30.
Dan has been the marketing head at Blue Bay Resorts for the last seven years. His
marketing plans are well formulated and executed. Based on his knowledgeable, proficient
background, many colleges in the neighborhood invite Dan for a paper presentation on
marketing, which stems from his ________.
A.
coercive power
B.
empowerment power
C.
expert power
D.
consideration power
Expert power is based on the special knowledge, skills, and expertise that a leader
possesses. First-level and middle managers often have technical expertise relevant to the
tasks their subordinates perform.
AACSB: Reflective 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: Expert Power
31.
When leaders use their knowledgeability to perform their leadership roles, they are using
________ power.
A.
B.
empowerment
C.
expert
D.
consideration
Effective leaders take steps to ensure that they have an adequate amount of expert power
to perform their leadership roles. They may obtain additional training or education in their
fields, make sure they keep up with the latest developments and changes in technology,
stay abreast of changes in their fields through involvement in professional associations,
and read widely to be aware of momentous changes in the organization’s task and general
environments. Expert power tends to be best used in a guiding or coaching manner rather
than in an arrogant, high-handed manner.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
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: Expert Power
32.
The power of a leader that comes from the respect and loyalty of subordinates is known
as ________ power.
A.
reward
B.
legitimate
C.
D.
referent
Referent power is the power that comes from subordinates’ and coworkers’ respect,
admiration, and loyalty.
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: Referent Power
33.
The process of giving all employees the authority to make decisions and be responsible for
their outcomes is known as ________.
A.
coercion
B.
leadership
C.
empowerment
D.
delegation
Empowerment is the process of giving employees at all levels the authority to make
decisions, be responsible for their outcomes, improve quality, and cut costs.
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
34.
Bradley Motors gives assembly-line workers the authority to shut down the production line
whenever they believe that there is a quality defect in the production process. In granting
this authority to their workers, Bradley has implemented ________.
A.
empowerment
B.
relationship-oriented power
C.
consideration power
D.
referent power
Empowerment is the process of giving employees at all levels the authority to make
decisions, be responsible for their outcomes, improve quality, and cut costs.
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: Empowerment
35.
Fly Light gives its gate supervisors the authority to decide when to give a free ticket for a
future flight to a passenger who has volunteered to give up his/her seat when a flight has
been overbooked. This is an example of ________.
A.
facilitation
B.
empowerment
C.
bureaucracy
D.
charisma
When workers are given the authority to make decisions, empowerment has occurred.
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: Empowerment
36.
A factory supervisor gives the responsibility to a production worker to reject any parts that
that worker feels do not measure up to the required quality standards. This is an example
of ________.
A.
transformation
B.
transaction
C.
empowerment
D.
directive leadership
When workers are given the authority to make decisions, empowerment has occurred.
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: Empowerment
37.
A production supervisor delegates to a production worker the responsibility to schedule
his own work activities depending on the job requirements on the daily schedule. This
situation is an example of ________.
A.
initiating structure
B.
empowerment
C.
an unfavorable leadership situation
D.
participation
When workers are given the authority to make decisions, empowerment has occurred.
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: Empowerment
38.
The premise that effective leaders possess personal qualities that set them apart from
ineffective leaders is based on the ________ model.
A.
task-oriented
B.
path-goal
C.
contingency
D.
trait
The trait model of leadership focused on identifying the personal characteristics that
cause effective leadership. Researchers thought effective leaders must have certain
personal qualities that set them apart from ineffective leaders and from people who never
become leaders.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
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: Trait Approaches to Leadership
39.
Integrity and honesty help managers become effective leaders by helping them ________.
A.
understand complex issues and solve problems
B.
make good decisions and discover ways to increase efficiency and effectiveness
C.
deal with uncertainty and make difficult decisions
D.
behave ethically and earn their subordinates’ trust and confidence
Integrity and honesty help managers behave ethically and earn their subordinates’ trust
and confidence.
Refer: Table 10.1
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: Trait Approaches to Leadership
40.
According to the trait model, the attribute of leadership that helps managers deal with
uncertainty and make difficult decisions is ________.
A.
dominance
B.
honesty
C.
D.
tolerance for stress
Tolerance for stress helps managers deal with uncertainty and make difficult decisions.
Refer: Table 10.1
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: Trait Approaches to Leadership
41.
Which attribute of leadership helps managers in effectively influencing subordinates and
persisting when faced with obstacles or difficulties?
A.
dominance
B.
honesty
C.
D.
self-confidence
Self-confidence helps managers in effectively influencing subordinates and persisting
when faced with obstacles or difficulties.
Refer: Table 10.1
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: Trait Approaches to Leadership
42.
