Question 1

Reward power depends ________.

Accepted Answer

Reward power is not just about the actual control a manager has over resources and rewards, but also significantly about how the target perceives that control. If the target believes the manager can and will provide the rewards, the manager's power is enhanced, making perception a crucial element.

Question 2

Which of the following is NOT one of the three factors upon which the power of a subunit depends, according to strategic contingencies theory?

Accepted Answer

Strategic contingencies theory posits that the power of a subunit within an organization depends on three factors: the subunit's ability to cope with important problems, the uniqueness of its expertise (making it non-substitutable), and its centrality within the organization's workflow. Demonstrated competency and contribution to shared objectives, while important for organizational success, is not one of the three factors identified by this theory.

Question 3

________ theory explains how some organizational subunits gain or lose power to influence important decisions such as determination of the organization's competitive strategy and the allocation of resources to subunits and activities.

Accepted Answer

Strategic contingencies theory explains how certain subunits within an organization gain power over others, particularly through their ability to deal with uncertainties and critical problems facing the organization. This ability to address key issues and control important resources allows these subunits to influence organizational decisions, including competitive strategies and resource allocation.

Question 4

________ power is derived from a target person's strong feelings of affection, admiration, and loyalty toward the agent.

Accepted Answer

Referent power is based on the strong feelings of affection, admiration, and loyalty that a target person has towards the agent, often leading to a desire to emulate the agent or gain their approval.

Question 5

Subordinates usually have ________ their leader's reputation and prospects for a pay increase.

Accepted Answer

Subordinates can indirectly influence their leader's reputation and prospects for a pay increase through their performance, feedback, and the overall success of the team or department led by the leader.

Question 6

Which statement about a powerful subunit is NOT true?

Accepted Answer

A powerful subunit within an organization can indeed influence key decisions indirectly, through mechanisms such as networking, leveraging relationships, or through the strategic dissemination of information. This contradicts statement B, making it the incorrect choice.

Question 7

Which is the MOST important evidence of expertise?

Accepted Answer

Making good decisions is the most direct evidence of expertise, as it demonstrates the ability to apply knowledge and skills effectively in real-world situations. Diplomas, attending workshops, and winning awards can indicate a level of education or recognition but do not directly showcase the ability to make expert decisions.

Question 8

All of the following are negative consequences of a subordinate having control over operating information EXCEPT ________.

Accepted Answer

Interpreting complex analyses of operating information is not necessarily a negative consequence of a subordinate having control over operating information. It can be a positive aspect as it involves understanding and analyzing data to make informed decisions, rather than manipulating information for personal gain or to hide failures.

Question 9

Which of the following is NOT a way that leaders can facilitate reciprocal influence?

Accepted Answer

Reciprocal influence in leadership involves a mutual or two-way influence between leaders and their followers. Dictating how things will be done (C) does not facilitate reciprocal influence because it implies a one-way communication from the leader to the subordinates, without allowing for input, feedback, or shared decision-making from the subordinates.

Question 10

A leader's ________ power over subordinates is based on authority over punishments, which varies greatly across different types of organizations.

Accepted Answer

Coercive power is based on the ability to deliver punishments. It is a form of power that leaders or managers have over their subordinates, where the subordinates comply with orders to avoid punishments. This type of power contrasts with reward power, referent power (based on the leader's likability), and expert power (based on knowledge and skills).

Question 11

Power ________.

Accepted Answer

Power is dynamic and can change over time due to various factors such as social, political, and economic conditions. It is not static and can indeed vary and be altered by individual actions.

Question 12

All of the following are ways that an agent tries to protect expert power EXCEPT ________.

Accepted Answer

Permanently solving a problem does not protect expert power; it actually reduces the dependency others have on the expert, potentially diminishing their expert power. Keeping procedures mysterious, using complex jargon, and eliminating alternative information sources are all ways to maintain or enhance expert power by making the agent's knowledge seem more exclusive and indispensable.

Question 13

Studies on the consequences of leader power ________.

Accepted Answer

Studies have shown that effective leaders tend to have more expert and referent power, which are forms of personal power, compared to less effective leaders. This indicates that the qualities and knowledge a leader possesses, along with their ability to be well-regarded and respected, are crucial for effective leadership.

Question 14

Success in solving important problems is a source of ________ power for subunits, just as it is for individuals.

Accepted Answer

Expert power is derived from possessing knowledge or expertise in a particular area. When subunits or individuals successfully solve important problems, they demonstrate their expertise, thereby increasing their expert power.

Question 15

Referent power ________.

Accepted Answer

Referent power can lead to feelings of exploitation if the requests made by the person with power are perceived as extreme or unreasonable by the target.

Question 16

Which statement is NOT true?

Accepted Answer

Personal power can be misused, just like any other form of power. It is not immune to misuse, as it depends on the leader's integrity and ethical standards.

Question 17

Managers usually have much more reward power over ________.

Accepted Answer

Managers typically have more authority and control over their subordinates, which allows them to offer rewards (such as promotions, raises, or recognition) more easily than they could to their peers or superiors.

Question 18

Over the last two centuries, there has been a general decline in use of ________ power by most types of leaders.

Accepted Answer

Over the last two centuries, there has been a general decline in the use of coercive power by leaders, reflecting a shift towards more democratic and participatory forms of leadership and governance. Coercive power relies on the threat of force or punishment to influence others, which has become less acceptable and effective in many contexts.

Question 19

Task-relevant knowledge and skill ________.

Accepted Answer

Task-relevant knowledge and skill must be recognized as expertise by the target (e.g., subordinates, peers, or superiors) in order to endow power to the agent. This recognition is what transforms personal knowledge and skill into a source of power within an organization.

Question 20

Innovation ________.

Accepted Answer

The answer of Innovation ________.
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Quiz 6: Power and Influence Tactics