c.
Initiating structure
d.
Persuasion
e.
Assault
48. Carolyn, a manager, discusses and reasons with the Board of Directors of her company until they agree to let her try
her new strategic plan for a trial period. Carolyn is using _____ in the given situation.
a.
an obligation
b.
persuasion
c.
coercion
d.
inducement
e.
passive aggression
Moderate
p. 349
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG: Analytic
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Application
Digital Story: Perform
49. After oil prices hit record highs and the oil companies made record profits, some of the oil company’s CEOs appeared
on the Today show to explain their business to consumers. This is an example of:
a.
creation of an obligation.
b.
impression management.
c.
initiating structure.
d.
persuasion.
e.
inducement.
Impression management is a direct and intentional effort by someone to enhance his or her
subordinates.
Moderate
p. 349
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Comprehension
Digital Story: Connect
50. Valencia, an employee at Y Inc., attempts to bring all her contributions to successful projects to the notice of her
manager. Her intention is to build a good image in the eyes of the management. What is best exemplified by Valencia’s
behavior?
a.
Creation of an obligation
b.
Impression management
c.
Coercion
d.
Persuasion
e.
Inducement
Moderate
p. 349
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG: Reflective Thinking
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Application
Digital Story: Perform
51. Which of the following is the most probable motive for a manager to engage in political behavior?
a.
To avoid covert activities
b.
To acquire power
c.
To promote clear communication
d.
To promote transparency
e.
To avoid charges of political motivation
p. 348
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG – Analytic – Business knowledge and analytic skills
image in the eyes of others.
Moderate
p. 349
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG: Analytic
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Application
Digital Story: Perform
52. What measures should managers take to prevent political behavior from doing excessive damage?
a.
b.
c.
d.
e.
p. 350
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Comprehension
Digital Story: Connect
53. Which of the following statements is true of political behavior?
a.
Political behavior is always a manifestation of good intent.
b.
Managers should cover up disagreements so that subordinates will have less opportunity for political behavior.
c.
Even if a manager’s actions are not politically motivated, others may assume that they are.
d.
By providing subordinates with autonomy, managers are likely to promote political behavior.
e.
Managers should use power if they want to avoid charges of political motivation.
assume that they are.
p. 350
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Bloom’s: Comprehension
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Comprehension
Digital Story: Connect
54. According to the Managerial Grid, the _____ manager is highly concerned about production but exhibits little concern
for people.
a.
9,1
b.
0,1
c.
1,9
d.
0,1
e.
9,0
a
exhibits little concern for people.
Moderate
p.333
MGMT.GRIF.16. 11-2 – LO: 11-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Generic Approaches to Leadership
Bloom’s: Comprehension
Digital Story: Connect
55. The Ohio State researchers found that employees of supervisors who ranked high on _____ were high performers but
expressed low levels of satisfaction and had a higher absence rate.
a.
concern for people
b.
consideration
c.
initiating structure
d.
employee-centered leader behavior
e.
task-oriented leadership behavior
c
Easy
p.333
MGMT.GRIF.16. 11-2 – LO: 11-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Generic Approaches to Leadership
Bloom’s: Knowledge
Digital Story: Engage
56. _____ is the part of the Managerial Grid that deals with the job and task aspects of leader behavior.
a.
Employee-centered leader behavior
b.
Initiating structure
c.
Task-oriented leadership behavior
Digital Story: Connect
d.
Concern for people
e.
Concern for production
57. Based on the Michigan studies, Rensis Likert argued that the _____ behavior generally tends to be more effective.
a.
initiating structure
b.
job-centered leader
c.
employee-centered leader
d.
considerate
e.
authoritative
c
Easy
p.332
MGMT.GRIF.16. 11-2 – LO: 11-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Generic Approaches to Leadership
Bloom’s: Knowledge
Digital Story: Engage
58. According to the Michigan studies, managers using _____ behavior are interested in developing a cohesive work
group and ensuring that employees are satisfied with their jobs.
a.
consideration
b.
initiating structure
c.
job-centered leader
d.
employee-centered leader
e.
authoritative
with their jobs.
e
p.333
MGMT.GRIF.16. 11-2 – LO: 11-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Generic Approaches to Leadership
Bloom’s: Knowledge
Digital Story: Engage
59. When followers react favorably because they identify in some way with a leader, the leader is said to possess _____
power.
a.
reward
b.
expert
c.
legitimate
d.
coercive
e.
referent
e
Moderate
p.331
60. Verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion, and termination are examples of _____
power possessed by managers.
a.
coercive
b.
reward
c.
legitimate
d.
expert
e.
referent
a
Moderate
Easy
p.332
61. The more important the information and the fewer the people who have access to it, the greater is the degree of _____
power possessed by any one individual.
a.
legitimate
b.
reward
c.
referent
d.
expert
e.
coercive
Moderate
p.331
62. A secretary who knows how to unravel bureaucratic red tape has _____ power over anyone who needs that
information.
a.
reward
b.
referent
c.
legitimate
d.
expert
e.
coercive
Moderate
p.331
63. _____ power is primarily based on identification, imitation, loyalty, or charisma.
a.
