question

A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills.

answer

FALSE "Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty," says career coach Richard Knowdell. "A complex world will not only demand specialized knowledge but also general and flexible skills."

question

Leadership is the ability to require employees to pursue organizational goals

answer

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

question

According to Kotter, leadership is about coping with change.

answer

TRUE

question

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

answer

FALSE 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.

question

Without good management, complex organizations tend to become chaotic.

answer

TRUE

question

One of the ways companies manage complexity is by aligning people.

answer

FALSE Instead of organizing and staffing (management functions), leaders are concerned with aligning people, Kotter says. That is, they communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it.

question

Leaders try to achieve their vision by motivating and inspiring others.

answer

TRUE

question

Managers' legitimate power allows them to hire, fire, reward, and punish.

answer

TRUE

question

One's authority comes as part of one's job.

answer

TRUE

question

Power that is directed at helping oneself is called self-serving power

answer

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

question

Many people at Duke Aficionados go to Ben rather than the IT department when they're having computer problems; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Ben has referent power.

answer

FALSE expert power

question

Christine has a charismatic personality, which gives her personalized power

answer

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

question

Manager's authority to punish their subordinates results in coercive power.

answer

TRUE

question

Referent power is more likely to be associated with leaders than with managers.

answer

TRUE

question

Studies among employees reveal that pressure tactics are most commonly used to influence others in the workplace.

answer

FALSE 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

Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics.

answer

FALSE 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

Inspirational appeals are considered a soft tactic among generic influence tactics.

answer

TRUE

question

Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used

answer

FALSE Research shows that of the three possible responses to an influence tactic—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

Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.

answer

TRUE

question

Kouzes and Posner's study found that honesty was a particularly important trait for a leader to be credible.

answer

TRUE

question

According to a study, nearly twice as many men as women aspire to be CEO.

answer

FALSE A study by a New York research firm found that 55% of women and 57% of men aspire to be CEO, challenging the notion that more women aren't at the top because they don't want to be there.

question

Studies show that female executives are better than male executives at motivating others.

answer

TRUE

question

A recent study shows that male executives are better than female executives at producing high-quality work.

answer

FALSE According to studies (see Table 14.3), women were found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them.

question

Women executives believe that their exclusion from important informal networks is one of the biggest barriers to women's promotion to senior leadership positions.

answer

TRUE

question

According to GLOBE research, a perfectionist leader is universally disliked.

answer

FALSE According to Table 14.4, the universally negative leader attributes are loner, asocial, noncooperative, irritable, nonexplicit, egocentric, ruthless, and dictatorial.

question

In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.

answer

TRUE

question

Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.

answer

FALSE Peter Drucker recommends that you think and say "we" rather than "I" and consider the needs and opportunities of the organization before thinking of your own opportunities and needs.

question

The path-goal leadership model is a contingency approach to leadership.

answer

TRUE

question

In the contingency leadership model, filling out the least preferred co-worker (LPC) questionnaire helps you to assess situational control.

answer

FALSE To find out if you are task-oriented or relationship-oriented, you fill out a questionnaire (known as the least preferred co-worker, or LPC, scale). The three dimensions of situational control are leader-member relations, task structure, and position power.

question

In the contingency leadership model, the most important component of situational control is leader-member relations.

answer

TRUE

question

In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.

answer

FALSE To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred co-worker (LPC) scale.

question

According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation.

answer

TRUE

question

In the path-goal leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.

answer

TRUE

question

Leader behaviors are one of the contingency factors in the path-goal leadership model.

answer

FALSE As Figure 14.2 indicates, two contingency factors, or variables—employee characteristics and environmental factors—cause some leadership behaviors to be more effective than others according to path-goal theory.

question

According to path-goal theory, effective leaders possess and use more than one style of leadership.

answer

TRUE

question

A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.

answer

FALSE Transactional leadership is focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

question

The best type of leader for a rapidly changing situation is a transactional one.

answer

FALSE Transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader.

question

Adaptive, flexible organizational cultures are more likely to foster transformational leadership than bureaucratic ones.

answer

TRUE

question

Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders.

answer

TRUE

question

Charisma is a form of interpersonal attraction that inspires acceptance and support.

answer

TRUE

question

Apple's Steve Jobs is a transactional leader.

answer

FALSE A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal—in short, a vision. Apple Computer's Steve Jobs had a vision of developing an "insanely great" desktop computer.

question

Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers.

answer

FALSE Not just top managers but employees at any level can be trained to be more transactional and transformational.

question

Lack of honesty and trust can hurt transformational leaders because they lose credibility.

answer

TRUE

question

The leader-member exchange model presupposes stable and uniform relationships between leaders and followers.

answer

FALSE Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique (what behavioral scientists call a "vertical dyad").

question

In leader-member exchange, an out-group exchange is characterized by mutual trust, respect, and a sense of common fates.

answer

FALSE In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.

question

Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.

answer

TRUE

question

A shared leader focuses on providing increased service to others rather than to him or herself.

answer

FALSE Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.

question

An ability to foresee future outcomes is a noted characteristic of a servant leader.

answer

TRUE

question

Use of positional authority to influence others is a key characteristic of a servant leader.

answer

FALSE The use of persuasion rather than positional authority to influence others is one of ten characteristics of a servant leader (see Table 14.8).

question

Leadership which occurs through the use of information technology is known as e-leadership.

answer

TRUE

question

Harvard professor D. Quinn Mills predicts that management will move away from an emphasis on competition to a strategy based on knowledge sharing.

answer

TRUE

question

For e-leadership, it is essential to use latest communication technology like blogs and, web and videoconferencing.

