Deck 14: Leadership

Question 1

Leadership is the process by which a person exerts influence over other people and directs their activities to help achieve group goals.

Answer 1

True
Explanation:Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Question 2

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

Answer 2

True
Explanation:The relationship between performance of consideration and initiating-structure behaviors and leader effectiveness is not clear-cut. Some leaders are effective even when they do not perform consideration or initiating-structure behaviors, and some leaders are ineffective even when they perform both kinds of behaviors.

Question 3

Servant leaders share power with followers and strive to ensure that followers' most important needs are met.

Answer 3

True
Explanation:Servant leaders share power with followers and strive to ensure that followers' most important needs are met, they are able to develop as individuals, and their well-being is enhanced, and that attention is paid to those who are least well-off in a society.

Question 4

Empowerment often increases workers' involvement, motivation, and commitment.

Question 5

Referent power is based on the special knowledge, skills, and expertise that a leader possesses.

Question 6

Effective leadership styles are identical across countries and cultures.

Question 7

Elmer has the ability to give Jordan an annual raise. Elmer has reward power.

Question 8

The trait model of leadership takes into account the situation or context within which leadership occurs.

Question 9

Empowerment is incompatible with effective leadership.

Question 10

Fiedler's contingency model of leadership helps explain why a manager may be an effective leader in one type of situation and an ineffective leader in another situation.

Question 11

Jim has the authority to fire an employee for violating the company's privacy policy. It can be said that Jim has coercive power.

Question 12

Initiating structure and consideration are dependent leader behaviors; an increase in one behavior leads to a decrease in the other behavior.

Question 13

Leaders engage in initiating structure when they take steps to make sure that work gets done.

Question 14

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

Question 15

Josh demonstrates consideration to his subordinates when he shows them respect.

Question 16

The authority that a manager has based on his position in the organization's hierarchy is known as expert power.

Question 17

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the behavior model.

Question 18

According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.

Question 19

Coercive power is the power that comes from subordinates' and coworkers' respect, admiration, and loyalty.

Question 20

When leaders are effective, their subordinates are highly motivated, committed, and high-performing.

Question 21

Small, unsuccessful businesses do not benefit from transformational leadership.

Question 22

The vision of transactional managers usually entails dramatic improvements in group and organizational performance as a result of changes in the organization's structure, culture, strategy, decision making, and other critical processes and factors.

Question 23

Women are well represented in top leadership posts.

Question 24

Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment.

Question 25

Emotional intelligence plays a crucial role in how leaders relate to and deal with their followers.

Question 26

According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Question 27

Women tend to be less participative as leaders than men, making decisions on their own without input from subordinates.

Question 28

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

Question 29

The leader substitutes model is a contingency model because it suggests that in some situations leadership is unnecessary.

Question 30

Transformational managers motivate their subordinates to work for their own personal development and not for the benefit of the organization.

Question 31

According to Fiedler, managers can change their leadership style to suit different situations.

Question 32

Path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

Question 33

Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.

Question 34

Male and female managers do not differ significantly in their propensities to perform different leader behaviors.

Question 35

Quiet and earnest managers cannot be charismatic.

Question 36

According to Fiedler, positional power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her rank in an organization.

Question 37

According to Fiedler, the situational characteristic which deals with the extent to which subordinates trust and are loyal to a leader is known as task structure.

Question 38

High emotional intelligence prevents leaders from developing a significant identity for their organization.

Question 39

According to Fiedler's contingency model, relationship-oriented leaders prioritize organizational goals over employee-welfare and focus on task accomplishment.

Question 40

Directive behaviors are beneficial when used on independent-thinking subordinates who work best when left alone.

Question 41

When Mark brought in a large client for the bank, Dan gave Mark a significant bonus. What type of power was Dan using?

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

Question 42

The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as:

A) empowerment.
B) determinism.
C) leadership.
D) benchmarking.
E) positivism.

Question 43

_____ are thought of as those organization members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.

A) Leaders
B) Subordinates
C) Trainees
D) Facilitators
E) Managers

Question 44

Coercive power:

A) fosters high performance if used often.
B) respects employee dignity and raises employee morale.
C) can have negative effects and should be used sparingly.
D) helps establish rapport between managers and employees.
E) is the cornerstone of effective leadership.

