Deck 4: Decision Making and Empowerment by Leaders

Question 1

Which of the following was NOT recommended as a guideline for participative leadership?

A) Look for ways to build on ideas and suggestions by subordinates.
B) Restate subordinate ideas and concerns to verify understanding.
C) Identify the best ideas and quickly dismiss any that have weaknesses.
D) Let subordinates know how their ideas and suggestions were eventually used.

Answer 1

C

Question 2

Which of the following is NOT likely to be a benefit from using delegation?

A) more development of the subordinate's skills
B) less responsibility for an overloaded manager
C) increased commitment by the subordinate
D) more efficient time management for the manager

Answer 2

B

Question 3

Which is NOT a guideline for effective delegation?

A) Delegate high priority tasks that are urgent.
B) Monitor progress in appropriate ways.
C) Inform others who need to know.
D) Make mistakes a learning experience.

Answer 3

A

Question 4

A manager should NOT delegate tasks that are ________.

A) symbolically important
B) tedious and unpleasant
C) complex and challenging
D) urgent but not important

Question 5

In the Vroom-Yetton model of decision participation, the rules for identifying appropriate decision procedures are designed to protect the ________.

A) leader's responsibility and authority
B) rationality of the decision
C) right of people to be consulted about decisions affecting them
D) quality of the decision and subordinate acceptance of it

Question 6

What is the BEST way to summarize the findings in research on participative leadership?

A) Participative leadership does not affect subordinate performance.
B) The more participation a leader uses, the more satisfied subordinates will be.
C) Participative leadership substantially improves subordinate performance.
D) The results are inconsistent and dependent on the situation.

Question 7

Decision processes usually ________.

A) are characterized by confusion and emotionality
B) are governed by rationality
C) involve careful analysis of likely outcomes
D) are devoid of preconceptions and biases about the best course of action

Question 8

Decisions about what to delegate to a subordinate are MOST likely to be influenced by how ________.

A) much the subordinate wants the assignment
B) much the manager is overloaded with extra work
C) competent and trustworthy the subordinate is
D) long the subordinate has worked for the manager

Question 9

Which of the following characteristics of the job or organization is MOST likely to be a facilitating condition for the effectiveness of empowerment?

A) cultural values emphasizing reliable, efficient operations
B) repeated transactions in a continuing relationship with customers
C) a competitive strategy of low cost, standard product or service
D) a high degree of standardization and formalization

Question 10

Which of the following actions does NOT represent a significant form of delegation?

A) Assign a larger number of routine tasks.
B) Increase discretion about how the work is done.
C) Increase authority to expend resources.
D) Reduce the frequency of required progress reports.

Question 11

________ involves efforts by a leader to enlist the aid of others in making important decisions.

A) Participative leadership
B) Delegation
C) Consultation
D) Empowering leadership

Question 12

________ involves the perception by members of an organization that they have the opportunity to determine their work roles, accomplish meaningful work, and influence important events.

A) Participative leadership
B) Delegation
C) Consultation
D) Empowering leadership

Question 13

Which of the following is NOT a guideline for how to delegate effectively?

A) Specify the subordinate's scope of authority and limits of discretion.
B) Explain the new responsibilities and the expected results.
C) Arrange for the subordinate to receive relevant information.
D) Tell the subordinate to report any problems immediately.

Question 14

Which is the following is a guideline for encouraging participation by subordinates in a meeting to discuss a proposed change by a manager?

A) Present the proposal and challenge subordinates to find any weaknesses.
B) Explain reasons why the proposal is better than any obvious alternatives.
C) Present the proposal as tentative and encourage subordinates to improve it.
D) Explain the reasons why top management is likely to approve the proposal.

Question 15

The decision procedure that provides a subordinate the most influence is ________.

A) consultation
B) joint decision making
C) delegation
D) collaboration

Question 16

Empowering leadership ________.

A) involves efforts by a leader to enlist the aid of others in making important decisions
B) promotes a sense of psychological empowerment for followers by sharing power with them and by providing emotional and developmental support
C) involves the perception by members of an organization that they have the opportunity to determine their work roles, accomplish meaningful work, and influence important events
D) involves giving an individual or group the authority and responsibility for making a decision

Question 17

According to the Vroom and Yetton model, the leader should NOT use an autocratic decision procedure when ________.

A) the decision is important and subordinates have relevant information
B) a decision is needed quickly to deal with an immediate crisis
C) subordinates are likely to disagree with each other about the best solution
D) subordinates trust the leader and respect his/her expertise

Question 18

What is the LEAST important reason for delegating to subordinates?

