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

Question 1

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

Answer 1

False
Explanation: According to Kotter, companies manage complexity in several ways, including determining what needs to be done (planning and budgeting) and creating arrangements of people to accomplish an agenda (organizing and staffing).These are managerial, not leadership, functions.

Question 2

Without good management, complex organizations tend to become chaotic.

Answer 2

True
Explanation: Management is necessary because complex organizations, especially the large ones that so much dominate the economic landscape, tend to become chaotic unless there is good management.

Question 3

Leaders try to achieve their vision by motivating and inspiring others.

Answer 3

True
Explanation: Instead of controlling and problem solving, leaders try to achieve their vision by motivating and inspiring.That is, they appeal to "basic but often untapped human needs, values, and emotions," says Kotter, to keep people moving in the right direction, despite obstacles to change.

Question 4

Manager's authority to punish their subordinates results in coercive power.

Question 5

Managers' legitimate power allows them to hire, fire, reward, and punish.

Question 6

Referent power is more likely to be associated with leaders than with managers.

Question 7

Studies among employees reveal that pressure tactics are the most commonly used to influence others in the workplace.

Question 8

According to Kotter, leadership is about coping with change.

Question 9

One of the ways companies manage complexity is by aligning people.

Question 10

Inspirational appeals are considered a soft tactic among generic influence tactics.

Question 11

A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills.

Question 12

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

Question 13

Employees who are having computer problems at Barbour Oil and Gas go to Colin rather than the IT department; he is just so efficient and friendly about helping out and is extremely knowledgeable.Here, Colin has referent power.

Question 14

Kouzes and Posner's study found that honesty was a particularly important trait in order for a leader to be credible.

Question 15

Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics.

Question 16

Emily has a charismatic personality, which gives her personalized power.

Question 17

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

Question 18

Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used.

Question 19

Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.

Question 20

One's authority comes as part of one's job.

Question 21

According to a study, nearly twice as many men as women aspire to be CEO.

Question 22

In the contingency leadership model, the most important component of situational control is leader-member relations.

Question 23

In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.

Question 24

In the contingency leadership model, filling out the least preferred coworker (LPC) questionnaire helps you to assess situational control.

Question 25

Modesty could be a reason that fewer women than men are in top leadership positions.

Question 26

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

Question 27

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

Question 28

The University of Michigan Leadership Model identified two leadership styles: job-centered and employee-centered.

Question 29

Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.

Question 30

One weakness of the path-goal leadership model is that it ignores important employee characteristics like task ability and experience.

Question 31

Leader behaviors are one of the contingency factors in the path-goal leadership model.

Question 32

According to the University of Michigan Leadership Model, a manager who pays more attention to making work groups cohesive than productivity numbers would be described as socially centered.

Question 33

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

Question 34

The first two steps in applying a situational theory should be to identify leadership behaviors and to identify situational conditions.

Question 35

In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.

Question 36

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

Question 37

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

Question 38

The path-goal leadership model is a contingency approach to leadership.

Question 39

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

Question 40

According to GLOBE research, a perfectionist leader is the most universally disliked across countries.

Question 41

Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders.

Question 42

Leaders benefit most from a relatively low degree of compliance among their followers.

Question 43

Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of alcohol-related car crashes.She would best be described as a transformational leader.

Question 44

In leader-member exchange, an out-group exchange is characterized by mutual trust, respect, and a sense of common fates.

Question 45

A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.

Question 46

Which of the following is not advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow?

A)Develop new and diverse capacities.
B)Anticipate, adapt to, and embrace change.
C)Focus on workplace learning rather than the classroom.
D)When considering a job or industry, don't rely on reputation.
E)Develop your communication skills.

Question 47

Apple's new CEO, Tim Cook, has been described as a "logistics whiz" and an "operations genius," which is evidence that he is a transformational leader.

Question 48

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

Question 49

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

Question 50

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

Question 51

Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers.

Question 52

Lack of honesty and trust can hurt transformational leaders because they lose credibility.

Question 53

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

Question 54

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

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

Question 55

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

Question 56

Charisma is a form of interpersonal attraction that inspires acceptance and support.

Question 57

A commitment to the growth of people is a noted characteristic of a servant leader.

Question 58

The best type of leader for a rapidly changing situation is a transactional one.

Question 59

The leader-member exchange (LMX) model presupposes stable and uniform relationships between leaders and followers.

Question 60

LMX leadership focuses on providing increased service to others rather than to oneself.

Question 61

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

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

Question 62

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

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

Question 63

The influence tactic most likely to result in the enthusiastic commitment of employees is

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

Question 64

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

A)Legitimating tactics
B)Inspirational appeals
C)Ingratiating tactics
D)Personal appeals
E)Consultation

Question 65

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

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

Question 66

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

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

Question 67

According to Frederick Smith, chair and CEO of FedEx, the primary task of leadership is to

A)ensure progressive control and problem solving.
B)align resources within the organization.
C)inspire trust among all levels of employees.
D)communicate the vision and values of an organization.
E)oversee the success of an organization.

Question 68

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

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

Question 69

When Nielle saw Laura in the stockroom stuffing her purse with expensive printer cartridges, Laura 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)personal appeal.
B)legitimating tactic.
C)pressure tactic.
D)coalition tactic.
E)exchange tactic.

Question 70

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

A)Problem solving
B)Lobbying the government
C)Aligning people
D)Virtual planning
E)Watching current trends

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)ingratiating tactics.
E)personal appeals.

Question 72

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

A)Legitimating
B)Ingratiating
C)Pressure
D)Exchange
E)Personal appeals

Question 73

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

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

Question 74

Tracy 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, Tracy has ______ power.

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

Question 75

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders.

A)attribute
B)trait
C)behavior
D)quality
E)contingency

Question 76

According to Kotter, management and leadership are considered to be

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

Question 77

______ power results from one's specialized knowledge.

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

Question 78

According to Kotter, companies manage complexity in which of the following ways?

A)Solving problems
B)Motivating people
C)Lobbying the government
D)Innovating new products
E)Setting a direction

Question 79

Organizations may apply trait theory by

A)considering the relationships among employees.
B)using personality assessments.
C)hiring only from top-ranked business schools.
D)doing a job audit.
E)empowering the HR department.

Question 80

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

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