physical traitsC. Social traitsD. Work-related traitsE. all of these

e

Which of the following is a passive, independent, critical thinker? A. ConformistB. Passive followerC. Pragmatic survivorD. Effective followerE. Alienated follower

e

5. Values associated with interactive leadership include personal confidence, exclusion, and independence.

f

6. Within a single individual, management and leadership reflect the same sets of qualities and skills that frequently overlap.

f

7. Good leadership is needed to help the organization meet current commitments, while good management is needed to move the organization in the future.

f

9. A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission is called a servant leader.

f

A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.

f

The effective follower exhibits neither critical, independent thinking nor active participation.

f

_____ is the extent to which the leader is task oriented and directs subordinates' work activities toward goal attainment.

initiating structure

A situational variable that counteracts a leadership style is known as a(n) _____.

neutralizer

Power that results from the authority to reward others is called _____.

reward power

3. The highest level in a hierarchy of manager capabilities refers to level 5 leadership.

t

4. Interactive leadership means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

t

8. Authentic leadership refers to individuals who know and understand themselves, act consistently with high ethical values, and empower others.

t

A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors is called a neutralizer.

t

Rational persuasion is one interpersonal influence tactic available for leaders.

t

_____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance

traits

ewards, and try to be considerate to and meet the social needs of subordinates

transactional leaders

A(n) _____ leader is distinguished by a special ability to bring about innovation and change.

transformational

Describe the three situational elements under Fiedler's Contingency Theory that can be described as either favorable or unfavorable.

Leader-member relations refers to group atmosphere and members' attitude toward and acceptance of the leader. Task structure refers to the extent to which tasks performed by the group are defined. Position power is the extent to which the leader has formal authority over subordinated.

Scenario - Barry BaileyThe mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered. Barry recognizes that her power can come from five sources, including all of the following EXCEPT:a. referent power.b. reward power.c. coercive power.d. mechanistic power.e. All of the sources of power

d

The six interpersonal influence tactics for leaders include all of the following EXCEPT: A. use rational persuasion.B. rely on the rule of reciprocity.C. develop allies.D. do not worry about people liking you.E. reward the behaviors you want.

d

Two leadership styles used by Fiedler in his contingency theory were: A. employee-centered and job-centered.B. consideration and initiating structure.C. concern for people and concern for production.D. relationship-oriented and task-oriented.E. employee-oriented and relations-oriented.

d

When leaders influence others through the exchange of benefits or favors, which influence tactic is being used? A. Develop alliesB. Use rational persuasionC. Make people like youD. Rule of reciprocityE. Reward behaviors

d

Which of the following is a follower who participates actively in the organization but does not use critical thinking skills? A. Passive followerB. Effective followerC. Alienated followerD. ConformistE. Pragmatic survivor

d

Andy's subordinates say that they love working for Andy because he inspires them to not only believe in the organization but to believe in their own potential as well. Based on this example, Andy can best be described as what type of leader? A. TransformationalB. ServantC. AuthenticD. TransactionalE. Interactive

a

The _____ leader is distinguished by his/her ability to bring about organizational change. A. transformationalB. participativeC. charismaticD. achievement-orientedE. people-oriented leader

a

To become a level 5 leader, Barry would have to hone which personal characteristic? a. Humilityb. Tenacityc. Ruthlessnessd. Drivee. Ego

a

Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations? A. Contingency approachB. Behavioral approachC. Trait approachD Organizational approachE. None of these

a

Which of the following is the most frequently used and a highly effective influence strategy? A. Using rational persuasionB. Rewarding desired behaviorsC Relying on the rule of reciprocityD. Making people like youE. Developing allies

a

Which of the following types of power is vested in the manager's ability to punish employees? A. CoerciveB. RewardC. ExpertD. ReferentE. Personal

a

Which type of leader clarifies the role and task requirements of subordinates? A. TransactionalB CharismaticCTransformationalD. SupportiveE. Team

a

____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation

authority-compliance

A _____ is a situational variable that makes a leadership style unnecessary or redundant. A. neutralizerB. substituteC. contingencyD. transactionE. transformation

b

A fire that ignites followers" is used to describe which leadership characteristic? A. VisionB. CharismaC. ServiceD. TenacityE. Authority

b

Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor does he know the technology of his department well. These two factors prevent Ahmad from directing his workforce. This is an example of _____ impacting leadership styles and behaviors. A. substitutesB. neutralizersC. contingenciesD. citizenshipE. transformation

b

Beth, a middle manager at Heather's Handbags, uses threats and punishments as ways of influencing the behavior of his subordinates. Which of the following sources of power is Beth relying on? A. Reward powerB. Coercive powerC. Expert powerD. Referent powerE. Personal power

b

Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says because he's the boss. This is an example of: A. referent power.B. legitimate power.C. coercive power.D. reward power.E. expert power.

b

In general, research has found a(n) _____ relationship between personal traits and leader success. A. strongB. weakC. positiveD. negativeE. inverse

b

Peter has the ability to convince others to work toward organizational objectives. This ability is known as _____. A. motivationB. leadershipC. commitmentD. a conceptual skillE. personal agenda

b

Ryan is a manager at Steve's Stoneworks, Inc. Hersey and Blanchard would consider most of his subordinates highly ready. Based on this, which of the following leadership styles is best for Ryan? A. ParticipatingB. DelegatingC. SellingD. TellingE. Forcing

b

Scenario - Barry BaileyThe mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered. Barry will develop strong skills in working with her people and also strong ability in accomplishing the task achieving the goals of Marc's Music. On the managerial grid, her style will be:a. 1,1.b. 9,9.c. 9,1.d. 1,9.e. 5,5

b

The Michigan researchers used the term _____ for leaders who established high performance goals and displayed supportive behavior toward subordinates. A. job-centered leadersB. employee-centered leadersC. initiating structureD. considerationE. impoverished management

b

Which of the following types of leader is one who has the ability to motivate subordinates to transcend their expected performance? A. TransactionalB CharismaticC TraditionalD. SupportiveE. Team

b

_____ power comes from organizational structure and promotes stability, order, and problem solving within the structure. A. MotivationB. PositionC. LeadershipD. ControlE. Referent

b

According to the situational theory of Hersey and Blanchard, which of the following leader styles matches up best with low readiness subordinates? A. Delegating styleB. Selling styleC. Telling styleD. Participating styleE. None of these

c

Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate's behaviors. All of these actions are highly valued by the work group. This is an example of: A. coercive power.B. legitimate power.C. reward power.D. expert power.E. referent power.

c

Charismatic leaders are often _____ than transactional leaders. A. less emotionalB. more predictableC. less predictableD. more directiveE. none of these

c

Hersey and Blanchard are responsible for which theory? A. Theory of leadershipB. ERG TheoryC. Situational theoryD Contingency theoryE. Leadership

c

Megan is a manager at Botell International. She is very friendly and extremely respectful of her subordinate's welfare. She can be described as: A. high in initiating structure.B. low in initiating structure.C. high in consideration.D. a team leader.E. task-oriented manager.

c

One of Ruby's few flaws is that she does not consider possibilities beyond what she is told, accepting her supervisor's ideas without thinking. She can best be described as what type of thinker? A. TransformationalB. ServantC. UncriticalTransactionalE. Critical

c

Referent power depends on the leader's: A. formal title.B position in the hierarchy.C. personal characteristics.D. salary.E. reward power

c

The Leadership Grid used the two leader behaviors which were called: A. employee-centered and job centered.B. consideration and initiating structure.C. concern for people and concern for production.D. relationship-oriented and task-oriented.E. employee-oriented and relationship oriented.

c

The early research on leadership traits was referred to as the: A. contingency theory of leadership.B. path-goal theory of leadership.C. great man approach.D. situational theory of leadership.E. behavioral approach.

c

_____ power comes from personal sources that are not as invested in the organization, such as personal interests, goals, and values. A. MotivationB. ManagementC. PersonalD. ControlE. Positional

c

_____ power is based in the ability of the leader to do such things as recommend promotions. A. CoerciveB. ExpertC. RewardD. ReferentE. Personal

c

Distinguish between charismatic and transformational leadership.

A charismatic leader has the ability to motivate subordinates to transcend their expected performance. Vision, value, and trust mark their impact. They tend to have an emotional impact on followers. Transformational leaders are distinguished from charismatic leaders by their special ability to bring about innovation and change. They usually emerge to take an organization through a major strategic change, focusing on the intangible qualities that facilitate the change process.

Differentiate between a substitute and a neutralizer.

