42. Which of the following types of leader is one who has the ability to motivate subordinates to transcend
their expected performance?
a.
Transactional
b.
Charismatic
c.
Traditional
d.
Supportive
e.
Team
43. Marion is a great manager and he has a number of special skills. In particular, Marion has the ability to
get his subordinates to do more than would be normally expected. Which of the following terms best
describes Marion?
a.
Transactional leader
b.
Supportive leader
c.
Charismatic leader
d.
People-oriented leader
e.
Production-oriented leader
44. Charismatic leaders are often ____ than transactional leaders.
a.
less emotional
b.
more predictable
c.
less predictable
d.
more directive
e.
none of these
45. Some of the key characteristics associated with charismatic leaders include
a.
visionary skills.
b.
communication skills.
c.
motivation skills.
d.
all of these.
e.
none of these.
46. According to SPOTLIGHT ON SKILLS in Chapter 12, charismatic leaders do all of the following
EXCEPT
a.
give people a sense of mission and overall purpose
b.
look for the new product or service opportunities
c.
command respect from everyone in the department
d.
work alone to accomplish important tasks
e.
inspire loyalty to self and the organization
47. The ____ leader is distinguished by his/her ability to bring about organizational change.
a.
transformational
b.
participative
c.
charismatic
d.
achievement-oriented
e.
people-oriented leader
48. Which type of leader clarifies the role and task requirements of subordinates?
a.
Transactional
b.
Charismatic
c.
Transformational
d.
Supportive
e.
Team
49. Which of the following is a passive, independent, critical thinker?
a.
Conformist
b.
Passive follower
c.
Pragmatic survivor
d.
Effective follower
e.
Alienated follower
50. Which of the following is a follower who participates actively in the organization but does not use
critical thinking skills?
a.
Passive follower
b.
Effective follower
c.
Alienated follower
d.
Conformist
e.
Pragmatic survivor
51. Which of these is the potential ability to influence the behavior of others?
a.
Leadership
b.
Management
c.
Power
d.
Control
e.
Motivation
52. ____ power comes from organizational structure and promotes stability, order, and problem solving
within the structure.
a.
Motivation
b.
Position
c.
Leadership
d.
Control
e.
Referent
53. ____ power comes from personal sources that are not as invested in the organization, such as personal
interests, goals, and values.
a.
Motivation
b.
Management
c.
Personal
d.
Control
e.
Positional
54. Which of the following is the power coming from a formal management position in the organization?
a.
Referent power
b.
Coercive power
c.
Reward power
d.
Legitimate power
e.
Expert power
55. Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says
because he’s the boss. This is an example of
a.
referent power.
b.
legitimate power.
c.
coercive power.
d.
reward power.
e.
expert power.
56. Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate’s
behaviors. All of these actions are highly valued by the work group. This is an example of
a.
coercive power.
b.
legitimate power.
c.
reward power.
d.
expert power.
e.
referent power.
57. ____ power is based in the ability of the leader to do such things as recommend promotions.
a.
Coercive
b.
Expert
c.
Reward
d.
Referent
e.
Personal
58. Which of the following types of power is vested in the manager’s ability to punish employees?
a.
Coercive
b.
Reward
c.
Expert
d.
Referent
e.
Personal
59. Beth, a middle manager at Heather’s Handbags, uses threats and punishments as ways of influencing
the behavior of his subordinates. Which of the following sources of power is Beth relying on?
a.
Reward power
b.
Coercive power
c.
Expert power
d.
Referent power
e.
Personal power
60. Which of the following types of power stems from a leader’s special knowledge?
a.
Reward power
b.
Referent power
c.
Legitimate power
d.
Coercive power
e.
None of these
61. Referent power depends on the leader’s
a.
formal title.
b.
position in the hierarchy.
c.
personal characteristics.
d.
salary.
e.
reward power.
62. The seven interpersonal influence tactics for leaders include all of the following EXCEPT:
a.
use rational persuasion.
b.
rely on the rule of reciprocity.
c.
develop allies.
d.
do not worry about people liking you.
e.
reward the behaviors you want.
63. Which of the following is the most frequently used and a highly effective influence strategy?
a.
Using rational persuasion
b.
