Management, 9e (Kinicki)
Chapter 14 Power, Influence, and Leadership: From Becoming a Manager to
Becoming a Leader
1) Leadership is the ability to influence employees to voluntarily pursue organizational goals.
2) Leaders manage, and managers lead, but the two activities are not synonymous.
3) Reward power results from managers’ authority to punish their employees.
4) Employees who are having computer problems at Market Industries go to Farrah rather than the
IT department because she is efficient and considerate about helping out and is extremely
knowledgeable. Farrah has expert power.
5) Amelia has a charismatic personality, and finds it easy to get others to agree with her. Amelia
has referent power.
6) Narcissistic leaders tend to bring out the best work behaviors in others.
7) As a manager, when you provide rewards or reprimand your subordinates, you are practicing
transactional leadership.
8) In the contingency leadership model, the most important component of situational control is
position power.
9) Adaptive, flexible organizational cultures are less likely to foster transformational leadership
than bureaucratic ones.
10) Female leaders tend to use transformational leadership more than male leaders do.
11) The three dimensions of situational control are leader-member relations, the task structure, and
A) psychological empowerment.
B) environment.
C) position power.
D) personality.
E) organizational culture.
12) Leadership is the ability to ________ employees to voluntarily pursue organizational goals.
A) force
B) reward
C) request
D) compensate
E) influence
13) Which of the following is NOT one of the five sources of power?
A) legitimate
B) reward
C) coercive
D) appearance
E) expert
14) ________ power is power managers have resulting from their formal positions within
organizations.
A) Referent
B) Expert
C) Reward
D) Coercive
E) Legitimate
15) Hiromi congratulated her staff when the team received an industry award for their project, and
also sent a companywide e-mail announcing it. Here, Hiromi is using her ________ power.
A) personalized
B) reward
C) coercive
D) expert
E) referent
16) Keith was put on probation for a string of customer complaints about his poor service and
professionalism. His supervisor was using ________ power.
A) socialized
B) coercive
C) referent
D) reward
E) expert
17) ________ power results from one’s specialized knowledge.
A) Legitimate
B) Expert
C) Referent
D) Reward
E) Coercive
18) ________ power derives from one’s personal attraction.
A) Legitimate
B) Reward
C) Referent
D) Coercive
E) Personalized
19) Corina is outgoing, warm, and truly inspirational when she talks about where she wants to lead
her division. Her employees seem eager to do anything she asks. Because of her personality and
not her position, what is Corina’s power?
A) legitimate
B) coercive
C) reward
D) referent
E) expert
20) ________, which include acting friendly or making someone feel good or important before
making a request, are influence tactics.
A) Coalition tactics
B) Inspirational appeals
C) Consultations
D) Personal appeals
E) Ingratiating tactics
21) Christian brought his proposal to Rita before the meeting saying, “I’m sure you have some
ideas on this, and we could try to get them incorporated upfront.” Which influence tactic is
Christian using?
A) consultation
B) inspirational appeals
C) ingratiating tactics
D) personal appeals
E) legitimating tactics
22) Using threats or intimidation to persuade someone is which influence tactic?
A) legitimating
B) pressure
C) ingratiating
D) exchange
E) personal appeals
23) When JP saw Helene in the stockroom stuffing her purse with expensive printer cartridges,
Helene was quick to say, “We’ve been friends since first grade, so I’m sure you won’t say anything
about this.” What was Helene using on JP?
A) coalition tactic
B) legitimating tactic
C) pressure tactic
D) personal appeal
E) exchange tactic
24) The ________ approach to leadership attempts to identify distinctive characteristics that
account for the effectiveness of leaders.
A) attribute
B) quality
C) behavior
D) trait
E) contingency
25) Organizations may apply trait theory by
A) considering the relationships among employees.
B) doing a job audit.
C) hiring only from top-ranked business schools.
D) empowering the HR department.
E) using personality assessments.
26) Which of the following would be considered a negative interpersonal trait often found in
leaders?
A) openness to experience
B) Machiavellianism
C) competitiveness
D) extraversion
E) conscientiousness
27) Which of the following is characteristic of men in the workplace, compared with women?
