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Management & Supervision > Chapter 14: Power, Influence, and Leadership > Flashcards

Chapter 14: Power, Influence, and Leadership Flashcards

From becoming a manager to becoming a leader

1
Q

The ability to influence employees to voluntarily pursue organizational goals is referred to as _____

A

leadership

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2
Q

What is defined as the process of influencing others to understand and agree about what needs to be done while facilitating individual and group efforts to accomplish those goals?

A

Managerial leadership

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3
Q

The right to perform or command that comes with a supervisor’s job is _____

A

authority

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4
Q

Richard’s use of power is directed toward helping himself rather than helping others. This is an example of _____ power

A

personalized

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5
Q

Leadership is a narrow term that only refers to formal positions such as CEO and CFO
(True or False)

A

false

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6
Q

Socialized power occurs when power is directed at helping oneself as a way of achieving one’s own selfish ends
(True or False)

A

false

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7
Q

An organization’s vision and strategic plan is created by _____ and then implemented by _____

A

leaders; managers

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8
Q

The leadership aspect of managerial leaders is to _____, while the management part is to _____

A

influence; facilitate

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9
Q

The ability to gather human, informational, and other resources to get something done is _____

A

power

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10
Q

The type of power that all managers have that results from their formal position within the organization is called _____ power

A

legitimate

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11
Q

What is the term for power directed at helping yourself and furthering your own ends rather than those of others or the organization?

A

Personalized power

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12
Q

The phrase “the power of the purse strings,” meaning that managers can approve raises and other monetary incentives for employees, describes which type of power?

A

Reward

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13
Q

Power directed at helping others, as opposed to helping oneself, is known as _____ power

A

socialized

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14
Q

As shift supervisor, Cassandra developed the schedule for the day, indicating which of her staff would be doing which job. The staff follows this schedule because of Cassandra’s _____ power

A

legitimate

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15
Q

At the completion of a long project, Aileen gives her assistant a day off with pay to acknowledge all of his hard work. This is an example of _____ power

A

reward

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16
Q

Steve docks an employee’s pay when he comes in late for work for the second time in a week. Steve is demonstrating _____ power

A

coercive

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17
Q

Power that results from managers’ authority to give subordinates bonuses or other incentives for doing a good job is _____ power

A

reward

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18
Q

Power that results from one’s specialized information or expertise is _____ power

A

expert

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19
Q

Which characteristics are associated with leaders rather than with managers?

A

Being a visionary
Inspiring others
Being charismatic

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20
Q

A manager who tells his subordinate, “Do it or else pay the consequences” is demonstrating what kind of power?

A

Coercive

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21
Q

Mycah complains to her boss about working overtime by saying, “I don’t see why I have to finish this project tonight.” Her boss responds, “Because I’m the boss and I say so, that’s why.” Mycah’s boss is displaying _____ power

A

legitimate

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22
Q

Trina is the “go-to gal” when anyone in the office has problems with the computer system. She knows more about the system than anyone else, and no matter what the problem is, she can fix it. Trina has _____ power

A

expert

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23
Q

Brandon has earned the trust and respect of his staff by consistently modeling the positive behaviors he expects from them. What type of power does this describe?

A

Referent

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24
Q

Some managers use _____ power to punish their subordinates through verbal or written reprimands, fines, or, in extreme situations, terminations.

A

coercive

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25
Q

Attempts to identify distinctive characteristics that account for the effectiveness of leaders are called the _____ approaches to leadership

A

trait

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26
Q

Trait empathy and moral identity are which type of leader attribute?

A

positive interpersonal attributes

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27
Q

Jon’s employees have a lot of personal respect and admiration for him. As a result, they are very loyal to him. This is an example of _____ power

A

referent

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28
Q

Conscious efforts to affect and change behaviors in others are known as _____ tactics

A

influence

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29
Q

Candidates for the management development program at GenCo Enterprises must first complete a personality assessment to determine the distinctive characteristics that account for the effectiveness of leadership role. Based on this, it would appear that GenCo believes in the _____ approach to leadership

A

trait

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30
Q

Your belief in your ability to influence people who are unlike you in a global context is called a _____

A

global mind-set

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31
Q

Which approach to leadership attempts to determine the actions and behaviors that effective leaders engage in when interacting with others?

