c.
Personal
d.
Control
e.
Positional
c
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
117. Which of the following is the power coming from a formal management position in the organization?
a.
Referent power
b.
Coercive power
c.
Reward power
d.
Legitimate power
e.
Expert power
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
118. Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says because he’s the
boss. This is an example of:
a.
referent power.
b.
legitimate power.
c.
coercive power.
d.
reward power.
e.
expert power.
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
119. Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate’s behaviors. All
of these actions are highly valued by the work group. This is an example of:
a.
coercive power.
b.
legitimate power.
c.
reward power.
d.
expert power.
e.
referent power.
c
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
120. _____ power is based in the ability of the leader to do such things as recommend promotions.
a.
Coercive
b.
Expert
c.
Reward
d.
Referent
e.
Personal
c
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
121. Which of the following types of power is vested in the manager’s ability to punish employees?
a.
Coercive
b.
Reward
c.
Expert
d.
Referent
e.
Personal
a
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
122. Beth, a middle manager at Heather’s Handbags, uses threats and punishments as ways of influencing the behavior of
his subordinates. Which of the following sources of power is Beth relying on?
a.
b.
c.
d.
e.
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
123. Which of the following types of power stems from a leader’s special knowledge?
a.
Reward power
b.
Referent power
c.
Legitimate power
d.
Coercive power
e.
None of these
e
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
124. Referent power depends on the leader’s:
a.
formal title.
b.
position in the hierarchy.
c.
personal characteristics.
d.
salary.
e.
reward power.
c
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
125. All of the following are essential parts of any definition of leadership EXCEPT:
a.
influence.
b.
people.
c.
goals.
d.
coercive power.
e.
influence and people only.
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
126. Peter has the ability to convince others to work toward organizational objectives. This ability is known as _____.
a.
motivation
b.
leadership
c.
commitment
d.
a conceptual skill
e.
personal agenda
517
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
127. Which of the following is the most frequently used and a highly effective influence strategy?
a.
Using rational persuasion
b.
Rewarding desired behaviors
c.
Relying on the rule of reciprocity
d.
Making people like you
e.
Developing allies
a
519
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
128. When leaders influence others through the exchange of benefits or favors, which influence tactic is being used?
a.
Develop allies
b.
Use rational persuasion
c.
Make people like you
d.
Rule of reciprocity
e.
Reward behaviors
519
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
129. The six interpersonal influence tactics for leaders include all of the following EXCEPT:
a.
use rational persuasion.
b.
rely on the rule of reciprocity.
c.
develop allies.
d.
do not worry about people liking you.
e.
reward the behaviors you want.
519-520
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
130. All of the following are interpersonal influence tactics EXCEPT:
a.
reward the behaviors you want.
b.
develop allies.
c.
rely on the rule of demand.
d.
make use of higher authority.
e.
ask for what you want.
c
520
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
Scenario – Barry Bailey
The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc’s
Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with
what she had learned. She is now reviewing the material she covered.
131. Barry will develop strong skills in working with her people and also strong ability in accomplishing the task
achieving the goals of Marc’s Music. On the managerial grid, her style will be:
a.
1,1.
b.
9,9.
c.
9,1.
d.
1,9.
e.
5,5.
495
MGMT.DAFT.12.15-05 – 15–05
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
132. Barry recognizes that her power can come from five sources, including all of the following EXCEPT:
a.
referent power.
b.
reward power.
c.
coercive power.
d.
mechanistic power.
e.
All of the sources of power.
497
MGMT.DAFT.12.15-10 – 15–10
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
133. Barry learns of a recent study on gender differences in leadership behaviors. In which area of leadership do women
score more highly than men?
a.
Motivating others
b.
Fostering communication
c.
Producing high-quality work
d.
Listening to others
e.
All of the above
e
498
MGMT.DAFT.12.15-03 – 15–03
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
134. To become a level 5 leader, Barry would have to hone which personal characteristic?
a.
Humility
b.
Tenacity
c.
Ruthlessness
d.
Drive
e.
Ego
a
MGMT.DAFT.12.15-02 – 15–02
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
A
135. The ability to influence people toward the attainment of goals is known as _____.
leadership
494
MGMT.DAFT.12.15-01 – 15–01
United States – BUSPROG: Analytic
United States – LA – DISC: Leadership Principles
Bloom’s: Knowledge
136. _____ leadership transcends self interest to serve others and the organization.
Servant
137. In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather
than position power and formal authority.
138. _____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance.
139. _____ is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes
mutual trust.
140. _____ is the extent to which the leader is task oriented and directs subordinates’ work activities toward goal
attainment.
141. _____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation.
142. A model of leadership that describes the relationship between leadership styles and specific organizational situations
is called a(n) _____ approach.
143. According to Hersey and Blanchard, _____ and _____ works best for employees with moderate readiness.
144. A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates is
called the _____.
145. A(n) _____ for leadership makes the leadership style unnecessary or redundant.
146. A situational variable that counteracts a leadership style is known as a(n) _____.
147. _____ clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try
to be considerate to and meet the social needs of subordinates.
148. The _____ has the ability to inspire and motivate people to do more than they would normally do, despite obstacles
and personal sacrifice.
149. A(n) _____ leader is distinguished by a special ability to bring about innovation and change.
150. _____ is the potential ability to influence the behavior of others.
151. Power coming from a formal management position in an organization and the authority granted to it is called _____.
152. Power that results from the authority to reward others is called _____.
153. Power that stems from the authority to punish or recommend punishment is called _____.
154. Power resulting from a leader’s special knowledge or skill regarding the tasks performed by followers is referred to
as _____.
155. Power that results from characteristics that command subordinates’ identification with, respect and admiration for and
desire to emulate the leader is called _____.
156. List the two dimensions used in Blake and Mouton‘s Leadership Grid.
157. List the two types of personal power.
158. What is the basic difference between consideration behavior and initiating structure behavior?
159. Describe the three situational elements under Fiedler’s Contingency Theory that can be described as either favorable
or unfavorable.
160. What three factors combine to create the situation in Fiedler’s Leadership Contingency Theory? Explain each.
161. Differentiate between a substitute and a neutralizer.
162. Distinguish between charismatic and transformational leadership.
163. Describe the five bases of power typical in organizations.
164. Describe the six interpersonal influence tactics for leaders.
165.
There are some leadership characteristics that are typically specific to female leaders. In a short essay, contrast interactive
leadership with that generally exercised by most males. Then explain which approach you think is more effective, and
describe the advantages and disadvantages in working for each type of leader.
166. An effective leader must do more than possess desirable traits; he must exhibit appropriate behaviors. In a short
essay, explain what is meant by task-oriented and people-oriented behaviors, and identify other terms used to describe the
same concept. Give your appraisal as to why effective leaders exhibit both task-oriented and people-oriented behaviors.
167.
A leader’s suitability to an organization may depend on whether the leader’s leadership style is compatible with the
organizational situation. Write a short essay that describes different leadership styles and how organizational situations
may neutralize or substitute for those leadership characteristics.
168.
Strong, visionary leaders are often termed “charismatic,” but it is even more desirable to be a leader who is
“transformational.” Write a short essay that contrasts a transformational leader with a charismatic leader, and give an
example of a transformational leader (from business, politics, sports, etc.) who brought more than just vision to his or her
organization.
169. Though most emphasis is placed on organizational leadership, leaders cannot achieve goals without
followers. Compile a list that summarizes the five follower styles and how those styles contribute to effective
leadership. Then determine which type of follower you are, and explain why.