Question 1

Traits play a central role in how we perceive leaders.

Accepted Answer

Traits play a central role in how we perceive leaders,and they ultimately affect leadership effectiveness.

Question 2

Managers' coercive power,derived from the formal authority of their positions,allows them to hire,fire,reward,and punish.

Accepted Answer

Managers have legitimate power that derives from the formal authority of the positions to which they have been appointed.This power allows managers to hire and fire,reward and punish.

Question 3

One's power comes as part of one's job;it is the right to perform or command.

Accepted Answer

Authority is the right to perform or command;it comes with the job.In contrast,power is the extent to which a person is able to influence others so they respond to orders.

Question 4

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Accepted Answer

The generic influence tactic called exchange tactics is reminding someone of past favors or offering to trade favors.Example: "Since I backed you at last month's meeting,maybe you could help me this time around."

Question 5

Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty.

Accepted Answer

Being good at several things provides flexibility and the ability to adapt to new situations and opportunities, while being excellent at one narrow specialty may limit options and opportunities for growth and development. Additionally, in today's rapidly changing world, having a diverse skill set can be a valuable asset in the job market.

Question 6

Stogdill's 1948 study identified extroversion,intelligence,charisma,high-energy,and task-related knowledge as the five traits typical of successful leaders.

Accepted Answer

(1)Dominance, (2)intelligence, (3)self-confidence, (4)high energy,and (5)task-relevant knowledge are the five traits that researcher Ralph Stogdill in 1948 concluded were typical of successful leaders.

Question 7

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

Accepted Answer

Research shows that of the three possible responses to an influence tactic,which are enthusiastic commitment,grudging compliance,and outright resistance,commitment is most apt to result when the tactics used are consultation,strong rational persuasion,and inspirational appeals,which are all soft tactics.

Question 8

Reward power results from managers' authority to punish their employees.

Accepted Answer

Coercive power,which all managers have,results from managers' authority to punish their employees.

Question 9

Leaders manage and managers lead,but the two activities are not synonymous.

Accepted Answer

Leaders manage and managers lead,but the two activities are not synonymous.

Question 10

Managers try to achieve their vision by setting a direction,aligning people,motivating and inspiring others.

Accepted Answer

Instead of controlling and problem solving,leaders try to achieve their vision by motivating and inspiring.That is,they appeal to "basic but often untapped human needs,values,and emotions," says Kotter,to keep people moving in the right direction,despite obstacles to change.

Question 11

Personalized power that is directed at helping oneself is called self-serving power.

Accepted Answer

People who pursue personalized power,which is power directed at helping oneself,as a way of enhancing their own selfish ends may give the word power a bad name.

Question 12

Studies among employees reveal that most commonly used tactics used to influence others in the workplace were rational persuasion and inspirational appeals.

Accepted Answer

On a pair of studies,employees were asked how they got someone at work to do what they wanted.The two most used tactics were rational persuasion and inspirational appeals.

Question 13

Referent power,derived from one's personal attraction,characterizes strong,visionary leaders who are able to persuade their followers by dint of their personality,attitudes,or background.

Accepted Answer

Referent power is power deriving from one's personal attraction.Referent power may be associated with managers,but it is more likely to be characteristic of leaders.Referent power characterizes strong,visionary leaders who are able to persuade their followers by dint of their personality,attitudes,or background.

Question 14

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable.Amy has expert power.

Accepted Answer

Amy has expert power that results from her specialized information or expertise.Expertise,or special knowledge,can be mundane,such as knowing work schedules and assignments of others.Or it can be sophisticated,such as having computer or medical knowledge.

Question 15

John Kotter suggests that management is about coping with complexity,and leadership is about coping with change.

Accepted Answer

John Kotter suggests that management is about coping with complexity,and leadership is about coping with change.

Question 16

Being a manager means being visionary,inspiring,setting the tone,and articulating the vision.

Accepted Answer

Being a leader means being visionary,inspiring,setting the tone,and articulating the vision.

Question 17

Personal appeals try to build enthusiasm or confidence by appealing to others' emotions,ideals,or values;for example: "If we do this as a goodwill gesture,customers will love us."

Accepted Answer

Inspirational appeals,which consist of trying to build enthusiasm or confidence by appealing to others' emotions,ideals,or values,are one of the "soft" tactics that are considered friendlier.

Question 18

Emily has a charismatic personality,and finds it easy to get others to agree with her.Emily has referent power.

Accepted Answer

A charismatic personality is likely to yield referent power,which is power deriving from one's personal attraction.

Question 19

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Accepted Answer

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Question 20

Management functions include planning,budgeting,organizing,and staffing.

Accepted Answer

According to Kotter,companies manage complexity in several ways,including determining what needs to be done (planning and budgeting)and creating arrangements of people to accomplish an agenda (organizing and staffing).These are managerial,not leadership,functions.Managers plan,organize,direct,and control.

Quiz 14: Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

Traits play a central role in how we perceive leaders.

Managers' coercive power,derived from the formal authority of their positions,allows them to hire,fire,reward,and punish.

One's power comes as part of one's job;it is the right to perform or command.

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty.

Stogdill's 1948 study identified extroversion,intelligence,charisma,high-energy,and task-related knowledge as the five traits typical of successful leaders.

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

Reward power results from managers' authority to punish their employees.

Leaders manage and managers lead,but the two activities are not synonymous.

Managers try to achieve their vision by setting a direction,aligning people,motivating and inspiring others.

Personalized power that is directed at helping oneself is called self-serving power.

Studies among employees reveal that most commonly used tactics used to influence others in the workplace were rational persuasion and inspirational appeals.

Referent power,derived from one's personal attraction,characterizes strong,visionary leaders who are able to persuade their followers by dint of their personality,attitudes,or background.

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable.Amy has expert power.

John Kotter suggests that management is about coping with complexity,and leadership is about coping with change.

Being a manager means being visionary,inspiring,setting the tone,and articulating the vision.

Personal appeals try to build enthusiasm or confidence by appealing to others' emotions,ideals,or values;for example: "If we do this as a goodwill gesture,customers will love us."

Emily has a charismatic personality,and finds it easy to get others to agree with her.Emily has referent power.

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Management functions include planning,budgeting,organizing,and staffing.