Rewarding desired behaviors
c.
Relying on the rule of reciprocity
d.
Making people like you
e.
Developing allies
64. All of the following are interpersonal influence tactics EXCEPT:
a.
reward the behaviors you want.
b.
develop allies.
c.
rely on the rule of demand.
d.
make use of higher authority.
e.
ask for what you want.
65. A(n)____ leader works to fulfill subordinated needs and goals as well as to achieve the organization’s
larger mission.
a.
servant
b.
transactional
c.
transformational
d.
charismatic
e.
interactive
66. All of the following are major approaches to leadership EXCEPT:
a.
Level 5 leadership
b.
Servant leadership
c.
Authentic leadership
d.
Progressive leadership
e.
Interactive leadership
67. Linda is viewed by her colleagues as someone who makes productive contributions through talent,
knowledge, and good work habits, but she is sometimes hard to work with because of her
communication style. Based on the Level 5 leadership spectrum, Linda would be placed in which
category?
a.
Level 1: Highly capable individual
b.
Level 2: Contributing team member
c.
Level 3: Competent manager
d.
Level 4: Effective leader
e.
Level 5: Level 5 executive
68. Ricky is well loved by his co-workers at Axel Cable Inc. He is viewed as having a great deal of
humility, often giving credit for successes to other members of his team. As such, Ricky would be
placed in which category of the Level 5 leadership spectrum?
a.
Level 1: Highly capable individual
b.
Level 2: Contributing team member
c.
Level 3: Competent manager
d.
Level 4: Effective leader
e.
Level 5: Level 5 executive
69. Jerome, a manager at Welford Nonprofit Group, is known for his selflessness and willingness to give
to others. He likes working in the nonprofit sector because he wants to apply his skills and abilities to
serve others who are less fortunate. Based on this information, which type of leader best describes
Jerome?
a.
Level 5 leader
b.
Servant leader
c.
Authentic leader
d.
Transformational leader
e.
Interactive leader
70. __________ leaders know and understand themselves, act consistently with high order ethical values,
and empower and inspire others.
a.
Level 5
b.
Servant
c.
Authentic
d.
Transformational
e.
Interactive
71. At work, Sue Ellen favors a consensual and collaborative process, where influence derives from
relationships rather than positions of power and formal authority. As such, she can best be viewed as
what type of leader?
a.
Level 5
b.
Servant
c.
Authentic
d.
Transformational
e.
Interactive
72. Which of the following is NOT a valid component of authentic leadership?
a.
Pursues purpose with passion
b.
Isolates self from others
c.
Leads with the heart as well as the head
d.
Demonstrates self-discipline
e.
Practices solid values
73. _______ are natural talents and abilities that have been supported and reinforced with learned
knowledge and skills and provide each individual with his or her best tools for accomplishment and
satisfaction.
a.
Strengths
b.
Traits
c.
Characteristics
d.
Abilities
e.
Leadership tendencies
74. Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These
characteristics fit within which category?
a.
Physical characteristics
b.
Intelligence and ability
c.
Work-related characteristics
d.
Social background
e.
Social characteristics
75. According to the leadership grid, _____________ means the absence of a management philosophy,
where managers exert little effort toward interpersonal relationships or work accomplishment.
a.
solitary management
b.
middle-of-the-road management
c.
low-road management
d.
authority-compliance management
e.
impoverished management
76. Sandra views herself as a tough but fair supervisor. She gives explicit directions to her subordinates
about how tasks should be accomplished, but is not always approachable when they come to her with
questions. Her employees sometimes feel that she is too gruff and impersonal. Which category on
the situational leadership grid does Sandra fit into?
a.
Following style
b.
Delegating style
c.
Participating style
d.
Telling style
e.
Selling style
77. “A fire that ignites followers” is used to describe which leadership characteristic?
a.
Vision
b.
Charisma
c.
Service
d.
Tenacity
e.
Authority
78. Andy’s subordinates say that they love working for Andy because he inspires them to not only believe
in the organization but to believe in their own potential as well. Based on this example, Andy can
best be described as what type of leader?
a.
Transformational
b.
Servant
c.
Authentic
d.
Transactional
e.
