Deck 10: Leadership Effectiveness: Foundations

Question 1

Pete is a construction foreman. It his job to coordinate the activities of the employees working at the construction site. Because of this, when Pete directs a crew to work on certain tasks before others his workers comply with his request. This is an example of ______ power.

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

Answer 1

A

Question 2

The behavioral model of leadership focuses on what leaders actually do and how they do it.

Answer 2

True

Question 3

The use of ingratiation is a very effective influence tactic to use during an interview for employment.

Answer 3

True

Question 4

One of the four traits shared by most successful leaders is the ability to communicate well with others.

Question 5

In the mature partnership phase of the LMX model, exchanges include emotional bonds.

Question 6

Leader consideration is MOST effective when employees feel that their involvement in the decision-making process is legitimate and affects job performance.

Question 7

According to "Learning from Experience: The Un-Carrier CEO," what term was used to signify that T-Mobile would be the opposite of its competition?

A) Alter-carrier
B) No-carrier
C) Un-carrier
D) Pseudo-carrier

Question 8

An individual's ability to influence others because they respect, admire, or like the person is referred to as expert power.

Question 9

Which of the following is NOT one of the five interpersonal sources of power?

A) legitimate
B) rational
C) coercive
D) expert

Question 10

The area within which employees will accept certain directives without questioning the leader's power is referred to as the zone of

A) tolerance.
B) legitimacy.
C) indifference.
D) acceptability.

Question 11

The LMX relationship begins with the stranger phase.

Question 12

In "Teams Competency: Coach K's Gold-Medal Leadership," it is noted that fair treatment of everyone is the single most important factor in bringing a team together.

Question 13

According to "Learning from Experience: The Un-Carrier CEO," when John Legere-CEO of T-Mobile-visits the company's call centers, he sometimes gives away his T-Mobile clothes having to walk back to his car wearing his socks.

Question 14

Leader-member exchange suggests that the more leaders interact with employees, the more unified the work team will become.

Question 15

As noted in "Self-Competency: Colin Powell's 'Lessons in Leadership,'" the best leaders are those who can take a problem and "spin" it so that the problem appears less than it really is.

Question 16

In "Communication Competency: Paul Millman, CEO, Chroma Technology," notes that in the early days of the company, employees made decisions on their own or by consensus.

Question 17

Outside the zone of indifference, a leader's legitimate power disappears rapidly.

Question 18

Tyrone needs his production crew to work extra hours on a project. He tells them that if they complete the project on time, he will bring in lunch for them the next day. Tyrone is using the personal appeal influence tactic.

Question 19

Subordinates who have a high-quality level of LMX are more likely to become dissatisfied, less motivated, and more prone to quit.

Question 20

Oliver is responsible for managing the marketing campaign for the company's largest client. The client asked for promotional materials to be created for a last-minute fund-raising event. Oliver asked his team to work on Saturday to get the job done and in return, his staff could take two days off the following week. This MOST exemplifies the use of _______ power.

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

Question 21

The behavioral model of leadership suggests that leaders help individuals and teams reach their goals by building task-centered relations with employees and

A) by being considerate and supportive of employees' attempts to achieve personal goals.
B) by empowering employees to make their own decisions.
C) by letting employees handle their own disputes among coworkers.
D) by punishing negative behaviors in order to help employees succeed.

Question 22

In "Teams Competency: Coach K's Gold-Medal Leadership," Coach K uses ______ as a relationship builder and is a huge part of how he relates to his teams.

A) praise
B) personal stories
C) rewards
D) humor

Question 23

In which of the following situations would coercive power MOST LIKELY be used?

A) when addressing issues regarding sexual harassment
B) when asking employees to work overtime
C) when directing employees to rearrange the priority of tasks
D) when helping employees establish goals

Question 24

Quentin is the materials manager at a hospital. He is in the process of selecting a new system for tracking purchase orders. Since his staff will have to use this new system daily, he asks for their feedback on the various proposals hoping that this will increase agreement by his staff for whichever proposal is ultimately selected. Quentin is using which influence tactic?

A) rational persuasion
B) consultation
C) legitimating
D) exchange

Question 25

Which of the following is NOT a reason why the traits model of leadership is inadequate for successfully predicting leadership effectiveness?

A) There are no consistent patterns between specific traits and leadership effectiveness.
B) It attempts to relate physical traits to effective leadership.
C) It does not take into consideration the complexity of leadership.
D) It relies solely on behavior to determine leadership effectiveness.

