Deck 10: Leaders and Leadership

Question 1

Empowerment gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervisory activities.

Answer 1

True
Explanation: Empowerment is the process of giving employees at all levels the authority to make decisions,be responsible for their outcomes,improve quality,and cut costs.Empowerment gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervisory activities.

Question 2

The authority that a manager has based on the manager's position in the organization's hierarchy is known as expert power.

Answer 2

False
Explanation: Expert power is based on the special knowledge,skills,and expertise that a leader possesses.The nature of expert power varies,depending on the leader's level in the hierarchy.

Question 3

Ownership power is the ability of a manager to give or withhold tangible and intangible rewards.

Answer 3

False
Explanation: Reward power is the ability of a manager to give or withhold tangible and intangible rewards.Effective managers use their reward power in to show appreciation for subordinates' good work and efforts.

Question 4

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

Question 5

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 6

A manager's personal leadership style is the specific way in which a manager chooses to influence other people;it is how the manager approaches planning,organizing,and controlling.

Question 7

Contingency models of leadership take into account the context within which the manager acts.

Question 8

Legitimate power is the authority a manager has by virtue of his/her position in an organization's hierarchy.

Question 9

The complete key to understanding leader effectiveness is to understand a leader's traits.

Question 10

Effective leaders and managers perform both initiating structure and consideration leader behaviors.

Question 11

When leaders are effective,their influence often detracts from goal attainment.

Question 12

When leaders take steps to ensure that subordinates perform their tasks in an acceptable fashion,this is known as consideration.

Question 13

Consideration is the behavior that indicates a manager's trust,respect,and care for the subordinates.

Question 14

When leaders show their subordinates that they trust and respect them,they are trying to initiate structure.

Question 15

Servant leaders have a strong desire to serve and work for the benefit of others.

Question 16

"Trait" models may include characteristics such as skills,abilities,knowledge,and expertise.

Question 17

Managers at all levels and in all kinds of organizations have the same leadership style.

Question 18

Contingency models suggest that a manager who is effective in one situation is likely to be effective in all leadership situations.

Question 19

Servant leaders do not share power with followers and strive to ensure that only their individual needs are met.

Question 20

Choice of job assignment to a subordinate is a part of a tangible reward.

Question 21

According to Fiedler,leader style is an enduring characteristic that managers cannot change.

Question 22

According to Fiedler,relationship-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level.

Question 23

According to the leadership substitutes model,sometimes managers do not need to exert influence over their subordinates.

Question 24

Leaders' moods and emotions influence their effectiveness as leaders.

Question 25

The amount of legitimate power a leader has by means of the leader's position in the organization's hierarchy is known as position power.

Question 26

Participative behavior is similar to consideration.

Question 27

According to Robert House,the path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.

Question 28

According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as leader-member relations.

Question 29

When transformational leadership occurs,subordinates trust the managers,are highly motivated,and help the organization achieve its goals.

Question 30

Subordinates trying to resist the influence of female managers more than male managers is one of the reasons for female managers being more directive.

Question 31

The transformational manager's intellectual stimulation leads subordinates to view problems as challenges that they can and will meet and conquer.

Question 32

The leader substitutes model is not a contingency model of leadership.

Question 33

According to Fiedler,the extent to which subordinates trust and are loyal to a leader is known as task structure.

Question 34

Transformational leaders do not engage in transactional leadership.

Question 35

Managers who appear to be quiet and earnest cannot be charismatic.

Question 36

Although there are relatively more women in management positions today than there were ten years ago,there are still relatively few women in top management.

Question 37

Transformational managers are charismatic leaders.

Question 38

Anything that acts in place of a leader so that leadership is unnecessary is known as a leadership substitute.

Question 39

According to Fiedler,task-oriented leaders are primarily concerned with developing good working relationships with their subordinates.

Question 40

Leaders motivate subordinates by clarifying for subordinates the paths leading to the attainment of work goals.

Question 41

The type of power that is based on the specialized knowledge and skills of the leader is ______________.

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

Question 42

Emotional intelligence in a leader encourages followers to be creative because the followers are more likely to take risks.

