Chapter 14 - Die 72 Stunden Bruchchallenge

Question 1

11) ________ is the process by which a person exerts influence over others and inspires, motivates, and directs their activities.
A) Empowerment
B) Consideration
C) Leadership
D) Benchmarking
E) Management

Answer 1

Answer: C
Explanation: Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals. When leaders are effective, the influence they exert over others helps a group or organization achieve its performance goals.

Question 2

12) Aileen helps the organization succeed by motivating and inspiring her peers to work together toward team goals. Aileen is known as a(n)
A) figurehead.
B) manager.
C) coercer.
D) leader.
E) expert.

Answer 2

Answer: D
Explanation: A person who inspires, motivates, and directs the activities of others so that they work toward organizational goals is known as a leader. When leaders are effective, the influence they exert over others helps a group or organization achieve its performance goals.

Question 3

13) ________ are those organization members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.
A) Leaders
B) Subordinates
C) Trainees
D) Facilitators
E) Managers

Answer 3

Answer: E
Explanation: A distinction is often made between managers and leaders. When this distinction is made, managers are thought of as those organization members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.

Question 4

14) What type of leaders share power with followers and strive to ensure that the well-being of others is enhanced?
A) entrepreneurs
B) transformational leaders
C) servant leaders
D) transactional leaders
E) intrapreneurs

Answer 4

Answer: C
Explanation: Servant leaders share power with followers and strive to ensure that followers’ most important needs are met, they are able to develop as individuals, and their well-being is enhanced, and that attention is paid to those who are least well-off in a society.

Question 5

15) A servant leader is most likely to
A) tightly monitor subordinates and make frequent demands of them to serve the organization.
B) expect followers to accept and implement decisions without questioning.
C) focus on the needs of the organization being served, rather than on followers’ needs.
D) focus on his or her own personal well-being rather than on the needs of others.
E) focus on listening to and motivating subordinates.

Answer 5

Answer: E
Explanation: Servant leaders share power with followers and strive to ensure that followers’ most important needs are met, they are able to develop as individuals, and their well-being is enhanced, and that attention is paid to those who are least well-off in a society.

Question 6

16) Effective leadership styles
A) vary with individual, culture, and country.
B) are easy to develop for experienced, top-level managers.
C) frequently employ coercive power.
D) are universal from country to country.
E) are compromised if power is shared with followers.

Answer 6

Answer: A
Explanation: Leadership styles vary not only among individuals but also among countries or cultures.

Question 7

17) Morton hires new employees, assigns them work, and monitors their performance. What type of power does Morton use?
A) transformational
B) legitimate
C) informal
D) transient
E) coercive

Answer 7

Answer: B
Explanation: Legitimate power is the authority a manager has by virtue of his or her position in an organization’s hierarchy.

Question 8

18) When Marta sold a property that had been on the market for a considerable length of time, Daniel gave her a commission bonus. What type of power was Daniel using?
A) expert
B) coercive
C) reward
D) empowerment
E) referent

Answer 8

Answer: C
Explanation: Reward power is the ability of a manager to give or withhold tangible rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect).

Question 9

19) To leverage reward power effectively, a manager should
A) use their reward power sparingly.
B) make sure subordinates know that the manager holds the sole power to distribute rewards.
C) balance it with frequent use of coercive power.
D) base rewards on performance and use them to motivate employees to do the best they can.
E) regularly reward all employee actions to motivate the full workforce consistently.

Answer 9

Answer: D
Explanation: Reward power is the ability of a manager to give or withhold tangible rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect). Being able to give or withhold rewards based on performance allows managers to have a highly motivated workforce.

Question 10

20) Sienna was dissatisfied with Jenna’s contribution to the team project, so Sienna exercised her ________ power by withholding part of Jenna’s bonus.
A) expert
B) reward
C) referent
D) informal
E) coercive

Answer 10

Answer: E
Explanation: Coercive power is the ability of a manager to punish others. Punishment can range from verbal reprimands to reductions in pay or working hours to actual dismissal.

