CH 16 questions

_____ occurs when a manager offers to give something to someone else in return for that individual's support. a. Inducement b. Creation of an obligation c. Coercion d. Persuasion

Inducement

Which of the following is true of the trait approach? a. It leads to information distortion. b. It includes traits like infallibility of decisions. c. It assumes that all people have leadership traits. d. It studies the psychological traits of strong leaders.

It studies the psychological traits of strong leaders

According to Likert's research, which of the following statements is true? a. Employee-centered leader behavior is devoid of consideration. b. Employee-centered leader behavior is two-dimensional in nature. c. Job-centered leader behavior is consistent with System 1 design. d. Job-centered leader behavior is at the middle of a single continuum

Job-centered leader behavior is consistent with System 1 design -Job-centered leader behavior is consistent with the System 1 design (rigid and bureaucratic), whereas employee-centered leader behavior is consistent with the System 4 design (organic and flexible). When Likert advocates moving organizations from System 1 to System 4, he is also advocating a transition from job-centered to employee-centered leader behavior

Which of the following is true of referent power? a. It is based on identification, imitation, loyalty, or charisma. b. It is grounded in objective facets of organizational life. c. It refers to the power to give or withhold rewards. d. It refers to the power to force compliance by means of a threat.

it is based on identification, imitation, loyalty, or charisma.

Political behavior in organizations can be managed by: a. giving superiors additional power. b. providing subordinates with feedback. c. increasing competition among managers for resources. d. reducing the autonomy of subordinates.

providing subordinates with feedback.

Which of the following is a new approach to leadership? a. Paternalistic leadership b. Laissez faire leadership c. Autocratic leadership d. Strategic leadership

strategic leadership

Which of the following is true of transformational leadership? a. It inspires new ways of thinking. b. It leads to fewer learning experiences. c. It assumes that charisma is an individual characteristic of a leader. d. It is aimed at creating a mechanistic workforce.

It inspires new ways of thinking. -Transformational leadership goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking. Because of rapid change and turbulent environments, transformational leaders are increasingly being seen as vital to the success of business

Which of the following is true of persuasion as a form of political behavior? a. It involves the creation of an obligation. b. It relies on both emotion and logic. c. It is the use of force to get one's way. d. It can be avoided by increasing the use of power.

It relies on both emotion and logic. -An operations manager wanting to construct a new plant on a certain site might persuade others to support his goal on grounds that are objective and logical (it's less expensive; taxes are lower) as well as subjective and personal.

Which of the following is a task characteristic that may substitute for leadership? a. Professional orientation b. The need for independence c. Time pressure d. The availability of feedback

The availability of feedback -Task characteristics that may substitute for leadership include routineness, the availability of feedback, and intrinsic satisfaction. When the job is routine and simple, the subordinate may not need direction. When the task is challenging and intrinsically satisfying, the subordinate may not need or want social support from a leader.

Which of the following situational approaches to leadership stresses the importance of variable relationships between supervisors and each of their subordinates? a. Vroom's decision tree approach b. The Path-goal theory c. The least preferred coworker (LPC) theory d. The leader-member exchange (LMX) model

The leader-member exchange (LMX) model

Which of the following is true of charismatic leaders? a. They set high expectations. b. They succeed only in turbulent environments. c. They have magnified shortcomings. d. They do not make any mistakes.

They set high expectations -The leader needs to be able to envision the future, set high expectations, and model behaviors consistent with meeting those expectations.

_____ goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking. a. Strategic leadership b. Autocratic leadership c. Expert leadership d. Transformational leadership

Transformational leadership

_____ predicts what kinds of situations call for different degrees of group participation. a. Maslow's hierarchy of needs approach b. The least-preferred coworker theory c. Vroom's decision tree approach d. The path-goal theory of leadership

Vroom's decision tree approach -Vroom's approach concerns itself with only a single aspect of leader behavior: subordinate participation in decision making

Which of the following should be a focus of a strategic leader? a. Working toward the future alignment of a firm and the environment b. Inspiring new ways of thinking c. Doing anything that contributes to the success of a firm without concern for ethics d. Energizing others through a demonstration of personal confidence

Working toward the future alignment of a firm and the environment

_____ is the ability to affect the behavior of others. a. Power b. Free will c. Synergy d. Anomie

power

_____ refers to the part of the Managerial Grid that deals with the job and task aspects of leader behavior. a. Concern for synergy b. Concern for production c. Concern for people d. Concern for morality

Concern for production -The Managerial Grid provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior. The horizontal axis represents concern for production.

