MGMT-309 Chapter 16

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

a. High standards of ethical conduct

_____ 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. Persuasion d. Coercion

a. Inducement

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.

a. It inspires new ways of thinking.

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 force compliance by means of a threat. d. It refers to the power to give or withhold rewards.

a. It is based on identification, imitation, loyalty, or charisma.

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.

a. It is present for all managers over their subordinates.

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

a. Power

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

a. They set high expectations.

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. Energizing others through a demonstration of personal confidence d. Doing anything that contributes to the success of a firm without concern for ethics

a. Working toward the future alignment of a firm and the environment

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

a. show concern for subordinates.

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.

a. suggests that supervisors establish a special relationship with a small number of trusted subordinates.

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

a. supportive leader behavior

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

b. Charisma

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

b. Coercive 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

b. Concern for production

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

b. Feelings of security

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.

b. It relies on both emotion and logic.

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

b. expert power

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.

b. have a firm grasp of an organization's environment.

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. explicitly relates leadership to the role of first-line management . d. is limited to inspiring support and acceptance through charisma.

b. is used to achieve a superior alignment between a firm and the environment.

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

b. leadership

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

b. providing subordinates with feedback.

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.

c. Job-centered leader behavior is consistent with System 1 design.

_____ 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

c. Political behavior

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

c. The availability of feedback

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 leader-member exchange (LMX) model d. The least preferred coworker (LPC) theory

c. The leader-member exchange (LMX) model

_____ 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. Transformational leadership d. Expert leadership

c. Transformational leadership

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.

d. It studies the psychological traits of strong leaders.

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

d. Strategic 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. The path-goal theory of leadership d. Vroom's decision tree approach

d. Vroom's decision tree approach

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. display moral conduct or not. d. are task oriented or relationship oriented.

d. are task oriented or relationship oriented.

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.

d. 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 individualism. d. based more on collectivism.

d. based more on collectivism.

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

d. coercion

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 assume that behaviors were independent of each other. d. did not interpret leader behavior as being one-dimensional.

d. 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.

d. do not account for situations where leadership is not needed.

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

d. show keen interest in performance.