Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
81. When Maple Leaf Sports & Entertainment gives out “good job” cards to employees who do
outstanding work, this is an example of what reinforcement strategy?
a. Punishment
b. Omission
c. Positive reinforcement
d. Negative reinforcement
e. None of these
Difficulty: 1 Page-Reference: 313
Question ID: 10-1-81 Skill: Comprehension
Objective: 10.5
82. The first step in establishing an effective MBO program is to
a. establish overall organizational goals.
b. communicate organizational goals to subordinates.
c. set goals for each subordinate.
d. find out what the subordinate’s goals are.
e. meet with subordinates to establish goals.
Difficulty: 3 Page-Reference: 314
Question ID: 10-1-82 Skill: Knowledge
Objective: 10.5
83. The system of procedures involving both managers and subordinates in setting goals and
periodically reviewing progress toward accomplishment of those goals is known as
a. reinforcement.
b. management by objectives.
c. participation.
d. job enrichment.
e. empowerment.
Difficulty: 1 Page-Reference: 313
Question ID: 10-1-83 Skill: Knowledge
Objective: 10.5
84. Aaron, a sales manager, selects MBO because the biggest advantage is
a. creating specific performance evaluation criteria.
b. automatic setting of subordinate goals by managers.
c. reducing employee turnover.
d. increased employee motivation.
e. reducing time spent in meetings.
Difficulty: 2 Page-Reference: 313-314
Question ID: 10-1-84 Skill: Comprehension
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
85. A management method of increasing employees’ job satisfaction by giving them a voice in how
they do their jobs is called
a. goal-setting theory.
b. reinforcement theory.
c. participative management.
d. management by objectives.
e. theory X.
Difficulty: 2 Page-Reference: 314
Question ID: 10-1-85 Skill: Knowledge
Objective: 10.5
86. At WestJet, front-line employees have the right to issue travel credits to customers who feel that
they have not been treated properly. This right is an example of
a. punishment.
b. omission.
c. positive reinforcement.
d. negative reinforcement.
e. empowerment.
Difficulty: 1 Page-Reference: 314-315
Question ID: 10-1-86 Skill: Comprehension
Objective: 10.5
87. At the Bowmanville, Ontario, plant of St. Mary’s Cement Inc., members of various departments
joined a team whose goal was to find ways to reduce the company’s energy bills. After analyzing the
situation, the committee developed a list of energy–saving initiatives and created plans to implement
them. This is an example of a
a. problem-solving team.
b. virtual team.
c. transnational team.
d. self-managed team.
e. project team.
Difficulty: 1 Page-Reference: 315
Question ID: 10-1-87 Skill: Comprehension
Objective: 10.5
88. John recently joined a team that sets its own goals, selects its own team members, and evaluates
its own performance. John is part of a
a. problem-solving team.
b. virtual team.
c. transnational team.
d. self-managed team.
e. project team.
Difficulty: 1 Page-Reference: 316
Question ID: 10-1-88 Skill: Comprehension
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
89. Mary recently joined a team that is charged with the responsibility of accomplishing a specific task
that requires using a combination of telecommunications and information technologies. Mary is part of a
a. problem-solving team.
b. virtual team.
c. transnational team.
d. self-managed team.
e. project team.
Difficulty: 1 Page-Reference: 316
Question ID: 10-1-89 Skill: Comprehension
Objective: 10.5
90. Jim is working on a team that is developing a new product. Jim is part of a
a. problem-solving team.
b. virtual team.
c. transnational team.
d. self-managed team.
e. project team.
Difficulty: 1 Page-Reference: 316
Question ID: 10-1-90 Skill: Comprehension
Objective: 10.5
91. When Fuji-Xerox sent 15 engineers from Tokyo to New York to work with U.S. engineers to
develop a “world copier,” this was an example of a
a. problem-solving team.
b. virtual team.
c. transnational team.
d. self-managed team.
e. project team.
