OB Quiz 9 (Ch 12, 13)

All of the following are individual antecedents of political behavior EXCEPT a. political skill. b. role ambiguity. c. expectations of success. d. internal locus of control.

B

If you have a low least preferred coworker rating, it means that you have a people-oriented personality and are able to separate your liking of a person from your ability to work with that person.

False

Social network analysis indicating strong ties is demonstrating informational, not emotional support.

False

Using any form of flattery in an appeal is an example of the exchange influence tactic.

False

According to the leadership decision tree, a leader who makes a decision alone using available information has a(n) a. autocratic decision-making style. b. consultative decision-making style. c. group decision-making style. d. laissez-faire decision-making style.

A

Al Dunlap was recognized as a turnaround artist for firms experiencing financial and performance difficulties. When Dunlap arrived at a firm, downsizing usually followed. Dunlap received the nickname, "Chainsaw Al" due to his cost-cutting abilities. When Dunlap arrived at a firm he would recommend major restructuring and though they were not supportive of his tactics, his managers implemented his plan. Dunlap had ___________ power. a. legitimate b. likability c. referent d. informational

A

All of the following are organizational antecedents of political behavior EXCEPT a. expectations of success. b. role ambiguity. c. resource scarcity. d. democratic decision making.

A

Mark is the only individual in his organization who speaks Spanish fluently. His firm just purchased a firm located in Mexico. Mark's boss just told him how valuable he is to the firm. This scenario is an example of what factor in the strategic contingency model? a. scarcity b. dependent c. independence d. substitutability

A

Mike was playing video games. His mother came downstairs and said, "Mike, your room is a mess. I want you to go upstairs right now and clean it up or you will not be able to go out on Saturday." Mike wanted to finish his game but saved it instead and went to clean his room. Mike has responded to Mom's influence attempt with a. compliance. b. resistance. c. commitment. d. exchange.

A

Power that comes from knowledge and skill is a. expert power. b. referent power. c. legitimate power. d. reward power.

A

Which of the following is NOT an impression management category that an individual can use to accomplish the outcomes desired? a. personality b. verbal c. nonverbal d. behavior

A

Which of the following statements regarding traits and leadership is INCORRECT? a. All traits are equally effective in predicting leadership potential across organizations. b. In large, bureaucratic organizations, leader traits have less impact on behavior than in a small, entrepreneurial organization. c. Some traits have a stronger impact on leader emergence than on leader effectiveness. d. Recognition of leader traits can help select appropriate managers for organizations.

A

Authentic leadership a. is a leadership approach that defines the leader's role as serving the needs of others. b. refers to effective leaders who stay true to themselves. c. makes sure employees are involved in decision making. d. sets goals for employees and encourages them to reach those goals.

B

Being anxious, irritable, temperamental and moody is a. anxiety. b. neuroticism. c. anger. d. aggressiveness.

B

Nelson is the manager of a marketing department in a medium sized company. Nelson has six employees reporting to him. In deciding the goals for the department for next quarter, Nelson is holding a meeting for employee input and direction. Nelson uses a(n) _________ style of decision making in the marketing department. a. authoritarian b. democratic c. laissez-faire d. supportive

B

People who connect one network to another within the company or even across organizations are a. central connectors. b. boundary spanners. c. external specialists. d. peripheral specialists.

B

Which one of the following traits is NOT a tool that transformational leaders use to influence employees and create commitment to the company goals? a. charisma b. management by exception c. intellectual stimulation d. inspirational motivation

B

Downward influence is best achieved through a. citing the firm's goals. b. forming alliances. c. an inspiring vision. d. forming support networks.

C

Your posture, hand gestures, and eye contact are all examples of what aspect of impression management? a. behavior b. verbal c. nonverbal d. personality

C

Which of the following statements regarding the analysis of social networks is correct? a. Weak ties are more difficult to maintain than strong ties. b. Strong ties indicate emotional support but no informational support. c. Strong ties are particularly useful for innovation. d. Ties that are reciprocated are strong ties.

D

Effective politics is about winning at all costs.

False

Three key traits associated with leadership are: integrity, conscientiousness and introversion.

False

Transactional leadership is a more effective form than transformational leadership.

False

When employees have high abilities and high achievement motivation, the directive leadership style is best.

False

__________ ____________ is actively shaping the way others perceive you such as being concerned about your nonverbal and verbal behaviors.

Impression management

_____________ is the influence tactic that uses flattery or other forms of making others feel good about themselves.

Ingratiation

_______________ is the ability to influence the behavior of others to get what you want.

Power

____________ may explain the relationship between being tall and being viewed as a leader.

Self-esteem

______________ leaders ensure that employees demonstrate the right behaviors because they provide resources in exchange.

Transactional

A formal leader is one who holds a position of authority and may utilize the power that comes from that position as well as personal power to influence others.

True

A key finding from research completed on traits is that all traits are not equally effective in predicting leadership potential.

True

Leaders do not need to rely on the use of force to influence people.

True

When negotiations are going on, the person computing the numbers to determine if a requested pay increase can be given possesses _________ power.

information

The influence tactic that seeks to tap into your values, emotions and beliefs is ____________ _________.

inspirational appeals

The three conditions creating Fiedler's situational favorableness are ______ ________, ___________ ___________and _______ _______________.

leader-subordinate relations, position power, task structure

When someone tries to influence you by saying, "by the power vested in me...," he or she is using __________.

legitimation

The influence tactic that causes you to help another person because you like him or her and he or she asked for your help is _________ ___________.

personal appeal

People's ability to relate well to others, self-monitor, inspire confidence and trust, and alter their reactions depending upon the situation they are in is ______________ ___________.

political skill

The influence tactic that uses facts, data and logical arguments is ___________ __________.

rational persuasion

The influence tactic used most frequently is __________ __________ in the United States.

rational persuasion

A manager possesses ___________ power because he can provide you an increase in pay or a promotion.

reward

When discussing dependency, the concept of ___________ means the uniqueness of a resource.

scarcity

To determine how dependent you are on someone you need to assess three key factors— ___________, ____________, and ____________.

scarcity, importance, substitutability

Legitimating tactics are those whose appeal is based upon position power.

