Test Bank Answers Jones Leadership Chapter 14

Contemporary Management, 11e (Jones)

Chapter 14 Leadership

1) Because leading is one of the four principal tasks of managing, there is no distinction made between managers and leaders.

2) Eloise is a first-line manager, with the authority to hire new employees and determine the best work assignments across her team. Eloise has reward power.

3) Jorge has the authority to fire an employee for violating the company's Internet usage policy. It can be said that Jorge has coercive power.

4) The trait model of leadership considers the situation or context within which leadership occurs.

5) By always being respectful and caring toward his subordinates, Jalen is demonstrating the leadership behavior of consideration.

6) Marco makes a point of walking around the office each morning to touch base with subordinates about how they are doing, both personally and professionally. It is important to him to have personal and positive connections with them. Marco would be considered a task-oriented leader according to Fiedler's contingency model.

7) Small, family-owned businesses do not benefit from transformational leadership.

8) When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.

9) High emotional intelligence makes leaders too sensitive and prevents them from instilling trust and cooperation throughout the organization.

10) Bert, who is high on emotional intelligence, is less likely to provide the kind of support that enables creativity to flourish.

11) ________ is the process by which a person exerts influence over others and inspires, motivates, and directs their activities.

A) Empowerment

B) Consideration

C) Leadership

D) Benchmarking

E) Management

12) Aileen helps the organization succeed by motivating and inspiring her peers to work together toward team goals. Aileen is known as a(n)

A) figurehead.

B) manager.

C) coercer.

D) leader.

E) expert.

13) ________ are those organization 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

14) What type of leaders share power with followers and strive to ensure that the well-being of others is enhanced?

A) entrepreneurs

B) transformational leaders

C) servant leaders

D) transactional leaders

E) intrapreneurs

15) A servant leader is most likely to

A) tightly monitor subordinates and make frequent demands of them to serve the organization.

B) expect followers to accept and implement decisions without questioning.

C) focus on the needs of the organization being served, rather than on followers' needs.

D) focus on his or her own personal well-being rather than on the needs of others.

E) focus on listening to and motivating subordinates.

16) Effective leadership styles

A) vary with individual, culture, and country.

B) are easy to develop for experienced, top-level managers.

C) frequently employ coercive power.

D) are universal from country to country.

E) are compromised if power is shared with followers.

17) Morton hires new employees, assigns them work, and monitors their performance. What type of power does Morton use?

A) transformational

B) legitimate

C) informal

D) transient

E) coercive

18) When Marta sold a property that had been on the market for a considerable length of time, Daniel gave her a commission bonus. What type of power was Daniel using?

A) expert

B) coercive

C) reward

D) empowerment

E) referent

19) To leverage reward power effectively, a manager should

A) use their reward power sparingly.

B) make sure subordinates know that the manager holds the sole power to distribute rewards.

C) balance it with frequent use of coercive power.

D) base rewards on performance and use them to motivate employees to do the best they can.

E) regularly reward all employee actions to motivate the full workforce consistently.

20) Sienna was dissatisfied with Jenna's contribution to the team project, so Sienna exercised her ________ power by withholding part of Jenna's bonus.

A) expert

B) reward

C) referent

D) informal

E) coercive

21) Coercive power

A) fosters high performance if used often and consistently.

B) respects employee dignity and is highly ethical.

C) can have negative effects and should be used sparingly.

D) helps clarify expectations between managers and employees.

E) is a cornerstone of effective leadership.

22) Kris has considerable influence within her team due to her many years of experience and past track record of leading projects to success. Kris can be said to have ________ power.

A) legitimate

B) referent

C) expert

D) coercive

E) reward

23) To best leverage expert power, a leader should

A) demand that employees follow his or her lead without question.

B) leverage his or her expertise to guide or coach others.

C) recognize his or her skills are not unique.

D) focus on what he or she knows rather than trying to acquire more expertise.

E) work harder to establish trust with employees.

24) Nan has extensive experience in ergonomic product design. Though she is not a manager, she is often called on by product managers to offer advice on ergonomic features for new products. It can be said that Nan has ________ power.

A) referent

B) transformational

C) behavioral

D) legitimate

E) expert

25) ________ power comes from the respect, admiration, and loyalty that subordinates have for a leader.

A) Reward

B) Servant

C) Coercive

D) Referent

E) Legitimate

26) ________ power is more informal than other kinds of power and is associated with the personal characteristics of a leader.

A) Reward

B) Legitimate

C) Coercive

D) Referent

E) Transformational

27) Sonia is an office manager and makes time to connect personally with each of her employees and show care and concern for their well-being. Sonia is enhancing her ________ power.

