Deck 12: Leading in a Dynamic Environment

Question 1

Typically, organizing involves creating a vision of the future, devising a strategy for achieving that vision, and communicating the vision so that everyone understands and believes in it.

Answer 1

False

Question 2

Leadership entails building a culture that will inspire and motivate people to overcome obstacles.

Answer 2

True

Question 3

The general consensus is that effective leaders use a task rather than a relations orientation.

Answer 3

False

Question 4

Underlying the trait focus is the assumption that some people are endowed with certain physical characteristics, aspects of personality, and attitudes.

Question 5

Traits are a sufficient means for managers to predict the leadership abilities of their employees.

Question 6

Possession of the listed qualities of effective leaders ensures that you will become a leader.

Question 7

Trait research was successful in predicting leadership success consistently.

Question 8

Despite the evidence that leaders tend to differ from nonleaders with respect to certain traits, traits alone cannot predict leadership ability.

Question 9

Setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas are behaviors associated with a relations orientation.

Question 10

Underlying the position power approach to leadership is the assumption that some people are "natural leaders and are thus endowed with certain traits not possessed by other individuals.

Question 11

Referent power means that a leader's effectiveness is based on task-orientation such as setting goals, giving directions, setting standards, supervising worker performance, and applauding new ideas.

Question 12

Authority is the right to get something done and is officially sanctioned; power is the ability to get results.

Question 13

Position power is derived from the opportunities inherent in a person's position within an organization.

Question 14

Personal power is derived from the opportunities inherent in a person's position in an organization.

Question 15

Personal power is derived from the interpersonal relationship between a leader and his or her followers.

Question 16

Position power includes legitimate power, referent power, coercive power, and information power.

Question 17

CEOs, managers, security personnel, and other have legitimate power simply because of the formal positions they hold.

Question 18

Power stemming from formal authority based on the particular position a person holds in an organization is commonly referred to as coercive power.

Question 19

The power to discipline, punish, and withhold rewards is referred to as coercive power.

Question 20

Personal power includes legitimate power, coercive power, reward power, information power, and expert power.

Question 21

Personal power includes expert power and referent power.

Question 22

The ability to influence based on personal liking, charisma, and reputation is referred to as reward power.

Question 23

Computer specialists often have substantial expert power in organizations because they have technical knowledge that others need.

Question 24

The giving away and sharing of power with those who need it to perform their job functions is referred to as total quality management.

Question 25

Expert power is the ability to influence another person because of knowledge and competence.

Question 26

Referent power is the ability to influence another person because of knowledge and competence.

Question 27

Personalized power orientation is associated with a strong desire for esteem and status.

Question 28

Personalized power is often used for the benefit of others to make them feel strong and responsible.

Question 29

Individuals with a personalized power orientation often act impulsively.

Question 30

Individuals with a socialized power orientation use their power for the benefit of others, to make them feel stronger and more responsible.

Question 31

Self-leadership is often referred to as followership.

Question 32

Self-leaders have a willingness to take the initiative and deal with problems yet lack an understanding of the organization and their contributions to it.

Question 33

Self-leaders have the capacity to motivate themselves and stay focused on tasks.

Question 34

According to the leadership substitutes paradigm, leadership substitutes make leadership behavior irrelevant or redundant.

Question 35

A neutralizer is a condition that counteracts leader behavior and/or prevents the leader from having an effect on a follower or a specific situation.

Question 36

The situational leadership model examines the interaction between leadership behavior, the situation, and the leader's readiness.

Question 37

The participating style of leadership is typified by a leader who provides the subordinates with an emphasis on specifics of the task.

Question 38

With the telling style of leadership, the leader provides specific instructions and closely supervises performance.

Question 39

Empowerment is designed to increase the power and autonomy of all employees in an organization.

Question 40

Empowerment of employees can also be a powerful motivational tool.

Question 41

Empowerment is often described as delegation or devolution of power.

