mgt chapter 14 questions – Flashcards
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Power is
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the extent to which a person is able to influence others so they respond to orders.
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______ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves. a. Servant b. Transactional c. Support d. LMX e. Shared
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servant servant leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves.
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Machiavellianism is a view
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manifested in such expressions as "All people lie to get what they want" and "You have to cheat to get ahead." Narcissism is defined as having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory." Narcissists have inflated views of them, seek to attract the admiration of others, and fantasize about being in control of everything.
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Among the positive attributes associated
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with leadership are extraversion, agreeableness, and communication skills.
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Which of the following is considered a "soft" tactic used to influence others? a. pressure tactics b. coalition tactics c. ingratiating tactics d. legitimating tactics e. exchange tactics
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ingratiating tactics Ingratiating tactics are one of four methods that are considered "soft" tactics because they are considered friendlier than the other four "hard," or pressure, tactics in influencing others.
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A study by a New York research firm found that
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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.
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Which of the following statements is not a practical implication of the behavioral approaches to leadership? a. It is important to train managers on the various forms of relationship leadership. b. There is one best style of leadership. c. A leader's behavior is more important than his or her traits. d. It is important to train managers on the various forms of task leadership. e. How effective a particular leadership behavior is depends on the situation at hand.
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There is one best style of leadership. A leader's behavior is more important than his or her traits. It is important to train managers on the various forms of task and relationship leadership. There is no one best style of leadership. How effective a particular leadership behavior is depends on the situation at hand.
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Neither task-motivated nor relationship-motivated leadership style
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is effective all the time, Fiedler's research concludes, although each is right in certain situations. The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.
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Research shows that followers seek and admire leaders who create feelings of
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(1) significance: such leaders make followers feel that what they do at work is important and meaningful; (2) community: these leaders create a sense of unity that encourages followers to treat others with respect and to work together in pursuit of organizational goals; and (3) excitement: the leaders make people feel energetic and engaged at work.
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__________, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. a. Referent power b. Legitimate power c. Reward power d. Expert power e. Coercive power
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reward power Reward power, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions.
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______ focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. a. Transactional leadership b. Servant leadership c. Empowering leadership d. Participative management e. Laissez-faire leadership
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transactional leadership As a manager, your power stems from your ability to provide rewards (and threaten reprimands) in exchange for your subordinates' doing the work. When you do this, you are performing transactional leadership, focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
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the best leaders display
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both transactional and transformational leadership styles.
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According to John Kotter
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management is about coping with complexity.
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Medical knowledge possessed by doctors results in their ______ power. a. legitimate b. reward c. coercive d. expert e. referent
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expert Expert power is power resulting from one's specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing the work schedules and assignments of the people who report to you. Or it can be sophisticated, such as having computer or medical knowledge
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Which of the following is incorrect about the leader-member exchange (LMX) model of leadership? a. The LMX focuses only on the behaviors or traits of leaders. b. The quality of the relationship between managers and subordinates is related to turnover. c. The LMX model emphasizes that leaders have different sorts of relationships with different subordinates. d. The LMX model assumes each manager-subordinate relationship is unique. e. The LMX model looks at the quality of relationships between managers and subordinates.
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The LMX focuses only on the behaviors or traits of leaders. The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. Unlike other models, which focus on the behaviors or traits of leaders or followers, the LMX model looks at the quality of relationships between managers and subordinates. Also, unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique. The quality of the relationship between managers and subordinates is related to job satisfaction, employee happiness, and turnover.
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E-Leadership is using
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information technology for one-to-one, one-to-many, and between group and collective interactions.
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The primary purpose of relationship-oriented leadership behavior is to
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ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.
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______ leadership helps employees pursue organizational goals over self-interests. a. Laissez-faire b. Transactional c. Service d. Shared e. Transformational
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Transformational Transformational leadership transforms employees to pursue organizational goals over self-interests. Transformational leaders engender trust; seek to develop leadership in others; and exhibit self-sacrifice, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.
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Which of the following statements about leadership and management is true? a. Leadership is more essential than management. b. Management is about coping with change. c. Leadership is about coping with complexity. d. Leadership and management are synonymous. e. Management and leadership are complementary systems of action.