Question 43

Because Greg is the assistant manager,he able to give or withhold tangible rewards.Therefore,Greg is able to:

A) delegate choice job assignments.
B) give verbal praise.
C) give a pat on the back.
D) grant respect.
E) take advice from a subordinate on important decisions.

Question 44

Susan manages a large factory,and as a result,she has the right to punish subordinates,which stems from her ______________ power.

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

Question 45

The ability of a manager to give outcomes to or withhold outcomes from subordinates is known as:

A) legitimate power.
B) reward power.
C) expert power.
D) referent power.
E) coercive power.

Question 46

The authority that a manager has because of his/her position in the organizational hierarchy is known as:

A) coercive power.
B) legitimate power.
C) reward power.
D) referent power.
E) expert power.

Question 47

The process of giving all employees the authority to make decisions and be responsible for their outcomes is known as:

A) coercion.
B) leadership.
C) empowerment.
D) delegation.
E) task structure.

Question 48

Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a future flight to a passenger who has volunteered to give up his seat when a flight has been overbooked.This is an example of:

A) facilitation.
B) leader substitution.
C) bureaucracy.
D) charisma.
E) empowerment.

Question 49

In Japan,prime emphasis is placed on the group rather than the person.This is an example of the _______________ culture.

A) collectivistic
B) individualistic
C) nurturing
D) low uncertainty avoidance
E) feminist

Question 50

James,the divisional manager at Leo Motors,has to consult with Mark when it comes to the hiring procedures of the company because Mark is a senior human resources manager.Which of the following would best describe the privileges that Mark enjoys?

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

Question 51

Because Ann is a department manager,she has reward power.As a result of Ann's power,she:

A) is able to give pay raises.
B) is an expert in the eyes of her subordinates.
C) can punish her subordinates,such as give verbal reprimands.
D) provides technical expertise relevant to the tasks her subordinates perform.
E) does subordinate performance appraisals.

Question 52

The person who inspires,motivates,and directs the activities of others so that they work toward organizational goals is known as a:

A) follower.
B) leadership substitute.
C) coercive leader.
D) leader.
E) change manager.

Question 53

The specific ways in which a manager chooses to influence others is known as:

A) legitimate power.
B) coercive power.
C) reward power.
D) expert power.
E) personal leadership style.

Question 54

Roberta,the store manager,uses her coercive power effectively to motivate employees.Because of her coercive power,yesterday,Roberta was able to:

A) participate in subordinate appraisals.
B) monitor her subordinates.
C) show respect for subordinates.
D) hire subordinates.
E) fire a subordinate.

Question 55

A factory supervisor gives the responsibility to a production worker to reject any parts that that worker feels do not measure up to the required quality standards.This is an example of:

A) transformation.
B) transaction.
C) empowerment.
D) directive leadership.
E) relationship-oriented power.

Question 56

Dan has been the marketing head at Blue Bay Resorts for the last seven years.His marketing plans are well formulated and executed.Based on his knowledgeable,proficient background,many colleges in the neighborhood invite Dan for a paper presentation on marketing,which stems from his ______________.

A) coercive power
B) empowerment power
C) expert power
D) consideration power
E) relationship power

Question 57

The process by which one person exerts influence over others and inspires,motivates,and directs their activities is known as:

A) empowerment.
B) time management.
C) leadership.
D) change management.
E) legitimate power.

Question 58

The ability of a leader to get others to act in certain ways is known as that leader's:

A) power.
B) initiating structure.
C) philosophy.
D) task orientation.
E) task structure.

Question 59

The power of a leader that comes from the respect and loyalty of subordinates is known as:

A) reward power.
B) legitimate power.
C) coercive power.
D) referent power.
E) position power.

Question 60

Bradley Motors gives assembly-line workers the authority to shut down the production line whenever they believe that there is a quality defect in the production process.In granting this authority to their workers,Bradley has implemented:

A) empowerment.
B) relationship-oriented power.
C) consideration power.
D) referent power.
E) delegation.

Question 61

A production supervisor delegates to a production worker the responsibility to schedule his own work activities depending on the job requirements on the daily schedule.This situation is an example of:

A) initiating structure.
B) empowerment.
C) an unfavorable leadership situation.
D) participation.
E) escalation of commitment.