Question 42

Transformational leadership increases follower motivation by activating the lower needs of followers.

Question 43

Transformational leadership refers to the leader's ability to influence employees to achieve more than was originally expected or thought possible.

Question 44

One characteristic of transformational leadership is the ability to help subordinates to think beyond their own self-interest to the needs of the work teams and the organization.

Question 45

Transformational leaders are willing and able to accept the status quo.

Question 46

Emotional intelligence in the workplace means simply controlling your temper in highly charged emotional situations and getting along with people.

Question 47

A recent study found that sales people with a higher level of emotional intelligence produced twice the revenue of so-called "average" performers.

Question 48

The personal competence component of emotional intelligence refers to the skills of working effectively with others.

Question 49

The characteristics of the social competence component of emotional intelligence include the ability to understand what others are feeling.

Question 50

In comparing women and men as leaders, women tend to use leadership behaviors that are more directive. Men tend to use more transformational behavior.

Question 51

In comparing women and men as leaders, women tend to use behaviors that are more transformational. Men tend to use behaviors that are more directive.

Question 52

Women are better at expressing feelings and accessing their emotions, while male leaders showed higher levels of resilience and thoroughness than women leaders.

Question 53

Women leaders feel they must struggle harder than men to succeed.

Question 54

The CEO of Wal-Mart spends the majority of his work time determining his company's objectives, motivating behavior in pursuit of these objectives, and influencing group maintenance and culture. That means, he spends the majority of his time engaged in

A) control.
B) organizing.
C) leadership.
D) supervision.
E) directing.

Question 55

In addition to creating, devising the strategy for, and communicating the vision of the future of her company, the founder also believes that it is her obligation to provide an environment that will inspire and motivate her employees to overcome obstacles. This belief best represents which of the following concepts?

A) leadership
B) controlling
C) planning
D) directing
E) organizing

Question 56

The assumption that some people are natural leaders, endowed with certain qualities not possessed by others, is contained within

A) the behavioral approach.
B) the trait approach.
C) contingency models.
D) expert perspective.
E) initiating structure.

Question 57

The first day at a new job, ask your supervisor, "What is your view of leadership? Your supervisor answers, "I believe that some people are natural leaders and are endowed with certain traits not possessed by other individuals. Based on this answer, you make a mental note that you supervisor subscribes to the __________ approach to understanding leadership.

A) trait
B) psychological
C) transformational
D) contingency
E) behavioral

Question 58

Evidence suggests that leaders and nonleaders differ on several traits. According to our textbook, leaders possess greater levels of all of the following attributes except one. This one exception is

A) drive.
B) motivation.
C) honesty and integrity.
D) conceptual ability.
E) physical strength.

Question 59

The __________ approach to leadership examines what effective leaders do rather than what effective leaders are.

A) task
B) transformational
C) introspective
D) behavioral
E) contingency

Question 60

__________ models of leadership include those that define a leader's effectiveness based on task-orientation such as setting performance goals, giving directions, setting standards, providing resources, and supervising worker performance.

A) Trait
B) Objective
C) Subjective
D) Referent Power
E) Behavioral

Question 61

Megan Andrews is the CEO of a chain of Italian restaurants in the Pacific Northwest. One thing that distinguishes Megan in her leadership style is a capacity to show empathy for others, establish trusting relationships, and provide workers the opportunity to participate in decision making. Megan is an example of a leader who has a __________ orientation.

A) relations
B) neutralizer
C) task
D) labor
E) responsibility

Question 62

The general consensus is that effective leaders use

A) a task orientation.
B) a relations orientation.
C) a responsibility orientation.
D) a combination of behavioral orientations.
E) a labor orientation.

Question 63

Setting performance goals, planning and scheduling work, coordinating activities, and giving directions are examples of which of the following?

A) task orientation
B) objective orientation
C) subjective orientation
D) contingency orientation
E) relations orientation

Question 64

Jack Smith repeatedly set performance goals for his subordinates and critically supervised their work performance. Jack went so far as to plan and schedule their work days. Jack's behavior is evidence of which of the following?