A

Behavioral

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32
Q

In addition to emotional intelligence and agreeableness, what is a common positive interpersonal attribute of leaders?

A

Extraversion

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33
Q

Conrad and his wife, Olivia, are both managers at different companies. While Conrad prefers to allow his team to make decisions and come up with their own processes for completing tasks, Olivia prefers to tell her staff how to approach a project and who should be responsible for what. Each has a unique style, and both are effective. They both demonstrate the _____ leadership approach.

A

behavioral

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34
Q

Nicole runs a “tight ship” in her department. She expects her staff to follow the rules and procedures and is hands-on when it comes to making sure that the organization’s production and productivity goals are met. Nicole would best be described as displaying _____ behaviors

A

task-oriented

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35
Q

Leaders who exhibit _____ leadership behavior focus on clarifying tasks and setting goals to maximize output and efficiency

A

initiating-structure

36
Q

Leader behavior that is focused primarily on group members’ needs and desires and is directed at creating mutual respect or trust is referred to as _____ leader behavior

A

consideration

37
Q

What type of leadership is primarily concerned with leaders’ interactions with their subordinates and is aimed at enhancing the creation of a positive, nurturing work environment?

A

Relationship-oriented

38
Q

A manager who exhibits _____ leadership behavior will pay more attention to production costs than employee morale

A

initiating-structure

39
Q

According to the behavioral approaches to leadership, how should companies create effective managers?

A

Train them on task and relationship management

40
Q

The situational approach to leadership is also known as the _____ approach

A

contingency

41
Q

Trisha works hard to maintain a friendly, supportive climate in her department. Her motto is “People first, production second.” Trisha exhibits _____ leadership

A

relationship-oriented

42
Q

Fiedler’s _____ leadership model is determined by whether a leader’s style is task-oriented or relationship-oriented and if that style is effective for the situation at hand

A

contingency

43
Q

Task-oriented leaders are best suited to handle all situations
(True or False)

A

False

44
Q

Proponents of the _____ approach to leadership believe that the most effective leadership behavior depends on the circumstances at hand

A

situational

45
Q

Which approach to leadership asserts that a leader’s effectiveness depends on the situation at hand?

A

Contingency

46
Q

Under Fiedler’s model, the level of influence a leader has in their immediate work environment is called _____ control

A

situational

47
Q

Within situational control, the extent to which a manager has or does not have the support, loyalty, and trust of the work group is known which of the following?

A

Leader-member relations

48
Q

The employees at the shipping warehouse have a set of routines that they follow every day. Their job is outlined in detail, and the process of fulfilling orders that come in is easily understood. Which aspect of situational control does this represent?

A

Task structure

49
Q

According to Fiedler’s contingency leadership model, the amount of influence a manager has in the immediate work environment is known as what?

A

Situational control

50
Q

According to Fiedler’s contingency leadership model, which component of situational control is deemed as the most important?

A

Leader-member relations

51
Q

According to Fiedler, the dimension of situational control referred to as task _____ is the extent to which subordinates perform unambiguous, easily understood, routine tasks

A

structure

52
Q

Within situational control, the power to make work assignments and reward and punish is called _____ power

A

position

53
Q

Which leadership model holds that an effective leader makes desirable rewards available to workers and increases workers’ motivation by clearly outlining the behavior that will help them achieve those goals and rewards?

A

Path-goal leadership

54
Q

House’s revised path-goal theory has been tested enough to verify its overall conclusions
(True or False)

A

False

55
Q

Which leadership approach asserts that leadership behavior varies across a wide number of leadership styles, ranging from take-no-responsibility leadership to transformational leadership?

A

Full-range

56
Q

Deb is frustrated because, although she assigns responsibilities to members of her staff, the human resource director makes any final decisions about staff bonuses. Which aspect of situational control is causing Deb’s frustration?

