Chapter 16

According to Fiedler's LPC research, what is the most effective form of leader behavior when situational favorableness is either most favorable or least favorable? a) Task-oriented b) Relationship-oriented c) Participative d) Achievement-oriented e) Employee-centered

a) Task-oriented — job-centered (Michigan) and initiating-structure behavior (Ohio)

According to the Michigan studies, managers may be job-centered... a) or employee-centered, but not both simultaneously b) and employee-centered simultaneously c) and have a high LPC score d) if they also practice supportive leadership e) if they adopt an autocratic decision style

a) or employee-centered, but not both simultaneously

The power that generally sets leaders apart from non-leaders is ____ power. a) referent b) expert c) legitimate d) coercive e) reward

a) referent — the personal power that accrues to someone based on identification, imitation, loyalty or charisma

Frank refers to Dan as his "go to guy." When the project is critical, Dan gets the job. This is an example of a ____ approach to leadership. a) path-goal b) leader-member exchange c) Vroom-Yetton-Jago d) substitutes for leadership e) life cycle theory

b) leader-member exchange (LMX) — stresses that leaders have different kinds of relationships with different subordinates

Which of the following is an example of an individual who is leading? a) A person identifying detailed steps b) A person delegating authority c) A friend convincing you to go on a date d) A person planning detailed evaluations e) A person establishing time tables

c) A friend convincing you to go on a date — influencing the behavior of someone without having to rely on force

What leadership style would a person with an external locus of control be most likely to DISLIKE? a) Directive b) Supportive c) Participative d) Achievement-oriented e) Relationship-oriented

c) Participative — prefers directive leadership; internal prefers participative

According to path-goal theory, a leader cannot change the personality of a subordinate, so the primary function of the leader is to... a) determine how much to let subordinates participate in the decision-making process b) create a match between leader style and situational favorableness c) make organizational rewards available and show employees what behavior will be effective in getting those rewards d) evaluate the personal characteristics of the employees and select a group that will work well together e) identify people for leader development

c) make organizational rewards available and show employees what behavior will be effective in getting those rewards

Personal and inspirational appeals are most closely related to ____ power. a) coercive b) reward c) referent d) expert e) legitimate

c) referent — the personal power that accrues to someone based on identification, imitation, loyalty or charisma

What score does the LPC model use to determine leader style? a) Leader-member relations b) Task identity c) Task structure d) Least-preferred coworker e) Leader position coordinator

d) Least-Preferred Coworker

A news producer selects a reporter to cover a typical story. The producer has ____ power. a) referent b) reward c) coercive d) legitimate e) expert

d) legitimate — power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; all managers have this over their subordinates

Which of the following is a way that managers can use power? a) Information distortion b) Legitimate requests c) Inspirational appeals d) Personal identification e) All of these choices

e) All of these choices

____ leadership is a contemporary perspective that focuses on a leader's personality and ability to inspire loyalty and enthusiasm. a) Charismatic b) Entrepreneurial c) Symbolic d) Integrative e) Participative

a) Charismatic

Raakel needed to cut her department's budget by 10%. She contacted each one of her directors to present her statistical evidence and get each one's input. Raakel used which decision-making style? a) Consult individually b) Facilitate c) Delegate d) Participate e) Decide

a) Consult individually

Which of the following is the form of political behavior in which people try to enhance their image in the eyes of others? a) Impression management b) Inducement c) Creation of an obligation d) Persuasion e) Coercion

a) Impression management — direct and intentional effort by someone to enhance their image in the eyes of others

Which of the following is NOT a form of political behavior identified in the text? a) Information distortion b) Inducement c) Creation of an obligation d) Persuasion e) Coercion

a) Information distortion - inducement - persuasion - creation of an obligation - coercion

Which of the following is a leader-behavior model? a) Michigan studies b) Path-goal theory c) Substitutes for leadership theory d) Vroom-Yetton-Jago model e) Fiedler's contingency model

a) Michigan studies

Which of the following is NOT an example of a decision-making style that is recognized by the Vroom-Yetton-Jago (VYJ) model? a) Participate b) Facilitate c) Delegate d) Consult group e) Decide

a) Participate - decide - consult (individually) - consult (group) - facilitate - delegate

