Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
File: mod10, Chapter 101: Leadership
Multiple Choice
1. _________ is the process of inspiring others to work hard to accomplish important tasks.
a) Controlling
b) Planning
c) Leadership
d) Organizing
2. Of the four functions that make up the management process, which of the following brings together
the resources to turn plans into action?
a) Planning
b) Organizing
c) Leading
d) Controlling
3. Of the four functions that make up the management process, __________ sets the direction and
objectives.
a) planning
b) organizing
c) leading
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
d) controlling
4. __________ builds the commitment and enthusiasm that allow people to apply their talents to help
accomplish plans.
a) Planning
b) Organizing
c) Leading
d) Controlling
5. The ability to get someone else to do something that you want done is called __________.
a) authority
b) power
c) bullying
d) drive
6. __________ achieves influence by offering something of value.
a) Legitimate power
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
b) Coercive power
c) Reward power
d) Expert power
7. Mary’s manager has told her that if she can complete her project on time, she will get an extra bonus
of $10,000. Mary’s manager is using __________.
a) expert power
b) reward power
c) manipulative power
d) referent power
8. _______ is NOT a type of position power.
a) Coercive power
b) Expert power
c) Reward power
d) Legitimate power
Copyright © 20168 John Wiley & Sons, Inc. TB 101 – 6
15. A __________ is a clear sense of the future.
a) vision
b) norm
c) dream
d) goal
16. Which of the following terms describes a leader who brings to the situation a clear and compelling
sense of the future, as well as an understanding of the actions needed to get there successfully?
a) Charismatic leadership
b) Visionary leadership
c) Autocratic leadership
d) Servant leadership
17. __________ is a trait that involves enjoying influencing others to achieve shared goals and is shared
by successful leaders.
a) Drive
b) Business knowledge
c) Honesty
d) Motivation
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
18. __________ is the recurring pattern of behaviors exhibited by a leader.
a) Management style
b) Expert style
c) Leadership style
d) Coercive style
19. Susan, a manager at ABC International, focuses on authority and obedience, delegates little, and acts
in a unilateral command-and-control fashion. Susan can be described as a(n) __________.
a) democratic leader
b) human relations leader
c) laissez-faire leader
d) autocratic leader
20. A leader who has strong concerns for both task and people is called a(n):
a) laissez-faire leader.
b) autocratic leader.
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
c) democratic leader.
d) human relations leader.
21. A(n) __________ has little concern for task and people.
a) democratic leader
b) laissez-faire leader
c) participative leader
d) autocratic leader
22. Research suggests that __________ are the most effective leaders.
a) autocratic leaders
b) human relations leaders
c) laissez-fair leaders
d) democratic leaders
23. Leadership situations are analyzed in Fiedler’s model according to three contingency variables, which
are:
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
a) money, competitive dynamics, and regulation.
b) leader-member relations, task structure, and position power.
c) manager personalities, labor relations, and union activity.
d) self-awareness, social awareness, and relationship management.
24. Which of the following is NOT a leadership style in the Hersey-Blanchard leadership model?
a) Tasking
b) Participating
c) Delegating
d) Selling
25. All of the following are leadership styles in the Hersey-Blanchard leadership model EXCEPT:
a) participating.
b) delegating.
c) selling.
d) buying.
Copyright © 20168 John Wiley & Sons, Inc. TB 101 – 11
29. According to House’s path-goal theory, when job assignments are unclear, __________ helps to
clarify task objectives and expected rewards.
a) directive leadership
b) supportive leadership
c) participative leadership
d) achievement-oriented leadership
30. According to House’s path-goal theory, which of the following leadership styles increases worker
self-confidence by emphasizing individual abilities and offering needed assistance?
a) Directive leadership
b) Participative leadership
c) Supportive leadership
d) Achievement-oriented leadership
31. The two groups identified in the LMX (leader–member exchange) theory are:
a) task and people.
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
b) functional and reference.
c) in-group and out-group.
d) classical and behavioral.
32. The Vroom-Jago model __________.
a) focuses on how managers lead through their use of decision-making methods
b) is only useful in programmed decision situations
c) forces managers to make decisions without participation
d) helps managers avoid participation
33. The leader’s decision options in the Vroom-Jago leader-participation model are authority,
consultative, and __________.
a) individual decisions
b) managerial decisions
c) group decisions
d) adversarial decisions