A) being more collaborative
B) producing higher-quality work
C) being more effective
D) generating more new ideas
E) using a more autocratic style
28) ________ leadership approaches attempt to determine the unique behaviors used by effective
leaders.
A) Trait
B) Servant
C) Shared
D) Behavioral
E) Contingency
29) Which of the following is NOT a behavioral leadership approach?
A) trait characteristic
B) task-oriented
C) relationship-oriented
D) transformational behavior
E) passive behavior
30) Research indicates that women tend to display more ________ leadership, while men tend to
display more ________ leadership.
A) autocratic; democratic
B) task; social
C) democratic; servant
D) relationship; task
E) ineffective; effective
31) Chung manages his employees by carefully monitoring their production, comparing what they
do to predicted schedules and desired budgets. Chung can best be described as a ________ leader.
A) relationship-oriented
B) charismatic
C) transformational
D) task-oriented
E) servant
32) Brenda apologized to Dharma for an e-mail that upset him. She said she had chosen an
inconsiderate way of stating her idea, and that she’d be happy to discuss it further. Brenda is
A) expressing consideration behavior.
B) initiating structure.
C) practicing shared leadership.
D) exercising personalized power.
E) using a personal appeal.
33) Increasing employee psychological empowerment requires four kinds of behaviors, including
all of the following EXCEPT
A) meaningfulness.
B) self-determination.
C) competence.
D) progress.
E) inspiration.
34) The approach to leadership that suggests that effective leadership behavior depends on the
situation at hand is the ________ approach.
A) contingency
B) transformational
C) circumstantial
D) behavioral
E) trait
35) Fiedler’s contingency leadership model determines if a leader’s style is
A) task-oriented or relationship-oriented.
B) directive, supportive, participative, or achievement-oriented.
C) transactional or transformational.
D) telling, selling, participating, or delegating.
E) charismatic or noncharismatic.
36) ________ is the model that requires a manager to assess her own leadership orientation and the
level of her situational control.
A) LMX model of leadership
B) Shared leadership model
C) Fiedler’s contingency model
D) House’s path-goal theory
E) Charismatic leadership theory
37) ________ is the questionnaire used in Fiedler’s model to determine leadership orientation.
A) Myers-Briggs Type Indicator
B) Least preferred coworker (LPC) scale
C) Tolerance of ambiguity
D) Type-A behavior scale
E) Path-goal survey
38) In Fiedler’s contingency leadership model, ________ is the amount of influence a leader has in
his or her immediate work environment.
A) coercive power
B) situational control
C) readiness
D) leadership style
E) task structure
39) Trevor’s peers were surprised when he received a promotion and suddenly became their
supervisor. They thought he was rather unreliable and weren’t sure he was up to the task.
According to the contingency model, Trevor has
A) weak position power.
B) poor leader-member relations.
C) poor worker facilitation.
D) low task structure.
E) unsuccessful leadership adaptation.
40) One of three dimensions of situational control in the contingency leadership model, ________
is the extent to which tasks are routine, unambiguous, and easily understood.
A) job mastery
B) task identity
C) position power
D) task structure
E) job design
41) Abigail, a department manager, is struggling trying to lead a cross-functional team. Most
members are other department managers at her level, and they see no reason to do what she asks.
Here, Abigail has
A) low tolerance for ambiguity.
B) high task structure.
C) weak position power.
D) poor leader-member relations.
E) weak referent power.
42) According to the contingency model, a relationship-oriented leadership style works best in
________ situations.
A) moderate-control
B) high-control
C) low-control
D) uncontrolled
E) both high- and low-control
43) Paris is asked by the vice president of her department to lead a task force developing
specifications for a new customer database to be used by several other departments in her
organization. Paris is an IT supervisor, but most of the other task force members are directors of
other departments. At the first meeting, several asked questions that she had trouble answering.
Using the contingency model, what is Paris’s situational control?
A) high
B) moderate
C) low
D) extremely high
E) unknown
44) Wilma leads a task force charged with restructuring the order-processing system in the
organization. The task force is composed of her peers over whom she has little control, and some
of whom do not seem to respect her. According to the contingency model, Wilma should adopt
a(n) ________ leadership style.
A) employee-centered
B) participatory
C) relationship-oriented
D) task-oriented
E) initiating structure