Chapter 14 - Die 72 Stunden Bruchchallenge Flashcards
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: 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.
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: 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.
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: 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.
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: 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.
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: 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.
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: A
Explanation: Leadership styles vary not only among individuals but also among countries or cultures.
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: B
Explanation: Legitimate power is the authority a manager has by virtue of his or her position in an organization’s hierarchy.
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: 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).
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: 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.
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: 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.
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: 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).
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: 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.
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: 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.
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: 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.
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: 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.
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: 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.
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: 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.
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: 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.
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: 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.
30) Legitimate, referent, and coercive are specific types of leadership
A) transactions.
B) styles.
C) leverage.
D) power.
E) traits.
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
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: 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.
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: 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.
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: A
Explanation: Empowerment is the expansion of employees’ knowledge, tasks, and decision-making responsibilities.
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: A
Explanation: Empowerment is the expansion of employees’ knowledge, tasks, and decision-making responsibilities.