A) reward

B) transient

C) coercive

D) referent

E) legitimate

28) Chris's subordinates think very highly of his leadership and work ethic, resulting in low attrition and high performance within the group. Chris has cultivated a high level of ________ power.

A) consequential

B) formal

C) referent

D) expert

E) transactional

29) As a manager who has significant referent power, Darlene is likely

A) used as a role model by many of her employees.

B) unpopular with subordinates and superiors alike.

C) ineffective and inefficient as a leader.

D) to command the respect and admiration due to her education and experience.

E) to control subordinates through rewards and punishments.

30) Legitimate, referent, and coercive are specific types of leadership

A) transactions.

B) styles.

C) leverage.

D) power.

E) traits.

31) An effective manager would be most likely to

A) use coercive power consistently to raise employee morale.

B) place less value on the opinions of less-experienced subordinates.

C) use reward power and referent power sparingly.

D) carefully monitor and control employee behavior using legitimate power.

E) acknowledge employees' accomplishments with rewards.

32) To be effective as a manager, one should use coercive power

A) sparingly because it can cause employees stress.

B) occasionally as it can be too expensive.

C) to control employee behavior.

D) to ensure employees meet department goals on time.

E) use coercive power frequently to standardize employee outputs.

33) Workers at an automobile assembly factory can discard parts that do not meet quality standards without needing the permission of a manager first. This is an example of

A) employee empowerment.

B) intrinsic motivation.

C) instrumentality.

D) servant leadership.

E) referent power.

34) Servers at a popular restaurant are able to offer dissatisfied customers a free dessert without prior approval by the shift supervisor. This is an example of

A) employee empowerment.

B) reward power.

C) extrinsic motivation.

D) servant leadership.

E) legitimate power.

35) An important characteristic of empowerment is that it

A) can motivate employees to take a less active role in leadership.

B) increases managers' involvement in routine tasks.

C) gives managers more time to concentrate on other important concerns.

D) signifies a complete transfer of responsibility and accountability from a manager to a subordinate.

E) is not incorporated readily into modern management styles.

36) Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that best fit his personal commitments. This is an example of

A) transactional leadership.

B) referent power.

C) employee empowerment.

D) servant leadership.

E) ineffective management.

37) The ________ model of leadership is based on the premise that effective leaders possess personal qualities or skills that set them apart from ineffective leaders.

A) task-oriented

B) path-goal

C) contingency

D) trait

E) transformational

38) The trait model of leadership determined that

A) possessing the identified traits did not guarantee leadership effectiveness.

B) leaders were engaged in two types of behavior: consideration and initiating structure.

C) the situation or context within which leadership occurs was important to consider.

D) effective leadership was explained by personality traits alone.

E) leaders were characterized as either relationship-oriented or task-oriented.

39) ________ are the two basic leader behaviors identified by the behavior model of leadership.

A) Intrinsic and extrinsic

B) Instrumental and terminal

C) Task-structure and task-orientation

D) Rewarding and coercing

E) Consideration and initiating structure

40) When Gillian shows that she cares for her employees and takes action to help them enjoy their work, she is engaging in ________ behavior.

A) empowering

B) consideration

C) task-oriented

D) referent

E) autonomous

41) According to the behavior model of leadership, an example of consideration behavior would be

A) acting on employee concerns.

B) assigning tasks to work groups.

C) requiring the same overtime hours for every employee.

D) encouraging adherence to rules and regulations.

E) deciding how work should be done.

42) ________ models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.

A) Trait

B) Contingency

C) Empowerment

D) Behavior

E) Structural

43) According to Fiedler's contingency model, ________ leaders worry more about whether subordinates like them.

A) task-oriented

B) power-oriented

C) relationship-oriented

D) performance-oriented

E) goal-oriented

44) Jalen manages his team with a strong focus on goals and how to achieve them with maximum efficiency and effectiveness. According to Fiedler, Jalen is a(n) ________ leader.

A) task-oriented

B) behavior-oriented

C) relationship-oriented

D) affiliation-oriented

E) structure-oriented

45) 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 or she 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.

46) According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their superior.

A) empowerment

B) task-orientation

C) leader–member relations

D) consideration

E) position power

47) A manager has increased his effectiveness by clearly defining employee goals and ensuring each employee understands how to achieve them. The manager has high

A) consideration.

B) task structure.

C) empowerment.

D) referent power.

E) position power.

48) In Fiedler's model, ________ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.

A) position

B) personal

C) referent

D) transactional

E) informal

49) Two managers are asked to describe the characteristics of an employee who has been struggling to perform well in the organization. According to Fiedler's contingency model, why might one manager view the employee in a more positive light than the other manager?

