Deck 13: Leading

Question 1

A manager who withholds positive outcomes, such as special assignments or bonuses as a means for controlling the behaviour of employees is using __________ power.

A) expert
B) reward power
C) coercive
D) legitimate
E) referent

Answer 1

C

Question 2

The ability to get someone else to do something you want done or to make thing happen the way you want is called:

A) power.
B) control.
C) political behaviour.
D) manipulation.
E) leadership.

Answer 2

A

Question 3

Leadership challenges in the modern workplace include all of the following EXCEPT:

A) expectations for success on the first attempt.
B) maintenance of the status quo in a complex and dynamic business environment.
C) complex, ambiguous, and multidimensional problems to be solved.
D) shorter time frames for accomplishing things.
E) necessity for taking a long-term view even while meeting short-term performance demands.

Answer 3

B

Question 4

In using the acceptance theory of authority as a starting point for resolving ethical dilemmas, a follower should always ask:

A) Where do I draw the line?
B) At what point do I refuse to comply with requests?
C) When will I say no?
D) All of the options listed
E) None of the options listed

Question 5

Vision, something frequently associated with effective leadership, refers to:

A) the ability to spontaneously take charge in a group situation.
B) the capacity to plan, organise and control.
C) a future that one hopes to create or achieve in order to improve upon the present state of affairs.
D) the knowledge of when to use position power and when not use it.
E) the capacity to influence one's superiors.

Question 6

In exercising personal power, managers should remember certain key points. Which of the following is NOT one of these key points?

A) There is no substitute for expertise.
B) Personal behaviour must support expressed values.
C) Effort and hard work breed respect.
D) Managers should become embedded in a broad network of interpersonal contacts and information flows.
E) Likeable personal qualities are very important.

Question 7

Expert power and referent power are different types of:

A) personal power.
B) position power.
C) informal leadership.
D) formal leadership.
E) transformational leadership.

Question 8

The challenges of visionary leadership go substantially beyond:

A) excelling at creating organisational structures and assigning people to jobs.
B) ensuring that results compare favourably with original plans.
C) making long-term plans and drafting budgets better than anyone else.
D) All of the above
E) None of the above

Question 9

Which of the following is NOT a core principle that should be practised by managers who want to meet the challenges of visionary leadership?

A) Be first with ideas and right in all you do
B) Be a pioneer
C) Be a consistent role model of behaviour
D) Be a team player
E) Be enthusiastic and inspire others to share a common vision

Question 10

The three types of position power are __________, __________ and __________.

A) legitimate; expert; coercive
B) expert; referent; legitimate
C) referent; reward; legitimate
D) coercive; expert; reward
E) reward; legitimate; coercive

Question 11

__________ is the ability to influence the behaviour of other people because of one's capacity to offer rewards or positive outcomes.

A) Reward power
B) Expert power
C) Coercive power
D) Legitimate power
E) Referent power

Question 12

Which of the following gives the BEST description of the management function called leading?

A) Arousing enthusiasm and directing efforts towards organisational goals.
B) Monitoring performance, comparing results and taking corrective action.
C) Defining tasks, assigning personnel and supporting them with resources.
D) Determining what is to be achieved, setting goals and identifying appropriate steps.
E) Setting goals, allocating resources and giving corrective feedback.

Question 13

The two types of personal power are __________ and __________.

A) reference; legitimate
B) coercive; expert
C) coercive; legitimate
D) legitimate; expert
E) expert; referent

Question 14

__________ is the ability to influence the behaviour of other people because of one's organisational position or status.

A) Legitimate power
B) Expert power
C) Coercive power
D) Reward power
E) Referent power

Question 15

What type of power does a manager exercise when he or she offers pay rises, bonuses, special assignments or compliments as incentives to subordinates?

A) Expert power
B) Reward power
C) Coercive power
D) Legitimate power
E) Referent power

Question 16

Which of the following is NOT one of the perspectives on empowerment that effective leaders share?

A) When people feel powerful, they are more willing to make decisions.
B) When people feel powerful, they are more willing to challenge and even resist the organisation's leaders.
C) When people feel powerful, they are more willing to take the actions needed to get their jobs done.
D) Power in organisations is not a zero-sum quantity.
E) Success in contemporary companies may depend on how much power can be mobilised throughout the organisation's workforce.

Question 17

Successful leadership depends of acquiring and appropriately utilising:

A) legitimate power.
B) all sources of power.
C) reward power and coercive power.
D) expert power.
E) referent power.

Question 18

When Linda, a manager in a department store, tells someone to do something and refers to the fact that she is the boss and therefore the other person must do as asked, she is trying to use __________ power to influence the other person's behaviour.

A) referent
B) formal
C) coercive
D) legitimate
E) personal

Question 19

Which of the following would NOT be considered a source of personal power for a manager?

A) Having specific knowledge to solve a problem
B) Holding a high-ranking title in the management hierarchy
C) Possession of a charismatic personality
D) The ability to influence through personal identification
E) The ability to influence because of special expertise

Question 20

The process that managers use to allow others to gain power and achieve influence within the organisation is known as:

A) planning.
B) motivating.
C) authority.
D) organising.
E) empowerment.

Question 21

Which is NOT a tip of how to empower others?

A) Get others involved in selecting their work assignments.
B) Let others put their ideas and solutions into practice.
C) Provide close supervision and tight control.
D) Encourage others to take initiative and make decisions.
E) Create an environment of cooperation, information sharing and shared ownership of goals.

Question 22

Effective managers build or enhance their position power by capitalising on:

A) centrality.
B) support.
C) visibility.
D) All of the options listed
E) None of the options listed

Question 23

__________ describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

A) Visionary leadership
B) Participative leadership
C) Consultative leadership
D) Transformational leadership
E) Charismatic leadership

Question 24

A manager who has high concern for task uses a leadership style that emphasises all of the following EXCEPT:

A) assigning task responsibilities.
B) setting clear work standards.
C) trusting subordinates.
D) planning and defining work to be done.
E) monitoring task performance.

Question 25

__________ is concerned with the recurring pattern of behaviours exhibited by a leader.

A) Situational control
B) Supportive leadership
C) Democratic leadership
D) Leadership style
E) Behaviour leadership theory

Question 26

In the Blake and Mouton Leadership Grid®, __________ reflects a high concern for people and a low concern for the task.

A) middle-of-the-road management
B) impoverished management
C) authority-obedience management
D) country club management
E) team management

Question 27

Effective leaders empower others by providing them with the __________ to make decisions and act independently within their areas of expertise.

A) information.
B) information, responsibility, authority and trust
C) responsibility
D) authority
E) trust

Question 28

Leading is related to the other management functions. Specifically, __________ sets the direction and objectives; __________ brings the resources together to turn plans into action; __________ builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans; and __________ makes sure things turn out right.

A) leading; organising; planning; controlling
B) organising; planning; leading; controlling
C) leading; planning; organising; controlling
D) planning; organising; leading; controlling
E) planning; leading; organising; controlling

Question 29

In the Blake and Mouton Leadership Grid®, __________ reflects a low concern for both the task and people.

A) middle-of-the-road management
B) authority-obedience management
C) impoverished management
D) country club management
E) team management

Question 30

Which of the following statements accurately describe the positive face of power?

A) The ability to make things happen for the good of the organisation as a whole
B) The foundation of effective leadership
C) The ability to make things happen for the good of the group as a whole
D) All of the options listed
E) None of the options listed

Question 31

Effective leaders __________others by providing them with the information, responsibility, authority and trust to make decisions and act independently within their areas of expertise.

A) mentor
B) influence
C) empower
D) control
E) direct

Question 32

Chester Barnard's __________ identifies four conditions that determine whether a leader's directives will be followed and true influence achieved.

A) acceptance theory of authority
B) personal power theory
C) position power theory
D) follower theory of influence
E) centralised influence theory

Question 33

__________ is the ability to influence the behaviour of other people because of one's special expertise.

A) Reward power
B) Referent power
C) Expert power
D) Coercive power
E) Legitimate power

Question 34

__________ is the ability to influence the behaviour of other people through identification.

A) Expert power
B) Reward power
C) Referent power
D) Coercive power
E) Legitimate power

Question 35

When a manager's charisma or interpersonal attractiveness is used to influence the behaviour of subordinates, the manager is using:

A) participative leadership.
B) human relations leadership.
C) expert power.
D) referent power.
E) position power.

Question 36

Which of the following would NOT be considered a source of position power for a manager?

A) The ability to give special monetary rewards to deserving subordinates
B) The flexibility to schedule some subordinates into the most desirable job assignments
C) Being a high-ranking executive in the company
D) Possession of a charismatic personality
E) The ability to recommend disciplinary action for subordinates

Question 37

Good managers build or enhance their position power by acting in which of the following way?

