Principles of Management ch 14, 16, 18 TESTBANK
Legitimate power differs from referent power in that legitimate power is the ability to influence through: A. authority. B. skills, knowledge, and information. C. expertise. D. punishment. E. rewards.
A
Servant leadership differs from visionary leadership in that servant leadership: A. is follower-centered. B. influences through authority. C. controls persons in subordinate positions. D. influences through punishment. E. is coercive.
A
Which of the following accurately defines reward power? A. It is the capacity to offer something of value as a means of influencing other people. B. It is the capacity to punish or withhold positive outcomes as a means of influencing other people. C. It is the capacity to influence other people by virtue of formal authority, or the rights of office. D. It is the capacity to influence other people because of specialized knowledge. E. It is the capacity to influence other people by personally identifying with them.
A
Identify the function of a leader who is production-centered from the following statements. A. Displays sensitivity toward the needs of employees B. Monitors performance results of employees C. Shows trust in employees D. Acts with supportiveness toward employees E. Respects the feelings of employees
B
Which of the following is a benefit of having a visionary leadership? A. It only exists when every team member exercises power and achieves influence within an organization. B. It gives meaning to people's work; it makes what they do seem worthy and valuable. C. It is only based on serving others and helping them use their talents fully so that organizations benefit society. D. It never allows team members to take decisions and act accordingly. E. It requires managers to act in a unilateral fashion and retain authority and information.
B
Which of the following statements refer to expert power? A. It is the capacity to influence other people by virtue of formal authority, or the rights of office. B. It is the capacity to influence other people because of specialized knowledge. C. It is the capacity to offer something of value as a means of influencing other people. D. It is the capacity to influence other people by personally identifying with them. E. It is the capacity to punish or withhold positive outcomes as a means of influencing other people.
B
Which of the following types of powers is a manager exerting when he or she says, "I am the boss; therefore, you are supposed to do as I ask"? A. Referent power B. Legitimate power C. Coercive power D. Expert power E. Reward power
B
Coercive power is the capacity to: A. offer something of value as a means of influencing other people. B. influence other people by virtue of formal authority, or the rights of office. C. punish or withhold positive outcomes as a means of influencing other people. D. influence other people because of specialized knowledge. E. influence other people by personally identifying with them.
C
When a leader is said to have cognitive ability what does it indicate? A. The leader has high energy, displays initiative, and is tenacious. B. The leader is creative and original in his or her thinking. C. The leader has the intelligence to integrate and interpret information. D. The leader enjoys influencing others to achieve shared goals. E. The leader has confidence in his or her abilities.
C
Which of the following bases of power refers to the ability to influence through identification? A. Legitimate power B. Expert power C. Referent power D. Coercive power E. Reward power
C
Which of the following is true of legitimate power? A. It can only be obtained through the use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments. B. It can only be gained from experience and accomplishments as well as access to useful information. C. It is the right by virtue of one's organizational position or status to exercise control over persons in subordinate positions. D. It only exists when people expect rewards and a leader makes rewards inconsistently available. E. It is derived from charisma or interpersonal attractiveness.
C
When a manager uses referent power, he or she has the capacity to: A. influence other people using specialized knowledge. B. influence other people by virtue of formal authority, or the rights of office. C. punish or withhold positive outcomes as a means of influencing other people. D. influence other people because of their desire to identify personally with the manager. E. offer something of value as a means of influencing other people.
D
Which of the following is a function of leading? A. Setting directions and objectives B. Bringing together resources C. Creating structures D. Motivating commitment and hard work E. Ensuring results
D
Which of the following is true of referent power? A. It is only maintained by protecting one's credibility by not overstepping boundaries and pretending to have expertise that really isn't there. B. It is only based on serving others and helping them use their talents fully so that organizations benefit society. C. It never allows others to exercise power and achieve influence within an organization. D. It can be developed and maintained through good interpersonal relationships that encourage the admiration and respect of others. E. It never allows managers to act in a unilateral fashion.
D
Identify the definition of legitimate power from the following. A. It is the capacity to influence other people using specialized knowledge. B. It is the capacity to influence other people by personally identifying with them. C. It is the capacity to offer something of value as a means of influencing other people. D. It is the capacity to punish or withhold positive outcomes as a means of influencing other people. E. It is the capacity to influence other people by virtue of formal authority, or the rights of office.
E
When a leader enjoys influencing others to achieve shared goals, he or she has the personal trait of _____. A. dependability B. flexibility C. cognitive ability D. integrity E. motivation
E
Which of the following accurately defines "empowerment"? A. The ability to manage emotions in social relationships B. The ability to exercise dominating power over people to force them to be more productive C. The ability to act with honesty, credibility, and consistency in putting values into action D. The process of explaining task directions in a supportive and persuasive way E. The process of allowing others to exercise power and achieve influence within an organization
E
Which of the following is a basis of personal power? A. Reward power B. Coercive power C. Legitimate power D. Authority power E. Referent power
E
A laissez-faire leader emphasizes both tasks and people
F
A leader who is strong in emotional intelligence lacks self-awareness.
F
A leader's choice among alternative decision-making methods is governed only by the decision time factor.
F
According to Frederick Herzberg, issues related to the work environment are satisfier factors.
F
According to Peter Drucker, effective leadership is primarily based on being clever and not on being consistent.
F
According to the hierarchy of needs theory, the lower-order needs focus on desires for psychological development and growth.
F
An active listener must never paraphrase and restate to the source what he thinks he is hearing.
F
An authority decision is made by a leader after receiving information, advice, or opinions from group members.
F
An effective communication is always efficient.
F
An intermittent reinforcement schedule works best to draw forth a desired behavior.
F
Benevolents are people who have a desire to be over-rewarded.
F
Coercive power involves use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments.
F
Controlling relies on organizing to process information to measure performance results.
F
Employees receive two consecutive days off from work each week in a compressed workweek schedule.
F
Ethnocentrism refers to favoritism shown to relatives or close friends by those in power (as by giving them jobs).
F
Expectancy theory predicts that high expectancy, instrumentality, and valence will result in zero motivation.
F
Expertise is a power derived from charisma or interpersonal attractiveness.
F
Extinction strategies are employed to strengthen or increase the frequency of desirable behavior.
F
Feedback is useful and constructive as long as it satisfies some personal need of the sender.
F
Fred Fiedler developed the situational leadership model.
F
Fred Fiedler's research showed that both the task-oriented and the relationship-oriented leadership styles were effective all the time.
F
Interactive leadership uses command-and-control use of position power to get work done.
F
Job rotation makes jobs vertically bigger by expanding the job depth.
F
Legitimate power is the ability to influence through expertise.
F
McClelland believes that the need for personal power is essential to managerial leadership.
F
Mediation usually includes a formal hearing in which the mediator listens to both sides and reviews all facets of the case before issuing a ruling.
F
Negotiation is the process of making joint decisions when the parties involved have similar preferences.
F
Passive listening involves being sincere and trying to find out the full meaning of what is being said.
F
People tend to respond to interpersonal conflict only through assertive behavior.
F
Physical characteristics such as a person's height, weight, and physique contribute in determining leadership success.
F
Substance goals are tied to the ways people work together while negotiating and how they will be able to work together again in the future.
F
Substantive conflicts result from feelings of anger, distrust, dislike, fear, and resentment, as well as from personality clashes and relationship problems.
F
The "telling" error occurs when the parties to a negotiation fail to listen well enough to understand what the others are saying.
F
The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.
F
The compromise style of conflict management pretends that conflict doesn't really exist.
F
The lower-order needs in Maslow's hierarchy of needs theory are similar to growth needs in ERG theory.
F
The quality of leader-member relations measures the degree to which a position gives a leader power to reward and punish subordinates.
F
The two bases of position power are expertise and reference.
F
Transformational leaders use their position of authority to inspire followers.
F
Under-reward inequity occurs when an individual perceives that his or her outcomes-to- inputs ratio is greater than that of his or her referent.
F
Visionary leadership is based on serving others and helping them use their talents fully so that organizations benefit society.
F
Whereas social capital is basically what you know, intellectual capital comes from the people you know and how well you relate to them.
F
A human relations leader emphasizes people over task.
T
A lack of communication transparency is evident when managers try to hide information and restrict access to it by organizational members.
T
A leader high in concern for task, plans and defines the work to be done, assigns task responsibilities, sets clear work standards, urges task completion, and monitors performance results.
T
A manager who follows a democratic style of leadership is known as a team manager.
T
A manager who follows a laissez-faire style of leadership is known as an impoverished manager.
T
A negotiator from a low-context culture is used to getting information through direct questions and answers.
T
A visitor dropping in during the middle of a meeting is an example of a distraction that can interfere with the effectiveness of communication.
T
Abraham Maslow classifies physiological needs as lower-order needs in his human needs theory.
T
According to Herzberg, improving the hygiene factors can increase job satisfaction and motivation.
T
According to Stacy Adams, to deal with negative inequity, people change their work inputs by putting less effort into their jobs.
T
According to the hierarchy of needs theory, the need to self-actualize can never be fully met.
T
Changing reward systems is a way of reinforcing teamwork and reducing the tendencies of team members to compete with one another.
T
Consultative decisions and group decisions contribute to leadership development by allowing others to gain experience in the problem-solving process.
T
Due to information filtering, the higher levels get biased and inaccurate information from below and end up making bad decisions.
T
Emails can be used as documentation for conveying directives.
T
Flexible working hours help to reduce stress and also provide greater autonomy to employees.
T
High need achievers prefer achievable but challenging goals and expect feedback on performance.
T
In McClelland's view, the successful executive is likely to possess a high need for social power that is greater than an otherwise strong need for affiliation.
T
In a reward power relationship, the power is lost as soon as the value of the reward or the reward itself is taken away.
T
Job enrichment works best when people have appropriate knowledge, skills, and abilities to perform the job.
T
Leadership styles are recurring patterns of behaviors exhibited by leaders.
T
Locke's goal-setting theory states that task goals can be motivating when they are set through participatory means.
T
Managers can create positive instrumentalities by rewarding people on a performance- contingent basis.
T
Moral leadership begins with personal integrity, a concept fundamental to the notion of transformational leadership.
T
No one should lose in a principled negotiation, and positive relationships should be maintained in the process.
T
Not all conflict can be resolved at the interpersonal level.
T
Path-goal theory contributed to the recognition of substitutes for leadership.
T
Performance-outcome expectancy refers to a person's belief that successful performance will be followed by rewards and other work related outcomes.
T
Planning is accomplished and plans are shared through the communication of information.
T
Punishment strategies can be effective when the managers focus on the undesirable behavior rather than the characteristics of the person.
T
The concept of servant leadership fits with the concept of a moral leader.
T
The distance between people conveys varying intentions in terms of intimacy, openness, and status in interpersonal communications.
T
The equity theory states that people who are treated unfairly will be motivated to act in ways that reduce the perceived inequity.
T
The physical layout of an office or room is a form of nonverbal communication.
T
The process of alternative dispute resolution utilizes mediation or arbitration, but does so only after direct attempts to negotiate agreements between the conflicting parties have failed.
T
To build credibility through expertise, you must be knowledgeable about the issue in question or have a successful track record in dealing with similar issues in the past.
T
Too little conflict promotes complacency.
T
Unless a conflict is fully resolved, it may remain latent only to emerge again in the future.
T
Until the other party's reservation point is known and each party realizes that a positive bargaining zone exists, it is difficult to negotiate effectively.
T
Verbal persuasion is a way of enhancing self-efficacy by praising the efforts of a person performing a job.
T