Difficulty: 1 Page-Reference: 316
Question ID: 10-1-91 Skill: Comprehension
Objective: 10.5
92. Bob’s work week consists of four ten-hour days. Bob is working a
a. compressed work week.
b. flextime work week.
c. new-age work week.
d. partial work week.
e. reduced work week.
Difficulty: 1 Page-Reference: 318
Question ID: 10-1-92 Skill: Comprehension
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
93. Which of the strategies for enhancing job satisfaction is also used as a tool for managing the
planning process?
a. Management by objectives
b. Theory X and Y
c. Reinforcement and punishment
d. Participative management and empowerment
e. Job enrichment
Difficulty: 1 Page-Reference: 313-314
Question ID: 10-1-93 Skill: Knowledge
Objective: 10.5
94. What does a job enrichment program attempt to accomplish?
a. It attempts to add one or more motivating factors to the job situation.
b. It enriches the individual with a cash bonus for exceeding a quota.
c. It provides employees with a voice in how to do their jobs.
d. It provides an opportunity for employees and managers to meet and set goals for the coming year.
e. It helps to improve the worker by creating natural work groups and combining tasks.
Difficulty: 1 Page-Reference: 317
Question ID: 10-1-94 Skill: Comprehension
Objective: 10.5
95. Job redesign programs
a. motivate individuals with a high need for growth or achievement.
b. provide for rewards through reinforcement of desirable work behaviour.
c. permit two workers to share a single full-time job.
d. increase participative management within the organization.
e. facilitate the introduction of flextime into the organization.
Difficulty: 1 Page-Reference: 317
Question ID: 10-1-95 Skill: Knowledge
Objective: 10.5
96. In order to help increase Lee’s job satisfaction, he has been given additional responsibilities in the
dining area. This is an example of
a. combining tasks.
b. natural work grouping.
c. job redesign.
d. compressed work.
e. job enrichment.
Difficulty: 2 Page-Reference: 317
Question ID: 10-1-96 Skill: Comprehension
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
97. When software writers at Microsoft got to watch test users work with programs and discuss
problems with them, this was an example of
a. combining tasks.
b. worksharing.
c. forming natural work groups.
d. establishing client relationships.
e. flextime programs.
Difficulty: 2 Page-Reference: 317
Question ID: 10-1-97 Skill: Comprehension
Objective: 10.5
98. When the job done by a programmer who maintains computer systems is modified to include
some systems design and systems development tasks, this is an example of
a. flextime programs.
b. worksharing.
c. establishing client relationships.
d. combining tasks.
e. forming natural work groups.
Difficulty: 2 Page-Reference: 317
Question ID: 10-1-98 Skill: Comprehension
Objective: 10.5
99. When the new product manager creates a subsystem team composed of the mechanical
engineer, manufacturing manager, purchasing manager, and the marketing manager, this is an example
of
a. establishing client relationships.
b. flextime programs.
c. forming natural work groups.
d. combining tasks.
e. worksharing.
Difficulty: 2 Page-Reference: 317
Question ID: 10-1-99 Skill: Comprehension
Objective: 10.5
100. Marsha appreciated several things about her job, including her choice in scheduling the hours
she worked. This is an example of motivating employees through
a. Maslow’s workplace redesign.
b. flextime.
c. inflated workweek.
d. core time motivational training.
e. compressed workweek.
Difficulty: 1 Page-Reference: 318
Question ID: 10-1-100 Skill: Comprehension
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
101. Joe can choose four, five, or six days on which to work each week. This is an example of
a. worksharing.
b. telecommuting.
c. job redesign.
d. virtual offices.
e. flextime.
Difficulty: 1 Page-Reference: 318
Question ID: 10-1-101 Skill: Comprehension
Objective: 10.5
102. Steve outfitted a room in his home with the latest electronic communication equipment that
allows him to contact customers even though he is 350 miles away from the corporate offices. Steve’s
work schedule is an example of
a. telecommuting.
b. the virtual office.
c. flextime.
d. worksharing.
e. job redesign.
