Question 1

Typically, organizing involves creating a vision of the future, devising a strategy for achieving that vision, and communicating the vision so that everyone understands and believes in it.

Accepted Answer

Organizing involves arranging resources and tasks to achieve objectives, not creating a vision or strategy; those steps are part of strategic planning.

Question 2

Leadership entails building a culture that will inspire and motivate people to overcome obstacles.

Accepted Answer

Leadership involves creating an environment or culture that motivates and inspires team members to work together towards common goals, overcoming any challenges that arise.

Question 3

The general consensus is that effective leaders use a task rather than a relations orientation.

Accepted Answer

Effective leaders often use a balance of both task orientation and relations orientation, adapting their approach based on the situation and the needs of their team. A solely task-focused approach can neglect the importance of interpersonal relationships and team dynamics, which are crucial for long-term success and team cohesion.

Question 4

Underlying the trait focus is the assumption that some people are endowed with certain physical characteristics, aspects of personality, and attitudes.

Accepted Answer

The trait focus in psychology and personality theory assumes that individuals possess inherent physical characteristics, personality traits, and attitudes that distinguish them from others and influence their behavior and interactions.

Question 5

Traits are a sufficient means for managers to predict the leadership abilities of their employees.

Accepted Answer

Traits alone are not sufficient to predict leadership abilities because leadership effectiveness also depends on the situation, the followers' characteristics, and the interaction between the leader's traits and the specific context. Leadership is a complex phenomenon influenced by multiple factors beyond just personal traits.

Question 6

Possession of the listed qualities of effective leaders ensures that you will become a leader.

Accepted Answer

Possessing qualities of effective leaders does not guarantee becoming a leader, as leadership also depends on opportunities, recognition by others, and situational factors.

Question 7

Trait research was successful in predicting leadership success consistently.

Accepted Answer

Trait research has not been consistently successful in predicting leadership success because leadership effectiveness is also influenced by situational, relational, and contextual factors, not just individual traits.

Question 8

Despite the evidence that leaders tend to differ from nonleaders with respect to certain traits, traits alone cannot predict leadership ability.

Accepted Answer

While certain traits are more common among leaders, leadership ability also depends on factors such as situation, context, skills, and behaviors, making it impossible to predict leadership ability based solely on traits.

Question 9

Setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas are behaviors associated with a relations orientation.

Accepted Answer

These behaviors are more closely associated with a task orientation, focusing on the accomplishment of tasks and goals rather than primarily on interpersonal relationships.

Question 10

Underlying the position power approach to leadership is the assumption that some people are "natural leaders and are thus endowed with certain traits not possessed by other individuals.

Accepted Answer

The position power approach to leadership focuses on the authority and power derived from a person's position or role within an organization, rather than on inherent personal traits or qualities.

Question 11

Referent power means that a leader's effectiveness is based on task-orientation such as setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas.

Accepted Answer

Referent power is based on followers' identification and liking for the leader, not on task-oriented behaviors. It stems from the leader's personal characteristics and the relationships they build with their followers.

Question 12

Authority is the right to get something done and is officially sanctioned; power is the ability to get results.

Accepted Answer

Authority is the formal or legal right given to an individual or entity to make decisions and enforce obedience, while power refers to the actual ability or capacity to achieve outcomes, influence others, or control resources, regardless of whether one has formal authority.

Question 13

Position power is derived from the opportunities inherent in a person's position within an organization.

Accepted Answer

Position power comes from the authority and influence granted by a person's role or position within an organization, allowing them to direct others, make decisions, and access resources.

Question 14

Personal power is derived from the opportunities inherent in a person's position in an organization.

Accepted Answer

Personal power comes from an individual's unique qualities, such as expertise, skill, and personal attributes, rather than their position within an organization.

Question 15

Personal power is derived from the interpersonal relationship between a leader and his or her followers.

Accepted Answer

Personal power is based on the strength of the leader's relationships with others and is derived from the leader's ability to influence others through personal attributes, skills, or efforts, rather than through formal authority or position.

Question 16

Position power includes legitimate power, referent power, coercive power, and information power.

Accepted Answer

Position power includes legitimate power, coercive power, and reward power, but not referent or information power, which are types of personal power.

Question 17

CEOs, managers, security personnel, and other have legitimate power simply because of the formal positions they hold.

Accepted Answer

Legitimate power stems from an individual's role or position within an organization, granting them authority and influence over others. CEOs, managers, and security personnel have legitimate power due to their formal positions.

Question 18

Power stemming from formal authority based on the particular position a person holds in an organization is commonly referred to as coercive power.

Accepted Answer

Power stemming from formal authority based on the particular position a person holds in an organization is referred to as legitimate power, not coercive power. Coercive power is based on the ability to deliver punishments.

Question 19

The power to discipline, punish, and withhold rewards is referred to as coercive power.

Accepted Answer

Coercive power is based on the ability to punish or withhold rewards from others, making them comply with directives or rules.

Question 20

Personal power includes legitimate power, coercive power, reward power, information power, and expert power.

Accepted Answer

Personal power actually includes expert power and referent power, while legitimate power, coercive power, and reward power are considered as part of positional power.

Quiz 12: Leading in a Dynamic Environment