Deck 14: Leadership

Question 1

What type of leaders share power with followers and strive to ensure that followers' well-being is enhanced?

A)entrepreneurs
B)coercive leaders
C)servant leaders
D)transactional leaders
E)intrapreneurs

Answer 1

C
Explanation: Servant leaders share power with followers and strive to ensure that followers' most important needs are met, they are able to develop as individuals, and their well-being is enhanced, and that attention is paid to those who are least well-off in a society.

Question 2

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

Answer 2

True
Explanation: Path-goal theory focuses on what leaders can do to motivate their subordinates to achieve group and organizational goals.

Question 3

Josh demonstrates consideration to his subordinates when he shows them respect.

Answer 3

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

Question 4

The trait model of leadership takes into account the situation or context within which leadership occurs.

Question 5

Small, unsuccessful businesses do not benefit from transformational leadership.

Question 6

Leaders can be effective even when they do not perform consideration or initiating-structure behaviors.

Question 7

Elmer has the ability to give Jordan an annual raise.Elmer has reward power.

Question 8

Amanda exerts influence over other people and motivates and directs their activities so that they work toward organizational goals.Amanda is known as a

A)figurehead.
B)spokesperson.
C)monitor.
D)leader.
E)negotiator.

Question 9

High emotional intelligence prevents leaders from instilling trust and cooperation throughout the organization.

Question 10

The leader substitutes model suggests that leadership is always necessary.

Question 11

_______ is the process by which a person exerts influence over others and inspires, motivates, and directs their activities.

A)Empowerment
B)Determinism
C)Leadership
D)Benchmarking
E)Positivism

Question 12

According to Fiedler, task-oriented leaders confirm that subordinates perform their work activities at a high-quality level and also focus on task accomplishment.

Question 13

When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

Question 14

Which of the following managers is a servant leader?

A)Kerry, who maintains tight control over subordinates and makes frequent demands of them
B)Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers
C)Sandy, who does not share power with followers or prioritize the development of their skills
D)Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best
E)Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Question 15

_____ are those organization members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.

A)Leaders
B)Subordinates
C)Trainees
D)Facilitators
E)Managers

Question 16

Juan has the authority to fire an employee for violating the company's privacy policy.It can be said that Juan has coercive power.

Question 17

Empowerment is compatible with effective leadership.

Question 18

Since leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

Question 19

Directive behaviors can be detrimental when used on independent-thinking subordinates who work best when left alone.

Question 20

Sharon, who is high on emotional intelligence, is less likely to comprehend the emotions to provide the kind of support that enables creativity to flourish.

Question 21

The serving staff at Mary's Diner does not have to check with their supervisor before offering customers free dessert when the customers are dissatisfied with their dine-in experience.This is an example of

A)employee empowerment.
B)reward power.
C)expert power.
D)servant leadership.
E)personal power.

Question 22

When Mark brought in a large client for the bank, Danielle gave Mark a significant bonus.What type of power was Danielle using?

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

Question 23

Which of the following is true about referent power?

A)It is innate and cannot be acquired or developed.
B)It is more formal than other kinds of power.
C)It is the power that comes from respect, admiration, and loyalty.
D)It prevents first-line managers from being effective leaders.
E)It weakens leader-member relations.

Question 24

Coercive power

A)fosters high performance if used often.
B)respects employee dignity and raises employee morale.
C)can have negative effects and should be used sparingly.
D)helps establish rapport between managers and employees.
E)is the cornerstone of effective leadership.

Question 25

Which type of power is based on the specialized knowledge and skills of a leader?

A)positional power
B)referent power
C)expert power
D)coercive power
E)reward power

Question 26

_______ power is the power of a leader that comes from the respect, admiration, and loyalty of subordinates.

A)Reward
B)Transient
C)Coercive
D)Referent
E)Virtual

Question 27

Which of the following is true about empowerment?

