E-Man Chapter 14

65. Which of the following is a characteristic of a democratic leader? A. Gets things done while sharing information B. Retains authority and information C. Acts in a unilateral fashion D. Acts in a command-and-control fashion E. Acts with a "do the best you can and don't bother me" attitude

A

67. According to Fiedler's contingency model, the quality of leader-member relations measures _______. A. the degree to which the group supports the leader B. the extent to which task goals and procedures are clearly spelled out C. the extent to which leader has authority over his or her supporters D. the degree to which the position gives the leader power to reward subordinates E. the degree to which the position gives the leader power to punish subordinates

A

57. Which of the following is a feature of an autocratic leader? A. Emphasizes task over people B. Lets the team members make decisions C. Shows little concern for the task D. Encourages participation in decision making E. Helps others develop their skills and capabilities

A

78. According to the path-goal leadership theory, which of the following is a function highlighted in directive leadership style? A. Clarifying the leader's role in the group B. Showing concern for the well-being of subordinates C. Emphasizing continuous improvement in performance D. Involving team members in decision making E. Displaying confidence in meeting high standards

A

84. Which of the following is true of supportive leadership? A. When task challenge is insufficient in a job, supportive leadership helps to set goals and raise performance aspirations. B. When worker self-confidence is low, supportive leadership can increase confidence by emphasizing individual abilities and offering needed assistance. C. When a leader is short of ideas, supportive leadership encourages workers to give their suggestions. D. When performance incentives are poor, supportive leadership might clarify individual needs and identify appropriate rewards. E. When job assignments are unclear, supportive leadership helps to clarify task objectives and expected rewards.

B

88. Which of the following notions is central to the leader-member exchange theory? A. That when worker self-confidence is low, supportive leadership can increase confidence by emphasizing individual abilities and offering needed assistance B. That there is a tendency for leaders to develop special relationships with some team members, even to the point where not everyone is always treated in the same way C. That leaders adjust their leadership styles according to the situation D. That good leadership depends on the match or fit between a person's leadership style and situational demands E. That leaders are most effective when they make decisions in ways that best fit the problem situation

B

93. Daniel Goleman's work on leadership development emphasized the influence of a leader using his or her ________. A. educational quotient B. emotional intelligence C. cultural intelligence D. curiosity quotient E. intelligence quotient

B

28. 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

48. An employee-centered leader: A. monitors the performance of employees. B. urges task completion from the employees. C. sets clear work standards for the employees. D. maintains good social relations with the employees. E. defines the work to be done by the employees.

D

63. A democratic leader differs from an autocratic leader, in that a democratic leader: A. emphasizes task over people. B. acts in a unilateral fashion. C. shows little concern for the task. D. helps others develop their skills and capabilities. E. displays a command-and-control type of leadership.

D

102. Jerome, a young manager, strongly believes that his workers have the potential to accomplish better results on their jobs. Jerome believes that setting bold and ambitious objectives for his team members will enhance their overall performance levels. According to the path-goal theory, which of the following leadership styles has Jerome adopted? A. Directive leadership B. Supportive leadership C. Telling leadership D. Participative leadership E. Achievement-oriented leadership

E

54. A(n) ________ manager primarily focuses on getting work done with minimum effort. A. achievement-oriented B. team C. authority-obedience D. country club E. impoverished

E

73. In which of the following situations is a participating style of leadership recommended? A. With low-to-moderate readiness followers who are able but unwilling, or insecure B. With moderate-to-high-readiness followers who are unable, but willing or confident C. With low readiness followers who are unable but willing and insecure D. With the other extreme of low readiness, where followers are unable and unwilling, or insecure E. With high-readiness situations with able, willing, and confident followers

A

29. 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

32. Identify the definition of legitimate power from the following. A. It is the capacity to influence other people because of specialized knowledge. B. It is the capacity to influence other people because of their desire to identify personally with you. 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

42. Which of the following accurately defines "empowerment" through leadership? A. The ability to manage our emotions in social relationships. B. The ability to get someone else to do something you want done or to make things happen the way you want. 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 the organization.

