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Chapter 13 Leadership: Power and Negotiation Answer Key
True / False Questions
1.
From time to time, leaders need to resist the influence of other leaders or higher-ups to do
what’s best for their own unit.
2.
The three types of organizational power—that is, legitimate, reward, and coercive—are
derived primarily from a person’s position within the organization.
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Topic: Power
3.
There are six major types of power, grouped along two dimensions.
4.
Legitimate power gives a person the right to ask employees to do something outside the
scope of their jobs or roles within the organization.
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5.
Reward power and coercive power are somewhat intertwined with referent power.
6.
Referent power operates primarily on the principle of fear.
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7.
It is impossible for a person to possess all of the forms of power at the same time.
8.
The personal forms of power are more strongly related to organizational commitment and
job performance than are the organizational forms.
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9.
When using legitimate power, managers should be careful to offer the types of rewards
people desire and not promise more than they can deliver.
10.
If a person works alone and performs tasks that nobody sees, even when he or she has
high levels of expert and referent power, his or her ability to influence others is greatly
reduced.
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11.
Substitutability is defined as how important a person’s job is and how many people
depend on that person to accomplish their tasks.
12.
A leader’s power increases with his or her centrality, discretion, and visibility, but not his
or her substitutability.
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13.
The absolute power of the “influencer” and “influencee” is as important as the disparity
between them.
14.
Influence most frequently occurs downward in organizations.
15.
It is possible to exert influence in all directions: upward, downward, and lateral.
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16.
Rational persuasion is the only tactic that is consistently successful in the case of upward
influence.
17.
Consultation occurs when the target is allowed to participate in deciding how to carry out
or implement a request.
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18.
Ingratiation has been shown to be more effective when used as a short-term strategy.
19.
Apprising requires that the requestor have something of value to offer.
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20.
Rational persuasion, consultation, inspirational appeals, and collaboration take advantage
of organizational rather than personal forms of power.
21.
For a leader, a subordinate’s compliance is the most desirable response to influence
tactics because it results in employees putting forth the greatest level of effort in
accomplishing what they are asked to do.
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22.
For a leader, internalization is the best outcome of influence tactics.
23.
Politics are a fact of life in organizations; you can’t escape them.
24.
Research has supported the notion that to be effective, leaders must have a certain
degree of political skill.
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25.
Guanxi represents relationships between two people that involve obligation but not
sentiment.
26.
Social astuteness is defined as an adeptness at identifying and developing diverse
contacts.
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27.
High levels of organizational politics have been shown to be beneficial to company
performance as a whole.
28.
Organizational factors that are the most likely to increase political activity are those that
raise the level of uncertainty in the environment.
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29.
As a conflict resolution style, accommodating occurs when one party wants to remain
neutral, stay away from conflict, or postpone the conflict to gather information or let things
cool down.
30.
Leaders will typically use an avoiding conflict resolution style when an issue is really not
that important to them but is very important to the other party.
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31.
Collaboration is seen as a win-win form of conflict resolution.
32.
Compromise is the most common form of conflict resolution, whereby each party’s losses
are offset by gains and vice versa.
13–16
33.
Integrative bargaining is similar in nature to a competing approach to conflict resolution.
34.
Distributive bargaining is aimed at accomplishing a win–win scenario.
35.
The most important step of negotiation is preparation.
13–17
36.
A BATNA describes each negotiator’s bottom line.
37.
When a leader draws on legitimate sources of power, a stronger emotional bond can be
created with the employee, boosting affective commitment.
38.
Repeated uses of coercive power or repeated reliance on hard influence tactics such as
pressure or coalitions could actually decrease organizational commitment levels.
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39.
Power and influence can have a moderate positive effect on organizational commitment.
Multiple Choice Questions
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40.
Which of the following refers to the use of power and influence to direct the activities of
followers toward goal achievement?
41.
_____ can be defined as the ability to influence the behavior of others and to resist
unwanted influence in return.
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42.
Major types of power can be grouped along two dimensions: