1. Mastering the art of delegation and empowerment is essential to a leader’s growth, development, and effectiveness.
a. True
b. False
2. Granting authority is one of the key aspects of delegation.
a. True
b. False
3. Accountability is the right to tell others how to act to reach organizational objectives.
a. True
b. False
4. The process by which leaders distribute and entrust activities and related authority to other people in the organization
is known as accountability.
a. True
b. False
5. The three key aspects of delegation are granting authority, assigning responsibility, and requiring accountability.
a. True
b. False
6. Accountability flows downward.
a. True
b. False
7. Decentralization refers to the extent to which authority is delegated from one unit of the organization to another.
a. True
b. False
8. According to the formal authority view, authority flows upward.
a. True
b. False
9. Organizations can function properly without a system of authority.
a. True
b. False
10. Authority comes with position and results from delegation by a higher–level manager.
a. True
b. False
11. According to the formal view of authority, authority exists because someone was granted it.
a. True
b. False
12. There are two views of authority: the acceptance view of authority, and the informal view of authority.
a. True
b. False
13. The acceptance view of authority states that a supervisor’s authority originates only when that supervisor has
accepted his/her own authority.
a. True
b. False
14. Power is not related to leadership.
a. True
b. False
15. A high need for power is an important characteristic of successful managers.
a. True
b. False
16. The only way that power can be obtained is by experience.
a. True
b. False
17. Referent power is based on people’s identification with a leader and what that leader symbolizes.
a. True
b. False
18. A manager‘s power is diminished when he or she shares it with others.
a. True
b. False
19. Empowerment is the granting of authority to employees to make key decisions within their enlarged areas of
responsibility.
a. True
b. False
20. Companies that focus on employee empowerment place a high priority on recruiting and selecting the right people.
a. True
b. False
21. Some leaders do not like to delegate tasks due to the desire for control.
a. True
b. False
22. In terms of delegation, managers never feel that their employees are capable of doing tasks better than they can.
a. True
b. False
23. The strength of the manager–subordinate relationship is a key determinant of managerial delegation.
a. True
b. False
24. One reason for employees not welcoming delegation is the fear of failure.
a. True
b. False
25. Increased delegation may cause stress to employees.
a. True
b. False
26. Managers must assess an employee’s job maturity level and need for growth when selecting an employee for
delegation.
a. True
b. False
27. Reframing and training helps organizations to face adaptive challenges through changing values and behaviors and by
helping to identify new approaches and strategies.
a. True
b. False
28. Experiential learning refers to using an integrated process of experiencing, identifying, analyzing, and generalizing to
gain insights in learning.
a. True
b. False
29. Delegation leads to employee development.
a. True
b. False
30. Two of the least effective ways of empowering and developing people are coaching and teaching.
a. True
b. False
31. One of the benefits of delegation is that employees will have enhanced power.
a. True
b. False
32. Successful executives see themselves and their companies as dominating the environment.
a. True
b. False
33. Unsuccessful executives underestimate obstacles.
a. True
b. False
34. is best defined as the process by which leaders distribute and entrust activities and related authority to other
people in an organization.
a. Delegation
b. Controlling
c. Motivation
d. Centralization
35. is a key aspect of delegation.
a. Contingency planning
b. Requiring accountability
c. Financing
d. Brainstorming
36. In mid– to large-size organizations, the provides information to employees about the important job-related
tasks.
a. job specialization
b. job rotation
c. job description
d. job simplification
37. Granting authority, assigning responsibility, and requiring accountability are part of the:
a. delegation process.
b. regulation process.
c. consolidation process.
d. deregulation process.
38. The right to do something, is known as:
a. accountability.
b. authority.
c. responsibility.
d. liability.
39. Authority flows:
a. downward.
b. horizontally.
c. upward.
d. laterally.
40. Accountability flows:
a. downward.
b. laterally.
c. horizontally.
d. upward.
41. is best defined as the obligation that is created when an employee accepts a leader’s delegation of authority.
a. Accountability
b. Responsibility
c. Control
d. Dominance
42. The CEO of an organization fires a department head. The CEO is most likely to have got his authority from:
a. the middle management.
b. the supervisory management.
c. the operative employees.
d. the board of directors.
