chapter 8

b. understands the values, motives, and goals of the target.

10. An inspirational appeal is more likely to be effective when the influence agent a. pushes hard for his or her own agenda. b. understands the values, motives, and goals of the target. c. disguises what he or she is attempting to accomplish. d. mixes the inspirational appeal with a touch of Machiavellianism.

b. combine your power with that of others.

12. 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.

c. appears more concerned about team play than about individual accomplishment.

13. Team play can be an influence tactic when a person a. develops a large network. b. gets others to work as a team but is a solo player himself or herself. c. appears more concerned about team play than about individual accomplishment. d. behaves as an authoritarian leader.

d. get involved directly in solving customer problems.

14. 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. BlackBerry or other personal digital assistant.

15. A particularly useful information technology tool for a hands-on leader is a(n) a. MP3 player. b. iPod. c. fax machine. d. BlackBerry or other personal digital assistant.

d. "I may not be well informed, but here is my opinion."

17. Oscar engages in debasement when he tells the person he is trying to influence a. "You are well dressed today." b. "Scientific evidence suggests that my position is correct." c. "How important is your paycheck to you?" d. "I may not be well informed, but here is my opinion."

a. praise that person lavishly.

18. A good example of ingratiation when dealing with a person you are trying to influence would be for you to a. praise that person lavishly. b. ignore his or her first three demands. c. mention your power contacts. d. stretch the truth to look good.

b. some leaders become ingratiating to suit a particular occasion.

19. An important observation noted about the influence tactic of ingratiation is that a. most workers resist being pleased by a superior. b. some leaders become ingratiating to suit a particular occasion. c. it works best with technically oriented workers. d. it is an almost desperate, last-ditch technique.

a. exercise power.

2. 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.

b. being direct might be interpreted as being too harsh.

20. 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.

a. weaker influence tactics.

23. When group members are trusted, the leader is more likely to use a. weaker influence tactics. b. stronger influence tactics. c. inspirational techniques. d. appeals to higher authority.

b. resulted in less helping behavior by group members.

24. A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader a. resulted in more helping behavior by group members. b. resulted in less helping behavior by group members. c. tended to be regarded with suspicion. d. tended to decrease commitment to the organization.

c. begin with the most positive, or least abrasive, tactic.

25. A rule of thumb offered for the sequencing of influence tactics is to a. first mirror the influence tactic of the other person, then try your own. b. begin with the ethical, then shift to the unethical. c. begin with the most positive, or least abrasive, tactic. d. first be more serious, then move toward joking and kidding.

d. influences others through force of personality.

11. An individual who has strong personal magnetism a. relies on formal authority to influence others. b. influences others by breaking down their defenses. c. is likely to draw a lot of enemies to him or her. d. influences others through force of personality.

a. work every Saturday to be evaluated as a good team player.

16. An example of Machiavellianism would be for a manager to tell a group member that he or she must a. work every Saturday to be evaluated as a good team player. b. accomplish goals that fit the company's strategic goals. c. conform with company rules and regulations. d. have lunch together to discuss a new software system.

a. attempt to change the organization culture.

21. When a top-level executive wants to influence a large number of employees, the executive will most likely a. attempt to change the organization culture. b. use ingratiation with as many workers as feasible. c. exchange favors with as many workers as feasible. d. create the position of organizational change agent.

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

22. 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. explains that top management wants quality improvements.

8. Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore, a. develops a large number of people within her network. b. does favors for people so she can call on them later. c. explains that top management wants quality improvements. d. consults regularly with group members.

a. commitment, compliance, and resistance.

3. Three points on the influence continuum are a. commitment, compliance, and resistance. b. power, skills, and outcomes. c. manipulation, ingratiation, and submission. d. empowerment, obedience, and concession.

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

30. 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.

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

4. 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.

d. credibility of the influence agent.

5. A major moderating variable in the use of rational persuasion is the a. age of the organization. b. number of organizational levels. c. age of the influence agent. d. credibility of the influence agent.

c. Leading by example

6. Which one of the following influence tactics requires that the leader/manager serve as a model the desired behavior? a. Exchanging favors and bargaining b. Rational persuasion c. Leading by example d. Getting network members to support your position

b. give the other person as much time as is feasible to comply.

7. A recommended technique for exchanging favors is to a. give the other person a tight deadline for compliance. b. give the other person as much time as is feasible to comply. c. explain why you are worthy of receiving special treatment. d. limit your request to one, clear-cut option.

a. display emotion as needed.

9. 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.

b. many workers doubt that their leader will be around for long.

1. One reason for the importance of the leader using influence tactics is that a. formal authority has almost disappeared. b. many workers doubt that their leader will be around for long. c. many workers assume that their leader will be around for a long time. d. the vast majority of employees worry about job security.

b. low-cost, low-risk tactic.

26. A guideline offered for the sequencing of influence tactics is to begin with a a. high-cost, high-risk tactic. b. low-cost, low-risk tactic. c. low-cost, high-risk tactic. d. moderate-cost, moderate-risk tactic.

a. the less the need for being cautious in the use of influence tactics.

27. In terms of exerting influence, the more position power a person has over another, a. the less the need for being cautious in the use of influence tactics. b. the more the need for being cautious in the use of influence tactics. c. the more important it is to be polite and courteous. d. the more important it is for the influence agent to confer with higher management about the influence attempt.

d. about the attributes of an ideal organizational leader.

28. Implicit leadership theories deal mostly with the personal assumptions a. about the type of leader most people would like to become. b. leaders make about the capabilities of group members. c. companies make about their leaders. d. about the attributes of an ideal organizational leader.

c. tyranny.

29. According to implicit leadership theories, an example of a leadership antiprototype would be a. intelligence. b. charisma. c. tyranny. d. femininity.