39. The _____ styles works best for employees with moderate readiness, according to Hersey and
Blanchard.
a.
selling and telling
b.
coaching and participating
c.
coaching and supporting
d.
directing and delegating
e.
entrusting and supporting
40. Two leadership styles used by Fiedler in his contingency theory were:
a.
employee-centered and job-centered.
b.
consideration and initiating structure.
c.
concern for people and concern for production.
d.
relationship-oriented and task-oriented.
e.
employee-oriented and relations-oriented.
41. Fiedler used all of the following to describe how leaders fit the situation EXCEPT:
a.
leader-member relations.
b.
task structure.
c.
personal power.
d.
leader position power.
e.
all of these were used by Fiedler to describe the situation.
42. In situations of _____, according to Fiedler, relationship-oriented leaders are more effective.
a.
high favorability
b.
moderate favorability
c.
high unfavorability
d.
no favorability
e.
none of these
43. Which of the following refers to group atmosphere and members’ attitude toward and acceptance of the
leader?
a.
Task structure
b.
Leader relationships
c.
Contingency
d.
Position power
e.
Leader-member relationships
44. A _____ is a situational variable that makes a leadership style unnecessary or redundant.
a.
neutralizer
b.
substitute
c.
contingency
d.
transaction
e.
transformation
45. Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor
does he know the technology of his department well. These two factors prevent Ahmad from directing
his workforce. This is an example of _____ impacting leadership styles and behaviors.
a.
substitutes
b.
neutralizers
c.
contingencies
d.
citizenship
e.
transformation
46. 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
47. 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
48. “A fire that ignites followers” is used to describe which leadership characteristic?
a.
Vision
b.
Charisma
c.
Service
d.
Tenacity
e.
Authority
49. Charismatic leaders are often _____ than transactional leaders.
a.
less emotional
b.
more predictable
c.
less predictable
d.
more directive
e.
none of these
50. 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.
51. 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
52. 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
53. Which type of leader clarifies the role and task requirements of subordinates?
a.
Transactional
b.
Charismatic
c.
Transformational
d.
Supportive
e.
Team
54. Which of the following is a passive, independent, critical thinker?
a.
Conformist
b.
Passive follower
c.
Pragmatic survivor
d.
Effective follower
e.
Alienated follower
55. 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
56. 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
57. Which of these is the potential ability to influence the behavior of others?
a.
Leadership
b.
Management
c.
Power
d.
Control
e.
Motivation
58. _____ 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
59. 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
60. 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.
61. 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.
62. _____ 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
63. 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
64. 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
65. 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
66. Referent power depends on the leader’s:
a.
formal title.
b.
position in the hierarchy.
c.
personal characteristics.
d.
salary.
e.
reward power.
67. All of the following are essential parts of any definition of leadership EXCEPT:
a.
influence.
b.
people.
c.
goals.
d.
coercive power.
e.
influence and people only.
68. Peter has the ability to convince others to work toward organizational objectives. This ability is known
as _____.
a.
motivation
b.
leadership
c.
commitment
d.
a conceptual skill
e.
personal agenda
69. 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
70. 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
71. The six 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.
72. 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.
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 Leadership 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. 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
ANS:
4. To become a level 5 leader, Barry would have to hone which personal characteristic?
a.
Humility
b.
Tenacity
c.
Ruthlessness
d.
Drive
e.
Ego
COMPLETION
1. The ability to influence people toward the attainment of goals is known as _____.
2. _____ leadership transcends self interest to serve others and the organization.
3. In _____, the leader favors a consensual and collaborative process, and influence derives from
relationships rather than position power and formal authority.
4. _____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and
appearance.
5. _____ is the extent to which the leader is mindful of subordinates, respects their ideas and feelings,
and establishes mutual trust.
6. _____ is the extent to which the leader is task oriented and directs subordinates’ work activities toward
goal attainment.
7. _____, according to the Leadership Grid, occurs when efficiency in operations is the dominant
orientation.
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 contingency approach to leadership that links the leader’s behavioral style with the task readiness of
subordinates is called the _____.
11. A(n) _____ for leadership makes the leadership style unnecessary or redundant.
12. A situational variable that counteracts a leadership style is known as a(n) _____.
13. _____ 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.
14. The _____ has the ability to inspire and motivate people to do more than they would normally do,
despite obstacles and personal sacrifice.
15. A(n) _____ leader is distinguished by a special ability to bring about innovation and change.
16. _____ is the potential ability to influence the behavior of others.
17. Power coming from a formal management position in an organization and the authority granted to it is
called _____.
18. Power that results from the authority to reward others is called _____.
19. Power that stems from the authority to punish or recommend punishment is called _____.
20. Power resulting from a leader’s special knowledge or skill regarding the tasks performed by followers
is referred to as _____.
21. Power that results from characteristics that command subordinates’ identification with, respect and
admiration for and desire to emulate the leader is called _____.
SHORT ANSWER
1. List the two dimensions used in Blake and Mouton’s Leadership Grid.
2. List the two types of personal power.
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 six interpersonal influence tactics for leaders.