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Management and leadership are complementary systems of action. You see the words manager and leader used interchangeably all the time. However, as one leadership expert has said, "leaders manage and managers lead, but the two activities are not synonymous." Retired Harvard Business School professor John Kotter suggests that one is not better than the other—that, in fact, they are complementary systems of action. The difference is that management is about coping with complexity, and leadership is about coping with change.
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Initiating structure leadership is
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more concerned with task accomplishment than employee satisfaction or retention.
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Personalized power is
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directed at helping others.
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In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them. a. passive b. transformational c. behavioral d. relationship-oriented e. path-goal
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path-goal
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The optimal leadership style
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for poor leader-member relations and high task structure is relationship-motivated leadership.
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The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. a. quality b. attribute c. behavior d. contingency e. trait
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trait Trait approaches to leadership attempt to identify distinctive characteristics that account for the effectiveness of leaders.
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Employees at Employees Credit Union were really impressed with Ryan, the new CEO. He 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. Ryan is a ______ leader. a. laissez-faire b. servant c. transactional d. shared e. transformational
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transformational
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Pat is something of a cheerleader around his team. He shares his vision and expresses his confidence in their ability to achieve it. He is quick to compliment and acknowledge their accomplishments, and is enthusiastic about their successes. According to revised path-goal theory, Pat is using a(n) ______ leadership style. a. value-based b. interaction facilitation c. relationship-oriented d. path-goal clarifying e. achievement-oriented
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value-based According to House's revised path-goal theory, those with a value-based leadership style establish a vision, display passion for it, and support its accomplishment. They communicate high performance expectations and confidence in others' abilities to meet their goals. They give frequent positive feedback and demonstrate self-confidence.
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According to House's revised path-goal theory, a leader's style should vary depending on which of the following? a. leader-member relations b. position power c. employee characteristics and environmental factors d. organizational readiness e. situational control
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employee characteristics and environmental factors According to House's revised path-goal theory, a leader's style should vary depending on employee characteristics and environmental factors.
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Of the following, which is the best way for leaders to cope with change? a. lobbying the government b. engaging in virtual planning c. watching current trends d. aligning people e. optimizing technology
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aligning people Leadership copes with change in three ways: setting a direction, aligning people, and motivating and inspiring.
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Fiedler's contingency leadership model determines if a leader's style is _____. a. directive, supportive, participative, or achievement-oriented b. transactional or transformational c. charismatic or noncharismatic d. task-oriented or relationship-oriented e. telling, selling, participating, or delegating
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task-oriented or relationship-orientated The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.
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Factors that can help participative management (PM) work include all the following except _____. a. top management is continually involved b. PM is implemented with total quality management (TQM) c. middle and supervisory managers are supportive d. employees trust managers e. relationships foster competition and defensiveness
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relationships foster competition and defensiveness Factors that can help participative management work include top management's continually involvement, supportive middle and supervisory managers, employees who trust managers and who are ready, and PM implemented with TQM.
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Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Lamar is using which influence tactic? a. ingratiating tactics b. legitimating tactics c. inspirational appeals d. consultation e. personal appeals
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consultation Consultation means trying to get others to participate in a decision or change. Example: "I wonder if I could get your thoughts about this matter."
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The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. a. contingency b. transformational c. behavioral d. trait e. circumstantial
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contingency Proponents of the contingency approach to leadership believe that effective leadership behavior depends on the situation at hand.
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Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and has created detailed procedures for all types of legal document they encounter. Marcel hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style here is _____. a. transitional b. task-oriented c. relationship-oriented d. transformational e. consideration
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task-orientated The situational control is high, which, according to Fiedler, suggests that a task-oriented style would be more effective.
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According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented. a. high; transformational b. low; relationship c. moderate; task d. low; transformational e. moderate; relationship
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moderate; relationship According to Fiedler's model, the relationship-oriented style works best in situations of moderate control.
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Which of the following would be considered a negative interpersonal trait often found in leaders? a. Machiavellianism b. extraversion c. competitive d. openness to experience e. conscientiousness
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Machiavellianism Machiavellianism leaders display a cynical view of human nature and condone opportunistic and unethical ways of manipulating people, putting results over principles.
