Deck 14: Influence, Power, and Leadership

Question 1

According to Jack and Suzy Welch, leaders need to exude positive energy.

Answer 1

True

Question 2

Power affects organizational members in the areas of decisions, behavior, and situations.

Answer 2

True

Question 3

According to researchers, there are no systematic gender-based differences in influencing others.

Answer 3

True

Question 4

Managers with reward power are said to coercive.

Question 5

Researchers have found that influence is used strictly for selfish reasons.

Question 6

The most widely used tactic in downward influence is pressure.

Question 7

According to research, consultation and rational persuasion were the most widely used influence tactics on the job.

Question 8

An inspirational appeal involves obtaining formal or informal support from higher management.

Question 9

An "exchange tactic" is one of the generic influence tactics.

Question 10

An upward appeal is the most widely used tactic in upward influence.

Question 11

When Samantha threatened to punish Rudy if he did not come into work during the storm, Samantha was using her coercive power.

Question 12

One of the eight generic influence tactics is domination.

Question 13

Influence is an attempt by a person to change someone else's behavior.

Question 14

In organizations, reward power is enhanced by sought-after expressions of friendship or trust.

Question 15

Power is the demonstrated ability to get results.

Question 16

Power is unnecessary in modern organizations.

Question 17

The eight generic influence tactics involve downward, but not upward, influence.

Question 18

The rational persuasion influence tactic involves trying to convince someone by relying on a detailed plan, supporting information, reasoning, or logic.

Question 19

Managers who have power automatically have authority.

Question 20

People who accomplish amazing things have will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment.

Question 21

Participation by followers is a big part of leadership.

Question 22

The two dimensions of leadership in the Ohio State model are consideration and initiating structure.

Question 23

The authoritarian leadership style involves primarily a downward flow of communication.

Question 24

Informal leaders should be removed as they are a serious threat to the organization's mission.

Question 25

In a comprehensive review of 162 different studies, researchers found a significant difference in leadership styles exhibited by women and men.

Question 26

The emphasis in leadership theories has evolved from traits, to transformational, to situational, to behavioral.

Question 27

According to Peter Drucker, one of the things all effective leaders do is develop action plans.

Question 28

In Goleman's model, the self-management leadership trait involves the ability to read one's own emotions and hence be better equipped to assess one's strengths and limitations.

Question 29

When Erin's computer crashed she called Grayson the company's computer technician. Grayson was able to restore the system and get Erin's computer work properly, therefore, it is appropriate to recognize Grayson for his expert power.

Question 30

One can be a leader or a manager, but not both at the same time.

Question 31

Homewood Suites lets every employee from housekeeper to manager resolve a guest's problem without seeking approval. This is a good example of empowerment.

Question 32

The primary weakness of the authoritarian style is that it tends to stifle individual initiative.

Question 33

Today's leaner and continuously evolving organizations require people who can both lead and manage.

Question 34

Leaders who rely on kindness and humor to build strong relationships possess Goleman's "relationship management" trait.

Question 35

According to Fiedler's contingency theory of leadership, a leader's effectiveness depends on both the situation and his or her motivation.

Question 36

According to Frances Hesselbein, the former head of the Girl Scouts for the USA, the more power you give away, the more you have.

Question 37

Legitimate, reward, and coercive power are typically lacking with informal leaders.

Question 38

Higher emotional intelligence (EQ) scores indicate more polished social skills and greater emotional maturity.

Question 39

The laissez-faire leadership style involves retention of authority and responsibility by the leader.

Question 40

Goleman and his colleagues cast emotional intelligence (EQ) in terms of four leadership traits: self-awareness, self-management, self-esteem, and self-actualization.

Question 41

The path-goal model is a situational leadership theory tied to expectancy motivation theory.

Question 42

According to researchers, an emerging trend is the practice of formally assigning mentors which they have discovered is the most effective approach.

Question 43

Transformational leaders take corrective action when there are deviations from rules and standards.

Question 44

According to path-goal theory, there is one best style of leadership that applies in all situations.

Question 45

Advocates for situational-leadership stress the need for leaders to be flexible.

Question 46

Visionary leaders are called transactional managers.

Question 47

A valuable contribution of path-goal theory is identification of the achievement-oriented leadership style.

