Chapter 14 Power, Influence, and Leadership: From Becoming a
Manager to Becoming a Leader Answer Key
True / False Questions
1.
Being good at several things will be more advantageous in the long run than being excellent at
one narrow specialty.
Topic: Career
2.
Leadership is the ability to influence employees to voluntarily pursue organizational goals.
3.
John Kotter suggests that management is about coping with complexity, and leadership is
about coping with change.
4.
Leaders manage and managers lead, but the two activities are not synonymous.
5.
Management functions include planning, budgeting, organizing, and staffing.
6.
Being a manager means being visionary, inspiring, setting the tone, and articulating the
vision.
7.
Managers try to achieve their vision by setting a direction, aligning people, motivating and
inspiring others.
8.
Managers’ coercive power, derived from the formal authority of their positions, allows them to
hire, fire, reward, and punish.
9.
One’s power comes as part of one’s job; it is the right to perform or command.
10.
Personalized power that is directed at helping oneself is called self-serving power.
11.
Reward power results from managers’ authority to punish their employees.
12.
Employees who are having computer problems at TravelWorld go to Amy rather than the IT
department because she is efficient and considerate about helping out and is extremely
knowledgeable. Amy has expert power.
13.
Referent power, derived from one’s personal attraction, characterizes strong, visionary leaders
who are able to persuade their followers by dint of their personality, attitudes, or background.
14.
Emily has a charismatic personality, and finds it easy to get others to agree with her. Emily
has referent power.
15.
Studies among employees reveal that most commonly used tactics used to influence others in
the workplace were rational persuasion and inspirational appeals.
16.
Reminding someone of past favors or offering to trade favors to influence them is known as
using exchange tactics.
17.
Personal appeals try to build enthusiasm or confidence by appealing to others’ emotions,
ideals, or values; for example: “If we do this as a goodwill gesture, customers will love us.”
18.
Three possible responses to an influence tactic are enthusiastic commitment, grudging
compliance, and outright resistance.
19.
Traits play a central role in how we perceive leaders.
20.
Stogdill’s 1948 study identified extroversion, intelligence, charisma, high-energy, and task-
related knowledge as the five traits typical of successful leaders.
21.
According to a study, 55% of women and 57% of men aspire to be CEO.
22.
Studies show that in the workplace men are better than women at teamwork, partnering, and
collaboration.
23.
A recent study shows that female executives are better than male executives at producing
high-quality work.
24.
Giving credit to others rather than taking it for themselves could be a reason that fewer women
than men are in top leadership positions.
25.
Narcissistic leaders tend to bring out the best work behaviors in others.
26.
Charismatic leadership was assumed to be an individual inspirational and motivational
characteristic of particular leaders, but now it is considered part of transformational
leadership.
27.
The primary purpose of task-oriented leadership behaviors is to ensure that people,
equipment, and other resources are used efficiently to accomplish a mission.
28.
Initiating-structure leadership is leader behavior that focusing on clarifying employees’ roles
and task requirements and providing rewards and punishments contingent on performance.
29.
As a manager, when you provide rewards or threaten reprimands in exchange for your
subordinates’ doing the work, you are practicing transactional leadership.
30.
The path-goal leadership model implies that managers should use more than one leadership
style, and should modify their style to fit employee and task characteristics.
31.
Four key behaviors of transformational leaders in affecting employees are they inspire
motivation, inspire trust, encourage excellence, and stimulate them intellectually.
32.
To determine a person’s leadership orientation, the contingency model has a questionnaire
known as the least preferred coworker (LPC) scale.
33.
In the contingency leadership model, the most important component of situational control is
position power.
34.
According to Fiedler’s model, a relationship orientation will be more effective than a task–
oriented one in a high- or low-control situation, but the task orientation is best in a moderate–
control situation.
35.
In the contingency leadership model, the successful leader helps followers by tying meaningful
rewards to goal accomplishment.
36.
Two contingency factors, employee characteristics and environmental factors, cause some
leadership behaviors to be more effective than others according to path-goal theory.
37.
Shared leadership is the idea that the managers in an organization can engage in leader
behavior.
38.
According to path-goal theory, effective leaders possess and use one style of leadership.
39.
Path-goal theory implies that managers should help employees achieve their goals, modify
their leadership style to fit employee and task characteristics and use more than leadership
style.
40.
Managers applying a situational theory should identify important outcomes and situational
conditions.
41.
A transactional leader focuses on clarifying employees’ roles and task requirements and
providing rewards and punishments contingent on performance.
42.
Full-range leadership suggests that leadership behavior varies along a full range of leadership
styles, from passive (laissez-faire) “leadership” at one extreme, through transactional
leadership, to transformational leadership at the other extreme.
43.
Whereas transactional leaders try to get people to do ordinary things, transformational leaders
encourage their people to do exceptional things—significantly higher levels of intrinsic
motivation, trust, commitment, and loyalty—that can produce significant organizational change
and results.
44.
Adaptive, flexible organizational cultures are less likely to foster transformational leadership
than bureaucratic ones.
45.
Female leaders tend to use transformational leadership more than male leaders do.
46.
Steve Jobs is an example of a transformational leader; he had a vision of developing an
“insanely great” desktop computer.
47.
Mentoring employees and giving them challenging work, more responsibility, and
empowerment are kinds of behaviors exhibited by transactional leaders.
48.
Employees at any level can be trained to be more transactional and transformational.
49.
Passive leaders inspire trust in their followers because they express their integrity by being
consistent, single-minded, and persistent in pursuit of their goal.
50.
Unlike other models, which presuppose stable relationships between leaders and followers,
the LMX model assumes each manager-employee relationship is unique.
51.
In the out-group exchange, leaders are characterized as overseers who fail to create a sense
of mutual trust, respect, or common fate. Employees receive less of the manager’s time and
attention than those in in-group exchange relationships.
52.
The LMX model looks at the quality of relationships between managers and employees, and
assumes each manager-employee relationship is unique.
53.
Use of persuasion rather than positional authority to influence others is a key characteristic of
a servant leader.
54.
A lack of broad-based conceptual thinking is characteristic of a servant leader.
55.
Leadership that occurs through the use of information technology is known as IT leadership.
56.
Harvard professor D. Quinn Mills predicts that management of future organizations will move
away from an emphasis on knowledge sharing and open exchange to an emphasis on
competition.
57.
Leaders benefit most from followers who are helpers (most compliant) rather than rebels (least
compliant).
58.
In the in-group exchange, the relationship between leader and follower becomes a partnership
characterized by mutual trust, respect and liking, and a sense of common fates.
59.
Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of
alcohol-related car crashes. She exemplifies a transformational leader style.
60.
Employee characteristics and interpersonal factors cause some leadership behaviors to be
more effective than others.
Multiple Choice Questions
61.
The three dimensions of situational control are leader-member relations, the task structure and
_____.
62.
Leadership is the ability to ______ employees to pursue organizational goals.
63.
Managerial leadership is defined as the process of influencing others to understand and agree
about what needs to be done and the process of _____.
64.
According to Kotter, management and leadership are considered to be _____.