True

Leaving employees alone, and, as a manager, waiting until something happens before interacting is _____________ ____________ ____ _____________.

passive management by exception

The visual map of relationships between individuals is a ________ __________.

social network

The __________ leadership style is appropriate for situations when tasks are boring and repetitive and they are stressful.

supportive

When leaders make decisions alone without involving employees in the decision making process, they are using a. laissez-faire decision making. b. participative decision making c. authoritarian decision making. d. democratic decision making.

C

Managers report using personal appeals most frequently with other managers and rational persuasion most frequently with subordinates.

False

Michael is the individual in the firm who knows everything about computer issues. When anyone has a problem, they go to Michael. Michael has referent power.

False

People in positions of authority are influential in driving people to ethical behaviors but not unethical behaviors.

False

Power distribution is usually not visible in organizations.

False

Power has negative consequences but never has positive consequences.

False

Research shows that managers with high referent power tend to use pressure tactics much more frequently than those with low referent power.

False

Research suggests that the democratic decision-making style helps satisfy employees and improves decision quality.

False

Strong ties in a social network are especially useful for innovation.

False

The Asch experiments showed that a dissenting minority does not have much power.

False

The Milgram, Asch, and Hawthorne studies illustrate how important it is to create checks and balances to help individuals resist the tendency to conform or abuse authority.

False

The key factor in making transformational leadership more effective is extraversion.

False

The more substitutes available for a resource, the higher the power level of the person possessing that resource.

False

The more that a party is dependent upon you, the less power you have.

False

The most commonly used influence technique is personal appeal.

False

The tone of your voice, rate of speech, and how you deliver your message are relatively unimportant in the impression management area.

False

If employees feel their organizations are too driven by politics, they are less committed to the organization and perform worse on the job.

True

Impression management has been shown to be related to higher performance ratings by increasing liking and perceived similarity.

True

Impression management is particularly salient in job interviews and promotional contexts.

True

In the Milgram studies, participants were willing to administer harmful levels of voltage to learners when those learners provided incorrect answers.

True

Individuals high in internal locus of control engage in more political behavior.

True

Individuals could be influenced to say that two lines were the same length when one was clearly shorter than the other due to conformity in the _________ studies.

Asch

The Teach for America representative faced the group of college students and asked, "Do you want to make a difference in this world? Do you want to give back for all the good things you have had happen to you over your lifetime? Do you want to help a child have a chance, a chance like yours? Then, won't you consider giving just nine months of your life to make a difference? Consider joining me and thousands of your peers in leading this country in a new direction by taking part in Teach for America." The representative is using the _______________ influence tactic. a. rational persuasion b. personal appeal c. inspirational appeal d. pressure

C

The ability to attract others, win their admiration, and hold them spellbound is a. power. b. influence. c. charisma. d. commitment.

C

The influence tactic that works most effectively in organizations that value democratic decision making is a. pressure. b. coalition. c. consultation. d. ingratiation.

C

The school district negotiator notes during contract negotiations with the teachers' union that the district cannot afford a 3% wage increase. The district negotiator presents the current expenditure budget, the projected tax revenue and state contributions, and the currently increasing unemployment rate in the community's tax base as evidence of the lack of extra money for the increases. The district negotiator is attempting to convince the teachers' negotiator to pull back his demands using a. inspirational appeals. b. pressure. c. rational persuasion. d. personal appeals.

C

The value of the resource is a. its scarcity. b. its substitutability. c. its importance. d. its dependency.

C

When a target agrees to a request and actively supports it, the target's response is a. resistance. b. compliance. c. commitment. d. conformity.

C

Exerting undue influence on someone to do what you want or else something undesirable will occur is the __________ influence tactic.

pressure

Oprah Winfrey has tremendous charisma and is adored by many fans. Oprah has ____________ power.

referent

When an influence target does not wish to comply with the request and either passively or actively repels the influence attempt, the influence attempt response of ____________ is occurring.

resistance

When a leader puts his employees first, he is exhibiting ___________ _____

servant leadership

Researchers at the Ohio State University and the University of Michigan found that there are two broad categories of behaviors related to leadership; they are __________ and ____________.

task-oriented, people-oriented

One reason why power can be so easily abused is because individuals are quick to conform.

True

Access to specific knowledge or skills is _______________ power. a. expert b. information c. referent d. reward

B

____________ _______________ _ _____________ involves leaving employees to do their jobs without interference but at the same time proactively predicting problems.

Active management by exception

__________ power comes from knowledge and skills such as the long-time employee who knows everything about company history and procedures.

Expert

All effective leaders are extraverts.

False

Meta-analysis suggests that the level of conformity in the United States has been increasing since the 1950s.

False

Influence is getting others to do what we want them to do.

True

Charisma is a type of referent power.

True

A magnetic personality is _____________.

charisma

The influence tactic where there is give and take such that if someone does something for you, you do something for them is called ___________.

exchange

When we try to get others to do what we want, we are using _________.

influence

Being affable, tolerant, sensitive, trusting, kind and warm is a. agreeableness. b. extraversion. c. conscientiousness. d. openness.

A

If jobs are boring and repetitive or tasks are stressful, the ________ style of leadership is most effective. a. supportive b. achievement oriented c. directive d. participative

A

If leader-subordinate relations are good, position power is low and task structure is high, the situation would be categorized as a. favorable. b. medium favorable. c. unfavorable. d. controlled.

A

If you dislike working with a person and do not care for them on a personal level either, a. you would have a low least preferred coworker score. b. you would have a high least preferred coworker score. c. you would have a midrange least preferred coworker score. d. you would not have a least preferred coworker score.

A

Martin sent an anonymous memo to various members of his company charging his manager with cheating the employees out of pay bonuses. Martin's manager seems to lack a. integrity. b. agreeableness. c. extraversion. d. neuroticism.

A

All of the following are consequences of a high leader-member exchange relationship EXCEPT a. job satisfaction. b. lower turnover. c. organizational commitment. d. effort in building good relationships.

D

Initiating structure involves structuring the roles of subordinates, providing them instructions, and behaving in ways to increase the group's performance.

True

Laissez-faire leaders create high levels of ambiguity about job expectations for their employees and thus lower employee satisfaction.

True

Passive management by exception involves leaving employees alone and waiting until something goes wrong before entering the picture.

True

Path-goal theory predicts that the type of leader behavior effective under different circumstances will depend on the characteristics of the employee and the work environment.

True

Research suggests that on average, the leadership style recommended by Vroom and Yetton's decision tree model tends to make more effective decisions compared to leaders using a style not recommended.

True

Research supports Fiedler's predictions about when low LPC leadership should be used.

True

Servant leaders put their employees first.

True

Transformational leaders use charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence individuals and create commitment to company goals.

True

When intelligence is measured with a paper and pencil test, its relationship to leadership is a bit weaker than when intelligence is viewed as the perceived intelligence of the leader.

True

In low power distance countries, decisions are often made based upon loyalty rather than some formal review process.

False

Fiedler's contingency theory suggests different people can be effective in different situations.

True

Those leaders who lead employees by aligning employee goals with the leader's goals are _______________ leaders.

transformational

The ability to influence your boss and others in positions above you is ________ ________.

upward influence

In a social network analysis, ________ ______ are characterized by less frequent interaction with less emotional attachment, which are easier to maintain and thus people have more of them.

weak ties

High power distance countries are those where power is centralized in the hands of a few.

True

Coercive power a. is the ability to take something away or punish someone for noncompliance. b. is the ability to influence due to the possession of knowledge or skill. c. stems from the personal characteristics of the person such as the degree to which we respect and want to be like them. d. stems from one's organizational role or position.

A

In countries with high power distance a. decisions are sometimes based on loyalty, not performance. b. it is unclear who is in power. c. people expect small differences in pay. d. people perceive inequity to be inherently wrong.

A

Research on employee perception of organizational politics finds all of the following EXCEPT if employees think that their organization is overly driven by politics, a. employees have lower job satisfaction, but are no less committed to the organization. b. employees perform worse on their jobs. c. employees have higher levels of job anxiety. d. that perception can be reduced by an infusion of a high level of feedback by the leader.

A

Servant leadership a. is a leadership approach that defines the leader's role as serving the needs of others. b. refers to effective leaders who stay true to themselves. c. is leading employees by aligning employee goals with the leader's goals. d. involves structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group.

A

Social network analysis reveals all of the following EXCEPT who a. is very knowledgeable in the group. b. in the group can be trusted. c. in the group is innovative. d. in the group is important in decision making.

A

The college organization president spoke to her members noting that the organization needed monetary donations to reach their goals. She cited numerous reasons why the money was needed and encouraged all members to call alumni members of the group for such donations. She suggested that the group members remind the alumni of the organization's importance and their ties to that group. John dislikes asking anyone for money and decided not to make the calls. John is responding to the president's influence tactics with a. resistance. b. conformity. c. compliance. d. commitment.

A

Which of the following statements regarding the positive and negative consequences of power is INCORRECT? a. Individuals are often quick to question the actions of those in power. b. Powerful CEOs can align an organization to achieve goals. c. The adage, "Power corrupts and absolute power corrupts absolutely" seems to have some merit. d. Power can corrupt and lead to the destruction of companies.

A

Which of the following statements regarding upward influence is INCORRECT? a. While helping higher-ups be more effective can help employees gain more power for themselves, there is no gain for those same employees from allowing those below to influence them. b. Asian American and Caucasian American managers use different tactics in influencing their superiors than they utilize in influencing their subordinates. c. As organization complexity grows, the need for upward influence increases. d. Upward influence examples include forming an alliance or a perceived alliance with a higher up and appealing to a higher authority.

A

Whitt Company made a substantial monetary offer to Bob to leave his design job at Lincoln Industries and come to work at Whitt. The Whitt CEO, on hearing some complaints from members of the Whitt Board of Directors about the size of Bob's pay package, responded, "Bob is one of the few people in the industry who really understands what the customer wants and can design it into the product." Bob has ____________ power. a. expert b. legitimate c. referent d. legitimate

A

___________ __________ indicate emotional as well as informational support in a social network. a. Strong ties b. Weak ties c. Social ties d. Casual ties

A

According to surveys, the most frequently used influence tactic is a. personal appeals. b. rational persuasion. c. legitimating. d. pressure.

B

Brokering power in a social network means you a. have a high level role in a social network. b. can introduce people to each other. c. have expert power in a social network. d. have resources that others in a social network desire.

B

Getting a person to enter an employee assistance program for a substance abuse problem as a condition of keeping their job is an example of using the ____________ influence tactic. a. legitimating b. pressure c. personal appeal d. consultation

B

Giving students a free mug, t-shirt, or blanket just for getting their names on a mailing list at an organization is an example of the ____________ influence tactic. Research suggests individuals try to repay what has been given them. a. ingratiation b. exchange c. pressure d. personal appeal

B

Informal social networks serve all of the following important functions EXCEPT a. delivering private information. b. providing support. c. allowing individuals access to diverse skill sets. d. helping create power.

B

Managers at a pharmaceutical research and development firm have checkbooks that they carry around with them as they monitor their subordinates. If a manager notes outstanding behavior by a subordinate, they can write the high-level performer a check on the spot. This is an example of the manager's ___________ power. a. referent b. reward c. expert power d. information

B

People's tendencies to behave consistently with social norms is a. culture. b. conformity. c. power. d. dependency.

B

Political behaviors in organizations include all of the following EXCEPT a. negotiating. b. rational decision making. c. alliance building. d. resolving conflicting interests.

B

Research on the direction of influence and the effectiveness of various influence techniques indicates a. rational persuasion is the most frequently used influence tactic across all functional groups. b. subordinate use of assertiveness and rationality as influence tactics lead to negative outcomes. c. extraverts are more likely to use inspirational appeal as an influence tactic. d. the better the quality of relationship between the subordinate and supervisor, the more positively resistance to influence techniques are seen.

B

The ability to influence the behavior of others to get what you want is a. charisma. b. power. c. conformity. d. pressure.

B

The ability to influence those in positions lower than yours is a. upward influence. b. downward influence. c. peer influence. d. diagonal influence.

B

The strategic contingencies model suggests a. the more difficult it is find a substitute, the less power held by the person with the substitute. b. the more unique your resource, the more power you will have. c. the more vital the resources you control, the less power you hold. d. the more dependent an individual is on another, the less power the one being depended on has in the situation.

B

Using different forms of making others feel good about themselves is the influence tactic of a. exchange. b. ingratiation. c. pressure. d. personal appeal.

B

Which of the following statements is correct about power distance? a. Leaders in high power distance countries emphasize equality and opportunity for everyone. b. In low power distance countries leaders are not to "stand out too much" from the rest of their firms. c. Organizations in low power distance countries are more hierarchical in nature than in high power distance countries. d. In high power distance countries formal review mechanisms are in place to give everyone a fair chance at pay raises.

B

Which of the following statements regarding antecedents of political behavior is INCORRECT? a. Role ambiguity presents opportunities for employees to negotiate their duties. b. Authoritarian decision making leads to more political behavior in the organization. c. Individuals high in political skill are more effective at their jobs. d. Individuals high in internal locus of control engage in more political behavior.

B

Which statement regarding global leader characteristics is correct? a. In Western and Latin cultures, leaders who speak in a monotonous voice convey the ability to control emotions. b. Universally, people feel that honesty, trustworthiness and fairness are related to leadership effectiveness. c. Transactional leaders are found to be the most influential leaders around the world. d. There is no universal agreement on characteristics viewed as undesirable in leaders.

B

_______________ power is more effective than formal power bases and is positively related to employee performance and organizational commitment. a. Legitimate b. Referent c. Reward d. Information

B

All of the following statements regarding organizational politics are correct EXCEPT a. organizational politics are informal, unofficial, and even behind-the-scene efforts to influence, increase power or achieve objectives. b. politics arise in an organization as an attempt to influence the allocation of scarce resources. c. effective politics is all about winning at all costs. d. organizations are made up of different interests that must be aligned.

C

Power that comes from one's organizational role or position is a. expert power. b. referent power. c. legitimate power. d. information power.

C

Professor Lamb is a fabulous speaker—funny, topical, and very knowledgeable about his subject. His classes are always filled as soon as they open for scheduling and the waiting list to get into them is long. Students never miss his class and they highly recommend him to their friends. Graduate students want to study with him to learn his techniques. Professor Lamb has ___________ power. a. coercive b. legitimate c. referent d. reward

C

Referent power a. is the ability to take something away or punish someone for noncompliance. b. is the ability to influence due to the possession of knowledge or skill. c. stems from the personal characteristics of the person such as the degree to which we respect and want to be like them. d. stems from one's organizational role or position.

C

Servant leadership has an explicit focus on all of the following factors EXCEPT a. ethics. b. community development. c. paternalism. d. self-sacrifice.

C

When negotiating a deal on the purchase of a new automobile, Bradley had manufacturing cost data from his neighbor who worked for the car manufacturer. Bradley got himself a good deal on his purchase due to his ___________ power in the negotiation. a. referent b. legitimate c. information d. coercive

C

Which of the following is NOT a key characteristic of authentic leaders? a. They are not afraid to act they way they are. b. They understand where they are coming from. c. They have no set priorities. d. They have high levels of personal integrity.

C

Which of the following is NOT a key role in a social network? a. central connectors b. boundary spanners c. external specialists d. peripheral specialists

C

Which of the following is not an aspect of the verbal strategy of impression management? a. tone of voice b. rate of your speech c. intent of your speech d. what you choose to say

C

Which of the following statement regarding leadership and other cultures is INCORRECT? a. Ninety-eight percent of all leadership studies have been completed in the United States. b. The applicability of leadership theories to other cultures is uncertain. c. Only decisiveness is a universal leadership trait. d. Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

C

Which of the following statements regarding impression management is INCORRECT? a. Whether you are actively managing your image or not, people are forming impressions of you. b. You can cause yourself psychological distress by contradicting your personal values in trying to be someone you are not. c. At work, the most effective approach to impression management is to build credibility and be the person you want to be. d. You can actively shape the way people perceive you.

C

Which of the following statements regarding leadership and ethics is INCORRECT? a. People in positions of authority are influential in driving others to ethical or unethical behaviors. b. Leaders with high levels of moral development create more ethical organizational climates. c. The contingency theories of leadership are explicit in noting the important role that ethics play in effective leadership. d. The level of ethical leadership shown is related to a willingness to report job related problems to the leader.

C

Which of the following statements regarding power distribution research is INCORRECT? a. Power distribution is visible in organizations. b. Individuals ranked themselves higher than their coworkers did. c. In comparing rankings given to managers with regard to their influence, there was general agreement on the top five but no agreement on the bottom five. d. Research indicates the ability to rank managers by influence is a consistent practice in various industries and firms.

C

Your roommate says to you, "I really need to make sure that I do not have any typos or misspelled words on my cover letter for my business communications class. Will you please read it for me?" This is an example of the a. exchange influence tactic. b. ingratiation influence tactic. c. personal appeal influence tactic. d. rational persuasion influence tactic.

C

Company presidents usually possess at least legitimate, coercive, and referent power.

False

__________leaders are found to be one of the most influential leaders around the world.

Charismatic

___________ is being organized, systematic, punctual, achievement-oriented and dependable.

Conscientiousness

A number of weight loss products advertised on television feature doctors who note the safety and effectiveness of the product. This approach to convincing viewers to purchase the product is an example of the _______________ influence tactic. a. liking b. personal appeal c. pressure d. legitimating

D

A professor assigns grades due to _________ power. a. coercive b. referent c. reward d. legitimate

D

Compliance is when the target of influence not only agrees to your request, but actively supports it.

False

Allan does not work for Core Company, but the human resource director calls him whenever he wants some advice on labor unions. Allan is classified as a _________ __________ in a social network analysis. a. central connector b. boundary spanner c. external specialist d. peripheral specialist

D

Attempting to get others to do what we want is a. commitment. b. power. c. charisma. d. influence.

D

Research suggests all of the following are outcomes of impression management EXCEPT impression management a. is related to higher performance ratings for the subordinate due to increased liking on the part of the manager. b. occurs throughout the workplace. c. influence is especially salient in interview and promotional contexts. d. is less influential in unstructured interviews than structured interviews.

D

Servant leaders a. put themselves first. b. make their overriding goal getting their employees to contribute to the community. c. make their primary mission high-level personal achievement. d. feel an obligation to their employees, customers and the larger community.

D

Steve Jobs is best known for using what kind of power in running Apple Inc.? a. coercive b. referent c. legitimate d. all of the above

D

Steve Jobs is one of the best-known CEOs in business. Which of the following statements is INCORRECT in describing the way that Steve Jobs runs Apple Inc.? a. Jobs has an uncanny ability to persuade and influence people. b. Jobs instills enthusiasm in his employees. c. Jobs has a vision that he shares with his employees. d. Jobs is always respectful of his employees.

D

The ability to grant an increase in pay, a perk, or an attractive job assignment is ___________ power. a. referent b. legitimate c. expert d. reward

D

The organizational behavior course has a project as a key requirement in the course. As part of the course's evaluation, students must indicate which group member is the most valuable to the group. The designated individual will receive bonus points. Nick is the only one in his course project group who can create effective PowerPoint presentations. As the group's presentation must feature a visual aid, Nick is very confident he will be chosen as the most valuable group member. Elizabeth just arrived at the group meeting with ideas for depicting colorful poster boards with the same information. The group was very enthusiastic about her novel ideas. This scenario demonstrates the impact ___________ has on the level of power one has. a. importance b. dependency c. scarcity d. substitutability

D

The use of client lists by advertisers and businesses to promote goods and service is an example of the _____________ influence tactic. And, it works! a. pressure b. personal appeal c. exchange d. coalition

D

When the influence target does not wish to comply with the request and either passively or actively repels the influence attempt, they are exhibiting a. conformity. b. compliance. c. commitment. d. resistance.

D

Which of the following is correct regarding aspects of the strategic contingency model? a. If the resources you control are vital to the organization, you will be viewed as a threat to the others and will have less job security. b. If there is a clear substitute that exists, the level of power held is greater. c. The more difficult something is to obtain, the less value it tends to have. d. The more dependent you are on another, the less power you have.

D

Which of the following statements regarding the Asch studies is INCORRECT? a. Most of the participants in the Asch groups were confederates. b. A dissenting minority influenced the nature of response given by participants. c. Conformity with an incorrect answer was attributed to the perception that some members of the group had more information regarding the correct choice. d. A dissenting minority response caused the participants to give the correct answer only if that minority also gave the right answer.

D

Which of the following statements regarding the Milgram experiment on conformity to authority is correct? a. Participants believed they were engaged in an experiment on job design. b. Over half of the participants refused to shock the learner at very high voltage levels regardless of the encouragement to do so provided by the experimenter. c. Several learners were treated for depression at the conclusion of the study. d. The researcher/experimenter's role was very important in obtaining group compliance with the experiment procedures/guidelines.

D

Which of the following statements regarding the perceptions of power in countries is INCORRECT? a. A country's culture determines how people will attempt to influence each other. b. In Mexico, which has a higher power distance dimension than in the United States, lower level managers were unable to make decisions on behalf of their bosses. c. Rational persuasion is seen as more effective in the United States than in China. d. Chinese managers rated influence tactics like coalitions lower than their American counterparts.

D

Boundary spanners are people who are linked to the greatest number of people in the organization.

False

Coercive power tends to accompany legitimate power in an organization.

False

___________ is the act of influencing others to work to a goal.

Leadership

The ________________ experiments, where those participating provided electric shocks to others answering questions incorrectly, are an example of unethical behaviors by people in positions of authority.

Milgram

The __________studies looked at conformity and authority by having participants shock learners when those learners provided an INCORRECT response.