A) Establishing a broad network of interpersonal contacts and getting involved in the important information flows within them
B) Taking good care of others who are dependent on them
C) Becoming known as an influential person in the organisation
D) All of the options listed
E) None of the options listed

Question 38

Personal traits that are considered important as foundations for leadership success include all of the following EXCEPT:

A) the desire to lead and flexibility.
B) being a people person.
C) honesty and integrity.
D) knowledge and intelligence.
E) drive, motivation and self-confidence.

Question 39

Which of the following items provide an accurate description of the outcome(s) that usually result(s) from a leader's use of a particular source of power?

A) The use of expert power or referent power tends to generate commitment.
B) The use of coercive power produces, at best, temporary compliance, often accompanied by resistance.
C) The use of reward power or legitimate power usually produces temporary compliance.
D) All of the options listed
E) None of the options listed

Question 40

According to leader behaviour research, a manager who plans the work to be done, assigns task responsibilities, sets clear work standards and monitors performance results is:

A) high in concern for people.
B) low in concern for task.
C) low in concern for task, high in concern for people.
D) high in concern for task.
E) high in concern for both task and people.

Question 41

In Hersey and Blanchard's situational leadership model, a manager who emphasises the sharing of ideas and decision-making uses which leadership style?

A) Congenial
B) Selling
C) Asking
D) Delegating
E) Participating

Question 42

In Fiedler's contingency model, a person's preferred leadership style is described as either __________ or __________.

A) delegating; participating
B) supportive; achievement-oriented
C) selling; telling
D) task-motivated; relationship-motivated
E) team manager; impoverished manager

Question 43

__________ theories of leadership address the question: What personal characteristics separate effective leaders from ineffective leaders?

A) Trait
B) Path-goal
C) Situational
D) Behavioural
E) Contingency

Question 44

In Fiedler's contingency model, the __________ scale is used to measure a person's leadership style.

A) leadership profile categorisation
B) least preferred co-worker
C) leader personality contingency
D) leadership power concerns
E) leader participation contingencies

Question 45

Which of the following statements correctly describes the nature of the different decision methods that occur in the Vroom-Jago leader-participation model?

A) A group decision is made with the full participation of all group members.
B) An authority decision is made by the leader and then communicated to the group.
C) A consultative decision is made by a leader after receiving information, advice or opinions from group members.
D) All of the options listed
E) None of the options listed

Question 46

Leader-member relations refer to the degree to which:

A) task goals, procedures and guidelines are clear.
B) a leader has the power to reward and punish subordinates.
C) the group supports the leader.
D) group members identify with the leader as a person.
E) a leader can predict the behaviour of group members.

Question 47

In the leadership literature, 'concern for task' is also known as:

A) task orientation.
B) job-centredness.
C) initiating structure.
D) All of the above
E) None of the above

Question 48

In the Blake and Mouton Leadership Grid®, __________ reflects a high concern for the task and a low concern for people.

A) team management
B) middle-of-the-road management
C) impoverished management
D) authority-obedience management
E) country club management

Question 49

A manager who has high concern for people uses a leadership style that emphasises all of the following EXCEPT:

A) planning and assigning followers' work and setting clear work standards.
B) acting warm and supportive toward followers.
C) being sensitive to followers' needs.
D) developing rapport with followers and respecting their feelings.
E) showing trust in followers.

Question 50

In Hersey and Blanchard's situational leadership model, a manager who gives specific task directions and closely supervises work progress uses which leadership style?

A) Telling
B) Selling
C) Asking
D) Participating
E) Delegating

Question 51

In the Blake and Mouton Leadership Grid®, __________ is non-committal with respect to both task and people concerns.

A) team management
B) middle-of-the-road management
C) authority-obedience management
D) country club management
E) impoverished management

Question 52

The __________ approach to the study of leadership focuses on a leader's personal characteristics as the primary determinants of leadership success.

A) contingency
B) path-goal
C) situational
D) behavioural
E) trait

Question 53

The extent to which the position gives the leader power to reward and punish subordinates is called:

A) leader-member relations.
B) situational control.
C) task structure.
D) position power.
E) leadership style.

Question 54

What are the three variables that determine a leader's situational control according to Fiedler's contingency theory?

