Deck 9: Managing Leadership

Question 1

Research indicates that certain personal characteristics appear to be associated with effective leadership.

Answer 1

True

Question 2

The power that comes from a manager's admiration and loyalty from subordinates and coworkers is known as referent power.

Answer 2

True

Question 3

The ability of a manager to give or withhold tangible and intangible rewards is known as legitimate power.

Answer 3

False

Question 4

Managers who tend to rely on coercive forms of power tend to be effective.

Question 5

A manager who withholds a subordinate's bonus for poor performance at work is using legitimate power.

Question 6

When a manager degrades a subordinate,this is an example of expert power.

Question 7

Managers can take steps to increase their referent source of power by showing interest and concern for their subordinates.

Question 8

According to French and Raven,there are six types of social power the leader has to affect other people's behaviour and get them to act in certain ways.

Question 9

Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.

Question 10

Leadership theories developed after the 1980s tend to focus on the supervisory nature of leadership.

Question 11

Researchers concluded that traits alone are the key to understanding leader effectiveness.

Question 12

A manager who has the trust and commitment of coworkers and subordinates has referent power.

Question 13

Expert power is based on the special knowledge,skills,and expertise that a leader possesses.

Question 14

Leadership is the process by which an individual exerts influence over other people.

Question 15

Leaders engage in consideration when they show their subordinates that they trust,respect,and care about them.

Question 16

A leader is able to exert influence over other people to help achieve group or organizational goals.

Question 17

A manager's personal leadership style is the specific ways in which the manager chooses to plan,organize,control,and influence others.

Question 18

When leaders are effective,the influence they exert over others help a group or organization to achieve its performance goals.

Question 19

Reward power is the ability of a manager to punish others.

Question 20

When a manager is asked to give advice on a subject he or she has 15 years of experience in dealing with,they are relying on expert power.

Question 21

According to Fiedler,leadership style is an enduring characteristic which managers cannot change.

Question 22

Leaders engage in initiating structure when they show their subordinates that they trust,respect,and care about them.

Question 23

Characteristics of subordinates or characteristics of a situation or context that act in place of the influence of a leader and make leadership unnecessary.

Question 24

The situational leadership theory (SL)suggests that the appropriate leader style depends on the follower's ability and willingness to perform the tasks.

Question 25

It is appropriate for a leader to use directive behaviours with very experienced and motivated employees,according to path-goal theory.

Question 26

When task structure is high,situations are favourable for leading,according to Fiedler.

Question 27

A leader substitute is something that acts in place of the influence of a leader and makes leadership unnecessary.

Question 28

According to Fiedler,when conditions are either very favourable or very unfavourable,a relationship-oriented leadership is best suited.

Question 29

Path-goal theory is based on the traits of determination and dominance.

Question 30

Leaders with more focus on interpersonal skills and concern for the well-being of employees tend to have followers that are more satisfied,motivated,and have more respect for their leaders.

Question 31

According to Fiedler,leader-member relations describe the extent to which work to be performed is clear-cut.

Question 32

Hersey and Blanchard's situational leadership theory (SL)suggests that the leader-follower relationship is like that of a parent and a child.

Question 33

According to Fiedler,leaders whose primary concern is to ensure that subordinates perform at a high level are relationship-oriented leaders.

Question 34

Path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

Question 35

Like the trait approach,Fiedler hypothesized that personal characteristics do not influence leader effectiveness.

Question 36

Process models of leadership take into account the situation or context within which leadership occurs.

Question 37

Contingency models of leadership suggest there is one 'best' set of traits or behaviours that can apply universally to all leadership situations.

Question 38

A contingency model of leadership,which focuses on the followers' readiness,is known as path-goal theory.

Question 39

According to Fiedler,position power is the amount of legitimate,reward,and coercive power a leader has by virtue of his or her position in an organization.

Question 40

It is appropriate for a leader to use achievement-oriented behaviours when subordinates are overworked.

Question 41

Leaders who guide their subordinates toward expected goals with no expectations of exceeding those goals are known as transformational leaders.

Question 42

According to research,the moods and emotions that leaders experience on the job do not affect their leadership effectiveness.

Question 43

Research suggests that male managers and female managers who have leadership positions in organizations behave in similar ways.

Question 44

All of the following are examples of an intangible reward,which can be given by a manager to a subordinate except:

A)A choice job assignment
B)Verbal praise
C)"A pat on the back"
D)Respect
E)Appreciation

Question 45

When a manager is aware of their level of emotions and can handle moods in a positive way,they are said to be emotionally intelligent.

Question 46

Steve Jobs of Apple and Jack Welch of General Electric are considered visionary leaders.

Question 47

The European culture tends to have a profit horizon similar to the U.S.and Canada.

Question 48

When organizations need an extreme overhaul,they often look for leadership to turn the company's fortunes around.

Question 49

When a manager has the power to assign projects to his or her subordinates,we say that this manager has:

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

Question 50

All of the following are examples of a tangible reward,which can be given by a manager to a subordinate except:

A)A pay raise
B)"A pat on the back"
C)A bonus
D)An attractive job assignment
E)A country club membership

Question 51

When a manager tells an employee that he or she must do the manager a sexual favour or be fired,the manager is using which type of power?

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

Question 52

Charismatic leaders stimulate subordinates intellectually and show developmental consideration towards them.

Question 53

When a manager withholds a subordinate's bonus for poor performance at work,the manager is using which type of power?