E

44. 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

49. When a leader is high in concern for people, he or she: A. assigns task responsibilities. B. urges task completion from the employees. C. monitors the performance of employees. D. sets clear work standards for the employees. E. acts with supportiveness toward employees.

E

55. Which of the following characteristics refers to a leader practicing human relations style of leadership? A. Acting in a command-and-control fashion B. Acting in a unilateral fashion C. Acting with a "do the best you can and don't bother me" attitude D. Retaining authority and information E. Emphasizing people over task

E

69. According to the Hersey-Blanchard situational leadership model, the delegating style of leadership works best in: A. the other extreme of low readiness, where followers are unable and unwilling, or insecure. B. low-to-moderate-readiness followers who are able but unwilling, or insecure. C. moderate-to-high-readiness followers who are unable, but willing or confident. D. low -readiness followers who are unable but willing and insecure. E. high-readiness situations with able, willing, and confident followers.

E

70. According to the Hersey-Blanchard situational leadership model, which of the following types of leadership styles follows a low-task, low-relationship feature? A. Instructing B. Participating C. Selling D. Telling E. Delegating

E

77. Which of the following is true of the path-goal theory? A. It disregards the tendency of leaders to develop special relationships with some team members. B. It advances the theory that that one method can fit all situations in decision making. C. It promotes using just two types of leadership styles for varying situations. D. It advances theories against changing leadership styles according to situations. E. It advises leaders to shift among four styles in ways that fit situational needs.

E

82. Directive leadership differs from supportive leadership, in that directive leadership emphasizes: A. showing concern for the well-being of subordinates. B. involving team members in decision making. C. consulting team members and asking for suggestions. D. using team members' suggestions when making decisions. E. letting followers know what is expected.

E

10. An "impoverished manager" refers to a manager who follows a laissez-faire style of leadership.

True

11. Leadership style is a recurring pattern of behaviors exhibited by a leader.

True

12. A human relations leader emphasizes people over task.

True

13. A "team manager" refers to a manager who follows a democratic style of leadership.

True

18. Path-goal theory contributed to the recognition of substitutes for leadership.

True

20. Consultative and group decisions contribute to leadership development by allowing others to gain experience in the problem-solving process.

True

25. The concept of servant leadership fits with the concept of a moral leader.

True

26. Moral leadership begins with personal integrity, a concept fundamental to the notion of transformational leadership.

True

3. In a reward power relationship, the value of the power is lost as soon as the value of the reward or the reward itself is taken away.

True

8. 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.

True

87. Achievement-oriented leadership differs from participative leadership, in that participative leadership emphasizes the: A. setting of challenging goals as a method to enhance employee proficiency. B. clarification of task objectives and expected rewards. C. need for continuous improvement in performance. D. importance of setting goals and raising performance aspirations. E. involvement of team members in decision making

E

94. According to Daniel Goleman, which of the following influences a leader to be successful? A. The ability to offer something of value as a means of influencing other people. B. The ability to punish or withhold positive outcomes as a means of influencing other people. C. The ability to have a clear sense of the future. D. The ability to monitor the performance results of employees. E. The ability to manage our emotions in social relationships.

E

98. Which of the following is true of authentic leadership? A. It uses coercive measures to influence the behavior of followers. B. It allows others to exercise power and achieve influence within the organization. C. It helps to establish rapport with others and to build social capital through relationships and networks. D. It offers something of material value as a means of influencing other people. E. It activates positive psychological states to achieve self-awareness and positive self-regulation.

E

1. The two bases of position power are expertise and reference.

False

14. Fred Fiedler developed the situational leadership model.

False

15. The quality of leader-member relations measures the degree to which the position gives the leader power to reward and punish subordinates.

False

16. Fred Fiedler's research showed that, both the task-oriented and the relationship-oriented leadership styles were effective all the time.