A)Empowerment is detrimental to effective leadership.
B)Empowerment increases managers' involvement in routine tasks.
C)Empowerment gives managers more time to concentrate on their pressing concerns.
D)Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate.
E)Empowerment is not incorporated readily into modern management styles.

Question 28

Marco hires new employees, assigns them work, and monitors their performance.What type of power does Marco use?

A)transformational
B)legitimate
C)informal
D)transient
E)instrumental

Question 29

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them.

A)reward
B)transient
C)coercive
D)referent
E)virtual

Question 30

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first.This is an example of

A)employee empowerment.
B)intrinsic motivation.
C)instrumentality.
D)servant leadership.
E)referent power.

Question 31

Alyssa, the assistant marketing manager for RST Consulting, has the respect and admiration of all the employees in her division and is often used as their role model.Alyssa has _____ power.

A)reward
B)virtual
C)coercive
D)referent
E)transient

Question 32

Which of the following is true about expert power?

A)Managers with expert power establish an atmosphere of creativity by demanding complete obedience.
B)Expert power tends to be best used in a guiding or coaching manner.
C)Expert power is based on the special knowledge and skills that subordinates possess and managers don't.
D)Expert power is innate and cannot be acquired or developed through experience.
E)Employees seldom trust managers with expert power.

Question 33

Which of the following is true about leadership styles?

A)Effective leadership styles vary with individual, culture, and country.
B)Developing an effective personal leadership style is easy for top-level managers.
C)Effective leaders frequently employ coercive power.
D)A leadership style which is effective in one country will be effective in all countries.
E)A leadership style which involves sharing power compromises effectiveness in servant leaders.

Question 34

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power.

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

Question 35

Which of the following managers is effective?

A)Dorothy, who uses coercive power sparingly because it robs employees of their dignity
B)Marcus, who uses reward power sparingly when trying to motivate employees
C)Vanessa, who uses reward power in a controlling manner
D)Felix, who ignores the opinions of other people because he has considerable expert power
E)Annis, who uses coercive power frequently to keep her employees in line

Question 36

Nancy has extensive experience in product designing.Though she is not a manager, she is often called on by product managers to offer advice on new product design.It can be said that Nancy has

A)referent power.
B)transformational power.
C)virtual power.
D)legitimate power.
E)expert power.

Question 37

Which of the following is true about Denise, a manager who has significant referent power?

A)She is used as a role model by many of her employees.
B)She is unpopular with subordinates and superiors alike.
C)She is an ineffective and inefficient leader.
D)She cannot command the respect and admiration of her employees.
E)She cannot command the respect and admiration of her superiors.

Question 38

Stacy fired Jan for unethical behavior, exercising _____ power.

A)virtual
B)instrumental
C)referent
D)informal
E)coercive

Question 39

Which of the following is true about reward power?

A)Effective managers use their reward power sparingly.
B)Effective managers use rewards in a controlling manner, signaling to subordinates that the manager has the upper hand.
C)Managers who exercise coercive power more often than reward power create a tension-free work environment.
D)Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.
E)The use of reward power seldom produces high performance and is questionable ethically.

Question 40

Which of the following would an effective manager do?

A)Use coercive power frequently to raise employee morale
B)Ignore the opinions of less-experienced subordinates
C)Use reward power and referent power sparingly
D)Use expert power to control employees
E)Use reward power to show appreciation for subordinates' work

Question 41

According to the behavior model of leadership, which of the following is an example of consideration behavior?

A)addressing employee concerns
B)assigning tasks to workgroups
C)creating schedules
D)encouraging adherence to rules and regulations
E)deciding how work should be done

Question 42

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them?

A)task-oriented leaders
B)power-oriented leaders
C)relationship-oriented leaders
D)performance-oriented leaders
E)achievement-oriented leaders

Question 43

According to Fiedler, _______ is the extent to which subordinates trust and are loyal to their superior.