answer

FALSE Among the tips on e-leadership offered by Dan McCarthy is to use technology but don't get too caught up in it. Even with web conferences, videoconferences, and blogs, the best technology for virtual teamwork may still be the telephone.

question

Which of the following is NOT advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities B. Anticipate, adapt to and embrace change C. Focus on workplace learning rather than the classroom D. When considering a job or industry, don't rely on reputation E. Develop your communication skills

answer

C

question

Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate

answer

D

question

. _______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude

answer

B

question

According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other.

answer

E

question

According to Kotter, companies manage complexity in which of the following ways? A. Organizing resources B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction

answer

A

question

Of the following, which is the best way for leaders to cope with change? A. Problem-solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends

answer

C

question

According to Frederick Smith, chairman and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization

answer

D

question

The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert

answer

B

question

April congratulated her staff when the team received an industry award for their project, and also sent a company-wide email announcing it. Here, April is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward

answer

E

question

. ______ power results from one's specialized information. A. Legitimate B. Referent C. Expert D. Reward E. Coercive

answer

C

question

Trey was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert

answer

B

question

Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized

answer

B

question

Emily is outgoing, warm and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Emily has ______ power. A. legitimate B. referent C. reward D. coercive E. expert

answer

B

question

In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure.

answer

D

question

The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics.

answer

A

question

The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.

answer

B

question

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals.

answer

D

question

Brent brought his proposal to Allison even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Brent is using which influence tactic? A. Legitimating tactics. B. Inspirational appeals. C. Ingratiating tactics. D. Personal appeals. E. Consultation.

answer

E

question

Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals

answer

C

question

When Melinda saw Carrie stuffing her purse with expensive printer cartridges, Carrie was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.

answer

A

question

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency

answer

B

question

Organizations may apply trait theory by A. considering the relationships among employees. B. using management development programs. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.

answer

B

question

Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Honest B. Relationship-oriented C. Competitive D. Extroverted E. Driven

answer

A

question

According to a BusinessWeek summary of management studies, men score better than women do on A. fostering communication. B. producing high-quality work. C. strategic planning. D. motivating others. E. listening to others.

answer

C

question

______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most effective worldwide. A. Servant leader B. E-leadership C. Contingency model D. GLOBE project E. Full-range approach

answer

D

question

The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency

answer

A

question

Erdem manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Erdem can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered

answer

C

question

Bonita apologized to one of her subordinates for an email that upset him. She told him she may have chosen an unfortunate way of stating her idea, and that she'd be happy to talk it through with him. Bonita is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior.

answer

E

question

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency

answer

E

question

Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model

answer

B

question

Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement-oriented. C. task-oriented or relationship-oriented. D. telling, selling, participating, or delegating. E. charismatic or non-charismatic.

answer

C

question

The amount of influence a leader has in his immediate work environment is called his A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure.

answer

D

question

. The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. Hersey-Blanchard's situational leadership model. D. House's path-goal theory. E. charismatic leadership theory.

answer

A

question

The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E. path-goal survey.

answer

B

question

Jay's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Jay has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

answer

A

question

One of three dimensions of situati` 1onal control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure

answer

E

question

Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.

answer

E

question

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control

answer

C

question

Tim leads a task force developing specifications for a new customer database to be used by several departments. Tim is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, Tim's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.

answer

A

question

Amanda leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Amanda should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure

answer

B

question

In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff

answer

D

question

Viviana supervises a group of customer service representatives. Viviana is respected and well-liked by her staff, and she has worked hard to make sure all of them know how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Viviana has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.

answer

B

question

Lorenzo supervises the pool of word processors serving all the lawyers at the firm. He gets along well with his people, and has worked hard to create detailed procedures for every type of legal document the typists might encounter. Lorenzo hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.

answer

C

question

According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship

answer

E

question

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.

answer

A

question

The model in which an effective leader clarifies how subordinates can achieve personal and organizational objectives and provides them support in doing so is A. Greenleaf's servant leadership model. B. Hersey and Blanchard's situational leadership model. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.

answer

E

question

According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations

answer

B

question

Faruk is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to complement the work of his staff, and is so enthusiastic about their successes. According to revised path-goal theory, Faruk is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented

answer

A

question

Kojika supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Kojika is kind and patient with the staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Kojika is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based

answer

C

question

Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation & networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation

answer

D

question

House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.

answer

C

question

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic

answer

C

question

A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.

answer

E

question

Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.

answer

D

question

Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational

answer

E

question

Employees at Kearns Seafood were really impressed with the new CEO, Jane. She was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jane is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire

answer

B

question

Which of the following is NOT positively associated with transformational leadership, according to research? A. Employee job satisfaction B. More employee identification with their immediate work groups C. Lower levels of internal competition D. Higher levels of group cohesion E. More work engagement

answer

C

question

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait

answer

D

question

In the leadership-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as A. preferred coworker exchange B. servant exchange C. in-group exchange D. special exchange E. socialized exchange

answer

C

question

______ leadership is most likely to be needed when people work in teams, are involved in complex projects, or are doing knowledge work. A. Transformational B. Shared C. Transactional D. Servant E. Charismatic

answer

B

question

MySpace founders Anderson and DeWolfe could best be described as which type of leaders? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional

answer

D

question

A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader.

answer

D

question

Javier, the CEO of a small travel company, treated company resources as if they were his own, and his employees even better. He cared about the staff deeply and even organized international volunteering activities to promote their growth. Javier could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactional

answer

B

question

. ______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders

answer

B

question

Which of the following is a tip to be a successful e-leader? A. Follow the strategy you set B. Be a transactional leader C. Minimize "off-line" time with team members D. Use global English E. Use videoconferencing as frequently as possible

answer

D

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