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

Accepted Answer

Legitimate power is the authority that a manager has by virtue of his or her position in an organization's hierarchy. This power is bestowed upon the manager by the organization and is recognized by the employees as being legitimate. It is based on the position held in the organization, rather than personal qualities or characteristics of the individual. Rewards, punishments, expertise, and personal relationships do not necessarily determine legitimate power, but they can complement or strengthen it.

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

Accepted Answer

Legitimate power comes from having a formal position of authority within an organization, which includes the authority to monitor subordinates' work and provide feedback on how to perform tasks. Expert power comes from possessing specialized knowledge or skills, coercive power involves the use of threats or punishment, referent power comes from the manager's personal characteristics that are admired by subordinates, and reward power involves the ability to provide incentives or benefits. Therefore, legitimate power is the best choice for this scenario.

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

Accepted Answer

Leader-member relations refer to the extent to which subordinates trust and are loyal to their leader. Initiating structure relations refer to the degree to which a leader structures and defines his or her role and the roles of group members in attaining goals. Task-oriented relations refer to the degree to which a leader focuses on achieving goals and tasks. Position power relations refer to the degree to which a leader has formal authority to direct and control subordinates. Empowerment relations refer to the degree to which a leader encourages and supports subordinates to take initiative and make decisions.

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

Accepted Answer

All of these choices are examples of the coercive power of a manager. Coercive power involves the use of threats, punishment, or other forms of harm to subordinates in order to force them to comply with the manager's demands or expectations. Workplace harassment, physical threats, psychological threats, and causing mental and/or physical harm are all examples of coercive behavior that a manager may use to control their subordinates.

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

Accepted Answer

A choice job assignment is a tangible reward as it involves a specific, concrete benefit or opportunity, unlike the other options which are intangible and involve recognition or appreciation.

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.

Accepted Answer

The level of emotional intelligence of a leader is likely to determine the effectiveness of an organization, the development of a vision, the motivation and commitment of subordinates, and the development of an identity for the organization. However, global aspects affecting the leadership experience may be outside of the leader's control or influence, and therefore not solely determined by their level of emotional intelligence.

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

Accepted Answer

A transactional leader is one who focuses on rewards and punishments to motivate their team. They emphasize correction and punishment for mistakes or failures, and offer rewards for good performance.

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

Accepted Answer

Achievement-oriented behavior in path-goal theory involves setting challenging goals and expecting high performance, which motivates employees to perform at their highest level.

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

Accepted Answer

Japanese culture places a strong emphasis on collectivism and group harmony. This is reflected in Japanese management practices, which prioritize teamwork and consensus-building. Therefore, Japanese managers are more collectivist-oriented than their counterparts in Canada, the US, and Europe.

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

Accepted Answer

Condi is described as not knowing how to complete tasks (unable) but is motivated (willing), fitting the "unable and willing" category.

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

Accepted Answer

The answer of Condi and George both work for the...

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

Accepted Answer

The manager described in the scenario has legitimate power, which is derived from his or her position or role within the organization. This power allows them to assign projects and delegate tasks to subordinates. Reward power is the ability to reward employees for good performance, referent power is based on liking and identification with the leader, coercive power is the ability to punish or withhold rewards, and expert power comes from skill or knowledge in a particular area.

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

Accepted Answer

Showing support for the well-being of employees is not an initiating structure or job-oriented behaviour because it is more focused on the socio-emotional aspect of leadership rather than task accomplishment. The other choices involve directing and coordinating work tasks and resources to achieve organizational goals.

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

Accepted Answer

The behaviours described in the question are directive behaviours, which are one of the four types of leadership behaviours identified in the path-goal theory. Participative, supportive, and achievement-oriented behaviours have different characteristics and actions associated with them.

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

Accepted Answer

The trait model of leadership focuses on identifying the personal characteristics of effective leaders. This model suggests that leaders possess inherent traits such as intelligence, confidence, determination, and empathy that make them successful. It is the oldest and most researched model of leadership.

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

Accepted Answer

Bill Gates' power in this situation comes from his expertise and knowledge in software programming design, making him a credible source of advice and guidance for the R&D manager. This type of power is known as expert power. Referent power is based on one's personal qualities and ability to create positive relationships, empowerment power refers to the ability to delegate tasks and responsibility, consideration power is a leadership style that prioritizes sensitivity and empathy towards others, and relationship-oriented power comes from one's ability to build and maintain relationships with others. None of these types of power accurately describe the situation presented.

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

Accepted Answer

All the options listed (stock options, a choice job assignment, a cash bonus, and a pay raise) are examples of tangible rewards that a manager can give to a subordinate.

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

Accepted Answer

The answer of Condi and George both work for the...

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

Accepted Answer

The manager is using coercive power by threatening to fire the employee unless they comply with their sexual demands. Coercive power is based on the ability to inflict punishment or negative consequences. It is an abusive and unethical use of power in the workplace.

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

Accepted Answer

All of these choices are correct according to John Chen. A successful turnaround leader needs to be honest and realistic, engage in dialogue with customers and employees, add value for customers, and re-focus strategy. These actions combined can lead to a successful turnaround for a struggling company.

Quiz 9: Managing Leadership

The authority that a manager has by virtue of his or her position in an organization's hierarchy is known as:

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:

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

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

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

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

Which of the following describes a transactional leader?

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

Japanese managers tend to be:

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

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

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.

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

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?

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

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?

According to John Chen, turnaround leaders should: