Deck 6: Managing Relationships With Your Direct Reports, bosses, and Peers

Question 1

According to the textbook,people at the lower levels of the hierarchy have power from _____.

A) their ability to support or resist
B) their ability to bring people at other levels together
C) their ability to define the organization's direction and way of operating
D) all of the above

Answer 1

A

Question 2

People with lower power in organizations tend to _____.

A) pay more attention to the behavior of people who are higher in the organization
B) pay less attention to the behavior of people who are higher in the organization
C) develop more complex interpretations of the behavior of people who are higher in the organization
D) both a & c

Answer 2

D

Question 3

In the Situational Leadership model,Paul Hersey and Ken Blanchard advise managers to focus on three criteria. Which of the following is not one of those criteria?

A) leadership style
B) employee readiness
C) task characteristics
D) level in hierarchy

Answer 3

D

Question 4

The quality of our relationships with our bosses,direct reports,and peers impacts our _____.

A) work effectiveness
B) career success
C) personal well-being
D) all of the above

Question 5

A boss who views the authority relationship as built on mutual respect and responsibility is likely to be _____.

A) interdependent in his/her orientation toward authority (Applied,Difficult)
B) dependent in his/her orientation toward authority
C) counterdependent in his/her orientation toward authority
D) none of the above

Question 6

The main point of the Situational Leadership model is _____.

A) a manager needs to figure out his/her natural style,and use it consistently across different situations
B) a manager needs to figure out his/her natural style,and hire primarily direct reports who will be responsive to that style regardless of the situation
C) a manager needs to modify his/her style to fit the characteristics of the situation
D) a manager needs to modify his/her style to fit the desires of his/her boss

Question 7

According to the textbook,_____.

A) people at lower,middle,and upper hierarchical levels all have power
B) people at middle levels of the hierarchy have very little power because they are caught between the lower and upper levels
C) people at lower,middle,and upper hierarchical levels have similar kinds of power
D) none of the above

Question 8

Fran manager has two direct reports,Harry and Sally. If Fran is using the Situational Leadership model,Fran will _____.

A) always use the same style with both Harry and Sally to show fairness
B) use the leadership style that he/she excels at so that Harry and Sally can predict their boss's behavior
C) change his or her style with both Harry and Sally,depending on circumstances
D) emphasize relationship-oriented behavior over task-oriented behavior overall

Question 9

The style that is low on relationship-focused behaviors and high on task-focused behaviors is _____.

A) telling
B) persuading
C) participating
D) delegating

Question 10

Cognitive complexity enables leaders to _____.

A) make their leadership style more consistent across situations
B) adjust their leadership style to fit the situation
C) use covert control more efficiently
D) control employees more closely

Question 11

When an employee is unwilling and unable to do a task independently,which style should be used?

A) telling
B) persuading
C) participating
D) delegating

Question 12

If we believe we cannot depend on authority figures to take care of us and that we can only count on ourselves,our orientation toward authority is likely to be _____.

A) interdependent
B) co-dependent
C) counterdependent
D) independent

Question 13

Toby has just started supervising Eloise,when he realizes there are going to be some problems. Any time Toby asks Eloise to do something,she does the exact opposite. Recently,Toby found out that Eloise has frequently made comment like,"Toby doesn't know what he's doing - he should just stay out of our way. Frankly,I've never had a boss who knew anything." According to researchers Bill Kahn and Kathy Kram,Eloise is most likely to have _____ orientation toward authority.

A) interdependent
B) dependent
C) counterdependent (Applied,Difficult)
D) none of the above

Question 14

The Situational Leadership Model recommends that managers should assess employee readiness by observing _____.

A) how motivated and confident a direct report is to do a particular task
B) how technically proficient a direct report is to do a particular task
C) whether the direct report has necessary skills and knowledge to do a particular task
D) all of the above

Question 15

An employee who is interdependent in his/her orientation to authority is likely to view his/her job as a direct report as _____.

A) a team player with the boss,sharing mutual respect and responsibility
B) to overly please the boss,even when the boss is incorrect
C) to work against the boss
D) a and b above

Question 16

According to the textbook,people at the upper levels have power from _____.

A) their ability to support or resist
B) their ability to engage in mandatory noncompliance
C) their ability to define the organization's direction and way of operating
D) all of the above

Question 17

Researchers Bill Kahn and Kathy Kram explain that there are three types of authority relations that play out at work.Which of the following is not one of these:

A) interdependent
B) independent
C) counterdependent
D) dependent

Question 18

A manager should use a "persuading" style under which of these circumstances?

A) The employee is both willing and able to perform a particular task independently with no input or follow-up needed or wanted from the manager.
B) The employee is proficient at a particular task,but is still dependent on the manager for psychological support.
C) The employee still needs technical support and follow-up,but is gaining in ability and motivation.
D) The employee is not willing and able to do a particular task independently.