Which of the following is NOT one of the situational factors thought to modify the relationship between leader behavior and subordinate motivation to perform in the path-goal theory? a) Preferences of the leader b) Subordinate locus of control c) Characteristics of the work group d) Task structure e) Subordinates' perceptions of their ability

a) Preferences of the leader

What type of power do leaders have if they are able to offer or withhold inducements? a) Reward b) Coercive c) Legitimate d) Expert e) Referent

a) Reward — power to give or withhold rewards; such as salary increases, bonuses, promotions, praise, recognition and interesting job assignments

Which of the following is a key element of transformational leadership? a) Stimulating learning experiences b) Rigid formalization c) A wide span of management d) The ability to react to the need for change in the environment e) Group flexibility

a) Stimulating learning experiences

Pete tells his staff what to do, but not how to do it. When they come to him for help, he assists them and treats them as equals. Based on the path-goal theory, what kind of leader behavior is Pete exhibiting? a) Supportive b) Directive c) Participative d) Achievement-oriented e) Bureaucratic

a) Supportive — leader behavior is being friendly and approachable showing concern for subordinate welfare, and treating members as equals

Working Mother magazine ranked Bon Secours Richmond Health System as one of the top ten companies for working families. CEO Peter Bernard says "We expect our managers to support flexible schedules, promote education, push job development and encourage a healthy work/life balance) According to Fiedler's (LPC Theory) research, what is the most effective form of leader behavior for Bernard to adopt? a) Task-oriented b) Relationship-oriented c) Participative d) Achievement-oriented e) Employee-centered

a) Task-oriented — job-centered (Michigan) and initiating-structure behavior (Ohio)

In the Marine Corps, subordinates want tough effective training that they know will some day save their lives. If you apply the Michigan studies in this case, the subordinates want... a) a job-centered leader b) initiating structure behavior c) consideration behavior d) an authority-compliance leader e) an employee-centered leader

a) a job-centered leader — behavior of leaders who pay close attention to the job and work procedures involved with that job

One of the problems with many family-owned businesses is that the father or mother who started the business uses a(n) ____ leader behavior. Sons and daughters who are brought into the business are still treated as children rather than as equals. The members of the newer generation are told what to do, how to do it, and when it should be done. a) directive b) supportive c) participative d) achievement-oriented e) relationship-oriented

a) directive — leader behavior is letting subordinate know what is expected of them, giving guidance and direction, and scheduling work

The Leadership Grid... a) is useful for describing leader behavior but not useful for predicting it b) labels the best manager as high in both concern for planning and concern for organizing c) uses the term impoverished manager to describe a manager who is low in concern for people and low in concern for production d) is a graphic representation of the trait approach to studying leadership e) All of these choices

a) is useful for describing leader behavior but NOT useful for predicting it

Critics of the LPC model contend that... a) it is not valid b) it measures behavior c) it measures personality d) it measures traits e) All of these choices

a) it is not valid

The leadership styles of the path-goal theory include ____ styles. a) participative, directive, achievement-oriented, and supportive b) directive, autocratic, bureaucratic, and supportive c) supportive, bureaucratic, participative, and consultative d) autocratic, consultative, paternalistic, and participative e) employee-related, achievement-oriented, and task-related

a) participative, directive, achievement-oriented, and supportive

Arnold has a great sense of humor. He is never mean with it. He says things in such a unique way that people love being around him. He has ____ power. a) referent b) expert c) legitimate d) coercive e) reward

a) referent — the personal power that accrues to someone based on identification, imitation, loyalty or charisma

A news producer selects a reporter to cover a breaking story that will get attention and possibly lead to career advancement. The producer has ____ power. a) reward b) coercive c) expert d) referent e) legitimate

a) reward — power to give or withhold rewards; such as salary increases, bonuses, promotions, praise, recognition and interesting job assignments

Military leaders have no control over pay or bonuses. They rely on praise, public recognition, and evaluations for ____ power. a) reward b) coercive c) expert d) referent e) legitimate

a) reward — power to give or withhold rewards; such as salary increases, bonuses, promotions, praise, recognition and interesting job assignments

When there is a mismatch between leader style and the type of situation in which leaders find themselves, what does Fiedler (LPC Theory) suggest should be done? a) Change the leader's style b) Change the situation c) Change either leader style or the situation d) Change the valence of rewards e) Change subordinate expectancies

b) Change the situation - LPC Theory suggests that the appropriate style of leadership varies with situational favorableness

