Deck 10: Strategy and Strategic Management

Question 1

Which of the following is a type of personal power?

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

Answer 1

D

Question 2

__________ is the recurring pattern of behaviors exhibited by a leader.

A) Management style
B) Expert style
C) Leadership style
D) Coercive style

Answer 2

C

Question 3

__________ achieves influence by offering something of value.

A) Legitimate power
B) Coercive power
C) Reward power
D) Expert power

Answer 3

C

Question 4

Your manager says that he will refuse your request for the weekend off to attend a concert unless you work the night shift for the rest of the week. In this case, he is using ________.

A) legitimate power
B) reward power
C) expert power
D) coercive power

Question 5

Of the four functions that make up the management process, __________ sets the direction and objectives.

A) planning
B) organizing
C) leading
D) controlling

Question 6

Susan, a manager at ABC International, focuses on authority and obedience, delegates little, and acts in a unilateral command-and-control fashion. Susan can be described as a(n) __________.

A) democratic leader
B) human relations leader
C) laissez-faire leader
D) autocratic leader

Question 7

Mary's manager has told her that if she can complete her project on time, she will get an extra bonus of $10,000. Mary's manager is using __________.

A) expert power
B) reward power
C) manipulative power
D) referent power

Question 8

_______ is NOT a type of position power.

A) Coercive power
B) Expert power
C) Reward power
D) Legitimate power

Question 9

A leader who has strong concerns for both task and people is called a(n):

A) laissez-faire leader.
B) autocratic leader.
C) democratic leader.
D) human relations leader.

Question 10

The ability to get someone else to do something that you want done is called __________.

A) authority
B) power
C) bullying
D) drive

Question 11

__________ is the capacity to influence through formal authority.

A) Coercive power
B) Expert power
C) Reward power
D) Legitimate power

Question 12

__________ is a trait that involves enjoying influencing others to achieve shared goals and is shared by successful leaders.

A) Drive
B) Business knowledge
C) Honesty
D) Motivation

Question 13

Which of the following terms describes a leader who brings to the situation a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully?

A) Charismatic leadership
B) Visionary leadership
C) Autocratic leadership
D) Servant leadership

Question 14

__________ builds the commitment and enthusiasm that allow people to apply their talents to help accomplish plans.

A) Planning
B) Organizing
C) Leading
D) Controlling

Question 15

Of the four functions that make up the management process, which of the following brings together the resources to turn plans into action?

A) Planning
B) Organizing
C) Leading
D) Controlling

Question 16

The capability to punish or withhold positive outcomes as a way of influencing the behavior of other people is called __________.

A) referent power
B) person power
C) expert power
D) coercive power

Question 17

__________ achieves influence by personal identification.

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

Question 18

The ability to influence the behavior of others because of a special knowledge and skills is called __________.

A) expert power
B) leadership power
C) reward power
D) legitimate power

Question 19

_________ is the process of inspiring others to work hard to accomplish important tasks.

A) Controlling
B) Planning
C) Leadership
D) Organizing

Question 20

A __________ is a clear sense of the future.

A) vision
B) norm
C) dream
D) goal

Question 21

All of the following are leadership styles in the Hersey-Blanchard leadership model EXCEPT:

A) participating.
B) delegating.
C) selling.
D) buying.

Question 22

Which of the following is NOT a leadership style in the Hersey-Blanchard leadership model?

A) Tasking
B) Participating
C) Delegating
D) Selling

Question 23

In the context of the Hersey-Blanchard situational leadership model, the __________ style works best in high-readiness situations with able and willing or confident followers.

A) participating
B) delegating
C) selling
D) telling

Question 24

__________ is inspirational and arouses extraordinary effort and performance.

A) Transactional leadership
B) Transformational leadership
C) Autocratic leadership
D) Task leadership

Question 25

A(n) __________ has little concern for task and people.

A) democratic leader
B) laissez-faire leader
C) participative leader
D) autocratic leader

Question 26

The Vroom-Jago model __________.

A) focuses on how managers lead through their use of decision-making methods
B) is only useful in programmed decision situations
C) forces managers to make decisions without participation
D) helps managers avoid participation

Question 27

A(n) __________ develops special leader-follower relationships and inspires followers in extraordinary ways.

A) charismatic leader
B) human relations leader
C) autocratic leader
D) task-oriented leader

Question 28

__________ raise the confidence, aspirations, and performance of followers through empowerment, intellectual stimulation, and integrity.

A) Autocratic leaders
B) Transactional leaders
C) Transformational leaders
D) Directive leaders

Question 29

A(n) __________ is made by a leader and then communicated to the group.

A) consensus decision
B) authority decision
C) group decision
D) consultative decision

Question 30

Research suggests that __________ are the most effective leaders.

A) autocratic leaders
B) human relations leaders
C) laissez-fair leaders
D) democratic leaders

Question 31

Leadership situations are analyzed in Fiedler's model according to three contingency variables, which are:

A) money, competitive dynamics, and regulation.
B) leader-member relations, task structure, and position power.
C) manager personalities, labor relations, and union activity.
D) self-awareness, social awareness, and relationship management.

Question 32

The leader's decision options in the Vroom-Jago leader-participation model are authority, consultative, and __________.

A) individual decisions
B) managerial decisions
C) group decisions
D) adversarial decisions

Question 33

The two groups identified in the LMX (leader-member exchange) theory are:

A) task and people.
B) functional and reference.
C) in-group and out-group.
D) classical and behavioral.

Question 34

A(n) __________ is made by a leader after receiving information, advice, or opinions from group members.

A) individual decision
B) authority decision
C) group decision
D) consultative decision

Question 35

According to House's path-goal theory, when job assignments are unclear, __________ helps to clarify task objectives and expected rewards.

A) directive leadership
B) supportive leadership
C) participative leadership
D) achievement-oriented leadership

Question 36

According to House's path-goal theory, which of the following leadership styles increases worker self-confidence by emphasizing individual abilities and offering needed assistance?

A) Directive leadership
B) Participative leadership
C) Supportive leadership
D) Achievement-oriented leadership

Question 37

In the context of the Hersey-Blanchard situational leadership model, the __________ style works best when followers are unable and unwilling or insecure.

A) participating
B) delegating
C) selling
D) telling

Question 38

A group decision is made by:

A) a leader and then communicated to the group.
B) group members themselves.
C) the CEO of an organization.
D) a leader after receiving information, advice, or opinions from group members.

Question 39

Which of the following is NOT one of the four leadership styles in House's path-goal theory?

A) Supportive
B) Democratic
C) Directive
D) Participative

Question 40

Jason, a manager, directs the efforts of others through tasks, rewards, and structures. He uses the __________ approach to leadership.

A) transformational
B) participative
C) human relations
D) transactional

Question 41

Serving others and helping them use their talents to help organizations benefit society is called __________.

A) participative leadership
B) ethical leadership
C) servant leadership
D) transactional leadership

Question 42

Research shows that men are more effective leaders than women even if both use similar leadership styles.

Question 43

Charismatic leadership and transactional leadership are very similar in nature because both focus on creating enthusiasm and inspiration.

Question 44

Authority decisions work best when:

A) leaders know little about a situation.
B) leaders have adequate time for discussion.
C) leaders are capable of acting alone.
D) the group resists the decision made by leaders.

Question 45

All of the following are examples of emotionally intelligent competencies EXCEPT:

A) social awareness.
B) the ability to empathize with others.
C) the use of position power to manage people.
D) the ability to understand one's own moods and emotions.

Question 46

__________ is strong on communicating, participation, and dealing with problems by teamwork.

A) Ethical leadership
B) Task-oriented leadership
C) Interactive leadership
D) Instructional leadership

Question 47

__________ has integrity and appears to others as "good" or "right" by ethical standards.

A) Transactional leadership
B) Autocratic leadership
C) Moral leadership
D) Laissez-faire leadership

Question 48

According to the Hersey-Blanchard situational leadership model, _________ involves giving specific task directions and closely supervising work.

A) selling
B) telling
C) delegating
D) participating

Question 49

Which of the following is NOT a challenge that managers face on their quest to succeed as leaders?

A) Shorter time frames for getting things accomplished
B) Solving less complex problems
C) Focusing on long-term goals while managing short-term pressures
D) Second chances become less available

Question 50

The autocratic leadership style is one of command and control.

Question 51

Referent power comes from having the knowledge of an expert.

Question 52

Research has categorized management behaviors into two sets: task-oriented behaviors and people-oriented behaviors.

Question 53

Expert power is the ability to influence others because they admire you and want to identify positively with you.

Question 54

In the Fiedler scheme, the task-motivated leader is most effective at extreme (i.e., high-control or low-control) situations.

Question 55

Moral leadership builds trust from a foundation of personal integrity.

Question 56

Legitimate power comes with the position held in an organization.

Question 57

__________ gives people job freedom and power to influence affairs in an organization.

A) Delegation
B) Ethical management
C) Empowerment
D) Entrepreneurship

Question 58

Robert House believed that a leader cannot move back and forth among the four leadership styles: directive, supportive, achievement-oriented, and participative.

Question 59

Servant leadership is _________ centered.

A) employee
B) leader
C) service
D) follower

Question 60

A potential cost of using consultative and group decisions is:

A) shortage of ideas.
B) conflict among employees.
C) lost efficiency.
D) loss of authority among leaders.

Question 61

__________ is an ability to understand the emotions in oneself and others and be able to use this understanding to handle one's relationships effectively.

Question 62

__________ is "other centered" and not "self-centered" in order to help organizations benefit society.

Question 63

A(n) __________ leader is one with a high concern for task, a low concern for people, and who tends to act in a unilateral command-and-control manner.

Question 64

The ability to get someone else to do what you want done is called __________.

Question 65

Fred Fiedler uses an instrument called the __________ to classify our leadership styles as either task motivated or relationship motivated.

Question 66

There are __________ primary emotional intelligence competencies.

Question 67

Identify and define the four leadership styles based on concern for task and concern for people.

Question 68

Why is it that both position power and personal power are required for effective leadership?

Question 69

Compare and contrast Fiedler's contingency model and House's path-goal theory.

Question 70

__________ is the ability to empathize, to understand the emotions of others, and to use this understanding to better deal with them.

Question 71

Define and explain the difference between transactional leadership and transformational leadership.

Question 72

__________ is the capacity to influence through formal authority.

Question 73

Of the four leadership styles in House's path-goal theory, the one focused on setting challenging goals, expecting high performance, and showing confidence is the __________ style.

Question 74

What is emotional intelligence? List and define its four competencies.

Question 75

__________ is the process of inspiring others to work hard to accomplish important tasks.