Chapter 14 Management

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.

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

Which of the following is not one of the five sources of power? A. legitimate B. reward C. coercive D. appearance E. expert

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

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

Karl 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

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

______ power derives from one's personal attraction. A. Legitimate B. Reward C. Referent D. Coercive E. Personalized

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. legitimate B. coercive C. reward D. referent E. expert

________, 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

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." Which influence tactic is Lamar using? A. consultation B. inspirational appeals C. ingratiating tactics D. personal appeals E. legitimating tactics

Using threats or intimidation to persuade someone is which influence tactic? A. legitimating B. pressure C. ingratiating D. exchange E. personal appeals

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges, Betty was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." Betty was using a(n) _____ on Nelson. A. coalition tactic B. legitimating tactic C. pressure tactic D. personal appeal E. exchange tactic

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

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.

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

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

______ leadership approaches attempt to determine the unique behaviors used by effective leaders. A. Trait B. Servant C. Shared D. Behavioral E. Contingency

Which of the following is not a behavioral leadership approach? A. trait B. task-oriented C. relationship-oriented D. transformational behavior E. passive behavior

Research indicates that women tend to display more _____, while men tend to display more ______. A. autocratic leadership; democratic leadership B. task leadership; social leadership C. democratic leadership; servant leadership D. relationship leadership; task leadership E. ineffective leadership; effective leadership

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader. A. relationship-oriented B. charismatic C. transformational D. task-oriented E. servant

Regina apologized to Clay 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. Regina is A. expressing consideration behavior. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. using a personal appeal.

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.

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

The three dimensions of situational control include leader-member relations, position power, and A. level of efficiency. B. level of seniority. C. organizational culture. D. task structure. E. organizational environment.

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 non-charismatic.

____ 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

_____ 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

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

David'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, David has A. weak position power. B. poor leader-member relations. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

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

Erin, 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, Erin has A. low tolerance for ambiguity. B. high task structure. C. weak position power. D. poor leader-member relations. E. weak referent power.

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

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

Sammie 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, Sammie should adopt a(n) ___________ leadership style. A. employee-centered B. participatory C. relationship-oriented D. task-oriented E. initiating structure

"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

Kim supervises a group of customer service representatives. Kim 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. Kim 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

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and he has created detailed procedures for all the types of legal document they encounter. Marcel hires and fires; he also gives work assignments, performance appraisals, and promotions. The optimal leadership style for Marcel is _____ according to the contingency model. A. transformational B. task-oriented C. transitional D. relationship-oriented E. consideration

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

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

____________ 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

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. C. situational control. D. organizational readiness. E. leader-member relations.

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

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

James 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. According to revised path-goal theory, James is using a(n) ______ leadership style. A. representation and networking B. interaction facilitation C. supportive D. work facilitation E. achievement-oriented

Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33 percent over the last four months. Judith is understanding and patient with her 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, Judith is using a(n) ______ leadership style. A. supportive B. interaction facilitation C. work facilitation D. achievement-oriented E. value-based

Pat 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. According to revised path-goal theory, Pat is using a(n) ______ leadership style. A. achievement-oriented B. path-goal clarifying C. interaction facilitation D. value-based E. relationship-oriented

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

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.

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

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 and with their immediate work groups. D. less commitment to organizational change. E. higher levels of intrinsic motivation, group cohesion, and work engagement.

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 with trust, commitment, and loyalty to produce significant results and change.

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

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. servant B. shared C. transactional D. transformational E. laissez-faire

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

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

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

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

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

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? A. situational B. shared C. laissez-faire D. servant E. transactional

Research shows that followers seek and admire leaders who create feelings of A. anticipation. B. individualism. C. significance. D. clarity. E. freedom.

Leaders especially want ________ who are productive, reliable, honest, cooperative, proactive, and flexible. A. employers B. clients C. superiors D. followers E. peers

"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