Mickey lets his people know what he expects of them, schedules work for his section, and gives his people guidance and direction. Based on the path-goal theory, what kind of leader behavior is Mickey exhibiting? a) Supportive b) Directive c) Participative d) Achievement-oriented e) Bureaucratic

b) Directive — leader behavior is letting subordinate know what is expected of them, giving guidance and direction, and scheduling work

Which of the following is NOT a type of power? a) Legitimate b) Empathic c) Coercive d) Referent e) Expert

b) Empathic

____ power is based on knowledge and expertise. a) Referent b) Expert c) Legitimate d) Coercive e) Reward

b) Expert — personal power that accrues to someone based on their information or expertise

Which of the following forms of political behavior is MOST likely to involve giving something to someone in exchange for that person's support? a) Persuasion b) Inducement c) Creation of an obligation d) Coercion e) Campaigning

b) Inducement

Adam is a human resource specialist who firmly believes that whatever happens to him is the result of hard work and determination. Which path-goal personal characteristic best describes Adam's attitude toward himself? a) Task structure b) Internal locus of control c) External locus of control d) Position power e) Perception of ability

b) Internal locus of control — the belief that what happens to them is a function of their own efforts and behavior; prefer participative leadership

Which of the following leadership models suggests that leaders have different working relationships with the better performers among their subordinates than they do with the others? a) Path-goal b) Leader-member exchange c) Vroom-Yetton-Jago d) Substitutes for leadership e) Life cycle theory

b) Leader-member exchange — stresses that leaders have different kinds of relationships with different subordinates

Which of the following is a kind of power? a) LPC b) Legitimate c) Instrumental synergy d) Rational persuasion e) Instrumental compliance

b) Legitimate — power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; all managers have this over their subordinates

____ power is created and conveyed in the organization by granting authority. a) Expert b) Legitimate c) Referent d) Reward e) Coercive

b) Legitimate — power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; all managers have this over their subordinates

In the Marine Corps, subordinates want tough effective training that they know will some day save their lives. Marines also want to be well taken care of by a supportive leader. Marines' desires for tough training and supportive leaders support the ____ model of leadership behavior. a) trait approach b) Ohio State studies c) Vroom-Yetton-Jago d) Fiedler e) Michigan studies

b) Ohio State studies — you can have both initiating-structure and consideration behaviors in the Ohio State studies

Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task is unstructured. Also, Daniel has weak leader-member relations. According to Fiedler's LPC theory, what type of leadership style is appropriate in this situation? a) Relationship-oriented b) Task-oriented c) Participative d) Transformational leadership e) None of these choices

b) Task-oriented — job-centered (Michigan) and initiating-structure behavior (Ohio)

The purpose of the Vroom-Yetton-Jago (VYJ) model is to... a) determine the level of situational favorableness b) determine the appropriate degree of employee participation in decision making c) shape the environment by providing rewards and structuring tasks d) select alternatives by means of refining expert opinion e) make decisions quickly

b) determine the appropriate degree of employee participation in decision making — predicts what kinds of situations call for what degree of group participation

The Michigan studies concluded that the best leader is... a) job-centered b) employee-centered c) neither job- nor employee-centered d) contingent on the situation e) charismatic

b) employee-centered — behavior of leaders who develop cohesive work groups and ensure employee satisfaction

Andrea has a Ph.D. in organizational psychology and 15 years of consulting experience. Her primary power is... a) referent b) expert c) legitimate d) coercive e) reward

b) expert — personal power that accrues to someone based on their information or expertise

Subordinate characteristics that may neutralize leadership (substitutes for leadership) include all of the following EXCEPT... a) competence (ability) b) external locus of control c) experience d) need for independence e) professional orientation

b) external locus of control - ability - experience - need for independence - professional orientation - indifference toward organizational rewards

In the Marine Corps, subordinates want tough effective training that they know will some day save their lives. If you apply the Ohio studies, subordinates want... a) a job-centered leader b) initiating structure behavior c) consideration behavior d) an authority-compliance leader e) an employee-centered leader

b) initiating structure behavior — leader clearly defines the leader-subordinate role so that everyone knows what is expected, established formal lines of communication, and determines how tasks will be perforemd

