Chapter 17—Managing Leadership and Influence Processes Key
1. Leaders and managers are the same thing.
2. A leader aligns people.
3. A manager develops a vision.
4. Leaders have power but managers do not.
5. Referent power is usually associated more with leadership than with management.
6. Expert power requires a college degree.
7. Inspirational appeal involves the use of referent power.
8. Legitimate request is based on reward power.
9. Researchers gave up trying to identify traits as predictors of leadership ability, but many voters have not.
10. Managers using job-centered leader behavior are interested in developing a cohesive work group and
ensuring that employees are satisfied with their jobs in the Michigan studies.
11. When using consideration behavior, the leader clearly defines the leader-subordinate role so that everyone
knows what is expected, establishes formal lines of communication, and determines how tasks will be
performed in the Ohio studies.
12. The goal of a situational theory is to identify key situational factors and to specify how they interact to
determine appropriate leader behavior.
13. Tennenbaum and Schmidt proposed a continuum of leadership behavior similar to the original Michigan
framework.
14. The LPC theory of leadership suggests that the function of the leader is to make desired rewards available
and to show people how to get them.
15. The path-goal theory assumes that leaders are unable to adapt their style of leadership to the situation.
16. A directive leader would be preferred by an employee with a high external locus of control.
17. The group makes the decision in all but one of the decision styles used in the Vroom-Yetton-Jago model.
18. Scott is the “teacher’s pet.” According to the leader-member exchange model, he gets special treatment
because he is part of the in-group.
19. Organizational characteristics that may substitute for leadership include formalization, group cohesion,
inflexibility, and a rigid reward structure.
20. Transformational leaders are likely to have a lot of self-confidence, a firm conviction in their beliefs and
ideals, and a strong need to influence people.
21. To be effective as a charismatic leader, a manager needs to have a thorough and complete understanding of
the organization¾its history, its culture, its strengths, and its weaknesses.
22. Ethical leadership is a prerequisite for effective leadership.
23. When one person does things for another to build up bargaining power for future situations, the political
behavior involved is known as inducement.
24. Intentionally trying to enhance one’s image in the eyes of others is called impression management.
25. Stating inaccurate information on a resume is an example of unethical impression management.
26. Leadership is
27. Managers and leaders differ in
28. Which of the following is an example of an individual who is leading?
29. Which of the following is NOT a type of power?
30. Mark Zuckerberg crated Facebook, which has more than 800 million users. Zuckerberg has
31. Which of the following is a kind of power?
32. The form of power a person has because of the position he or she occupies in an organization is known as
____ power.
33. One of the reasons Steve Jobs was very successful at Apple was his charisma. He had ____.
34. Facebook CEO Mark Zuckerberg struck a deal with Spotify CEO Daniel EK for online music service. As
CEOs they have ____ power.
35. ____ power is created and conveyed in the organization by granting authority.
36. A news producer selects a reporter to cover a typical story. The producer has ____ power.
37. The ability to control salary increases, promotions, praise, and interesting job assignments is known as
38. What type of power do leaders have if they are able to offer or withhold inducements?
39. A news producer selects a reporter to cover a breaking story that will get attention and possibly lead to
career advancement. The producer has ____ power.
40. Military leaders have no control over pay or bonuses. They rely on praise, public recognition, and
evaluations for ____ power.
41. Punishment and avoidance procedures involve the use of ____ power.
42. A supervisor’s use of coercion also involves the
43. Workplace bullies use sarcasm, humiliation, and fear to influence others. This is a form of ____ power.
44. Jason uses reprimands, fines, and demotion. These are forms of ____ power.
45. Charismatic leadership is closely linked with
46. The power that generally sets leaders apart from nonleaders is ____ power.
47. Shevonda has a great sense of humor. She does not use sarcasm. People love to listen to her tell great stories
with dramatic expressions. She has ____ power.
48. ____ power is based on knowledge and expertise.
49. Jon has a Ph.D. in organizational psychology. He works for Boeing as an executive coach. The executives
have more experience and total power. Jon’s primary power is
50. Augustus has a Ph.D. in chemistry. He was a college professor and is now director of research at his
company. He has ____ power.
51. Good administrative assistants have more access to important information and the decision maker than
subordinates have. The administrative assistants have ____ power.
