Deck 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Question 1

Studies among employees reveal that most commonly used tactics used to influence others in the workplace were rational persuasion and inspirational appeals.

Answer 1

True

Question 2

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Answer 2

True

Question 3

Stogdill's 1948 study identified extroversion, intelligence, charisma, high-energy, and task-related knowledge as the five traits typical of successful leaders.

Answer 3

False

Question 4

Management functions include planning, budgeting, organizing, and staffing.

Question 5

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Question 6

Reward power results from managers' authority to punish their employees.

Question 7

Emily has a charismatic personality, and finds it easy to get others to agree with her. Emily has referent power.

Question 8

Traits play a central role in how we perceive leaders.

Question 9

One's power comes as part of one's job; it is the right to perform or command.

Question 10

Personal appeals try to build enthusiasm or confidence by appealing to others' emotions, ideals, or values; for example: "If we do this as a goodwill gesture, customers will love us."

Question 11

Referent power, derived from one's personal attraction, characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.

Question 12

Managers try to achieve their vision by setting a direction, aligning people, motivating and inspiring others.

Question 13

Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty.

Question 14

Leaders manage and managers lead, but the two activities are not synonymous.

Question 15

John Kotter suggests that management is about coping with complexity, and leadership is about coping with change.

Question 16

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Amy has expert power.

Question 17

Managers' coercive power, derived from the formal authority of their positions, allows them to hire, fire, reward, and punish.

Question 18

Being a manager means being visionary, inspiring, setting the tone, and articulating the vision.

Question 19

Personalized power that is directed at helping oneself is called self-serving power.

Question 20

Three possible responses to an influence tactic are enthusiastic commitment, grudging compliance, and outright resistance.

Question 21

Four key behaviors of transformational leaders in affecting employees are they inspire motivation, inspire trust, encourage excellence, and stimulate them intellectually.

Question 22

Path-goal theory implies that managers should help employees achieve their goals, modify their leadership style to fit employee and task characteristics and use more than leadership style.

Question 23

According to path-goal theory, effective leaders possess and use one style of leadership.

Question 24

In the contingency leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.

Question 25

Two contingency factors, employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others according to path-goal theory.

Question 26

Charismatic leadership was assumed to be an individual inspirational and motivational characteristic of particular leaders, but now it is considered part of transformational leadership.

Question 27

According to a study, 55% of women and 57% of men aspire to be CEO.

Question 28

As a manager, when you provide rewards or threaten reprimands in exchange for your subordinates' doing the work, you are practicing transactional leadership.

Question 29

Initiating-structure leadership is leader behavior that focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Question 30

Managers applying a situational theory should identify important outcomes and situational conditions.

Question 31

Narcissistic leaders tend to bring out the best work behaviors in others.

Question 32

The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.

Question 33

According to Fiedler's model, a relationship orientation will be more effective than a task-oriented one in a high- or low-control situation, but the task orientation is best in a moderate-control situation.

Question 34

Studies show that in the workplace men are better than women at teamwork, partnering, and collaboration.

Question 35

Giving credit to others rather than taking it for themselves could be a reason that fewer women than men are in top leadership positions.

Question 36

A recent study shows that female executives are better than male executives at producing high-quality work.

Question 37

The path-goal leadership model implies that managers should use more than one leadership style, and should modify their style to fit employee and task characteristics.

Question 38

Shared leadership is the idea that the managers in an organization can engage in leader behavior.

Question 39

In the contingency leadership model, the most important component of situational control is position power.

Question 40

To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred coworker (LPC) scale.

Question 41

In the out-group exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate. Employees receive less of the manager's time and attention than those in in-group exchange relationships.

Question 42

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.

Question 43

Harvard professor
D. Quinn Mills predicts that management of future organizations will move away from an emphasis on knowledge sharing and open exchange to an emphasis on competition.
Harvard Business School professor
D. Quinn Mills, author of E-Leadership, suggests that much broader global networks that a single CEO will not be able to manage will replace individual companies. Thus, while 20th-century management emphasized competition, he says, future organizations will run on knowledge sharing and open exchange.

Question 44

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

Question 45

Use of persuasion rather than positional authority to influence others is a key characteristic of a servant leader.

