357 Exam 3 (chapters 8-10)

d. must collaborate to achieve optimum results.

1. A major factor in defining a team is that the members a. enjoy working with each other. b. have peace of mind when working together. c. set goals regularly. d. must collaborate to achieve optimum results.

a. closely monitored a group member's activities.

17. A leader would be engaging in micromanagement if he or she a. closely monitored a group member's activities. b. inspired others to use desktop computers. c. engaged in strategic planning. d. gave as little direction as possible.

b. is likely to inspire workers.

9. An advantage of a goal related to a noble cause is that it a. gives workers step-by-step guidance. b. is likely to inspire workers. c. is geared toward the short range. d. has a relatively low valence.

a. exercise power.

2. To be influential, leaders must a. exercise power. b. engage in organizational politics. c. accomplish results without using power. d. occupy a position of power.

c. tyranny.

29. According to implicit leadership theories, an example of a leadership antiprototype would be a. intelligence. b. charisma. c. tyranny. d. femininity.

b. many workers doubt that their leader will be around for long.

1. One reason for the importance of the leader using influence tactics is that a. formal authority has almost disappeared. b. many workers doubt that their leader will be around for long. c. many workers assume that their leader will be around for a long time. d. the vast majority of employees worry about job security.

b. find a reward for good performance that excites the group member.

1. To increase the valence in a particular motivational situation, a leader should a. give the group member assurance that the reward will be forthcoming. b. find a reward for good performance that excites the group member. c. help the group member learn how to perform the task better. d. avoid offering a reward for good performance.

b. understands the values, motives, and goals of the target.

10. An inspirational appeal is more likely to be effective when the influence agent a. pushes hard for his or her own agenda. b. understands the values, motives, and goals of the target. c. disguises what he or she is attempting to accomplish. d. mixes the inspirational appeal with a touch of Machiavellianism.

d. have a strong norm of teamwork.

10. Groups with high emotional intelligence a. avoid competition with other groups. b. have individual members who prefer to work independently. c. work mostly on creative tasks. d. have a strong norm of teamwork.

a. develop new skills during the process of competing.

10. Mindi has a learning goal orientation. While she is competing in a national sales contest, she is strongly motivated to a. develop new skills during the process of competing. b. make the other competitors look good. c. attempt to come in toward the bottom so she can improve in the future. d. impress other people with her skills.

a. creating norms that establish mutual trust among members.

11. A leader can contribute to the group's emotional intelligence by a. creating norms that establish mutual trust among members. b. preventing the group from developing an identity. c. suppressing emotional expression during meetings. d. training group members in specialized tasks.

a. use dysfunctional methods to attain goals.

11. A major concern about using goals to boost performance is that some workers, including leaders, will a. use dysfunctional methods to attain goals. b. quit rather than pursue goals. c. set too many difficult goals. d. pursue goals rather than do their other work.

d. influences others through force of personality.

11. 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 through force of personality.

b. most employees feel they do not receive enough recognition.

12. A major reason that recognition is an effective motivator is because a. recognition is closely linked to company strategy. b. most employees feel they do not receive enough recognition. c. most workers have become bored with financial incentives. d. recognition costs so much money to give.

b. combine your power with that of others.

12. 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.

c. most groups are especially good at some tasks.

12. The teamwork tactic "emphasize pride in being outstanding" is based on the premise that a. every group has at least one standout performer. b. very few groups can be outstanding. c. most groups are especially good at some tasks. d. the leader should be an outstanding performer.

a. frequent informal communication among members.

13. A major mechanism for developing teamwork is a. frequent informal communication among members. b. personal goal setting. c. the team leader occupying a position of power. d. carefully following work procedures.

a. focuses on how their work made a contribution.

13. A study showed that workers who perceive themselves to have a technical orientation tend to prefer praise that a. focuses on how their work made a contribution. b. makes a general statement such as "Awesome." c. could be interpreted negatively. d. focuses on their personal characteristics.

c. appears more concerned about team play than about individual accomplishment.

13. 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. appears more concerned about team play than about individual accomplishment. d. behaves as an authoritarian leader.

a. share power with team members.

14. A recommended way of being a model of teamwork is to a. share power with team members. b. retain most of the power. c. keep as much information secret as possible. d. limit interactions with teammates.

d. get involved directly in solving customer problems.

14. 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.

b. internal motivator.

14. The feeling of being proud is essentially a(n) a. external motivator. b. internal motivator. c. weak motivator for professional staff. d. weak motivator for leaders.

d. BlackBerry or other personal digital assistant.

15. A particularly useful information technology tool for a hands-on leader is a(n) a. MP3 player. b. iPod. c. fax machine. d. BlackBerry or other personal digital assistant.

d. set his or her compass on pride.

15. For pride to work well as a motivator, the manager should a. celebrate only the accomplishment of major goals. b. establish financial rewards for workers being proud. c. set his or compass on money. d. set his or her compass on pride.

b. their voices are heard.

15. Team members are more likely to commit to the consensus decision if a. debate on the issue at hand was suppressed. b. their voices are heard. c. the idea came from outside the group. d. the decision was decided by a vote.

b. an urgent, constructive purpose.

16. A recommended tactic for developing teamwork is to explain to the team that it has a. to produce good results or be downsized. b. an urgent, constructive purpose. c. ample time to develop a purpose. d. failed so far.

c. believe that they are treated equitably.

16. According to equity theory, workers are likely to be motivated when they a. receive higher rewards than people performing similar work. b. have high job satisfaction. c. believe that they are treated equitably. d. compare their inputs with their outputs.

a. work every Saturday to be evaluated as a good team player.

16. An example of Machiavellianism would be for a manager to tell a group member that he or she 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.

d. perceive themselves to be getting a fair deal.

17. An implication of equity theory for the leader/manager to keep in mind is that subordinates should a. perceive that they are receiving above-average rewards. b. be motivated with a stick rather than a carrot. c. be motivated with a carrot rather than a stick. d. perceive themselves to be getting a fair deal.

d. "I may not be well informed, but here is my opinion."

17. 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."

a. praise that person lavishly.

18. 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.

c. giving feedback on performance plus suggestions for improvement.

18. A study indicated that many managers fail to coach employees, particularly in the area of a. giving a friendly greeting to employees. b. developing strategic goals with the workers. c. giving feedback on performance plus suggestions for improvement. d. new product development.

c. congratulate team members at remote locations by email.

18. You know you are practicing e-leadership when you a. work from your home. b. talk on your cell phone and send email messages at the same time. c. congratulate team members at remote locations by email. d. recommend new software for the group.

b. some leaders become ingratiating to suit a particular occasion.

19. An important observation noted about the influence tactic of ingratiation is that a. most workers resist being pleased by a superior. b. some leaders become ingratiating to suit a particular occasion. c. it works best with technically oriented workers. d. it is an almost desperate, last-ditch technique.

d. mediated by information technology.

19. For e-leadership to take place, the work must be a. related to the discipline of information technology. b. micro-managed. c. macro-managed. d. mediated by information technology.

c. Coaching is mostly about providing new knowledge and skills.

19. Which one of the following is regarded as a fallacy about coaching? a. Coaching applies to groups as well as to individuals. b. Coaching that deals with personal issues should not be regarded as psychotherapy. c. Coaching is mostly about providing new knowledge and skills. d. Leader/managers can be good coaches even if they are not expert about what they are coaching.

b. common commitment.

2. A major characteristics of a team is a a. group of people working at the same location. b. common commitment. c. nick name such as, "Bay Street Demons." d. daily meeting.

d. expectancy

2. The question, "If I work hard, will I get the job done?" illustrates the ____ aspect of expectancy theory. a. instrumentality b. valence c. performance-to-outcome expectancy d. expectancy

b. build relationships with people.

20. An essential part of coaching is to a. use an autocratic leadership style. b. build relationships with people. c. manipulate the person being coached. d. create challenging obstacles for the person being coached.

b. assign workers to the team rather than ask for volunteers.

20. Effective leaders of virtual teams are the least likely to a. ensure that the task is meaningful to the team and the company. b. assign workers to the team rather than ask for volunteers. c. establish and maintain trust through the use of information technology. d. monitor team progress through the use of technology.

b. being direct might be interpreted as being too harsh.

20. 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. provide praise and positive feedback to team members.

21. An effective coaching technique to achieve enthusiasm and high performance is for the leader/manager to a. suspend team members who do not display enthusiasm or high performance. b. provide praise and positive feedback to team members. c. use a detached, permissive style. d. keep elevating goals as workers perform well.

a. monitor progress through the use of information technology.

21. Ashley is the leader of a virtual team. To increase the effectiveness of her team, Ashley should a. monitor progress through the use of information technology. b. minimize diversity within the team. c. minimize frequent communication, such as virtual meetings. d. limit the external visibility of the team and its members.

a. attempt to change the organization culture.

21. 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.

c. shared physical facility such as a beverage lounge.

22. An example of a physical structure to facilitate communication among team members is a a. telecommuting (work at home) program. b. private office or cubicle for each team member. c. shared physical facility such as a beverage lounge. d. high-rise building.

a. specific about the area needing improvement.

