Deck 8: Influence Tactics of Leaders

Question 1

A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics.

Answer 1

True
The sequencing of tactics can also be considered in terms of cost and risk. A sensible approach is to begin with low-cost, low-risk tactics. If the outcome is important enough to the influence agent can then proceed to higher-cost and higher-risk influence tactics. See "Relative Effectiveness and Sequencing of Influence Tactics."

Question 2

When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence target.

Answer 2

False
Ingratiation is used by an influence agent, to get the targets like him. Thus, the influence agent does not act aggressively and abrasively for the influence target. See "Description and Explanation of Influence Tactics."

Question 3

According to the generic model of power influence, the effectiveness of influence tactics is affected by _____.

A) strategies, rules, and procedures
B) aspirations, motivations, and skills
C) leader traits, leader behaviors, and the situation
D) consideration and initiating structure

Answer 3

C
The influence tactics are in turn moderated, or affected by, the leader's traits,the leader's behaviors, and the situation. See "A Model of Power and Influence."

Question 4

A leader must acquire _____ in order to influence others.

A) a minimum perentage of the organization's shares
B) power
C) credibility
D) the vast majority of employees worry about job security.

Question 5

A hands-on leader is typically task oriented.

Question 6

An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates.

Question 7

To use debasement as an influence tactic, the influence agent might say, "I realize I'm not the brightest new manager in the company, so I really need your help."

Question 8

A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more positive tactic.

Question 9

The more powerful leaders are , the more they need to create a coalition.

Question 10

A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to establish a reward system that reinforces the culture.

Question 11

Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the organization.

Question 12

As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.

Question 13

The three outcomes of influence tactics are _____.

A) commitment, compliance, and resistance
B) power, skills, and outcomes
C) manipulation, ingratiation, and submission
D) empowerment, obedience, and concession

Question 14

Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire organization.

Question 15

In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop through socialization and past experience with leaders.

Question 16

To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced.

Question 17

Strong influence tactics include assertiveness, coalition building, and transactions.

Question 18

_____ is the most successful influence outcome.

A) Commitment
B) Compliance
C) Resistance
D) Debasement

Question 19

The outcome of influence tactics are not affected by the leader's personality traits.

Question 20

Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism.

Question 21

An inspirational appeal is more likely to be effective when the influence agent:

A) pushes hard for his or her own agenda.
B) involves the workers in the change process.
C) disguises what he or she is attempting to accomplish.
D) mixes the inspirational appeal with a touch of Machiavellianism.

Question 22

At which of the following levels in an organization, is hands-on leadership usually expected?

A) Manegerial level
B) Shareholder level
C) Contract employee level
D) Level below the executive category

Question 23

When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic.

A) negative
B) positive
C) mixed
D) exaggerated

Question 24

The purpose of forming a coalition is to:

A) ingratiate yourself with other people.
B) combine your power with that of others.
C) impress others by the number of people in your network.
D) legitimize your requests.

Question 25

An important part of making an inspirational appeal is to:

A) display emotion as needed.
B) do favors for other people without asking for reciprocity.
C) form coalitions.
D) consult regularly with group members.

Question 26

When group members are trusted, the leader is more likely to use:

A) weaker influence tactics.
B) stronger influence tactics.
C) inspirational techniques.
D) appeals to higher authority.

Question 27

Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy, therefore:

A) develops a large number of people within her network.
B) does favors for people so she can call on them later.
C) explains that top management wants quality improvements.
D) consults regularly with group members.

Question 28

When a top-level executive wants to influence a large number of employees, the executive will most likely:

A) attempt to change the organization culture.
B) use ingratiation with as many workers as feasible.
C) exchange favors with as many workers as feasible.
D) create the position of organizational change agent.

Question 29

Derek is a hands-on leader, so he is likely to:

A) put his arms around the shoulders of a group member.
B) answer his own email.
C) telephone his boss frequently.
D) get involved directly in solving customer problems.

Question 30

Oscar engages in debasement when he tells the person he is trying to influence :

A) "You are well dressed today."
B) "Scientific evidence suggests that my position is correct."
C) "How important is your paycheck to you?"
D) "I may not be well informed, but here is my opinion."

Question 31

Which of the following influence tactics requires that the leader serve as a model the desired behavior?

A) Exchanging favors and bargaining
B) Rational persuasion
C) Leading by example
D) Getting network members to support your position

Question 32

An example of Machiavellianism would be for a manager to tell a group member that he must:

A) work every Saturday to be evaluated as a good team player.
B) accomplish goals that fit the company's strategic goals.
C) conform with company rules and regulations.
D) have lunch together to discuss a new software system.

Question 33

Joking or kidding is often used as an influence tactic when:

A) dealing with undermotivated people.
B) being direct might be interpreted as being too harsh.
C) dealing with people of higher rank.
D) a person wants to be unusually ethical and straightforward.

Question 34

To bring about organization change effectively, an executive is best advised to:

A) disregard the process of executive edit.
B) disregard cultural aspects while establishing the new reward system.
C) serve as a role model for the desired attitudes and behaviors.
D) focus on existing candidates than selecting new candidates.

Question 35

Team play can be an influence tactic when a person:

A) develops a large network.
B) gets others to work as a team but is a solo player himself or herself.
C) is more concerned about collaboration than tough-mindedness.
D) behaves as an authoritarian leader.

Question 36

A recommended technique for exchanging favors is to:

A) build an initial relationship with him.
B) give the other person as much time as is feasible to comply.
C) explain why you are worthy of receiving special treatment.
D) limit your request to one, clear-cut option.

Question 37

A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader:

A) stayed independent of group member's helping behavior.
B) resulted in less helping behavior by group members.
C) tended to be regarded with suspicion.
D) tended to decrease commitment to the organization.

