Test Bank For Management 3 e 3rd Edition Michael A Hitt Stewart Black Lyman W Porter Download

Test Bank for Management, 3/E 3rd Edition Michael A Hitt, Stewart Black, Lyman W Porter
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Hitt, Stewart Black, Lyman W Porter
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Management, 3e (Hitt)
Chapter 8 Leadership
1) In an organization, people in positions that are labeled managerial or supervisory have more
opportunities to exert leadership than others.
Answer: TRUE
Page Ref: 206
Difficulty: Easy
Classification: Conceptual
Objective: 1
2) Organizational management is considered a subset of organizational leadership.

Answer: FALSE
Page Ref: 208
Difficulty: Easy
Objective: 2
3) Class consciousness is considered a negative leadership attribute across cultures.

Answer: FALSE
Page Ref: 209
Difficulty: Easy
Objective: 5
4) A potential leader who is low in positional power can compensate for that by having very
strong personal leadership characteristics.
Answer: TRUE
Page Ref: 211
Difficulty: Easy
Objective: 3
5) Coercive power is an example of personal power used by managers.

Answer: FALSE
Page Ref: 211
Difficulty: Easy
Objective: 3
6) Reward power is one of the strongest sources of position power for any manager.
Answer: TRUE
Page Ref: 213
Difficulty: Easy
Objective: 3
1
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
7) A manager is using his reward power when he withholds a desired prize for an employee.
Answer: FALSE
Page Ref: 213
Difficulty: Easy
Objective: 3
8) Use of referent power is a cost-free way to influence other people.

Answer: TRUE
Page Ref: 214
Difficulty: Easy
Objective: 3
9) A manager asks one of his subordinates to carry out a request out of friendship. This influence
tactic is best referred to as collaboration.
Answer: FALSE
Page Ref: 215
Difficulty: Easy
Objective: 3
10) A manager is using a coalition tactic when she seeks the aid of others to persuade an
employee to do something.
Answer: TRUE
Page Ref: 215
Difficulty: Easy
Objective: 3
11) A relatively transitory characteristic of a person is referred to as a trait.

Answer: FALSE
Page Ref: 216
Difficulty: Easy
Objective: 4
12) An individual's drive refers to a high level of energy, effort, and persistence in the pursuit of
objectives.
Answer: TRUE
Page Ref: 217
Difficulty: Easy
Objective: 4
2
13) A charismatic leader has influence over others based on the individual's inspirational
qualities rather than formal power or position.
Answer: TRUE
Page Ref: 218
Difficulty: Easy
Objective: 4
14) Charismatic leaders typically engage in impression management.

Answer: TRUE
Page Ref: 219
Difficulty: Easy
Objective: 4
15) Social perceptiveness is the most important component of emotional intelligence.

Answer: FALSE
Page Ref: 220
Difficulty: Easy
Objective: 4
16) Showing trust and confidence in subordinates is an example of initiating structure behavior.
Answer: FALSE
Page Ref: 221
Difficulty: Easy
Objective: 4
17) Transformational leadership focuses on motivating followers' self-interests by exchanging

rewards for their compliance.
Answer: FALSE
Page Ref: 222
Difficulty: Easy
Objective: 4
18) Hersey and Blanchard's situational leadership model places particular attention on the
behavior of followers.
Answer: TRUE
Page Ref: 224
Difficulty: Easy
Objective: 4
3
19) Amounts of reciprocal influence are limited in a leader-follower relationship in the maturity
stage.
Answer: FALSE
Page Ref: 225
Difficulty: Easy
Objective: 4
20) According to Fiedler's leadership contingency theory, a favorable situation for the leader
exists when the task is highly unstructured.
Answer: FALSE
Page Ref: 226
Difficulty: Easy
Objective: 4
21) Extensive training and experience can act as a substitute for leadership.
Answer: TRUE
Page Ref: 228
Difficulty: Easy
Objective: 6
22) Neutralizer of leadership is any aspect of the organization or work situation that can hinder
the exercise of leadership.
Answer: TRUE
Page Ref: 229
Difficulty: Easy
Objective: 6
23) Leadership process can be best described as a(n) ________.

A) interpersonal process
B) personal attribute
C) internal consciousness
D) charismatic aptitude
Answer: A
Page Ref: 206
Difficulty: Easy
Objective: 1
4
24) Which of the following is a valid observation about organizational leadership?
A) Designation of a leadership position is essential to exhibit leadership behaviors.
B) Leadership expectations are at the same level for all categories of employees.
C) Anyone in an organization can exhibit leadership behaviors.
D) Use of coercion is an approach used by effective leaders to handle critical situations
Answer: C
Page Ref: 206
Difficulty: Easy
Objective: 1
25) Organizational management ________.

