Deck 11: Leadership and Influence Processes

Question 1

When leaders decide to either give salary increases to their employees or withhold any salary increases, which of the following types of power do they exercise?

A) Coercive
B) Reward
C) Informal
D) Expert
E) Referent

Answer 1

B
Reward power is the power to give or withhold rewards.

Question 2

The behavior that is called "job-centered leader behavior" in the Michigan studies is similar to the behavior called _____ behavior in the Ohio State studies.

A) initiating-structure
B) consideration
C) concern for production
D) concern for people
E) employee-centered leader

Answer 2

A
The behavior that is called job-centered leader behavior in the Michigan studies is similar to the behavior called initiating-structure behavior in the Ohio State studies.

Question 3

As a process, leadership can be defined as:

A) the practice of empowering employees to participate in organizational decision making.
B) the set of characteristics attributed to individuals who are perceived to be leaders.
C) the use of noncoercive influence to shape an organization's goals.
D) the ability to assess business process performance.
E) the ability to adjust to and understand the changes in a workplace.

Answer 3

C
As a process, leadership can be defined as the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture.

Question 4

Karl is fond of saying, "Remember, half the doctors you see graduated in the bottom of their class." Karl is attempting to limit the _____ power of physicians.

A) expert
B) legitimate
C) referent
D) reward
E) coercive

Question 5

One of the reasons Steve Jobs was very successful at Apple was his charisma. From this observation, we can infer that he had _____ power.

A) referent
B) reward
C) legitimate
D) coercive
E) expert

Question 6

Punishment involves the use of _____ power.

A) legitimate
B) reward
C) referent
D) expert
E) coercive

Question 7

When an organization promotes someone, it sends a signal to everyone that the person is competent. This gives the person _____ power.

A) legitimate
B) technological
C) reward
D) referent
E) coercive

Question 8

Which of the following is an example of a good leader in the context of business?

A) A person who relies on force to lead people
B) A person who disobeys authority
C) A person who is a dictator
D) A person who can influence others
E) A person who is efficient and does not delegate his or her duties

Question 9

Which of the following approaches to identifying a leader is a person using if he votes for a politician based on his communication skills, intelligence, appearance, and assertiveness?

A) LPC theory
B) Vroom's decision tree approach
C) Path-goal theory
D) Trait approach
E) Fiedler's contingency theory

Question 10

In the Ohio State studies, employees of supervisors who ranked high on initiating structure:

A) reflected low absence rates.
B) were high performers.
C) expressed high levels of satisfaction.
D) had low productivity.
E) were confused about the leader-subordinate role.

Question 11

The more a manager uses coercive power, the more likely he is to encourage _____.

A) sympathy
B) good will
C) resentment
D) cordiality
E) tolerance

Question 12

Bill Lennox is a good man. He demonstrates high moral standards with every decision he takes and inspires others to follow suit. From the given information, we can say that he has _____ power.

A) legitimate
B) technological
C) expert
D) referent
E) coercive

Question 13

Christine is in charge of managing the marketing team at her office. To be an efficient leader, she should:

A) affect the behavior of others only through coercion.
B) use her power only in ways that are ethical.
C) defy all forms of authority.
D) engage in freeriding.
E) encourage instances of groupthink.

Question 14

A supervisor's frequent use of coercion involves the:

A) use of distortion.
B) use of extinction.
C) use of positive reinforcement.
D) loss of leadership.
E) loss of persuasion.

Question 15

Bullies in the workplace use sarcasm, humiliation, and fear to influence others. This is a form of _____ power.

A) expert
B) legitimate
C) referent
D) reward
E) coercive

Question 16

Abbott, a shoe manufacturing company, strives to keep its workers satisfied. As many of them are working mothers, the company allows flexible time shifts. CEO Miles White says, "One of the most important things we can do for working families today is to help them lead healthier lives." According to the Michigan studies, White is demonstrating _____ behavior.