Difficulty: 1 Page-Reference: 319
Question ID: 10-1-102 Skill: Comprehension
Objective: 10.5
103. About ______ of the world’s labour force now works wherever they are, not just in the office.
a. one-tenth
b. one-fifth
c. one-third
d. one-half
e. two-thirds
Difficulty: 1 Page-Reference: 319
Question ID: 10-1-103 Skill: Knowledge
Objective: 10.5
104. Two managers are having a discussion. Bill says that the company’s new incentive system will
encourage high performance out of each employee because it clearly specifies what employees should
do and the results that will lead to rewards. Beth disagrees, and says that Bill is ignoring the fact that
employees will not be motivated if they don’t feel that they are being treated fairly. In this discussion, Bill
is making all of the following assumptions EXCEPT:
a. employees can understand the new incentive system.
b. employees are capable of achieving the results specified by the new incentive system.
c. employees who exert a similar level of effort will receive similar rewards.
d. employees will perceive that the rewards offered by the new incentive system are worth the effort
required to achieve the results that lead to those rewards.
e. employees believe that the things that the new incentive system calls for them to do are likely to
have an effect on the outcomes that affect their rewards.
Difficulty: 1 Page-Reference: 310-312
Question ID: 10-1-104 Skill: Analysis
Objective: 10.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
105. Two managers are having a discussion. Bill says that the company’s new incentive system will
encourage high performance out of each employee because it clearly specifies what employees should
do and the results that will lead to rewards. Beth disagrees, and says that Bill is ignoring the fact that
employees will not be motivated if they don’t feel that they are being treated fairly. For example, if Claire
is paid less than Sam, she will feel unfairly treated unless she is convinced that the difference is
warranted. Beth’s claim that Claire will be dissatisfied assumes which of the following?
a. Sam knows what Claire’s salary is.
b. Claire and Sam do pretty comparable work.
c. Sam has received more favourable performance reviews than Claire.
d. Claire achieves the goals set by the company’s incentive system.
e. Claire has not heard a persuasive justification for Sam’s larger salary.
Difficulty: 1 Page-Reference: 310-312
Question ID: 10-1-105 Skill: Analysis
Objective: 10.5
106. Suppose that a manager solicits ideas on how to increase sales revenue from the sales team
instead of simply offering incentives for reaching sales goals. Which of the following would most likely
result?
a. The sales team would likely be more motivated because they are more involved in the process.
b. The sales team would want to have clearly defined goals given to them.
c. The sales team would not get enough information to be able to generate ideas.
d. Too many unworkable ideas would be generated.
e. The motivation of the sales team would go up because they would have the chance of earning
more money.
Difficulty: 1 Page-Reference: 314-315
Question ID: 10-1-106 Skill: Application
Objective: 10.5
107. A modified work schedule that permits two or more employees to work part-time while filling a
single full-time job is known as
a. a quality circle.
b. flextime.
c. job cycling.
d. worksharing.
e. job enlargement.
Difficulty: 1 Page-Reference: 319
Question ID: 10-1-107 Skill: Knowledge
Objective: 10.5
108. Leadership is
a. the process of motivating others to work to meet specific objectives.
b. monitoring an organization’s performance to ensure that it is meeting its goals.
c. a method of increasing job satisfaction by designing a more satisfactory fit between workers and
their jobs.
d. determining what an organization needs to do and how best to get it done.
e. determining how best to arrange an organization’s resources into a coherent structure.
Difficulty: 2 Page-Reference: 320
Question ID: 10-1-108 Skill: Knowledge
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
Objective: 10.6
109. Which of the following is not an activity of leaders?
a. Developing a vision for the future
b. Communicating a vision to followers
c. Energizing people to overcome resource barriers
d. Monitoring actual results to see if they conform to planned results
e. Producing change
Difficulty: 2 Page-Reference: 320
Question ID: 10-1-109 Skill: Comprehension
Objective: 10.6
110. Leadership
a. refers to a manager choosing one alternative from among several options.
b. refers to both processes and behaviours used by someone to motivate, inspire, and influence the
behaviour of others.
c. means essentially the same thing as management.
d. focuses on outlining procedures, creating structure, monitoring results, and working toward tangible
outcomes.
e. none of these.