52. Jesse has tremendous respect for Bonny. Jesse is Bonny’s speech writer. Jesse worked all weekend to create
a great speech for Bonny so that Bonny will be successful. Bonny has ____ power.
53. Bill Lennox is a good man. He inspires loyalty and impeccable behavior because he demonstrates high
moral standards with every decision. He has ____ power.
54. The reinforcement theory of motivation is the basis for using
55. Tonya and Maureen work for an international company. Tonya convinced Maureen to go on a six month
internship to China because it would be good for Maureen’s career. Tonya used
56. Mika was promoted to manager based on her display of great self-confidence and her intelligence. The
assumptions under which Mika received her promotion are based on the usefulness of ____ in predicting who
will make a good leader.
57. Which of the following represents how leadership was studied during the first several decades of the
twentieth century?
58. What approach to identifying a leader is someone using if he votes for a politician based on his or her
appearance, communication skills, and education?
59. Which of the following BEST represents the outcome of the work done to determine what personal traits
can be used to predict leader effectiveness?
60. Which of the following is a leader-behavior model?
61. In the Marine Corps, subordinates want tough effective training that they know will someday save their
lives. If you apply the Michigan studies in this case, the subordinates want
62. Working Mother magazine ranked Abbott as one of the top ten companies for working families. CEO Miles
White says “One of the most important things we can do for working families today is to help them lead
healthier lives.” According to the Michigan studies, White is using ____ behavior.
63. The Michigan studies concluded that the best leader is
64. According to the Michigan studies, managers may be job-centered
65. What is the major difference between the Ohio State studies and the Michigan studies of leadership?
66. In the Marine Corps, subordinates want tough effective training that they know will someday save their
lives. If you apply the Ohio studies, subordinates want
67. Working Mother magazine ranked Abbott as one of the top ten companies for working families. CEO Miles
White says “One of the most important things we can do for working families today is to help them lead
healthier lives.” According to the Ohio studies, White is using ____ behavior.
68. In the Marine Corps, subordinates want tough effective training that they know will someday save their
lives. Marines also want good food, time off, promotions and decent pay. Marines’ desires for tough training
and supportive leaders support the ____ model of leadership behavior.
69. What term was used by researchers at Ohio State to describe the leadership behavior that is most similar to
employee-centered behavior?
70. The Managerial Grid
71. The Leadership Grid
72. The leadership model that laid the foundation for much of the later work on situational approaches to
leadership proposed
73. What is the basic assumption of situational approaches to leadership?
74. Which of the following leadership models is a combination of the trait and leader behavior approaches, with
the addition of a situational element?
75. Critics of the LPC model contend that
76. What score does Fiedler use to determine leader style?
77. The underlying assumption of situational models of leadership is that appropriate leader behavior varies
from one situation to another. Which of the following is an example of one situation identified by Fiedler?
78. Lisa has been appointed leader of a project task force. She has strong leader-member relations. The task is
structured. According to Fiedler’s LPC theory, the favorableness of the situation is
79. Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task
is unstructured. Also, Daniel has weak leader-member relations. According to Fiedler’s LPC theory, what type
of leadership style is appropriate in this situation?
80. According to Fiedler’s research, what is the most effective form of leader behavior when situational
favorableness is either most favorable or least favorable?
81. Working Mother magazine ranked Discovery Communications as one of the top ten companies for working
families. CEO David Zaslav says “Addressing the needs of working families…means placing priority on
flexibility to enable a healthy work/life balance, access to high quality health care and wellness programs.”
Fiedler would describe this leadership situation as having
82. Working Mother magazine ranked Bon Secours Richmond Health System as one of the top ten companies
for working families. CEO Peter Bernard says “We expect our managers to support flexible schedules, promote
education, push job development and encourage a healthy work/life balance.” According to Fiedler’s research,
what is the most effective form of leader behavior for Bernard to adopt?
83. When there is a mismatch between leader style and the type of situation in which leaders find themselves,
what does Fiedler suggest should be done?
84. According to Fiedler
85. According to Fiedler’s research on his contingency theory of leadership, relationship-oriented leaders get the
best results when
86. Which of the following is NOT one of the criticisms of Fiedler’s contingency model of leadership?