Ch14 Exam Prep Leadership and Influence

Management, 9e (Kinicki)

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

Becoming a Leader

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

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

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

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

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

6) Narcissistic leaders tend to bring out the best work behaviors in others.

7) As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

8) In the contingency leadership model, the most important component of situational control is position power.

9) Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

10) Female leaders tend to use transformational leadership more than male leaders do.

11) The three dimensions of situational control are leader-member relations, the task structure, and

A) psychological empowerment.

B) environment.

C) position power.

D) personality.

E) organizational culture.

12) Leadership is the ability to ________ employees to voluntarily pursue organizational goals.

A) force

B) reward

C) request

D) compensate

E) influence

13) Which of the following is NOT one of the five sources of power?

A) legitimate

B) reward

C) coercive

D) appearance

E) expert

14) ________ power is power managers have resulting from their formal positions within organizations.

A) Referent

B) Expert

C) Reward

D) Coercive

E) Legitimate

15) Hiromi congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Hiromi is using her ________ power.

A) personalized

B) reward

C) coercive

D) expert

E) referent

16) Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

A) socialized

B) coercive

C) referent

D) reward

E) expert

17) ________ power results from one's specialized knowledge.

A) Legitimate

B) Expert

C) Referent

D) Reward

E) Coercive

18) ________ power derives from one's personal attraction.

A) Legitimate

B) Reward

C) Referent

D) Coercive

E) Personalized

19) Corina 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, what is Corina's power?

A) legitimate

B) coercive

C) reward

D) referent

E) expert

20) ________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.

A) Coalition tactics

B) Inspirational appeals

C) Consultations

D) Personal appeals

E) Ingratiating tactics

21) Christian brought his proposal to Rita before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Which influence tactic is Christian using?

A) consultation

B) inspirational appeals

C) ingratiating tactics

D) personal appeals

E) legitimating tactics

22) Using threats or intimidation to persuade someone is which influence tactic?

A) legitimating

B) pressure

C) ingratiating

D) exchange

E) personal appeals

23) When JP saw Helene in the stockroom stuffing her purse with expensive printer cartridges, Helene was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." What was Helene using on JP?

A) coalition tactic

B) legitimating tactic

C) pressure tactic

D) personal appeal

E) exchange tactic

24) The ________ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders.

A) attribute

B) quality

C) behavior

D) trait

E) contingency

25) Organizations may apply trait theory by

A) considering the relationships among employees.

B) doing a job audit.

C) hiring only from top-ranked business schools.

D) empowering the HR department.

E) using personality assessments.

26) Which of the following would be considered a negative interpersonal trait often found in leaders?

A) openness to experience

B) Machiavellianism

C) competitiveness

D) extraversion

E) conscientiousness

27) Which of the following is characteristic of men in the workplace, compared with women?

A) being more collaborative

B) producing higher-quality work

C) being more effective

D) generating more new ideas

E) using a more autocratic style

28) ________ leadership approaches attempt to determine the unique behaviors used by effective leaders.

A) Trait

B) Servant

C) Shared

D) Behavioral

E) Contingency

29) Which of the following is NOT a behavioral leadership approach?

A) trait characteristic

B) task-oriented

C) relationship-oriented

D) transformational behavior

E) passive behavior

30) Research indicates that women tend to display more ________ leadership, while men tend to display more ________ leadership.

A) autocratic; democratic

B) task; social

C) democratic; servant

D) relationship; task

E) ineffective; effective

31) Chung manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. Chung can best be described as a ________ leader.

A) relationship-oriented

B) charismatic

C) transformational

D) task-oriented

E) servant

32) Brenda apologized to Dharma for an e-mail that upset him. She said she had chosen an inconsiderate way of stating her idea, and that she'd be happy to discuss it further. Brenda is

A) expressing consideration behavior.

B) initiating structure.

C) practicing shared leadership.

D) exercising personalized power.

E) using a personal appeal.

33) Increasing employee psychological empowerment requires four kinds of behaviors, including all of the following EXCEPT

A) meaningfulness.

B) self-determination.

C) competence.

D) progress.

E) inspiration.

34) The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ________ approach.

A) contingency

B) transformational

C) circumstantial

D) behavioral

E) trait

35) Fiedler's contingency leadership model determines if a leader's style is

A) task-oriented or relationship-oriented.

B) directive, supportive, participative, or achievement-oriented.

C) transactional or transformational.

D) telling, selling, participating, or delegating.

E) charismatic or noncharismatic.

36) ________ is the model that requires a manager to assess her own leadership orientation and the level of her situational control.