The LPC (least-preferred coworker) theory classifies leaders into two types based on whether they: a. use reward power or legitimate power. b. make ethical decisions under pressure or not. c. are task oriented or relationship oriented. d. display moral conduct or not.

are task oriented or relationship oriented - The LPC theory, developed by Fred Fiedler, stands for least-preferred coworker. Fiedler identified two styles of leadership: task oriented (analogous to job-centered and initiating-structure behavior) and relationship oriented (similar to employee-centered and consideration behavior)

Managers can manage political behavior in an organization by: a. tying rewards indirectly to performance. b. containing the disagreements among the subordinate groups. c. reducing the autonomy of subordinates. d. avoiding covert activities in the organization.

avoiding covert activities in the organization

Unlike Japan, businesses in the United States are: a. more focused on ethnic leadership. b. more focused on moral leadership. c. based more on collectivism. d. based more on individualism.

based more on individualism.

_____ is a form of interpersonal attraction that inspires support and acceptance. a. Mystique b. Charisma c. Chauvinism d. Congeniality

charisma

A manager who threatens to withhold support or rewards is using _____ as a political tactic. a. inducement b. persuasion c. coercion d. synergy

coercion -the use of force to get ones way

_____ is the power to force compliance by means of psychological, emotional, or physical threat. a. Referent power b. Coercive power c. Reward power d. Expert power

coercive power -In most organizations today, coercion is limited to verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion, and termination.

Unlike the Michigan state researchers, the Ohio state researchers: a. determined that situational influences in firms were negligible. b. argued that employee-centered behavior was effective. c. did not interpret leader behavior as being one-dimensional. d. did not assume that behaviors were independent of each other.

did not interpret leader behavior as being one-dimensional

The concept of substitutes for leadership was developed because existing leadership models: a. do not specify what kind of leadership behavior is appropriate. b. focus mainly on situations in which leader behaviors are neutralized. c. deal with scenarios in which leader behaviors are replaced by task characteristics. d. do not account for situations where leadership is not needed.

do not account for situations where leadership is not needed

Stanley is a professor of anthropology with years of teaching and research experience. He has also written a few highly acclaimed books. Stanley is offered a job as director of a large museum. This is due to his _____. a. legitimate power b. expert power c. referent power d. reward power

expert power Expert power is the personal power that accrues to someone based on the information or expertise they possess. The more important the information and the fewer the people who have access to it, the greater is the degree of expert power possessed by any one individual

According to Robert Tannenbaum and Warren H. Schmidt, which of the following is a managerial characteristic? a. Group effectiveness b. Feelings of security c. Tolerance for ambiguity d. Need for independence

feelings of security According to the model, managerial characteristics include the manager's value system, confidence in subordinates, personal inclinations, and feelings of security

To be a strategic leader, a person should: a. micromanage the work of subordinates. b. have a firm grasp of an organization's environment. c. limit oneself from understanding complexities within an organization. d. inspire support and acceptance through charisma.

have a firm grasp of an organization's environment.

Which of the following is considered to be a prerequisite for effective leadership? a. High standards of ethical conduct b. High standards of cultural diversity c. Diverse language skill d. Multiple professional certificates

high standards of ethical conduct -More specifically, top managers are being called on to maintain high ethical standards for their own conduct, to exhibit ethical behavior unfailingly, and to hold others in their organization to the same standards.

Strategic leadership: a. relates leadership solely to the role of lower-level management. b. is used to achieve a superior alignment between a firm and the environment. c. is limited to inspiring support and acceptance through charisma. d. explicitly relates leadership to the role of first-line management .

is used to achieve a superior alignment between a firm and the environment. -defined as the capability to understand the complexities of both an organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment.

Which of the following is true of legitimate power? a. It is present for all managers over their subordinates. b. Its mere possession makes a person a leader. c. It is given to an organization by its employees. d. It is passed down hierarchically and is not acquired otherwise.

it is present for all managers over their subordinates

As a process, _____ is the use of noncoercive influence to shape a group or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture. a. inducement b. leadership c. scope creep d. synergy

leadership

_____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes. a. Pragmatic behavior b. Impulsive behavior c. Political behavior d. Manic behavior

political behavior

A manager who displays consideration behavior is most likely to: a. show concern for subordinates. b. encourage formal communication. c. dictate how tasks should be performed. d. place importance on leader-subordinate roles.

show concern for subordinates

Managers using job-centered leader behavior: a. show concern for subordinates. b. attempt to establish a supportive climate. c. show keen interest in performance. d. ensure that employees are satisfied with their jobs.

show keen interest in performance. -Managers using job-centered leader behavior pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance

The leader-member exchange (LMX) model of leadership: a. suggests that supervisors establish a special relationship with a small number of trusted subordinates. b. suggests that managers can use four types of leader behavior to clarify subordinates' paths to goal attainment. c. is recommended for situations where time is of the highest importance in making a decision. d. involves being friendly and approachable, showing concern for subordinate welfare, and treating members as equals.

suggests that supervisors establish a special relationship with a small number of trusted subordinates. -referred to as the "in group"

According to the path-goal theory, _____ is being friendly and approachable, and treating members as equals. a. supportive leader behavior b. directive leader behavior c. achievement-oriented leader behavior d. participative leader behavior

supportive leader behavior