Deck 10: Sales Force Leadership

Question 1

Generally, we can think of __________ as the process of motivating and enabling the task-related activities of team members and the ability to influence then toward the achievement of goals.

A) management
B) supervision
C) leadership
D) power

Answer 1

leadership

Question 2

Which of the following are not important elements of sales force leadership?

A) leadership is intrapersonal because it affects others (followers or subordinates), who should be willing to accept directions from the leader (sales manager or supervisor)
B) leadership relies on influence, which stems from various forms of power
C) sales force leadership is the ability not only to set goals but also to guide, clarify, and chart the paths for salespeople toward goal achievement
D) none of the above

Answer 2

leadership is intrapersonal because it affects others (followers or subordinates), who should be willing to accept directions from the leader (sales manager or supervisor)

Question 3

Which of the following are not important elements of sales force leadership?

A) leaders inspire their superiors to attain organizational goals
B) leaders espouse ethical and moral values they expect their followers to subscribe to
C) leadership relies on communication to achieve goals
D) none of the above

Answer 3

leaders inspire their superiors to attain organizational goals

Question 4

__________entails performing tasks that deal with monitoring the daily work activities of sales subordinates.

A) management
B) leadership
C) supervision
D) power

Question 5

__________represents the potential capacity to influence the behavior of subordinates.

A) management
B) leadership
C) supervision
D) power

Question 6

Which of the following bases of power stem from the position the sales manager occupies?

A) referent, legitimate
B) legitimate, reward, coercive
C) legitimate, reward, referent
D) referent, and expert

Question 7

Which of the following bases of power stem from the personal traits of a sales manager?

A) referent, legitimate
B) legitimate, reward, coercive
C) legitimate, reward, referent
D) referent, and expert

Question 8

__________is derived from the position occupied in the organizational structure, the leader has formally delegated authority to seek subordinate compliance.

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

Question 9

Legitimate power, which allows managers to govern sales department activities integral to achieving sales goals and objectives, is often referred to as __________.

A) accountability
B) responsibility
C) authority
D) none of the above

Question 10

The leader's ability to provide subordinates with various benefits, including money, praise, or promotion is known as __________.

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

Question 11

__________ is the leader's ability to influence subordinate compliance based on inspiration, charisma, loyalty, and personal identification with the leader.

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

Question 12

__________represents subordinate compliance based on the leader's skills, knowledge, intelligence, job-related information, and expertise.

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

Question 13

__________ focuses on identifying the qualities or personal traits of effective leaders.

A) leadership styles
B) trait theory
C) initiating structure
D) leader consideration

Question 14

The "great man" approach to leadership contends all of the following except

A) people such as George Washington and Thomas Jefferson were natural leaders who were born with leadership qualities and were destined to lead large numbers of people
B) great leaders emerge from circumstances but normally do not create them
C) great leaders are born and not made
D) all of the above are true

Question 15

Trait theory assumes that certain inherited personal traits determine whether one will be a leader. Trait theory has been widely criticized for all except the following reason:

A) lists of traits always identify those that are most important
B) few studies have examined the same traits that are most important
C) studies did not take into account the situational context of leadership
D) there is a "chicken and egg" problem about traits and leadership

Question 16

The leader's manner and approach in providing direction, implementing plans, and motivating people is known as _________.

A) path-goal theory
B) contingency theory
C) leadership behavior
D) leader-member exchange theory

Question 17

Different patterns of leader behavior, or "styles" employed to secure subordinate compliance toward achieving organizational goals is known as __________.

A) leadership styles
B) trait theory
C) initiating structure
D) leader consideration

Question 18

Sometimes called the "human relations" approach, this dimension of behavioral styles theory seeks to engender friendship, mutual trust, respect, and support of subordinates, which is also known as __________.

A) leadership styles
B) trait theory
C) initiating structure
D) leader consideration

Question 19

Sometimes called the "task orientation" approach, this dimension of behavioral styles theory suggest that leaders organize, clearly define, and clarify the tasks subordinates need to perform in attaining firm goals, which is also known as __________.