Question 11

21) Coercive power
A) fosters high performance if used often and consistently.
B) respects employee dignity and is highly ethical.
C) can have negative effects and should be used sparingly.
D) helps clarify expectations between managers and employees.
E) is a cornerstone of effective leadership.

Answer 11

Answer: C
Explanation: Coercive power is the ability of a manager to punish others. It can have negative side effects, such as resentment and retaliation, and should be used only when necessary (for example, to curtail a dangerous behavior).

Question 12

22) Kris has considerable influence within her team due to her many years of experience and past track record of leading projects to success. Kris can be said to have ________ power.
A) legitimate
B) referent
C) expert
D) coercive
E) reward

Answer 12

Answer: C
Explanation: Expert power is based on the special knowledge, skills, and expertise that a leader possesses. First-level and middle managers often have technical expertise relevant to the tasks their subordinates perform.

Question 13

23) To best leverage expert power, a leader should
A) demand that employees follow his or her lead without question.
B) leverage his or her expertise to guide or coach others.
C) recognize his or her skills are not unique.
D) focus on what he or she knows rather than trying to acquire more expertise.
E) work harder to establish trust with employees.

Answer 13

Answer: B
Explanation: Expert power is based on the special knowledge, skills, and expertise that a leader possesses. Expert power tends to be best used in a guiding or coaching manner rather than in an arrogant, high-handed manner.

Question 14

24) Nan has extensive experience in ergonomic product design. Though she is not a manager, she is often called on by product managers to offer advice on ergonomic features for new products. It can be said that Nan has ________ power.
A) referent
B) transformational
C) behavioral
D) legitimate
E) expert

Answer 14

Answer: E
Explanation: Expert power is based on the special knowledge, skills, and expertise that a leader possesses. Managers with expert power need to recognize that they are not always right and seek and encourage input from others.

Question 15

25) ________ power comes from the respect, admiration, and loyalty that subordinates have for a leader.
A) Reward
B) Servant
C) Coercive
D) Referent
E) Legitimate

Answer 15

Answer: D
Explanation: Referent power is a function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

Question 16

26) ________ power is more informal than other kinds of power and is associated with the personal characteristics of a leader.
A) Reward
B) Legitimate
C) Coercive
D) Referent
E) Transformational

Answer 16

Answer: D
Explanation: Referent power is more informal than the other kinds of power. Referent power is a function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

Question 17

27) Sonia is an office manager and makes time to connect personally with each of her employees and show care and concern for their well-being. Sonia is enhancing her ________ power.
A) reward
B) transient
C) coercive
D) referent
E) legitimate

Answer 17

Answer: D
Explanation: Referent power is a function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty. Managers can increase their referent power by taking time to get to know their subordinates and showing interest in and concern for them.

Question 18

28) Chris’s subordinates think very highly of his leadership and work ethic, resulting in low attrition and high performance within the group. Chris has cultivated a high level of ________ power.
A) consequential
B) formal
C) referent
D) expert
E) transactional

Answer 18

Answer: C
Explanation: Referent power is a function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty. Managers can increase their referent power by taking time to get to know their subordinates and showing interest in and concern for them.

Question 19

29) As a manager who has significant referent power, Darlene is likely
A) used as a role model by many of her employees.
B) unpopular with subordinates and superiors alike.
C) ineffective and inefficient as a leader.
D) to command the respect and admiration due to her education and experience.
E) to control subordinates through rewards and punishments.

Answer 19

Answer: A
Explanation: Referent power is a function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty. Leaders who are likable and whom subordinates wish to use as a role model are especially likely to possess referent power.

Question 20

30) Legitimate, referent, and coercive are specific types of leadership
A) transactions.
B) styles.
C) leverage.
D) power.
E) traits.

Answer 20

Answer: D
Explanation: No matter what one’s leadership style, a key component of effective leadership is found in the power the leader has to affect other people’s behavior and to get them to act in certain ways. There are several types of power: legitimate, reward, coercive, expert, and referent power

Question 21

31) An effective manager would be most likely to
A) use coercive power consistently to raise employee morale.
B) place less value on the opinions of less-experienced subordinates.
C) use reward power and referent power sparingly.
D) carefully monitor and control employee behavior using legitimate power.
E) acknowledge employees’ accomplishments with rewards.

