MGMT335.01

d. members of a person's network.

1. A study showed that attributions of charisma are heavily influenced by a. the network to which the leader belonged. b. a person's mood at the time. c. the leader's sex, ethnicity, and race. d. members of a person's network.

b. separating right from wrong.

1. Ethics deals mostly with a. being socially responsible. b. separating right from wrong. c. legal versus illegal behavior. d. professional codes of conduct.

b. relevant expertise a person brings to the job.

1. The best example of personal power would be power stemming from the a. rewards a manager can administer. b. relevant expertise a person brings to the job. c. closeness to a key executive. d. ownership stake a person has in the firm.

c. the ability to imagine different and better conditions and the ways to achieve them.

10. A vision deals mostly with a. a forecast of future business conditions. b. seeing clearly what needs to be done to fix organizational problems. c. the ability to imagine different and better conditions and the ways to achieve them. d. finding creative ways to reward organizational members.

c. aspire to good work that matters to many people.

10. Chief operations officer Joan has an ethical mind, so she has a point of view that helps workers a. figure out when stretching the truth is acceptable. b. catch expense account cheats. c. aspire to good work that matters to many people. d. fear being unethical and dishonest.

a. more power it acquires.

10. The higher a unit reports in the hierarchy, the a. more power it acquires. b. less dependent it is on organizational resources. c. less likely it is to accrue opportunity power. d. more likely it is to be the first to go during a downsizing.

c. is not obviously ethical or blatantly unethical.

11. An ethical screen is used primarily when facing a decision that a. is in opposition to the organizational culture. b. affects the majority of employees within the firm. c. is not obviously ethical or blatantly unethical. d. is widely recognized as criminal behavior.

b. increases.

11. As the leader shares power with others, the leader's power a. remains approximately the same. b. increases. c. multiplies in direct proportion to the number of people receiving a power share. d. decreases.

a. have different levels of brain activity.

11. Brain research about visions suggests that visionaries in contrast to non-visionaries, a. have different levels of brain activity. b. are less intelligent. c. have less capacity for visual processing. d. show less brain activity.

d. effectively use the talents of all players on the team.

12. A rationale for empowerment is that the most successful organizations a. have highly knowledgeable leaders in most positions. b. have highly knowledgeable managers in most positions. c. invest heavily in research and development. d. effectively use the talents of all players on the team.

b. Become the ultimate relationship marketer of products and services for women.

12. Which of the following would most likely be a vision for Avon Products? a. Get more men to purchase our products. b. Become the ultimate relationship marketer of products and services for women. c. Increase sales to underdeveloped countries by 5 percent per year. d. Develop five new products per year.

b. What would you tell your child, sibling, or young relative to do?

12. Which one of the following questions in an ethical screen deals with the principle of reversibility? a. How does it smell? b. What would you tell your child, sibling, or young relative to do? c. Who gets hurt? d. Is it fair?

d. all of these choices.

13. A major problem noted with extreme unethical behavior in the executive suite is that such behavior has a. brought companies into bankruptcy. b. led to investor distrust in the stock market. c. led to layoffs of thousands of workers. d. all of these choices.

d. inspiring group members.

13. Charismatic leaders use visions for the important purpose of a. keeping team members in line. b. conducting transactions with people. c. celebrating accomplishments. d. inspiring group members.

c. competence and self-determination.

13. Two components of empowerment revealed by research are a. risk taking and error correction. b. command and control. c. competence and self-determination. d. consideration and initiating structure.

b. responsibility to society.

14. Corporate social responsibility centers on a firm's a. contributions to charity. b. responsibility to society. c. adherence to laws. d. adherence to ethics.

d. self-efficacy.

14. Gus has been empowered by his manager to develop a new work flow design for the office. After completing the task successfully, Gus believes that he has the ability to perform an important new skill. The characteristic of empowerment just described is most likely a. meaning. b. self-determination. c. internal commitment. d. self-efficacy.

c. Studying historical precedents

14. Which one of the following is not particularly recommended as a method of formulating a vision? a. Searching out vision statements formulated by others b. Gathering input on what might delight group members c. Studying historical precedents d. Using your intuition about developments in your field

a. linked to the work goals of the organization.

15. Empowerment tends to work best when the empowered activities are a. linked to the work goals of the organization. b. part of the individual worker's weekly goals. c. routine in nature. d. performed individually rather than in teams.

b. tell fascinating stories about the company to employees.