A) task orientation.
B) readiness orientation.
C) subjective orientation.
D) contingency orientation.
E) relations orientation.

Question 65

Behavior that shows empathy for subordinates, support for their needs, and trust relationships with them is evidence of

A) task orientation.
B) objective orientation.
C) subjective orientation.
D) situational orientation.
E) relations orientation.

Question 66

Calvin is typically very responsive to his boss's requests because he knows that his boss has the power to grant him tangible benefits such as a pay raise, a promotion, or a better work schedule. In this example, Calvin is responding to his boss's __________ power.

A) reward
B) information
C) expert
D) coercive
E) legitimate

Question 67

Richard McCormick, the CEO of his own company, is able to provide high performing employees tangible benefits such as bonuses, salary increases, and promotions. The ability to distribute these types of benefits gives Mr. McCormick __________ power.

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

Question 68

The two forms of personal power are

A) legitimate and information.
B) expert and referent.
C) expert and reward.
D) referent and legitimate.
E) reward and coercive.

Question 69

Adam Smith is personal assistant to Stan Churchill, the President of North Sea Shipping. Because of his position, Mr. Smith has access to a tremendous amount of information that flows in and out of the president's office. Mr. Smith's unique access provides him __________ power.

A) information
B) coercive
C) referent
D) legitimate
E) expert

Question 70

Hal Williams is a computer specialist who is known throughout his firm for his ability to troubleshoot computer problems. As a result of his skills in this area, Hal has become a very influential person in his firm. Based on this example, we can conclude that Hal has acquired __________ power.

A) reward
B) expert
C) information
D) coercive
E) legitimate

Question 71

Cycle Sports is a chain of motorcycle dealerships in Ohio and Indiana. During the past three years, the company was forced to close twelve dealerships and almost went bankrupt as a result of declining sales. Mr. Rich Berry, who is a marketing specialist, was hired by the company five months ago and has made tremendous progress in turning things around. As a result of his marketing savvy, Mr. Berry has quickly become a very influence person in the firm. Mr. Berry has become influential because of __________ power.

A) referent
B) expert
C) reward
D) information
E) legitimate

Question 72

The four forms of position power are

A) legitimate, coercive, reward, and information.
B) information, expert, referent, and coercive.
C) legitimate, coercive, referent, and expert.
D) legitimate, reward, coercive, and referent.
E) coercive, reward, information, and expert.

Question 73

The ability to influence based on personal liking, charisma, and reputation is called

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

Question 74

The CEO of General Signal Corporation has the ability to bring together human, informational, and material resources to get something done. This ability, in the context of a discussion on leadership, is referred to as

A) control.
B) authoritativeness.
C) management.
D) prerogative.
E) power.

Question 75

Kevin Rollins is the newly appointed manager of R&D at Trident Software. In the context of a discussion of leadership, in order to get the human, informational, and material resources necessary to effectively run his department, Kevin needs

A) prestige.
B) competence.
C) ability.
D) personality.
E) power.

Question 76

__________ is the right to get something done and is officially sanctioned; __________ is the ability to get results.

A) Authority, personality
B) Authority, power
C) Ability, personality
D) Competence, skill
E) Power, talent

Question 77

Which of the following best describes who can attain power in an organization?

A) top management
B) top management and the board of directors
C) anyone with the title "manager" or "supervisor"
D) employees who bring resources into the firm
E) anyone, regardless of rank

Question 78

The type of power that is derived from opportunities inherent in a person's position in an organization is referred to as

A) personal power.
B) legitimate power.
C) organizational power.
D) referent power.
E) follower-centered power.

Question 79

Which of the following is not a form of position power?

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

Question 80

The type of power that is derived from the interpersonal relationship between a leader and his or her followers is called

A) hierarchical power.
B) position power.
C) supervisory power.
D) institutional power.
E) personal power.