43. According to the formal theory of authority, authority is:
a. conferred.
b. taken.
c. accepted.
d. abdicated.
44. According to the acceptance theory of authority:
a. a manager has authority if the manager accepts that authority.
b. a manager has authority when it has been accepted by the manager’s subordinates.
c. a manager has authority when the authority is conferred upon him or her by higher management.
d. a manager has authority if he has formerly performed a managerial role in a different company.
45. is the the ability to influence individuals, groups, events, and decisions.
a. Power
b. Accountability
c. Responsibility
d. Parity
46. Which of the following is true of power?
a. A high need for power is an important characteristic of successful managers.
b. Power is not related to leadership.
c. Staff personnel have little power but much authority to influence line managers.
d. A leader’s possession of authority is sufficient to assure that subordinates respond as the leader’s desires.
47. Which of the following is an informal reward?
a. Pay
b. Promotion
c. Verbal praise
d. Employees’ bonuses
48. results from people’s perceived expectation that punishment will follow if they do not comply with the orders
of a leader.
a. Reward power
b. Coercive power
c. Referent power
d. Expert power
49. Tom is a very charming, hard-working, and dedicated leader. Which of the following types of power is Tom most
likely to possess because of these qualities?
a. Coercive power
b. Reward power
c. Intuitive power
d. Referent power
50. Jane is a manager and is highly knowledgeable and experienced in her area of specialization. Which of the following
types of power is Jane most likely to possess owing to her knowledge?
a. Expert power
b. Referent power
c. Coercive power
d. Reward power
51. develops from internalized values that dictate that a leader has an inherent right to influence subordinates.
a. Reward power
b. Coercive power
c. Legitimate power
d. Control–of–information power
52. The driving idea of empowerment is to:
a. get more work done by employees for the same amount of money.
b. decrease the workload of operative employees and increase the workload of supervisors.
c. increase the workload of the top level management.
d. provide employees closest to the work and to customers the opportunity to make decisions.
53. Which of the following is true of delegation?
a. Managers usually delegate more to employees who they perceive to be incompetent.
b. Some leaders do not delegate because of a lack of trust in other workers.
c. Some leaders do not delegate because employees are held accountable for results.
d. Managers do not delegate because delegation is ineffective in building skills.
54. A reason for employees not welcoming delegation is:
a. because they will not have the power to make decisions.
b. because it will lead to increased centralization in the organization.
c. because the duties given to them are often ambiguous or unclear.
d. because they have to do less work for lesser amount.
55. is defined as examining a situation from multiple vantage points to develop a holistic picture.
a. Deflecting
b. Reframing
c. Stagnating
d. Recasting
56. Two of the most significant ways of empowering and developing people are coaching and:
a. teaching.
b. analyzing.
c. controlling.
d. appraising.
57. Which of the following is a habit of unsuccessful managers?
a. They know they don’t have all the answers.
b. They estimate obstacles correctly.
c. They see themselves and their companies as dominating the environment.
d. There is a clear boundary between their personal interests and the corporation’s interests.
58. Describe the three key aspects involved in the delegation process.
3. been delegated specified tasks, to be responsible to the next higher level of
59. What are the two contradictory views regarding a manger’s source of authority?
1. The formal authority view – According to the formal theory of authority, authority is
conferred; authority exists because someone was granted it.
2.
The acceptance of authority view disputes the idea that authority can be conferred.
Those who believe in the acceptance view believe that a manager’s authority
60. Describe the six different ways by which a manager can obtain/possess power.
61. Define power. Explain how power can be used.
62. What is “empowerment,”and what is the driving idea behind empowerment?
63. It is important for successful managers to be able to delegate effectively, yet many managers are reluctant to do so.
Describe the reasons why leaders fail to delegate.
64. What are the reasons that employees may not welcome delegation?
65. What are the adaptive challenges that organizations face today?
66. What are the two most significant ways of empowering and developing people?
67. Describe the benefits of delegation.
68. What are the seven habits of unsuccessful executives?
1. They see themselves and companies as dominating their environment.
6. They underestimate obstacles.
7. They stubbornly rely on what worked for them in the past.