Question 62

The premise that effective leaders possess personal qualities that set them apart from ineffective leaders is based on the ______________ model.

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

Question 63

The type of behavior that is similar to "consideration" of the behavior model is:

A) initiating structure.
B) directive behavior.
C) supportive behavior.
D) participative behavior.
E) achievement-oriented behavior.

Question 64

According to Fiedler's model,when a situation is very unfavorable for a leader,he/she will be more effective if he/she is:

A) task-oriented.
B) relationship-oriented.
C) participative.
D) autocratic.
E) balanced between task-and relationship-orientation.

Question 65

Anything that acts in place of a leader so that leadership is unnecessary is known as:

A) empowerment.
B) initiating structure.
C) consideration.
D) a leadership substitute.
E) referent power.

Question 66

According to Fiedler,the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as:

A) consideration structure.
B) task structure.
C) empowerment structure.
D) leader-member relations.
E) charismatic leadership.

Question 67

According to the trait model,the attribute of leadership that helps managers avoid acting selfishly,control their feelings,and admit when they have made a mistake is:

A) dominance.
B) honesty.
C) maturity.
D) tolerance for stress.
E) intelligence.

Question 68

The behavior that a leader portrays when he/she expresses substantial levels of trust toward a subordinate is:

A) initiating structure.
B) consideration.
C) empowerment.
D) escalation of commitment.
E) task-oriented behavior.

Question 69

A leader who is primarily concerned with ensuring that subordinates perform their work at a high quality level is a(n)______________ type of leader.

A) considerate
B) task-oriented
C) LPC
D) relationship-oriented
E) human relations

Question 70

Path-goal theory is a contingency model because it proposes that the steps managers should take to motivate subordinates depends on:

A) the nature of the subordinates and the type of work they do.
B) customer demands.
C) the supply costs and quality possible,based on the budget.
D) the task difficulty.
E) the product that is produced.

Question 71

The Pulse,an HR consulting firm,conducts friendly competitions between teams and rewards them with donuts every Friday morning.The main purpose of these games is to promote togetherness in the organization.This effort by the management of The Pulse best describes:

A) initiating structure.
B) consideration.
C) empowerment.
D) task-structure.
E) escalation of commitment.

Question 72

The type of leadership behavior that is similar to "initiating structure" of the behavior model is:

A) consideration.
B) directive behavior.
C) supportive behavior.
D) participative behavior.
E) achievement-oriented behavior.

Question 73

When a leader motivates subordinates to do a good job,the leader is engaging in:

A) consideration.
B) expert power.
C) coercive power.
D) empowerment.
E) initiating structure.

Question 74

The leadership substitute model suggests that under certain conditions managers do not have to play a leadership role:

A) when employees may not be able to accept the company's management's philosophy.
B) when the company is facing large changes in personnel.
C) because members of an organization sometimes can perform at a high level without a manager exerting influence over them.
D) when employees are not willing to accept changes.
E) when employees are being transferred to other locations.

Question 75

According to the trait model,the attribute of leadership that helps managers deal with uncertainty and make difficult decisions is:

A) dominance.
B) honesty.
C) maturity.
D) tolerance for stress.
E) intelligence.

Question 76

Leadership that makes subordinates aware of their jobs' importance to the organization is called:

A) consideration leadership.
B) empowerment leadership.
C) transformational leadership.
D) transactional leadership.
E) path-goal leadership.

Question 77

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

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

Question 78

The contingency model that focuses on how managers motivate subordinates by identifying their desired outcomes,rewarding them for high performance,and the attainment of work goals with these desired outcomes is:

A) the transformational leadership theory.
B) House's path-goal theory.
C) the leader substitutes model.
D) Fiedler's model.
E) the transactional leadership theory.

Question 79

The concept that the effectiveness of a leader depends on the situation that the leader faces is proposed by the _______________ model leadership theory.

A) trait
B) contingency
C) empowerment
D) path-goal
E) leadership substitute

Question 80

When a leader assigns work to a subordinate and makes sure that the work gets done acceptably,the leader is engaging in:

A) empowerment.
B) initiating structure.
C) consideration.
D) relationship-oriented behavior.
E) expert power.