15. To apply "management by storytelling," the leader should a. tell stories about unsuccessful competitors. b. tell fascinating stories about the company to employees. c. reward and punish group members based on anecdotal evidence. d. evaluate morale based on anecdotal evidence.

c. Creating a pleasant workplace

15. Which one of the following is the clearest example of socially responsible behavior on the part of a business firm? a. Ensuring that all workers get paid b. Safely disposing of mercury c. Creating a pleasant workplace d. Avoiding involvement in political causes

a. use as much renewable energy as possible at the company.

16. An example of an executive leader helping sustain the environment would be to a. use as much renewable energy as possible at the company. b. create attractive designs on packages. c. take a little company trash home with them after work. d. charge customers for shipping and delivery.

b. inspire team members.

16. Charismatic leaders use metaphors and analogies primarily to a. convince group members that they are confident. b. inspire team members. c. craft an articulate and highly emotional message. d. gear language to different audiences.

d. Providing ample information to workers

16. Which one of the following is recommended as an effective empowering practice? a. Choosing work methods for group members b. Separating work activities from organizational goals c. Allowing group members to establish their own limits to empowerment d. Providing ample information to workers

a. attract people to him or her.

17. A leader who is personally charismatic is likely to a. attract people to him or her. b. push away other people based on annoying personal characteristics. c. rule with an iron hand. d. rely on cognitive skills to impress people.

a. a good return on investment, in terms of social impact, for their donated money.

17. A recent development in corporate philanthropy is for corporate leaders to demand a. a good return on investment, in terms of social impact, for their donated money. b. that the causes receiving the money become good customers. c. that recipients of their generosity all believe in capitalism. d. respect and recognition from all recipients.

b. Encouraging employees to set their own limits to empowerment

17. Which one of the following should be considered the least effective contributor to empowerment? a. Providing a positive emotional atmosphere b. Encouraging employees to set their own limits to empowerment c. Making rewards visible d. Starting with small changes and then building on the early success

c. should still provide guidance.

18. According to a consultant cited in the leadership text, after the group is empowered, the leader a. basically stays behind the scenes. b. gets involved mostly to provide discipline. c. should still provide guidance. d. functions like a member of the group.

d. connect with the goals and dreams of constituents.

18. An effective vision should a. replace the company goal-setting system. b. focus on day-to-day responsibilities instead of the future. c. fulfill the dreams of the leader. d. connect with the goals and dreams of constituents.

c. Leadership by example

18. Which one of the following is a recommended initiative for achieving an ethical and socially responsible organization? a. Establishing severe penalties for whistleblowers b. Encouraging employees to learn ethics mostly by trial and error c. Leadership by example d. Developing informal mechanisms for dealing with ethical problems

a. India.

19. A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that empowerment was negatively associated with job satisfaction among the workers in a. India. b. Poland. c. Mexico. d. the United States.

a. "Hello Salvatore, good to see you again."

19. Marcie is a charismatic leader. When she encounters Salvatore, a work associate she met once two years ago, Marcie is likely to say, a. "Hello Salvatore, good to see you again." b. "Hello there. It's nice to meet somebody new." c. "Hello, I vaguely recall us meeting before." d. "Hello there buddy. Could you give me your name again?"

d. work with the supplier to improve working conditions.

19. When faced with a supplier who uses unsafe working conditions, a socially responsible alternative is to a. quit working with the supplier. b. impose a price cut on the supplier. c. begin a boycott against the supplier. d. work with the supplier to improve working conditions.

a. relationship between the leader and the group members.

2. A key point about charisma is that it is a(n) a. relationship between the leader and the group members. b. substitute for leadership skill. c. exploitation of group members. d. characteristic of democratic leaders.

a. vehicle for putting values into action.

2. Ethics can be considered the a. vehicle for putting values into action. b. opposing force to values. c. equivalent of the organizational culture. d. opposite of moral leadership.

d. Being appointed a corporate officer

2. Which one of the following actions or events would bring a person legitimate power? a. Obtaining an M.B.A. b. Being well liked by an honest executive c. Developing charisma d. Being appointed a corporate officer

b. make public highly unethical behavior by government employees.

