Deck 5: Delegating Authority and Empowering Employees

Question 1

There is only way that power can be obtained, and that is by experience.

Answer 1

False

Question 2

There are two views of authority: the acceptance view of authority, and the informal view of authority.

Answer 2

False

Question 3

Reward power is associated with the number of negative rewards that a leader is perceived as controlling.

Answer 3

False

Question 4

Empowerment is the granting of authority to employees to make key decisions within their enlarged areas of responsibility.

Question 5

When one has the power or right to act in a specified manner, that person has been given the authority to do so.

Question 6

Mastering the art of delegation and empowerment is essential to a leader's growth, development and effectiveness.

Question 7

One reason supervisors have difficulty delegating is because of a lack of trust in others.

Question 8

Decentralization refers to the extent to which authority is delegated from one unit of the organization to another.

Question 9

Power is not related at all to leadership.

Question 10

The process by which leaders distribute and entrust activities and related authority to other people in the organization is known as accountability.

Question 11

The three steps in the process of delegation are granting authority, assigning responsibility, and requiring accountability.

Question 12

The best way to lose power is to share it.

Question 13

Accountability flows downward.

Question 14

Authority is granted upward in an organization.

Question 15

Organizations can function properly without a system of authority.

Question 16

According to the formal view of authority, authority is conferred.

Question 17

Learning organizations are possible because, deep down, we are all learners.

Question 18

The acceptance view of authority states that a supervisor's authority originates only when that supervisor has accepted his/her own authority.

Question 19

All intelligent, well-educated leaders practice true empowerment.

Question 20

Referent power is based on people's identification with a leader and what that leader symbolizes.

Question 21

The "right" to do something, is known as:

A) Accountability.
B) Authority.
C) Empowerment.
D) Centralization.

Question 22

One of the benefits of delegation is that employees will have enhanced power.

Question 23

The process by which leaders distribute and entrust activities and related authority to other people in the organization, is known as:

A) Division of labor.
B) Acceptance theory of authority.
C) Control.
D) Delegation.

Question 24

Authority flows:

A) Downward.
B) Sideways.
C) Upward.
D) Diagonally.

Question 25

Which of the following is true about "partnering"?

A) It is a variation of team-building.
B) It is a variation of strategic planning.
C) It emphasizes shared leadership, open communications, and solving problems at the lowest level.
D) All of the above are true.

Question 26

Managers who delegate effectively, have more time to spend on planning and trouble-shooting.

Question 27

Unsuccessful executives underestimate obstacles.

Question 28

A legitimate reason why some leaders don't delegate is that they correctly assess that their employees require more training and experience in certain areas.

Question 29

In terms of delegation, managers never feel that their employees are capable of doing tasks better than they can.

Question 30

Reframing and training helps organizations to face adaptive changes through changing values and behaviors and by helping to identify new approaches and strategies.

Question 31

Two of the least effective ways of empowering and developing people are coaching and teaching.

Question 32

Successful executives see themselves and their companies as dominating the environment.

Question 33

Increased delegation can cause stress for some employees.

Question 34

In the Experiential Learning Model, individuals gain experience by doing things, which either result in success or a mistake.

Question 35

Granting authority, assigning responsibility, and requiring accountability are part of the

A) Delegation process.
B) Learning process.
C) Working process.
D) solution process.

Question 36

One reason employees do not welcome delegation is because they always receive assignments that they know they can accomplish.

Question 37

Organizations face adaptive challenges, which are changes in societies, markets, customers, competition, and technology.

Question 38

Mastering the art of delegation and ____ are essential to a leader's growth, development and effectiveness.

A) Power.
B) Authority.
C) Empowerment.
D) Accountability.

Question 39

When key tasks associated with a particular job are specified, this is known as:

A) Centralization of authority.
B) Assigning dues and responsibilities.
C) Acceptance of authority view.
D) Accountability of action.

Question 40

Due to the desire for control, some leaders do not like to delegate tasks.

Question 41

The obligation that is created when an employee accepts a leader's delegation of authority, is known as:

A) Accountability.
B) Assigning responsibility.
C) Maintaining control.
D) Decentralization.

Question 42

The ability to influence people, events, and decisions is:

A) Power.
B) Accountability.
C) Responsibility.
D) Parity.

