Deck 10: Leadership Effectiveness: Foundations

Question 1

The zone of indifference is an area where the manager does not have actual authority.

Answer 1

False

Question 2

Coercive power is the potential to influence others through the use of sanctions or punishment.

Answer 2

True

Question 3

Leadership emphasizes planning,control,rules and procedures,authority relations,and the like.

Answer 3

False

Question 4

The use of legitimate power would be present in a situation where followers do something because the leader has the right to request them to do it and they have an obligation to comply,as a consequence of the leader's position in the organization.

Question 5

According to Learning from Experience: Douglas Conant's Leadership at Campbell Soup Co. ,Conant led the development of a 5-year plan,called the "Campbell's Mission."

Question 6

The are three basic sources of a leader's power are (1)reward, (2)legitimate,and (3)referent power.

Question 7

Expert power is an individual's ability to influence others because they respect,admire,or
like the person.

Question 8

For successful organizations,the pattern in the use of the sources of power is shifting toward greater reliance on reward,referent,and expert power and less reliance on coercive and legitimate power.

Question 9

The zone of indifference is an area within which employees will accept certain directives without questioning the manager's power.

Question 10

According to Learning from Experience: Douglas Conant's Leadership at Campbell Soup Co. ,under Conant's leadership,Campbell's has reversed a decline in shareholder value and employee commitment.

Question 11

Referent power is an individual's ability to influence others because they respect,admire,or
like the person.

Question 12

Organizational politics involves attempts by individuals to influence the behaviors of others as a means to protect their self-interests,meet their own needs,and advance their own goals.

Question 13

Leadership is the process of developing ideas and a vision,living by values that support those ideas and vision,influencing others to embrace them in their own behaviors,and making hard decisions about people and other resources.

Question 14

Political behavior means doing whatever it takes to move up in a company.

Question 15

The five basic sources of a leader's power are (1)legitimate, (2)reward, (3)coercive, (4)referent,and (5)expert power.

Question 16

Reward power comes from the leader's ability to provide something positively desired by followers in return for behaviors the leader expected and wanted.

Question 17

All leaders use power and engage in political behaviors to influence others.

Question 18

Organizational politics involves actions by individuals,teams,or leaders to acquire,develop,and use power and other resources in order to obtain preferred outcomes.

Question 19

Management emphasizes planning,control,rules and procedures,and authority relations.

Question 20

While effective leadership encompasses all seven of the foundation competencies,it also goes beyond them.

Question 21

Compromising is a common political tactic in which the individual accepts compromise
as a short-term tactic while continuing to press ahead with one's own agenda.

Question 22

One of the negative aspects of political performance appraisals is it can expose the organization to litigation if employees are terminated.

Question 23

The probability of political behavior typically increases inversely to disagreements over goals.

Question 24

Maneuverability is a common political tactic in which the individual maintains flexibility and never completely commits to any one position or program.

Question 25

"Confidence" is a common political tactic in which once the individuals have made their decisions,they must always give the impression of knowing what they are doing,even when they do not.

Question 26

The organizational reward system is not a significant factor in the occurrence of political behavior.

Question 27

Leaders should link rewards to their feelings about how an employee performs to limit some of the problems with political performance appraisals.

Question 28

Taking counsel is a common political tactic in which the individual communicates everything.

Question 29

Durability is a common political tactic in which the individual maintains flexibility and never completely commits to any one position or program.

Question 30

Always the boss is a common political tactic in which the individual accepts compromise only as a short-term tactic while continuing to press ahead with one's own agenda.

Question 31

Ineffective organizational culture and emotional withdrawal from the organization are among the harmful effects of political behavior.

Question 32

Leaders should develop goals and standards that are as clear and specific as possible to limit some of the problems with political performance appraisals.

Question 33

There are no beneficial effects of political behavior.

Question 34

The performance appraisal process provides a good example of a situation in which
managers may encourage political behavior among employees.

Question 35

Career advancement and misuse of resources are among the beneficial effects of political behavior.

Question 36

When a reward system focuses solely on team accomplishments and minimizes individual contributions,individuals may be tempted to behave politically to ensure that they receive much more of the rewards than other team members.

Question 37

The probability of political behavior typically increases when decision-making procedures and performance measures are certain and known.

Question 38

Maneuverability is a common political tactic in which once the individuals have made their decisions,and must always give the impression of knowing what they are doing,even when they do not.

Question 39

Communication is a common political tactic in which the individual never communicates everything but instead withholds information and/or releases information at carefully chosen times.

Question 40

"Always the boss" is a common political tactic that occurs when the leader will not accept any subordination.

Question 41

Consideration tends to be an effective leadership behavior when employees feel that strong status differences should not exist between them and their leader.

Question 42

The behavioral model of leadership focuses on what leaders think about.

