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a. how a corrupt leader can negatively impact an organization
b. the importance of followers
c. the importance of training in successful empowerment
d. how teams can share power with their managers
67. The first step for an organization to start the empowerment process is to:
a. identify the potential blocks to empowerment
b. train leaders
c. train followers
d. set up the right reward structure
68. Examples of the use of empowerment in many organizations show that:
a. empowerment is frustrating to many employees
b. leaders are afraid to give up power
c. empowerment can lead to increased motivation
d. followers are key to empowerment
69. The empirical research on empowerment has found:
a. mixed results for the impact of empowerment
b. that empowerment is an effective and powerful tool
c. empowerment works well across many cultures
d. empowerment works best in collectivistic cultures
70. In the early part of his career Alan Greenspan relied on which source of power?
a. legitimate
b. reward
c. expert
d. reward
71. Empowerment can create _________, where the less a leader controls employees, the more likely
they are to accept responsibility and control.
a. lower employee standards
b. a system of interdependence
c. a cycle of corruption
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d. a self-fulfilling prophecy
True/False Questions
72. Power is a necessary component of leadership.
a. true
b. false
73. Power is the ability to influence others effectively.
a. true
b. false
74. Power and authority are synonymous.
a. true
b. false
75. Power and influence are primarily the domain of formal leaders within organizations.
a. true
b. false
76. The employees at Zingerman’s Community of Business (ZCoB) are an example of commitment.
a. true
b. false
77. Commitment, control, and resistance are the three typical reactions to power and influence.
a. true
b. false
78. A large majority of today’s organizations rely on democratic practices to accomplish their goals.
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a. true
b. false
79. Research indicates that concentrated power can be detrimental to organizational performance.
a. true
b. false
80. The more equal the power distance in a Western culture organization, the higher the performance of
the organization.
a. true
b. false
81. The Chinese, Japanese, and Indonesians are all collectivistic cultures where employees are
comfortable sharing power with their leader.
a. true
b. false
82. The French and Germans expect their bosses to provide answers to their questions.
a. true
b. false
83. Legitimate power is based on the position in the organization while expert power relies on the
individual.
a. true
b. false
84. Referent power is based on a person’s ability to get access to information.
a. true
b. false
85. Personal sources of power are likely to disappear when a manager loses his/her position in the
organization.
a. true
b. false
86. As Chairman of the Federal Reserve, Alan Greenspan relied primarily on his expertise to influence
others.
a. true
b. false
87. The most likely reactions to using reward and coercion as source of power are compliance and
resistance.
a. true
b. false
88. When leaders rely on their expertise to influence followers, they are likely to simply comply rather
than be committed to the leader’s decision.
a. true
b. false
89. Followers react to all sources of power the same way.
a. true
b. false
90. Consultation and coalition building are two influence tactics that use all sources of power.
a. true
b. false
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91. In order to increase commitment, one of the most effective methods of persuasion is coalition
building.
a. true
b. false
92. It is most appropriate to use exchange as an influence tactic with subordinates and colleagues.
a. true
b. false
93. To influence supervisors, rational persuasion is the most appropriate influence tactic.
a. true
b. false
94. Because most of us are skilled at a few influence tactics, each person should stick with the tactics
she/he is most comfortable with.
a. true
b. false
95. Young leaders in early stages of their career should focus on building their power through
demonstrating their expertise and competence.
a. true
b. false
96. Leaders in the middle of their career must focus on how to give up power to others.
a. true
b. false
97. The concept of strategic contingencies suggests that teams must address the needs of strategic
stakeholders outside the organization.
a. true
b. false
98. Teams acquire power in organizations by addressing strategic contingencies.
a. true
b. false
99. Teams increase their power as they are able to remove obstacles for others in the organization.
a. true
b. false
100. By staying away from difficult challenges, teams can gain power.
a. true
b. false
101. Top executives have and primarily use the same sources of power as individuals and teams.
a. true
b. false
102. One of the sources of power for executives is the ability to control the criteria by which decisions
are made.
a. true
b. false
103. The change in government personnel after elections is an example of access as a source of
executive power.
a. true
b. false
104. Most organizations provide their top executives with a lot of power without much accountability.
a. true
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b. false
105. Organizations have many checks and balances in place to limit the power of their top level
leaders.
a. true
b. false
106. One of the benefits of power is that it increases the distance between leaders and followers.
a. true
b. false
107. Both individual and organizational factors contribute to corruption that is caused by too much
power.
a. true
b. false
108. Managers who abuse power often have an inflated view of themselves.
a. true
b. false
109. Managers who abuse power perform well because they surround themselves with highly
competent followers.
a. true
b. false
110. The most important organizational factor that contributes to power abuse is the culture.
a. true
b. false
111. Fear of reprisal or weakness are factors that cause employees to comply with corrupt leaders.
a. true
b. false
112. Follower compliance contributes to power corruption by increasing the leaders’ inflated view of
themselves.
a. true
b. false
113. The flattery that many followers use to express their views to their leaders is a helpful tool to
building good relations between them.
a. true
b. false
114. Leaders, regardless of their followers or the organization, are always able to wreak havoc and
abuse others.
a. true
b. false
115. Richard Scrushy of HealthSouth instituted effective ways to battle corruption.
a. true
b. false
116. The most common and serious consequence of power corruption is poor decision making.
a. true
b. false
117. Separating followers and leaders can help reduce power corruption.
a. true
b. false
118. Because corrupt leaders intimidate followers who refuse to speak out and contribute to decision
making, the leaders are often forced to use group decision making.
a. true
b. false
119. Because XYZ corporation has reduced its employees’ dependence on managers for feedback and
rewards, it is likely to see an increase in corruption of employees.
a. true
b. false
120. The closer leaders are to day-to-day activities, the more likely they are to abuse their power.
a. true
b. false
121. Followers who do not depend on their leader are less likely to contribute to the corruption cycle.
a. true
b. false
122. The most effective way to prevent power corruption is to address the organizational culture and
structure.
a. true
b. false
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123. Research suggests that ethics training has little to no impact on the occurrence of ethical
violations.
a. true
b. false
124. Empowerment involves pushing decision making and implementation to the lowest possible
level.
a. true
b. false
125. Leaders who want to implement empowerment should set high performance standards and
expect followers to meet those standards.
a. true
b. false
126. One of the reasons empowerment can be effective is that it can enhance employees’ belief in
their abilities and provide them with a sense of control and accomplishment.
a. true
b. false
127. The most important organizational factor in empowerment is decentralizing the structure.
a. true
b. false
128. Organizations that implement empowerment often have to lower their performance standards.
a. true
b. false
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129. Changing HR practices and training are essential to the success of empowerment in
organizations.
a. true
b. false
130. Semco provides employees with freedom and empowerment and sets high performance
expectations.
a. true
b. false
131. Semco and its CEO Ricardo Semler provide an example of how empowerment can work with
little training but good intentions.
a. true
b. false
132. Although there is not strong research support, many organizations believe that empowerment
leads to higher employee motivation.
a. true
b. false
133. Considerable research about empowerment shows its positive impact on organizations.
a. true
b. false
Short Answer/ Essay Questions
134. Explain how Zingerman’s Community of Business, a delicatessen business, is considered a highly
successful human resource training company. Look the company up on the internet (see
zingtrain.com) and fully explain the question.
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135. Explain the apparent contradiction of the less a leader uses her power the more she has.
136. Alan Greenspan was considered one of the most powerful executives in the United States and had
an impressive 96% approval rating among CEOs. Why then did his policies contribute to the worst
economic collapse since the Great Depression of 1929 and why wasn’t Greenspan challenged?
137. Explain why many leaders begin to think of themselves above the rules that apply to the average
person and how that contributes to abuse of power. Why is it then that the business world continues to
support staggering salaries and benefits for business executives?
138. Using the chapter concepts, outline what is necessary to lessen the power of businesses top
leaders and successfully have it subsumed by employees.
139. If empowerment is one of the proscribed best traits to develop for a successful organization, how
is it that the American people empowered Congress to make effective decisions yet the vast majority
of the public think Congress is not fulfilling that responsibility? Can any structural change be
accomplished or is the American public destined to this degree of effective/ineffective decision
making?
140. Discuss what you think are the most needed improvements in many businesses to ameliorate
power abuse.