10-1
Chapter 10 Leaders and Leadership Answer Key
True / False Questions
1.
When leaders are effective, their influence often detracts from goal attainment.
FALSE
When leaders are effective, the influence they exert over others helps a group or an
organization achieve its performance goals. When leaders are ineffective, their influence
does not contribute to, and often detracts from, goal attainment.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Full-Range Leadership
2.
A manager’s personal leadership style is the specific way in which a manager chooses to
influence other people; it is how the manager approaches planning, organizing, and
controlling.
TRUE
A manager’s personal leadership style—that is, the specific ways in which a manager
chooses to influence other people—shapes how that manager approaches planning,
organizing, and controlling (the other principal tasks of managing).
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Full-Range Leadership
3.
Choice of job assignment to a subordinate is a part of a tangible reward.
TRUE
Reward power is the ability of a manager to give or withhold tangible rewards (pay raises,
bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the
back, respect).
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Full-Range Leadership
4.
The authority that a manager has based on the manager’s position in the organization’s
hierarchy is known as expert power.
FALSE
Expert power is based on the special knowledge, skills, and expertise that a leader
possesses. The nature of expert power varies, depending on the leader’s level in the
hierarchy.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Expert Power
5.
The complete key to understanding leader effectiveness is to understand a leader’s traits.
FALSE
Traits alone are not the key to understanding leader effectiveness. However, some
effective leaders do not possess all these traits, and some leaders who possess them are
not effective in their leadership roles.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and behavior models of leadership.
Topic: Behavioral Leadership
Topic: Trait Approaches to Leadership
6.
When leaders show their subordinates that they trust and respect them, they are trying to
initiate structure.
FALSE
Consideration is the behavior that indicates a manager’s trust, respect, and care for the
subordinates. Managers who truly look out for the well-being of their subordinates, and do
what they can to help subordinates feel good and enjoy their work, perform consideration
behaviors, whereas initiating structure is when the managers take steps to make sure that
work gets done, subordinates perform their jobs acceptably.
Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and behavior models of leadership.
Topic: Behavioral Leadership
Topic: Trait Approaches to Leadership
7.
Effective leaders and managers perform both initiating structure and consideration leader
behaviors.
FALSE
Research has found that effective leaders and managers do not necessarily perform both
initiating structure and consideration leader behaviors. The relationship between
performance of consideration and initiating-structure behaviors and leader effectiveness
is not clear-cut.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-02 Identify the traits that show the strongest relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and behavior models of leadership.
Topic: Behavioral Leadership
8.
Contingency models of leadership take into account the context within which the manager
acts.
TRUE
Contingency models propose that whether a leader who possesses certain traits or
performs certain behaviors is effective depends on, or is contingent on, the situation or
context.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
9.
The amount of legitimate power a leader has by means of the leader’s position in the
organization’s hierarchy is known as position power.
TRUE
The amount of legitimate, reward, and coercive power that a leader has by virtue of
his/her position in an organization; a determinant of how favorable a situation is for
leading.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
10.
According to Robert House, the path-goal theory focuses on what a leader can do to
motivate subordinates to achieve organizational goals.
TRUE
A contingency model of leadership proposing that leaders can motivate subordinates by
identifying their desired outcomes, rewarding them for high performance and the
attainment of work goals with these desired outcomes, and clarifying for them the paths
leading to the attainment of work goals.
AACSB: Analytical Thinking
leadership and management in organizations.
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
11.
Participative behavior is similar to consideration.
FALSE
Participative behaviors give subordinates a say in matters and decisions that affect them.
It is supportive behavior that is similar to consideration.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-03 Explain how contingency models of leadership enhance our understanding of effective
leadership and management in organizations.
Topic: Behavioral Leadership
Topic: Fiedler‘s Contingency Model of Leadership Effectiveness
12.
When transformational leadership occurs, subordinates trust the managers, are highly
motivated, and help the organization achieve its goals.
TRUE
When transformational leadership occurs, subordinates trust the managers, are highly
motivated, and help the organization achieve its goals.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
13.
Transformational leaders do not engage in transactional leadership.
FALSE
Many transformational leaders engage in transactional leadership. They reward
subordinates for a job well done and notice and respond to substandard performance.
Research has found that when leaders engage in transformational leadership, their
subordinates tend to have higher levels of job satisfaction and performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-04 Describe what transformational leadership is, and explain how managers can engage in it.
Topic: Transformational Leadership
14.
Subordinates trying to resist the influence of female managers more than male managers
is one of the reasons for female managers being more directive.
FALSE
Female managers may be more participative as leaders than are male managers because
subordinates may try to resist the influence of female managers more than they do the
influence of male managers.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Behavioral Leadership
15.
Emotional intelligence in a leader encourages followers to be creative because the
followers are more likely to take risks.
TRUE
Creativity in organizations is an emotion-laden process; it often entails challenging the
status quo, being willing to take risks and accept and learn from failures, and doing much
hard work to bring creative ideas to fruition in terms of new products, services, or
procedures and processes when uncertainty is bound to be high.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-05 Characterize the relationship between gender and leadership, and explain how emotional
intelligence may contribute to leadership effectiveness.
Topic: Emotional Intelligence
Multiple Choice Questions
16.
The process by which one person exerts influence over others and inspires, motivates, and
directs their activities is known as ________.
A.
empowerment
B.
time management
C.
D.
change management
Leadership is the process by which a person exerts influence over other people and
inspires, motivates, and directs their activities to help achieve group or organizational
goals.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Full-Range Leadership
17.
The person who inspires, motivates, and directs the activities of others so that they work
toward organizational goals is known as a ________.
A.
follower
B.
leadership substitute
C.
coercive leader
D.
leader
Leadership is the process by which a person exerts influence over other people and
inspires, motivates, and directs their activities to help achieve group or organizational
goals. The person who exerts such influence is a leader.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Full-Range Leadership
18.
The specific ways in which a manager chooses to influence others is known as ________.
A.
legitimate power
B.
personal leadership style
C.
reward power
D.
expert power
A manager’s personal leadership style is the specific ways in which a manager chooses to
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Trait Approaches to Leadership
19.
What kind of leadership shows a strong desire to serve and work for the benefit of
others?
A.
Personal leadership
B.
Professional leadership
C.
Effective leadership
D.
Servant leadership
As part of their personal leadership style, some leaders strive to truly serve others. Robert
Greenleaf, who was director of management research at AT&T and upon his retirement in
1964 embarked on a second career focused on writing, speaking, and consulting, came up
with the term “servant leadership” to describe these leaders. Servant leaders, above all
else, have a strong desire to serve and work for the benefit of others. Servant leaders
share power with followers and strive to ensure that followers’ most important needs are
met, that they are able to develop as individuals, that their well-being is enhanced, and
that attention is paid to those who are least well-off in a society.
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
20.
In Japan, prime emphasis is placed on the group rather than the person. This is an
example of a(n) ________ culture.
A.
collectivistic
B.
individualistic
C.
nurturing
D.
low uncertainty avoidance
The collectivistic culture in Japan places prime emphasis on the group rather than the
individual, so the importance of individuals’ own personalities, needs, and desires is
minimized.
AACSB: Diversity
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Culture
21.
The ability of a leader to get others to act in certain ways is known as that leader’s
________.
A.
power
B.
initiating structure
C.
philosophy
D.
task orientation
No matter what one’s leadership style, a key component of effective leadership is found in
the power the leader has to affect other people’s behavior and get them to act in certain
ways.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Empowerment
Topic: Personalized Power
22.
The authority that a manager has because of his/her position in the organizational
hierarchy is known as ________.
A.
coercive power
B.
legitimate power
C.
reward power
D.
referent power
Legitimate power is the authority a manager has by virtue of his/her position in an
organization’s hierarchy.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Legitimate Power
23.
James, the divisional manager at Leo Motors, has to consult with Mark when it comes to
the hiring procedures of the company because Mark is a senior human resources
manager. Which of the following would best describe the privileges that Mark enjoys?
A.
Reward power
B.
Referent power
C.
Legitimate power
D.
Coercive power
Legitimate powers include the power to hire new employees, assign projects to
subordinates, monitor their work, and appraise their performance.
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Legitimate Power
24.
Because Ann is a department manager, she has reward power. As a result of Ann’s power,
she ________.
A.
is able to give pay raises
B.
is an expert in the eyes of her subordinates
C.
can punish her subordinates, such as give verbal reprimands
D.
provides technical expertise relevant to the tasks her subordinates perform
Legitimate power is the authority a manager has by virtue of his/her position in an
organization’s hierarchy. Giving a bonus, increasing pay, etc., are based on reward power.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Legitimate Power
25.
The ability of a manager to give outcomes to or withhold outcomes from subordinates is
known as ________.
A.
legitimate power
B.
reward power
C.
expert power
D.
referent power
Reward power is the ability of a manager to give or withhold tangible rewards (pay raises,
bonuses, and choice job assignments) and intangible rewards (verbal praise, a pat on the
back, respect).
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Reward Power
26.
Because Greg is the assistant manager, he able to give or withhold tangible rewards.
Therefore, Greg is able to ________.
A.
delegate choice job assignments
B.
give verbal praise
C.
give a pat on the back
D.
grant respect
Reward power is the ability of a manager to give or withhold tangible rewards (pay raises,
bonuses, and choice of job assignments) and intangible rewards (verbal praise, a pat on
the back, respect).
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Reward Power
27.
Susan manages a large factory, and as a result, she has the right to punish subordinates,
which stems from her ______________ power.
A.
coercive
B.
legitimate
C.
referent
D.
expert
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Coercive Power
28.
Roberta, a store manager, uses her coercive power effectively to motivate employees.
Because of her coercive power, Roberta would be able to ________.
A.
fire a subordinate
B.
monitor her subordinates
C.
show respect for subordinates
D.
hire subordinates
Coercive power is the ability of a manager to punish others. Punishment can range from
verbal reprimands to reductions in pay or working hours to actual dismissal.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Coercive Power
29.
The type of power that is based on the specialized knowledge and skills of the leader is
________.
A.
legitimate power
B.
referent power
C.
expert power
D.
coercive power
Expert power is based on the special knowledge, skills, and expertise that a leader
possesses. The nature of expert power varies, depending on the leader’s level in the
hierarchy.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 10-01 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
Topic: Expert Power