Question 1

Reward power results from managers' authority to punish their employees.

Accepted Answer

Coercive power, which all managers have, results from managers' authority to punish their employees. In contrast, reward power comes from managers' authority to reward their subordinates.

Question 2

Employees who are having computer problems at Market Industries go to Farrah rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Farrah has expert power.

Accepted Answer

Farrah has expert power that results from her specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing work schedules and assignments of others. Or it can be sophisticated, such as having computer or medical knowledge.

Question 3

Corina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, what is Corina's power?

Accepted Answer

Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.

Question 4

Amelia has a charismatic personality, and finds it easy to get others to agree with her. Amelia has referent power.

Accepted Answer

A charismatic personality is likely to yield referent power, which is power deriving from one's personal attraction.

Question 5

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

Accepted Answer

Adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership.

Question 6

Which of the following is NOT one of the five sources of power?

Accepted Answer

Five sources of power include legitimate, reward, coercive, expert, and referent.

Question 7

________ power results from one's specialized knowledge.

Accepted Answer

Expert power is power resulting from one's specialized information or expertise.

Question 8

The three dimensions of situational control are leader-member relations, the task structure, and

Accepted Answer

The three dimensions of situational control are leader-member relations, task structure, and position power.

Question 9

Narcissistic leaders tend to bring out the best work behaviors in others.

Accepted Answer

Although passionate and charismatic, narcissistic leaders may provoke counterproductive work behaviors in others, such as strong resentments and resistance.

Question 10

Hiromi congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Hiromi is using her ________ power.

Accepted Answer

Reward power, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions.

Question 11

________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.

Accepted Answer

Ingratiating tactics involve flattering or pleasing the target before making a request. This is often done to increase the likelihood of compliance and can be seen as a form of manipulation. Coalition tactics involve enlisting the help of others to support a request, inspirational appeals appeal to the target's values or ideals, consultations involve seeking input or advice before making a request, and personal appeals appeal to the target's sense of loyalty or friendship.

Question 12

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Accepted Answer

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Question 13

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

Accepted Answer

Coercive power, which all managers have, results from managers' authority to punish their subordinates. Punishment can range from verbal or written reprimands to demotions to terminations.

Question 14

Leadership is the ability to ________ employees to voluntarily pursue organizational goals.

Accepted Answer

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Question 15

Leaders manage, and managers lead, but the two activities are not synonymous.

Accepted Answer

Leaders manage and managers lead, but the two activities are not synonymous. Leaders inspire and help to create a vision; managers implement that vision.

Question 16

________ power derives from one's personal attraction.

Accepted Answer

Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.

Question 17

________ power is power managers have resulting from their formal positions within organizations.

Accepted Answer

Legitimate power, which all managers have, is power that results from managers' formal positions within the organization.

Question 18

Female leaders tend to use transformational leadership more than male leaders do.

Accepted Answer

Female leaders tend to use transformational leadership more than male leaders do.

Question 19

As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

Accepted Answer

As a manager, your power stems from your ability to provide rewards (and threaten reprimands) in exchange for your subordinates' doing the work. When you do this, you are performing transactional leadership, focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Question 20

In the contingency leadership model, the most important component of situational control is position power.

Accepted Answer

Leader-member relations, the most important component of situational control, reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group.

Quiz 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Reward power results from managers' authority to punish their employees.

Employees who are having computer problems at Market Industries go to Farrah rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Farrah has expert power.

Corina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, what is Corina's power?

Amelia has a charismatic personality, and finds it easy to get others to agree with her. Amelia has referent power.

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

Which of the following is NOT one of the five sources of power?

________ power results from one's specialized knowledge.

The three dimensions of situational control are leader-member relations, the task structure, and

Narcissistic leaders tend to bring out the best work behaviors in others.

Hiromi congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Hiromi is using her ________ power.

________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.

Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.

Leadership is the ability to ________ employees to voluntarily pursue organizational goals.

Leaders manage, and managers lead, but the two activities are not synonymous.

________ power derives from one's personal attraction.

________ power is power managers have resulting from their formal positions within organizations.

Female leaders tend to use transformational leadership more than male leaders do.

As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

In the contingency leadership model, the most important component of situational control is position power.