Referent
b.
Legitimate
c.
Coercive
d.
Reward
e.
Expert
64. A manager expressing praise, gratitude, or recognition best exemplifies _____ power.
a.
informal
b.
reward
c.
referent
d.
expert
e.
coercive
Moderate
p.330
65. A manager can assign tasks to a subordinate, and a subordinate who refuses to do them can be reprimanded or even
fired. This is an example of _____ power.
a.
legitimate
b.
informal
c.
referent
d.
expert
e.
coercive
a
a
Easy
p.331
66. _____ power is power granted through the organizational hierarchy.
a.
Expert
b.
Referent
c.
Coercive
d.
Reward
e.
Legitimate
e
Easy
p.329
67. _____ is the ability to affect the behavior of others.
a.
Power
b.
Discipline
c.
Function
d.
Potential
e.
Virtue
a
Easy
p.329
68. _____ is necessary to create change, while management is necessary to achieve orderly results.
Moderate
p.329
a.
Dominion
b.
Leadership
c.
Legitimacy
d.
Administration
e.
Control
69. _____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other
resources to obtain one’s preferred outcomes.
a.
Group cognition
b.
Workplace diversity
c.
Organizational culture
d.
Political behavior
e.
Collective intelligence
developing, and using power and other resources to obtain one’s preferred outcomes.
Easy
p.348
MGMT.GRIF.16. 11-6 – LO: 11-6
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Political Behavior in Organizations
Bloom’s: Knowledge
Digital Story: Engage
70. In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to:
a.
rate low on self-confidence.
b.
avoid influencing people.
c.
have a firm conviction in their beliefs.
d.
have an external locus of control.
e.
be dependent on others.
c
Robert House first proposed a theory of charismatic leadership, based on research findings
Easy
p.329
MGMT.GRIF.16. 11-1 – LO: 11-1
United States – BUSPROG: Analytic
United States – AK – DISC: Leadership Principles
The Nature of Leadership
Bloom’s: Knowledge
Digital Story: Engage
71. In the context of the Vroom’s decision tree approach, when managers present a problem to their group at a meeting,
define the problem and its boundaries, and then guide group member discussions as they make the decision, they follow
the _____ decision-making style.
a.
delegate
b.
consult group
c.
facilitate
d.
consult individually
e.
decide
c
Easy
p.343
MGMT.GRIF.16. 11-3 – LO: 11-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Situational Approaches to Leadership
Bloom’s: Knowledge
Digital Story: Engage
72. In the context of the Vroom’s decision tree approach, when a manager allows his group to define for itself the exact
nature and parameters of a problem and then to develop a solution, they follow the _____ decision-making style.
a.
facilitate
b.
consult individually
c.
decide
d.
delegate
e.
consult group
follow the delegate decision-making style.
Moderate
p.345
MGMT.GRIF.16. 11-4 – LO: 11-4
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Related Approaches to Leadership
Bloom’s: Comprehension
Digital Story: Connect
73. According to the path-goal theory, a person with an internal locus of control is most likely to prefer _____ leadership.
a.
task-oriented
b.
achievement-oriented
c.
directive
d.
supportive
e.
participative
e
Moderate
p.339
MGMT.GRIF.16. 11-3 – LO: 11-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Situational Approaches to Leadership
Bloom’s: Comprehension
Digital Story: Connect
74. According to the path-goal theory, if people perceive that they are lacking in abilities, they are most likely to prefer
_____ to help them understand path-goal relationships better.
a.
supportive leadership
b.
directive leadership
c.
participative leadership
d.
achievement-oriented leadership
e.
result-oriented leadership
Moderate
p.339
MGMT.GRIF.16. 11-3 – LO: 11-3
United States – BUSPROG: Analytic
United States – AK – DISC: Leadership Principles
Situational Approaches to Leadership
Easy
p.343
MGMT.GRIF.16. 11-3 – LO: 11-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – AK – DISC: Leadership Principles
Situational Approaches to Leadership
Bloom’s: Comprehension
Digital Story: Connect