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

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Question 21

True/False

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Leaders benefit most from followers who are helpers (most compliant)rather than rebels (least compliant).

A) True
B) False

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Question 22

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Kim supervises a group of customer service representatives.Kim is respected and well liked by her staff,and she has worked hard to make sure each of them knows how to do their job well.She is responsible for all staffing and reward decisions in her department.In the contingency model,Kim has _____.

A) low task structure
B) low position power
C) low leader-member relations
D) high situational control
E) high expert power

F) None of the above
G) A) and C)

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Question 23

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Jane leads a task force developing specifications for a new customer database to be used by several departments.Jane is an IT supervisor,but most of the others are directors of other departments.At the first meeting,a few of them asked questions that she couldn't answer.According to the contingency model,Jane's situational control is likely _____.

James manages his employees by carefully monitoring their production,comparing what they do to predicted schedules and desired budgets.James can best be described as a ______ leader.

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

Research shows that followers seek and admire leaders who create feelings of _____.

According to Kotter,companies manage complexity in all the following ways except _____.

Leadership that occurs through the use of information technology is known as IT leadership.

Revised path-goal theory indicates to managers that they must consider _____.

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

Three possible responses to an influence tactic are enthusiastic commitment,grudging compliance,and outright resistance.

The three dimensions of situational control include leader-member relations,position power,and _____.

Which of the following is a characteristic of transformational leaders?

Explain Fiedler's contingency theory by describing the factors that contribute to a low-control situation,and what style of leadership would be prescribed in this case.Illustrate the situation with realistic circumstances in which this would occur.

The primary purpose of task-oriented leadership behaviors is to ensure that people,equipment,and other resources are used efficiently to accomplish a mission.

_______ is about coping with complexity and ______ is about coping with change.

Reminding someone of past favors or offering to trade favors to influence them is known as using exchange tactics.

Full-range leadership suggests that leadership behavior varies along a full range of leadership styles,from passive (laissez-faire)"leadership" at one extreme,through transactional leadership,to transformational leadership at the other extreme.

The leadership styles of ________ originally included supportive and achievement-oriented and two others,but was more recently revised to include a total of eight styles.

Two contingency factors,employee characteristics and environmental factors,cause some leadership behaviors to be more effective than others according to path-goal theory.