Milgram

Conformity is people's tendencies to behave consistently with social norms.

True

Almost all managers surveyed suggest workplace politics exist in their organizations and that to be successful individuals must engage in politics.

True

Coercive power works through fear and forces people to do things they otherwise would not consider.

True

Peripheral specialists in a social network are those with special expertise who can be called upon for advice even though they work independently from the group.

True

Power is the ability to get things done the way you want them to be done.

True

Rational persuasion uses facts, data and logical arguments to influence a target person.

True

Referent power is more effective than formal power bases and is positively related to employees' satisfaction with supervision.

True

Research shows that individuals who lived near stairwells in dorms were the most well liked people in those dorms because they were seen most often by everyone who was coming and going. This is an example of the personal appeal influence tactic.

True

Social network analysis can reveal who can be trusted in an organization, who is important to decision making and even who is innovative.

True

The CEO of an organization has legitimate power because of his or her role.

True

The more democratic the decision making is in a firm, the more the firm will be perceived as political.

True

The more vital the resource you control, the greater the level of power you possess.

True

The most effective approach to impression management on the job is to build credibility and maintain authenticity.

True

The scarcer a resource is that you control, the more power you possess.

True

Upward influence includes appealing to a higher authority or citing a firm's goals as a reason for others to follow your suggestion.

True

When college students are told by a speaker seeking their support, "You can make a difference. Do this for future generations," that speaker is using inspirational appeals to convince students to join the cause.

True

When individuals feel role ambiguity in their jobs, they feel the organization is more political.

True

When resources such as raises or promotions are limited, employees see the organization as more political.

True

_______________is the key factor in making transformational leadership more effective.

Trust

The two personality traits of the Big 5 that are not related to leader emergence or leader effectiveness are ____________ and ___________.

agreeableness, neuroticism

Key characteristics of _________leadership are self-awareness, a thorough understanding of values and priorities, and personal integrity.

authentic

A ______________ ___________ is a person who connects one network to another within the company or even across organizations.

boundary spanner

One of the key roles in a social network is a _________ ________, or people who are linked to the greatest number of people.

central connector

Punishing someone for noncompliance, as a parent does to a child when the child does not clean her room, is an example of __________ power.

coercive

The influence attempt response______________ occurs when the target not only agrees to the request but also actively supports it as well.

commitment

People's tendencies to behave consistently with social norms is __________.

conformity

A ____________ __________ is a decision-making tool to help leaders determine how much involvement they should seek in making decisions.

decision tree

Leaders who provide specific directions for employees, treat them well, care about them on a personal level and are encouraging have the ____________ leadership style.

directive

A person who is talkative, outgoing, sociable and enjoys social situations is ___________.

extraverted

A ______ ______ score from Fiedler's contingency theory means that an individual has a people-oriented personality and can separate his liking of a person from his ability to work with that person.

high LPC

Leaders who demonstrate leadership by influencing others, but are without a formal position are ____________ leaders.

informal

A __________ leader decision-making style leaves employees alone to make a decision.

laissez-faire

In a high _______________, the leader forms a trust-based relationship with the members.

leader-member exchange or LMX

Power derived from one's role in the organization is ______________ power.

legitimate

"IQ" refers to _____________ ___________ while "EQ" refers to _____________ _______________.

mental intelligence, emotional intelligence

Individuals with high LMX receive higher levels of resources than those with a low LMX relationship.

True

Maurice is a manager in the production area of a large manufacturing firm. He sets a tight production schedule every day and makes certain each employee knows what job he is performing that day and how to perform it. Maurice has a ____________ leadership style. a. directive b. supportive c. participative d. achievement-oriented

A

Michael is the United Way pledge leader for his department. He gets along quite well with his coworkers. His pledge leader duties, with regard to specific steps to follow in asking coworkers for pledges and how to collect and report them, are clearly laid out for him in a United Way brochure. Which LPC style is best for this scenario? a. Low LPC leaders are effective. b. High LPC leaders are effective. c. Medium LPC leaders are effective. d. Either low or high LPC leaders will be effective.

A

The act of influencing others toward a goal is a. leadership. b. charisma. c. power. d. motivation.

A

The earliest approach to the study of leadership was a. the trait approach. b. the behavioral approach. c. the transactional approach. d. the transformational approach.

A

The key factor in the effectiveness of transformational leadership is a. trust. b. creativeness. c. extraversion. d. charisma.

A

Which of the following is an INCORRECT statement about leader-member exchange (LMX) theory? a. High LMX relationships involve an active dislike between the leader and member. b. In high LMX relationships, the leader has a trust-based relationship with the member. c. In high LMX relationships, both leader and member go above and beyond their job descriptions to assist the other party in succeeding. d. In low LMX relationships, the leader does his job and the member does his.

A

Which of the following statements regarding intelligence is INCORRECT? a. One's intelligence is the strongest predictor of leadership performance. b. People with high mental abilities are more likely to be viewed as leaders in their environment. c. Effective leaders tend to have high emotional intelligence as well as high mental intelligence. d. IQ matters for entry into the high level managerial ranks, but once there, IQ is less effective since all others at that level also possess high IQ.

A

Bob meets with his subordinates on a regular basis to share concerns and information with the group. He takes their feedback but makes decisions on his own. According to the leadership decision tree, Bob has a(n) _____________ decision-making style. a. laissez-faire b. consultative c. group d. autocratic

B

Expectancy theory suggests individuals are motivated when all of the following conditions are met EXCEPT a. effort leads to high performance. b. rewards lead to high performance. c. rewards are valuable to the performer. d. high performance will be rewarded.

B

If leader-subordinate relations are poor, position power is high and task structure is high, the situation would be categorized as a. favorable. b. medium favorable. c. unfavorable. d. controlled.