A substitute is a situational variable that makes a leadership style unnecessary or redundant. A neutralizer is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

The _____ has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

charasmatic leaders

_____ is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.

consideration

A model of leadership that describes the relationship between leadership styles and specific organizational situations is called a(n) _____ approach.

contingency approach

All of the following are essential parts of any definition of leadership EXCEPT: A. influence.B. people.C. goals.D. coercive power.E. influence and people only

d

Which of the following is NOT a manager quality? A. Maintains stabilityB. OrganizesC. AnalyzesD. RationalE. Personal power

e

Which of the following refers to group atmosphere and members' attitude toward and acceptance of the leader? A. Task structureB. Leader relationsC. ContingencyD. Position powerE. Leader-member relations

e

Which of the following types of power stems from a leader's special knowledge? A. Reward powerB. Referent powerC. Legitimate powerD. Coercive powerE. None of these

e

Power resulting from a leader's special knowledge or skill regarding the tasks performed by followers is referred to as _____

expert power

14.Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all intelligence and ability components of personal characteristics of leaders.

f

16.Consideration is the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.

f

People who are entangled in a network of relationships have less power.

f

Task Structure refers to the extent to which the leader has formal authority over subordinates.

f

The country club management style (1,9) stresses high service and concern for guests or customers, sometimes to the detriment of employees of the firm.

f

The telling style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness.

f

In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

interactive leadership

The ability to influence people toward the attainment of goals is known as _____.

leadership

Power coming from a formal management position in an organization and the authority granted to it is called _____.

legitimate power

_____ is the potential ability to influence the behavior of others.

power

According to Hersey and Blanchard, _____ and _____ works best for employees with moderate readiness.

selling; participating or pariticpating; selling

_____ leadership transcends self interest to serve others and the organization.

servant

A contingency approach to leadership that links the leader's behavioral style with the task readiness of subordinates is called the _____.

situational theory

A(n) _____ for leadership makes the leadership style unnecessary or redundant.

substitute

Describe the six interpersonal influence tactics for leaders.

1. Use rational persuasion.2. Help people like you.3. Rely on the rule of reciprocity.4. Develop allies.5. Be assertive--ask for what you want.6. Make use of higher authority.

List the two types of personal power.

Expert power and referent power.

What is the basic difference between consideration behavior and initiating structure behavior?

The difference between these two major leadership behaviors is their focus. The focus of consideration behavior is people, with the leader being mindful of subordinates, respecting their ideas and feelings, and building trust. Initiating structure has a task orientation, with the leader directing subordinate work activities toward goal attainment, giving instructions, planning, and scheduling

Describe the five bases of power typical in organizations.

The five bases of power are legitimate, reward, coercive, expert, and referent.

What three factors combine to create the situation in Fiedler's Leadership Contingency Theory? Explain each.

The three factors are leader-member relations, task structure, and position power.

List the two dimensions used in Blake and Mouton's Leadership Grid.

The two dimensions are concern for people and concern for production.

The distinguishing personal characteristics of a leader are known as: A. traits.B. sources of power.C. leadership styles.D. leadership behaviors.E. personal preferences

a

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their: A. readiness level.B. satisfaction level.C level of commitment.D. level of security.E. all of these.

a

The less effective leaders, in the University of Michigan studies, were called: A. job-centered leaders.B. employee-centered leaders.C. initiating structure.D. consideration.E. impoverished management.

a

Which of the following is consistent with initiating structure? A. Task oriented behaviorB. Open communicationC. Teamwork orientedD. People oriented behaviorE. Country-club management style

a

_____ and _____ proposed a two dimensional leadership theory called the Managerial Grid. A. Blake; MoutonB. Hersey; BlanchardC. Vroom; YettonD. Tannenbaum; SchmidtE. Evans; House

a

_____ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction. A. StrengthsB. TraitsC. CharacteristicsD. AbilitiesE. Leadership tendencies

a

In situations of _____, according to Fiedler, relationship-oriented leaders are more effective. A. high favorabilityB. moderate favorabilityC. high unfavorabilityD. no favorabilityE. none of these

b

Which of these, according to the leadership grid, is a 1,9 management style? A. Team ManagementB. Country Club ManagementC. Middle of the Road ManagementD. Impoverished ManagementE. Authority-Compliance

b

Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which personal characteristic of leadership is she showing? A. Physical characteristicsB. Intelligence and AbilityC. PersonalityD. Social CharacteristicsE. Social Background

c

Fiedler used all of the following to describe how leaders fit the situation EXCEPT: A. leader-member relations.B. task structure.C. personal power.D. leader position power.E. all of these were used by Fiedler to describe the situation

c

Recently, Beagle Boutique was attempting to hire a middle manager. They were looking for an intelligent, active, and creative individual. Which approach to leadership was Beagle using? A. The contingency approachB. The situational approachC. The trait approachD. The behavioral approachE. The substitute approach

c

Researchers at the Ohio State University identified two major behaviors called: A. commitment and consideration.B. commitment and initiation.C. consideration and initiating structure.D. initiating structure and commitment.E. consideration and concern for people.

