True / False
1. The outcome of influence tactics are not affected by the leader’s personality traits.
a.
True
b.
False
2. To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced.
a.
True
b.
False
False
Moderate
8.2
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
3. The more powerful leaders are , the more they need to create a coalition.
a.
True
b.
False
False
Moderate
8.2
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Essentially Ethical and Honest Tactics
False
Easy
8.1
United States – OHIO – DISC: Leadership Principles
A Model of Power and Influence
Bloom’s: Knowledge
Digital story: Engage
4. A hands-on leader is typically task oriented.
a.
True
b.
False
True
Easy
8.2
5. An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates.
a.
True
b.
False
True
Easy
8.4
6. To use debasement as an influence tactic, the influence agent might say, “I realize I’m not the brightest new manager in
the company, so I really need your help.”
a.
True
b.
False
True
Moderate
8.4
7. When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence
target.
a.
True
b.
False
False
Moderate
8.3
8. Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism.
a.
True
b.
False
True
Moderate
8.3
9. Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire
organization.
a.
True
b.
False
False
10. A means to bring about change and ensuring that a healthy corporate culture is maintained in the organization is to
establish a reward system that reinforces the culture.
a.
True
b.
False
True
Easy
8.5
11. Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the
organization.
a.
True
b.
False
True
Moderate
8.5
12. A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more
positive tactic.
a.
True
Easy
8.5
b.
False
13. Strong influence tactics include assertiveness, coalition building, and transactions.
a.
True
b.
False
True
Easy
8.5
14. A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics.
a.
True
b.
False
True
Moderate
8.5
False
Moderate
8.5
15. In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop
through socialization and past experience with leaders.
a.
True
b.
False
16. As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.
a.
True
b.
False
False
Easy
8.6
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Implicit Leadership Theories and Leadership Influence
Bloom’s: Knowledge
Digital story: Engage
Multiple Choice
17. A leader must acquire _____ in order to influence others.
a.
a minimum perentage of the organization‘s shares
b.
power
c.
credibility
d.
the vast majority of employees worry about job security.
Easy
8.1
United States – BUSPROG – Analytic
True
Moderate
8.6
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Implicit Leadership Theories and Leadership Influence
Bloom’s: Comprehension
Digital story: Connect
18. _____ is the most successful influence outcome.
a.
Commitment
b.
Compliance
c.
Resistance
d.
Debasement
a
and effort. See “A Model of Power and Influence.”
Easy
8.1
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
A Model of Power and Influence
Bloom’s: Knowledge
Digital story: Engage
19. The three outcomes of influence tactics are _____.
a.
commitment, compliance, and resistance
b.
power, skills, and outcomes
c.
manipulation, ingratiation, and submission
d.
empowerment, obedience, and concession
a
Power and Influence.”
Easy
8.1
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
A Model of Power and Influence
Bloom’s: Knowledge
Digital story: Engage
20. According to the generic model of power influence, the effectiveness of influence tactics is affected by _____.
a.
b.
c.
d.
United States – OHIO – DISC: Leadership Principles
A Model of Power and Influence
Bloom’s: Knowledge
Digital story: Engage
21. A major moderating variable in the use of rational persuasion is the:
a.
age of the organization.
b.
number of organizational levels.
c.
age of the influence agent.
d.
credibility of the influence agent.
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
22. Which of the following influence tactics requires that the leader serve as a model the desired behavior?
a.
Exchanging favors and bargaining
b.
Rational persuasion
c.
Leading by example
d.
Getting network members to support your position
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
behaviors, and the situation. See “A Model of Power and Influence.”
United States – OHIO – DISC: Leadership Principles
A Model of Power and Influence
Bloom’s: Knowledge
Digital story: Engage
23. A recommended technique for exchanging favors is to:
a.
build an initial relationship with him.
b.
give the other person as much time as is feasible to comply.
c.
explain why you are worthy of receiving special treatment.
d.
limit your request to one, clear-cut option.
United States – BUSPROG – Analytic
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
24. Nancy a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy,
therefore:
a.
develops a large number of people within her network.
b.
does favors for people so she can call on them later.
c.
explains that top management wants quality improvements.
d.
consults regularly with group members.
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Application
Digital story: Perform
25. An important part of making an inspirational appeal is to:
a.
display emotion as needed.
b.
do favors for other people without asking for reciprocity.
c.
form coalitions.
d.
consult regularly with group members.
Digital story: Connect
26. An inspirational appeal is more likely to be effective when the influence agent:
a.
pushes hard for his or her own agenda.
b.
involves the workers in the change process.
c.
disguises what he or she is attempting to accomplish.
d.
mixes the inspirational appeal with a touch of Machiavellianism.
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
27. An individual who has strong personal magnetism:
a.
relies on formal authority to influence others.
b.
influences others by breaking down their defenses.
c.
is likely to draw a lot of enemies to him or her.
d.
influences others by being captivating and charming.
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Knowledge
Digital story: Engage
United States – BUSPROG – Analytic
Description and Explanation of Influence Tactics
Bloom’s: Knowledge
Digital story: Engage
28. The purpose of forming a coalition is to:
a.
ingratiate yourself with other people.
b.
combine your power with that of others.
c.
impress others by the number of people in your network.
d.
legitimize your requests.
29. Team play can be an influence tactic when a person:
a.
develops a large network.
b.
gets others to work as a team but is a solo player himself or herself.
c.
is more concerned about collaboration than tough-mindedness.
d.
behaves as an authoritarian leader.
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
30. Derek is a hands-on leader, so he is likely to:
a.
put his arms around the shoulders of a group member.
b.
answer his own email.
c.
telephone his boss frequently.
d.
get involved directly in solving customer problems.
“Description and Explanation of Influence Tactics.”
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Knowledge
Digital story: Engage
31. At which of the following levels in an organization, is hands-on leadership usually expected?
a.
Manegerial level
b.
Shareholder level
c.
Contract employee level
d.
Level below the executive category
“Description and Explanation of Influence Tactics.”
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Comprehension
Digital story: Connect
32. An example of Machiavellianism would be for a manager to tell a group member that he must:
a.
work every Saturday to be evaluated as a good team player.
b.
accomplish goals that fit the company’s strategic goals.
c.
conform with company rules and regulations.
d.
have lunch together to discuss a new software system.
“Description and Explanation of Influence Tactics.”
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Application
Digital story: Perform
33. Oscar engages in debasement when he tells the person he is trying to influence :
a.
“You are well dressed today.”
b.
“Scientific evidence suggests that my position is correct.”
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Application
Digital story: Perform
c.
“How important is your paycheck to you?”
d.
“I may not be well informed, but here is my opinion.”
34. A good example of ingratiation when dealing with a person you are trying to influence would be for you to:
a.
praise that person lavishly.
b.
ignore his or her first three demands.
c.
mention your power contacts.
d.
stretch the truth to look good.
a
Easy
8.2
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Knowledge
Digital story: Engage
35. When ingratiation takes the form of well-deserved flattery or compliments, it is a _____ influence tactic.
a.
negative
b.
positive
c.
mixed
d.
exaggerated
Easy
United States – BUSPROG – Analytic
United States – OHIO – DISC: Leadership Principles
Description and Explanation of Influence Tactics
8.4
United States – BUSPROG: Reflective Thinking
United States – OHIO – DISC: Leadership – DISC: Leadership Principles
Description and Explanation of Influence Tactics
Bloom’s: Application
Digital story: Perform