Difficulty: 1 Page-Reference: 320
Question ID: 10-1-110 Skill: Knowledge
Objective: 10.6
111. Managers focus on plans, results, and goals, whereas leaders focus on _____.
a. productivity
b. profitability
c. people
d. sales
e. controlling for results
Difficulty: 1 Page-Reference: 320-321
Question ID: 10-1-111 Skill: Knowledge
Objective: 10.6
112. Merrick, a manager, believes that because leadership is the ability to influence others to help
the organization achieve its goals, any person can be a leader, even entry-level employees. How is
Merrick’s reasoning open to criticism?
a. It does not account for the possibility that people who lack authority can still be leaders.
b. His definition of leadership is the most commonly used definition of leadership.
c. His definition is a variation of the most popular definition of leadership.
d. The company’s goals were not chosen well.
e. It ignores the effect that managerial authority has on one’s ability to influence others.
Difficulty: 1 Page-Reference: 320-321
Question ID: 10-1-112 Skill: Analysis
Objective: 10.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
113. If the following facts were known, which one would strengthen Merrick‘s argument that any
person can be a leader, even an entry–level employee?
a. Many other companies have adopted Merrick’s definition of leadership.
b. The cross-functional team structure at Merrick‘s company allows individuals to influence other
people even if they don’t have direct authority.
c. Most of the top managers in the company have come from the Sales Department, but only a few
have come from Quality Control.
d. The Human Resources department does a good job of recruiting a diverse group of job applicants.
e. Managers at the company are often recruited to serve in leadership positions at other companies.
Difficulty: 1 Page-Reference: 320-321
Question ID: 10-1-113 Skill: Analysis
Objective: 10.6
114. Terrence was chosen by his teammates to head the fund drive because he lives closest to the
ballpark. Terrell has emerged as _____.
a. a formal leader
b. a virtual leader
c. an informal leader
d. a charismatic leader
e. a scapegoat
Difficulty: 1 Page-Reference: 321-323
Question ID: 10-1-114 Skill: Knowledge
Objective: 10.6
115. _________ is most necessary to achieve coordination and systematic results and to handle
administrative activities during times of stability, while ___________ is most necessary to create and
direct change and to help the organization get through tough times.
a. Leadership; management
b. Management; leadership
c. Contingency management; crisis management
d. Systematic decision making; intuition
e. Formal leadership; informal leadership
Difficulty: 1 Page-Reference: 320-321
Question ID: 10-1-115 Skill: Knowledge
Objective: 10.6
116. ____________ lead for stability; _______________ lead for change.
a. Managers; leaders
b. Leaders; managers
c. Participative managers; autocratic managers
d. Transformational leaders; transactional leaders
e. None of these
Difficulty: 2 Page-Reference: 320-321
Question ID: 10-1-116 Skill: Knowledge
Objective: 10.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
117. The management style most frequently associated with a battlefield commander is
a. free-rein.
b. reinforcement.
c. democratic.
d. autocratic.
e. contingency.
Difficulty: 1 Page-Reference: 322
Question ID: 10-1-117 Skill: Knowledge
Objective: 10.7
118. His boss has just informed Carlos that the new product demonstration scheduled for next week
has just been moved to tomorrow. Unfortunately, Carlos and his subordinates have not started to put
together their demonstration. The management style that Carlos would find best under these conditions is
probably
a. autocratic.
b. democratic.
c. contingency.
d. reinforcement.
e. free-rein.
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-118 Skill: Application
Objective: 10.7
119. Scott manages a software development group. He has asked two of his subordinates to
accompany him and a prospective new employee to lunch. He wants their opinions but he will make the
final decision. Scott is using the ________ management style.
a. contingency
b. reinforcement
c. autocratic
d. free-rein
e. democratic
Difficulty: 1 Page-Reference: 322
Question ID: 10-1-119 Skill: Comprehension
Objective: 10.7
120. The Field Service department has just reported a potentially disastrous problem in a recently
launched product. The Engineering VP has called an emergency meeting with department heads and
specialized staff. Which management style is most likely to lead to the best solution?
a. Reinforcement
b. Contingency
c. Autocratic
d. Free-rein
e. Democratic
Difficulty: 1 Page-Reference: 322
Question ID: 10-1-120 Skill: Application
Objective: 10.7
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
121. Linda is the chairperson of a volunteer committee to raise funds for a new library. The
management style that she will most likely find to be most effective is the ________ style.
a. democratic
b. free-rein
c. autocratic
d. reinforcement
e. contingency
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-121 Skill: Application
Objective: 10.7
122. Which of the following statements best describes the autocratic approach to managerial style?
a. Be direct and tell people what you expect
b. Pay employees well and they will work hard
c. Involve your employees in important decisions
d. The best solution will depend upon the situation
e. Allow employees the freedom to be creative
Difficulty: 3 Page-Reference: 322
Question ID: 10-1-122 Skill: Comprehension
Objective: 10.7
123. Which of the following statements best describes the democratic leadership style?
a. Involve your employees in every decision
b. Pay employees well and they will work hard
c. Be direct and tell people what you expect
d. The best solution will depend upon the situation
e. Allow employees the freedom to be creative
Difficulty: 3 Page-Reference: 322
Question ID: 10-1-123 Skill: Comprehension
Objective: 10.7
124. Managers who serve as advisers to subordinates who are making decisions are using the
_________ style.
a. democratic
b. free-rein
c. autocratic
d. editorial
e. dictatorial
Difficulty: 1 Page-Reference: 322
Question ID: 10-1-124 Skill: Comprehension
Objective: 10.7
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
125. Which of the following statements best describes the free-rein leadership style?
a. Pay employees well and they will work hard
b. Allow employees the freedom to be creative
c. Involve your employees in every decision
d. The best solution will depend upon the situation
e. Be direct and tell people what you expect
Difficulty: 3 Page-Reference: 322
Question ID: 10-1-125 Skill: Comprehension
Objective: 10.7
126. The situational approach to leadership means that a manager should
a. use a democratic style when a rapid decision has to be made.
b. use an autocratic style when a rapid decision has to be made.
c. shift his or her managerial style based upon the situation that the manager faces.
d. use a free-rein style when managing a group of inexperienced, young workers.
e. use an autocratic style when managing a group of technicians.
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-126 Skill: Application
Objective: 10.7
127. Ben interviewed two applicants. In the interviews, he tried to determine each applicant’s level of
energy and level of self-esteem. Ben was applying the _____ approach to leadership.
a. charismatic
b. behavioural
c. trait
d. transformational
e. situational
Difficulty: 2 Page-Reference: 321
Question ID: 10-1-127 Skill: Comprehension
Objective: 10.7
128. Researchers of the behavioural approach to leadership assumed that _____.
a. behaviours of effective and ineffective leaders are similar
b. behaviours of effective leaders are the same in all situations
c. the trait approach to leadership was valid
d. behaviours of leaders were caused by the traits that leaders possessed
e. leaders could not change their leadership style in different situations
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-128 Skill: Knowledge
Objective: 10.7
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
129. Bill’s current leadership approach is to “sell” decisions that he makes to his subordinates. If he
wants to move one step in the direction of more freedom for subordinates, he should
a. present tentative decision subject to change.
b. present the problem, get suggestions, and then make the decision.
c. define limits, then ask the group to make decision.
d. make the decision and announce it.
e. present an idea and invite questions.