A) The positive manager is more relationship-oriented.

B) The positive manager is more task-oriented.

C) The positive manager is better at consideration behaviors.

D) The positive manager is better at initiating structure.

E) The positive manager has a greater tolerance for stress.

50) According to House's path–goal theory,

A) managers cannot adopt different leadership styles in different situations.

B) rewards should be used as a measure of approval for past performances, rather than as motivators.

C) effectiveness is dependent on leadership skills and characteristics, not work context.

D) coercive power will most effectively ensure high performance and goal attainment.

E) subordinates need to be motivated based on their nature and that of their work.

51) Sal is very clear in defining for his subordinates the incentives available to them for different levels of performance. He makes sure they understand the path toward receiving incentives and follows through on rewarding them when they meet those goals. Sal exhibits the _______ theory of leadership.

A) path–goal

B) transactional

C) equity

D) motivator-hygiene

E) hierarchy of needs

52) Setting goals and assigning tasks are considered ________ behaviors in the context of path–goal theory.

A) directive

B) supportive

C) relationship-oriented

D) affiliation-oriented

E) instrumental

53) By expressing concern for subordinates and representing their best interests in day-to-day activities, a manager demonstrates a(n) ________ behavior in the context of path–goal theory.

A) directive

B) supportive

C) task-oriented

D) achievement-oriented

E) structural

54) According to the path–goal theory, achievement-oriented behaviors

A) support subordinates who are experiencing high levels of stress.

B) motivate subordinates to perform at the highest level possible.

C) clear a subordinate's path of challenges and obstacles.

D) express care and concern for subordinates.

E) are most effective when applied to subordinates who are not highly motivated.

55) Leadership substitutes can

A) increase organizational efficiency.

B) increase competition between leaders.

C) decrease organizational effectiveness.

D) minimize the value of leaders.

E) increase the demands on managers' time.

56) ________ leadership 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) Path-goal

B) Transactional

C) Transformational

D) Relationship-oriented

E) Task-oriented

57) Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating ________ leadership.

A) transactional

B) transformational

C) charismatic

D) intrinsic

E) extrinsic

58) ________ is a personal characteristic often possessed by transformational leaders.

A) Conformity

B) Casualness

C) Conservativeness

D) Cautiousness

E) Charisma

59) The subordinates of a transformational manager would expect to be

A) aware of their personal needs for growth, development, and accomplishment.

B) unclear on the level of importance of their jobs.

C) motivated to work primarily for their personal benefit.

D) doubtful about their ability to succeed and unclear on what actions to take.

E) unaware of the organization's overall performance.

60) As a ________ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings.

A) transactional

B) charismatic

C) coercive

D) relationship-oriented

E) servant

61) A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through

A) coercive power.

B) intellectual stimulation.

C) referent power.

D) virtual stimulation.

E) transactional leadership.

62) In a transformational environment, managers engage in ________ by sharing information and motivating subordinates to take responsibility and not treat problems as "management issues" beyond their concern.

A) intellectual stimulation

B) leadership substitution

C) coercive power

D) transactional leadership

E) developmental consideration

63) Ethan motivates his team members primarily by rewarding and reprimanding them. Ethan is using ________ leadership.

A) transformational

B) transactional

C) developmental

D) emotional

E) referent

64) Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in ________ leadership.

A) transactional

B) transformational

C) substitute

D) instrumental

E) supportive

65) Women are often stereotyped as being

A) supportive.

B) task-oriented.

C) controlling.

D) directive.

E) apathetic.

66) In general, female managers tend to

A) engage in less initiating structure behaviors.

B) exhibit significantly different leadership behaviors than male managers.

C) rarely involve subordinates in their decision making.

D) be more participative than male managers.

E) have more difficulty managing interpersonal relationships than male managers.

67) Why might female managers be more likely to involve subordinates in decision making and seek their input than their male counterparts?

A) They face more resistance from their subordinates than men.

B) They engage in more initiating structure than men.

C) They believe in empowerment more than men.

D) They are more often transactional leaders.

E) They have poorer interpersonal skills than male managers.

68) 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) expectancy

C) reward power

D) coercive power

E) consideration

69) Managers that possess high emotional intelligence are likely to

A) encourage employees to be creative.

B) find it hard owning up to personal mistakes.

C) use coercive power frequently.

D) have difficulty empathizing with subordinates.

E) have poor interpersonal skills.

70) A leader who is high in ________ is more likely to be able to develop and support the creative activities of his or her team members.

A) transactional leadership

B) emotional intelligence

C) expectancy

D) transformational leadership

E) conformity

71) Recognizing, admitting, and learning from mistakes are characteristics of a leader with

A) high emotional intelligence.

