Chapter 11
TRUE-FALSE
T F 1. A leader may get the job because of expertise in an area unrelated to leading.
T F 2. A leader may emerge as the team eliminates one by one those who don’t meet its
needs for leadership.
T F 3. Even today, men frequently are expected to lead well while women are expected to be
better followers.
T F 4. Even when an individual leads brilliantly, others will not give that person credit for
leadership if they initially had poor expectations of him or her because of
stereotyping.
T F 5. Referent power comes when one is able to refer to many experts when talking.
T F 6. The empowering leader is one who relies heavily on coercive and reward power to
motivate the members.
T F 7. Group maturity refers to members’ ability to take responsibility and determines what
style a leader might best use.
T F 8. An empowering leader does not spend time on coaching members.
T F 9. Leaders need to provide facilitative participation or the leadership to motivate
members to participate.
T F 10. One way to develop skills for leading is to identify models and mentors you consider
good leaders.
T F 11. Any individual’s power is interdependent with the power of others and the structure of
the organization.
T F 12. Laissez-faire style leadership involves managing every detail possible.
T F 13. Coercive power is the type of power others grant to a person through their respect for
her or him, regardless of that person’s position or status.
T F 14. Communication power lies in individuals’ or teams’ possession of and willingness to
share information as well as in the way in which they communicate it.
T F 15. Referent power and legitimate power are the same thing.
T F 16. “Empowerment” is a contemporary phrase for appointing key people to management
positions.
T F 17. A good leader is consistent in his or her style of leading regardless the group or the
situation.
T F 18. A laissez-faire leader and an empowering leader are essentially the same in how they
work with their teams.
T F 19. The expectations of leaders that members bring in to a group experience affect how
they then perceive a leaders’ effectiveness.
T F 20. Research indicates that old stereotypes of feminine vs. masculine behaviors still make
it harder for a woman to be respected as a leader than for a man.
MULTIPLE CHOICE
1. Which of the following statements is more accurate?
A. A leader has the primary responsibility for leadership.
2. E. Lycroft, corporate V.P., runs a tight ship. He makes sure his top management team does
what he wants it to. If any member raises issues, E.L. fires that member. His source of
power is:
D. All of the above
3. Rosa T., head nurse, reports that she is an empowering leader. Her team says she is an
autocratic tyrant. Which of the following is a reasonable explanation of the different
perceptions?
A. Rosa has self-expectations of herself as a woman and she sees what she does
accordingly.
B. The team has expectations of what a woman leader should be like, but Rosa can’t live
up to them and still do her job.
4. Which of the following is not a function that most teams consider essential for a good
leader?
A. Representing the team to the organization
E. None of the above
5. A team leader carefully observes how teammates respond to her communication. Then she
changes the way she communicates to break down any barriers she thinks might be in the
way of understanding. She is reflecting the ability to:
D. All of the above
E. None of the above
6. When a leader works well with a team and protects it from outside interference that is
specifically called:
A. Empowerment
B. Laissez-faire
7. Of the following statements, which best describes the idea of “empowerment?”
A. People have a heightened sense of powerfulness, self-determination, and
confidence in their ability to perform a task.
8. According to Nanus, the leader should fulfill which of the following roles?
D. All of the above
E. None of the above
9. Which of the following is UNTRUE of a team leader’s responsibilities?
A. She or he should serve as a buffer between the team and the organization.
B. He or she should link the organization to the team.
10. In developing your own skills at leading, it’s a good idea to:
A. Wait until you get appointed or elected to a lead position
ESSAYS
1. Describe the “ideal leader.” Explain what it is that makes this person an ideal. Talk about
what he or she does, how she or he affects others, what the outcomes of this person’s leadership
can be. Use examples and illustrations.
2. Discuss what it means to be a “principled” leader. How does this relate to ethics? To values?
To diverse members? How does being a principled leader relate to other attributes of a good
leader? To the leader’s goals and to those of other team members and the organization?
3. Explain the ways in which others’ expectations of an individual—based on status, gender,
culture, background—might affect his or her leadership. How might they affect the style, the
effectiveness, the tasks of a leader? What about a person’s self-expectations?