Difficulty: 3 Page-Reference: 322
Question ID: 10-1-129 Skill: Application
Objective: 10.7
130. A new manager faces low productivity in her department. Some of the employees are satisfied
and some are not. On what should the new manager most likely focus to improve productivity?
a. Virtual leadership
b. Task-oriented leader behaviours
c. Strategic leadership
d. Employee-oriented leader behaviours
e. Ethical leadership
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-130 Skill: Application
Objective: 10.7
131. A new manager observes high productivity in her department, yet her employees have low
levels of job satisfaction. On what should this manager most likely concentrate in order to improve job
satisfaction?
a. Virtual leadership
b. Task-oriented leader behaviours
c. Strategic leadership
d. Employee-oriented leader behaviours
e. Ethical leadership
Difficulty: 2 Page-Reference: 322
Question ID: 10-1-131 Skill: Application
Objective: 10.7
132. At Nordic Enterprises, Johann Ruud is most effective in carrying out the management of daily
tasks that must be performed. Which of the following approaches most likely characterizes Johann’s
management style?
a. Charismatic
b. Transactional
c. Transformational
d. Situational
e. Ethical
Difficulty: 2 Page-Reference: 323
Question ID: 10-1-132 Skill: Comprehension
Objective: 10.8
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
133. Transactional leadership is essentially the same as __________, while transformational
leadership is closer to the notion of ____________.
a. leadership; management
b. controlling; planning
c. management; leadership
d. organizing; planning
e. participative management; autocratic management
Difficulty: 1 Page-Reference: 323
Question ID: 10-1-133 Skill: Comprehension
Objective: 10.8
134. Which of the following is a prominent feature of virtual leadership?
a. Interpreting body language
b. Communicating with subordinates by phone calls and email
c. Strategic planning
d. Welcoming diversity
e. Face-to–face communication
Difficulty: 2 Page-Reference: 326
Question ID: 10-1-134 Skill: Knowledge
Objective: 10.8
135. Japan is characterized by _________, whereas Canada is characterized by________ _____.
a. an emphasis on leadership traits; an emphasis on leadership behaviours
b. individualism; collectivism
c. an emphasis on leadership behaviours; an emphasis on leadership traits
d. collectivism; individualism
e. gender bias; no gender bias
Difficulty: 1 Page-Reference: 325
Question ID: 10-1-135 Skill: Knowledge
Objective: 10.8
136. Charismatic leaders do all of the following except
a. set high expectations for themselves.
b. structure the work of subordinates so they will be efficient in carrying out their tasks.
c. energize others by demonstrating personal excitement.
d. empathize with others.
e. express confidence in others.
Difficulty: 1 Page-Reference: 323
Question ID: 10-1-136 Skill: Comprehension
Objective: 10.8
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
137. In a move to become less hierarchical, many organizations have eliminated the old-fashioned
command and control mentality. This is most consistent with the idea of __________.
a. leaders as coaches
b. transactional leadership
c. situational leadership
d. trait leadership
e. substitutes for leadership
Difficulty: 1 Page-Reference: 324
Question ID: 10-1-137 Skill: Comprehension
Objective: 10.8
138. Recent corporate scandals have led to calls for more attention to ___________.
a. virtual leadership
b. ethical leadership
c. strategic leadership
d. charismatic leadership
e. participative management
Difficulty: 1 Page-Reference: 326
Question ID: 10-1-138 Skill: Knowledge
Objective: 10.8
139. Transactional leadership most often involves _____.
a. the creation of a vision to guide change
b. envisioning likely future trends
c. routine activities
d. recognizing the need for change
e. energizing others by demonstrating personal excitement
Difficulty: 2 Page-Reference: 323
Question ID: 10-1-139 Skill: Comprehension
Objective: 10.8
140. Which statement is correct regarding charismatic leadership?
a. Charismatic leadership ideas are unpopular among contemporary managers.
b. Many studies have examined the impact of charismatic leadership.
c. Ethical concerns about charismatic leadership trouble some people.
d. Taking over a leadership role from a charismatic leader is typically easier than following a leader
lacking in charisma.
e. All of these.