B

In situations of medium favorableness, a. low LPC leaders are effective. b. high LPC leaders are effective. c. medium LPC leaders are effective. d. either low or high LPC leaders will be effective.

B

Jien has the ability to control his emotions in multiple situations and has empathy for others; he is internally motivated and has many admirable social skills. Jien has a. high mental intelligence. b. high emotional intelligence. c. low mental intelligence. d. low emotional intelligence.

B

Karli is the designated leader of a class project group. She gets along well with the group members but often is not sure exactly what she should do to assist her group in producing a high-quality project. Which LPC style is best for this scenario? a. Low LPC leaders are effective. b. High LPC leaders are effective. c. Medium LPC leaders are effective. d. Either low or high LPC leaders will be effective.

B

Nancy argues with Janet over every work project and generally does not want to be assigned to work with her. Yet, Nancy thinks Janet is a very nice person and enjoys her company at social outings. a. Nancy would have a low least preferred coworker score. b. Nancy would have a high least preferred coworker score. c. Nancy would have a midrange least preferred coworker score. d. Nancy would not have a least preferred coworker score.

B

Nina makes it a point to talk to her subordinates every day about what is going on in their personal lives. She always congratulates them when they share successes and has a kind word and "a shoulder to cry on" if necessary when things are not going well. Nina has a _____________ leadership style. a. directive b. supportive c. participative d. achievement-oriented

B

People-oriented behaviors are also called a. initiating structure. b. consideration. c. laissez-faire. d. authoritarian.

B

People-oriented behaviors include a. providing employees instructions. b. treating employees with respect. c. structuring employee roles. d. planning for increased employee performance.

B

Research has found all of the Big 5 personality traits to be related to leader emergence and leader effectiveness EXCEPT a. conscientiousness. b. agreeableness. c. extraversion. d. openness.

B

The trait approach to leadership examines all of the following factors EXCEPT a. psychological attributes. b. behaviors. c. personality characteristics. d. physical characteristics.

B

Which of the following is not a key trait associated with leadership? a. High conscientiousness b. High introversion c. High intelligence d. High integrity

B

Which of the following statements regarding leader-member exchange relationships is INCORRECT? a. A problem with a low-quality exchange relationship is that employees may not have access to a positive work environment. b. All employees would like to have a positive relationship with their leader. c. If a leader is unethical, employees may not want to have a relationship so as not to suffer from guilt by association. d. When high LMX employees succeed, leaders credit the efforts they put forward and their high level abilities.

B

All of the following are examples of the Big 5 Personality traits EXCEPT a. openness. b. extraversion. c. intelligence. d. agreeableness.

C

All of the following are factors contributing to building high-quality leader-member exchange EXCEPT a. leader fairness. b. leader delegation. c. employee job satisfaction. d. personality similarity.

C

Leaders who hold a position of authority and utilize the power that comes from their position as well as personal power to influence others are called a. informal leaders. b. transformational leaders. c. formal leaders. d. charismatic leaders.

C

Malcolm is the manager of his department. After performance evaluations, he gives those who have met their goals for the year a pay raise. He gives his employees their assignments and leaves them to do their work but does monitor them so that if he notices a potential problem, it gets resolved before causing difficulties. What kind of contemporary leadership style is Malcolm demonstrating? a. directive leadership b. transformational leadership c. transactional leadership d. laissez-faire leadership

C

Maria is part of an organizational behavior project group. Her group members chose her as the leader of the group because she is always on task, on time for meetings, sets achievable goals and is willing to assist anyone who needs help. Maria is a. agreeable. b. extraverted. c. conscientious. d. open.

C

Most research on leadership has been conducted on which of the following contingency theories of leadership? a. Fieldler's contingency theory b. House's path-goal theory c. transformational leadership theory d. authentic leadership theory

C

Openness is a. being outgoing, talkative, sociable, and enjoying social situations. b. being affable, tolerant, sensitive, trusting, kind and warm. c. being curious, original, intellectual, creative and receptive to new ideas. d. being organized, systematic, punctual, achievement-oriented and dependable.

C

Paolo is a manager of a department in a small, family-run retail department store. He and his subordinates clash over scheduling and other procedural aspects of the job almost daily. While having the title of manager, Paolo makes few decisions for the department, instead implementing those relayed by his manager. The sales associate position as well as his managerial position do not have specific duties tied to them; instead everyone is supposed to do "whatever it takes." The situation would best be described as a. favorable. b. medium favorable c. unfavorable. d. controlled.

C

Research findings of leader behaviors suggest a. when leaders are task oriented, employees are more satisfied. b. task oriented behaviors tend to be more effective in large companies. c. extremely high levels of leader task-oriented behaviors may lead to burnout in employees. d. employees who work under people oriented leaders are more productive.

C

Research on Fiedler's Contingency Theory indicates which of the following? a. Predictions about where high LPC leadership will be effective are supported more than those where low LPC leadership is effective. b. There is full support for Fiedler's Contingency Theory. c. Fiedler's theory is important because it recognizes the importance of the leadership context. d. Fiedler's theory is a useful framework for thinking about which personality traits are useful in predicting leadership.

C

Research on decision-making styles finds a. Laissez-faire decision making is positively related to employee satisfaction. b. Democratic decision making leads to stronger employee productivity. c. Employees care more about the overall participativeness of the organizational climate than involvement in every single decision. d. Scientists favor authoritarian decision making over democratic decision making.

C

Situational favorableness includes all of the following conditions EXCEPT a. leader-subordinate relations. b. position power. c. motivation level. d. task structure.

C

Task-oriented behaviors are also called a. authoritarianism. b. consideration. c. initiating structure d. laissez-faire.

