PPL and Work 14

Which of the following is true about referent power? It is innate and cannot be acquired or developed. It is more formal than other kinds of power. It is the power that comes from respect, admiration, and loyalty. It prevents first-line managers from being effective leaders. It weakens leader-member relations.

It is the power that comes from respect, admiration, and loyalty.

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the trait model. Fiedler's contingency model. House's path-goal theory. leader substitutes model. behavior model.

behavior model.

_____ is the authority a manager has by virtue of his or her position in an organization's hierarchy. Reward power Legitimate power Coercive power Referent power Virtual power

legitimate power

_____ are those organization members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment. Leaders Subordinates Trainees Facilitators Managers

mangers

In Fiedler's model, _____ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. position personal virtual transitional informal

position

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them. reward transient coercive referent virtual

referent

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them? task-oriented leaders power-oriented leaders relationship-oriented leaders performance-oriented leaders achievement-oriented leaders

relationship-oriented leaders

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests. directive behaviors supportive behaviors task-oriented behaviors achievement-oriented behaviors. structural behaviors

structural behaviors

Women tend to be stereotyped as being supportive. task-oriented. controlling. directive. focused on task accomplishment.

supportive

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment? task-oriented leaders nurturing-oriented leaders relationship-oriented leaders affiliation-oriented leaders considerate leaders

task-oriented leaders

Which model of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders? task-oriented model path-goal model contingency model trait model relationship-oriented model

trait model

Jeremy motivates his team members primarily by rewarding and reprimanding them. Jeremy uses _____ leadership. transformational transactional transient supportive referent

transactional

Luis regularly reminds his team members of the purpose of their work and why they are important to the organization. He also regularly reminds his team members of their own needs for personal growth, development, and accomplishment. His team members are motivated to work for the good of the organization. Luis has a _____ leadership style. supportive transactional transformational instrumental transient

transformational

_____ makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization. Transient leadership Transactional leadership Transformational leadership Terminal leadership Task-oriented leadership

transformational leadership

According to Fiedler, _______ is the extent to which subordinates trust and are loyal to their superior. empowerment task-orientation leader-member relations initiating structure position power

leader-member relations

Amanda exerts influence over other people and motivates and directs their activities so that they work toward organizational goals. Amanda is known as a figurehead. spokesperson. monitor. leader. negotiator.

leader.

Marco hires new employees, assigns them work, and monitors their performance. What type of power does Marco use? transformational legitimate informal transient instrumental

legitimate

_____ models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context. Trait Contingency Empowerment Behavior Structural

Contingency

Which of the following is true about reward power? Effective managers use their reward power sparingly. Effective managers use rewards in a controlling manner, signaling to subordinates that the manager has the upper hand. Managers who exercise coercive power more often than reward power create a tension-free work environment. Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce. The use of reward power seldom produces high performance and is questionable ethically.

Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates. Transactional Charismatic Developmental Terminal Transient

Charismatic

_______ are the two basic kinds of leader behaviors identified by the behavior model of leadership. Intrinsic and extrinsic Instrumental and terminal Task-structure and task-orientation Ethnocentric and xenocentric Consideration and initiating structure

Consideration and initiating structure

Which of the following managers is effective? Dorothy, who uses coercive power sparingly because it robs employees of their dignity Marcus, who uses reward power sparingly when trying to motivate employees Vanessa, who uses reward power in a controlling manner Felix, who ignores the opinions of other people because he has considerable expert power Annis, who uses coercive power frequently to keep her employees in line

Dorothy, who uses coercive power sparingly because it robs employees of their dignity

Which of the following is true about leadership styles? Effective leadership styles vary with individual, culture, and country. Developing an effective personal leadership style is easy for top-level managers. Effective leaders frequently employ coercive power. A leadership style which is effective in one country will be effective in all countries. A leadership style which involves sharing power compromises effectiveness in servant leaders.

Effective leadership styles vary with individual, culture, and country.

Which of the following is true about empowerment? Empowerment is detrimental to effective leadership. Empowerment increases managers' involvement in routine tasks. Empowerment gives managers more time to concentrate on their pressing concerns. Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate. Empowerment is not incorporated readily into modern management styles.

Empowerment gives managers more time to concentrate on their pressing concerns.

Which of the following is true about expert power? Managers with expert power establish an atmosphere of creativity by demanding complete obedience. Expert power tends to be best used in a guiding or coaching manner. Expert power is based on the special knowledge and skills that subordinates possess and managers don't. Expert power is innate and cannot be acquired or developed through experience. Employees seldom trust managers with expert power.