Difficulty: 2 Page-Reference: 323-324
Question ID: 10-1-140 Skill: Knowledge
Objective: 10.8
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
141. Which of the following is correct with regard to male and female leadership?
a. Female leaders are more nurturing than male leaders.
b. Male leaders have a tendency to be more autocratic than females leaders.
c. Male leaders are harsher than female leaders.
d. Male leaders are more task-focused than female leaders.
e. All of these.
Difficulty: 2 Page-Reference: 325
Question ID: 10-1-141 Skill: Knowledge
Objective: 10.8
142. In exercising strategic leadership, what is a leader most likely to do?
a. Focus on company efficiency
b. Focus on company profitability
c. Align the company with its environment
d. Avoid environmental impact on the firm
e. It is not possible to say with the information given
Difficulty: 2 Page-Reference: 326
Question ID: 10-1-142 Skill: Comprehension
Objective: 10.8
143. Which of the following is true about Canadian and American managers?
a. Canadians usually use a democratic style while Americans prefer an autocratic style.
b. Americans are more committed to their companies.
c. Americans seem to be more willing to follow the latest management fad.
d. Americans are more open to different cultures.
e. Americans are more subtle than Canadians.
Difficulty: 2 Page-Reference: 325-326
Question ID: 10-1-143 Skill: Knowledge
Objective: 10.8
1. Employees who are frequently absent for minor illnesses, personal reasons, or a general desire to
avoid work are likely expressing their dissatisfaction with the job.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-144 Skill: Comprehension
Objective: 10.1
2. An unusually high turnover rate may be the signal needed for a manager to begin an inquiry into the
level of job satisfaction within the company.
a. True
b. False
Difficulty: 1 Page-Reference: 305
Question ID: 10-2-145 Skill: Comprehension
Objective: 10.1
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
3. The benefits of organizational citizenship are more indirect than the benefits of performance
behaviours.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-146 Skill: Comprehension
Objective: 10.1
4. Emotional intelligence does not play a role in employee personality.
a. True
b. False
Difficulty: 2 Page-Reference: 304
Question ID: 10-2-147 Skill: Knowledge
Objective: 10.2
5. The “Big 5” personality traits show how individuals differ from one another, but they are not
associated with higher or lower job performance.
a. True
b. False
Difficulty: 2 Page-Reference: 303-304
Question ID: 10-2-148 Skill: Knowledge
Objective: 10.2
6. The most important of the “Big 5” personality traits is conscientiousness.
a. True
b. False
Difficulty: 2 Page-Reference: 303-304
Question ID: 10-2-149 Skill: Comprehension
Objective: 10.2
7. Extroverts tend to be higher overall job performers than introverts.
a. True
b. False
Difficulty: 2 Page-Reference: 304
Question ID: 10-2-150 Skill: Knowledge
Objective: 10.2
8. Because emotional intelligence is biologically based, it is difficult to teach.
a. True
b. False
Difficulty: 2 Page-Reference: 304
Question ID: 10-2-151 Skill: Comprehension
Objective: 10.2
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 10—Motivating and Leading Employees
9. Morale is a better predictor of performance than job satisfaction.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-152 Skill: Comprehension
Objective: 10.2
10. Employees who are satisfied with their job usually have fewer grievances, are more likely to come
to work each day, and remain with the company for a longer period of time.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-153 Skill: Comprehension
Objective: 10.2
11. Job satisfaction is the mental attitude that employees have about their workplace.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-154 Skill: Knowledge
Objective: 10.2
12. High levels of job satisfaction generally lead to high levels of productivity.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-155 Skill: Comprehension
Objective: 10.2
13. Job satisfaction can be described as the enjoyment a person feels as a result of doing a job.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-156 Skill: Knowledge
Objective: 10.2
14. All organizations face the basic challenge of managing psychological contracts.
a. True
b. False
Difficulty: 2 Page-Reference: 305
Question ID: 10-2-157 Skill: Knowledge
Objective: 10.3