MGT Chapter 14 Exam

_______ is about coping with complexity and ______ is about coping with change. a. Perception; attitude b. Middle management; top management c. Leadership; management d. Management; leadership e. Attitude; perception

d. Management; leadership

The model that requires a manager to assess her own style and her situational control is _____. a. charismatic leadership theory b. House's path-goal theory c. LMX model of leadership d. shared leadership model e. Fiedler's contingency model

e. Fiedler's contingency model

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Lamar is using which influence tactic? a. ingratiating tactics b. inspirational appeals c. personal appeals d. legitimating tactics e. consultation

e. consultation

______ leadership approaches attempt to determine the distinctive styles used by effective leaders. a. Behavioral b. Trait c. Servant d. Shared e. Contingency

a. Behavioral

______ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves. a. Servant b. Support c. LMX d. Transactional e. Shared

a. Servant

______ leadership helps employees pursue organizational goals over self-interests. a. Transformational b. Laissez-faire c. Shared d. Transactional e. Service

a. Transformational

Kim supervises a group of customer service representatives. Kim is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Kim has _____. a. high situational control b. low position power c. low leader-member relations d. high expert power e. low task structure

a. high situational control

The power that managers have resulting from their formal positions within organizations is called ______ power. a. legitimate b. expert c. referent d. reward e. coercive

a. legitimate

According to Kotter, companies manage complexity in all the following ways except _____. a. lobbying b. controlling and solving problems c. planning d. organizing and staffing e. budgeting

a. lobbying

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. a. moderate-control b. low-control c. both high- and low-control d. uncontrolled e. high-control

a. moderate-control

The three dimensions of situational control are leader-member relations, the task structure, and _____. a. position power b. organizational culture c. psychological empowerment d. personality e. environment

a. position power

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power. a. reward b. referent c. expert d. personalized e. coercive

a. reward

Fiedler's contingency leadership model determines if a leader's style is _____. a. task-oriented or relationship-oriented b. telling, selling, participating, or delegating c. charismatic or non charismatic d. transactional or transformational e. directive, supportive, participative, or achievement-oriented

a. task-oriented or relationship-oriented

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. a. Fiedler's contingency model b. House's path-goal model c. LMX model of leadership d. leader-member exchange model e. Greenleaf's servant leadership model

b. House's path-goal model

When organizations are selecting leaders, research indicates that _____ should be considered more important than intelligence. a. gender b. personality c. education d. autocratic behavior e. modesty

b. personality

Which of the following statements about leadership and management is true? a. Leadership and management are synonymous. b. Leadership is more essential than management. c. Management and leadership are complementary systems of action. d. Management is about coping with change. e. Leadership is about coping with complexity.

c. Management and leadership are complementary systems of action.

Which of the following is incorrect about the leader-member exchange (LMX) model of leadership? a. The LMX model looks at the quality of relationships between managers and subordinates. b. The quality of the relationship between managers and subordinates is related to turnover. c. The LMX focuses only on the behaviors or traits of leaders. d. The LMX model assumes each manager-subordinate relationship is unique. e. The LMX model emphasizes that leaders have different sorts of relationships with different subordinates.

c. The LMX focuses only on the behaviors or traits of leaders.

Which of the following statements is not a practical implication of the behavioral approaches to leadership? a. A leader's behavior is more important than his or her traits. b. How effective a particular leadership behavior is depends on the situation at hand. c. There is one best style of leadership. d. It is important to train managers on the various forms of task leadership. e. It is important to train managers on the various forms of relationship leadership.

c. There is one best style of leadership.

Of the following, which is the best way for leaders to cope with change? a. optimizing technology b. watching current trends c. aligning people d. engaging in virtual planning e. lobbying the government

c. aligning people

Which of the following is considered a "soft" tactic used to influence others? a. legitimating tactics b. pressure tactics c. ingratiating tactics d. exchange tactics e. coalition tactics

c. ingratiating tactics

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader. a. relationship-oriented b. charismatic c. task-oriented d. servant e. transformational

c. task-oriented

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? a. producing higher-quality work b. generating more new ideas c. using a more autocratic style d. being more effective e. being more collaborative

c. using a more autocratic style

______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. a. Shared leaders b. Transactional leaders c. Servant leaders d. E-leaders e. Situational leaders

d. E-leaders

__________, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. a. Referent power b. Legitimate power c. Coercive power d. Reward power e. Expert power

d. Reward power

______ focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. a. Empowering leadership b. Servant leadership c. Participative management d. Transactional leadership e. Laissez-faire leadership

d. Transactional leadership

Medical knowledge possessed by doctors results in their ______ power. a. legitimate b. referent c. coercive d. expert e. reward

d. expert

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____. a. creating a vision and a strategic plan for an organization b. minimizing the impacts of environmental change on the organization c. striving for constructive change by setting a direction for the future d. facilitating individual and collective efforts to accomplish shared objectives e. motivating others to achieve extraordinary levels of performance

d. facilitating individual and collective efforts to accomplish shared objectives

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. a. charismatic b. shared c. transactional d. laissez-faire e. servant

d. laissez-faire

In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them. a. behavioral b. relationship-oriented c. passive d. path-goal e. transformational

d. path-goal

Amy, the manager of a branch location of a large travel firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Amy could best be described as which type of leader? a. shared b. situational c. laissez-faire d. servant e. transactional

d. servant

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? a. situational b. transactional c. leader-member exchange d. servant e. shared

d. servant

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control? a. influence b. charisma c. task structure d. position power e. leader-member relations

e. leader-member relations

Which of the following is not positively associated with transformational leadership, according to research? a. goals consistent with those of the leader b. higher levels of intrinsic motivation c. more work engagement d. more identification with their work groups e. less group cohesion

e. less group cohesion

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and has created detailed procedures for all types of legal document they encounter. Marcel hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style here is _____. a. transitional b. transformational c. consideration d. relationship-oriented e. task-oriented

e. task-oreinted

Erin, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Erin has _____. a. low tolerance for ambiguity b. poor leader-member relations c. weak referent power d. high task structure e. weak position power

e. weak position power