Melissa was promoted to manager based on her display of great self-confidence and her intelligence. The assumptions under which Melissa received her promotion are based on the usefulness of ____ in predicting who will make a good leader. a) leadership behaviors b) leadership traits c) leadership style d) leadership challenges e) None of these choices

b) leadership traits — assumes that a basic set of personal traits that differentiates leaders from non-leaders could be used to identify leaders; a tool for predicting who would become leaders — did NOT establish empirical relationships between traits and persons regarded as leaders

If a manager gives a subordinate a job to do and the subordinate does it because it is within the normal boundaries of his job, the manager has used... a) coercive power b) legitimate power c) inspirational appeal d) rational persuasion e) reward

b) legitimate power — power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; all managers have this over their subordinates

Two general categories of situational factors that receive special attention in path-goal theory are the... a) personal characteristics of the leader and the stability of the work environment b) personal characteristics of subordinates and the environmental characteristics of the workplace c) personal characteristics of the leader and those of the subordinates d) stability of the work environment and the type of work being done e) type of work being done and the personal characteristics of the leader

b) personal characteristics of subordinates and the environmental characteristics of the workplace

The ability to control salary increases, promotions, praise, and interesting job assignments is known as... a) referent power b) reward power c) rational persuasion d) directive leadership e) positive reinforcement

b) reward power — power to give or withhold rewards; such as salary increases, bonuses, promotions, praise, recognition and interesting job assignments

According to Fiedler's (LPC Theory) research on his contingency theory of leadership; relationship-oriented leaders get the best results when... a) they have low LPC scores b) situational favorableness is moderate c) they do their best to be 9, 9 managers d) position power is weak e) the task is well structured

b) situational favorableness is moderate

The concept of charismatic leadership is most closely related to... a) Vroom-Yetton-Jago model b) the trait approach c) Fiedler's contingency theory d) substitutes for leadership e) path-goal theory

b) the trait approach

According to the Vroom-Yetton-Jago (VYJ) model, leaders first assess... a) subordinate competence b) time sensitivity c) subordinate personality d) subordinate development e) leadership style

b) time sensitivity

Which of the following BEST represents the outcome of the work done to determine what personal traits can be used to predict leader effectiveness? a) Researchers were unable to identify more than a small number of traits b) The studies were quite successful, and we can now hire leaders based on results of tests that detect certain appropriate traits c) A very long list of traits and the presence of alternative explanations for results made the studies of little value d) The trait studies were much more successful than the studies of leader behaviors that preceded them e) Research has proven that the identification of leadership traits is a better method for selecting a leader than either the Fiedler study or the path-goal theory

c) A very long list of traits and the presence of alternative explanations for results made the studies of little value

What term was used by researchers at Ohio State to describe the leadership behavior that is most similar to employee-centered behavior? a) Participative leadership b) Initiating-structure behavior c) Consideration behavior d) Participative behavior e) Country club leadership

c) Consideration behavior

____ is a path-goal situational factor that describes the personal belief that whatever happens to the individual is a matter of luck or fate. a) Task structure b) Internal locus of control c) External locus of control d) Position power e) Perception of ability

c) External locus of control — the belief that fate, luck, or "the system" determines what happens to you; prefer directive leadership

Which of the following leadership models is a combination of the trait and leader behavior approaches, with the addition of a situational element? a) Path-goal theory b) Vroom-Yetton-Jago model c) Fiedler's LPC model d) Substitutes for leadership e) Vertical-dyad linkage model

c) Fiedler's LPC model - theory of leadership that suggests that the appropriate style of leadership varies with situation favorableness

Which of the following is NOT one of the criticisms of Fiedler's (LPC Theory) contingency model of leadership? a) The LPC measure lacks validity b) Its assumptions about the flexibility of leader behavior are unrealistic c) It is unrealistic to combine the behavior and trait approaches in one theory d) Fiedler's data are subject to other interpretations e) Fiedler's results are not always supported by research

c) It is unrealistic to combine the behavior and trait approaches in one theory

Which of the following statements BEST describes the path-goal theory of leadership? a) It suggests that leader style cannot be changed, and thus we must change the situation when there is a mismatch b) It prescribes the relationship-oriented style as the most effective c) It suggests that leaders can use any one of four styles of leadership as required d) It calls for varying degrees of subordinate participation e) It describes the characteristics of effective leaders

c) It suggests that leaders can use any one of four styles of leadership as required (directive, supportive, participative and achievement-oriented)