A) develop subordinate skills and confidence
B) make subordinate jobs more interesting
C) ensure subordinates have enough work to do
D) increase subordinate commitment to a task

Question 19

Substantial delegation is MOST likely to occur when ________.

A) the task is important for the work unit
B) the manager is confident and secure
C) subordinate jobs are highly interdependent
D) work procedures are highly standardized

Question 20

Which was NOT found in the descriptive research on decision processes in organizations?

A) Most major decisions are made in an orderly, rational manner.
B) Decision processes are prolonged for important decisions.
C) Decision processes are often affected by organizational politics.
D) Major decisions may involve a series of small, incremental choices.

Question 21

With ________, the manager asks other people for their opinions and ideas and then makes the decision alone after seriously considering their suggestions and concerns.

A) autocratic decision
B) consultation
C) joint decision
D) delegation

Question 22

The different people involved in making a decision ________.

A) often disagree about the true nature of a problem
B) cannot have different theories about the actual character of a problem
C) always agree on the likely outcomes of the proposed solution
D) never have different mental models for explaining the cause of a problem

Question 23

Involving other people in making a decision is likely to increase the ________ of a decision when participants have information and knowledge lacked by the leader and are willing to cooperate in finding a good solution to a decision problem.

A) acceptance
B) satisfaction
C) quality
D) development

Question 24

When a leader makes a decision alone, but uses influence tactics such as rational persuasion to gain support for it, this is called a ________ decision.

A) tell
B) sell
C) joint
D) consult

Question 25

Which of the following describes the joint decision procedure?

A) The manager makes a decision alone without asking for the opinions or suggestions of other people, and these people have no direct influence on the decision; there is no participation.
B) The manager asks other people for their opinions and ideas and then makes the decision alone after seriously considering their suggestions and concerns.
C) The manager gives an individual or group the authority and responsibility for making a decision; the manager usually specifies limits within which the final choice must fall, and prior approval may or may not be required before the decision can be implemented.
D) The manager meets with others to discuss the decision problem and make a decision together; the manager has no more influence over the final decision than any other participant.

Question 26

Which of the following describes the autocratic decision procedure?

A) The manager makes a decision alone without asking for the opinions or suggestions of other people, and these people have no direct influence on the decision; there is no participation.
B) The manager asks other people for their opinions and ideas and then makes the decision alone after seriously considering their suggestions and concerns.
C) The manager gives an individual or group the authority and responsibility for making a decision; the manager usually specifies limits within which the final choice must fall, and prior approval may or may not be required before the decision can be implemented.
D) The manager meets with others to discuss the decision problem and make a decision together; the manager has no more influence over the final decision than any other participant.

Question 27

With ________, the manager gives an individual or group the authority and responsibility for making a decision; the manager usually specifies limits within which the final choice must fall, and prior approval may or may not be required before the decision can be implemented.

A) autocratic decision
B) consultation
C) joint decision
D) delegation

Question 28

Routine decisions ________.

A) should always be made the same way as momentous decisions
B) cannot be made in consultation with others
C) do not require technical knowledge
D) must balance systematic analysis and decisive action

Question 29

Which is NOT another term commonly used to refer to an aspect of participative leadership?

A) consultation
B) joint decision making
C) power sharing
D) centralization

Question 30

Which of the following is NOT likely to cause a prolonged, highly political decision process?

A) Decisions involve important and complex problems.
B) Decisions have no ready-made, good solutions.
C) Many affected parties have compatible, consistent interests.
D) A diffusion of power exists among the parties.

Question 31

Which of the following is NOT likely to cause the decision process to drag on for weeks or months?

A) A proposal is sidetracked by opponents.
B) A solution is preempted by an immediate crisis.
C) A plan is recycled back to its initiators for revisions.
D) A good, ready-made solution already exists.

Question 32

The greater the job demands and stress for a manager, the ________.

A) less likely that a prolonged search for benefits will be made
B) more likely that careful analysis of potential costs will be made
C) less likely that the manager will rely on solutions used in the past
D) more likely that the manager will avoid practices used by other companies

Question 33

Involving other people can improve ________.

A) the quality of problem diagnosis, but not of decision choice
B) neither the quality of problem diagnosis nor decision choice
C) decision choices, but only if problem diagnosis has already been successfully completed without assistance
D) the quality of problem diagnosis and of decision choice, but only if appropriate processes are used

Question 34

Although usually classified as primarily a ________-oriented behavior, participative leadership also has implications for ________.