Question 43

The best way to expand power is:

A) To share it.
B) To keep it to oneself.
C) To abdicate it.
D) None of the above.

Question 44

All of the following are reasons why employees might not welcome delegation, EXCEPT:

A) Ambiguous or unclear duties and responsibilities are assigned to them.
B) They may experience increased stress.
C) They fear they will make mistakes.
D) Additional responsibility will teach them something new.

Question 45

According to the "formal view of authority," authority is:

A) Conferred.
B) Taken.
C) Accepted.
D) Abdicated.

Question 46

In the acceptance view of authority:

A) A manager has authority if the manager accepts that authority.
B) A manager has authority when it has been accepted by the manager's subordinates.
C) A manager has authority when his/her authority is accepted by his/her peers.
D) None of the above.

Question 47

____ is granting of authority to employees to make decisions within their areas of responsibility.

A) Reframing.
B) Downsizing.
C) Empowerment.
D) Centralization.

Question 48

According to the Experiential Learning Model, if a coach asks his/her team to generalize or grow, the coach is asking the team to:

A) Do something that results in success or a mistake.
B) Identify what happened.
C) Draw a conclusion and attempt to discover principles that will be helpful in the future.
D) None of the above.

Question 49

Changes in societies, markets, customers, competition, and technology around the globe are forcing organizations to clarify their values, develop new strategies, and learn new ways of operation.Companies are facing:

A) Cross-functional challenges.
B) Global diversification.
C) Adaptive challenges.
D) Global empowerment.

Question 50

Jane is very knowledgeable and experienced in the area for which she is a manager.She will most likely possess which of the following types of power?

A) Expert power.
B) Referent power.
C) Coercive power.
D) Legitimate power.

Question 51

Accountability flows:

A) Downward.
B) Laterally.
C) Diagonally.
D) Upward.

Question 52

Two of the most significant ways of empowering and developing people are coaching AND:

A) Teaching.
B) Analyzing.
C) Controlling.
D) Appraising.

Question 53

The perceived expectation by subordinates that punishment will happen if the orders of their leader are not followed, is known as:

A) Referent power.
B) Control of information power.
C) Coercive power.
D) Legitimate power.

Question 54

The CEO of an organization fires the organization's President.The CEO got his authority from:

A) Middle management.
B) Supervisory management.
C) His peers.
D) The Board of Directors.

Question 55

Closely related to the concepts of coaching and teaching, are the concepts of:

A) Learning and thinking.
B) Doing and analyzing.
C) Introspection and development.
D) Reframing and training.

Question 56

Which of the following is (are) true?

A) Managers have a high need for power.
B) Entrepreneurs have a low need for achievement.
C) Managers have a greater need to be liked than to have power.
D) All of the above are true.

Question 57

Tom is a very charming, hard-working, and dedicated leader.Because of these qualities, Tom is most likely to possess which of the following types of power?

A) Coercive power.
B) Reward power.
C) Intuitive power.
D) Referent power.

Question 58

All of the following are reasons why supervisors are reluctant to delegate, EXCEPT:

A) They do not trust their employees.
B) They are secure.
C) They wish to maintain close control.
D) They realize that their employees need more training and experience.

Question 59

The first step in the process of delegation is:

A) Granting authority.
B) Assigning responsibility.
C) Balancing authority.
D) Requiring accountability.

Question 60

All of the following are authority-power combinations, EXCEPT:

A) Little authority, much power.
B) Little authority, little power.
C) Much authority, much power.
D) No authority, much power.

Question 61

All of the following are benefits of delegation, EXCEPT:

A) Employee development.
B) Lessened control.
C) Improved time management.
D) Employees are empowered.

Question 62

Describe the six different ways by which a manager can obtain/possess power.

Question 63

What are the reasons that employees may not welcome delegation?

Question 64

What are the adaptive challenges that organizations face today?

Question 65

What are the two most significant ways of empowering and developing people?

Question 66

What is "empowerment,"and what is the driving idea behind empowerment?

Question 67

Describe the benefits of delegation.

Question 68

It is important for successful managers to be able to delegate effectively, yet many managers are reluctant to do so.Describe the reasons why leaders fail to delegate.