Contemporary Management – Chapter 14 – Flashcards

The process by which a person exerts influence over others and inspires, motivates, and directs their activities is known as: A. empowerment. B. determinism. C. leadership. D. benchmarking. E. positivism.

A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a _____. A. figurehead B. spokesperson C. monitor D. leader E. negotiator

_____ are thought of as those organizational members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment. A. Leaders B. Subordinates C. Trainees D. Facilitators E. Managers

What type of leaders share power with followers and strive to ensure that followers' most important needs are met? A. Entrepreneurs B. Coercive leaders C. Servant leaders D. Transactional leaders E. Intrapreneurs

Which of the following managers is a servant leader? A. Kerry, who maintains tight control over subordinates and makes frequent demands of them B. Pat, who believes that effective leaders should be able to command the unquestioning obedience of their followers C. Sandy, who does not share power with followers or prioritize the development of their skills D. Yvonne, who focuses her attention on those who are most well-off in society and those who can serve her best E. Richard, who has a strong desire to work for the benefit of society and enhances the well-being of others

Which of the following is true of leadership styles? A. Effective leadership styles vary with individual, culture, and country. B. Developing an effective personal leadership style is easy for top-level managers. C. Effective leaders frequently employ coercive power. D. A leadership style which is effective in one country will be effective in all countries. E. A leadership style which involves sharing power compromises effectiveness in servant leaders.

What type of power does a manager use when he or she hires new employees, assigns them work and monitors their performance? A. Transformational B. Legitimate C. Informal D. Transient E. Instrumental

When Mark brought in a large client for the bank, Dan gave Mark a significant bonus. What type of power was Dan using? A. Expert B. Coercive C. Reward D. Empowerment E. Referent

Which of the following is true of reward power? A. Effective managers use their reward power sparingly. B. Effective managers use rewards in a controlling manner signaling to subordinates that the manager has the upper hand. C. Managers who exercise coercive power more often than reward power create a tension-free work environment. D. Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce. E. The use of reward power seldom produces high performance and is questionable ethically.

Stacy fired Jan for unethical behavior, exercising _____ power. A. virtual B. instrumental C. referent D. informal E. coercive

Coercive power: A. fosters high performance if used often. B. respects employee dignity and raises employee morale. C. can have negative effects and should be used sparingly. D. helps establish rapport between managers and employees. E. is the cornerstone of effective leadership.

Which type of power is based on the specialized knowledge and skills of a leader? A. Positional power B. Referent power C. Expert power D. Coercive power E. Reward power

Which of the following is true of expert power? A. Managers with expert power establish an atmosphere of creativity by demanding complete obedience. B. Expert power tends to be best used in a guiding or coaching manner. C. Expert power is based on the special knowledge and skills that subordinates possess and managers don't. D. Expert power is innate and cannot be acquired or developed through experience. E. Employees seldom trust managers with expert power.

Nancy has extensive experience in product designing. Though she is not a manager, she is often called on by product managers to offer advice on new product design. It can be said that Nancy has: A. referent power. B. transformational power. C. virtual power. D. legitimate power. E. expert power.

The power of a leader that comes from the respect, admiration, and loyalty of subordinates is known as: A. reward power. B. transient power. C. coercive power. D. referent power. E. virtual power.

_____ is a function of the personal characteristics of a leader and is more informal than the other kinds of power. A. Reward power B. Legitimate power C. Coercive power D. Referent power E. Virtual power

Managers can increase their _____ power by taking time to get to know their subordinates and showing interest in and concern for them. A. reward B. transient C. coercive D. referent E. virtual

Which of the following is true of referent power? A. It is innate and cannot be acquired or developed. B. It is more formal than other kinds of power. C. It is a function of the personal characteristics of a leader. D. It prevents first-line managers from being effective leaders. E. It weakens leader-member relations.

Which of the following is true of Denise, a manager who has significant referent power? A. She is used as a role-model by many of her employees. B. She is unpopular with subordinates and superiors alike. C. She is an ineffective and inefficient leader. D. She cannot command the respect and admiration of her employees. E. She cannot command the respect and admiration of her superiors.

Alyssa, the assistant marketing manager for RST Consulting, has the respect and admiration of all the employees in her division and is often used as their role model. Alyssa has: A. reward power. B. virtual power. C. coercive power. D. referent power. E. transient power.

