Deck 14: Leading and Leadership Development

Question 1

The Hersey-Blanchard situational leadership model suggests that successful leaders never change their styles.

Answer 1

False

Question 2

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

Answer 2

False

Question 3

Leadership styles are recurring patterns of behaviors exhibited by leaders.

Answer 3

True

Question 4

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

Question 5

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

Question 6

A human relations leader emphasizes people over task.

Question 7

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.

Question 8

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

Question 9

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

Question 10

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

Question 11

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

Question 12

Legitimate power is the ability to influence through expertise.

Question 13

A laissez-faire leader emphasizes both tasks and people.

Question 14

Expertise is a power derived from charisma or interpersonal attractiveness.

Question 15

A manager who follows a laissez-faire style of leadership is known as an impoverished manager.

Question 16

Fred Fiedler developed the situational leadership model.

Question 17

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

Question 18

A manager who follows a democratic style of leadership is known as a team manager.

Question 19

The two bases of position power are expertise and reference.

Question 20

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

Question 21

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

Question 22

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

Question 23

Leaders show integrity by acting with honesty, credibility, and consistency in putting values into action.

Question 24

Moral leadership is always "good" and "right" by ethical standards.

Question 25

Research largely supports the gender similarities hypothesis.

Question 26

Moral overconfidence is an overly positive view of one's strength of character.

Question 27

Research largely shows that males and females are not similar in terms of psychological properties.

Question 28

Strength in moral leadership begins with personal integrity, a concept fundamental to transformational leadership.

Question 29

Transformational leaders use their position of authority to inspire followers.

Question 30

In the leadership double bind, women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics.

Question 31

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

Question 32

"I'm a good person, so I cannot be wrong" is a signal of moral incompetence.

Question 33

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

Question 34

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

Question 35

Research shows that men are more effective leaders than women because men are more visionary.

Question 36

Strength in moral leadership begins with personal integrity, a concept fundamental to contingency leadership.

Question 37

A leader who is strong in emotional intelligence lacks self-awareness.

Question 38

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

Question 39

Research shows that men and women are sometimes perceived as using different styles and arriving at leadership success from different angles.

Question 40

A leader with integrity requires the trust of followers.

Question 41

___ power is the ability to influence through punishment.

A) Reward
B) Coercive
C) Legitimate
D) Authority
E) Reference

Question 42

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.

Question 43

Which of the following comes from charisma and interpersonal attractiveness?

A) Reward power
B) Coercive power
C) Legitimate power
D) Authority power
E) Reference power

Question 44

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 employees' needs.
D) is supportive toward employees.
E) shows trust in employees.

Question 45

Which of the following is true of reference power?

A) It is only maintained by protecting one's credibility by not overstepping boundaries and pretending to have expertise that really isn't there.
B) It is only based on serving others and helping them use their talents fully so that organizations benefit society.
C) It never allows others to exercise power and achieve influence within an organization.
D) It can be developed and maintained through good interpersonal relationships that encourage the admiration and respect of others.
E) It never allows managers to act in a unilateral fashion.

Question 46

Which of the following accurately defines "empowerment"?

A) The ability to manage emotions in social relationships
B) The ability to exercise dominating power over people to force them to be more productive
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 an organization

Question 47

Which of the following is true of legitimate power?

A) It can only be obtained through the use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments.
B) It can only be gained from experience and accomplishments as well as access to useful information.
C) It is the right by virtue of one's organizational position or status to exercise control over persons in subordinate positions.
D) It only exists when people expect rewards and a leader makes rewards inconsistently available.
E) It is derived from charisma or interpersonal attractiveness.

Question 48

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 by personally identifying with them.

Question 49

Legitimate power differs from reference power in that legitimate power is the ability to influence through:

A) authority.
B) charisma.
C) expertise.
D) punishment.
E) rewards.

Question 50

When managers use reference power, they have the capacity to:

A) influence other people using 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 people like them and want to be with them.
E) offer something of value as a means of influencing other people.

Question 51

Identify the definition of legitimate power from the following.

A) It is the capacity to influence other people using specialized knowledge.
B) It is the capacity to influence other people by personally identifying with them.
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.

Question 52

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

Question 53

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.

Question 54

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

Question 55

Which of the following is a benefit of having a visionary leadership?

A) It only exists when every team member exercises power and achieves influence within an organization.
B) It gives meaning to people's work; it makes what they do seem worthy and valuable.
C) It is only based on serving others and helping them use their talents fully so that organizations benefit society.
D) It never allows team members to take decisions and act accordingly.
E) It requires managers to act in a unilateral fashion and retain authority and information.

Question 56

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 by personally identifying with them.

Question 57

Which of the following bases of power refers to the ability to influence through identification?

A) Legitimate power
B) Expert power
C) Reference power
D) Coercive power
E) Reward power

Question 58

____ power is the ability to influence others through identification, because of others' admiration and desire for positive identification with you.

A) Reward
B) Coercive
C) Legitimate
D) Authority
E) Reference

Question 59

Which of the following statements refer to expert power?

A) It is the capacity to influence other people by virtue of formal authority, or the rights of office.
B) It is the capacity to influence other people because of specialized knowledge.
C) It is the capacity to offer something of value as a means of influencing other people.
D) It is the capacity to influence other people by personally identifying with them.
E) It is the capacity to punish or withhold positive outcomes as a means of influencing other people.

Question 60

Identify the function of a leader who has an autocratic style from the following statements.

A) Displays sensitivity toward the needs of employees
B) Monitors performance results of employees
C) Shows trust in employees
D) Acts with supportiveness toward employees
E) Respects the feelings of employees

Question 61

Which of the following is a characteristic of a democratic leader?

A) Emphasizing tasks over people
B) Emphasizing people over tasks
C) Encouraging employee participation in decision making
D) Showing little concern for tasks
E) Displaying a "do the best you can and don't bother me" attitude

Question 62

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) Constantly changing concern for both people and production

Question 63

Which of the following is a characteristic of a democratic leader?

A) Getting things done while sharing information
B) Retaining authority and information
C) Acting in a unilateral fashion
D) Acting in a command-and-control fashion
E) Acting with a "do the best you can and don't bother me" attitude

Question 64

In Fiedler's contingency model, the least-preferred co-worker 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.

Question 65

When a leader practices an autocratic style of leadership, he or she:

A) shows little concern for a task.
B) emphasizes people over tasks.
C) acts in a command-and-control fashion.
D) lets team members make decisions.
E) acts with a "do the best you can and don't bother me" attitude.

Question 66

Which of the following is true of a leader who has an autocratic style?

A) The leader allows employees to choose their own work.
B) The leader lets employees take their own time to complete work.
C) The leader sets clear work standards for employees.
D) The leader maintains good social relations with employees.
E) The leader shows trust in employees and allows them to make decisions regarding work.

Question 67

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

Question 68

A(n) _____ manager follows a human relations style of leadership.

A) team
B) country club
C) impoverished
D) authority-obedience
E) achievement-oriented

Question 69

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

Question 70

An autocratic leader differs from a leader practicing laissez-faire style of leadership in that an autocratic leader:

A) lets team members make decisions.
B) shows little concern for tasks.
C) emphasizes people over tasks.
D) retains authority and information.
E) acts with a "do the best you can and don't bother me" attitude.

Question 71

An employee-centered leader:

A) monitors the performance of employees.
B) urges task completion from employees.
C) sets clear work standards for employees.
D) maintains good social relations with employees.
E) defines the work to be done by employees.

Question 72

Which of the following is a characteristic of a laissez-faire leader?

A) Acts in a command-and-control fashion
B) Lets team members make decisions
C) Retains authority and information
D) Emphasizes task over people
E) Actively helps others develop their skills

Question 73

Which of the following is a characteristic of an autocratic leader?

A) Emphasizes tasks over people
B) Lets team members make decisions
C) Shows little concern for tasks
D) Encourages participation in decision making
E) Helps others develop their skills and capabilities

Question 74

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) Constantly changing concern for both people and production

Question 75

When a leader is high in concern for people, he or she:

A) assigns task responsibilities.
B) urges task completion from employees.
C) monitors the performance of employees.
D) sets clear work standards for employees.
E) acts with supportiveness toward employees.

Question 76

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 and equal concern for people and production

Question 77

A democratic leader differs from an autocratic leader in that a democratic leader:

A) emphasizes tasks over people.
B) acts in a unilateral fashion.
C) shows little concern for a task.
D) helps others develop their skills and capabilities.
E) displays a command-and-control type of leadership.

Question 78

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) Constantly changing concern for both people and production

Question 79

Which of the following characteristics refers to a leader practicing a 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

Question 80

Which of the following is a function of a leader high in concern for people?

A) The leader shows trust in employees.
B) The leader plans the work to be done by employees.
C) The leader assigns task responsibilities to employees.
D) The leader sets clear work standards for employees.
E) The leader monitors the work of each employee.