20. A unit of the U. S. Federal Government publishes on the Internet an Encyclopedia of Ethical Failure. The purpose of the document is to a. make elected officials look foolish. b. make public highly unethical behavior by government employees. c. make public the good deeds of government employees. d. create the case for a balanced budget.

c. manipulate other people for her personal gain.

20. Margaret has Machiavellian tendencies, so she is likely to a. attempt to avoid political tactics. b. reach out to less fortunate people. c. manipulate other people for her personal gain. d. revel against Macho men in the workplace.

d. studies his basket of personal strengths.

20. Max wants to develop a personal brand, so he a. develops a second identity on the Internet. b. attempts to wear as much clothing of the same brand as feasible. c. give himself a nick name such as "Corporate Warrior Max." d. studies his basket of personal strengths.

d. emphasize rewards for good performance.

21. A transactional leader in contrast to a transformational one is more likely to a. inspire group members with a compelling vision. b. help group members reach self-fulfillment. c. emphasize the growth of group members. d. emphasize rewards for good performance.

c. senior managers become ethics leaders.

21. When senior management provides strategic leadership for ethics, a. senior managers emphasize being whistle blowers. b. marketing strategy is converted into ethical strategy. c. senior managers become ethics leaders. d. the roles of stockholders and shareholders become reversed.

c. Refusing to accept compliments from subordinates

21. Which one of the following factors is the least likely to contribute to the political behavior in the workplace? a. A pyramid-shaped organization structure b. Environmental uncertainty and turbulence c. Refusing to accept compliments from subordinates d. Emotional insecurity of workers

a. leading by example.

22. Chief financial officer Barry turns in travel and expense reports that are 100 percent honest, and he encourages employees in his division to inspect his reports. Barry is using the ethical initiative called a. leading by example. b. open-book management. c. accepting whistleblowers. d. developing formal mechanisms for dealing with ethical problems.

d. to look beyond self-interest.

22. One technique a leader uses to bring about transformations is to get people a. focused on minor satisfactions. b. not to worry that the organization's future is threatened. c. to accept early retirement, if appropriate. d. to look beyond self-interest.

d. CEO."

22. Your CEO, Anika Bananga, is a black woman raised in Africa. While introducing Bananga to work associates, it would be most politically correct to say, "I would like you to meet Anika Bananga, our a. African-American CEO," b. beautiful lady CEO." c. CEO and first black person in this position." d. CEO."

d. reward people who have performed well and behaved ethically.

23. A recommended approach to promoting ethical behavior throughout the organization is to a. base rewards on seniority so people will not cut corners to perform well. b. implement a recognition program called "whistleblower of the month." c. hire only those candidates who have taken a course in ethics. d. reward people who have performed well and behaved ethically.

b. everybody expects to be paid back.

23. According to the Law of Reciprocity (as it relates to organizational politics), a. workers who are wronged seek revenge. b. everybody expects to be paid back. c. leaders get even with disloyal group members. d. hard work pays off in the long run.

b. Help people understand the need for change.

23. Melissa wants to bring about transformations in her organization. Which one of the following would be the best recommendation for her? a. Get people to develop a short-term perspective. b. Help people understand the need for change. c. Commit people to slightly better than average performance. d. Get people to think in terms of self-interest.

b. change is needed the most and the potential payoff is big.

24. A recommended strategy for a transformational leader attempting to help a troubled organization is to concentrate resources where a. good results will bring him or her the most publicity. b. change is needed the most and the potential payoff is big. c. subordinates will be surprised. d. promises have been broken in the past.

b. an ethics committee for reviewing complaints about ethical problems.

24. An example of a formal mechanism for dealing with ethical problems is a. leadership by example of ethical behavior. b. an ethics committee for reviewing complaints about ethical problems. c. training programs in ethics. d. accepting whistleblowers.

d. basic, but effective, political technique.

24. Sending thank-you notes to large numbers of people is regarded as a a. method of keeping informed. b. way to make a quick showing. c. method of controlling lines of communication. d. basic, but effective, political technique.

c. be tactless toward influential people.