Question 45

Alyssa, the assistant marketing manager for RST Consulting, has the respect and admiration of all the employees in her division and is often used as their role model. Alyssa has:

A) reward power.
B) virtual power.
C) coercive power.
D) referent power.
E) transient power.

Question 46

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____.

A) figurehead
B) spokesperson
C) monitor
D) leader
E) negotiator

Question 47

Which of the following is true of leadership styles?

A) Effective leadership styles vary with individual, culture, and country.
B) Developing an effective personal leadership style is easy for top-level managers.
C) Effective leaders frequently employ coercive power.
D) A leadership style which is effective in one country will be effective in all countries.
E) A leadership style which involves sharing power compromises effectiveness in servant leaders.

Question 48

Which of the following would an effective manager do?

A) Use coercive power frequently to raise employee morale
B) Ignore the opinions of less-experienced subordinates
C) Use reward power and referent power sparingly
D) Use expert power to control employees
E) Use reward power to show appreciation for subordinates' work

Question 49

Which type of power is based on the specialized knowledge and skills of a leader?

A) Positional power
B) Referent power
C) Expert power
D) Coercive power
E) Reward power

Question 50

What type of power does a manager use when he or she hires new employees, assigns them work, and monitors their performance?

A) Transformational
B) Legitimate
C) Informal
D) Transient
E) Instrumental

Question 51

What type of leaders share power with followers and strive to ensure that followers' most important needs are met?

A) Entrepreneurs
B) Coercive leaders
C) Servant leaders
D) Transactional leaders
E) Intrapreneurs

Question 52

Which of the following is true of Denise, a manager who has significant referent power?

A) She is used as a role model by many of her employees.
B) She is unpopular with subordinates and superiors alike.
C) She is an ineffective and inefficient leader.
D) She cannot command the respect and admiration of her employees.
E) She cannot command the respect and admiration of her superiors.

Question 53

Which of the following managers is a servant leader?

A) Kerry, who maintains tight control over subordinates and makes frequent demands of them
B) Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers
C) Sandy, who does not share power with followers or prioritize the development of their skills
D) Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best
E) Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Question 54

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has:

A) referent power.
B) transformational power.
C) virtual power.
D) legitimate power.
E) expert power.

Question 55

The power of a leader that comes from the respect, admiration, and loyalty of subordinates is known as:

A) reward power.
B) transient power.
C) coercive power.
D) referent power.
E) virtual power.

Question 56

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

A) Reward power
B) Legitimate power
C) Coercive power
D) Referent power
E) Virtual power

Question 57

Which of the following is true of referent power?

A) It is innate and cannot be acquired or developed.
B) It is more formal than other kinds of power.
C) It is a function of the personal characteristics of a leader.
D) It prevents first-line managers from being effective leaders.
E) It weakens leader-member relations.

Question 58

Which of the following is true of reward power?

A) Effective managers use their reward power sparingly.
B) Effective managers use rewards in a controlling manner, signaling to subordinates that the manager has the upper hand.
C) Managers who exercise coercive power more often than reward power create a tension-free work environment.
D) Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.
E) The use of reward power seldom produces high performance and is questionable ethically.

Question 59

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

A) reward
B) transient
C) coercive
D) referent
E) virtual

Question 60

Which of the following is true of expert power?

A) Managers with expert power establish an atmosphere of creativity by demanding complete obedience.
B) Expert power tends to be best used in a guiding or coaching manner.
C) Expert power is based on the special knowledge and skills that subordinates possess and managers don't.
D) Expert power is innate and cannot be acquired or developed through experience.
E) Employees seldom trust managers with expert power.

Question 61

The serving staff of Applebee's Applepies can give customers free dessert if they are dissatisfied with their dine-in experience without having to check with their supervisor first. This is an example of _____.

A) employee empowerment
B) reward power
C) expert power
D) servant leadership
E) personal power

Question 62

Which of the following is true of empowerment?

A) Empowerment is detrimental to effective leadership.
B) Empowerment increases managers' involvement in routine tasks.
C) Empowerment gives managers more time to concentrate on their pressing concerns.
D) Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate.
E) Empowerment is not incorporated readily into modern management styles.

