Deck 8: Influence Tactics of Leaders

Question 1

A recommended technique for exchanging favors is to

A)give the other person a tight deadline for compliance.
B)give the other person as much time as is feasible to comply.
C)explain why you are worthy of receiving special treatment.
D)limit your request to one, clear-cut option.

Answer 1

B

Question 2

Joking or kidding is often used as an influence tactic when

A)dealing with undermotivated people.
B)being direct might be interpreted as being too harsh.
C)dealing with people of higher rank.
D)a person wants to be unusually ethical and straightforward.

Answer 2

B

Question 3

A particularly useful information technology tool for a hands-on leader is a(n)

A)MP3 player.
B)iPod.
C)fax machine.
D)BlackBerry or other personal digital assistant.

Answer 3

D

Question 4

Derek is a hands-on leader, so he is likely to

A)put his arms around the shoulders of a group member.
B)answer his own email.
C)telephone his boss frequently.
D)get involved directly in solving customer problems.

Question 5

Oscar engages in debasement when he tells the person he is trying to influence

A)"You are well dressed today."
B)"Scientific evidence suggests that my position is correct."
C)"How important is your paycheck to you?"
D)"I may not be well informed, but here is my opinion."

Question 6

A good example of ingratiation when dealing with a person you are trying to influence would be for you to

A)praise that person lavishly.
B)ignore his or her first three demands.
C)mention your power contacts.
D)stretch the truth to look good.

Question 7

An important observation noted about the influence tactic of ingratiation is that

A)most workers resist being pleased by a superior.
B)some leaders become ingratiating to suit a particular occasion.
C)it works best with technically oriented workers.
D)it is an almost desperate, last-ditch technique.

Question 8

A major moderating variable in the use of rational persuasion is the

A)age of the organization.
B)number of organizational levels.
C)age of the influence agent.
D)credibility of the influence agent.

Question 9

Which one of the following influence tactics requires that the leader/manager serve as a model the desired behavior?

A)Exchanging favors and bargaining
B)Rational persuasion
C)Leading by example
D)Getting network members to support your position

Question 10

The purpose of forming a coalition is to

A)ingratiate yourself with other people.
B)combine your power with that of others.
C)impress others by the number of people in your network.
D)legitimize your requests.

Question 11

To be influential, leaders must

A)exercise power.
B)engage in organizational politics.
C)accomplish results without using power.
D)occupy a position of power.

Question 12

Team play can be an influence tactic when a person

A)develops a large network.
B)gets others to work as a team but is a solo player himself or herself.
C)appears more concerned about team play than about individual accomplishment.
D)behaves as an authoritarian leader.

Question 13

An inspirational appeal is more likely to be effective when the influence agent

A)pushes hard for his or her own agenda.
B)understands the values, motives, and goals of the target.
C)disguises what he or she is attempting to accomplish.
D)mixes the inspirational appeal with a touch of Machiavellianism.

Question 14

According to the model of influence, the effectiveness of influence tactics is affected by

A)strategies, rules, and procedures.
B)aspirations, motivations, and skills.
C)leader traits, leader behaviors, and the situation.
D)consideration and initiating structure.

Question 15

An important part of making an inspirational appeal is to

A)display emotion as needed.
B)do favors for other people without asking for reciprocity.
C)form coalitions.
D)consult regularly with group members.

Question 16

Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit.Nancy, therefore,

A)develops a large number of people within her network.
B)does favors for people so she can call on them later.
C)explains that top management wants quality improvements.
D)consults regularly with group members.

Question 17

Three points on the influence continuum are

A)commitment, compliance, and resistance.
B)power, skills, and outcomes.
C)manipulation, ingratiation, and submission.
D)empowerment, obedience, and concession.

Question 18

An example of Machiavellianism would be for a manager to tell a group member that he or she must

A)work every Saturday to be evaluated as a good team player.
B)accomplish goals that fit the company's strategic goals.
C)conform with company rules and regulations.
D)have lunch together to discuss a new software system.

Question 19

An individual who has strong personal magnetism

A)relies on formal authority to influence others.
B)influences others by breaking down their defenses.
C)is likely to draw a lot of enemies to him or her.
D)influences others through force of personality.

Question 20

One reason for the importance of the leader using influence tactics is that

A)formal authority has almost disappeared.
B)many workers doubt that their leader will be around for long.
C)many workers assume that their leader will be around for a long time.
D)the vast majority of employees worry about job security.

Question 21

Power gives the person the capacity to influence others, and that power must be exercised for the leader to be influential.

Question 22

To bring about organization change effectively, an executive is best advised to

A)use weaker influence tactics.
B)use stronger influence tactics.
C)serve as a role model for the desired attitudes and behaviors.
D)avoid the use of position power.

Question 23

A reason that influence tactics are easy to learn is that they are relatively unaffected by the leader's personality traits.

Question 24

Influence tactics are moderated by the leader's traits, behaviors, and the situation.