A) leadership styles
B) trait theory
C) leader consideration
D) initiating structure

Question 20

According to the leader behavior studies conducted at Ohio State University and the University of Michigan, leader consideration entails exhibiting behaviors such as:

A) allowing complete autonomy to do the job
B) friendship, mutual trust, respect, support, and warmth
C) leaders organize, clearly define, and clarify the tasks subordinates must perform
D) complete control over salespersons tasks

Question 21

According to the leader behavior studies conducted at Ohio State University and the University of Michigan, initiating structure entails exhibiting behaviors such as:

A) allowing complete autonomy to do the job
B) friendship, mutual trust, respect, support, and warmth
C) leaders organize, clearly define, and clarify the tasks subordinates must perform
D) complete control over salespersons tasks

Question 22

According to the leader behavior studies conducted at Ohio State University and the University of Michigan, leader consideration is sometimes called:

A) social relations approach
B) task orientation approach
C) human relations approach
D) transactions approach

Question 23

According to the leader behavior studies conducted at Ohio State University and the University of Michigan, initiating structure is sometimes called:

A) social relations approach
B) task orientation approach
C) human relations approach
D) transactions approach

Question 24

Newly hired, inexperienced sales trainees need which style of leadership?

A) high consideration, low structure
B) high consideration, high structure
C) low consideration, low structure
D) low consideration, high structure

Question 25

In considering situational variables along with the four basic leadership styles identified by the Ohio State and University of Michigan researchers, which of the following statements is accurate?

A) a high consideration, low structure leader style is appropriate if the sales force consists largely of individuals who require social support from superiors and lack a strong involvement with the task to be done
B) a high consideration, high structure style can only work when the sales force consists of individuals who are highly motivated and dedicated to the job to be done
C) a low consideration, high structure leader style is appropriate if the sales force consists of individuals who are socially mature and highly cohesive, but do not understand or relate to the task to be done
D) a low consideration, low structure leader style is appropriate if the sales force consists of weakly motivated individuals who are socially immature and indifferent to the task at hand

Question 26

Taken together, the Ohio State and University of Michigan studies suggest that four leadership styles may be effective for sales managers in varying situations. specifically, a highly considerate/employee oriented and highly structured/production oriented leadership style is appropriate when:

A) if the sales force consists of individuals who are socially mature and highly cohesive, but who do not understand or identify with the task at hand, such as learning new technological skills that will augment their selling efforts
B) if the sales force consists of highly motivated individuals who are dedicated to the task at hand but require social support from superiors. this leadership style may be effective in influencing and managing experienced, high-performing salespeople who tend to compete with one another
C) if the sales force requires social support from superiors, is not cohesive, and lacks a strong identity with the task at hand. this leadership is especially conducive when sales managers need to influence newly hired, inexperienced sales trainees
D) the sales force consists of highly motivated and experienced individuals who are socially mature and doing work they know and enjoy

Question 27

Taken together, the Ohio State and University of Michigan studies suggest that four leadership styles may be effective for sales managers in varying situations. Specifically, a low considerate/employee oriented and low structure/production oriented leadership style is appropriate when:

A) if the sales force consists of individuals who are socially mature and highly cohesive, but who do not understand or identify with the task at hand, such as learning new technological skills that will augment their selling efforts
B) if the sales force consists of highly motivated individuals who are dedicated to the task at hand but require social support from superiors. this leadership style may be effective in influencing and managing experienced, high-performing salespeople who tend to compete with one another
C) if the sales force requires social support from superiors, is not cohesive, and lacks a strong identity with the task at hand. this leadership is especially conducive when sales managers need to influence newly hired, inexperienced sales trainees
D) the sales force consists of highly motivated and experienced individuals who are socially mature and doing work they know and enjoy

Question 28

Taken together, the Ohio State and University of Michigan studies suggest that four leadership styles may be effective for sales managers in varying situations. Specifically, a low considerate/employee oriented and high structure/production oriented leadership style is appropriate when:

A) if the sales force consists of individuals who are socially mature and highly cohesive, but who do not understand or identify with the task at hand, such as learning new technological skills that will augment their selling efforts
B) if the sales force consists of highly motivated individuals who are dedicated to the task at hand but require social support from superiors. this leadership style may be effective in influencing and managing experienced, high-performing salespeople who tend to compete with one another
C) if the sales force requires social support from superiors, is not cohesive, and lacks a strong identity with the task at hand. this leadership is especially conducive when sales managers need to influence newly hired, inexperienced sales trainees
D) the sales force consists of highly motivated and experienced individuals who are socially mature and doing work they know and enjoy

Question 29

_________ suggests that an effective leadership style is largely contingent upon the interactions among the leader, followers, and situation-specific conditions.

