MGMT Final- Chapter 14
According to Kotter, companies manage complexity in which of the following ways? A. Organizing resources B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction
A
Faruk is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to complement the work of his staff, and is so enthusiastic about their successes. According to revised path-goal theory, Faruk is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented
A
From the University of Michigan and Ohio State studies, one management expert concluded that effective leaders tend to do all of the following EXCEPT which? A. Change leadership styles according to the situation B. Have supportive relationships with employees C. Use group rather than individual methods of supervision D. Set high performance goals E. Have an employee-centered leadership style
A
In the contingency leadership model, filling out the least preferred co-worker (LPC) questionnaire helps you to assess situational control. (True/False)
False
Inspirational appeals are considered a soft tactic among generic influence. (True/False)
True
Manager's authority to punish their subordinates results in coercive power. (True/False)
True
Managers' legitimate power allows them to hire, fire, reward, and punish. (True/False)
True
One's authority comes as part of one's job. (True/False)
True
Physical fitness, one of the biophysical traits, is considered to be a key leadership trait. (True/False)
True
Studies show that female executives are better than male executives at motivating others. (True/False)
True
The Hersey-Blanchard situational leadership model is not strongly supported by scientific research. (True/False)
True
The University of Michigan leadership model identified two leadership styles: job-centered and employee-centered. (True/False)
True
Women executives believe that their exclusion from important informal networks is one of the biggest barriers to women's promotion to senior leadership positions. (True/False)
True
Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational
E
In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.
A
Jay's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Jay has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.
A
The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency
A
The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. Hersey-Blanchard's situational leadership model. D. House's path-goal theory. E. charismatic leadership theory.
A
The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics.
A
Trey was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert
A
When Melinda saw Carrie stuffing her purse with expensive printer cartridges, Carrie was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.
A
According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations
B
Amanda leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Amanda should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure
B
Emily is outgoing, warm and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Emily has ______ power. A. legitimate B. referent C. reward D. coercive E. expert
B
Employees at Kearns Seafood were really impressed with the new CEO, Jane. She was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jane is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire
B
Javier, the CEO of a small travel company, treated company resources as if they were his own, and his employees even better. He cared about the staff deeply and even organized international volunteering activities to promote their growth. Javier could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactional
B
Organizations may apply trait theory by A. considering the relationships among employees. B. using management development programs. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.
B
The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency
B
The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.
B
The leadership model that suggests that leaders should adjust their leadership style according to the readiness of the followers is the A. Greenleaf's servant leadership model. B. Hersey and Blanchard's situational leadership model. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.
B
The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert
B
______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders
B
______ leadership is most likely to be needed when people work in teams, are involved in complex projects, or are doing knowledge work. A. Transformational B. Shared C. Transactional D. Servant E. Charismatic
B
_______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude
B
According to a BusinessWeek summary of management studies, men score better than women do on A. fostering communication. B. producing high-quality work. C. strategic planning. D. motivating others. E. listening to others.
C
According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic
C
According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control
C
Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement-oriented. C. task-oriented or relationship-oriented. D. telling, selling, participating, or delegating. E. charismatic or non-charismatic.
C
House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.
C
In Hersey-Blanchard's situational leadership model, when a manager encourages followers to solve problems on their own and uses shared decision making, she is using the ______ style. A. supporting B. telling C. participating D. delegating E. selling
C
In the leadership-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as A. preferred coworker exchange B. servant exchange C. in-group exchange D. special exchange E. socialized exchange
C
Kojika supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Kojika is kind and patient with the staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Kojika is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based
C
Of the following, which is the best way for leaders to cope with change? A. Problem-solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends
C
Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals
C
Which of the following is NOT advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities B. Anticipate, adapt to and embrace change C. Focus on workplace learning rather than the classroom D. When considering a job or industry, don't rely on reputation E. Develop your communication skills
C
Which of the following is NOT positively associated with transformational leadership, according to research? A. Employee job satisfaction B. More employee identification with their immediate work groups C. Lower levels of internal competition D. Higher levels of group cohesion E. More work engagement
C
Two major dimensions of leader behavior from Ohio State Leadership Behavior?