A

Position power

57
Q

Leadership that focuses on clarifying employees’ roles, explaining task requirements, and providing rewards or punishments based on performance is called _____ leadership

A

transactional

58
Q

Transactional leaders try to get people to do ordinary things, while _____ leaders attempt to get people to do exceptional things

A

transformational

59
Q

Which leadership approach suggests that leadership behaviors vary along a continuum of leadership styles, from passive through transactional to transformational?

A

Full-range

60
Q

The human resource director told James that, in his role as product supervisor, he would get the best work out of his staff by employing a reward system for a job done well. The human resource director is focused on _____ leadership

A

transactional

61
Q

Which type of leader transforms employees to pursue organizational goals over self-interest?

A

Transformational

62
Q

A leader who displays an interpersonal attraction that inspires acceptance and support and is better able to persuade others is demonstrating _____

A

charisma

63
Q

What type of leader excites passion, inspiring and empowering people to look beyond their own self-interest?

A

Transformational

64
Q

“Let me share a vision that transcends us all” is the message of a(n) _____ leader

A

charismatic

65
Q

Tyrone’s management style could best be described as the “carrot or the stick” approach. If his subordinates perform to expectations, he will reward them; if their performance falls short of expectations, he will punish them. Which leadership style does this describe?

A

Transactional

66
Q

What type of leaders use inspirational motivation, idealized influence, individual consideration, and intellectual stimulation to pursue organizational goals?

A

Transformational

67
Q

Transformational leaders have high ethical standards and also _____

A

make sacrifices for the greater good

68
Q

A leader who displays an interpersonal attraction that inspires acceptance and support and is better able to persuade others is demonstrating _____

A

charisma

69
Q

Transformational leaders are known for encouraging their subordinates to _____

A

grow and succeed

70
Q

Jonathan manages a department of 10 people. Once he got to know each of the individual employees, he realized it would be best for him to approach them with projects in different ways. For example, Shaina likes to know the final goal of every project, while Carson only wants the details of his task. Which type of leadership is based on having different relationships with different subordinates?

A

Leader-member exchange

71
Q

Which leadership model examines the quality of relationships between managers and subordinates and suggests that leaders have different relationships with different subordinates?

A

Leader-member exchange model

72
Q

Within the LMX model of leadership, _____ exchange refers to the relationship between leader and follower, which is viewed as a partnership characterized by mutual trust and a common fate

A

in-group

73
Q

What type of leader is described as a humble, giving person who wants nothing in return but to see other people succeed?

A

Servant leader

74
Q

According to the leader-member exchange model (LMX), a leader has different relationships with different subordinates
(True or False)

A

True

75
Q

According to the LMX model, in an _____ exchange, leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate

A

out-group

76
Q

Which leadership approach focuses on providing increased service to others rather than to the leader?

A

Servant

77
Q

Although some people view _____ as a weakness, it is actually the belief that something greater than oneself exists

A

humility

78
Q

Jason is an effective leader because he has created a climate in which employees have a strong belief in their own ability to control their work. Which type of leadership would best describe Jason’s style?

A

Empowering leadership

79
Q

What type of leadership represents normatively appropriate behavior that focuses on being a moral role model?

A

Ethical

80
Q

Jordan enjoys working at his company because it has the philosophy that every employee is making an important contribution to achieve the company’s goals. As a result, there is a mutual level of respect among all employees. In this situation, the company is creating a feeling of _____

A

community

81
Q

What is the relatively stable trait that is grounded in the belief that something greater than the self exists?

A

Humility

82
Q

Employees’ belief that they have some degree of control over their work is referred to as _____

A

psychological empowerment

83
Q

Repeated verbal and nonverbal hostility toward a subordinate is called _____

A

abusive supervision

84
Q

How do employees tend to react to a supervisor who behaves in a hostile, aggressive way?

A

They feel emotionally exhausted

85
Q

What is the most important reason for a leader to take time for reflection?

A

To promote learning

86
Q

What term describes understanding who you are and what you stand for?

A

Self-awareness

87
Q

Which effect occurs when people who are incompetent at something are unable to recognize their own incompetence?

A

The Dunning-Kruger effect

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