A) relations; task objectives and leading change
B) task; relations objectives and leading change
C) change; relations and task objectives
D) relations-oriented and task; leading change

Question 35

According to Kotter, short-term objectives and plans made by managers are usually ________.

A) vague
B) specific and detailed
C) incomplete
D) only loosely connected

Question 36

People who have considerable influence in making a decision tend to identify with it and perceive it to be their decision. This feeling of ownership leads to an increase in ________.

A) acceptance of the decision
B) the quality of the decision
C) the development of participant skills
D) satisfaction with the decision process

Question 37

Experienced managers try to do all of the following EXCEPT ________.

A) determine whether a problem is familiar
B) figure out if a problem is novel
C) avoid classifying a problem
D) apply past experience to a familiar problem

Question 38

Which choice correctly orders the four decision procedures on the continuum from no influence by other people to high influence?

A) autocratic decision; consultation; delegation; joint decision
B) autocratic decision; consultation; joint decision; delegation
C) delegation; joint decision; consultation; autocratic decision
D) delegation; autocratic decision; consultation; joint decision

Question 39

Important decisions in organizations ________.

A) typically require the support and authorization of many different people
B) are always made by the same person who initiates the decision process
C) do not commonly involve a manager consulting with subordinates, peers, or superiors
D) never include people at different levels of management

Question 40

The potential benefits of participating in the decision-making process ________.

A) are identical for all kinds of participants
B) vary by type of participants
C) is unaffected by whether one is a subordinate or peer
D) are not applicable to outsiders

Question 41

Which of the following is NOT a type of empowerment program?

A) self-managed team
B) democratic structure
C) employee ownership of company
D) centralized leadership

Question 42

The normative decision model includes ________ type(s) of autocratic decision, ________ type(s) of consultation, and ________ type(s) of joint decision making.

A) 0; 2; 1
B) 2; 1; 2
C) 1; 1; 0
D) 2; 2; 1

Question 43

Research results show that participative leadership ________ result(s) in higher satisfaction, effort, and performance.

A) sometimes
B) always
C) never
D) cannot

Question 44

Which of the following is a guideline for what to delegate?

A) Delegate tasks that cannot be done better by a subordinate.
B) Delegate tasks that are high priority but not urgent.
C) Delegate only unpleasant tasks.
D) Delegate tasks not central to the manager's role.

Question 45

The influence of members is greater when ________.

A) leaders are appointed
B) a leader's term is guaranteed, despite performance
C) they are able to remove a leader with unsatisfactory performance
D) management assesses leader performance

Question 46

It is a more efficient use of the manager's time to concentrate on those functions that ________.

A) the manager can do better than subordinates
B) subordinates need more time to accomplish than the manager
C) have the greatest influence on the performance of the manager's work unit
D) are urgent but not important

Question 47

The term ________ is commonly used to describe a variety of different forms and degrees of power sharing with individual subordinates.

A) joint decision making
B) centralization
C) consultation
D) delegation

Question 48

When a subordinate is allowed to make important decisions and implement them without getting prior approval there is ________ delegation.

A) no
B) little
C) moderate
D) substantial

Question 49

Failure to delegate ________.

A) may occur due to a manager's insecurity
B) can arise from a manager's desire to share power
C) is not related to characteristics of the subordinate
D) allows a manager to relinquish responsibility for work activities

Question 50

Which participative procedure involves the shifting of primary responsibility for a particular type of decision to an individual or group?

A) consultation
B) joint decision making
C) delegation
D) centralization

Question 51

Which of the following is MOST likely to be used within a large organization as a formal procedure to increase empowerment?

A) A referendum must be held to allow members to decide an issue.
B) Elected representatives from each major subunit participate on a governing council.
C) Members attend a meeting to determine an important issue by direct participation.
D) A pressing issue is determined by a majority vote of members of the organization.

Question 52

More empowerment is likely when leaders ________.

A) are elected
B) are appointed
C) serve unlimited terms
D) make autocratic decisions

Question 53

Which is an example of the broader conception of empowering leadership?

A) Withhold necessary information to challenge subordinates.
B) Encourage subordinates to view opportunities as problems.
C) Act defensively when subordinates question leader decisions.
D) Remove unnecessary bureaucratic restraints.

Question 54

If a subordinate lacks the necessary skills and knowledge, delegating responsibility for a more significant task ________.

A) will be empowering
B) may cause the subordinate to worry about failure
C) is likely to increase feelings of self-fulfillment
D) is a wise managerial decision

Question 55

Delegation will decrease job satisfaction if the subordinate ________.