Answer 21

Answer: E
Explanation: Effective managers use their reward power to show appreciation for subordinates’ good work and efforts. Ineffective managers use rewards in a more controlling manner (wielding the “stick” instead of offering the “carrot”) that signals to subordinates that the manager has the upper hand.

Question 22

32) To be effective as a manager, one should use coercive power
A) sparingly because it can cause employees stress.
B) occasionally as it can be too expensive.
C) to control employee behavior.
D) to ensure employees meet department goals on time.
E) use coercive power frequently to standardize employee outputs.

Answer 22

Answer: A
Explanation: Coercive power can have negative side effects, such as resentment and retaliation, and should be used only when necessary. Managers who rely heavily on coercive power tend to be ineffective as leaders.

Question 23

33) Workers at an automobile assembly factory can discard parts that do not meet quality standards without needing the permission of a manager first. This is an example of
A) employee empowerment.
B) intrinsic motivation.
C) instrumentality.
D) servant leadership.
E) referent power.

Answer 23

Answer: A
Explanation: Empowerment is the expansion of employees’ knowledge, tasks, and decision-making responsibilities.

Question 24

34) Servers at a popular restaurant are able to offer dissatisfied customers a free dessert without prior approval by the shift supervisor. This is an example of
A) employee empowerment.
B) reward power.
C) extrinsic motivation.
D) servant leadership.
E) legitimate power.

Answer 24

Answer: A
Explanation: Empowerment is the expansion of employees’ knowledge, tasks, and decision-making responsibilities.

Question 25

35) An important characteristic of empowerment is that it
A) can motivate employees to take a less active role in leadership.
B) increases managers’ involvement in routine tasks.
C) gives managers more time to concentrate on other important concerns.
D) signifies a complete transfer of responsibility and accountability from a manager to a subordinate.
E) is not incorporated readily into modern management styles.

Answer 25

Answer: C
Explanation: Empowerment gives managers more time to concentrate on their pressing concerns because they spend less time on day-to-day supervision.

Question 26

36) Wilson is expected to work 40 hours each week, be in the office for critical meetings, and to meet all agreed-upon deadlines. His manager, however, allows him to work flexible hours that best fit his personal commitments. This is an example of
A) transactional leadership.
B) referent power.
C) employee empowerment.
D) servant leadership.
E) ineffective management.

Answer 26

Answer: C
Explanation: When leaders empower their subordinates, the subordinates typically take over some responsibilities and authority that used to reside with the leader or manager, such as the right to schedule work activities.

Question 27

37) The ________ model of leadership is based on the premise that effective leaders possess personal qualities or skills that set them apart from ineffective leaders.
A) task-oriented
B) path-goal
C) contingency
D) trait
E) transformational

Answer 27

Answer: D
Explanation: The trait model of leadership focused on identifying the personal characteristics that cause effective leadership.

Question 28

38) The trait model of leadership determined that
A) possessing the identified traits did not guarantee leadership effectiveness.
B) leaders were engaged in two types of behavior: consideration and initiating structure.
C) the situation or context within which leadership occurs was important to consider.
D) effective leadership was explained by personality traits alone.
E) leaders were characterized as either relationship-oriented or task-oriented.

Answer 28

Answer: A
Explanation: Traits alone are not the key to understanding leader effectiveness. Some effective leaders do not possess all the traits identified by the trait model of leadership, and some leaders who possess them are not effective in their leadership roles. This lack of a consistent relationship between leader traits and leader effectiveness led researchers to shift their attention away from traits and to search for new explanations for effective leadership.

Question 29

39) ________ are the two basic leader behaviors identified by the behavior model of leadership.
A) Intrinsic and extrinsic
B) Instrumental and terminal
C) Task-structure and task-orientation
D) Rewarding and coercing
E) Consideration and initiating structure

Answer 29

Answer: E
Explanation: Researchers identified two basic kinds of leader behaviors that many leaders in the United States, Germany, and other countries engaged in to influence their subordinates: consideration and initiating structure.

