Deck 9: Managing Leadership

Question 1

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

Answer 1

C

Question 2

When a manager has the power to monitor the work of his or her subordinates and to tell them how to do a given task, we say that this manager has:

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

Answer 2

A

Question 3

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

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

Answer 3

C

Question 4

Which of the following is an example of the coercive power of a manager?

A)Workplace harassment
B)Using physical threats
C)Using psychological threats
D)Causing mental and/or physical harm
E)All of these choices are correct

Question 5

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

A)Respect
B)A choice job assignment
C)"A pat on the back"
D)Verbal praise
E)All of these choices are incorrect

Question 6

The level of emotional intelligence of a leader is likely to determine all but one of the following:

A)To what degree the organization will be effective.
B)The development of a vision for the organization.
C)To what degree subordinates will be motivated and committed.
D)To what degree global aspects affect the leadership experience.
E)To what degree the leader develops an identity for the organization.

Question 7

Which of the following describes a transactional leader?

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

Question 8

According to the path-goal theory, behaviours motivate employees to perform at the highest level possible.

A)participative
B)achievement-oriented
C)supportive
D)directive
E)all of these choices are incorrect

Question 9

Japanese managers tend to be:

A)More short-term profit oriented than Canadian, U.S., and European managers
B)More individualist than Canadian, U.S., and European managers
C)More collectivist oriented than Canadian, U.S., and European managers
D)Have more emotional intelligence than Canadian, U.S., and European managers
E)None of these choices apply to Japanese managers

Question 10

Condi and George both work for the same employer.Condi just started and isn't quite sure how she should complete the tasks that are being asked of her, but she is very motivated to do a good job.George, on the other hand, knows the ropes but is unenthusiastic about doing the work.According to Hersey and Blanchard's situational leadership theory, the follower readiness of Condi is:

A)Unable and unwilling
B)Able and willing
C)Able and unwilling
D)Unable and willing
E)None of these choices are correct

Question 11

Condi and George both work for the same employer.Condi just started and isn't quite sure how she should complete the tasks that are being asked of her, but she is very motivated to do a good job.George, on the other hand, knows the ropes but is unenthusiastic about doing the work.According to Hersey and Blanchard's situational leadership theory, what leadership style would be appropriate to use with George?

A)Directing
B)Selling
C)Telling
D)Delegating
E)Participating

Question 12

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

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

Question 13

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

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

Question 14

According to the path-goal theory, behaviours are similar to initiating structure and include setting goals, assigning tasks, and taking concrete steps to improve performance.

A)participative
B)supportive
C)directive
D)achievement-oriented
E)all of these choices are incorrect

Question 15

The of leadership focuses on identifying the personal characteristics of effective leaders.

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

Question 16

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

Question 17

The following is an example of a tangible reward, which can be given by a manager to a subordinate:

A)Stock options
B)A choice job assignment
C)A cash bonus
D)A pay raise
E)All of these choices are correct

Question 18

Condi and George both work for the same employer.Condi just started and isn't quite sure how she should complete the tasks that are being asked of her, but she is very motivated to do a good job.George, on the other hand, knows the ropes but is unenthusiastic about doing the work.According to Hersey and Blanchard's situational leadership theory, what leadership style would be appropriate to use with Condi?

A)Delegating
B)Directing
C)Participating
D)Telling
E)Selling

Question 19

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

Question 20

According to John Chen, turnaround leaders should:

A)Be honest and realistic
B)Dialogue with customers and employees
C)Add value for customers
D)Re-focus strategy
E)All of these choices are correct

Question 21

A path-goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by:

A)Clarifying for them the path leading to the attainment of work goals
B)Identifying their desired outcomes
C)Rewarding them for high performance
D)None of these choices are correct
E)All of these choices are correct

Question 22

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

Question 23

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

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

Question 24

Which of the following is an example of the reward power of a manager?

A)Giving a desirable job assignment
B)Giving a bonus
C)Giving verbal praise
D)Giving a pay raise
E)All of these choices are correct

Question 25

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

A)Leader-member relations
B)Position power
C)Follower readiness
D)Task structure
E)None of these choices are correct

Question 26

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 emphasizes correction and punishment
D)A leader who inspires subordinates
E)A leader who motivates subordinates to work for the good of the whole organization

Question 27

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 28

The amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization is known as , according to Fiedler.

A)referent power
B)position power
C)consideration power
D)expert power
E)empowerment power

Question 29

Path-goal theory is based on the work of:

A)B)F.Skinner
B)Abraham Maslow
C)Hersey and Blanchard
D)Fred E.Fiedler
E)Robert House

Question 30

The following personal characteristics are NOT characteristics of a manager which are included in the trait model of leadership:

A)Honesty
B)Intelligence
C)Self-confidence
D)Maturity
E)All of these choices are correct

Question 31

People who work for charismatic leaders:

A)Show stronger bonds of loyalty
B)Are motivated to do extra work
C)Express greater satisfaction
D)Generate more ideas
E)All of these choices are correct

Question 32

The personal leadership style of a manager determines:

A)How they engage in planning
B)How they create controlling mechanisms
C)How they influence others
D)How they organize
E)All of these choices are correct

Question 33

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

Question 34

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

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

Question 35

behaviours can be particularly effective when subordinates' support of a decision is required.

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

Question 36

Power that comes from subordinates' and coworkers' respect, admiration, and loyalty is known as:

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

Question 37

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

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

Question 38

According to the path-goal theory, behaviours are similar to consideration and include expressing concern for subordinates.

A)achievement-oriented
B)directive
C)supportive
D)participative
E)all of these choices are incorrect

Question 39

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 40

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 41

According to the path-goal theory, behaviours give subordinates a say in matters and decisions that affect them.

A)participative
B)directive
C)achievement-oriented
D)supportive
E)all of these choices are incorrect

Question 42

According to Fiedler, when task structure is , the situation is favourable for leading and when task structure is , the situation is unfavourable for leading.

A)high; low
B)high; high
C)low; high
D)low; low
E)all of these choices are incorrect

Question 43

behaviours are often advisable when subordinates are experiencing high levels of stress.

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

Question 44

Do men and women differ in their personal leadership styles? If so, explain why this might be true.

Question 45

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

Question 46

behaviours may be beneficial when subordinates are having difficulty completing assigned tasks.

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

Question 47

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

A)Task-oriented behaviours
B)Directive behaviours
C)Supportive behaviours
D)Achievement-oriented behaviours
E)Participative behaviours SHORT ANSWER.Write the word or phrase that best completes each statement or answers the question.

Question 48

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 49

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

A)Promote human value, be honest and realistic, re-focus strategy
B)Create an inspiring identity, promote human value, increase information flows
C)Increase information flows, be honest and realistic, add value for customers
D)Create an inspiring identity, dialogue with customers and employees, add value for customers
E)All of these choices are correct

Question 50

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

Question 51

Discuss how emotional intelligence affects leadership.

Question 52

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

Question 53

Path-goal theory identifies four types of behaviours in which leaders can engage in, in order to motivate their subordinates.Discuss these types of behaviours and give one specific management example of how a manager could act according to each of these.

Question 54

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

Question 55

Compare and contrast "transformational leadership" with "transactional leadership." Which one of these theories makes more sense to you? Defend your answer.

Question 56

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)Empowerment power
B)Relationship-oriented power
C)Expert power
D)Consideration power
E)All of these choices are incorrect

Question 57

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)Expert power
B)Consideration power
C)Relationship-oriented power
D)Empowerment power
E)All of these choices are incorrect

Question 58

Some typical stereotypes about gender and management include all but one of the following:

A)Men are more directive managers
B)Men engage in more initiating structure
C)Women are more nurturing than men
D)Women are more concerned with interpersonal relations
E)All these choices are correct

Question 59

Transformational leaders:

A)Focus on a vision for the future
B)Intellectually stimulate subordinates
C)Are charismatic
D)Engage in developmental consideration
E)All of these choices are correct

Question 60

Path-goal theory provides manages with three guidelines for becoming an effective leader.Discuss these guidelines and give a specific example of how a manager could follow each of these guidelines when working with a subordinate.

Question 61

Explain what is meant by the concept of "transformational leadership" and give three specific examples of how a leader would act according to this theory in a specific business situation of your choosing.

Question 62

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

Question 63

Define the five different types of power that are available to a manager.Give one example of how a manager might use each source.

Question 64

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 65

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 66

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

Question 67

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

Question 68

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

Question 69

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

Question 70

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

Question 71

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

Question 72

Discuss the concepts of follower readiness and the four specific leader behaviours that managers can use in each of the follower readiness contingencies in the SLT model.

Question 73

Explain the leader substitutes model.What is the advice this model offers to managers?

Question 74

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

Question 75

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

Question 76

Discuss the trait and behavioural models of leadership.What are the limitations to these perspectives?

Question 77

Discuss the three situational determinations in Fiedler's leadership theory that allow a leader to determine the favourableness or unfavourableness of a situation for leading and give a specific example of how each of these determinants would work in a specific business situation of your choosing.

Question 78

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 79

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

Question 80

Do leadership styles vary across cultures? Discuss with reference to the degree of humanism, individualism and the focus on time horizons for profit making.