22. Feedback in coaching should be a. specific about the area needing improvement. b. general to avoid assigning blame. c. confined to the first coaching session. d. avoided unless requested.

c. serve as a role model for the desired attitudes and behaviors.

22. To bring about organization change effectively, an executive is best advised to a. use weaker influence tactics. b. use stronger influence tactics. c. serve as a role model for the desired attitudes and behaviors. d. avoid the use of position power.

c. grasp both facts and feelings.

23. An active listener attempts to a. get in his or her fair share of talking. b. react to each statement made by the other person. c. grasp both facts and feelings. d. take notes during the coaching session.

a. help all employees understand the company's business goals.

23. An important part of open-book management is to a. help all employees understand the company's business goals. b. empower employees to audit the company books. c. empower employees to complain directly to top management. d. give employees bonuses based on company profits.

a. weaker influence tactics.

23. 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.

c. removes obstacles that hinder work accomplishment.

24. A barrier buster is a manager who a. sets unrealistically high goals for group members. b. uses rewards and punishments frequently. c. removes obstacles that hinder work accomplishment. d. recommends group members for promotion.

c. emphasize self-selection when possible.

24. A recommended method of selecting team members is to a. choose people who have worked poorly individually. b. search for people who aspire to the executive suite. c. emphasize self-selection when possible. d. choose people without teamwork experience.

b. resulted in less helping behavior by group members.

24. A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader a. resulted in more helping behavior by group members. b. resulted in less helping behavior by group members. c. tended to be regarded with suspicion. d. tended to decrease commitment to the organization.

c. begin with the most positive, or least abrasive, tactic.

25. 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.

d. help groups collaborate better.

25. Groupware refers to software that can a. virtually eliminate the need for a team leader. b. measure the productivity of group members. c. allow group members to achieve consensus on which software to use. d. help groups collaborate better.

d. Create more obstacles for the person being coached

25. Which one of the following would be considered the least effective coaching technique? a. Reflect content or meaning during the coaching session b. Gain a commitment to change c. Model desired performance and behavior d. Create more obstacles for the person being coached

b. low-cost, low-risk tactic.

26. 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. put your advice in the form of a question.

26. A recommended way of giving advice to employees is to a. wait until the employee has a good day. b. put your advice in the form of a question. c. first make the employee feel guilty. d. offer a reward for accepting advice.

c. so many of the participants become injured.

26. An important reservation about outdoor training is that much of the training is wasted because a. participants do not take it seriously. b. in the corporate world, teams change frequently. c. so many of the participants become injured. d. it encourages physical combativeness.

d. demonstrate how a task should be done correctly.

27. An effective way of using modeling in coaching is for the manager to a. set high standards of performance. b. challenge the group member's ethical models. c. sketch a mathematical model of business strategy. d. demonstrate how a task should be done correctly.

a. explain how the training can be applied to the workplace.

27. In outdoor training, an important purpose of the post-training meeting is to a. explain how the training can be applied to the workplace. b. form a bond among the team members. c. measure the cost effectiveness of the training. d. repair emotional damage done during the training.

a. the less the need for being cautious in the use of influence tactics.

27. In terms of exerting influence, the more position power a person has over another, a. the 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 important it is to be polite and courteous. d. the more important it is for the influence agent to confer with higher management about the influence attempt.

b. asking workers to overcome their own obstacles to performance.

28. Donna wants to be an effective coach as a leader, so with respect to people she coaches, Donna should minimize a. active listening. b. asking workers to overcome their own obstacles to performance. c. giving emotional support. d. giving gentle advice and guidance.

d. about the attributes of an ideal organizational leader.

28. 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.

b. members of the in-group work smoothly together with the leader.

28. The leader-member exchange model helps to explain teamwork development because a. members of the out-group work well together as a group of renegades. b. members of the in-group work smoothly together with the leader. c. members who perform good teamwork are granted favors by the leader. d. all exchanges between the leader and team members are geared toward teamwork.

b. advise a person about personal improvement and behavioral change.

29. The primary role of the executive (or business) coach is to a. help the person being coached find new employment. b. advise a person about personal improvement and behavioral change. c. give top management a report about the capabilities of the person being coached. d. help the person being coached become a better coach.

b. lead to more commitment to safety and fewer accidents.

29. With respect to safety, good leader-member exchanges are likely to a. encourage group members to take more risks. b. lead to more commitment to safety and fewer accidents. c. enhance morale, thereby leading to a carefree attitude toward accidents. d. virtually eliminate accidents.

a. be a facilitator for two or three teams.