A)empowerment
B)task-orientation
C)leader-member relations
D)initiating structure
E)position power

Question 44

_____ models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

A)Trait
B)Contingency
C)Empowerment
D)Behavior
E)Structural

Question 45

According to the path-goal theory, which of the following is true about achievement-oriented behaviors?

A)They are advisable when subordinates are experiencing high levels of stress.
B)They motivate subordinates to perform at the highest level possible.
C)They clear a subordinate's path of challenges and obstacles.
D)They include expressing concern for subordinates and looking out for their best interests.
E)They are most effective when applied to subordinates who are highly motivated.

Question 46

Which of the following is true about House's path-goal theory?

A)It suggests that managers cannot adopt different leadership styles in different situations.
B)It suggests that rewards should be used as a measure of approval for past performances, rather than as motivators.
C)It treats the situation within which leadership occurs as irrelevant when studying effective leaders.
D)It suggests using coercive power to ensure high performance and goal attainment.
E)It suggests that subordinates need to be motivated depending on their nature and that of their work.

Question 47

Leader-member relations, task structure, and position power are the situational characteristics identified by

A)Fiedler's contingency model.
B)the trait model of leadership.
C)the behavior model of leadership.
D)House's path-goal theory.
E)the leader substitutes model.

Question 48

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment?

A)task-oriented leaders
B)nurturing-oriented leaders
C)relationship-oriented leaders
D)affiliation-oriented leaders
E)considerate leaders

Question 49

In Fiedler's model, _____ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

A)position
B)personal
C)virtual
D)transitional
E)informal

Question 50

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests.

A)directive behaviors
B)supportive behaviors
C)task-oriented behaviors
D)achievement-oriented behaviors.
E)structural behaviors

Question 51

Which model of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders?

A)task-oriented model
B)path-goal model
C)contingency model
D)trait model
E)relationship-oriented model

Question 52

House's path-goal theory is based on

A)expectancy theory.
B)Maslow's hierarchy of needs.
C)equity theory.
D)Herzberg's motivator-hygiene theory.
E)McClelland's theory of needs.

Question 53

_______ are the two basic kinds of leader behaviors identified by the behavior model of leadership.

A)Intrinsic and extrinsic
B)Instrumental and terminal
C)Task-structure and task-orientation
D)Ethnocentric and xenocentric
E)Consideration and initiating structure

Question 54

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

A)leadership substitute
B)contingency model
C)transformational leader
D)transactional leader
E)servant leader

Question 55

Fiedler's contingency model suggests that

A)identifying the personality traits of leaders is the only way to understand effective leadership.
B)the situation or context within which leadership occurs is irrelevant when studying effective leaders.
C)if a leader is effective in one situation, he can be effective in all other situations.
D)leadership styles are enduring characteristics; they cannot be changed or adjusted.
E)identifying the behavioral traits of leaders is the only way to understand effective leadership.

Question 56

_____ makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.

A)Transient leadership
B)Transactional leadership
C)Transformational leadership
D)Terminal leadership
E)Task-oriented leadership

Question 57

Which of the following is true about the trait model of leadership?

A)The traits it identified had no consistent relationship with leadership effectiveness.
B)It proposed that leaders engaged in two types of behavior: consideration and initiating structure.
C)It took into account the situation or context within which leadership occurs.
D)It gave conclusive proof that effective leadership can be understood by the study of personality traits alone.
E)It identified two basic leader styles: relationship-oriented and task-oriented.

Question 58

Lillian shows her subordinates that she trusts and respects them and cares about them.According to the behavior model of leadership, Lillian engages in

A)initiating structure.
B)consideration.
C)task-orientated behavior.
D)job-oriented behavior.
E)task-structuring.

Question 59

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

A)directive behaviors
B)supportive behaviors
C)relationship-oriented behaviors
D)affiliation-oriented behaviors
E)instrumental behaviors

Question 60

_________ is the extent to which the work of subordinates is clear so that they know what to do and how to do it, according to Fiedler.

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

Question 61

Which of the following is true about empowerment?

A)It requires managers to spend more time on day-to-day supervision.
B)It seldom produces high performances.
C)It can result in dangerous working conditions.
D)It increases employees' motivation and commitment.
E)It decreases employees' involvement.

Question 62

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in _____ leadership.

A)transactional
B)transformational
C)transient
D)instrumental
E)supportive

Question 63

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates.

A)Transactional
B)Charismatic
C)Developmental
D)Terminal
E)Transient

Question 64

Which of the following managers has high emotional intelligence?

A)Judy, who admits to mistakes when she makes them
B)Raymond, who seldom empathizes with his employees
C)Rita, who has poor interpersonal skills
D)Anthony, who cannot motivate his employees to commit to his vision
E)Eunice, who uses coercive power frequently

Question 65

A leader who is high in ______ is more likely to be able to arouse and support the creative activities of his or her team members.

A)ethnocentrism
B)emotional intelligence
C)dominance
D)coercive power
E)conformity

Question 66

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer.

A)Intellectual stimulation
B)Transient power
C)Coercive power
D)Transactional leadership
E)Virtual stimulation

Question 67

Which of the following is true about managers with high emotional intelligence?

A)They easily encourage their employees to be creative.
B)They find it hard owning up to their mistakes.
C)They use coercive power frequently.
D)They have a hard time empathizing with subordinates.
E)They have poor interpersonal skills.

Question 68

Which of the following is true about male and female managers?

A)Male and female managers have been found to be equally participative as leaders.
B)Male and female managers differ significantly in their propensities to perform different leader behaviors.
C)Male managers tend to involve subordinates in their decision making more often than female managers.
D)Female managers tend to hand out more lenient punishments than male managers.
E)Male managers have less difficulty managing interpersonal relationships than female managers.

Question 69

Jeremy motivates his team members primarily by rewarding and reprimanding them.Jeremy uses _____ leadership.

A)transformational
B)transactional
C)transient
D)supportive
E)referent

Question 70

_____ is the authority a manager has by virtue of his or her position in an organization's hierarchy.

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

Question 71

Which of the following is a characteristic of transformational managers?

A)conformity
B)conventionality
C)conservativeness
D)cautiousness
E)charisma

Question 72

Why might female managers be more participative than their male counterparts?

A)They face more resistance to influence than men.
B)They engage in more initiating structure than men.
C)They engage in more consideration than men.
D)They tend to be more relationship-oriented as managers.
E)They have poorer interpersonal skills than male managers.

Question 73

The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the

A)trait model.
B)Fiedler's contingency model.
C)House's path-goal theory.
D)leader substitutes model.
E)behavior model.

Question 74

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through

A)coercive power.
B)intellectual stimulation.
C)transient power.
D)virtual stimulation.
E)transactional leadership.

Question 75

_____ managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

A)Transactional
B)Transformational
C)Transient
D)Intrinsic
E)Extrinsic

Question 76

Women tend to be stereotyped as being

A)supportive.
B)task-oriented.
C)controlling.
D)directive.
E)focused on task accomplishment.

Question 77

Excessive use of _____ tends to be ineffective and can cause dangerous working conditions.

A)positional power
B)referent power
C)coercive power
D)expert power
E)reward power

Question 78

Which of the following is true about transformational managers' subordinates?

A)They make their subordinates aware of their own needs for growth, development, and accomplishment.
B)They have limited awareness of the importance of their jobs.
C)They are motivated to work for their own personal benefit.
D)They lack confidence in themselves and their leaders.
E)They are seldom aware of organizational performance.

Question 79

Leaders engage in _____ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.

A)initiating structure
B)supportive behaviors
C)consideration behaviors
D)employee-centered behavior
E)concern for people

Question 80

A high level of _____ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

A)emotional intelligence
B)ethnocentrism
C)positivism
D)coercive power
E)rationalism