A) path-goal theory
B) contingency theory
C) leadership behavior
D) leader-member exchange theory

Question 30

According to contingency theory, interactions among all except the following factors have been identified as determinants of effective leadership:

A) the expectations and behavior of superiors
B) the characteristics, expectations, and behavior of subordinates
C) the behavior and expectations of suppliers and dealers
D) the leader's personality and experience

Question 31

Which of the following are not contingency theories of leadership?

A) theory H
B) substitutes for leadership theory
C) Pygmalion leadership
D) leader-member exchange model

Question 32

Contingency theories claim that

A) there is only one type of leader behavior that is preferred in all situations
B) different situations call for different leadership behavior
C) certain inherited personality traits such as honesty, ambition, and drive determine one's leadership ability
D) leaders are born not made

Question 33

According to Fiedler's Contingency Model, the most effective type of leader depends on all of the following except

A) the degree to which the situation gives the leader control and influence
B) the leader's basic motivation-toward having close, supportive relations with others
C) the leader's basic motivation-toward accomplishing the task
D) all the above

Question 34

According to Fiedler's Contingency Model, the most effective type of leader depends on all of the following situational variables except

A) task structure
B) leader-member relations
C) transactional events
D) position power

Question 35

Path-goal theory extracts and extends the key elements of other theories except

A) initiating structure
B) leader consideration
C) transformational leadership
D) expectancy theory of motivation

Question 36

Path-goal theory proposes that the leader can affect the level of satisfaction, motivation, and performance of team members by using doing all except

A) leader can increase the support and rewards valued by team members by determining which rewards are important and increasing these rewards consistent with their needs and wants
B) making rewards contingent upon the accomplishment of organizational goals and objectives
C) using sanctions to stop inappropriate behaviors
D) aid team members by clarifying their paths to those goals by removing obstacles to performance and by ensuring their goals are compatible with the overall objectives of the organization

Question 37

There are several behaviors that are "part and parcel" of path-goal theory. The leader consults with team members about work, task goals, and the paths to goals, and uses members' suggestions before making a decision is reflective of ___________.

A) directive leadership styles
B) participative leadership styles
C) achievement-oriented leadership styles
D) supportive leadership styles

Question 38

There are several behaviors that are "part and parcel" of path-goal theory. The leader displays personal concern and is supportive, friendly, and sensitive to the needs of team members is reflective of ___________.

A) directive leadership styles
B) participative leadership styles
C) achievement-oriented leadership styles
D) supportive leadership styles

Question 39

There are several behaviors that are "part and parcel" of path-goal theory. The leader explains what the performance goal is, provides guidance and feedback, removes roadblocks, specifies rules, regulations, and procedures to be followed in accomplishing the task, schedules and coordinates work, and explains what is expected of team members is reflective of ___________.

A) directive leadership styles
B) participative leadership styles
C) achievement-oriented leadership styles
D) supportive leadership styles

Question 40

There are several behaviors that are part and parcel of path-goal theory. The leader emphasizes the accomplishment of challenging tasks, the importance of excellent performance, and simultaneously shows confidence that team members will perform well is reflective of ___________.

A) directive leadership styles
B) participative leadership styles
C) achievement-oriented leadership styles
D) supportive leadership styles

Question 41

There are several behaviors that are "part and parcel" of path-goal theory. The leader formulates and articulates a vision while passionately advocating support for it from followers is reflective of ___________ .

A) networking leadership styles
B) value-based leadership styles
C) interaction facilitation leadership styles
D) path-goal clarifying leadership styles

Question 42

There are several behaviors that are "part and parcel" of path-goal theory. The leader defines the tasks and clearly identifies the results for which subordinates are held responsible. Further, the leader clarifies that organizational goals are tied to rewards important to the needs and wants of followers is reflective of ___________.

A) networking leadership styles
B) value-based leadership styles
C) interaction facilitation leadership styles
D) path-goal clarifying leadership styles

Question 43

There are several behaviors that are "part and parcel" of path-goal theory. The leader acts as a representative of the team and safeguards the team's interests when interacting with influential high-level managers is reflective of ___________.