A) desires more responsibility
B) has the skills to handle additional duties
C) lacks the ability to do the work
D) experiences some success in the delegated task

Question 56

Decision acceptance is likely to be greater for ________.

A) consultation than for joint decision making
B) an autocratic decision than for consultation
C) joint decision making than for consultation
D) an autocratic decision than for joint decision making

Question 57

A manager who is overloaded with work is likely to ________.

A) use more delegating and more consulting
B) use more delegating but less consulting
C) use less delegating but more consulting
D) use less delegating and less consulting

Question 58

More empowerment will be felt when the ________.

A) content and consequences of the work are inconsistent with a person's values
B) person is directed how and when to do the work
C) person has concern about being able to do the work effectively
D) person believes it is possible to influence important events and outcomes

Question 59

In most cases, delegation is appropriate ONLY with which of the following?

A) subordinates
B) peers
C) superiors
D) outsiders

Question 60

Which of the following is a guideline for what NOT to delegate?

A) Managers and leaders are different types of people.
B) Managing and leading are mutually exclusive and unrelated.
C) Managing is not important for effective leadership.
D) Leadership is important for the success of most managers.

Question 61

Consultation is the decision procedure that allows the greatest amount of empowerment.

Question 62

Which of the following is NOT a potential benefit of empowering leadership and empowerment programs?

A) elevated levels of employee performance
B) lower costs for selection and training
C) more creativity, innovation, and learning
D) stronger optimism about the eventual success of the work

Question 63

Findings in the quantitative research provide strong and consistent results on the positive effects of participative leadership for employee satisfaction and group performance.

Question 64

________ programs give employees a clear understanding of financial information, such as revenues, profits, and costs, about the company.

A) Closed-door
B) Bossless
C) Open-book
D) Mentorship

Question 65

Involving other people in making a decision is likely to increase the quality of a decision when participants have information and knowledge lacked by the leader and are willing to cooperate in finding a good solution to a decision problem.

Question 66

The most extreme form of shared leadership, in which all important decisions are made collectively, with leadership responsibilities for daily operations distributed among the members, is LEAST likely to be found in which of the following?

A) large corporations
B) cooperatives
C) voluntary organizations
D) small employee-owned businesses

Question 67

Which of the following is a potential risk of empowering leadership and empowerment programs?

A) lower job satisfaction
B) weaker organizational commitment
C) inappropriate decisions by some employees
D) greater turnover

Question 68

When a decision is made by a participative process considered legitimate by most members, then the group is likely to accept the decision and encourage any reluctant members to help implement the decision.

Question 69

When leadership responsibilities are ________, empowerment is LEAST likely to be increased.

A) invested in a single leader
B) distributed to a small group of people
C) shared by a team
D) divided among a few members

Question 70

Which of the following is NOT a potential risk of empowering leadership and empowerment programs?

A) less trust in the leader
B) customer feelings of inequity about unequal treatment
C) opposition by middle managers
D) inconsistent service quality

Question 71

Descriptive studies of managerial activities find that much of a manager's behavior is reactive allowing little time for reflective planning.

Question 72

According to the normative decision model, when subordinates have incompatible objectives with the leader, consultation usually results in higher quality decisions than joint decision making.

Question 73

Which of the following statements about research on the outcomes of using decision participation is true?

A) Few studies have been conducted on this subject.
B) Research evidence is strong and conclusive.
C) Results are not dependent on situational aspects.
D) The studies display a lack of consistent results.

Question 74

Which of the following is a potential benefit of empowering leadership and empowerment programs?

A) lower costs for selection and training
B) consistent service quality
C) lower labor costs for skilled employees
D) stronger task commitment

Question 75

The job description research found that strategic decision making is a more important activity for top managers than for lower-level managers.

Question 76

Most studies on the normative decision model provide support for it.

Question 77

Participative leadership should be used even if the manager has the necessary knowledge and is confident that the subordinates will accept the decision.

Question 78

Research on the consequences of using delegation ________.

A) is extensive
B) indicates it can be effective in appropriate situations
C) suggests it is successful for all decisions
D) proves that the competency of the leader plays in role in its success

Question 79

The election of leaders and use of policy-making councils or boards with elected members are ________.

A) uncommon in public sector organizations
B) unusual in professional associations
C) required by law in private sector business organizations
D) rare in private sector business organizations

Question 80

In Stewart's model, demands are the duties, activities, and responsibilities defined for someone who occupies a managerial position.