Question 19

Our assumptions about authority relations influence ____.

A) whether we believe we can trust authority figures
B) whether we feel we can trust ourselves
C) whether we can create effective boss-direct report relationships
D) all of the above

Question 20

You have just been given supervisory responsibility for a department of highly educated scientists,many of who have been working successfully at their jobs for twenty years or more. They're working on a type of project that they're comfortable with and have excelled at their work several times in the past. According to the Situational Leadership Model,what management style should you use with these employees?

A) participating
B) delegating
C) telling
D) persuading

Question 21

Stanley Milgram and other researchers found that all of the following were likely to increase obedience to authority except _____.

A) assumption of personal responsibility
B) emphasis on the technical rather than human aspects of the interactions
C) trappings of legitimacy
D) closeness to the authority figure

Question 22

The Denison Leadership model focuses on what managers can do to create effective organizational cultures. Which of the following is not one of his suggestions for doing so?

A) promoting adaptability
B) practicing "tough love" as a manager
C) encouraging employee involvement
D) having clear policies,procedures,and norms

Question 23

In the Milgram experiments,approximately what percentage of the experiment subjects continued to "shock" the "learner" up to the maximum 450 volts?

A) Approximately10%
B) Approximately 25%
C) Approximately 65%
D) Approximately 80%

Question 24

You are familiar with the Denison Leadership Development Model,and so far,it has been working well for you. To date,you have communicated a clear vision to your employees,and given them clear policies and norms. According to Denison,what else do you need to do in order to be an effective manager?

A) encourage employee involvement
B) promote adaptability
C) raise employees' salaries to reward them when they achieve 5% increases in productivity
D) both a and b

Question 25

People who are empowered commonly share several beliefs. These beliefs include all of the following except _____.

A) The belief that their job is meaningful
B) The belief that they are competent at their job
C) The belief that someone else will largely regulate their behaviors
D) The belief that they can influence the work environment

Question 26

As an employee,you can avoid being overly influenced by people in authority who may ask you to engage in immoral or unethical acts by _____.

A) Preparing yourself to be ready to leave or expose an unethical or morally questionable situation
B) recognizing that you are responsible for your own behavior
C) being aware of your own attitudes toward authority
D) all of the above

Question 27

Based on the book,which of the following statements is true?

A) Bad mentoring may be worse than no mentoring at all
B) Hill's study found that most new managers relied more on their current bosses than on peers for support
C) Psychosocial support refers to the mentor's willingness to provide the protégé with challenging and high-visibility assignments
D) None of the above statements is true.

Question 28

Effective mentors help their protégés by providing ______.

A) instrumental support
B) psychological support
C) both a and b
D) none of the above

Question 29

The National Transportation Safety Board concluded that up to _____% of all plane crashes are caused by dysfunctional obedience to authority.

A) 5%
B) 15%
C) 25%
D) 65%

Question 30

According to your text,as a protégé,you should do all of the following except _____.

A) understand and adapt to your mentor's work style
B) show you are committed to your professional development
C) develop a network of developmental relationships
D) all of the above

Question 31

According to researcher Philip Zimbardo,which of the following organizational conditions can lead to abuse toward human beings by people in authority?

A) secrecy
B) vague or changing rules
C) diffusion of responsibility
D) all of the above

Question 32

Jane is very loyal to her organization because it has an organizational culture that promotes compassion toward others,especially in times of need. Which of the following is not likely to be true in this organization?

A) Values that support caring for others
B) Symbolic leadership and stories that express the importance of compassionate values
C) Networks and relationships that help acts of caretaking spread quickly when needed
D) All of the above inspire compassion in organizations

Question 33

According to researcher Blake Ashforth,abrasive bosses are characterized by _____.

A) cold and impersonal interactions
B) distrust of direct reports
C) public criticism of direct reports
D) all of the above

Question 34

If a manager wants to help employees be more innovative,the Denison Leadership models suggests that she is likely to have the biggest impact by focusing on _____.

A) consistency and employee involvement
B) mission and adaptability
C) mission and consistency
D) employee involvement and adaptability

Question 35

Researcher Jane Dutton and her colleagues found that organizations that create a "cascade of collective compassion" to help those in need are able to do the following:

A) provide the scope of resources needed (the breadth and variety of resources)
B) provide customization of needed resources (attention to the unique needs of individuals)
C) act quickly to provide necessary support
D) all of the above

Question 36

To manage your relationship with your boss effectively,you should _____.

A) assess your orientation toward authority
B) assess what your boss needs from you to be successful
C) let your boss know what you need to be effective in your job
D) all of the above

Question 37

According to a survey done by the Gallup Organization,employees who believe their organizations inspire and enable them to do their best work are more likely to answer "yes" to which of the following statements?

