1. The outcome of influence tactics are not affected by the leader’s personality traits.
a. True
b. False
2. To use personal magnetism as an influence tactic, the person strikes a bargain with the person to be influenced.
a. True
b. False
3. The more powerful leaders are, the more they need to create a coalition.
a. True
b. False
4. A hands-on leader is typically task oriented.
a. True
b. False
5. An example of undue pressure is leaders using threats or warnings , when trying to get a job done by his subordinates.
a. True
b. False
6. To use debasement as an influence tactic, the influence agent might say, “I realize I’m not the brightest new manager in
the company, so I really need your help.”
a. True
b. False
7. When using ingratiation as an influence tactic, the influence agent acts abrasively and aggressively toward the influence
target.
a. True
b. False
8. Good-natured kidding is especially effective when a straightforward statement might be interpreted as harsh criticism.
a. True
b. False
9. Top-level leaders exert of their influence attempts in the direction of bringing about changes throughout the entire
organization.
a. True
b. False
10. A means to bring about change and ensure that a healthy corporate culture is maintained in the organization is to
establish a punishment system that reinforces the culture.
a. True
b. False
11. Leaders must behave in ways consistent with the values and practices they wish to see imitated throughout the
organization.
a. True
b. False
12. A recommended way of sequencing influence tactics is to begin with an abrasive tactic and then move toward a more
positive tactic.
a. True
b. False
13. The lower position power an individual exerts over another, the less the need for being cautious in the use of influence
tactics.
a. True
b. False
14. A sensible approach of sequencing influence tactics is to begin with low-cost, low-risk tactics.
a. True
b. False
15. In the context of implicit leadership theories, personal assumptions about an ideal organizational leader develop
through socialization and past experience with leaders.
a. True
b. False
16. As indicated by implicit leadership theories, two examples of leadership prototypes are tyranny and masculinity.
a. True
b. False
17. A leader must acquire _____ in order to influence others.
a. a minimum percentage of the organization’s shares
b. power
c. credibility
d. the vast majority of employees worry about job security.
18. _____ is the most successful influence outcome.
a. Commitment
b. Compliance
c. Resistance
d. Debasement
19. The three outcomes of influence tactics are _____.
a. commitment, compliance, and resistance
b. power, skills, and outcomes
c. manipulation, ingratiation, and submission
d. empowerment, obedience, and concession
20. According to the model of power influence presented in the leadership text, the effectiveness of influence tactics is
affected by _____.
a. strategies, rules, and procedures
b. aspirations, motivations, and skills
c. leader traits, leader behaviors, and the situation
d. consideration and initiating structure
21. A major moderating variable in the use of rational persuasion is the:
a. age of the organization.
b. number of organizational levels.
c. age of the influence agent.
d. credibility of the influence agent.
22. Which of the following influence tactics requires that the leader serve as a model for the desired behavior?
a. Exchanging favors and bargaining
b. Rational persuasion
c. Leading by example
d. Getting network members to support your position
23. A recommended technique for exchanging favors is to:
a. build an initial relationship with him.
b. give the other person as much time as is feasible to comply.
c. explain why you are worthy of receiving special treatment.
d. limit your request to one, clear-cut option.
24. Nancy, a middle manager, wants to use the influence tactic of legitimating to improve quality within her unit. Nancy,
therefore:
a. develops a large number of people within her network.
b. does favors for people so she can call on them later.
c. explains that top management wants quality improvements.
d. consults regularly with group members.
25. An important part of making an inspirational appeal is to:
a. display emotion genuinely as needed.
b. do favors for other people without asking for reciprocity.
c. form coalitions.
d. consult regularly with group members.
26. An inspirational appeal is more likely to be effective when the influence agent:
a. pushes hard for his or her own agenda.
b. involves the workers in the change process.
c. disguises what he or she is attempting to accomplish.
d. mixes the inspirational appeal with a touch of Machiavellianism.
27. An individual who has strong personal magnetism:
a. relies on formal authority to influence others.
b. influences others by breaking down their defenses.
c. is likely to draw a lot of enemies to him or her.
d. influences others by being captivating and charming.
28. The purpose of forming a coalition is to:
a. ingratiate yourself with other people.
b. combine your power with that of others.
c. impress others by the number of people in your network.
d. legitimize your requests.
29. Team play can be an influence tactic when a person:
a. develops a large network.
b. gets others to work as a team but is a solo player himself or herself.
c. is more concerned about collaboration than tough-mindedness.
d. behaves as an authoritarian leader.
30. Derek is a hands-on leader, so he is likely to:
a. put his arms around the shoulders of a group member.
b. answer his own email.
c. telephone his boss frequently.
d. get involved directly in solving customer problems.
31. At which of the following levels in an organization is hands-on leadership usually expected?
a. Managerial level
b. Shareholder level
c. Contract employee level
d. Levels below the executive category
32. An example of Machiavellianism would be for a manager to tell a group member that he must:
a. work every Saturday to be evaluated as a good team player.
b. accomplish goals that fit the company’s strategic goals.
c. conform to company rules and regulations.
d. have lunch together to discuss a new software system.