B) low intuition.

C) high affiliation orientation.

D) high empathy.

E) low task orientation.

72) Janice is a manager at a publishing company. She wants to improve her ability to foster creativity within her team. To accomplish this, she should work on developing her

A) affiliation needs.

B) emotional intelligence.

C) coercive power.

D) initiating structure behaviors.

E) transactional leadership skills.

73) Excessive use of ________ power tends to be ineffective and can cause dangerous working conditions.

A) transformational

B) referent

C) coercive

D) expert

E) legitimate

74) Empowering employees often leads to

A) increased employee motivation and commitment.

B) decreased overall employee performance.

C) dangerous working conditions.

D) increased time needed for day-to-day supervision.

E) a decrease in employee interactions.

75) The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the

A) trait model.

B) contingency model.

C) path–goal theory.

D) leader substitutes model.

E) behavior model.

76) Leaders engage in ________ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.

A) initiating structure

B) supportive behaviors

C) consideration behaviors

D) employee-centered behavior

E) emotional intelligence

77) ________ models of leadership consider the situation or context within which leadership occurs.

A) Trait

B) Contingency

C) Behavior

D) Expectancy

E) Transactional

78) Julianna regularly reminds her team members of the purpose of their work and why they are important to the organization. She also keeps them focused on their own needs for personal growth and accomplishment. Julianna's ________ leadership style motivates the team to work for the good of the organization.

A) supportive

B) transactional

C) transformational

D) empathetic

E) developmental

79) Aaron has a new idea, and he has been able to inspire his team members to support his vision. This is an example of ________ leadership.

A) transactional

B) developmental

C) structural

D) charismatic

E) legitimate

80) In a collectivist culture, such as in Japan, managers tend to be

A) empowering.

B) reluctant to lay-off employees.

C) focused on consideration behaviors.

D) reliant on punishment for motivation.

E) task-oriented.

81) Men tend to be stereotyped as being

A) directive.

B) relationship-oriented.

C) empowering.

D) supportive.

E) nurturing.

82) Jack is a skilled strategist and negotiator, and his team readily trusts his judgment regarding how to pursue and acquire company resources . Jack demonstrates ________ power.

A) legitimate

B) coercive

C) affiliation

D) expert

E) referent

83) ________ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake.

A) Maturity

B) Dominance

C) Self-confidence

D) Honesty

E) Tolerance

84) What helps explain the reality that two managers who each possess similar traits and behaviors may not be equally effective leaders in all situations?

A) transactional leadership

B) behavioral models of leadership

C) trait models of leadership

D) equity theory

E) contingency models of leadership

85) As principal of a high school, Roger knows that his teachers are motivated by their pay, autonomy in the classroom, and having a choice of which grade levels to teach. While Roger can control the level of autonomy and choice of grade levels the teachers have, he is not involved in the distribution of pay raises. In the context of path–goal theory, what should Roger do to best lead his teachers?

A) Inform teachers he has no control over pay so they will focus on other motivators.

B) Work to gain reward power related to the pay raise distribution process.

C) Ignore pay as a motivator because he has control in other areas.

D) Reduce his expectations for performance as he cannot fully reward high performance.

E) Use his coercive power to punish teachers who complain about pay.

86) Define leadership and differentiate between a leader and a manager.

87) Describe the five types of power that leaders use. Provide an example of a leader exhibiting each type.

88) Discuss the two kinds of leader behaviors presented in the behavior model of leadership.

89) Describe the three situational characteristics in Fiedler's leadership theory that allow a leader to determine the favorableness or unfavorableness of a leadership situation.

90) Discuss the premise of the path–goal theory. Why is it a contingency model?

91) Define the concept of employee empowerment and discuss how it relates to motivation and the leadership role of managers.

92) As the manager of a sales team, describe three specific actions you would take to realize the benefits of transformational leadership.

93) Differentiate between transformational leadership and transactional leadership.

94) Discuss how gender relates to the approaches managers often take when interacting with their subordinates. What contributes to the comparison?

95) What is emotional intelligence? How does it contribute to leader effectiveness?

96) Describe the trait model of leadership and discuss how it was believed that certain leadership traits correlated to leadership effectiveness.

97) Connie is a top-level manager for an online clothing company. How can Connie ensure that she has an adequate amount of expert power to perform her leadership roles?

98) Differentiate the contingency models of leadership and how they enhance our understanding of effective leadership and management in organizations.

99) Ling was recently promoted to a management position with responsibility for managing five subordinates. How will power affect Ling's effectiveness and how should she approach the five types of power in order to be an effective leader?

100) Do men and women differ in their effectiveness as leaders? How does this impact organizational effectiveness over time?