3. In a team-based organization, a typical role for a leader is to a. be a facilitator for two or three teams. b. serve as a team leader for two or three teams. c. serve as a vice president of teams and teamwork. d. work mostly as an individual contributor and part-time as a leader.

c. instrumentality

3. The question, "If I get the job done, will I really get my reward?" illustrates the ____ aspect of expectancy theory. a. valence b. effort-to-performance expectancy c. instrumentality d. calculation of motivation

a. commitment, compliance, and resistance.

3. Three points on the influence continuum are a. commitment, compliance, and resistance. b. power, skills, and outcomes. c. manipulation, ingratiation, and submission. d. empowerment, obedience, and concession.

c. collaborate with the leader's group members.

30. A refinement of the individual approach to executive coaching is for the coach to a. work with a group of leaders with the same developmental needs. b. conduct videoconferences with several leaders from different locations at the same time. c. collaborate with the leader's group members. d. get the group members to report on the leader's mistakes.

d. having a transformational effect on the group.

30. A study found that positive leader-member exchanges are likely to increase the leader a. meeting with resistance in building teamwork. b. engaging in confrontations with the group. c. having a transactional effect on the group. d. having a transformational effect on the group.

d. is not getting work done that is part of his or her role.

30. A study showed that managers are more likely to use heavy-handed (tough) influence tactics when the subordinate a. appears to have a legitimate excuse for not getting the work done. b. and the manager have an above-average leader-member exchange. c. is not getting work done that is outside of his or her role. d. is not getting work done that is part of his or her role.

c. leader traits, leader behaviors, and the situation.

4. According to the model of 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.

b. is highly confident she can perform a particular task.

4. Jodie has high self-efficacy, meaning that she a. gets discouraged when faced with obstacles. b. is highly confident she can perform a particular task. c. has a generalized sense of self-confidence. d. perceives herself to be more effective than most people.

d. Establishing quality standards for each team member

4. Which one of the following is the least likely to be a leadership role in a team-based organization? a. Building trust and inspiring teamwork b. Facilitating and supporting the decisions made by teams c. Inspiring the teams toward higher levels of performance d. Establishing quality standards for each team member

d. credibility of the influence agent.

5. 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. workers must clearly understand the task to be done.

5. An important implication of expectancy theory for leadership is that a. the manager must assign valences to group members. b. workers must develop their own links between rewards and performance. c. out-groups and in-groups should be avoided. d. workers must clearly understand the task to be done.

d. supervises a team without being a member of the team.

5. Crystal is an external leader of a team so she a. is a part-time member of the team. b. is paid from the headquarters budget. c. supervises a team while being a member of the team. d. supervises a team without being a member of the team.

d. the teams faced disruptive conditions.

6. A study found that coaching and sense making by external leaders was more welcome when a. team members were weak and dependent. b. team workloads were light. c. the teams faced stable conditions. d. the teams faced disruptive conditions.

a. the link between rewards and performance should be made explicit.

6. An important implication of expectancy theory for leaders is that a. the link between rewards and performance should be made explicit. b. workers should encourage and train themselves. c. people in the same work unit will usually have the same valences. d. the average worker should not be able to attain the majority of work goals.

c. Leading by example

6. Which one of the following influence tactics requires that the leader/manager 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

b. congruent with organizational objectives.

7. A goal contained within a team mission statement should be a. incongruent with organizational objectives. b. congruent with organizational objectives. c. at a higher level than an organizational objective. d. at a lower level than an organizational objective.

b. give the other person as much time as is feasible to comply.

7. A recommended technique for exchanging favors is to a. give the other person a tight deadline for compliance. 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.

a. a promotion stemming from a good performance appraisal.

7. An example of a second-level outcome in expectancy theory would be a. a promotion stemming from a good performance appraisal. b. praise from two levels of management. c. punishment for having violated company policy. d. a salary increase twice the average size.

c. Trust of each other

8. Jacob is a team leader who recognizes that collaboration among members is essential to the success of his team. He should therefore first attempt to develop what condition among team members? a. A feeling of competitiveness b. Clearly defined reporting relationships c. Trust of each other d. A little fear of each other

c. explains that top management wants quality improvements.

8. 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. difficult and specific.

8. The sets of goal characteristics that will probably lead to higher levels of performance are a. easy and specific. b. easy and general. c. difficult and specific. d. difficult and general.

a. display emotion as needed.

9. 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. collaboration is better than competition.

9. Cooperation theory in relation to teamwork includes the idea that a. collaboration is better than competition. b. cooperating with the team leader is more important than cooperating with team members. c. a norm of teamwork should be replaced by cooperation. d. cooperating with rivals is self-defeating.