Expert power tends to be best used in a guiding or coaching manner.

Which of the following is true about male and female managers? Male and female managers have been found to be equally participative as leaders. Male and female managers differ significantly in their propensities to perform different leader behaviors. Male managers tend to involve subordinates in their decision making more often than female managers. Female managers tend to hand out more lenient punishments than male managers. Male managers have less difficulty managing interpersonal relationships than female managers.

Female managers tend to hand out more lenient punishments than male managers.

Leader-member relations, task structure, and position power are the situational characteristics identified by Fiedler's contingency model. the trait model of leadership. the behavior model of leadership. House's path-goal theory. the leader substitutes model.

Fiedler's contingency model.

Which of the following is true about empowerment? It requires managers to spend more time on day-to-day supervision. It seldom produces high performances. It can result in dangerous working conditions. It increases employees' motivation and commitment. It decreases employees' involvement.

It requires managers to spend more time on day-to-day supervision.

_______ is the process by which a person exerts influence over others and inspires, motivates, and directs their activities. Empowerment Determinism Leadership Benchmarking Positivism

Leadership

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power. Reward power Legitimate power Coercive power Referent power Virtual power

Referent power

Which of the following managers is a servant leader? Kerry, who maintains tight control over subordinates and makes frequent demands of them Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers Sandy, who does not share power with followers or prioritize the development of their skills Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Which of the following is true about Denise, a manager who has significant referent power? She is used as a role model by many of her employees. She is unpopular with subordinates and superiors alike. She is an ineffective and inefficient leader. She cannot command the respect and admiration of her employees. She cannot command the respect and admiration of her superiors.

She is used as a role model by many of her employees.

_________ is the extent to which the work of subordinates is clear so that they know what to do and how to do it, according to Fiedler. Consideration Task structure Empowerment Leader-member relations Position power

Task structure

Which of the following is true about managers with high emotional intelligence? They easily encourage their employees to be creative. They find it hard owning up to their mistakes. They use coercive power frequently. They have a hard time empathizing with subordinates. They have poor interpersonal skills.

They easily encourage their employees to be creative.

Why might female managers be more participative than their male counterparts? They face more resistance to influence than men. They engage in more initiating structure than men. They engage in more consideration than men. They tend to be more relationship-oriented as managers. They have poorer interpersonal skills than male managers.

They face more resistance to influence than men.

According to the path-goal theory, which of the following is true about achievement-oriented behaviors? They are advisable when subordinates are experiencing high levels of stress. They motivate subordinates to perform at the highest level possible. They clear a subordinate's path of challenges and obstacles. They include expressing concern for subordinates and looking out for their best interests. They are most effective when applied to subordinates who are highly motivated.

They motivate subordinates to perform at the highest level possible.

Coercive power fosters high performance if used often. respects employee dignity and raises employee morale. can have negative effects and should be used sparingly. helps establish rapport between managers and employees. is the cornerstone of effective leadership.

can have negative effects and should be used sparingly.

Aidan has a new idea, and he has been able to inspire his team members to support his vision. This is an example of _____ leadership. transactional developmental structural charismatic stimulating

charismatic

Lillian shows her subordinates that she trusts and respects them and cares about them. According to the behavior model of leadership, Lillian engages in initiating structure. consideration. task-orientated behavior. job-oriented behavior. task-structuring.

consideration.

Female managers engage in more consideration than male managers. tend to be harsher than male managers when they punish their subordinates. tend to make more decisions on their own. tend to be less participative than male managers. continue to be underrepresented in top leadership posts.

continue to be underrepresented in top leadership posts.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance. directive behaviors supportive behaviors relationship-oriented behaviors affiliation-oriented behaviors instrumental behaviors

directive behaviors

The serving staff at Mary's Diner does not have to check with their supervisor before offering customers free dessert when the customers are dissatisfied with their dine-in experience. This is an example of employee empowerment. reward power. expert power. servant leadership. personal power.

employee empowerment

House's path-goal theory is based on expectancy theory. Maslow's hierarchy of needs. equity theory. Herzberg's motivator-hygiene theory. McClelland's theory of needs.

expectancy theory.

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has referent power. transformational power. virtual power. legitimate power. expert power.

expert power.

Leaders engage in _____ when they take steps to make sure that work gets done and employees perform their jobs sufficiently. initiating structure supportive behaviors consideration behaviors employee-centered behavior concern for people

initiating structure

____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer. Intellectual stimulation Transient power Coercive power Transactional leadership Virtual stimulation

intellectual simulation