According to the trait model, the attribute of leadership that helps managers avoid acting
selfishly, control their feelings, and admit when they have made a mistake is ________.
A.
dominance
B.
honesty
C.
D.
tolerance for stress
Maturity helps managers avoid acting selfishly, control their feelings, and admit when they
have made a mistake.
Refer: Table 10.1
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: Trait Approaches to Leadership
43.
What leadership attribute helps managers deal with the many demands they face?
A.
Dominance
B.
Self-confidence
C.
Maturity
D.
High energy
High energy helps managers deal with the many demands they face.
Refer: Table 10.1
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: Trait Approaches to Leadership
44.
The behavior that a leader portrays when he/she expresses substantial levels of trust
toward a subordinate is ________.
A.
initiating structure
B.
consideration
C.
empowerment
D.
escalation of commitment
Leaders engage in consideration when they show their subordinates that they trust,
respect, and care about them.
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: Trait Approaches to Leadership
45.
Which of the following is displayed by managers who look out for their subordinates’ well–
being and see to it that they enjoy their work?
A.
Initiating structure
B.
Consideration behavior
C.
Empowerment
D.
Escalation of commitment
Leaders engage in consideration when they show their subordinates that they trust,
respect, and care about them. 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.
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: Trait Approaches to Leadership
46.
The Pulse, an HR consulting firm, conducts friendly competitions between teams and
rewards them with donuts every Friday morning. The main purpose of these games is to
promote togetherness in the organization. This effort by the management of The Pulse
best describes ________.
A.
initiating structure
B.
consideration
C.
empowerment
D.
task-structure
Leaders engage in consideration when they show their subordinates that they trust,
respect, and care about them. 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.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
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: Trait Approaches to Leadership
47.
When a leader assigns work to a subordinate and makes sure that the work gets done
acceptably, the leader is engaging in ________.
A.
empowerment
B.
initiating structure
C.
consideration
D.
relationship-oriented behavior
Leaders engage in initiating structure when they take steps to make sure that work gets
done, subordinates perform their jobs acceptably, and the organization is efficient and
effective.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
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: Trait Approaches to Leadership
48.
When a leader motivates subordinates to do a good job, the leader is engaging in
________.
A.
initiating structure
B.
expert power
C.
coercive power
D.
empowerment
Assigning tasks to individuals or work groups, letting subordinates know what is expected
of them, deciding how work should be done, making schedules, encouraging adherence to
rules and regulations, and motivating subordinates to do a good job are all examples of
initiating structure.
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: Trait Approaches to Leadership
49.
The concept that the effectiveness of a leader depends on the situation that the leader
faces is proposed by the ________ model leadership theory.
A.
trait
B.
contingency
C.
empowerment
D.
path-goal
According to contingency models, whether or not a manager is an effective leader is the
result of the interplay between what the manager is like, what he/she does, and the
situation in which leadership takes place.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
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
50.
Which of the following takes into account the situation or context within which leadership
occurs?
A.
Traits
B.
Contingency
C.
Empowerment
D.
Path-goal
Contingency models of leadership take into account the situation or context within which
leadership occurs. According to contingency models, whether or not a manager is an
effective leader is the result of the interplay between what the manager is like, what he or
she does, and the situation in which leadership takes place.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
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
51.
A leader who is primarily concerned with ensuring that subordinates perform their work at
a high-quality level is a(n) ________ type of leader.
A.
considerate
B.
task-oriented
C.
LPC
D.
relationship-oriented
Task-oriented leaders are primarily concerned with ensuring that subordinates perform at
a high level and focus on task accomplishment.
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
52.
Which type of leader seeks high quality of interpersonal relationships with his/her
subordinates?
A.
Considerate
B.
Task-oriented
C.
Transformational
D.
Relationship-oriented
Relationship-oriented leaders are primarily concerned with developing good relationships
with their subordinates and being liked by them. Relationship-oriented managers focus on
having high-quality interpersonal relationships with subordinates. This does not mean,
however, that the job does not get done when such leaders are at the helm. But it does
mean that the quality of interpersonal relationships with subordinates is a prime concern
for relationship-oriented leaders.
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: Relationship Motivated Leadership
53.
Which of the following, according to Fiedler, is a characteristic that managers cannot
change based on the situation?
A.
Knowledge
B.
Motivation
C.
Consideration
D.
Leadership
According to Fiedler, leadership style is an enduring characteristic; managers cannot
change their style, nor can they adopt different styles in different kinds of situations.
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
54.
According to Fiedler, the extent to which subordinates trust and are loyal to their superior
is known as ________.
A.
empowerment relations
B.
task-oriented relations
C.
leader-member relations
D.
initiating structure relations
Leader-member relations is the extent to which followers like, trust, and are loyal to their
leader.