25. A major political blunder is to a. participate in dress-down days. b. accept the first offer from top management. c. be tactless toward influential people. d. agree with everything the boss says in a public forum.

d. bookkeeper who told a journalist about fraudulent accounting in the company

25. An example of a whistleblower (in relation to ethics) would be a(n) a. security guard who sent notices to employees who drove too fast in the company parking lot. b. executive who imposed fines on employees who behaved unethically. c. company specialist conducting training programs about ethics. d. bookkeeper who told a journalist about fraudulent accounting in the company

a. low standing on moral reasoning

25. Which one of the following is the least typical characteristic of a transformational leader? a. low standing on moral reasoning b. encouraging personal development of staff c. practicing empowerment d. charisma

b. send incriminating or embarrassing e-mails on the company system.

26. A frequent political blunder with e-mail is to a. send messages outside of standard working hours. b. send incriminating or embarrassing e-mails on the company system. c. forget to place something in the subject line. d. use emoticons like a smiley face.

d. place company interests over personal interests.

26. A practical suggestions for business leaders to behave ethically is to a. be "I" leaders. b. focus on self-interests. c. place personal interests over company interests. d. place company interests over personal interests.

a. was positively associated with a group of criteria.

26. A synthesis of studies about transformational leadership and performance found that this type of leadership a. was positively associated with a group of criteria. b. was negatively associated with a group of criteria. c. was less effective than laissez-fire leadership. d. was good for performance but not satisfaction.

c. feel more potent, leading to better performance.

27. A study of team leadership found that transformational leadership helped the group a. members work more independently. b. question whether their team had the "right stuff." c. feel more potent, leading to better performance. d. feel less potent, leading to poorer performance.

a. claims to have resolved the problem.

27. After creating a false catastrophe, the particularly devious political player a. claims to have resolved the problem. b. asks another department to solve the problem. c. apologizes and admits his or her falsehood. d. openly laughs at management for believing the story.

c. corporate social performance and corporate financial performance feed and reinforce each other.

27. The virtuous cycle in relation to social responsibility suggests that a. recycling pays off in increased profits. b. ethical executives attract ethical employees. c. corporate social performance and corporate financial performance feed and reinforce each other. d. employee ethics runs in cycles.

b. avoid favoritism.

28. A recommended way of reducing disruptive politics within the work group is to a. play favorites with the least political group members. b. avoid favoritism. c. threaten to stab in the back those who play politics excessively. d. tightly control information on how rewards will be allocated.

a. behave ethically with them.

28. An explanation offered for ethical behavior in terms of interpersonal skills is that when you are close with people, you are more likely to a. behave ethically with them. b. take advantage of them from an ethical standpoint. c. overlook their ethical flaws. d. ask them to join you in unethical deeds.

a. tend to intensely like or dislike leaders.

28. The concept of leadership polarity suggests that group members a. tend to intensely like or dislike leaders. b. prefer opposite traits in the same leader. c. prefer leaders much like themselves. d. prefer leaders quite opposite to themselves.

d. perceived as charismatic because of their accomplishments.

29. A challenge to the validity of charismatic leadership is that leaders might be a. coached to be charismatic. b. charismatic on the basis of inborn characteristics. c. relying too heavily on an autocratic style. d. perceived as charismatic because of their accomplishments.

b. set a good example at the top.

29. A recommended strategy for minimizing office politics is to a. increase the competition for jobs. b. set a good example at the top. c. keep tighter control of information. d. reward people for snitching on office politicians.

d. wants everybody to benefit.

3. An authority cited in the leadership text argues that ethics is at the center of leadership because the ethical leader a. wants to create a positive public appearance. b. promote conflicts of interest. c. attempts to keep profits at a bare minimum. d. wants everybody to benefit.

d. impression management.

3. Charismatic leaders are likely to cultivate relationships with group members by means of a. threats of punishment for noncompliance. b. deliberately appearing manipulative and unforgiving. c. revealing their true selves to others. d. impression management.

b. Reward power and coercive power

3. Which two types of power that stem from a leader's authority to respond to the consequences of people's actions? a. Information power and legitimate power b. Reward power and coercive power c. Expert power and charisma d. Prestige power and legitimate power

c. group members sometimes follow a charismatic leader down an unethical path.

30. A major concern about charismatic leadership is that a. there are not enough job openings for all the charismatic leaders. b. charismatic leaders are not really so effective. c. group members sometimes follow a charismatic leader down an unethical path. d. charismatic leaders place unreasonable expectations on group members.

c. a golfing buddy who is a low producer.

30. Middle manager Barney practices favoritism when he recommends for promotion a. a worker suggested by his boss. b. a worker chosen at random. c. a golfing buddy who is a low producer. d. the highest producer in the department.

d. stick to the principles she thinks are right.

4. Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will a. have high morals in every facet of her life. b. be kind to employees even if she does not like them. c. steal only to benefit poor people. d. stick to the principles she thinks are right.

b. expert and referent

4. The two types of personal power are a. reward and coercive. b. expert and referent c. legitimate and expert. d. legitimate and coercive.

c. extraordinary levels of devotion, identification, and emulation are aroused in group members.

4. We know that charismatic leadership has taken place when a. group members feel manipulated even though the cause is important. b. the leader feels good about his or her accomplishments. c. extraordinary levels of devotion, identification, and emulation are aroused in group members. d. the leader is highly accepted by group members and superiors.

c. developing an outside reputation.

5. A leader acquires prestige power through a. skillful use of organizational politics. b. making the right contacts. c. developing an outside reputation. d. associated with successful people.

c. pay attention to all stakeholders.

5. A principle of ethical and moral leadership is to a. regularly publicize moral victories. b. maximize personal returns in business transactions. c. pay attention to all stakeholders. d. seek to maximize shareholder wealth.

a. further his or her own interests.

5. The personalized charismatic leader uses power to a. further his or her own interests. b. benefit others. c. heal organizational wounds. d. divinely inspire others.

d. the leader's level of greed, gluttony, and avarice.

6. A major source of individual differences in ethics and morality among leaders is a. the products and services offered by the firm. b. government regulations about ethics. c. the leader's rank in the organizational hierarchy. d. the leader's level of greed, gluttony, and avarice.

b. makes major changes in the organization.

6. A transformational leader is one who a. transforms his or her style to fit the situation. b. makes major changes in the organization. c. changes his or her personality characteristics to meet the needs of group members. d. moves up the corporate ladder rapidly.

b. makes her staff members dependent on her to pursue their ideas.

6. Advertising manager Roxanne applies the dependence perspective on power when she a. acts dependent and weak in meetings. b. makes her staff members dependent on her to pursue their ideas. c. emphasizes empowering staff members. d. proves to higher management that she is dependable.

a. attempt to do the most good for the most people.

7. A leader at the postconventional level of moral development is likely to a. attempt to do the most good for the most people. b. maximize personal gain in most business transactions. c. falsify earnings statements to be eligible for a big bonus. d. be moral just enough to look good.

b. being emotionally expressive and warm.

7. A vitally important part of being a charismatic leader is a. asking group members perceptive questions. b. being emotionally expressive and warm. c. being laid back and emotionally supportive. d. having a large network of contacts.

d. Ziggy is dependent on Alex.

7. According to the dependence theory of power, Alex has power over Ziggy when a. Alex and Ziggy work collaboratively. b. Alex and Ziggy work independently of each other. c. Alex is dependent on Ziggy. d. Ziggy is dependent on Alex.

d. being willing to use unconventional strategies.

8. Charismatic leaders are characterized as a. having considerable internal conflict. b. creating distrust among constituents. c. minimizing risks. d. being willing to use unconventional strategies.

b. rationalizing.

8. Chief financial officer Justin takes himself and his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading good will around the world for the company." Justin appears to be a. showing concern for stakeholders. b. rationalizing. c. outright lying. d. exercising his rights as a CFO.

a. Strategic contingency theory

8. Team leader Wanda is managing the critical problem of selling company assets to raise cash and has therefore gained power in the eyes of management. Wanda is implementing which explanation of a source of power? a. Strategic contingency theory b. Power stemming from being close to power c. Power stemming from ownership d. Prestige power

d. challenge, prod, and poke other people.

9. A charismatic leader will often a. be low key about his or her accomplishments. b. be a low risk taker. c. procrastinate about major decisions. d. challenge, prod, and poke other people.

c. lose power.

9. A consequence of the resource dependence perspective is that when leaders start losing their ability to control resources, they a. shift to another source of power. b. become dependent on the organization. c. lose power. d. compensate by receiving additional position power.

b. entitled to whatever they can get away with or steal.

9. According to the idea of entitlement, some corporate executives behave unethically because they feel they are a. entitled to make up for a poor childhood. b. entitled to whatever they can get away with or steal. c. servants of an unfair system. d. underpaid in comparison to top professional athletes and entertainers.