A) networking leadership styles
B) value-based leadership styles
C) interaction facilitation leadership styles
D) path-goal clarifying leadership styles

Question 44

According to theory H, when a sales manager takes on the role of "the kindly father who knows what's best" for the salespeople, his leadership style is

A) autocratic
B) paternalistic
C) consultative
D) democratic

Question 45

According to theory H, if the sales manager has lots of time to make decisions and the sales force is small, well informed and cooperative, she can appropriately use

A) autocratic leadership style
B) paternalistic leadership style
C) consultative leadership style
D) democratic leadership style

Question 46

According to theory H, when the sales force is well trained, experienced, and functions well as a team while the sales manager opens up two-way communication with the salespeople but retains the right to make final decisions, the leadership style is most likely to be

A) autocratic
B) paternalistic
C) consultative
D) democratic

Question 47

_________ suggests that the subordinates whom a leader favors are given preferential treatment and assigned to an "in-group," whereas less desirable subalterns are placed in "out-groups."

A) path-goal theory
B) contingency theory
C) leadership behavior
D) leader-member exchange theory

Question 48

According to leader-member exchange theory, those employees whom a manager favors, consults, mentors, praises, trusts, and gives preferential treatment are placed in the ___________.

A) top group
B) in-group
C) bottom group
D) out-group

Question 49

According to leader-member exchange theory, those employees whom a manager dispenses less attention and privileges are placed in the ___________.

A) top group
B) in-group
C) bottom group
D) out-group

Question 50

According to leader-member exchange theory, cadres exhibit all but the following behaviors:

A) high capabilities
B) opportunistic
C) trustworthiness
D) motivated to assume additional responsibility

Question 51

All of the following are true with respect to "substitutes for leadership" except

A) the concept was developed because existing leadership models and theories do not account for situations in which leadership is not needed
B) "substitutes for leadership" identifies situations in which leadership is neutralized or replaced by characteristics of the subordinate, the task, and the organization
C) characteristics of the task itself may substitute for leadership
D) all of the above are true

Question 52

Ability, experience, training, and knowledge, professional orientation, task-provided feedback, organizational formalization and inflexibility are some the factors that explain _______________.

A) leader-member exchange theory
B) theory H
C) path-goal theory
D) substitutes for leadership theory

Question 53

Advisory staff, closely knit work group, Compensation plans, quotas, and expense accounts, and customers and competitors are some the factors that explain _______________.

A) leader-member exchange theory
B) theory H
C) path-goal theory
D) substitutes for leadership theory

Question 54

A _________ leader identifies and clarifies for subordinates their job tasks and communicates to them how to successfully execute those tasks will lead to rewards.

A) visionary
B) charismatic
C) transformational
D) transactional

Question 55

A_________ leader adopts a long-term perspective and gains extraordinary commitment from their followers through several key characteristics: charisma and vision, inspiration, intellectual stimulation, and individual consideration.

A) visionary
B) charismatic
C) transformational
D) transactional

Question 56

Which of the following characteristics are not central behaviors of transformational leaders?

A) charisma and vision
B) inspiration
C) takes a short-term perspective to generate favorable results from the sales force
D) intellectual stimulation, and individual consideration

Question 57

Which of the following characteristics are not central behaviors of transformational leaders?

A) stimulates salespeople intellectually by creating a readiness for change
B) uses a wide array of contingent reinforcement methods
C) encourages salespeople to use ingenuity to find new approaches for solving old and continuing problems or emerging ones
D) articulates a realistic, credible, and attractive future that improves upon the present

Question 58

Which of the following characteristics are not central behaviors of charismatic leaders?

A) a vision that is clearly articulated
B) willingness to take risks to achieve the vision
C) insensitivity to environmental constraints
D) sensitivity to follower needs

Question 59

A mystical, inspirational quality that few people possess, a __________ leader wins the emotional loyalty and enthusiasm of followers.

A) visionary
B) charismatic
C) transformational
D) transactional

Question 60

A _________ is an attractive, credible notion of a future state that is not readily attainable.

A) vision
B) goal
C) objective
D) mission

Question 61

_________ refers to the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.

A) self-efficacy
B) empowerment
C) visionary leadership
D) participative management

Question 62

_________ refers to the process of making partners of subordinates by giving them legitimate authority and discretion in decision making and by providing rewards tied to company performance.

A) self-efficacy
B) empowerment
C) visionary leadership
D) participative management

Question 63

_________ refers to feelings of power and the subordinate belief in the ability to make a meaningful contribution in influencing organizational performance.

A) self-efficacy
B) empowerment
C) visionary leadership
D) participative management

Question 64

_________ refers to the involvement of employees with management in shared decision making that enables them to accomplish individual and organizational goals.

A) self-efficacy
B) empowerment
C) visionary leadership
D) participative management

Question 65

The philosophy behind empowerment, which focuses on distributing power to lower-level employees, is based on _____________.