Question 26

The ______ tactic is arguably the most effective overall tactic when influencing in the upward direction.

A) rational persuasion
B) inspirational appeal
C) legitimating
D) consultation

Question 27

John is a top-level manager at a software company. Eric is one of the company's retail store managers. Eric respects John as a leader and aspires to be just like him. Based on this scenario, what kind of power does John have?

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

Question 28

The ______ model of leadership focuses on what leaders actually do and how they do it.

A) traits
B) situation
C) behavioral
D) results

Question 29

Elaine is shy, somewhat pessimistic, and not very competitive. However, she is consistently one of the top salespersons in her company. This illustrates the limitations of which model of leadership?

A) behavioral model
B) traits model
C) situational model
D) personality model

Question 30

______ power is usually associated with individuals who possess admired personality characteristics, charisma, or good reputations.

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

Question 31

Which of the following is NOT a tactic used to exert influence in an organization?

A) ingratiation
B) coalition
C) pressure
D) reinforcement

Question 32

The leadership model that predicts leadership effectiveness based on characteristics of many leaders is the

A) behavioral model.
B) traits model.
C) situational model.
D) personality model.

Question 33

Coercive power is achieved by using

A) rewards.
B) charisma.
C) punishment.
D) persuasion.

Question 34

Which personal source of power, unique to the leader, is the MOST effective in terms of gaining commitment while also maintaining satisfaction with the leader?

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

Question 35

What tactic used to exert influence involves efforts by leaders to increase their attractiveness in the eyes of others?

A) ingratiation
B) rational persuasion
C) inspirational appeal
D) personal appeal

Question 36

A manager that uses the _______ influence tactic promises that favors will be granted in return for following a request.

A) consultation
B) pressure
C) coalition
D) exchange

Question 37

Fredrick has the ability to influence others' behavior because he is seen as a competent person with talents and specialized knowledge. Fredrick can be said to have _______ power.

A) reward
B) expert
C) coercive
D) applied

Question 38

______ involves the use of demands, threats, or persistent reminders to gain compliance.

A) Pressure
B) Punishment
C) Coalition
D) Exchange

Question 39

Surveys show that employees rank ______ as the key attribute of a successful leader.

A) authority
B) honesty
C) tenacity
D) likability

Question 40

Evidence suggests that four traits are shared by most successful leaders. Which of the following is NOT one of those traits?

A) personal power
B) integrity
C) maturity
D) achievement drive

Question 41

The greatest number of studies of leader behavior has taken place at

A) Harvard University.
B) Ohio State University.
C) Wharton School of Business.
D) Kellogg School of Management.

Question 42

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

A) consultation.
B) coalition.
C) conversation.
D) consideration.

Question 43

A manager that has elevated levels of employee turnover, absenteeism, and grievances most likely ranks

A) high on initiating structure and low on consideration.
B) low on initiating structure and high on consideration.
C) low on both initiating structure and consideration.
D) high on both initiating structure and consideration

Question 44

The ______ style of leadership uses supportive behaviors to build the employee's confidence and maintain enthusiasm. It is used when an employee's task-specific readiness has increased, but the employee isn't ready to assume full responsibility for completing the task.

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

Question 45

As it pertains to the situational style of leadership, ______ behavior would include using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it.

A) relationship
B) task
C) coercive
D) application

Question 46

Edwardo uses a high degree of _______ behavior; he uses two-way communication, listens to and encourages his employees, involves his followers in the decision-making process, and supports his employees emotionally.

A) task
B) exchange
C) inspirational
D) relationship

Question 47

Brett just joined the warehouse staff of a large distribution center. His tasks involve picking, sorting, and cataloging the merchandise that comes into the warehouse. He's not sure how to perform these tasks since every warehouse he's worked in performs these duties differently. In order to help Brett succeed and build a strong foundation for his future success, his manager would MOST LIKELY use the _______ style of leadership.

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

Question 48

The _______ leadership model states that the style of leadership should be matched to the level of readiness of the followers.

A) traits
B) behavioral
C) situational
D) performance

Question 49

The biggest limitation of the behavior model is the lack of attention it gives to the effects of

A) relationships.
B) consideration.
C) situations.
D) structure.