Question 46

A lack of broad-based conceptual thinking is characteristic of a servant leader.

Question 47

Passive leaders inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal.

Question 48

A transactional leader focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Question 49

Leaders benefit most from followers who are helpers (most compliant) rather than rebels (least compliant).

Question 50

Leadership that occurs through the use of information technology is known as IT leadership.

Question 51

Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-employee relationship is unique.

Question 52

Steve Jobs is an example of a transformational leader; he had a vision of developing an "insanely great" desktop computer.

Question 53

Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of alcohol-related car crashes. She exemplifies a transformational leader style.

Question 54

Female leaders tend to use transformational leadership more than male leaders do.

Question 55

Employee characteristics and interpersonal factors cause some leadership behaviors to be more effective than others.

Question 56

Employees at any level can be trained to be more transactional and transformational.

Question 57

The LMX model looks at the quality of relationships between managers and employees, and assumes each manager-employee relationship is unique.

Question 58

Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things-significantly higher levels of intrinsic motivation, trust, commitment, and loyalty-that can produce significant organizational change and results.

Question 59

In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.

Question 60

Mentoring employees and giving them challenging work, more responsibility, and empowerment are kinds of behaviors exhibited by transactional leaders.

Question 61

_______ is about coping with complexity and ______ is about coping with change.

A) Management; leadership
B) Middle management; top management
C) Attitude; perception
D) Leadership; management
E) Perception; attitude

Question 62

According to Kotter, management and leadership are considered to be _____.

A) opposing forces
B) causal; here, management causes leadership
C) complementary to each other
D) almost entirely unrelated
E) equivalent to each other

Question 63

______ power results from one's specialized knowledge.

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

Question 64

According to Kotter, companies manage complexity in all the following ways except _____.

A) planning
B) budgeting
C) lobbying
D) organizing and staffing
E) controlling and solving problems

Question 65

The three least used influence tactics, according to a recent survey of employees, are _____.

A) inspirational appeals, rational persuasion, and consultation
B) legitimating, coalition tactics, and pressure tactics
C) rational persuasion, pressure tactics, and exchange
D) rational persuasion, coalition tactics, and upward appeals
E) inspirational appeals, coalition tactics, and pressure tactics

Question 66

Of the following, which is the best way for leaders to cope with change?

A) optimizing technology
B) lobbying the government
C) engaging in virtual planning
D) aligning people
E) watching current trends

Question 67

Which of the following is not one of the five sources of power?

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

Question 68

The three dimensions of situational control are leader-member relations, the task structure and _____.

A) psychological empowerment
B) environment
C) position power
D) personality
E) organizational culture

Question 69

In recent studies, the generic influence tactic that employees cite as most used in the workplace is _____.

A) legitimating
B) ingratiation
C) coalition
D) pressure
E) rational persuasion

Question 70

Leadership is the ability to ______ employees to pursue organizational goals.

A) force
B) reward
C) request
D) compensate
E) influence

Question 71

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as _____.

A) coalition tactics
B) inspirational appeals
C) consultation
D) personal appeals
E) ingratiating tactics

Question 72

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____.

A) minimizing the impacts of environmental change on the organization
B) creating a vision and a strategic plan for an organization
C) motivating others to achieve extraordinary levels of performance
D) facilitating individual and collective efforts to accomplish shared objectives
E) striving for constructive change by setting a direction for the future

Question 73

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges, Betty was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) _____.

A) coalition tactic
B) legitimating tactic
C) pressure tactic
D) personal appeal
E) exchange tactic

Question 74

Using threats or intimidation to persuade someone is which influence tactic?

A) legitimating
B) pressure
C) ingratiating
D) exchange
E) personal appeals

Question 75

Power deriving from one's personal attraction is called ______ power.

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

Question 76

The power that managers have resulting from their formal positions within organizations is called ______ power.

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

Question 77

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ______ power.

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

Question 78

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power.

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

Question 79

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Lamar is using which influence tactic?

A) consultation
B) inspirational appeals
C) ingratiating tactics
D) personal appeals
E) legitimating tactics

Question 80

Trina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Trina has ______ power.

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