A) transactional leadership
B) participative management
C) visionary leadership
D) transformational leadership

Question 66

Empowerment gives subordinates a sense of ownership and responsibility by enabling them to do all except the following

A) to play an integral role in decision making
B) to play an integral role in problem solving
C) to play an integral role in developing their visionary skills
D) to play an integral role in instituting organizational changes

Question 67

Sales managers can take several steps to ensure the success of an empowerment program except

A) make sure that their salespeople can attain job mastery by providing any needed skills training
B) give salespeople coercive power to make substantive decisions
C) assign role models to mentor other salespeople in their work
D) use reinforcement and persuasion to raise the confidence levels of salespeople-through praise, encouragement, and feedback

Question 68

To effectively implement an empowerment program, sales managers need to focus on the following except

A) enhancing salesperson skills
B) developing salesperson character
C) creating a culture of empowerment, and providing empowerment opportunities
D) all the above

Question 69

To bring out the creativity of their salespeople, many sales managers have empowered them by using "levers of control," which include the following except

A) diagnostic control systems
B) beliefs systems
C) ethical standards
D) boundary systems

Question 70

Developing an empowerment culture in the sales arena entails engendering the following characteristics except

A) fostering cooperation
B) developing communications
C) instilling opportunistic behavior
D) developing mutual trust

Question 71

__________ refers to the process of distributing power to subordinates, which makes them partners entrusted with legitimate authority and discretion in decision-making, and by providing rewards tied to company.

A) Empowerment
B) Participative management
C) Leadership styles
D) Servant leadership

Question 72

__________ broadly distributes decision-making across the members of an organizational team, so it tends to be seen as horizontal, distributed, collective, dispersed, or collaborative group leadership instead of the traditional narrow "vertical" or "hierarchical" leadership that centers around one key individual or a small group of people.

A) Empowerment
B) Shared leadership
C) Participative management
D) Servant leadership

Question 73

__________ is conceptualized as striving in decision-making to consider and serve the needs of people first ahead of everything else.

A) Empowerment
B) Participative management
C) Leadership styles
D) Servant leadership

Question 74

__________ has been described as the distribution of leadership influence and decision-making across multiple team members instead of only the downward control of subordinates or followers by appointed or elected superior leaders.

A) Empowerment
B) Participative management
C) Shared leadership
D) Servant leadership

Question 75

Using an overall team approach to decision-making, shared leadership consists of three basic dimensions which can be succinctly described as:

A) Shared purpose that prevails when team members have similar understandings of their team's main objectives and take steps to ensure a focus on collective goals.
B) Social support which is the extent to which team members actively provide emotional and psychological strength to one another. This may occur through overt acts of encouragement or expressed recognition of other team members' contributions and accomplishments.
C) Voice or the degree to which a team's members have input into how the team carries out its purpose.
D) All of the above

Question 76

_________ refers to systematically helping to develop a subordinate's abilities through careful tutoring, personal guidance, and example.

A) communication
B) nonverbal communication
C) effective listening
D) mentoring

Question 77

Curbstone coaching is

A) when sales managers are with a salesperson during a sales call and will counsel them immediately after the call
B) when sales managers present "mock" situations and counsel on the appropriate tactics
C) when salespeople provide a written transcript of the sales call which is then reviewed in the "home office"
D) when salespeople are accompanied by other salespeople and approach the customer in a "team effort"

Question 78

__________ is a two-way process whereby information is transferred and understood between two or more people.

A) communication
B) nonverbal communication
C) effective listening
D) mentoring

Question 79

In content listening, the receiver's goal involves

A) understanding and retaining information and identify key points
B) the receiver's goal is to critically evaluate the message by looking at the logic of the argument, strength of the evidence, and validity of the conclusions
C) the receiver's goal is to understand the speaker's feelings, needs, and wants in order to solve a problem
D) this listening technique attempts to help people resolve their differences; before replying to the speaker's comment, the receiver must restate the ideas and feelings behind the comment to the speaker's satisfaction

Question 80

In critical listening, the receiver's goal involves

A) understanding and retaining information and identify key points
B) the receiver's goal is to critically evaluate the message by looking at the logic of the argument, strength of the evidence, and validity of the conclusions
C) the receiver's goal is to understand the speaker's feelings, needs, and wants in order to solve a problem
D) this listening technique attempts to help people resolve their differences; before replying to the speaker's comment, the receiver must restate the ideas and feelings behind the comment to the speaker's satisfaction