Question 38

An individual who has strong personal magnetism:

A) relies on formal authority to influence others.
B) influences others by breaking down their defenses.
C) is likely to draw a lot of enemies to him or her.
D) influences others by being captivating and charming.

Question 39

A major moderating variable in the use of rational persuasion is the:

A) age of the organization.
B) number of organizational levels.
C) age of the influence agent.
D) credibility of the influence agent.

Question 40

A good example of ingratiation when dealing with a person you are trying to influence would be for you to:

A) praise that person lavishly.
B) ignore his or her first three demands.
C) mention your power contacts.
D) stretch the truth to look good.

Question 41

Implicit leadership theories deal mostly with the personal assumptions:

A) about the type of leader most people would like to become.
B) leaders make about the capabilities of group members.
C) companies make about their leaders.
D) about the attributes of an ideal organizational leader.

Question 42

In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's behavior but not his attitude.

A) compliance
B) resistance
C) commitment
D) debasement

Question 43

A guideline offered for the sequencing of influence tactics is to begin with a:

A) high-cost, high-risk tactic.
B) low-cost, low-risk tactic.
C) low-cost, high-risk tactic.
D) moderate-cost, moderate-risk tactic.

Question 44

Describe the three major outcomes of influence tactics, with specific examples or cases, which portray these outcomes.

Question 45

Christy, a sales manger, believes in an optimal combination of "essentially ethical and honest" and "neutral" influence tactics to influence his team members. Create a pool of four influence tactics, out of which two are ethical and honest, and the rest are neutral, from which Christy can choose his influence strategy.

Question 46

Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the following options is most likely to be true?

A) Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes.
B) Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes.
C) Both Adrian's and Joseph's traits are considered prototypes.
D) Both Adrian's and Joseph's traits are considered antipeototypes.

Question 47

The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they would not be considered for promotions.This is most likely an example of _____.

A) debasement
B) deliberate machiavellianism
C) compliance
D) upward appeal

Question 48

In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the influence tactic of explaining the percentage increase in salary that each of her team member will enjoy, if the plan is successful. In this case, Margaret's attempt is an example of _____.

A) debasement
B) apprising
C) bargaining
D) joking

Question 49

In terms of exerting influence, the more position power a person has over another,:

A) less the need for being cautious in the use of influence tactics.
B) the more the need for being cautious in the use of influence tactics.
C) the more the need to consider an open door communication policy.
D) the less the need to consider an open door communication policy.

Question 50

Which of the following is an example of debasement?

A) A manager pretending to be incapable of doing a task so that he gets help from his subordinates
B) A manger gifting an expensive watch to one of his subordinates in return of the work they have done
C) A subordinate exchanging pleasantries with his manager
D) A subordinate acting polite before his superior

Question 51

Ryan is apathetic about carrying out the request made by his team manager to draft an agenda for the upcoming target meeting. He is not particularly overjoyed about the task, but makes a modest effort in doing it. In the context of influence outcomes, the influence attempt of Ryan's manager is an example of _____.

A) compliance
B) commitment
C) resistance
D) debasement

Question 52

In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because these require full concentration and effort.

A) compliance
B) commitment
C) resistance
D) debasement

Question 53

Alan, the marketing manager of an organization , finds out that his team has performed below the standards set. He considers two influence tactics to deal with the issue. 1) Joking and kidding
2) Forming a coalition
In the context of sequencing of influence tactics, which of the following options is Alan most likely to choose to deal with the issue?

A) 2,1
B) 1,2
C) 1 alone, as 2 is not an influence tactic
D) 2 alone, as 1 is not an influence tactic

Question 54

Ayan, the newly appointed CEO, considers a series of steps to be implemented in the organization, to bring about change and ensuring the maintenance of a healthy corporate culture. Considering the various types of influence tactics, describe atleast four steps which Ayan would most likely implement as a transformational leader.

Question 55

Anne, the Creative Head of a publishing house which is into teens' fiction ,decides to form an alliance with the Creative Heads of other publishing houses in the city, in order to plan for a literary meet. In the context of influence tactics, an alliance of this kind, if formed, becomes an example of a(n) _____.

A) conglomerate
B) editorial
C) consultancy
D) coalition

Question 56

According to implicit leadership theories, an example of a leadership antiprototype would be _____.

A) intelligence
B) charisma
C) tyranny
D) violence

Question 57

Jonathan, the human resource manager of an organization, requests the help of the managing director to communicate on incentive cuts which will be allocated to employees who perform below the organisational standard. In the context of influence tactics, this is most likely an example of _____.

A) upward appeal
B) open door policy
C) closed door policy
D) deliberate machiavellianism

Question 58

" I won't pressurize you to meet the sales target, but think of your familial settings, and to what degree they would be affected provided you fail to meet the target." This dialogue is made by Gregory, a line manager , to one of his subordinates. In the context of influence tactics, Gregory attempts _____.

A) gentle manipulation of his subordinate
B) debasement before his subordinates
C) the process of upward appeal
D) co-opting antogonists

Question 59

A rule of thumb offered for the sequencing of influence tactics is to:

A) first mirror the influence tactic of the other person, then try your own.
B) begin with the ethical, then shift to the unethical.
C) begin with the most positive, or least abrasive, tactic.
D) first be more serious, then move toward joking and kidding.

Question 60

Tina offers an expensive gift to her subordinate, provided the subordinate help her with the content of a power point presentation; the work being officially assigned to Tina. In this context, which of the following influence tactics is practised by Tina?

A) Exchanging Favors
B) Leading by example
C) Using Rational Persuasion
D) Explaining benefits to the target