Interactive
79. One of Ruby’s few flaws is that she does not consider possibilities beyond what she is told, accepting
her supervisor’s ideas without thinking. She can best be described as what type of thinker?
a.
Transformational
b.
Servant
c.
Uncritical
d.
Transactional
e.
Critical
80. When leaders influence others through the exchange of benefits or favors, which influence tactic is
being used?
a.
Develop allies
b.
Use rational persuasion
c.
Make people like you
d.
Rule of reciprocity
e.
Reward behaviors
CASE
Scenario – Barry Bailey
The mandatory leadership-training seminar had just been concluded. All of the newly promoted
managers at Marc’s Music, Inc. had been asked to attend and participate in the two-day seminar, and
Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she
covered.
1. Barry will develop strong skills in working with her people and also strong ability in accomplishing
the task achieving the goals of Marc’s Music. On the managerial grid, her style will be
a.
1,1.
b.
9,9.
c.
9,1.
d.
1,9.
e.
5,5.
2. Barry recognizes that her power can come from five sources, including all of the following EXCEPT
a.
referent power.
b.
reward power.
c.
coercive power.
d.
mechanistic power.
e.
All of the sources of power.
3. To become a level 5 leader, Barry would have to hone which personal characteristic?
a.
Humility
b.
Tenacity
c.
Ruthlessness
d.
Drive
e.
Ego
4. Barry learns of a recent study on gender differences in leadership behaviors. In which area of
leadership do women score more highly than men?
a.
Motivating others
b.
Fostering communication
c.
Producing high-quality work
d.
Listening to others
e.
All of the above
COMPLETION
1. The ability to influence people toward the attainment of goals is known as ____________________.
2. In ____________________, the leader favors a consensual and collaborative process, and influence
derives from relationships rather than position power and formal authority.
3. ____________________ are the distinguishing personal characteristics of a leader, such as
intelligence, values, and appearance.
4. ____________________ is the extent to which the leader is mindful of subordinates, respects their
ideas and feelings, and establishes mutual trust.
5. ____________________ is the extent to which the leader is task oriented and directs subordinates’
work activities toward goal attainment.
6. ____________________, according to the Leadership Grid, occurs when efficiency in operations is
the dominant orientation.
7. A contingency approach to leadership that links the leader’s behavioral style with the task readiness of
subordinates is called the ____________________.
8. A model of leadership that describes the relationship between leadership styles and specific
organizational situations is called a(n) ____________________ approach
9. According to Hersey and Blanchard, ____________________ and ____________________ works
best for employees with moderate readiness.
10. A(n) ____________________ for leadership makes the leadership style unnecessary or redundant.
11. A situational variable that counteracts a leadership style is known as a(n) ____________________.
12. ____________________ clarify the role and task requirements of subordinates, initiate structure,
provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates.
13. The ____________________ has the ability to inspire and motivate people to do more than they would
normally do, despite obstacles and personal sacrifice.
14. A(n) ____________________ leader is distinguished by a special ability to bring about innovation and
change.
15. ____________________ is the potential ability to influence the behavior of others.
16. Power coming from a formal management position in an organization and the authority granted to it is
called ____________________.
17. Power that results from the authority to reward others is called ____________________.
18. Power that stems from the authority to punish or recommend punishment is called
____________________.
19. Power resulting from a leader’s special knowledge or skill regarding the tasks performed by followers
is referred to as ____________________.
20. Power that results from characteristics that command subordinates’ identification with, respect and
admiration for, and desire to emulate the leader is called ____________________.
21. ____________________ leadership transcends self interest to serve others and the organization.
SHORT ANSWER
1. List the two dimensions used in Blake and Mouton’s Leadership Grid.
2. List the two types of personal power.
ANS:
ESSAY
1. What is the basic difference between consideration behavior and initiating structure behavior?
2. Describe the three situational elements under Fiedler’s Contingency Theory that can be described as
either favorable or unfavorable.
3. What three factors combine to create the situation in Fiedler’s Leadership Contingency Theory?
Explain each.
4. Differentiate between a substitute and a neutralizer.
5. Distinguish between charismatic and transformational leadership.
6. Describe the five bases of power typical in organizations.
7. Describe the seven interpersonal influence tactics for leaders.
ANS: