Question 1

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

Accepted Answer

Legitimate power is derived from a manager's formal position within an organization. It is the power that comes with a manager's title or position and the authority to make decisions, give orders, and enforce rules. The other types of power listed, referent, expert, reward, and coercive, are based on personal qualities or abilities rather than formal positions of authority.

Question 2

As a manager,when you provide rewards or reprimand your subordinates,you are practicing transactional leadership.

Accepted Answer

Transactional leadership is based on the idea of exchanging rewards or punishment for performance. Therefore, providing rewards or reprimand falls under this style of leadership.

Question 3

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

Accepted Answer

Referent power is the ability to influence others based on personal likability, charisma, and trustworthiness. Emily's charismatic personality and ability to easily persuade others suggest that she possesses referent power.

Question 4

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

Accepted Answer

Studies have shown that there is a higher likelihood for female leaders to utilize transformational leadership styles which focus on inspiring and motivating followers to achieve their potential, compared to male leaders.

Question 5

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.

Accepted Answer

Anar is using her reward power by congratulating her staff and sending a companywide e-mail announcing their success. Reward power comes from the ability to provide rewards or positive reinforcement to influence others' behavior. In this case, Anar is using her position and authority to reward her team for their successful project, which encourages them to continue their excellent work.

Question 6

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

Accepted Answer

The statement is correct as task-oriented leadership focuses on achieving specific goals and completing tasks efficiently. This type of leadership is also known as goal-oriented, directive, or autocratic leadership.

Question 7

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.

Accepted Answer

Expert power comes from having specialized knowledge, skills, or abilities that others don't have. In this scenario, Amy's knowledge and efficiency make her a reliable source for solving computer problems, giving her expert power.

Question 8

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

Accepted Answer

This definition of leadership is widely accepted and recognized in the field of management.

Question 9

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

Accepted Answer

Leaders often prefer followers who are compliant and obedient, as they are easier to manage and less likely to cause conflict or push back on the leader's decisions. In contrast, rebels or non-compliant followers can be seen as difficult or disruptive, and may challenge the leader's authority or direction. However, it should be noted that there are also benefits to having some level of diversity and constructive disagreement among followers, as this can lead to more creative and innovative solutions to problems.

Question 10

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

Accepted Answer

Passive leaders are typically characterized by a lack of action and decision-making, which can lead to a lack of trust and inspiration among followers. Active leadership traits such as consistency and persistence are more likely to inspire trust.

Question 11

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

Accepted Answer

The most important component of situational control in the contingency leadership model is actually the leader's task and relational behaviors, and how they match with the level of maturity and readiness of their followers. Position power is just one aspect of the leader's overall situational control.

Question 12

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

Accepted Answer

Appearance is not one of the accepted sources of power in organizational behavior. The five sources of power are legitimate, reward, coercive, expert, and referent power.

Question 13

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

Accepted Answer

Reward power results from a manager's authority to provide incentives or rewards to their employees, not to punish them. Punishment would fall under coercive power.

Question 14

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

Accepted Answer

Narcissistic leaders may initially motivate others with their charisma and confidence, but their focus on their own ego and need for admiration can lead to negative outcomes such as decreased teamwork, ethics violations, and excessive risk-taking.

Question 15

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

Accepted Answer

The three dimensions of situational control are leader-member relations (the degree of trust and respect between leaders and followers), the task structure (the clarity and specificity of the task), and position power (the amount of authority a leader holds in a particular situation). Therefore, the best choice is C - position power. Psychological empowerment, environment, personality, and organizational culture are not part of the three dimensions of situational control.

Question 16

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

Accepted Answer

Steve Jobs is widely regarded as a transformational leader who had a clear vision and was committed to creating revolutionary products such as the desktop computer. He was known for his ability to inspire and motivate his team to achieve their full potential and was famous for his emphasis on innovation and design.

Question 17

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

Accepted Answer

The answer of One's power comes as part of one's...

Question 18

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

Accepted Answer

Leadership involves using one's influence to guide and inspire employees towards the achievement of organizational goals. While force, reward, request, and compensation may all be used in leadership to some extent, they are not the defining characteristics of true leadership. Effective leaders rely primarily on their ability to influence their employees towards a shared vision and common goal.

Question 19

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

Accepted Answer

Leading and managing involve different skills and focus. Leaders inspire and motivate others to move towards a shared vision, while managers plan, organize and control resources to achieve specific goals. While some individuals may possess both leadership and management skills, the two roles are not interchangeable.

Question 20

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

Accepted Answer

This statement is false. Adaptive and flexible organizational cultures are actually more likely to foster transformational leadership, as they encourage creativity, innovation, and risk-taking, which are all important characteristics of transformational leaders. Bureaucratic cultures, on the other hand, tend to emphasize rules and procedures, which can stifle creativity and innovation, making it more difficult for transformational leaders to thrive.

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