A) initiating-structure
B) consideration
C) authoritative
D) employee-centered leader
E) job-centered leader

Question 17

The first organized approach to studying leadership focused on:

A) leadership behavior
B) leadership traits.
C) rewards expected.
D) situational favorableness.
E) leader-member relations.

Question 18

A news producer has the authority to choose which reporter will get to cover important news items and which reporter will cover trivial news items. The news producer uses this authority to recognize the hard work of reporters. Which of the following types of power is the producer using in this case?

A) Referent
B) Expert
C) Reward
D) Coercive
E) Informal

Question 19

As a property, leadership can be best defined as:

A) the practice of empowering employees to participate in organizational decision making.
B) a set of belief that supports the practice of interpersonal risk taking in teams.
C) the ability to shape employee behavior without using force.
D) the ability to adjust to and understand changes in the workplace.
E) a set of characteristics found in people who can influence the behavior of others.

Question 20

Which of the following is NOT a possible reward for a manager to use who wants to exercise effective reward power with his or her subordinates?

A) A cash bonus
B) A recommendation for promotion
C) An interesting job task
D) A salary increase
E) A standard reward for everyone

Question 21

In Fiedler's model, a high least-preferred coworker score is said to reflect a _____ orientation.

A) relationship
B) task
C) structure
D) communication
E) schedule

Question 22

The CEO at Green Inc. has established that employees at the workplace should adhere to the vertical communication system. She has established fixed work flow systems and strictly monitors these processes. The steps taken by the CEO at Green Inc. reflect the _____ behavior of leaders suggested by the Ohio State studies.

A) consideration
B) initiating structure
C) employee-centered
D) job-centered
E) authoritative

Question 23

The Managerial Grid shows that Paul is a 1,1 leader. Which of the following is true about Paul's leadership?

A) Paul has little concern for people or for work performance.
B) Paul is an effective leader with much concern for people.
C) Paul has a lot of concern for people and for work performance.
D) Paul has little concern for people, but a lot of concern for work performance.
E) Paul has a lot of concern for people, but little concern for work performance.

Question 24

Which of the following is a generic approach to leadership?

A) The least-preferred coworker model
B) The path-goal model
C) Vroom's decision tree approach
D) The Ohio state studies
E) The leader-member exchange approach

Question 25

Which of the following is a task characteristic that may neutralize or substitute for leadership?

A) Collective hysteria
B) Conformity
C) Intrinsic satisfaction
D) Bystander apathy
E) Groupthink

Question 26

Don Draper is responsible for managing the creative section of his ad agency. In one-to-one sessions, he asks each member of his group to give ideas for the ad campaign to promote a new product. He considers all the ideas and decides to go ahead with the best among them. Which decision-making style is best reflected in the given scenario?

A) Consult individual
B) Facilitate
C) Delegate
D) Participate
E) Decide

Question 27

How did Fiedler measure leadership styles?

A) By using the managerial grid
B) By using the initiating structure behavior
C) By using the consideration behavior
D) By means of a questionnaire called the least-preferred coworker measure
E) By means of a questionnaire called the leader-member exchange measure

Question 28

According to Fiedler, a task is structured when it is:

A) routine, difficult to understand, and unambiguous.
B) routine, easy to understand, and ambiguous.
C) irregular, difficult to understand, and ambiguous.
D) routine, easy to understand, and unambiguous.
E) irregular, difficult to understand, and unambiguous.

Question 29

In Fiedler's model, favorable situations are those that have:

A) poor leader-member relations, highly structured tasks, and strong leader position-power.
B) good leader-member relations, highly structured tasks, and strong leader position-power.
C) good leader-member relations, unstructured tasks, and weak leader position-power.
D) poor leader-member relations, unstructured tasks, and weak leader position-power.
E) good leader-member relations, unstructured tasks, and strong leader position-power.

Question 30

In the Managerial Grid, the ideal manager behavior is represented by a 9,9 "team" manager, who has high concern for both:

A) structure and people.
B) people and production.
C) leadership and production.
D) finances and operations.
E) resources and products.

Question 31

Which of the following is a situational leadership model?