What is the basic assumption of situational approaches to leadership? a) Increasing worker job satisfaction through considerate leadership will get the best results b) Initiating structure for employees so they know exactly what needs to be done will be most effective c) The appropriate leader style will vary from one set of circumstances to another d) Effective leaders can be identified by certain traits that are situationally specific e) Some factors make leader behavior unnecessary

c) The appropriate leader style will vary from one set of circumstances to another

When Pamela Forbes Lieberman took over TruServ, it was on the verge of bankruptcy, with spiraling debt, a top-heavy hierarchy, and outdated management. Now debt and inventory are down, as is payroll expense, and TruServ met SEC filing requirements. Which of the following BEST describes Forbes Lieberman in this role? a) Directive leader b) Participative leader c) Transformational leader d) Supportive leader e) Task-oriented leader

c) Transformational leader — leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

Punishment and avoidance procedures involve the use of ____ power. a) legitimate b) reward c) coercive d) expert e) referent

c) coercive — power to force compliance by means of psychological, emotional or physical threat; the more this is used, the more likely a manager is to provoke resentment and hostility and less likely to be seen as a leaders

Working Mother magazine ranked Abbott as one of the top ten companies for working families. Abbott CEO Miles White says "One of the most important things we can do for working families today is to help them lead healthier lives." According to the Ohio studies, White is using ____ behavior. a) job-centered leader b) initiating structure c) consideration d) authority-compliance leader e) employee-centered leader

c) consideration — shows concern for subordinates and attempts to establish a friendly and supportive climate

Good administrative assistants have more access to important information and the decision maker than subordinates have. The administrative assistants have ____ power. a) legitimate b) technological c) expert d) referent e) coercive

c) expert — personal power that accrues to someone based on their information or expertise

Jack has an electrical engineering degree and has worked with automated control systems for over ten years. His coworkers who design heating and cooling systems are typically influenced by any design suggestions that he makes. Jack has ____ power. a) legitimate b) technological c) expert d) referent e) coercive

c) expert — personal power that accrues to someone based on their information or expertise

Donald Trump is considered an "average" manager, but many view him as larger than life. Trump engages in a lot of... a) creation of obligation b) inducement c) impression management d) public relations e) image promotion

c) impression management — direct and intentional effort by someone to enhance their image in the eyes of others

According to Fiedler's LPC Theory... a) leadership style is flexible b) leadership style depends on the situation c) leadership style is fixed d) leadership style changes the situation e) None of these choices

c) leadership style is fixed — leaders cannot change their behavior to fit a particular situation because it is linked to their particular personality traits

Chris Childers opened Macon Christian Bookstore in the 1980s. He quickly found that he needed help running the operation, so he hired his parents, his brother, and his girlfriend. Childers was pleased when his mother suggested having a section of the store devoted to decorative items. He encouraged his brother's idea about selling choir robes. He treats his employees like equals, asks their advice, and often implements their suggestions. According to the path-goal theory, Childers is a(n) ____ leader. a) directive b) supportive c) participative d) achievement-oriented e) relationship-oriented

c) participative — leaders behavior is consoling subordinates, soliciting suggestions, and allowing participation in decision making

Marcus dresses like his supervisor, uses the same expressions, and has taken up golf, his boss's favorite sport. Marcus's supervisor has ____ power. a) coercive b) reward c) referent d) expert e) legitimate

c) referent — the personal power that accrues to someone based on identification, imitation, loyalty or charisma

Raakel needed to cut her department's budget by 10%. She called together directors and presented the statistical evidence. She then asked for their suggestions. Raakel used which decision-making style? a) Consult individually b) Facilitate c) Delegate d) Consult group e) Decide

d) Consult group

What is the major difference between the Ohio State studies and the Michigan studies of leadership? a) One is a situational approach; the other is a leader behavior approach b) One proposes four different types of leader behaviors; the other has only two c) One is based on the use of a decision tree; the other is not d) One says that you can be high on both groups of leader behaviors simultaneously; the other says you cannot e) One says that leaders can change their styles; the other says this cannot be done

d) One says that you can be high on both groups of leader behaviors simultaneously (Ohio State); the other says you cannot (Michigan)

Which of the following leadership theories is a direct extension of the expectancy theory of motivation? a) Vroom-Yetton-Jago b) Fiedler's contingency c) Vertical-dyad linkage d) Path-goal e) Substitutes for leadership

d) Path-goal Theory — suggests that the primary functions of a leader are to make value or desired rewards available in the workplace and to clarify, for the subordinate, the kinds of behavior that will lead to goal accomplishment and valued rewards

You supervise a group of very competent employees who have been at their present jobs an average of seven years. Which two theories would say that you have little need to use a directive style of leadership and that subordinates may even resent it if you do? a) Substitutes for leadership and Fiedler's contingency b) Path-goal and vertical-dyad linkage c) Vroom-Yetton-Jago and vertical-dyad linkage d) Path-goal and substitutes for leadership e) Substitutes for leadership and Vroom-Yetton-Jago

d) Path-goal and substitutes for leadership

The underlying assumption of situational models of leadership is that appropriate leader behavior varies from one situation to another. Which of the following is an example of one situation identified by Fiedler's LPC theory? a) Identity task b) Goal difficulty c) Goal specificity d) Task structure e) Organizational structure

d) Task structure Task Oriented - pay close attention to the job and work procedures involved with that job Relationship Oriented - develop cohesive work groups and ensure employee satisfaction

What approach to identifying a leader are you using if you vote for a politician based on their communication skills, intelligence, education, and assertiveness? a) LPC b) Fiedler's contingency c) Vroom's decision tree d) Trait e) Path-goal

d) Trait

Susan is a college professor. She gives challenging assignments in her class. She expects students to perform at high levels and has confidence in their ability to do so. She uses ____ leadership. a) directive b) supportive c) participative d) achievement-oriented e) relationship-oriented

d) achievement-oriented — leader behavior is setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities

Kenneth is vice president of marketing. He assigns a task to a subordinate, but the subordinate disregards it. Kenneth has ____. a) referent power b) reward power c) coercive power d) authority e) expert power

d) authority — legitimate power is AUTHORITY

The form of power a person has because of the position he or she occupies in an organization is known as ____ power. a) referent b) reward c) coercive d) legitimate e) expert

d) legitimate — power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions; all managers have this over their subordinates

A supervisor's use of coercion also involves the... a) use of distortion b) use of extinction c) use of positive reinforcement d) loss of leadership e) loss of persuasion

d) loss of leadership — power to force compliance by means of psychological, emotional or physical threat; the more this is used, the more likely a manager is to provoke resentment and hostility and less likely to be seen as a leaders

Lew has been appointed leader of a project task force. He has legitimate power in this position. The task is structured. Also, Daniel has strong leader-member relations. According to Fiedler's LPC theory, the favorableness of the situation is... a) most favorable b) moderately favorable c) moderately unfavorable d) most unfavorable e) none of these choices

d) most unfavorable Low LPC — PUW and all Good leader-member relations High LPC - GUW all all Poor leader-member relations

The presence of highly capable employees and an indifference toward rewards will... a) increase subordinate maturity b) make it necessary for a leader to be more supportive c) require the leader to be more directive d) neutralize or substitute leader behavior e) have little impact on required leadership

d) neutralize or substitute leader behavior — concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization

When people use power and other resources to obtain what they want in an organization, they are said to be engaged in... a) motivation b) leadership c) directing d) political behavior e) manipulation

d) political behavior — activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes

Shavonda has made important, meaningful changes in her company's operation. She has... a) synergy b) empathy c) a low level of valence d) power e) legitimacy

d) power — the ability to affect the behavior of others

Charismatic leadership is closely linked with... a) legitimate power b) instrumental compliance c) legitimate requests d) referent power e) coercive power

d) referent power — the personal power that accrues to someone based on identification, imitation, loyalty or charisma