A) Do I know what is expected of me at work?
B) Am I free to do whatever I want to do at work?
C) Will I get a promotion within the next 6 months?
D) a and b above

Question 38

From studying the Denison model,you know that it is important to communicate a clear and engaging mission to your employees. Which of the following behaviors will help you to do this?

A) communicating the organization's long term strategies to employees
B) tracking employee progress against goals
C) helping employees see how the organization will look in the future
D) all of the above

Question 39

An employee who believes that he or she can change the workplace is ____.

A) empowered
B) enlightened
C) deluded
D) consultative

Question 40

According to researcher Gretchen Spreitzer,as a manager,you should do all of the following to inspire feelings of empowerment in your employees except _____.

A) Give employees access to information
B) Seek out your employees' opinions and use those opinions in decision-making
C) Give employees access to abundant resources
D) Establish clear goals and boundaries

Question 41

According to researcher Stacy Blake-Beard who studies mentoring across identity groups,_____.

A) protégés should primarily look for mentors who share their same identity groups (e.g.,race,gender,nationality,etc.)
B) mentors and protégés should look below surface differences and identify "deep level" similarities such as values,attitudes,knowledge and skills
C) past studies have found that attitude similarity has not been associated with higher group cohesiveness,satisfaction,performance ratings,and pay ratings.
D) attitude similarity is not a "catalyst for communication."

Question 42

According to this textbook,the idea that we try to influence other people's judgments of us to get what we want is captured by the term______.

A) task orientation
B) impression management
C) amiability orientation
D) self-handicapping strategy

Question 43

According to researcher Ray Friedman,minority network groups are more likely to be successful if ______.

A) they attract high potential minority employees
B) they provide many different kinds of activities
C) the regularly reach out to organizational members who are not members of the network group
D) all of the above

Question 44

According to researcher Harry Levinson,abrasive bosses are often very capable,action-oriented,and achievement driven.

Question 45

According to the Situational Leadership model,an effective manager should treat all direct reports the same to assure that they feel treated fairly.

Question 46

Research shows that people who use ingratiation tend to _____.

A) receive more favorable performance evaluations
B) receive less favorable performance evaluations
C) be less liked by their boss
D) none of the above

Question 47

Marcos generally sees his bosses as irrelevant or as hurdles to overcome.Marcos would be considered counterdependent in his attitudes toward authority.

Question 48

People are drawn toward energizers because _____.

A) they feel more engaged,motivated,and positive when they are around them
B) they feel they have meaningful goals in common
C) they are hopeful that they can make a difference
D) all of the above

Question 49

"Deep level" similarities (such as values,attitudes,knowledge,and skills)
between mentors and protégés can enhance the mentor-protégé relationship.

Question 50

Organizations that create cultures that inspire compassion depend on networks and relationships to provide the scale,scope,customization and speed of response required in times of need.

Question 51

In general,effective networks _____.

A) are primarily focused on a single goal
B) primarily focus on strong ties
C) are diverse
D) primarily contain ties with people in one's own work area

Question 52

According to Jane Dutton and Emily Heaphy,high quality connections can only be developed when people have spent a lot of time together.

Question 53

People who are lower in the organizational hierarchy tend to pay more attention to and develop more complex interpretations of the behavior of people who are higher than they are in the organizational hierarchy.

Question 54

According to Jane Dutton and Emily Heaphy,high quality relationships are characterized by _______.

A) both parties feeling emotionally connected,energized,and appreciated
B) adaptiveness and resilience
C) more engagement at work and better performance
D) all of the above

Question 55

Compared to strong ties,"weak ties" are less relevant to successful careers.

Question 56

In their studies of compassionate organizations,researchers found that customization (attention unique needs of individuals)
isn't relevant to help employees in need.

Question 57

Networking skills are part of your personality,and are very difficult to change without long-term,professional help.

Question 58

Self-awareness can lessen your chances of blindly conforming to authority and going against your conscience.

Question 59

Mentors can provide both instrumental and psychosocial support.

Question 60

People at lower,middle,and upper levels of the hierarchy all have sources of power.

Question 61

Describe what empowerment is and the four beliefs that empowered employees have (based on the research of Gretchen Spreitzer and Robert Quinn).

Question 62

Describe what strong and weak ties are,as well as the benefits of having each type in your network.

Question 63

Explain how your orientation toward authority can influence your relationship with your boss and direct reports .Interdependent.Depen dent.Counterdependent.

Question 64

Describe the Situational Leadership model.

Question 65

People who are energizers in organizations tend to be higher performers.

Question 66

If you want to develop an organizational culture that promotes compassion,especially for people in their time of need,describe at least 3 steps you could take to do so.

Question 67

Describe at least 5 actions an employee can take to proactively manage his/her relationship with the boss .