Question 50

The leader-member exchange theory suggests that leaders develop different relationships with each of their subordinates through

A) the discovery of complementary personality characteristics.
B) a series of work-related transactions.
C) informal, social interactions.
D) an evaluation of the subordinates' completed tasks.

Question 51

Choosing an appropriate leadership style is dependent upon the level of

A) follower skills.
B) managerial readiness.
C) follower readiness.
D) managerial skills.

Question 52

When a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility, he or she is

A) using consideration.
B) establishing traits.
C) legitimating.
D) initiating structure.

Question 53

It is important to Aiden that his employees accomplish their assigned tasks, so he works with each employee to set performance goals. In addition, Aiden gives detailed instructions on the tasks to be done and lets his employees know that he expects his instructions to be followed. Aiden is a leader with a high degree of

A) initiating structure.
B) coercion.
C) consideration.
D) fostering exchange.

Question 54

As detailed in "Communication Competency: Paul Millman, CEO, Chroma Technology," what problem did Paul Millman have in performing his role at Chroma Technology?

A) his reliance on building employee relationships
B) his unwillingness to use task behavior strategies
C) the lack of visibility he had with lower-level employees
D) the lack of clarity about his role within the firm

Question 55

A leader who wants to initiate structure would have the hardest time doing so when

A) a high degree of pressure for output is imposed by someone other than the leader.
B) employees do not depend on the leader for information or instruction on how to complete a task.
C) the assigned task satisfies employees.
D) employees are psychologically predisposed toward being told what to do, how to do it, and when it should be achieved.

Question 56

According to "Self Competency: Colin Powell's 'Lessons in Leadership,'" what did Colin Powell do to encourage his staff to debate and dialogue with him?

A) He set up virtual meetings for employees stationed in various locations.
B) He surveyed all employees to gain insight on their ideas.
C) He allowed people to argue with him to defend their point of view.
D) He allowed employees to reprimand one another.

Question 57

In using a _______ leadership style, the leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates.

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

Question 58

A follower's ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them is termed

A) readiness.
B) agreeableness.
C) openness.
D) completeness.

Question 59

Which of the following is NOT a component of the situational style of leadership?

A) a set of several possible leadership styles
B) a set of tools to measure and evaluate each leadership style
C) a description of several alternative situations that leaders might encounter
D) recommendations on which leadership style will be most effective for each situation

Question 60

The most positive effects of leader consideration on effectiveness and satisfaction occur when

A) the task is complex and employees gain satisfaction from completing it.
B) team members are familiar with the task and need no training.
C) followers are predisposed toward participative leadership.
D) employees feel that strong status differences should exist between them and their leader.

Question 61

Why is the traits model of leadership inadequate for successfully predicting leadership effectiveness?

Question 62

Which phase of the LMX model includes task exchanges and emotional bonds?

A) acquaintance phase
B) mature partnership phase
C) stranger phase
D) newcomer phase

Question 63

In the LMX model, two relationship groups may be formed-the "in group" and the "out group." Describe and compare these two groups.

Question 64

In the LMX model, if the _______ phase is not successful, the leader-subordinate relationship is likely to revert to the previous phase.

A) stranger
B) newcomer
C) acquaintance
D) mature partnership

Question 65

Explain the zone of indifference as it relates to one's legitimate power.

Question 66

Describe the stages of the Leader-Member Exchange.

Question 67

Leaders can use various tactics to exercise power. Select three of these tactics, describe them, and provide an example of each.

Question 68

Discuss the situational leadership model. How does the concept of "readiness" apply to this model?

Question 69

Under what circumstances is the use of coercive power acceptable?

Question 70

The LMX model assumes that a leader establishes high LMX relationships with a limited number of subordinates. These subordinates are referred to as the

A) desirables.
B) in group.
C) inner circle.
D) chosen few.

Question 71

Describe the traits model of leadership. What are the four traits that are shared by most successful leaders?

Question 72

Describe the five interpersonal sources of power.

Question 73

The LMX model begins with the

A) stranger phase.
B) acquaintance phase.
C) newcomer phase.
D) mature partnership phase.

Question 74

Discuss consideration and initiating structure as it relates to the behavioral model of leadership.

Question 75

Which of the following is a likely outcome of subordinate with a low-quality level of LMX?

A) more prone to quit
B) more likely to assume extra tasks
C) more prone to initiate social interactions with superior
D) more likely to increase responsibility