Question 30

40) When Gillian shows that she cares for her employees and takes action to help them enjoy their work, she is engaging in ________ behavior.
A) empowering
B) consideration
C) task-oriented
D) referent
E) autonomous

Answer 30

Answer: B
Explanation: Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. Managers who truly look out for the well-being of their subordinates and do what they can to help subordinates feel good and enjoy their work perform consideration behaviors.

Question 31

41) According to the behavior model of leadership, an example of consideration behavior would be
A) acting on employee concerns.
B) assigning tasks to work groups.
C) requiring the same overtime hours for every employee.
D) encouraging adherence to rules and regulations.
E) deciding how work should be done.

Answer 31

Answer: A
Explanation: Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. Managers who truly look out for the well-being of their subordinates and do what they can to help subordinates feel good and enjoy their work perform consideration behaviors.

Question 32

42) ________ models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on the situation or context.
A) Trait
B) Contingency
C) Empowerment
D) Behavior
E) Structural

Answer 32

Answer: B
Explanation: Contingency models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on, or is contingent on, the situation or context. According to contingency models, whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place.

Question 33

43) According to Fiedler’s contingency model, ________ leaders worry more about whether subordinates like them.
A) task-oriented
B) power-oriented
C) relationship-oriented
D) performance-oriented
E) goal-oriented

Answer 33

Answer: C
Explanation: According to Fiedler’s contingency model, relationship-oriented leaders are primarily concerned with developing good relationships with their subordinates and being liked by them.

Question 34

44) Jalen manages his team with a strong focus on goals and how to achieve them with maximum efficiency and effectiveness. According to Fiedler, Jalen is a(n) ________ leader.
A) task-oriented
B) behavior-oriented
C) relationship-oriented
D) affiliation-oriented
E) structure-oriented

Answer 34

Answer: A
Explanation: Task-oriented leaders are primarily concerned with ensuring that subordinates perform at a high level and focus on task accomplishment.

Question 35

45) Fiedler’s contingency model suggests that
A) identifying the personality traits of leaders is the only way to understand effective leadership.
B) the situation or context within which leadership occurs is irrelevant when studying effective leaders.
C) if a leader is effective in one situation, he or she can be effective in all other situations.
D) leadership styles are enduring characteristics; they cannot be changed or adjusted.
E) identifying the behavioral traits of leaders is the only way to understand effective leadership.

Answer 35

Answer: D
Explanation: According to Fiedler, leadership style is an enduring characteristic; managers cannot change their style, nor can they adopt different styles in different kinds of situations.

Question 36

46) According to Fiedler, ________ is the extent to which subordinates trust and are loyal to their superior.
A) empowerment
B) task-orientation
C) leader–member relations
D) consideration
E) position power

Answer 36

Answer: C
Explanation: Fiedler identified three situational characteristics that are important determinants of how favorable a situation is for leading: leader–member relations, task structure, and position power. Leader–member relations are the extent to which followers like, trust, and are loyal to their leader.

Question 37

47) A manager has increased his effectiveness by clearly defining employee goals and ensuring each employee understands how to achieve them. The manager has high
A) consideration.
B) task structure.
C) empowerment.
D) referent power.
E) position power.

Answer 37

Answer: B
Explanation: Task structure is the extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it.

Question 38

48) In Fiedler’s model, ________ power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.
A) position
B) personal
C) referent
D) transactional
E) informal

Answer 38

Answer: A
Explanation: Position power is the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. Leadership situations are more favorable for leading when position power is strong.

Question 39

49) Two managers are asked to describe the characteristics of an employee who has been struggling to perform well in the organization. According to Fiedler’s contingency model, why might one manager view the employee in a more positive light than the other manager?
A) The positive manager is more relationship-oriented.
B) The positive manager is more task-oriented.
C) The positive manager is better at consideration behaviors.
D) The positive manager is better at initiating structure.
E) The positive manager has a greater tolerance for stress.