A) LMX model of leadership

B) Shared leadership model

C) Fiedler's contingency model

D) House's path-goal theory

E) Charismatic leadership theory

37) ________ is the questionnaire used in Fiedler's model to determine leadership orientation.

A) Myers-Briggs Type Indicator

B) Least preferred coworker (LPC) scale

C) Tolerance of ambiguity

D) Type-A behavior scale

E) Path-goal survey

38) In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

A) coercive power

B) situational control

C) readiness

D) leadership style

E) task structure

39) Trevor'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, Trevor has

A) weak position power.

B) poor leader-member relations.

C) poor worker facilitation.

D) low task structure.

E) unsuccessful leadership adaptation.

40) One of three dimensions of situational 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) task structure

E) job design

41) Abigail, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Abigail has

A) low tolerance for ambiguity.

B) high task structure.

C) weak position power.

D) poor leader-member relations.

E) weak referent power.

42) According to the contingency model, a relationship-oriented leadership style works best in ________ situations.

A) moderate-control

B) high-control

C) low-control

D) uncontrolled

E) both high- and low-control

43) Paris is asked by the vice president of her department to lead a task force developing specifications for a new customer database to be used by several other departments in her organization. Paris is an IT supervisor, but most of the other task force members are directors of other departments. At the first meeting, several asked questions that she had trouble answering. Using the contingency model, what is Paris's situational control?

A) high

B) moderate

C) low

D) extremely high

E) unknown

44) Wilma 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, Wilma should adopt a(n) ________ leadership style.

A) employee-centered

B) participatory

C) relationship-oriented

D) task-oriented

E) initiating structure

45) "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

46) Coral supervises a group of customer service representatives. Coral is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. Coral has ________ in the contingency model.

A) low task structure

B) low position power

C) low leader-member relations

D) high situational control

E) high expert power

47) Nelson supervises a group of assistants serving the company's editors. He gets along well with his employees, and he has created detailed procedures for all the types of editorial documents they encounter. Nelson hires and fires; he also gives work assignments, performance appraisals, and promotions. Using the contingency model, what leadership style is Nelson using?

A) He is using the transformational leadership style.

B) He is using the task-oriented leadership style.

C) He is using the transitional leadership style.

D) He is using the relationship-oriented leadership style.

E) He is using the consideration leadership style.

48) According to Fiedler's contingency model, ________ situation control favors a leader who is ________-oriented.

A) low; relationship

B) low; transformational

C) moderate; task

D) moderate; relationship

E) high; transformational

49) Dave is a new commissioner appointed to oversee a government agency. He is the third commissioner in less than three years in this agency. Morale is low, yet the staff know more about quality programs than he does. The staff fears that sharing too much about what he does not know will lead to them being fired. Using the contingency model, what do you think Fiedler would recommend Dave do?

A) Alter his leadership style.

B) Move to a more suitable situation.

C) Try to alter the employees' personalities.

D) Get an assistant with the preferred orientation.

E) Gradually change the makeup of your employees.

50) ________ is the model in which an effective leader makes desirable rewards available, clarifies how employees can achieve objectives, and provides them support in doing so.

A) Greenleaf's servant leadership model

B) LMX model of leadership

C) Leader-member exchange model

D) House's path-goal model

E) Fiedler's contingency model

51) According to House's revised path-goal theory, a leader's style should vary depending on

A) employee characteristics and environmental factors.

B) position power and situational control.

C) situational control and organizational readiness.

D) organizational readiness and leader-member relations.

E) leader-member relations and environmental factors.

52) Which of the following is NOT an employee characteristic of relevance in path-goal theory?

A) position power

B) experience

C) need for achievement

D) task ability

E) locus of control

53) The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles.

A) Greenleaf's servant leadership model

B) House's path-goal model

C) leader-member exchange model

D) Fiedler's contingency model

E) LMX model of leadership

54) Isaiah leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that all team members are capable of doing their part to meet and exceed the goals. Which style of leader behavior is Isaiah using?

A) representation and networking

B) interaction facilitation

C) supportive

D) work facilitation

E) achievement-oriented

55) Stephanie supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33 percent over the last four months. Stephanie is understanding and patient with her staff, and tells them she knows what they're going through because it wasn't so long ago that she took those calls. How would Stephanie's staff describe her style?

A) supportive

B) interaction facilitation

C) work facilitation

D) achievement-oriented

E) value-based

56) Josef is something of a cheerleader around his team. He shares his vision and expresses his confidence in his team's ability to achieve his vision. He is quick to compliment and acknowledge team members' accomplishments, and he is enthusiastic about their successes. Daniel, Josef's manager, stopped by and casually chatted with some of the team members. What type of leader did Daniel learn Josef was?

A) achievement-oriented

B) path-goal clarifying

C) interaction facilitation

D) value-based

E) relationship-oriented

57) House's revision of his theory puts more emphasis on the need for leaders to foster

A) concrete rewards and need for achievement.

B) intrinsic motivation through empowerment.

C) achievement with an internal locus of control.

D) an external locus of control.

E) personal growth in management knowledge.

58) Revised path-goal theory indicates to managers that they must consider

A) hiring new employees and eliminating current ones who don't fit your leadership style.

B) modifying their leadership style to fit employee and task characteristics.

C) stirring up the current work environment to generate competition.

D) focusing on applying relationship-oriented behaviors for workplace success.

E) altering their approach to that of servant leadership.

59) 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) shared

B) transactional

C) laissez-faire

D) servant

E) charismatic

60) Transformational leadership is positively associated with all the following EXCEPT

A) measures of organizational effectiveness.

B) measures of leadership effectiveness and employee job satisfaction.

C) more employee identification with their leaders.

D) less commitment to organizational change.

E) higher levels of intrinsic motivation.

61) Which of the following is a characteristic of transformational leaders?

A) They are better in stable situations.

B) They try to get people to do ordinary things.

C) They monitor progress toward their achievement.

D) They provide rewards in exchange for employees doing the work.

E) They encourage people to do exceptional things to produce significant results and change.

62) Charismatic leadership is now considered part of ________ leadership.

A) transactional

B) shared

C) laissez-faire

D) transformational

E) servant

63) Employees at City Bank and Trust were really impressed with Liam, 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. Liam is a ________ leader.

A) servant

B) shared

C) transactional

D) transformational

E) laissez-faire

64) Which of the following is NOT positively associated with transformational leadership, according to research?

A) goals consistent with those of the leader

B) more work engagement

C) less group cohesion

D) higher levels of intrinsic motivation

E) more identification with their work groups

65) The ________ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

A) servant

B) contingency

C) leader-member exchange (LMX)

D) transactional

E) trait

66) In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.

A) preferred coworker

B) in-group

C) servant

D) special

E) socialized

67) A ________ leader is one who focuses on providing increased service to others.

A) servant

B) transformational

C) transactional

D) charismatic

E) situational

68) Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader?

A) leader-member exchange

B) situational

C) shared

D) servant

E) transactional

69) Beverly, the manager of a branch location of a large law 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. Beverly could best be described as which type of leader?

A) situational

B) shared

C) laissez-faire

D) servant

E) transactional

70) Research shows that followers seek and admire leaders who create feelings of

A) anticipation.

B) individualism.

C) significance.

D) clarity.

E) freedom.

71) Leaders especially want ________ who are productive, reliable, honest, cooperative, proactive, and flexible.

A) employers

B) clients

C) superiors

D) followers

E) peers

72) "Do my subordinates perform unambiguous, easily understood tasks?" This question reflects the ________ dimension of situational control.

A) leader-member relations

B) position power

C) task structure

D) charisma

E) passive leadership

73) Starlight Creations is beginning to prepare for what they expect will be a grand exit (many people retiring) in the next five years. Part of the concern is that this will leave a gap in upper management. How can Starlight Creations build a pipeline of leadership talent?

A) create a vision

B) provide leadership coaching

C) implement a strategic plan

D) conduct planning and organizing

E) facilitate collective efforts

74) When do managers make mistakes?

A) when treating people like other resources

B) when implementing a company's vision and strategic plan

C) when executing plans and delivering goods

D) when being inspirational

E) when responding to and acting for followers

75) Which of the following are true of leaders?

A) They conduct planning.

B) They organize.

C) They rally others.

D) They implement a vision.

E) They direct and control.

76) In managerial leadership, which part is leadership?

A) understanding

B) exhibiting

C) demonstrating

D) facilitating

E) influencing

77) Why has leadership become required for survival?

A) Otherwise organizations become chaotic.

B) Because businesses dominate the economic landscape.

C) Since the business world is less volatile.

D) Because more changes are needed.

E) Due to organizations being too complex.

78) Which of these tactics exert more overt pressure?

A) rational persuasion

B) consultation

C) personal appeals

D) exchange

E) ingratiation

79) Niall, an up-and-coming business executive, is trying to get a seat on the board of directors. He has hired you as a leadership coach to help him achieve this goal. As his leadership coach, how would you advise him?

A) Try subtle flattery.

B) Use coercion.

C) Use glad handling.

D) Test the consultative strategies.

E) Rely on core beliefs.

80) Men typically rate themselves as

A) less effective than women.

B) more effective than women.

C) equal to women.

D) more democratic than women.

E) more relationship-oriented than women.

81) Because leaders need to devise effective solutions in short time spans with limited information, they need to have

A) cognitive abilities.

B) interpersonal abilities.

C) business skills.

D) conceptual skills.

E) strategic skills.

82) At the morning status meeting, everyone goes around the room and shares what has happened overnight with the computer system and whether or not there are any change requests in the queue. Regardless of how many issues there seem to be, Joel says, "We can solve anything." What type of leader is Joel?

A) He is a transactional leader.

B) He is an initiating-structure leader.

C) He is a relationship-oriented leader.

D) He is a passive leader.

E) He is a contingent leader.

83) What is a prerequisite to effective leadership?

A) situational leadership

B) transformational leadership

C) transactional leadership

D) contingent leadership

E) laissez-faire leadership

84) To help you become more self-aware, which of the following would NOT be beneficial?

A) Take the time to reflect.

B) Write down your priorities.

C) Learn your strengths and weaknesses.

D) Avoid the Dunning-Kruger effect.

E) Understand what we give to others.

85) Simone does not understand why she has been unsuccessful at finding a new job. She says, "I am the best at creating marketing campaigns and I've been extremely successful at getting and maintaining high profile clients. No one is better than me." What is the best advice to give her?

A) She needs a good coach.

B) She should focus on path-goal clarity.

C) She should mention more of her achievements.

D) She needs to display more charismatic leadership.

E) She may be suffering from the Dunning-Kruger effect.

86) This question contains two parts; be sure to answer both.

First, identify and define the five sources of power.

Second, imagine that the local branch of a national bank is located in your neighborhood, and you are the branch manager. You are having problems with the tellers who work the drive-through window; you are receiving complaints that they are very slow, and that they spend too much time talking to one another while long lines of cars build up. How might you wield each of the five types of power to solve the problem?

87) Suppose that you are managing a large retail store, such as a Macy's or Nordstrom, and want to convince several department managers to join a task force to make recommendations for marketing through social media. The department managers are already very busy, so you know it is going to be difficult to convince them to join the task force. Explain how you might use the five of the nine most relevant influence tactics discussed in the text.

88) List four positive task-oriented or interpersonal traits that good leaders have and three negative interpersonal attributes often found in leaders.

89) This question has two parts; be sure to answer both.

First, list and describe the four basic skills leaders need to have.

Next, imagine that you are the manager of a technology (IT) help desk at a large law firm. Propose open-ended interview questions you might ask potential applicants to assess whether or not they possess these four basic skills.

90) This question contains two parts; be sure to answer both.

First, explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation, and what style of leadership would be prescribed in this case.

Second, imagine that you are the foreman in a bakery that prepares bread products, such as bagels, hot dog and hamburger buns, and loaves of sandwich bread. You manage 25 people who work on an assembly line, and you make all hiring and firing decisions in the bakery. Many of the employees have been working for the company for more than fifteen years, and you have been their manager for the entire time. Describe how your job rates on each of the three dimensions of situational control, and explain what your optimal leadership style would be under these circumstances.

91) What is a transactional leader? What is a transformational leader? Explain how the two types of leadership differ.

92) Define transformational leadership and explain the four key leader behaviors that constitute transformational leadership.

93) This question contains two parts; be sure to answer both.

First, what is servant leadership, and what are the characteristics of a servant leader?

Second, assume that you are the manager of a college cafeteria. The cafeteria serves meals to students, faculty, and staff. Describe four different ways in which you might use servant leadership to improve the customer service provided by your staff.

94) List at least four ethical things top managers should do to be effective transformational leaders.

95) Your friend just got a new job leading a small group of employees who have had several new supervisors in the past two years. Give your friend advice about what he should look for in his employees and what he should not foster in his employees.

96) This question contains three parts; be sure to answer all of them.

First, define and describe empowering leadership.

Second, define psychological empowerment and define the four kinds of behaviors for increasing employee psychological empowerment.

Finally, imagine that you are the manager of a summer camp for teenagers. All of the senior managers report to you: the food-services manager, the manager of the teens' guidance counselors, the activities director, and the athletics director. List and explain at least four things you might do to increase your employees' sense of psychological empowerment.

97) Think about a person who has been in a leadership position above you (perhaps a teacher or a boss). How well did that person meet each of the criteria that followers want in their leaders?

98) In any leadership role, you will encounter many different situations, and there is no one best style for managing all of them. Using situational leadership theory, describe the different implications for managers to consider as they justify their actions.

99) Explain what has been learned about transformational leadership through research.

100) Describe how humility is a power trait. How do employees know a leader is humble? As a manager, discuss how you can use humility to manage others.