False

17. Hersey-Blanchard situational leadership model suggests that leadership style is hard to change.

False

19. An authority decision is made by a leader after receiving information, advice, or opinions from group members.

False

2. Coercive power involves use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments.

False

21. A leader's choice among alternative decision-making methods is governed only by the decision time factor.

False

22. Transformational leaders use their position to inspire followers.

False

23. A leader strong in emotional intelligence lacks self-awareness.

False

24. Interactive leadership uses command-and-control use of position power to get work done.

False

27. According to Peter Drucker, effective leadership is primarily based on being clever and not on being consistent.

False

4. Expertise is a power derived from charisma or interpersonal attractiveness.

False

5. Legitimate power is the ability to influence through identification.

False

6. Visionary leadership is based on serving others and helping them use their talents fully so that organizations benefit society.

False

7. Physical characteristics such as a person's height, weight, and physique contribute in determining leadership success.

False

9. A laissez-faire leader emphasizes both tasks and people.

False

100. Debra is a manager who believes in being inclusive in decision making. She allows her subordinates to voice their opinion about relevant projects. She believes in helping them use their talents fully so that the organization can benefit the society. She also tries to empower others by providing them with information, responsibility, authority, and trust to make decisions and act independently. Which of the following types of leadership styles does Debra follow? A. Servant leadership B. Autocratic leadership C. Directive leadership D. Achievement-oriented leadership E. Laissez-faire leadership

A

30. 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 because of their desire to identify personally with you.

A

33. Legitimate power differs from referent power, in that legitimate power is the ability to influence through: A. authority. B. skills, knowledge, and information. C. identification. D. punishment. E. rewards.

A

41. 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

46. When a leader is high in concern for task performance, he or she: A. assigns task responsibilities to employees. B. maintains good social relations with employees. C. is sensitive toward employee needs. D. is supportive toward employees. E. shows trust in the employees

A

50. Which of the following is a function of a leader high in concern for people? A. The leader shows trust in the employees. B. The leader plans the work to be done by the employees. C. The leader assigns the work to the employees. D. The leader sets the work standards for the employees. E. The leader monitors the work of each employee.

A

53. According to Blake and Mouton's leadership grid, which of the following management traits would a laissez-faire leader have? A. Low concern for production; low concern for people B. Low concern for people; high concern for production C. High concern for production; high concern for people D. High concern for people; low concern for production E. Balanced concern between people and production

A

83. Which of the following is true of directive leadership? A. When job assignments are unclear, directive leadership helps to clarify task objectives and expected rewards. B. When worker self-confidence is low, directive leadership can increase confidence by emphasizing individual abilities and offering needed assistance. C. When task challenge is insufficient in a job, directive leadership helps to set goals and raise performance aspirations. D. When performance incentives are poor, directive leadership can clarify individual needs and identify appropriate rewards. E. When a leader is short of ideas, directive leadership encourages workers to give their suggestions.

A

90. According to the Vroom-Jago leader-participation model, consultative decisions differ from authority decisions in that in consultative decisions: A. the leader lacks the expertise or information to solve the problem. B. the leader has the information needed to solve the problem. C. the leader only has a supportive contribution in the decision making. D. the followers are likely to accept and implement the leader's decision. E. the followers make the decisions and the leader follows.

A

91. A transformational leader uses his or her ________ to inspire followers. A. personality B. authority C. position D. power E. expertise

A

96. Which of the following emotional intelligence competencies does a leader possess when he or she is able to empathize with others? A. Social awareness B. Self-management C. Relationship management D. Self-awareness E. Motivation and persistence

A

106. What are the four leadership styles identified by Robert House that can add value in different types of situations for a leaders?

Answer: Robert House believes that a leader can use these four leadership styles and actually shift back and forth among them: Directive leadership—letting followers know what is expected; giving directions on what to do and how; scheduling work to be done; maintaining definite standards of performance; clarifying the leader's role in the group. Supportive leadership—doing things to make work more pleasant; treating team members as equals; being friendly and approachable; showing concern for the well-being of subordinates. Achievement-oriented leadership—setting challenging goals; expecting the highest levels of performance; emphasizing continuous improvement in performance; displaying confidence in meeting high standards. Participative leadership—involving team members in decision making; consulting with them and asking for suggestions; using these suggestions when making decisions.

105. List out the personal traits of successful leaders identified by Shelley Kirkpatrick and Edwin Locke.

Answer: The following are the personal traits of successful leaders identified by Shelley Kirkpatrick and Edwin Locke: Drive—Successful leaders have high energy, display initiative, and are tenacious. Self-confidence—Successful leaders trust themselves and have confidence in their abilities. Creativity—Successful leaders are creative and original in their thinking. Cognitive ability—Successful leaders have the intelligence to integrate and interpret information. Job-relevant knowledge—Successful leaders know their industry and its technical foundations. Motivation—Successful leaders enjoy influencing others to achieve shared goals. Flexibility—Successful leaders adapt to fit the needs of followers and the demands of situations. Honesty and integrity—Successful leaders are trustworthy; they are honest, predictable, and dependable.

104. Define vision and explain the concept of visionary leadership.

Answer: Vision is a clear sense of the future. It is a future that one hopes to create or achieve in order to improve upon the present state of affairs. But simply having the vision of a desirable future is not enough. Truly exceptional leaders are really good at turning their visions into accomplishments. The term visionary leadership describes a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully. This means having a clear vision, communicating the vision, and getting people motivated and inspired to pursue the vision in their daily work. Visionary leadership gives meaning to people's work and it makes what they do seem worthy and valuable.

103. Gordon, a young manager, was recently asked to repress a growing demand in his team for a team raise. The management had promised him a special bonus if he could achieve this. Gordon, who held strong ethical principles, refused the offer and instead supported his team's demand. Gordon's support and reassurance instilled confidence in the team, which in turn helped increase team productivity. Eventually, the management gave in to the team's demand. Which of the following types of leadership did Gordon display? A. Achievement-oriented leadership B. Moral leadership C. Directive leadership D. Autocratic leadership E. Interactive leadership

B

35. Which of the following statements refer to expert power? A. The capacity to influence other people by virtue of formal authority, or the rights of office. B. The capacity to influence other people because of specialized knowledge. C. The capacity to offer something of value as a means of influencing other people. D. The capacity to influence other people because of their desire to identify personally with you. E. The capacity to punish or withhold positive outcomes as a means of influencing other people.

B

38. 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

40. Which of the following is a benefit of visionary leadership? A. It allows others to exercise power and achieve influence within the organization. B. It gives meaning to people's work; it makes what they do seem worthy and valuable. C. It is based on serving others and helping them use their talents fully so that organizations benefit society. D. It allows team members to take decisions and act accordingly. E. It allows managers to act in a unilateral fashion and retain authority and information.

B

45. From the following, identify the function of a leader who is production-centered. A. Sensitivity toward the needs of the workers B. Monitors performance results of the employees C. Shows trust in employees D. Acts with supportiveness toward employees E. Respects the feelings of the employees

B

59. According to the Blake and Mouton's leadership grid, which of the following management traits would an autocratic leader have? A. Low concern for production; low concern for people B. Low concern for people; high concern for production C. High concern for production; high concern for people D. High concern for people; low concern for production E. Balanced concern between people and production

B

60. Which of the following is a feature of a laissez-faire leader? A. Acts in a command-and-control fashion B. Lets the team members make decisions C. Retains authority and information D. Emphasizes task over people E. Helps others develop their skills

B

64. The ________ manager follows a human relations style of leadership. A. team B. country club C. impoverished D. authority-obedience E. achievement-oriented

B

71. According to the Hersey-Blanchard situational leadership model, the telling style of leadership works best in: A. low readiness followers who are unable but willing and insecure. B. the other extreme of low readiness, where followers are unable and unwilling, or insecure. C. high-readiness situations with able, willing, and confident followers. D. moderate-to-high-readiness followers who are unable, but willing or confident. E. low-to-moderate-readiness followers who are able but unwilling, or insecure.

B

72. According to the Hersey-Blanchard situational leadership model, which of the following types of leadership styles follows a low-task, high-relationship feature? A. Instructing B. Participating C. Selling D. Telling E. Delegating

B

79. From the following, identify the function of the supportive leadership style in the path-goal leadership theory. A. Setting challenging goals B. Treating team members as equals C. Expecting the highest levels of performance D. Involving team members in decision making E. Clarifying the leader's role in the group

B

95. Which of the following is true of leaders strong in emotional intelligence? A. They work on disruptive impulses. B. They are able to empathize with others. C. They make authority decisions as it works best. D. They lack in emphasizing continuous improvement. E. They are less capable at establishing rapport with others.

B

101. Warren, a marketing manager, has just handed to his team the next project with the following instructions for project coordination: 1. This does not look like a high profile project. 2. Do not update me on the day-to-day progress of this project. 3. Make all relevant decisions as a group; do not come to me unless absolutely necessary. 4. Do your best to finish the project on time. Which of the following leadership styles does Warren employ? A. Autocratic leadership style B. Human relations style C. Laissez-faire style D. Democratic style E. Country club style

C

31. 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 because of their desire to identify personally with you.

C

34. Which of the following is true of legitimate power? A. This involves use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments. B. This power can be gained from experience and accomplishments as well as access to useful information. C. This is the right by virtue of one's organizational position or status to exercise control over persons in subordinate positions. D. This approach can work well as long as people expect rewards and the manager or leader makes it continuously available. E. This power is derived from charisma or interpersonal attractiveness.

C

37. 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

43. 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

47. Which of the following is true of a leader who is production-centered? A. The leader allows employees to choose their own work. B. The leader lets the employees take their own time to complete work. C. The leader sets clear work standards for the employees. D. The leader maintains good social relations with the employees. E. The leader shows trust in the employees and allows them to make decisions regarding work.

C

51. When a leader practices an autocratic style of leadership, he or she: A. shows little concern for the task. B. emphasizes people over task. C. acts in a command-and-control fashion. D. lets the team members make decisions. E. acts with a "do the best you can and don't bother me" attitude.

C

58. An authority-obedience manager focuses on ________. A. balancing work output and employee morale B. people's needs and building relationships C. efficiency of tasks and operations D. minimum effort to get work done E. building participation and support for a shared purpose

C

61. Which of the following is a characteristic of a democratic leader? A. Emphasizing task over people B. Emphasizing people over task C. Encouraging employee participation in decision making D. Showing little concern for the task E. Displaying a "do the best you can and don't bother me" attitude

C

62. According to the Blake and Mouton's leadership grid, which of the following management traits would a democratic leader have? A. Low concern for production; low concern for people B. Low concern for people; high concern for production C. High concern for production; high concern for people D. High concern for people; low concern for production E. Balanced concern between people and production

C

66. In Fiedler's contingency model, the least-preferred coworker scale is used to: A. increase a leader's power. B. improve a leader's leadership traits. C. measure a person's leadership style. D. measure the rewards to be given to a leader. E. improve a leader's situational strength.

C

74. The selling style of leadership is recommended for: A. low readiness followers who are unable but willing and insecure. B. low-to-moderate-readiness followers who are able but unwilling, or insecure. C. moderate-to-high-readiness followers who are unable, but willing or confident. D. high-readiness situations with able, willing, and confident followers. E. the other extreme of low readiness, where followers are unable and unwilling, or insecure.

C

75. According to the Hersey-Blanchard situational leadership model, which of the following types of leadership styles follows a high-task, high-relationship feature? A. Instructing B. Participating C. Selling D. Telling E. Delegating

C

80. According to the path-goal leadership theory, which of the following is highlighted in the achievement-oriented leadership style? A. Showing concern for the well-being of subordinates B. Clarifying the leader's role in the group C. Emphasizing continuous improvement in performance D. Consulting team members and asking for suggestions E. Treating team members as equals

C

86. Which of the following is true of participative leadership? A. When task challenge is insufficient in a job, participative leadership helps to set goals and raise performance aspirations. B. When worker self-confidence is low, participative leadership can increase confidence by emphasizing individual abilities and offering needed assistance. C. When performance incentives are poor, participative leadership helps to clarify individual needs and identify appropriate rewards. D. When work is not scheduled, participative leadership can schedule work in an orderly manner. E. When job assignments are unclear, participative leadership helps to clarify task objectives and expected rewards.