Answer 39

Answer: A
Explanation: Relationship-oriented leaders tend to describe the LPC (least preferred coworker) in relatively positive terms; their concern for good relationships leads them to think well of others.

Question 40

50) According to House’s path–goal theory,
A) managers cannot adopt different leadership styles in different situations.
B) rewards should be used as a measure of approval for past performances, rather than as motivators.
C) effectiveness is dependent on leadership skills and characteristics, not work context.
D) coercive power will most effectively ensure high performance and goal attainment.
E) subordinates need to be motivated based on their nature and that of their work.

Answer 40

Answer: E
Explanation: Path–goal theory proposes that the steps managers should take to motivate subordinates depend on both the nature of the subordinates and the type of work they do.

Question 41

51) Sal is very clear in defining for his subordinates the incentives available to them for different levels of performance. He makes sure they understand the path toward receiving incentives and follows through on rewarding them when they meet those goals. Sal exhibits the _______ theory of leadership.
A) path–goal
B) transactional
C) equity
D) motivator-hygiene
E) hierarchy of needs

Answer 41

Answer: A
Explanation: The path–goal theory is a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals. It is based on the expectancy theory of motivation.

Question 42

52) Setting goals and assigning tasks are considered ________ behaviors in the context of path–goal theory.
A) directive
B) supportive
C) relationship-oriented
D) affiliation-oriented
E) instrumental

Answer 42

Answer: A
Explanation: According to path–goal theory, directive behaviors are similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Question 43

53) By expressing concern for subordinates and representing their best interests in day-to-day activities, a manager demonstrates a(n) ________ behavior in the context of path–goal theory.
A) directive
B) supportive
C) task-oriented
D) achievement-oriented
E) structural

Answer 43

Answer: B
Explanation: According to the path–goal theory, supportive behaviors are similar to consideration and include expressing concern for subordinates and looking out for their best interests. Supportive behaviors are often advisable when subordinates are experiencing high levels of stress.

Question 44

54) According to the path–goal theory, achievement-oriented behaviors
A) support subordinates who are experiencing high levels of stress.
B) motivate subordinates to perform at the highest level possible.
C) clear a subordinate’s path of challenges and obstacles.
D) express care and concern for subordinates.
E) are most effective when applied to subordinates who are not highly motivated.

Answer 44

Answer: B
Explanation: According to the path–goal theory, achievement-oriented behaviors motivate subordinates to perform at the highest level possible by, for example, setting challenging goals, expecting that they be met, and believing in subordinates’ capabilities.

Question 45

55) Leadership substitutes can
A) increase organizational efficiency.
B) increase competition between leaders.
C) decrease organizational effectiveness.
D) minimize the value of leaders.
E) increase the demands on managers’ time.

Answer 45

Answer: A
Explanation: A leadership substitute is something that acts in place of the influence of a leader and makes leadership unnecessary. It can increase organizational efficiency and effectiveness because frees up some of managers’ valuable time.

Question 46

56) ________ leadership makes subordinates aware of the importance of their performance to the organization and aware of their own needs for personal growth, motivating subordinates to work for the good of the organization.
A) Path-goal
B) Transactional
C) Transformational
D) Relationship-oriented
E) Task-oriented

Answer 46

Answer: C
Explanation: Transformational leadership makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth, and that motivates subordinates to work for the good of the organization.

Question 47

57) Leah motivates her subordinates to focus their efforts on the needs of coworkers and customers, rather than just their own personal goals. She is demonstrating ________ leadership.
A) transactional
B) transformational
C) charismatic
D) intrinsic
E) extrinsic

Answer 47

Answer: B
Explanation: Transformational managers make subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so the organization can attain its goals. They motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

Question 48

58) ________ is a personal characteristic often possessed by transformational leaders.
A) Conformity
B) Casualness
C) Conservativeness
D) Cautiousness
E) Charisma

Answer 48

Answer: E
Explanation: Transformational managers are charismatic leaders. They have a vision of how good things could be in their work groups and organizations that is in contrast with the status quo.