Question 25

In terms of exerting influence, the more position power a person has over another,

A)the less the need for being cautious in the use of influence tactics.
B)the more the need for being cautious in the use of influence tactics.
C)the more important it is to be polite and courteous.
D)the more important it is for the influence agent to confer with higher management about the influence attempt.

Question 26

According to implicit leadership theories, an example of a leadership antiprototype would be

A)intelligence.
B)charisma.
C)tyranny.
D)femininity.

Question 27

Part of leading by example is keeping a work schedule that the leader expects others to follow.

Question 28

A guideline offered for the sequencing of influence tactics is to begin with a

A)high-cost, high-risk tactic.
B)low-cost, low-risk tactic.
C)low-cost, high-risk tactic.
D)moderate-cost, moderate-risk tactic.

Question 29

When using the influence tactic of exchanging favors and bargaining, you are advised to give the person a menu of options for different levels of assistance.

Question 30

Legitimating is an influence tactic in which you show that what you are requesting goes beyond rules and regulations.

Question 31

A study showed that managers are more likely to use heavy-handed (tough) influence tactics when the subordinate

A)appears to have a legitimate excuse for not getting the work done.
B)and the manager have an above-average leader-member exchange.
C)is not getting work done that is outside of his or her role.
D)is not getting work done that is part of his or her role.

Question 32

The emphasis in the influence tactic of "developing a reputation as a subject matter expert" is to teach coworkers important skills.

Question 33

A study about credibility and perceived power indicated that being seen as credible tended to lower a manager's image of possessing coercive power.

Question 34

Implicit leadership theories deal mostly with the personal assumptions

A)about the type of leader most people would like to become.
B)leaders make about the capabilities of group members.
C)companies make about their leaders.
D)about the attributes of an ideal organizational leader.

Question 35

When group members are trusted, the leader is more likely to use

A)weaker influence tactics.
B)stronger influence tactics.
C)inspirational techniques.
D)appeals to higher authority.

Question 36

An influence agent strives to achieve compliance from group members because it represents a stronger willingness to cooperate than does commitment.

Question 37

A rule of thumb offered for the sequencing of influence tactics is to

A)first mirror the influence tactic of the other person, then try your own.
B)begin with the ethical, then shift to the unethical.
C)begin with the most positive, or least abrasive, tactic.
D)first be more serious, then move toward joking and kidding.

Question 38

Emotional appeals tend to lose their effectiveness when they take into account the values, motives, and goals of group members.

Question 39

A study indicated that when group members perceived their relationship with the leader to be poor, consultation by the leader

A)resulted in more helping behavior by group members.
B)resulted in less helping behavior by group members.
C)tended to be regarded with suspicion.
D)tended to decrease commitment to the organization.

Question 40

When a top-level executive wants to influence a large number of employees, the executive will most likely

A)attempt to change the organization culture.
B)use ingratiation with as many workers as feasible.
C)exchange favors with as many workers as feasible.
D)create the position of organizational change agent.

Question 41

To use debasement as an influence tactic, the influence agent might say, "I realize I'm not the brightest new manager in the company, so I really need your help."

Question 42

A skillful leader who is naturally abrupt with people (like Bill Gates) will sometimes be ingratiating to influence others in a given situation.

Question 43

When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence target.

Question 44

Examples of undue pressure uncovered by research include yelling and cursing at people and threatening them.

Question 45

To use personal magnetism as an influence tactic, the person strikes a clearly stated bargain with the person to be influenced.

Question 46

A recommended way of sequencing influence tactics is to begin with low-cost, low-risk tactics.

Question 47

A major focus of influence attempts by top-level leaders is to bring about changes in the organizational culture.

Question 48

A study showed that strong influence tactics are the most likely to be used when we trust the influence target.

Question 49

A study showed that when leader-member relations are perceived to be positive, exchange tactics by the leader result in group members being less helpful toward each other.

Question 50

A recommended approach to bring about change in the organizational culture is for company leadership to establish a reward system that reinforces the culture.

Question 51

As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.

Question 52

Coalition formation works as an influence tactic through the implicit threat to withdraw privileges from people in your network who do not support you.

Question 53

A study suggested that when leaders want to get an employee to do something outside of work within his or her role, the leaders tended to use harder (tougher) influence tactics.

Question 54

According to implicit leadership theories, most people have assumptions about the traits and characteristics that characterize an ideal organizational leader.

Question 55

Joking and kidding can be used effectively as an influence tactic because it softens criticism.

Question 56

A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more positive tactic.

Question 57

The stronger the leader, the greater the need for coalition formation to influence others.

Question 58

A notably weak approach for a top-level leader to being about organizational change is to serve as a role model for the desired attitudes and behaviors.

Question 59

A study showed that when leader-member relations are perceived to be negative, exchange offers are less effective.

Question 60

A hands-on leader is typically a disciplinarian.