MGMT 321 Chapters 5-8

Empowerment is a broader concept than delegation because delegation is focused on a specific task T/F

True

Part of leading by example is keeping a work schedule that the leader expects other to follow T/F

True

When using the influence tactics of exchanging favors and bargaining, you are advised to give the person a menu of options for different levels of assistance T/F

True

one of the questions included in an ethical screen is, "How does it [the decision in question] smell?" T/F

True

Which one of the following is the most recommended approach to leadership during a crisis? a. Lead with compassion. b. Rely heavily on consensus leadership. c. Move group members away from their usual work routine. d. Choose a circle-the-wagons mentality.

a. Lead with compassion.

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. display emotion as needed.

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.

a. exercise power.

Empowerment tends to work best when the empowered activities are a. linked to the work goals of the organization. b. part of the individual worker's weekly goals. c. routine in nature. d. performed individually rather than in teams.

a. linked to the work goals of the organization.

The higher a unit reports in the hierarchy, the a. more power it acquires. b. less dependent it is on organizational resources. c. less likely it is to accrue opportunity power. d. more likely it is to be the first to go during a downsizing.

a. more power it acquires.

Plant manager Kristina practices evidence-based leadership when she a. uses leadership practices proven to be effective. b. carefully documents poor performance. c. asks group members to justify their claims. d. maintains a log of her interactions with group members.

a. uses leadership practices proven to be effective.

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. being direct might be interpreted as being too harsh.

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.

b. combine your power with that of others.

As the leader shares power with others, the leader's power a. remains approximately the same. b. increases. c. multiplies in direct proportion to the number of people receiving a power share. d. decreases.

b. increases.

The contingency approach to leadership explains that leaders are most effective when they a. plan for emergencies before they occur. b. make their behavior contingent upon situational forces. c. follow universal managerial principles when faced with contingencies. d. create backup plans to deal with human resources problems.

b. make their behavior contingent upon situational forces.

Chief financial officer Justin takes himself and his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading good will around the world for the company." Justin appears to be a. showing concern for stakeholders. b. rationalizing. c. outright lying. d. exercising his rights as a CFO.

b. rationalizing.

Corporate social responsibility centers on a firm's a. contributions to charity. b. responsibility to society. c. adherence to laws. d. adherence to ethics.

b. responsibility to society.

Ethics deals mostly with a. being socially responsible. b. separating right from wrong. c. legal versus illegal behavior. d. professional codes of conduct.

b. separating right from wrong.

Middle manager Barney practices favoritism when he recommends for promotion a. a worker suggested by his boss. b. a worker chosen at random. c. a golfing buddy who is a low producer. d. the highest producer in the department.

c. a golfing buddy who is a low producer.

A leader acquires prestige power through a. skillful use of organizational politics. b. making the right contacts. c. developing an outside reputation. d. associated with successful people.

c. developing an outside reputation.

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.

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

Margaret has Machiavellian tendencies, so she is likely to a. attempt to avoid political tactics. b. reach out to less fortunate people. c. manipulate other people for her personal gain. d. revel against Macho men in the workplace.

c. manipulate other people for her personal gain.

A major problem noted with extreme unethical behavior in the executive suite is that such behavior has a. brought companies into bankruptcy. b. led to investor distrust in the stock market. c. led to layoffs of thousands of workers. d. all of these choices.

d. all of these choices.

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.

d. get involved directly in solving customer problems.

A practical suggestions for business leaders to behave ethically is to a. be "I" leaders. b. focus on self-interests. c. place personal interests over company interests. d. place company interests over personal interests.

d. place company interests over personal interests.

A major source of individual differences in ethics and morality among leaders is a. the products and services offered by the firm. b. government regulations about ethics. c. the leader's rank in the organizational hierarchy. d. the leader's level of greed, gluttony, and avarice.

d. the leader's level of greed, gluttony, and avarice.

A leader who focuses on maximizing shareholders wealth will automatically behave ethically from the standpoint of the principle "pay attention to all stakeholders." T/F

False

A study showed that strong influence tactics are most likely to be used when we trust the influence target T/F

False

According to Fielder's theory, relationship-motivated leaders perform the best in situations of low control T/F

False

An effective way to lead an organization through crisis is to strongly defend yourself against your critics or deny wrongdoing T/F

False

Hiring people with high integrity tends to increase politics in the office because people with integrity tend to be very ambitious T/F

False

In situational leadership model II, the supporting style leader emphasizes low directing, low supporting behaviors T/F

False

Information technology manager George displays an ethical mind as a leader when he makes up a list of company workers who do not deserve to be protected against computer viruses. T/F

False

The group leader in who works directly in a laboratory has more legitimate power than the director of research and development T/F

False

A current analysis of organizational politics emphasizes that political skill combines social awareness with the ability to communicate well T/F

True

An important situational factor in the normative model is the importance of commitment T/F

True

Chief financial officer Nancy has a situational perspective on leadership because she believes that is she applies empowerment in various situations, the outcome might be different in some of the situations T/F

True

Head of accounts payable, Bertha, engages in rationalization when she creates a few false invoices, and then says, "I was only trying to lower the company's tax burden.". T/F

True

Middle manager Sylvie regularly tells her group members about the importance of treating people fairly, and she is fair with her employees. Sylvie therefore has integrity T/F

True

Reestablishing the normal work routine tends to have a positive effect on employees after the organization has faced substantial crisis T/F

True

Strategic leadership of ethics and social responsibility includes the idea that senior management sets the tone fore ethics and social responsibility throughout the organization T/F

True

Which one of the following is the least recommended approach to leadership during a crisis? a. Reestablish the usual work routine. b. Be a transactional leader. c. Lead with compassion. d. Be decisive.

b. Be a transactional leader.

The general thrust of path-goal theory is to specify what the leader must do to a. make a directive style of leadership acceptable. b. achieve high productivity and morale in a given situation. c. improve the work attitudes of group members. d. make the situation more favorable.

b. achieve high productivity and morale in a given situation.

According to the normative decision model, when group development is a high priority, the leader a. emphasizes decision significance. b. becomes less concerned with group commitment. c. relies more on the group to make decisions. d. relies more on himself or herself to make decisions.

c. relies more on the group to make decisions.

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

Which one of the following actions or events would bring a person legitimate power? a. Obtaining an M.B.A. b. Being well liked by an honest executive c. Developing charisma d. Being appointed a corporate officer

d. Being appointed a corporate officer

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.

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

A recommended approach to promoting ethical behavior throughout the organization is to a. base rewards on seniority so people will not cut corners to perform well. b. implement a recognition program called "whistleblower of the month." c. hire only those candidates who have taken a course in ethics. d. reward people who have performed well and behaved ethically.

d. reward people who have performed well and behaved ethically.