Question 63

Which of the following is true of the trait model of leadership?

A) The traits it identified had no consistent relationship with leadership effectiveness.
B) It proposed that leaders engaged in two types of behavior: consideration and initiating structure.
C) It took into account the situation or context within which leadership occurs.
D) It gave conclusive proof that effective leadership can be understood by the study of personality traits alone.
E) It identified two basic leader styles: relationship-oriented and task-oriented.

Question 64

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

A) Task-oriented leaders
B) Power-oriented leaders
C) Relationship-oriented leaders
D) Performance-oriented leaders
E) Achievement-oriented leaders

Question 65

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

A) Trait models
B) Contingency models
C) Empowerment models
D) Behavior models
E) Structural models

Question 66

Fiedler's contingency model suggests that:

A) identifying the personality traits of leaders is the only way to understand effective leadership.
B) the situation or context within which leadership occurs is irrelevant when studying effective leaders.
C) if a leader is effective in one situation, he can be effective in all other situations.
D) leadership styles are enduring characteristics; they cannot be changed or adjusted.
E) identifying the behavioral traits of leaders is the only way to understand effective leadership.

Question 67

Which of the following managers is effective?

A) Dorothy, who uses coercive power sparingly because it robs employees of their dignity
B) Marcus, who uses reward power sparingly when trying to motivate employees
C) Vanessa, who uses reward power in a controlling manner
D) Felix, who ignores the opinions of other people because he has considerable expert power
E) Annis, who uses coercive power frequently to keep her employees in line

Question 68

According to the behavior model of leadership, which of the following is an example of consideration behavior?

A) Addressing employee concerns
B) Assigning tasks to workgroups
C) Creating schedules
D) Encouraging adherence to rules and regulations
E) Deciding how work should be done

Question 69

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as:

A) position power.
B) personal power.
C) virtual power.
D) transitional power.
E) informal power.

Question 70

According to Fiedler, the extent to which subordinates trust and are loyal to their superior is known as _____.

A) empowerment
B) task-orientation
C) leader-member relations
D) initiating structure
E) position power

Question 71

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____.

A) employee empowerment
B) intrinsic motivation
C) instrumentality
D) servant leadership
E) referent power

Question 72

Leader-member relations, task structure, and position power are the situational characteristics identified by:

A) Fiedler's contingency model.
B) the trait model of leadership.
C) the behavior model of leadership.
D) House's path-goal theory.
E) the leader substitutes model.

Question 73

House's path-goal theory is based on:

A) expectancy theory.
B) Maslow's hierarchy of needs.
C) equity theory.
D) Herzberg's motivator-hygiene theory.
E) McClelland's theory of needs.

Question 74

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them.

A) initiating structure
B) consideration
C) task-orientated behavior
D) job-oriented behavior
E) task-structuring

Question 75

Which of the following is true of House's path-goal theory?

A) It suggests that managers cannot adopt different leadership styles in different situations.
B) It suggests that rewards should be used as a measure of approval for past performances, rather than as motivators.
C) It treats the situation within which leadership occurs as irrelevant when studying effective leaders.
D) It suggests using coercive power to ensure high performance and goal attainment.
E) It suggests that subordinates need to be motivated depending on their nature and that of their work.

Question 76

Which model of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders?

A) Task-oriented model
B) Path-goal model
C) Contingency model
D) Trait model
E) Relationship-oriented model

Question 77

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

A) directive behaviors
B) supportive behaviors
C) relationship-oriented behaviors
D) affiliation-oriented behaviors
E) instrumental behaviors

Question 78

According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

A) consideration.
B) task structure.
C) empowerment.
D) leader-member relations.
E) position power.

Question 79

The two basic kinds of leader behaviors identified by the behavior model of leadership were:

A) intrinsic and extrinsic.
B) instrumental and terminal.
C) task-structure and task-orientation.
D) ethnocentric and xenocentric.
E) consideration and initiating structure.

Question 80

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

A) Task-oriented leaders
B) Nurturing-oriented leaders
C) Relationship-oriented leaders
D) Affiliation-oriented leaders
E) Considerate leaders