Question 48

Role modeling is one of the psychosocial functions of mentoring.

Question 49

Mentors develop another person's abilities through tutoring, coaching, and guidance.

Question 50

Transformational leaders tend to perform better and to report greater satisfaction than transactional leaders.

Question 51

Relationship-motivated leaders tend to be effective when the situation is highly favorable, according to Fiedler's theory.

Question 52

Practical intelligence is the ability to solve simple problems using past experience.

Question 53

According to Path-goal theorist Robert House, managers cannot, and do not, change their basic leadership styles.

Question 54

Behaviorism contends that observable behavior is more important than inner states such as motives or expectations.

Question 55

According to James McGregor Burns, transformational leaders are masters of change.

Question 56

The transformational leader intervenes only if standards are not met.

Question 57

According to Fiedler's contingency model, relationship-motivated leaders tend to be effective when the situation is moderately favorable.

Question 58

Transactional leaders characteristically offer a lot of personal attention and advice to employees.

Question 59

Researchers have determined that people with mentors are twice as likely to stay with a company as those without.

Question 60

Serving others is the primary motivation of the so-called servant leader.

Question 61

____ refers to making someone feel important or good before making a request.

A) The coalition tactic
B) Consultation
C) The ingratiating tactic
D) An upward appeal
E) An inspirational appeal

Question 62

Researchers have found ____ to be the most popular downward influence tactic.

A) exchange tactics
B) pressure tactics
C) ingratiating tactics
D) assertiveness
E) consultation

Question 63

One approach managers can use to influence behavior is removing or presenting antecedents when using behavior modification.

Question 64

All of the following have been identified as useful skills in acquiring power except _______.

A) capacity to tolerate conflict
B) ability to project self-assurance
C) self-knowledge and a reflective mindset
D) financial knowledge and critical thinking skills
E) the ability to read others and empathize with their point of view

Question 65

A manager should use intermittent reinforcement to develop new behaviors, and continuous reinforcement for stable, mature behaviors.

Question 66

Which of these is not among the generic influence tactics described in the text?

A) Upward appeals
B) Exchange tactics
C) Consultation
D) Participative tactics
E) Coalition tactics

Question 67

The three personal qualities embodied in will are ambition, focus and ____________.

A) money
B) power
C) energy
D) attitude
E) luck

Question 68

At work, Derek relies on intimidation and threats to gain compliance or support. Which generic influence tactic does he use?

A) Pressure tactic
B) Consultation
C) Coalition tactic
D) Upward appeal
E) Negative reinforcement

Question 69

Jeremy continues to ask his manager, Caitlyn the same questions over and over again. Caitlyn decides to simply ignore Jeremy and does not answer his questions. Caitlyn is using the behavior modification approach known as extinction.

Question 70

If a subordinate tries to get the manager to alter an assignment by being humble and friendly and making the manager feel important, she is using which generic influence tactic?

A) Pressure tactic
B) Ingratiating tactic
C) Consultation
D) Rational persuasion
E) Indirect pressure

Question 71

According to behavior modification, antecedents automatically cause certain behaviors.

Question 72

According to Rath and Clifton, the recommended ratio of positive to negative reinforcement should not exceed 13 to 1.

Question 73

____ are consistently the least used influence tactics, according to research.

A) Coalition tactics and inspirational appeals
B) Ingratiation, pressure, and inspirational appeals
C) Rational persuasion and inspirational appeals
D) Consultation and coalition tactics
E) Exchange, upward appeals, and pressure

Question 74

By definition, influence is not inherently

A) legal.
B) related to leadership.
C) important to managers.
D) interesting.
E) good or bad.

Question 75

Both positive and negative reinforcement encourage specific target behaviors.

Question 76

Since intermittent reinforcement rewards only random instances of a behavior, it is ineffective.

Question 77

Any attempt by a person to change the behavior of supervisors, peers, or subordinates refers to

A) influence.
B) power.
C) antecedent.
D) behaviorism.
E) empowerment.

Question 78

Managing Antecedents calls for removing barriers to performance such as confusing rules or conflicting orders.

Question 79

Operant conditioning involves the environmental control of behavior, as opposed to self-control.

Question 80

Positive reinforcement encourages a specific behavior with a pleasing consequence.