A) Trait approach
B) Michigan studies
C) Ohio State studies
D) Leadership Grid
E) Path-goal theory

Question 32

Which of the following leadership models is a direct extension of the expectancy theory of motivation?

A) Vroom's decision tree approach
B) Fiedler's contingency
C) Vertical-dyad linkage
D) Path-goal
E) Substitutes for leadership

Question 33

Vernique, a manager, consults with her subordinates and encourages their involvement in the decision making process. Based on the path-goal theory, what kind of leader behavior is Vernique exhibiting?

A) Job-oriented
B) Employee-centered
C) Achievement-oriented
D) Participative
E) Bureaucratic

Question 34

Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task is unstructured. Also, Daniel has weak leader-member relations. According to Fiedler's LPC theory, what type of leadership style is appropriate in this situation?

A) Task-oriented
B) Relationship-oriented
C) Participative
D) Transformational leadership
E) Concern for people

Question 35

Demonstrating personal excitement or passion about something is part of _____ leadership.

A) charismatic
B) entrepreneurial
C) symbolic
D) integrative
E) participative

Question 36

In contrast to Fiedler's theory, path-goal theory assumes that leaders:

A) have little tolerance for their least-preferred coworker.
B) can change their leadership style to fit the demands of a particular situation.
C) should maintain a consistent leadership style to avoid confusing subordinates.
D) must find a fit between their leader styles and the situation.
E) should always maintain a participative leader style.

Question 37

Mihee, the chief nurse in a hospital, sets challenging goals for her subordinates because she has confidence in her fellow nurses. Based on the path-goal theory, what kind of leader behavior is Mihee exhibiting?

A) Task-oriented
B) Employee-centered
C) Achievement-oriented
D) Relationship-oriented
E) Bureaucratic

Question 38

What is the basic assumption of situational approaches to leadership?

A) Increasing worker job satisfaction through considerate leadership will get the best results.
B) Initiating structure for employees so they know exactly what needs to be done will be most effective.
C) The appropriate leader style will vary from one set of circumstances to another.
D) Effective leaders can be identified by certain traits.
E) The 1,1 manager exhibits minimal concern for both production and people.

Question 39

At the opposite ends of the single continuum used by the Michigan studies are the leader's:

A) initiating-structure behavior and consideration behavior.
B) job-centered leader behavior and employee-centered leader behavior.
C) concern for production and concern for people.
D) task-oriented behavior and relationship-oriented behavior.
E) traits reflecting the hierarchical theory x and traits reflecting the innovative theory y.

Question 40

In the context of the Ohio state studies of leadership, a leader showing consideration behavior:

A) attempts to establish a warm, friendly, and supportive climate at the workplace.
B) clearly defines the leader-subordinate role so that everyone knows what is expected of them.
C) establishes formal lines of communication, and determines how tasks will be performed.
D) is primarily interested in the performance of the employees.
E) dictates the work of the subordinates.

Question 41

What measures should managers take to prevent political behavior from doing excessive damage?

A) They should refrain from providing subordinates with autonomy.
B) They should provide challenges to subordinates.
C) They should use their coercive powers.
D) They should reduce diversity in the workplace.
E) They should encourage ethnocentrism.

Question 42

Which of the following is a defining characteristic of strategic leaders?

A) They possess interpersonal attraction that inspires support and acceptance.
B) They understand the organization and recognize its superior alignment with the environment.
C) They transmit a sense of mission, stimulate learning experiences, and inspire new ways of thinking.
D) They understand international differences and diversity-based differences within one culture.
E) They encourage others by supporting them, empathizing with them, and expressing confidence in them.

Question 43

Which of the following statements is true of political behavior?

A) Political behavior is always a manifestation of good intent.
B) Managers should cover up disagreements so that subordinates will have less opportunity for political behavior.
C) Even if a manager's actions are not politically motivated, others may assume that they are.
D) By providing subordinates with autonomy, managers are likely to promote political behavior.
E) Managers should use power if they want to avoid charges of political motivation.