Consideration and initiating structure
A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader.
D
Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals.
D
In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff
D
In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure.
D
In the situational leadership model, ______ is defined as the extent to which a follower possesses the ability and willingness to complete a task. A. referent power B. charisma C. personalized power D. readiness E. task structure
D
In the situational leadership model, which of the following leadership styles is recommended for employees with the highest levels of readiness? A. Supporting B. Telling C. Participating D. Delegating E. Selling
D
Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate
D
Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation & networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation
D
MySpace founders Anderson and DeWolfe could best be described as which type of leaders? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional
D
One of Kurt's subordinates, Rosie, has never learned to run customized reports and is insecure about learning. Nikko doesn't know how to do it either but is eager to try and has a lot of confidence that he can figure it out. In the situational model, Kurt should use a ______ style with Rosie, and a ______ style with Nikko. A. participating; selling B. selling; telling C. selling; participating D. telling; selling E. selling, delegating
D
The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait
D
The amount of influence a leader has in his immediate work environment is called his A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure.
D
Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work
D
Which of the following is a tip to be a successful e-leader? A. Follow the strategy you set B. Be a transactional leader C. Minimize "off-line" time with team members D. Use global English E. Use videoconferencing as frequently as possible
D
______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most effective worldwide. A. Servant leader B. E-leadership C. Contingency model D. GLOBE project E. Full-range approach
D
A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.
E
According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship
E
According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other.
E
April congratulated her staff when the team received an industry award for their project, and also sent a company-wide email announcing it. Here, April is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward
E
Brent brought his proposal to Allison even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Brent is using which influence tactic? A. Legitimating tactics. B. Inspirational appeals. C. Ingratiating tactics. D. Personal appeals. E. Consultation.
E
In the situational leadership model, as follower readiness increases from low to high, which of the following represents the order in which leaders' styles should progress? A. Telling, participating, delegating, selling B. Telling, selling, delegating, participating C. Selling, telling, delegating, participating D. Selling, participating, delegating, telling E. Telling, selling, participating, delegating
E
Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.
E
One of three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure
E
The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency
E
A recent study shows that male executives are better than female executives at producing high-quality work. (True/False)
False
According to GLOBE research, a perfectionist leader is universally disliked. (True/False)
False
According to situational leadership theory, readiness is the extent to which a manager possesses an ability to provide direction and support to followers. (True/False)
False
According to the University of Michigan Leadership Model, a manager who pays more attention to making work groups cohesive than productivity numbers would be described as socially-centered. (True/False)
False
Studies among employees reveal that pressure tactics are most commonly used to influence others in the workplace. (True/False)
False
Many people at Duke Aficionados go to Ben rather than the IT department when they're having computer problems; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Ben has referent power. (True/False)
False *Ben has expert power*
According to a study, nearly twice as many men as women aspire to be CEO. (True/False)
False *55% Women and 57% Men*
One of the ways companies manage complexity is by aligning people. (True/False)
False *Leaders are concerned with aligning people*
Leadership is the ability to require employees to pursue organizational goals. (True/False)
False *Leadership is the ability to influence employees to voluntarily pursue organizational goals.*
Leadership functions include planning, budgeting, organizing, and staffing (True/False)
False *Managerial functions*
Leader behaviors are one of the contingency factors in the path-goal leadership model. (True/False)
False *employee characteristics & Environmental factors*
Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics. (True/False)
False *exchange tactics*
In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale. (True/False)
False *least preferred coworker*
Power that is directed at helping oneself is called self-serving power. (True/False)
False *personalized power*
Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used. (True/False)
False *soft tactics are used*
Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness. (True/False)
False *we rather than I*
Power deriving from ones personal attractions is known as...?
Referent power
According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation. (True/False)
True
In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate (True/False)
True
