True / False
1. Working on problems critical to the company’s success helps provide a person with power.
a.
True
b.
False
2. Managers who share their power with their group members would actually experience an increase in their own power.
a.
True
b.
False
True
Easy
7.2
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3. An important component of full-fledged empowerment is that the manager decides which method the group members
should use to accomplish their tasks.
a.
True
b.
False
False
Easy
7.2
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True
Easy
7.1
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Sources and Types of Power
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4. Self-leadership occurs when the group members choose their own leader.
a.
True
b.
False
False
Easy
7.2
5. Empowerment is a broader concept than delegation because delegation is focused on a specific task.
a.
True
b.
False
True
Easy
7.3
6. An analysis of organizational politics reveals that political skill combines social awareness with the ability to
communicate well.
a.
True
b.
False
True
Moderate
7.4
7. A pyramid-shaped organization fosters organizational politics because people feel compelled to compete for a limited
number of powerful positions.
a.
True
b.
False
True
Easy
7.4
8. Establishing alliances with powerful people is a basic tactic of organizational politics.
a.
True
b.
False
True
Easy
7.4
9. A manager is being politically correct when he refers to a 70-year-old employee as “our most experienced worker,”
rather than “our oldest worker.”
a.
True
b.
False
True
Challenging
7.5
10. Being tactless toward influential people has become a career booster because many managers invite honest feedback.
a.
True
b.
False
False
Moderate
7.5
11. A variation of the embrace-or-demolish political technique is to terminate people who disagree with the management
on major issues.
a.
True
b.
False
True
Easy
7.5
12. Rating a high performer as mediocre in order to prevent his or her transfer out of ones department is an example of
playing territorial games.
a.
True
b.
False
True
Moderate
7.5
13. The major outcomes of the perception of politics are less commitment to the organization and a stronger intention to
quit the company.
a.
True
b.
False
True
Moderate
7.6
14. When a boss practices favoritism or cronyism, organizational politics tends to decrease.
a.
True
b.
False
False
Easy
7.6
15. When a state of goal congruence exists, workers are more likely to play organizational politics.
a.
True
b.
False
False
16. Hiring people with high integrity tends to increase politics in the office because people with integrity tend to be very
ambitious.
a.
True
b.
False
False
Moderate
7.6
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Exercising Control over Dysfunctional Politics
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17. The best example of personal power would be power stemming from the:
a.
relevant expertise a person brings to the job.
b.
ownership stake a person has in the firm.
c.
rewards a manager can administer.
d.
closeness to a key executive.
a
Easy
7.1
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18. Which of the following actions or events would bring a person legitimate power?
a.
Obtaining an M.B.A.
b.
Being appointed a corporate officer
Easy
7.6
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
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c.
Being well-liked by an honest executive
d.
Developing charisma
19. _____ power stems from a leader’s authority to respond to the consequences of people’s actions.
a.
Information
b.
Prestige
c.
Expert
d.
Reward
Moderate
7.1
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Sources and Types of Power
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20. _____ power is a type of personal power.
a.
b.
c.
d.
Easy
7.1
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Moderate
7.1
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21. A leader acquires prestige power through:
a.
association with successful people.
b.
making the right contacts.
c.
developing an outside reputation.
d.
skillful use of organizational politics.
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22. Roxanne, a manager, applies the dependence perspective toward power when she:
a.
emphasizes empowering staff members.
b.
proves to higher management that she is dependable.
c.
acts dependent and weak in meetings.
d.
makes her staff members dependent on her to pursue their ideas.
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Sources and Types of Power
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23. According to the dependence perspective, Alex has power over Ziggy when:
a.
Alex and Ziggy work collaboratively.
b.
Alex is dependent on Ziggy.
c.
Ziggy is dependent on Alex.
d.
Alex and Ziggy work independently of each other.
According to the dependence perspective, people accrue power when others are dependent on
Sources and Types of Power
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24. Wanda, a team leader, is managing the critical role of selling company assets to raise cash and has, therefore, gained
prominence. Which of the following is the explanation for the source of power Wanda is exercising?
a.
Strategic contingency theory
b.
Prestige power
c.
Power stemming from being close to power
d.
Power stemming from ownership
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25. A consequence of the resource dependence perspective is that when leaders start losing their ability to control
resources, they:
a.
shift to another source of power.
b.
become dependent on the organization.
c.
compensate by receiving additional position power.
d.
lose power.
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Sources and Types of Power
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26. The higher a unit reports in a firm’s hierarchy, the:
a.
less dependent it is on organizational resources.
b.
more likely it will be the first to go during downsizing.
c.
more power it acquires.
d.
less likely it is to accrue opportunity power.
27. Two components of empowerment revealed by research are:
a.
competence and self-determination.
b.
command and control.
c.
consideration and initiating structure.
d.
risk taking and error correction.
a
Easy
7.2
United States – BUSPROG – Analytic
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Tactics for Becoming an Empowering Leader
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28. Gus has been empowered by his manager to develop a new workflow design for the office. After completing the task
successfully, Gus believes that he has the ability to perform another important task. The characteristic of empowerment
just described is:
a.
self-determination.
b.
internal commitment.
c.
meaning.
d.
self-efficacy.
particular task well. Gus’s confidence in his ability to perform new, important tasks is
c
Easy
7.1
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29. Which of the following is recommended as an effective empowering practice?
a.
Providing ample information to workers
b.
Allowing group members to establish their own limits to empowerment
c.
Choosing work methods for group members
d.
Separating work activities from organizational goals
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30. Which one of the following should be considered the least effective contributor to empowerment?
a.
Starting with small changes and then building on the early success
b.
Providing a positive emotional atmosphere
c.
Encouraging employees to set their own limits to empowerment
d.
Making rewards visible
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31. A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that
empowerment was negatively associated with job satisfaction among the workers in:
a.
India.
b.
Mexico.
c.
Poland.
d.
the United States.
32. Margaret has Machiavellian tendencies, so she is likely to:
a.
reach out to less fortunate people.
b.
rebel against macho men in the workplace.
c.
manipulate other people for her personal gain.
d.
avoid political tactics.
c
Challenging
7.4
United States – BUSPROG: Reflective Thinking
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Political Tactics and Strategies
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33. Which of the following factors is least likely to contribute to the political behavior in the workplace?
a.
Environmental uncertainty and turbulence
b.
Emotional insecurity of workers
c.
A pyramid-shaped organization structure
d.
Rejecting unwarranted compliments from subordinates
a
Easy
7.2
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