C

The Big 5 personality trait ___________ has the strongest relationship to both leader emergence and leader effectiveness. a. conscientiousness b. agreeableness c. extraversion d. openness

C

The degree to which a person is at peace with himself and has an overall positive assessment of one's self worth and capabilities is a. agreeableness. b. self-efficacy. c. self-esteem. d. integrity.

C

Which of the following is not a key trait associated with leadership? a. High integrity b. High conscientiousness c. High agreeableness d. High openness to experience

C

Which of the following statements regarding House's path-goal theory of leadership is INCORRECT? a. The role of the leader in the path-goal theory is to remove roadblocks and create a motivational environment for workers. b. Each leadership style identified in the path-goal theory is effective depending on the employee characteristics and those of the work environment. c. House's path-goal theory of motivation is based upon the equity theory of motivation. d. Leaders can create high performing employees by making sure employee effort leads to performance and that performance is rewarded with desired rewards.

C

Which of the statements regarding research on House's path-goal theory is correct? a. House's theory suggests that the leader's style is fixed and the environment changes. b. The theory has been fully tested and verified. c. The theory's greatest contribution is the importance of the leader's ability to change styles depending on the circumstances. d. House's theory is based upon goal-setting theory.

C

___________ leaders lead employees by aligning employee goals with the leader's goals. a. Directive b. Transactional c. Transformational d. Achievement-oriented

C

An achievement-oriented leader a. makes sure employees are involved in decision making. b. provides directions for his employees. c. provides emotional support to employees. d. sets goals for employees and encourages them to reach their goals.

D

Being organized, systematic, punctual, achievement-oriented and dependable are characteristics of the personality trait a. openness. b. agreeableness. c. extraversion. d. conscientiousness.

D

Extraversion is a. being curious, original, intellectual, creative and open to new ideas. b. being organized, systematic, punctual, achievement oriented and dependable. c. being affable, tolerant, sensitive, trusting, kind and warm. d. being outgoing, talkative, sociable, and enjoying social situations.

D

In democratic decision making a. leaders leave employees alone to make decisions. b. the leader provides minimum guidance and involvement in the decision. c. leaders make the decision alone without necessarily involving employees in the decision making process. d. employees participate in the making of the decision.

D

In which scenario would directive leadership be most effective? a. when employees have low role ambiguity b. when employees have high abilities c. when employees have an internal locus of control d. when employees have an external locus of control

D

Indra Nooyi has proven to be an effective leader for PepsiCo since she took over the firm in 2006. She exhibits all of the following leadership qualities EXCEPT a. vision. b. charisma. c. proven track record in the industry. d. laid-back performance standards and style.

D

Leaders who ensure their employees take part in decision making have a(n) _________________ leadership style. a. achievement-oriented b. supportive c. directive d. participative

D

Nick's roommate is attending a networking event for his business fraternity this weekend. He says, "Nick, you are so good at going up to someone and starting a conversation. You always seem to know what to do and what to say. You never seem awkward and you can talk to anyone about anything. I want to handle this networking event well—give me some tips." Nick seems to be very a. agreeable. b. conscientious. c. narcissistic. d. extraverted.

D

Research on transformational and transactional leadership shows all of the following EXCEPT a. transformational leaders increase the performance of their followers. b. transactional leaders have positive influences over employee attitudes. c. transformational leaders create higher levels of commitment to organizational change efforts. d. transactional leaders increase the intrinsic motivation of their followers.

D

The information system department's employees are highly skilled individuals who possess a very internal locus of control. The firm is looking to hire a manager for the department to replace the retiring manager. What type of leadership style would likely be most effective with this group? a. supportive b. achievement-oriented c. directive d. participative

D

The leadership decision tree a. focuses on a static leadership style. b. focuses on leader emergence. c. focuses on an adaptive leadership style. d. leads to the determination of how much involvement leaders should seek in making decisions.

D

The two broad categories of leader behaviors are a. task-oriented and authority-oriented structures. b. task-oriented and initiating structures. c. people-oriented and authority-oriented structures. d. task-oriented and people-oriented structures.

D

Which of the following statements regarding self-esteem and leadership is INCORRECT? a. Leaders with high self esteem support their subordinates more than leaders with lower self esteem. b. Research shows a strong relationship between height and being viewed as a leader which may be accounted for by self-esteem. c. Those with high self esteem have high self confidence which may affect the image perceived by followers. d. Leaders with high self esteem punish their subordinates less effectively, when such punishment is due, than do leaders with lower self esteem.

D

A supportive leadership style works best when there is high role ambiguity for employees, they have low abilities, and they have an external locus of control.

False

All employees want a high-quality relationship with their manager.

False

Charisma is an inherent characteristic, so those firms attempting to teach charisma, are not making good use of their time or money.

False

Emotional intelligence helps an individual attain the management ranks, but once there, mental intelligence becomes important.

False

House's path-goal theory is based on equity theory.

False

In House's path-goal theory, the leader's style is viewed as fixed and the environment changes; Fiedler's theory assumes just the opposite.

False

Research supports the argument that demonstrating both initiating structure and consideration makes leaders more effective.

False

The global leadership and organizational behavior effectiveness project found, thus far, that there are no universal traits that are desirable or undesirable in a leader.

False

The only trait of the Big 5 personality traits that is related to leadership emergence or leader effectiveness is conscientiousness.

False

There is no relationship between height and being viewed as a leader.

False

Agreeable people who are modest, good-natured and avoid conflict are less likely to be perceived as leaders.

True

Authentic leaders are self-aware, introspective, and have thorough understanding of their own values.

True

Authoritarian decision makers make decisions alone without necessarily involving employees in the decision making process.

True