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

Question 54

All of the following are tangible rewards,which can be given by a manager to a subordinate,except:

A)A choice job assignment
B)A cash bonus
C)A pay raise
D)Stock options
E)Respect

Question 55

Which of the following does NOT describe a transformational leader?

A)A leader who makes subordinates aware of the importance of their jobs to the organization
B)A leader who makes subordinates aware of their own needs for personal growth
C)A leader who motivates subordinates to work for the good of the whole organization
D)A leader who emphasizes correction and punishment
E)A leader who inspires subordinates

Question 56

Transformational leaders motivate their subordinates to work solely for their own personal gain and benefit.

Question 57

When a manager has the power to evaluate a subordinate's work and to decide if that subordinate is doing the work in a satisfactory manner,we say that this manager has:

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

Question 58

Canadian and U.S.organizations tend to have a shorter-term profit horizon than the Japanese.

Question 59

Which of the following describes a transactional leader?

A)A leader who makes subordinates aware of the importance of their jobs to the organization
B)A leader who makes subordinates aware of their own needs for personal growth
C)A leader who motivates subordinates to work for the good of the whole organization
D)A leader who emphasizes correction and punishment
E)A leader who inspires subordinates

Question 60

Transformational leadership,charismatic leadership,and turnaround leadership have the common element of being able to envision how an organization could be and being able to articulate it to followers in a way that inspires them to be part of the change that is needed.

Question 61

According to Fiedler,the extent to which subordinates trust and are loyal to their leader is known as:

A)Empowerment relations
B)Task-oriented relations
C)Leader-member relations
D)Initiating structure relations
E)Position power relations

Question 62

Behaviour indicating that a manager trusts,respects,and cares about subordinates is known as:

A)Initiating structure
B)Employee-centred
C)Empowerment
D)Leadership substitute
E)Task-oriented

Question 63

Hesselbein's turnaround strategy included which of the following three important elements?

A)Create an inspiring identity,dialogue with customers and employees,add value for customers
B)Increase information flows,be honest and realistic,add value for customers
C)Create an inspiring identity,promote human value,increase information flows
D)Promote human value,be honest and realistic,refocus strategy
E)Increase efficiency,increase efficacy,increase effectiveness

Question 64

Leadership theories which propose that the effectiveness of a leader depends on the situation in which the leader finds himself or herself are known as:

A)Trait models
B)Contingency models
C)Empowerment models
D)Path-goal models
E)Leadership substitute models

Question 65

If Roy Vagelos,former CEO of Merck (a major pharmaceutical company),who was an outstanding research scientist before entering the ranks of management,were to advise a research scientist at Merck about a possible experiment to test a new type of drug,we would say that he had which type of power?

A)Empowerment power
B)Relationship-oriented power
C)Expert power
D)Consideration power
E)Referent power

Question 66

Characteristics of subordinates or characteristics of a situation or context which acts in place of a leader so that leadership is unnecessary is known as:

A)Empowerment
B)Initiating structure
C)Consideration
D)A leader substitute
E)Referent power

Question 67

An individual who is able to exert influence over other people to help achieve group or organizational goals is known as a(n):

A)Leader substitute
B)Follower
C)Expert power
D)Leader
E)Coercive leader

Question 68

Which element is NOT one that Fiedler identified as a determinant of how favourable a situation is for leading?

A)Position power
B)Follower readiness
C)Leader-member relations
D)Task structure
E)Leader preparedness

Question 69

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

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

Question 70

When the CEO of Intel,Andrew Grove,who has a Ph.D.in chemical engineering and is very knowledgeable about microprocessors which Intel produces,advises an R&D scientist about a possible new product idea,we say that this CEO has which type of power?

A)Expert power
B)Empowerment power
C)Consideration power
D)Relationship-oriented power
E)Deferential power

Question 71

According to the path-goal theory,the following is NOT one of the behaviours that leaders can engage in to motivate subordinates:

A)Achievement-oriented behaviours
B)Participative behaviours
C)Directive behaviours
D)Supportive behaviours
E)Task-oriented behaviours

Question 72

When a manager is called upon to give advice in a situation because he or she has many years of experience in handling similar circumstances,we are using:

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

Question 73

Which of the following is NOT an initiating structure or job-oriented behaviour?

A)Showing support for the well-being of employees
B)Letting subordinates know what is expected of them
C)Deciding how work should be done
D)Making schedules
E)Assigning tasks to individuals or groups

Question 74

Which of the following is NOT a contingency model of leadership?

A)Fiedler's contingency model
B)Hersey-Blanchard's situational leadership theory
C)House's path-goal theory
D)Leader substitute model
E)Equity theory

Question 75

When Bill Gates of Microsoft,who has a great deal of experience in software programming design,advises an R&D manager about how to design a new type of software for personal computers,we say that he has which type of power?

A)Referent power
B)Relationship-oriented power
C)Empowerment power
D)Consideration power
E)Expert power

Question 76

The process by which an individual exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals is known as:

A)Leadership
B)Reward power
C)Expert power
D)Empowerment
E)The trait model

Question 77

Power that is based in the special knowledge,skills,and expertise that a leader possesses is known as:

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

Question 78

The ability of a manager to punish others is known as:

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

Question 79

According to Fiedler,the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it is known as:

A)Consideration structure.
B)Task structure.
C)Empowerment structure.
D)Leader-member relations.
E)Charismatic leadership.

Question 80

The ability of a manager to give or withhold tangible and intangible rewards is known as:

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