A) Personal power, leadership style and leader-member relations
B) Position power, task structure and leader-member relations
C) Legitimate power, task structure and leader-member relations
D) Referent power, leadership style and task structure
E) Expert power, leadership style and task structure

Question 55

Suppose that the following features characterise the leadership situation in a specific work team: (a) The skills required in each team member's job, the order in which tasks are to be performed, and the interdependencies among the various jobs are all clearly defined. (b) The supervisor frequently criticises team members and readily punishes them because he has the power to do so. (c) Because the supervisor is punitive, the team members try to undermine his authority and sabotage his leadership. Which leadership style likely would be most effective in this situation?

A) Human relations
B) Task-oriented
C) Achievement-oriented
D) Team-oriented
E) Relationship-oriented

Question 56

__________ theories of leadership focus on what leaders do rather than who leaders are.

A) Trait
B) Behavioural
C) Power-based
D) Contingency
E) Situational

Question 57

According to leader behaviour research, a manager who acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their needs, and shows trust in them is:

A) low in concern for task, high in concern for people.
B) high in concern for both task and people.
C) high in concern for people.
D) low in concern for people.
E) high in concern for task.

Question 58

According to Hersey and Blanchard's situational leadership model, employee readiness is determined by:

A) position power, task structure and leader-member relations.
B) intelligence, ability and motivation of the followers.
C) motivation, desire and control of the leader.
D) task, relationship and decision-making ability of the followers.
E) ability, willingness and confidence of the followers in performing required tasks.

Question 59

One guiding proposition of Fiedler's contingency theory of leadership is that a _________ style works best in low-control situations and a __________ style works best in high-control situations.

A) task-oriented; task-oriented
B) relationship-oriented; task-oriented
C) task-oriented; relationship-oriented
D) achievement-oriented; supportive
E) relationship-oriented; relationship-oriented

Question 60

In the Blake and Mouton Leadership Grid®, __________ is the preferred leadership style that reflects a high concern for both people and the task.

A) middle-of-the-road management
B) impoverished management
C) authority-obedience management
D) country club management
E) team management

Question 61

John is highly capable of performing his job in terms of ability, willingness and confidence. According to Hersey and Blanchard, which style would work best in this situation?

A) Selling
B) Delegating
C) Directing
D) Telling
E) Participating

Question 62

The Vroom-Jago leader-participation theory indicates that a leader should use more group-oriented and participative decision methods under all of the following conditions EXCEPT:

A) acceptance of the decision by others is necessary for its implementation.
B) the problem is unclear and help is needed to clarify the situation.
C) decision support system technology is available.
D) the leader lacks sufficient information to solve a problem by himself/herself.
E) adequate time is available to permit true participation.

Question 63

Which of the following statements accurately describe the Vroom-Jago leader-participation model?

A) Each of the options listed statements provides an accurate description of the Vroom-Jago leader-participation model.
B) Decision acceptance is based on the importance of subordinate acceptance to eventual solution implementation.
C) Problem situations are characterised in terms of decision quality and decision acceptance.
D) Decision quality is based on the location of information needed for problem-solving.
E) Each of the three decision methods -- authority, consultative and group -- is appropriate in different problem situations.

Question 64

According to House's path-goal leadership theory, a manager who __________ is showing a supportive leadership style.

A) uses subordinates' suggestions in making decisions
B) treats subordinates as equals and acts friendly toward them
C) urges subordinates to perform at their highest level
D) consults with subordinates before making job changes
E) lets subordinates know what performance is expected

Question 65

According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she:

A) consults with subordinates before making decisions.
B) expects the highest levels of performance.
C) lets subordinates know what performance is expected.
D) acts friendly to subordinates.
E) treats subordinates as equals during decision making.

Question 66

According to House's path-goal model, which of the following behaviours is part of achievement-oriented leadership?

A) Showing concern for the status and needs of subordinates
B) Soliciting the suggestions of subordinates
C) Displaying confidence that subordinates are able to meet high standards
D) Maintaining definite standards of performance
E) Using suggestions of subordinates when making decisions

Question 67

Which of the following is NOT a substitute for leadership?

A) Independence of subordinates
B) Availability of information technology
C) Clarity of organisational plans and formalisation of rules
D) Routineness and availability of performance feedback
E) Ability and experience of subordinates

Question 68

According to the Vroom-Jago leader-participation model, a(n) __________ occurs when all team members participate in making a decision and work together to achieve a consensus regarding the preferred course of action.