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_______ is about coping with complexity and ______ is about coping with change. a. Attitude; perception b. Middle management; top management c. Leadership; management d. Management; leadership e. Perception; attitude
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Management; leadership John Kotter suggests that management is about coping with complexity and leadership is about coping with change.
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Using threats or intimidation to persuade someone is which influence tactic? a. personal appeals b. exchange c. legitimating d. ingratiating e. pressure
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pressure Pressure tactics are the use of demands, threats, or intimidation to gain compliance. Example: "If this doesn't happen, you'd better think about cleaning out your desk."
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Amy, the manager of a branch location of a large travel firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Amy could best be described as which type of leader? situational transactional laissez-faire shared servant
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servant Servant leaders focus on providing increased service to others. Characteristics include belief they are stewards of their employees and resources and commitment to the growth of people
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The questionnaire used in Fiedler's model to determine leadership orientation is the _________. path-goal survey tolerance of ambiguity questionnaire least preferred coworker (LPC) scale Myers-Briggs Type Indicator Type A behavior scale
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least preferred coworker (LPC) scale To find out if you are task-oriented or relationship-oriented, you or your employees would fill out a questionnaire (known as the least preferred coworker [LPC] scale), in which you think of the coworker you least enjoyed working with and rate him or her according to an eight-point scale.
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James leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that each of them is capable of doing their part to meet and exceed the goals. According to revised path-goal theory, James is using a(n) ______ leadership style. a. work facilitation b. supportive c. interaction facilitation d. representation and networking e. achievement-oriented
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achievement-oriented According to revised path-goal theory, those with an achievement-oriented leadership style set challenging goals, emphasize excellence, and demonstrate confidence in employee abilities.
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"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control? a. leader-member relations b. task structure c. position power d. charisma e. influence
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leader-member relations There are three dimensions of situational control: leader-member relations, task structure, and position power. Leader-member relations is the most important component of situational control, and reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group.
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Which of the following is a characteristic of transformational leaders? a. They are better in stable situations. b. They provide rewards in exchange for employees doing the work. c. They try to get people to do ordinary things. d. They monitor progress toward their achievement. e. They encourage people to do exceptional things with trust, commitment, and loyalty to produce significant results and change.
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They encourage people to do exceptional things with trust, commitment, and loyalty to produce significant results and change. Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage people to do exceptional things, with higher levels of intrinsic motivation, trust, commitment, and loyalty that can produce significant organizational change and results.
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The three dimensions of situational control include leader-member relations, position power, and _____. level of efficiency organizational environment task structure level of seniority organizational culture
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task structure Situational control is how much control and influence a leader has in the immediate work environment. There are three dimensions of situational control: leader-member relations, task structure, and position power.
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Transformational leadership is positively associated with all the following except _____. a. more employee identification with their leaders and with their immediate work groups b. higher levels of intrinsic motivation, group cohesion, and work engagement c. less commitment to organizational change d. measures of organizational effectiveness e. measures of leadership effectiveness and employee job satisfaction
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less commitment to organizational change Transformational leadership yields positive results and is positively associated with all the following: measures of organizational effectiveness; measures of leadership effectiveness and employee job satisfaction; more employee identification with their leaders and with their immediate work groups; commitment to organizational change; higher levels of intrinsic motivation, group cohesion, and work engagement; and setting of goals consistent with those of the leader, and proactive behavior.
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Leaders especially want ________ who are productive, reliable, honest, cooperative, proactive, and flexible. a. employers b.clients c. peers d. superiors e. followers
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followers Leaders want followers who are productive, reliable, honest, cooperative, proactive, and flexible. They do not want followers who are reluctant to take the lead on projects, fail to generate ideas, are unwilling to collaborate, or who withhold information, provide inaccurate feedback, or hide the truth.
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Organizations may apply trait theory by _____. a. hiring only from top-ranked business schools b. doing a job audit c. considering the relationships among employees d. empowering the HR department e. using personality assessments and management development programs
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using personality assessments and management development programs Organizations may apply trait theory by using personality and trait assessments, and by using management development programs.
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______ power results from one's specialized knowledge. a. Reward b. Coercive c. Expert d. Legitimate e. Referent
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expert Expert power is power resulting from one's specialized information or expertise.
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Trina 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. Because of her personality and not her position, Trina has ______ power. a. reward b. legitimate c. expert d. referent e. coercive
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referent Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.