Question 43

Theory Y is a composite of propositions and beliefs that take a leadership and empowering approach to management based on a positive view of human nature.

Question 44

When employees are asked to rank and comment on various traits of successful and unsuccessful leaders,honesty is the most important characteristic identified by many surveys.

Question 45

In the Change Competency: Carol Bartz's Use of Power to Change Yahoo!,Bartz noticed that employees on the inside spend too much time looking at what is taking place on the outside.

Question 46

Behavioral models of leadership have identified two main dimensions of leadership behavior: relationship orientation and empowerment.

Question 47

Behavioral models of leadership have identified two main dimensions of leadership behavior: aggressiveness and strategy.

Question 48

Theory X is a composite of propositions and underlying beliefs that take a command-and-control approach to management based on a negative view of human nature.

Question 49

Theory X is a composite of propositions and beliefs that take a leadership and empowering approach to management based on a positive view of human nature.

Question 50

The traits,Theory X/Theory Y,and behavioral models are probably the most popular and oldest of the leadership models.

Question 51

Theory Y assumes that the motivation,the potential for development,the capacity for assuming responsibility,and the readiness to direct behavior toward organizational goals are all present in employees.

Question 52

The behavioral model of leadership suggest that effective leaders help individuals and teams achieve their goals in two ways: task-centered relations and consideration.

Question 53

The traits model of leadership is based on characteristics of many leaders-both successful
and unsuccessful-and is used to predict leadership effectiveness.

Question 54

Theory Y assumes that,without the strong intervention of managers,most employees would be passive-even resistant-to organizational needs.

Question 55

Evidence suggests that most (but not all)successful leaders share four common traits: intelligence,maturity and breadth,achievement drive,and honesty.

Question 56

In the Change Competency: Carol Bartz's Use of Power to Change Yahoo!,Bartz is focused on providing the consumer with awesome products.

Question 57

The contingency models are probably the most popular and oldest of the leadership models.

Question 58

One of the limitations of the traits model of leadership is that research has demonstrated no consistent patterns between specific traits or sets of traits and leadership effectiveness.

Question 59

A high degree of consideration indicates psychological closeness between the leader and subordinates.

Question 60

Theory Y is a composite of propositions and underlying beliefs that take a command-and-control approach to management based on a negative view of human nature.

Question 61

The four leadership styles of the Situational Leadership^ Model - telling,giving,participating,and observing - are based on different combinations of task and relationship behavior.

Question 62

The four leadership styles outlined in the Situational Leadership^ Model involve various combinations of event behavior and interaction behavior.

Question 63

Leaders who rank low on initiating structure and high on consideration generally have large numbers of grievances,absenteeism,and high turnover rates among employees.

Question 64

When a leader provides direction,encourages two-way communication,and helps build confidence and motivation on the part of the follower,the leader is using the participating style,according to the Situational Leadership^ Model.

Question 65

Effective leaders can not possess high consideration and initiating structure at the same time.

Question 66

According to Self Competency: Colin Powell's "Lessons in Leadership",the trick of leadership is being at the right place at the right time.

Question 67

According to Self Competency: Colin Powell's "Lessons in Leadership",a dream doesn't become reality through magic;it takes sweat,determination,and hard work.

Question 68

The Situational Leadership^ Model is based upon the amount of task and relationship behavior that a leader provides to subordinates in a situation.

Question 69

Initiating structure is the extent to which the leader has relationships with subordinates that are characterized by mutual trust,two-way communication,respect for employees' ideas,and empathy for their feelings.

Question 70

The Situational Leadership^ Model states that the style of leadership should be matched
to the level of readiness of the followers.

Question 71

The primary weakness in the behavioral model is that many leaders do not engage in both initiating structure and consideration behaviors.

Question 72

Consideration is the extent to which the leader has relationships with subordinates that are characterized by mutual trust,two-way communication,respect for employees' ideas,and empathy for their feelings.

Question 73

In the Situational Leadership^ Model,task behavior is the extent to which a leader listens,provides support and encouragement,and involves subordinates in the decision-making process.

Question 74

The Situational Leadership^ Model matches the situation to one of four leadership styles.

Question 75

Consideration is the extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility.

Question 76

Initiating structure is the extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility.

Question 77

The main limitation of the behavioral model is the lack of attention it gives to the effects of the situation on effective leadership style.

Question 78

Consideration tends to be an effective leadership behavior when employees are psychologically predisposed toward being instructed in what to do,how to do it,and when it should be achieved.

Question 79

According to the Situational Leadership^ Model,when a leader gives his or her subordinates emotional support,that leader is demonstrating relationship behavior.

Question 80

When a leader provides clear instructions,gives specific directions,and supervises the work closely,the leader is using the selling style,according to the Situational Leadership^ Model.