A) authority decision
B) consultative decision
C) employee involvement decision
D) middle-of-road management decision
E) group decision

Question 69

In Hersey and Blanchard's situational leadership model, a manager who explains task directions persuasively and with much support uses which leadership style?

A) Participating
B) Directing
C) Selling
D) Delegating
E) Telling

Question 70

The basic premise of House's path-goal contingency leadership theory is that:

A) since leadership style is part of the individual's basic character, effective leaders will find a situation most suitable to their style.
B) managers can be taught the one best leadership style.
C) effective leaders clarify the path through which followers can achieve task-related and personal goals.
D) effective leaders should adapt their style to suit the employee.
E) effective leaders provide the motivation for their followers to achieve organisational objectives.

Question 71

Fred Fiedler, the developer of the contingency theory of leadership, asserts that four of the five following statements are true. Which statement is NOT true from Fiedler's perspective?

A) The amount of situational control is crucial in determining the correct style-situation fit.
B) Leadership style is relatively enduring and difficult to change.
C) Competent leaders can adapt their behavioural styles to fit the demands of differing situations they encounter.
D) Leadership style must be fit to the situation.
E) Leadership style is part of one's personality.

Question 72

Len and John are managers. Len spends a lot of time scheduling work to be done and providing guidance on its accomplishment. John takes great care to listen to his subordinates' concerns and act friendly toward them. In the terminology of House's path-goal theory, Len is acting as a(n) __________ leader, while John is acting as a(n) __________ leader.

A) achievement-oriented; participative
B) directive; achievement-oriented
C) autocratic; democratic
D) achievement-oriented; supportive
E) directive; supportive

Question 73

In Hersey and Blanchard's situational leadership model, a manager who allows the group to make and take responsibility for task decisions uses which leadership style?

A) Participating
B) Selling
C) Asking
D) Delegating
E) Telling

Question 74

The basic premise of the Hersey-Blanchard situational leadership model is that:

A) managers should first define the situational demands of the work setting.
B) managers should determine the amount of situational control they believe they have in each situation.
C) managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.
D) managers should find situations that suit their leadership style.
E) managers should use the leadership style that is most comfortable for them.

Question 75

The Vroom-Jago leader-participation model is designed to:

A) enable leaders to define their leadership style.
B) provide ready-made decisions concerning leadership situations.
C) enable leaders to define the situational characteristics of the work setting so that the best leadership style can be used.
D) help leaders choose an appropriate decision-making method for any problem situation.
E) help leaders develop suitable leadership traits.

Question 76

The Vroom-Jago leader-participation theory indicates that a leader should use a more authority-oriented decision method under all of the following conditions EXCEPT:

A) the leader is confident and capable of acting alone.
B) the leader personally has the expertise needed to solve the problem.
C) the situation is highly favourable for the leader.
D) little or no time is available for discussion.
E) others are likely to accept the decision the leader makes.

Question 77

__________ attempt to answer the question: 'When and under what circumstances is a particular leadership style preferable to others?'

A) Contingency approaches to leadership
B) Trait approaches to leadership
C) Behavioural approaches to leadership
D) Power-based approaches to leadership
E) Ethical approaches to leadership

Question 78

House's path-goal leadership model advises managers to use leadership styles that complement situational needs. Which of the following statements accurately represents the advice provided by the path-goal model?

A) When task challenge is insufficient, achievement-oriented leadership is needed to set goals and raise performance aspirations.
B) When worker self-confidence is low, supportive leadership is needed to increase confidence by emphasising individual abilities and offering needed task assistance.
C) When performance incentives are poor, participative leadership is needed to clarify individual needs and identify appropriate rewards.
D) When job assignments are ambiguous, directive leadership is needed to clarify task objectives and expected rewards.
E) All of these are accurate statements.

Question 79

Which of the following leadership styles and task-relationship combinations is/are CORRECTLY matched?

A) Participating is a low-task, high-relationship style.
B) Telling is a high-task, low-relationship style.
C) Selling is a high-task, high-relationship style.
D) Delegating is a low-task, low-relationship style.
E) All of these are correctly matched

Question 80

According to the Vroom-Jago leader-participation model, a(n) __________ occurs when the leader makes the decision after asking group members for information, advice or opinions.

A) group decision
B) consultative decision
C) employee-centred
D) job-centred
E) authority decision