Question 44

According to the Managerial Grid, the _____ manager is highly concerned about production but exhibits little concern for people.

A) 9,1
B) 0,1
C) 1,9
D) 0,1
E) 9,0

Question 45

When followers react favorably because they identify in some way with a leader, the leader is said to possess _____ power.

A) reward
B) expert
C) legitimate
D) coercive
E) referent

Question 46

Valencia, an employee at Y Inc., attempts to bring all her contributions to successful projects to the notice of her manager. Her intention is to build a good image in the eyes of the management. What is best exemplified by Valencia's behavior?

A) Creation of an obligation
B) Impression management
C) Coercion
D) Persuasion
E) Inducement

Question 47

The concept of charismatic leadership is most closely related to:

A) the Vroom-Yetton-Jago approach.
B) the trait approach.
C) Fiedler's contingency theory.
D) substitutes for leadership.
E) path-goal theory.

Question 48

Carl, the manager at a publishing house, heads the editorial team. Peggy, one of his subordinates belongs to his in-group. This information would be significant for the proceedings of the:

A) Vroom's decision tree approach.
B) path-goal theory.
C) leader-member exchange model.
D) least-preferred coworker theory.
E) leadership grid.

Question 49

After oil prices hit record highs and the oil companies made record profits, some of the oil company's CEOs appeared on the Today show to explain their business to consumers. This is an example of:

A) creation of an obligation.
B) impression management.
C) initiating structure.
D) persuasion.
E) inducement.

Question 50

Carolyn, a manager, discusses and reasons with the Board of Directors of her company until they agree to let her try her new strategic plan for a trial period. Carolyn is using _____ in the given situation.

A) an obligation
B) persuasion
C) coercion
D) inducement
E) passive aggression

Question 51

According to the Michigan studies, managers using _____ behavior are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs.

A) consideration
B) initiating structure
C) job-centered leader
D) employee-centered leader
E) authoritative

Question 52

_____ is the part of the Managerial Grid that deals with the job and task aspects of leader behavior.

A) Employee-centered leader behavior
B) Initiating structure
C) Task-oriented leadership behavior
D) Concern for people
E) Concern for production

Question 53

Which of the following is the most probable motive for a manager to engage in political behavior?

A) To avoid covert activities
B) To acquire power
C) To promote clear communication
D) To promote transparency
E) To avoid charges of political motivation

Question 54

Why has the importance of cross-cultural leadership increased in today's times?

A) Because of improving profit margins
B) Because of office politics
C) Because of increasing unethical practices
D) Because of the increasing environmental concerns
E) Because of the improving diversity ratios in workplaces

Question 55

The Ohio State researchers found that employees of supervisors who ranked high on _____ were high performers but expressed low levels of satisfaction and had a higher absence rate.

A) concern for people
B) consideration
C) initiating structure
D) employee-centered leader behavior
E) task-oriented leadership behavior

Question 56

Verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion, and termination are examples of _____ power possessed by managers.

A) coercive
B) reward
C) legitimate
D) expert
E) referent

Question 57

Which of the following is a prerequisite for effective leadership?

A) Low tolerance toward diversity
B) Belief in the dictatorship style of leadership
C) High levels of coercive powers
D) Belief in ethnocentrism
E) High standards of ethical conduct

Question 58

A manager tells a subordinate that he will not recommend her for promotion unless she supports his proposal in an upcoming sales meeting. Which type of political behavior is reflected in the given scenario?

A) Creation of an obligation
B) Coercion
C) Initiating structure
D) Persuasion
E) Assault

Question 59

_____ is the style of leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking.

A) Directive leadership
B) Participative leadership
C) Transformational leadership
D) Supportive leadership
E) Task-oriented leadership

Question 60

Based on the Michigan studies, Rensis Likert argued that the _____ behavior generally tends to be more effective.

A) initiating structure
B) job-centered leader
C) employee-centered leader
D) considerate
E) authoritative

Question 61

A manager can assign tasks to a subordinate, and a subordinate who refuses to do them can be reprimanded or even fired. This is an example of _____ power.

A) legitimate
B) informal
C) referent
D) expert
E) coercive

Question 62

_____ is a theory of leadership which suggests that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards.

A) Path-goal theory
B) Leadership trait approach
C) Least-preferred coworker theory
D) Strategic leadership approach
E) Leader-member exchange theory

Question 63

According to the path-goal theory, if people perceive that they are lacking in abilities, they are most likely to prefer _____ to help them understand path-goal relationships better.

A) supportive leadership
B) directive leadership
C) participative leadership
D) achievement-oriented leadership
E) result-oriented leadership

Question 64

_____ is the ability to affect the behavior of others.

A) Power
B) Discipline
C) Function
D) Potential
E) Virtue

Question 65

A manager expressing praise, gratitude, or recognition best exemplifies _____ power.

A) informal
B) reward
C) referent
D) expert
E) coercive

Question 66

The more important the information and the fewer the people who have access to it, the greater is the degree of _____ power possessed by any one individual.

A) legitimate
B) reward
C) referent
D) expert
E) coercive

Question 67

In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to:

A) rate low on self-confidence.
B) avoid influencing people.
C) have a firm conviction in their beliefs.
D) have an external locus of control.
E) be dependent on others.

Question 68

In the context of the Vroom's decision tree approach, when managers present a problem to their group at a meeting, define the problem and its boundaries, and then guide group member discussions as they make the decision, they follow the _____ decision-making style.

A) delegate
B) consult group
C) facilitate
D) consult individually
E) decide

Question 69

A supervisor exhibiting _____ behavior, identified by the path-goal theory, is most likely to let subordinates know what is expected of them, gives guidance and direction, and schedules work.

A) participative leader
B) supportive leader
C) directive leader
D) achievement-oriented leader
E) Task-oriented leader

Question 70

According to the path-goal theory, a person with an internal locus of control is most likely to prefer _____ leadership.

A) task-oriented
B) achievement-oriented
C) directive
D) supportive
E) participative

Question 71

_____ is necessary to create change, while management is necessary to achieve orderly results.

A) Dominion
B) Leadership
C) Legitimacy
D) Administration
E) Control

Question 72

A secretary who knows how to unravel bureaucratic red tape has _____ power over anyone who needs that information.

A) reward
B) referent
C) legitimate
D) expert
E) coercive

Question 73

_____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes.

A) Group cognition
B) Workplace diversity
C) Organizational culture
D) Political behavior
E) Collective intelligence

Question 74

_____ behavior, identified by the path-goal theory, primarily involves being friendly and approachable, showing concern for subordinate welfare, and treating members as equals.

A) Directive leader
B) Task-oriented leader
C) Achievement-oriented leader
D) Participative leader
E) Supportive leader

Question 75

_____ power is primarily based on identification, imitation, loyalty, or charisma.

A) Referent
B) Legitimate
C) Coercive
D) Reward
E) Expert

Question 76

According to Fiedler, _____ is the degree to which the group's task is well defined.

A) task thread
B) task stream
C) task orientation
D) task structure
E) task parallel

Question 77

_____ power is power granted through the organizational hierarchy.

A) Expert
B) Referent
C) Coercive
D) Reward
E) Legitimate

Question 78

In the context of the Vroom's decision tree approach, when a manager allows his group to define for itself the exact nature and parameters of a problem and then to develop a solution, they follow the _____ decision-making style.

A) facilitate
B) consult individually
C) decide
D) delegate
E) consult group

Question 79

According to Fiedler, the key situational factor of leadership is the _____ from the leader's point of view.

A) cause of the situation
B) importance of establishing formal lines of communication
C) favorableness of the situation
D) overall objective of the situation
E) importance of an employee-centered environment

Question 80

_____ leader behavior, identified by the path-goal theory, primarily involves setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities.

A) Relationship-oriented
B) Achievement-oriented
C) Directive
D) Participative
E) Supportive