Leadership is... a) a process b) a property c) using influence to shape behavior without using force d) a set of characteristics found in people who are leaders e) All of these choices

e) All of these choices

Managers and leaders differ in... a) how they create an agenda b) how they achieve the agenda c) how they execute plans d) the type of outcomes they achieve e) All of these choices

e) All of these choices

Strategic leaders... a) understand the organization b) understand the organization's environment c) recognize the organization's current alignment with the environment d) work to improve the organization's current alignment with the environment e) All of these choices

e) All of these choices

The Managerial Grid... a) is a method of evaluating management skills b) labels the best manager as high in both concern for planning and concern for organizing c) uses the term impoverished manager to describe a manager who is low in concern for people and low in concern for production d) is a graphic representation of the trait approach to studying management e) All of these choices

e) All of these choices

What is being optimized when a leader uses the Vroom-Yetton-Jago (VYJ) model to select the appropriate degree of participation? a) The quality of the decision b) The acceptance of the decision c) The demands on the manager's time d) The development of subordinate decision making e) All of these choices

e) All of these choices

Which of the following is a factor that may neutralize or substitute for leadership? a) Routineness b) Availability of feedback c) Intrinsic satisfaction d) Formalization e) All of these choices

e) All of these choices - formalization - group cohesion - inflexibility - regid reward structure

When Marsha purchased an old Victorian, fixer-upper house, people thought she was crazy, but she had a vision for a bed-and-breakfast inn. She had to convince investors that a B&B was needed. According to the Vroom-Yetton-Jago model, Marsha used which decision-making style? a) Consult individual b) Facilitate c) Delegate d) Participate e) Decide

e) Decide — making the decision alone and then announcing or "selling" it to the group

A popular press article identified seven keys to what seems to be transformational leadership. Which of the following is NOT among those? a) Keeping cool b) Being an expert c) Inviting dissent d) Encouraging risk e) Encouraging complexity

e) Encouraging complexity - trusting one's subordinates - developing a vision - keeping cool - encouraging risk - being an expert - inviting dissent - simplifying things

Which of the following is a situational leadership model? a) Trait approach b) Michigan studies c) Ohio State studies d) Leadership Grid e) Path-goal theory

e) Path-goal theory

Which of the following represents how leadership was studied during the first several decades of the twentieth century? a) Vroom-Yetton-Jago model b) Leader behavior studies c) Path-goal theory d) Ohio State studies e) Trait studies

e) Trait studies

The leadership model that laid the foundation for much of the later work on situational approaches to leadership proposed... a) a set of traits that would be situation specific b) the use of a decision tree to determine the proper level of subordinate involvement c) that leaders cannot change their styles, and we must, therefore, change the situation to create a match d) that leaders have a group of favorites called an in-group e) a continuum of leader behaviors, with each point on the continuum being influenced by various factors

e) a continuum of leader behaviors, with each point on the continuum being influenced by various factors

Jason uses reprimands, fines, and demotion. These are forms of ____ power. a) expert b) legitimate c) referent d) reward e) coercive

e) coercive — power to force compliance by means of psychological, emotional or physical threat; the more this is used, the more likely a manager is to provoke resentment and hostility and less likely to be seen as a leaders

Workplace bullies use sarcasm, humiliation, and fear to influence others. This is a form of ____ power. a) expert b) legitimate c) referent d) reward e) coercive

e) coercive — power to force compliance by means of psychological, emotional or physical threat; the more this is used, the more likely a manager is to provoke resentment and hostility and less likely to be seen as a leaders

Working Mother magazine ranked Abbott as one of the top ten companies for working families. Abbott CEO Miles White says "One of the most important things we can do for working families today is to help them lead healthier lives." According to the Michigan studies, White is using ____ behavior. a) job-centered leader b) initiating structure c) consideration d) authority-compliance leader e) employee-centered leader

e) employee-centered leader — behavior of leaders who develop cohesive work groups and ensure employee satisfaction

Working Mother magazine ranked Discovery Communications as one of the top ten companies for working families. CEO David Zaslav says "Addressing the needs of working families...means placing priority on flexibility to enable a healthy work/life balance, access to high quality health care and wellness programs." Fiedler (LPC Theory) would describe this leadership situation as having... a) a weak power position b) a high degree of task structure c) a low degree of task specificity d) a high degree of task accommodation e) good leader-member relations

e) good leader-member relations — the nature of the relationship between the leader and the work group

The reinforcement theory of motivation is the basis for using... a) information distortion b) legitimate requests c) inspirational appeals d) personal identification e) instrumental compliance

e) instrumental compliance — a subordinate complies to get the reward the manager contorls