C

97. A leader who possesses the emotional competency of self-awareness has the ability to: A. offer something of value as a means of influencing other people. B. establish rapport with others and to build social capital through relationships and networks. C. understand his or her own moods and emotions, and to understand their impact on his or her work and on others. D. work hard for reasons other than money and status. E. understand the emotions of others and to use this understanding to better relate to them.

C

36. When a manager uses referent power, he or she has the capacity to: A. influence other people because of 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 you. E. offer something of value as a means of influencing other people.

D

39. Which of the following is true of referent power? A. It is maintained by protecting one's credibility by not overstepping boundaries and pretending to expertise that really isn't there. B. It is based on serving others and helping them use their talents fully so that organizations benefit society. C. It allows others to exercise power and achieve influence within the organization. D. It can be developed and maintained through good interpersonal relationships that encourage the admiration and respect of others. E. It allows managers to act in a unilateral fashion.

D

52. An autocratic leader differs from a leader practicing laissez-faire style of leadership, in that an autocratic leader: A. lets the team members make decisions. B. shows little concern for the task. C. emphasizes people over task. D. retains authority and information. E. acts with a "do the best you can and don't bother me" attitude.

D

56. According to the Blake and Mouton's leadership grid, which of the following kinds of management traits would a human relations leader have? A. Low concern for production; low concern for people B. Low concern for people; high concern for production C. High concern for production; high concern for people D. High concern for people; low concern for production E. Balanced concern between people and production

D

68. Which of the following is suggested by the Hersey-Blanchard situational leadership model? A. Successful leaders can only be visionary. B. Successful leaders follow the servant leadership style. C. Successful leaders are all task motivated. D. Successful leaders adjust their style of leadership. E. Successful leaders stick to any one particular form of leadership style.

D

76. The telling style of leadership has a ________ feature. A. balanced task-relationship B. low-task, high-relationship C. high-task, high-relationship D. high-task, low-relationship E. low-task, low-relationship

D

81. From the following, identify the function emphasized by participative leadership. A. Setting challenging goals B. Expecting the highest levels of performance C. Maintaining definite standards of performance D. Involving team members in decision making E. Clarifying the leader's role in the group

D

85. Which of the following is true of achievement-oriented leadership? A. When performance incentives are poor, achievement-oriented leadership helps to clarify individual needs and identify appropriate rewards. B. When a leader is short of ideas, achievement-oriented leadership encourages workers to give their suggestions. C. When job assignments are unclear, achievement-oriented leadership helps to clarify task objectives and expected rewards. D. When task challenge is insufficient in a job, achievement-oriented leadership helps to set goals and raise performance aspirations. E. When worker self-confidence is low, achievement-oriented leadership can increase confidence by emphasizing individual abilities and offering needed assistance.

D

89. The Vroom-Jago leader-participation model suggests that: A. not everyone is treated the same by the leader. B. there are aspects of the work setting and the people involved that can reduce the need for active leader involvement. C. there are fundamentally four leadership styles that a leader can shift back and forth among. D. leaders are most effective when they make decisions in ways that best fit the problem situation. E. linking together charismatic qualities like enthusiasm and inspiration.

D

92. The pathway to transformational leadership starts with ________. A. discharging any decision-making powers that a leader could have. B. promising monetary incentive to incite interest in followers. C. the leader adopting a unilateral, and command-and-control style of leading. D. a willingness to bring real emotion to the leader-follower relationship. E. using coercive measures to influence the behavior of followers.

D

99. Calvin, who is Harris' team lead, suggested that if Harris would get the additional work done in a day, then Calvin would make sure that Harris would get two days of extra pay. Which of the following types of leadership powers is Calvin displaying? A. Coercive power B. Legitimate power C. Expert power D. Reward power E. Referent power

D