c

Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These characteristics fit within which category? A. Physical characteristicsB. Intelligence and abilityC. Work-related characteristicsD. Social backgroundE. Social characteristics

c

_____ works best for employees with moderate readiness, according to Hersey and Blanchard. A. Selling and tellingB. Telling and participatingC. Selling and participatingD. Telling and delegatingE. Selling and delegating

c

both people and production. A. Team ManagementB. Country Club ManagementC. Middle of the Road ManagementD. Impoverished ManagementE. Authority-Compliance

c

Power that stems from the authority to punish or recommend punishment is called _____.

coercive power

According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT: A. delegate the whole task.B. maintain feedback.C. give thorough instructions.D. work alone to accomplish important tasks.E. evaluate and reward performance.

d

All of the following are leadership qualities EXCEPT: A. visionary.B. innovative.C promotes change.D. structured.E. nurtures

d

Sandra views herself as a tough but fair supervisor. She gives explicit directions to her subordinates about how tasks should be accomplished, but is not always approachable when they come to her with questions. Her employees sometimes feel that she is too gruff and impersonal. Which category on the situational leadership grid does Sandra fit into? A. Following styleB. Delegating styleC. Participating styleD. Telling styleE. Selling style

d

According to the Leadership Grid, which of the following occurs when efficiency in operations is the dominant orientation? A. Team ManagementB. Country Club ManagementC. Middle of the Road ManagementD. Impoverished ManagementE. Authority-Compliance

e

According to the leadership grid, _____ means the absence of a management philosophy, where managers exert little effort toward interpersonal relationships or work accomplishment. A. solitary managementB. middle-of-the-road managementC. low-road managementD. authority-compliance managementE. impoverished management

e

At work, Sue Ellen favors a consensual and collaborative process, where influence derives from relationships rather than positions of power and formal authority. As such, she can best be viewed as what type of leader? A. Level 5 B. Servant C. AuthenticD. TransformationalE. Interactive

e

17.The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust refers to initiating structure.

f

18.Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates.

f

2. Influence means that the relationship among people is passive.

f

An active follower is characterized by a need for constant supervision.

f

An inspirational leader who has the ability to motivate subordinates, through personal transactions, to transcend their normal performance refers to a transactional leader.

f

Legitimate, reward, and expert powers are all forms of position power.

f

The pragmatic survivor is a follower who participates actively in the organization but does not use critical thinking skills.

f

The type of power that results from political referrals is referent power.

f

The type of power that results from the leader's legitimate authority, based upon his or her position within the organization, is called coercive power.

f

Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading change as are transactional leaders.

f

Two types of personal powers are expert and reward powers.

f

Power that results from characteristics that command subordinates' identification with, respect and admiration for and desire to emulate the leader is called _____.

referent power

1. Leadership occurs among people, involves the use of influence, and is used to attain goals.

t

13.Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence.

t

15.Ohio State University researchers identified two major behaviors called consideration and initiating structure.

t

19.The leadership grid suggests a two-dimensional leadership theory that measures a leader's concern for people and concern for production.

t

9. A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission is called a servant leader.

t

A transformational leader is a leader distinguished by a special ability to bring about innovation and change.

t

Charismatic leaders typically have a strong vision for the future and they can motivate others to help realize it.

t

Effective leaders develop networks of allies; people who can help the leader accomplish his or her goals.

t

Hersey and Blanchard's situational theory focuses a great deal of attention on the characteristics of employees in determining appropriate leadership behavior.

t

Influence is the effect a person's actions have on the attitudes, values, beliefs, or behavior of others.

t

Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory.

t

Power is the potential ability to influence the behavior and decisions of other people.

t

Situational theory model focuses a great deal on the characteristics of followers, not those of the situation.

t

The alienated follower is a person who is an independent, critical thinker but is passive in the organization.

t

The charismatic leader has the ability to motivate subordinates to transcend their expected performance.

t

The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance.

t

The task-oriented leader, according to Fiedler, excels in the favorable situation whereas relationship-oriented leaders are most effective in situations of moderate favorability.

t

Use of rational persuasion and making use of higher authority are two commonly used influence tactics.

t

When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power.

t