Question 49

59) The subordinates of a transformational manager would expect to be
A) aware of their personal needs for growth, development, and accomplishment.
B) unclear on the level of importance of their jobs.
C) motivated to work primarily for their personal benefit.
D) doubtful about their ability to succeed and unclear on what actions to take.
E) unaware of the organization’s overall performance.

Answer 49

Answer: A
Explanation: Transformational managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit. They make their subordinates aware of the subordinates’ own needs for personal growth, development, and accomplishment.

Question 50

60) As a ________ leader, the company CEO always left employees with a sense of purpose, enthusiasm, and clear intent after the quarterly town hall meetings.
A) transactional
B) charismatic
C) coercive
D) relationship-oriented
E) servant

Answer 50

Answer: B
Explanation: Charismatic leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates. The excitement, enthusiasm, and self-confidence of a charismatic leader contribute to the leader’s being able to inspire followers to enthusiastically support his or her vision.

Question 51

61) A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through
A) coercive power.
B) intellectual stimulation.
C) referent power.
D) virtual stimulation.
E) transactional leadership.

Answer 51

Answer: B
Explanation: A transformational manager’s intellectual stimulation leads subordinates to view problems as challenges that they can and will meet and conquer. The manager engages and empowers subordinates to take personal responsibility for helping to solve problems.

Question 52

62) In a transformational environment, managers engage in ________ by sharing information and motivating subordinates to take responsibility and not treat problems as “management issues” beyond their concern.
A) intellectual stimulation
B) leadership substitution
C) coercive power
D) transactional leadership
E) developmental consideration

Answer 52

Answer: A
Explanation: Intellectual stimulation leads subordinates to view problems as challenges that they can and will meet and conquer. In the past, subordinates might not have been aware of some problems, may have viewed some problems as “management issues” beyond their concern, or may have viewed problems as insurmountable.

Question 53

63) Ethan motivates his team members primarily by rewarding and reprimanding them. Ethan is using ________ leadership.
A) transformational
B) transactional
C) developmental
D) emotional
E) referent

Answer 53

Answer: B
Explanation: In transactional leadership, managers use their reward and coercive powers to encourage high performance.

Question 54

64) Managers who effectively influence their subordinates to achieve goals without making dramatic changes are engaging in ________ leadership.
A) transactional
B) transformational
C) substitute
D) instrumental
E) supportive

Answer 54

Answer: A
Explanation: Managers who effectively influence their subordinates to achieve goals, yet do not seem to be making the kind of dramatic changes that are part of transformational leadership, are engaging in transactional leadership.

Question 55

65) Women are often stereotyped as being
A) supportive.
B) task-oriented.
C) controlling.
D) directive.
E) apathetic.

Answer 55

Answer: A
Explanation: A widespread stereotype of women is that they are nurturing, supportive, and concerned with interpersonal relations. Men are stereotypically viewed as being directive and focused on task accomplishment. Female and male managers do not differ in the leadership behaviors they perform, contrary to stereotypes suggesting that women are more relationship-oriented and men more task-oriented.

Question 56

66) In general, female managers tend to
A) engage in less initiating structure behaviors.
B) exhibit significantly different leadership behaviors than male managers.
C) rarely involve subordinates in their decision making.
D) be more participative than male managers.
E) have more difficulty managing interpersonal relationships than male managers.

Answer 56

Answer: D
Explanation: Male managers tend to be less participative than are female managers, making more decisions on their own and wanting to do things their own way. Research suggests that men tend to be harsher when they punish their subordinates than are women.

Question 57

67) Why might female managers be more likely to involve subordinates in decision making and seek their input than their male counterparts?
A) They face more resistance from their subordinates than men.
B) They engage in more initiating structure than men.
C) They believe in empowerment more than men.
D) They are more often transactional leaders.
E) They have poorer interpersonal skills than male managers.

Answer 57

Answer: A
Explanation: Women tend to be somewhat more participative as leaders than are men, involving subordinates in decision making and seeking their input. One reason why female managers may be more participative as leaders is because subordinates may try to resist the influence of female managers more than they do the influence of male managers.

Question 58

68) A high level of ________ may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.
A) emotional intelligence
B) expectancy
C) reward power
D) coercive power
E) consideration

Answer 58

Answer: A
Explanation: A high level of emotional intelligence may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision.

Question 59

69) Managers that possess high emotional intelligence are likely to
A) encourage employees to be creative.
B) find it hard owning up to personal mistakes.
C) use coercive power frequently.
D) have difficulty empathizing with subordinates.
E) have poor interpersonal skills.

Answer 59

Answer: A
Explanation: Emotional intelligence plays a crucial role in how leaders relate to and deal with their followers, particularly when it comes to encouraging followers to be creative.

Question 60

70) A leader who is high in ________ is more likely to be able to develop and support the creative activities of his or her team members.
A) transactional leadership
B) emotional intelligence
C) expectancy
D) transformational leadership
E) conformity

Answer 60

Answer: B
Explanation: Leaders who are high in emotional intelligence are more likely to understand all the emotions surrounding creative endeavors, to be able to awaken and support the creative pursuits of their followers, and to provide the kind of support that enables creativity to flourish in organizations.

Question 61

71) Recognizing, admitting, and learning from mistakes are characteristics of a leader with
A) high emotional intelligence.
B) low intuition.
C) high affiliation orientation.
D) high empathy.
E) low task orientation.

Answer 61

Answer: A
Explanation: Leaders, like people everywhere, sometimes make mistakes. Emotional intelligence may also help leaders respond appropriately when they realize they have made a mistake. Recognizing, admitting, and learning from mistakes can be especially important for entrepreneurs who start their own businesses.

Question 62

72) Janice is a manager at a publishing company. She wants to improve her ability to foster creativity within her team. To accomplish this, she should work on developing her
A) affiliation needs.
B) emotional intelligence.
C) coercive power.
D) initiating structure behaviors.
E) transactional leadership skills.

Answer 62

Answer: B
Explanation: Leaders who are high on emotional intelligence are more likely to understand all the emotions surrounding creative endeavors, to be able to awaken and support the creative pursuits of their followers, and to provide the kind of support that enables creativity to flourish in organizations.

Question 63

73) Excessive use of ________ power tends to be ineffective and can cause dangerous working conditions.
A) transformational
B) referent
C) coercive
D) expert
E) legitimate

Answer 63

Answer: C
Explanation: Excessive use of coercive power seldom produces high performance and is questionable ethically. Managers who rely heavily on coercive power tend to be ineffective as leaders and sometimes even get fired themselves. Overuse of coercive power can even result in dangerous working conditions.

Question 64

74) Empowering employees often leads to
A) increased employee motivation and commitment.
B) decreased overall employee performance.
C) dangerous working conditions.
D) increased time needed for day-to-day supervision.
E) a decrease in employee interactions.

Answer 64

Answer: A
Explanation: Empowerment often increases workers’ involvement, motivation, and commitment; and this helps ensure that they are working toward organizational goals.

Question 65

75) The lack of a consistent relationship between leader traits and leader effectiveness led to the development of the
A) trait model.
B) contingency model.
C) path–goal theory.
D) leader substitutes model.
E) behavior model.

Answer 65

Answer: E
Explanation: The lack of a consistent relationship between leader traits and leader effectiveness led researchers to shift their attention away from traits and to search for new explanations for effective leadership. Rather than focusing on what leaders are like (the traits they possess), researchers began looking at what effective leaders actually do—in other words, at the behaviors that allow effective leaders to influence their subordinates to achieve group and organizational goals.

Question 66

76) Leaders engage in ________ when they take steps to make sure that work gets done and employees perform their jobs sufficiently.
A) initiating structure
B) supportive behaviors
C) consideration behaviors
D) employee-centered behavior
E) emotional intelligence

Answer 66

Answer: A
Explanation: Leaders engage in initiating structure when they take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

Question 67

77) ________ models of leadership consider the situation or context within which leadership occurs.
A) Trait
B) Contingency
C) Behavior
D) Expectancy
E) Transactional

Answer 67

Answer: B
Explanation: Contingency models of leadership take into account the situation or context within which leadership occurs.

Question 68

78) Julianna regularly reminds her team members of the purpose of their work and why they are important to the organization. She also keeps them focused on their own needs for personal growth and accomplishment. Julianna’s ________ leadership style motivates the team to work for the good of the organization.
A) supportive
B) transactional
C) transformational
D) empathetic
E) developmental

Answer 68

Answer: C
Explanation: Transformational leadership is that which makes subordinates aware of the importance of their jobs and their performance for the organization, as well as making them aware of their own needs for personal growth. Through transformational leadership, subordinates become motivated to work for the good of the organization.

Question 69

79) Aaron has a new idea, and he has been able to inspire his team members to support his vision. This is an example of ________ leadership.
A) transactional
B) developmental
C) structural
D) charismatic
E) legitimate

Answer 69

Answer: D
Explanation: Charismatic leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates. The excitement, enthusiasm, and self-confidence of a charismatic leader contribute to the leader’s being able to inspire followers to enthusiastically support his or her vision.

Question 70

80) In a collectivist culture, such as in Japan, managers tend to be
A) empowering.
B) reluctant to lay-off employees.
C) focused on consideration behaviors.
D) reliant on punishment for motivation.
E) task-oriented.

Answer 70

Answer: E
Explanation: The collectivistic culture in Japan places prime emphasis on the group rather than the individual, focusing on task accomplishment rather than on relationships.

Question 71

81) Men tend to be stereotyped as being
A) directive.
B) relationship-oriented.
C) empowering.
D) supportive.
E) nurturing.

Answer 71

Answer: A
Explanation: Men are stereotypically viewed as being directive and focused on task accomplishment. A widespread stereotype of women is that they are nurturing, supportive, and concerned with interpersonal relations. Female and male managers do not differ in the leadership behaviors they perform, contrary to stereotypes suggesting that women are more relationship-oriented and men more task-oriented.

Question 72

82) Jack is a skilled strategist and negotiator, and his team readily trusts his judgment regarding how to pursue and acquire company resources . Jack demonstrates ________ power.
A) legitimate
B) coercive
C) affiliation
D) expert
E) referent

Answer 72

Answer: D
Explanation: Other top-level managers lack technical expertise and derive their expert power from their abilities as decision makers, planners, and strategists.

Question 73

83) ________ is a valuable leadership trait that allows managers to avoid acting selfishly, control their feelings, and admit when they have made a mistake.
A) Maturity
B) Dominance
C) Self-confidence
D) Honesty
E) Tolerance

Answer 73

Answer: A
Explanation: Maturity helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake.

Question 74

84) What helps explain the reality that two managers who each possess similar traits and behaviors may not be equally effective leaders in all situations?
A) transactional leadership
B) behavioral models of leadership
C) trait models of leadership
D) equity theory
E) contingency models of leadership

Answer 74

Answer: E
Explanation: Simply possessing certain traits or performing certain behaviors does not ensure that a manager will be an effective leader in all situations. Contingency models of leadership consider the situation, or context, within which leadership occurs.

Question 75

85) As principal of a high school, Roger knows that his teachers are motivated by their pay, autonomy in the classroom, and having a choice of which grade levels to teach. While Roger can control the level of autonomy and choice of grade levels the teachers have, he is not involved in the distribution of pay raises. In the context of path–goal theory, what should Roger do to best lead his teachers?
A) Inform teachers he has no control over pay so they will focus on other motivators.
B) Work to gain reward power related to the pay raise distribution process.
C) Ignore pay as a motivator because he has control in other areas.
D) Reduce his expectations for performance as he cannot fully reward high performance.
E) Use his coercive power to punish teachers who complain about pay.

Answer 75

Answer: B
Explanation: In path–goal theory, leaders should find out what outcomes subordinates are trying to obtain from their jobs and the organization. After identifying these outcomes, the managers should have the reward power needed to distribute or withhold the outcomes.