Deck 10: Leaders and Leadership

Question 1

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

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

Answer 1

B
Explanation: A manager's personal leadership style is the specific ways in which a manager chooses to influence other people, and shapes the way that manager approaches planning, organizing, and controlling.

Question 2

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

Answer 2

D
Explanation: 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. The person who exerts such influence is a leader.

Question 3

What kind of leadership shows a strong desire to serve and work for the benefit of others?

A) Personal leadership
B) Professional leadership
C) Effective leadership
D) Servant leadership

Answer 3

D
Explanation: As part of their personal leadership style, some leaders strive to truly serve others. Robert Greenleaf, who was director of management research at AT&T and upon his retirement in 1964 embarked on a second career focused on writing, speaking, and consulting, came up with the term "servant leadership" to describe these leaders. Servant leaders, above all else, have a strong desire to serve and work for the benefit of others. Servant leaders share power with followers and strive to ensure that followers' most important needs are met, that they are able to develop as individuals, that their well-being is enhanced, and that attention is paid to those who are least well-off in a society.

Question 4

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

Question 5

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

Question 6

Transformational leaders do not engage in transactional leadership.

Question 7

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 8

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

Question 9

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

Question 10

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

Question 11

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 12

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

Question 13

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

Question 14

In Japan, prime emphasis is placed on the group rather than the person. This is an example of a(n) ________ culture.

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

Question 15

Participative behavior is similar to consideration.

Question 16

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

Question 17

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 18

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

Question 19

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

Question 20

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

Question 21

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

Question 22

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

Question 23

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

Question 24

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

Question 25

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

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

Question 26

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

Question 27

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

Question 28

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

Question 29

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

Question 30

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

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

Question 31

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

Question 32

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

Question 33

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

Question 34

Roberta, a store manager, uses her coercive power effectively to motivate employees. Because of her coercive power, Roberta would be able to ________.

A) fire a subordinate
B) monitor her subordinates
C) show respect for subordinates
D) hire subordinates

Question 35

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

Question 36

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/her seat when a flight has been overbooked. This is an example of ________.

A) facilitation
B) empowerment
C) bureaucracy
D) charisma

Question 37

Integrity and honesty help managers become effective leaders by helping them ________.

A) understand complex issues and solve problems
B) make good decisions and discover ways to increase efficiency and effectiveness
C) deal with uncertainty and make difficult decisions
D) behave ethically and earn their subordinates' trust and confidence

Question 38

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

Question 39

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

Question 40

When leaders use their knowledgeability to perform their leadership roles, they are using ________ power.

A) coercive
B) empowerment
C) expert
D) consideration

Question 41

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

Question 42

Which of the following terms was used by Fiedler to refer to the manager's characteristic approach to leadership?

A) Leader style
B) Task structure
C) Position power
D) Leader relations

Question 43

Which of the following best describes relationship-oriented leaders?

A) Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
B) Leaders whose primary concern is to ensure that subordinates perform at a high level
C) Leaders whose primary concern is to develop a team that is above the rest
D) Leaders whose primary concern is to ensure that teams work independently

Question 44

Which of the following, according to Fiedler, is a characteristic that managers cannot change based on the situation?

A) Knowledge
B) Motivation
C) Consideration
D) Leadership

Question 45

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

Question 46

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

Question 47

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

Question 48

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

Question 49

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

A) initiating structure
B) expert power
C) coercive power
D) empowerment

Question 50

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

Question 51

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

Question 52

Which of the following refers to the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization?

A) Leader style
B) Task structure
C) Position power
D) Leader relations

Question 53

Which of the following takes into account the situation or context within which leadership occurs?

A) Traits
B) Contingency
C) Empowerment
D) Path-goal

Question 54

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

Question 55

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

Question 56

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

Question 57

Which of the following is displayed by managers who look out for their subordinates' well-being and see to it that they enjoy their work?

A) Initiating structure
B) Consideration behavior
C) Empowerment
D) Escalation of commitment

Question 58

Which attribute of leadership helps managers in effectively influencing subordinates and persisting when faced with obstacles or difficulties?

A) dominance
B) honesty
C) maturity
D) self-confidence

Question 59

Which type of leader seeks high quality of interpersonal relationships with his/her subordinates?

A) Considerate
B) Task-oriented
C) Transformational
D) Relationship-oriented

Question 60

What leadership attribute helps managers deal with the many demands they face?

A) Dominance
B) Self-confidence
C) Maturity
D) High energy

Question 61

What type of leader exudes enthusiasm about his/her vision, and clearly communicates it to his/her subordinates?

A) Transformational leader
B) Charismatic leader
C) Transactional leader
D) Considerate leader

Question 62

When a manager goes out of his or her way to give subordinates opportunities to increase their skills and capabilities, he or she is engaging in ________.

A) initiating structure
B) developmental consideration
C) charisma
D) intellectual stimulation

Question 63

Which type of behavior allows subordinates to have a say in matters that concern them?

A) Participative behavior
B) Directive behavior
C) Supportive behavior
D) Achievement-oriented behavior

Question 64

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

Question 65

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

Question 66

When an organization is in trouble, which leadership approach is most likely to lead to long-term effectiveness?

A) Transformational leadership
B) Charismatic leadership
C) Transactional leadership
D) Contingency leadership

Question 67

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called ________ leaders.

A) transformational
B) transactional
C) structured
D) considerate

Question 68

Compared to men, women as leaders tend to ________.

A) be less considerate
B) be less engaged in initiating structure
C) be more participative
D) make more decisions on their own

Question 69

The leadership substitutes 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

Question 70

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

Question 71

When a manager shares information with subordinates in such a way that they become aware of problems and the need for change, and in turn, take ownership and view problems as challenges, the manager has engaged in ________.

A) initiating structure
B) developmental consideration
C) charisma
D) intellectual stimulation

Question 72

An enthusiastic, self-confident leader who is able to clearly communicate his/her vision of how good things could be is known as a ________.

A) transformational leader
B) charismatic leader
C) transactional leader
D) path-goal leader

Question 73

What type of leadership promotes trust in their leaders and the organizations?

A) Transformational leadership
B) Charismatic leadership
C) Transactional leadership
D) Servant leadership

Question 74

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

Question 75

What type of manager openly shares information with his or her subordinates so they are aware of problems?

A) Transformational manager
B) Charismatic manager
C) Transactional manager
D) Relationship-oriented manager

Question 76

Which of the following alerts managers that sometimes they do not need to exert influence over subordinates and thus can free up their time for other important activities?

A) Fiedler's contingency model
B) House's path-goal theory
C) Leader substitutes model
D) Leadership effectiveness theory

Question 77

A manager who is a transactional leader ________.

A) uses reward and coercive powers
B) communicates vision to subordinates
C) intellectually stimulates subordinates
D) encourages subordinates to grow

Question 78

In which of the following situations is directive behavior considered to be beneficial?

A) When subordinates are experiencing high levels of stress
B) When subordinates are having difficulty completing assigned tasks
C) When subordinates' support of a decision is required
D) When subordinates are independent thinkers who work best when left alone

Question 79

Which of the following is a characteristic of a transformational manager?

A) Awareness of the importance of their jobs and high performance
B) Engaging in developmental consideration of others
C) Awareness of their own needs for growth, development, and accomplishment
D) Working for the good of the organization and not just their own personal benefit

Question 80

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