Which of the following would an effective manager do? A. Use coercive power frequently to raise employee morale B. Ignore the opinions of less-experienced subordinates C. Use reward power and referent power sparingly D. Use expert power to control employees E. Use reward power to show appreciation for subordinates' work

Which of the following managers is effective? A. Dorothy, who uses coercive power sparingly because it rob employees of their dignity B. Marcus, who uses reward power sparingly when trying to motivate employees C. Vanessa, who uses reward power in a controlling manner D. Felix, who ignores the opinions of other people because he has considerable expert power E. Annis, who uses coercive power frequently to keep her employees in line

Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of _____. A. employee empowerment B. intrinsic motivation C. instumentality D. servant leadership E. referent power

The serving staff of Applebee's Applepies can give customers free dessert if they are dissatisfied with their dine-in experience without having to check with their supervisor first. This is an example of _____. A. employee empowerment B. reward power C. expert power D. servant leadership E. personal power

Which of the following is true of empowerment? A. Empowerment is detrimental to effective leadership. B. Empowerment increases managers' involvement in routine tasks. C. Empowerment gives managers more time to concentrate on their pressing concerns. D. Empowerment signifies a complete transfer of responsibility and accountability from a manager to his subordinate. E. Empowerment is not incorporated readily into modern management styles.

Which model of leadership is based on the premise that effective leaders possess personal qualities that set them apart from ineffective leaders? A. Task-oriented model B. Path-goal model C. Contingency model D. Trait model E. Relationship-oriented model

Which of the following is true of the trait model of leadership? A. The traits it identified had no consistent relationship with leadership effectiveness. B. It proposed that leaders engaged in two types of behavior: consideration and initiating structure. C. It took into account the situation or context within which leadership occurs. D. It gave conclusive proof that effective leadership can be understood by the study of personality traits alone. E. It identified two basic leader styles: relationship-oriented and task-oriented.

The two basic kinds of leader behaviors identified by the behavior model of leadership were: A. intrinsic and extrinsic. B. instrumental and terminal. C. task-structure and task-orientation. D. ethnocentric and xenocentric. E. consideration and initiating structure.

According to the behavior model of leadership, leaders engage in _____ when they show their subordinates that they trust, respect, and care about them. A. initiating structure B. consideration C. task-orientated behavior D. job-oriented behavior E. task-structuring

According to the behavior model of leadership, which of the following is an example of consideration behavior? A. Addressing employee concerns B. Assigning tasks to workgroups C. Creating schedules D. Encouraging adherence to rules and regulations E. Deciding how work should be done

_____ propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context. A. Trait models B. Contingency models C. Empowerment models D. Behavior models E. Structural models

According to Fiedler, what type of leaders are primarily concerned with developing good relationships with their subordinates and being liked by them? A. Task-oriented leaders B. Power-oriented leaders C. Relationship-oriented leaders D. Performance-oriented leaders E. Achievement-oriented leaders

According to Fiedler, what type of leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on goal accomplishment? A. Task-oriented leaders B. Nurturing-oriented leaders C. Relationship-oriented leaders D. Affiliation-oriented leaders E. Considerate leaders

Fiedler's contingency model suggests that: A. identifying the personality traits of leaders is the only way to understand effective leadership. B. the situation or context within which leadership occurs is irrelevant when studying effective leaders. C. if a leader is effective in one situation, he can be effective in all other situations. D. leadership styles are enduring characteristics; they cannot be changed or adjusted. E. identifying the behavioral traits of leaders is the only way to understand effective leadership.

According to Fiedler, the extent to which subordinates trust and are loyal to their superior is known as _____. A. empowerment B. task-orientation C. leader-member relations D. initiating structure E. position power

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. B. task structure. C. empowerment. D. leader-member relations. E. position power.

According to Fiedler's model, the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization is referred to as: A. position power. B. personal power. C. virtual power. D. transitional power. E. informal power.

Leader-member relations, task structure, and position power are the situational characteristics identified by: A. Fiedler's contingency model. B. the trait model of leadership. C. the behavior model of leadership. D. House's path-goal theory. E. the leader substitutes model.

Which of the following is true of House's path-goal theory? A. It suggests that managers cannot adopt different leadership styles in different situations. B. It suggests that rewards should be used as a measure of approval for past performances, rather than as motivators. C. It treats the situation within which leadership occurs as irrelevant when studying effective leaders. D. It suggests using coercive power to ensure high performance and goal attainment. E. It suggests that subordinates need to be motivated depending on their nature and that of their work.

House's path-goal theory is based on: A. expectancy theory. B. Maslow's hierarchy of needs. C. equity theory. D. Herzberg's motivator-hygiene theory. E. McClelland's theory of needs.

According to path-goal theory, _____ are similar to initiating structure and include setting goals, showing subordinates how to complete tasks, and taking concrete steps to improve performance. A. directive behaviors B. supportive behaviors C. relationship-oriented behaviors D. afilliation-oriented behaviors E. instrumental behaviors

According to the path-goal theory, _____ are similar to consideration and include expressing concern for subordinates and looking out for their best interests. A. directive behaviors B. supportive behaviors C. task-oriented behaviors D. achievement-oriented behaviors. E. structural behaviors

According to the path-goal theory, which of the following is true of achievement-oriented behaviors? A. They are advisable when subordinates are experiencing high levels of stress. B. They increase motivation levels of highly capable subordinates. C. They clear a subordinate's path of challenges and obstacles. D. They include expressing concern for subordinates and looking out for their best interests. E. They are most effective when applied to subordinates who are highly motivated.

A _____ is something that acts in place of the influence of a leader and makes leadership unnecessary. A. leadership substitute B. contingency model C. transformational leader D. transactional leader E. servant leader

_____ makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization. A. Transient leadership B. Transactional leadership C. Transformational leadership D. Terminal leadership E. Task-oriented leadership

_____ managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit. A. Transactional B. Transformational C. Transient D. Intrinsic E. Extrinsic

Which of the following is a characteristic of transformational managers? A. Conformity B. Conventionality C. Conservativeness D. Cautiousness E. Charisma

Which of the following is true of transformational managers' subordinates? A. They are aware of their own needs for growth, development, and accomplishment. B. They have limited awareness of the importance of their jobs. C. They are motivated to work for their own personal benefit. D. They lack confidence in themselves and their leaders. E. They are seldom aware about organizational performance.

______ leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates. A. Transactional B. Charismatic C. Developmental D. Terminal E. Transient

A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through _____. A. coercive power B. intellectual stimulation C. transient power D. virtual stimulation E. transactional leadership

_____ by transformational managers leads subordinates to view problems as challenges that they can and will meet and conquer. A. Intellectual stimulation B. Transient power C. Coercive power D. Transactional leadership E. Virtual stimulation

Leaders who motivate subordinates primarily by rewarding and reprimanding them are called: A. transformational leaders. B. transactional leaders. C. transient leaders. D. supportive leaders. E. referent leaders.

Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in _____ leadership. A. transactional B. transformational C. transient D. instrumental E. virtual

Women tend to be stereotyped as being ______. A. supportive B. domineering C. controlling D. autocratic E. uncommunicative

Which of the following is true of male and female managers? A. Male and female managers have been found to be equally participative as leaders. B. Male and female managers differ significantly in their propensities to perform different leader behaviors. C. Male managers tend to involve subordinates in their decision making more often than female managers. D. Female managers tend to hand out more lenient punishments than male managers. E. Male managers have less difficulty managing interpersonal relationships than female managers.

Which of the following explains why female managers are more participative than their male counterparts? A. They face more resistance to influence than men. B. They engage in more initiating structure than men. C. They engage in more consideration than men. D. They tend to be more relationship-oriented as managers. E. They have poorer interpersonal skills than male managers.

A high level of _____ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision. A. emotional intelligence B. ethnocentrism C. positivism D. coercive power E. rationalism

Which of the following is true of managers with high emotional intelligence? A. They easily encourage their employees to be creative. B. They find it hard owning up to their mistakes. C. They use coercive power frequently. D. They have a hard time empathizing with subordinates. E. They have poor interpersonal skills.

Leaders who are high on ______ are more likely to be able to awaken and support the creative pursuits of their followers. A. ethnocentrism B. emotional intelligence C. dominance D. coercive power E. conformity

Which of the following managers has high emotional intelligence? A. Judy, who admits to mistakes when she makes them B. Raymond, who seldom empathizes with his employees C. Rita, who has poor interpersonal skills D. Anthony, who cannot motivate his employees to commit to his vision E. Eunice, who uses coercive power frequently

Which of the following is true of the trait model of leadership? A. The traits it identified had no consistent relationship with leadership effectiveness. B. It proposed that leaders engaged in two types of behavior: consideration and initiating structure. C. It took into account the situation or context within which leadership occurs. D. It gave conclusive proof that effective leadership can be understood by the study of personality traits alone. E. It identified two basic leader styles: relationship-oriented and task-oriented.

The two basic kinds of leader behaviors identified by the behavior model of leadership were: A. intrinsic and extrinsic. B. instrumental and terminal. C. task-structure and task-orientation. D. ethnocentric and xenocentric. E. consideration and initiating structure.