Chapter 7

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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

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.

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

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."

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.

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.

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.

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.

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.

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.

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. 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.

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. 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.

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.

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.

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

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.