A) has limited scope compared to organizational leadership
B) is considered a subset of organizational leadership
C) includes very few activities that are included in a leader's role
D) include tasks that don't directly involve influencing people
Answer: D
Page Ref: 208
Difficulty: Easy
Objective: 2
26) Which of the following is a valid observation of the interrelationship between management
and leadership?
A) Organizational management is a subset of organizational leadership.
B) All leaders are managers, but all managers are not leaders.
C) Management and leadership are mutually exclusive behaviors.
D) Not all leaders are managers and not all managers are leaders.
Answer: D
Page Ref: 208
Difficulty: Easy
Objective: 2
27) Identify a leader's attribute that is universally viewed as positive.

A) individualistic nature
B) trustworthiness
C) cautious nature
D) class consciousness
Answer: B
Page Ref: 209
Difficulty: Easy
Objective: 5
5
28) Which of the following leader attributes is viewed as positive in some cultures and as
negative in some others?
A) decisive
B) communicative
C) cautious
D) honesty
Answer: C
Page Ref: 209
Difficulty: Easy
Objective: 5
29) ________ behaviors of leaders is considered a negative behavior across cultures.

A) Dictatorial
B) Individualistic
C) Ambitious
D) Cautious
Answer: A
Page Ref: 209
Difficulty: Easy
Objective: 5
30) Requirement of ________ involves not only the obligations of the subordinate to the superior
but also the obligations of the superior to respect the subordinate and care for his or her welfare.
A) compliance
B) harmony
C) achievement
D) benefiting
Answer: B
Page Ref: 209
Difficulty: Easy
Objective: 5
6
31) Kerry is a unit manager in a Japanese automobile company. He leads a small team of design
engineers at the company. He takes good care of his subordinates and expects performance in
return. These management practices can be best referred to as ________.
A) individualism
B) neutralism
C) collectivism
D) paternalism
Answer: D
Page Ref: 209
Difficulty: Moderate
Classification: Application
Objective: 5
AACSB: Analytic skills
32) ________ power is based on a manager's rank in an organization.

A) Referent
B) Expert
C) Situation
D) Position
Answer: D
Page Ref: 211
Difficulty: Easy
Objective: 3
33) Interim Money, Inc., an independent organization, sells ATMs, as well as owns, operates,
and manages ATMs for independent financial institutions in the United States. The organization
follows a vertical organizational structure, and managers at different levels are given different
levels of authority to control employees. The managers at Interim money obtain ________ power
due to the vertical structure and operations.
A) expert
B) referent
C) legitimate
D) information
Answer: C
Page Ref: 211
Objective: 3
7
34) Which of the following refers to the power granted to a manager by the organization?
A) legitimate power
B) reward power
C) referent power
D) expert power
Answer: A
Page Ref: 211
Difficulty: Easy
Objective: 3
35) Which of the following is an example of personal power?

A) coercive power
B) referent power
C) legitimate power
D) reward power
Answer: B
Page Ref: 211
Difficulty: Easy
Objective: 3
36) Which of the following is an example of positional power?

A) expert power
B) coercive power
C) referent power
D) situational power
Answer: B
Page Ref: 211
Difficulty: Easy
Objective: 3
37) An individual becomes powerful if he is able to give others the rewards they want. The
power obtained in this manner is a form of ________ power.
A) position
B) referent
C) situation
D) expert
Answer: A
Page Ref: 211
Difficulty: Easy
Objective: 3
8
38) The employees of a firm reports to line managers and they are responsible for controlling the
work of the employees. What kind of power does the line managers enjoy in this example?
A) reward power
B) expert power
C) legitimate power
D) referent power
Answer: C
Page Ref: 211
Objective: 3
39) Legitimate power of a person is reduced if the ________.

A) person's selection for a managerial position is questionable
B) person also has the power to punish or withdraw rewards
C) person is a specialist regarded widely as an expert
D) person's selection was through an electoral process
Answer: A
Page Ref: 211-212
Difficulty: Easy
Objective: 3
40) Power obtained due to ________ is an example of positional power.

A) possessing specialized knowledge
B) the acceptance among subordinates
C) referencing from others
D) the right to administer punishments
Answer: D
Page Ref: 213
Difficulty: Easy
Objective: 3
41) Managers usually have the authority to distribute rewards to employees. This reward power
they enjoy is one of the strongest sources of ________ power.
A) position
B) situation
C) referent
D) personal
Answer: A
Page Ref: 213
Difficulty: Easy
Objective: 3
9
42) Robert, a highly experienced software engineer, joins a new company as the manager of a
large group of employees. In his first meeting with the employees of the new organization, he
explains his expectations on the behavior of employees. He also lets the employees know that
noncompliance with his norms will result in withholding the rewards that they receive. Which of
the following types of power is Robert using here?
A) reward
B) transformational
C) referent
D) coercive
Answer: D
Page Ref: 213
Objective: 3
43) Broman Group Inc. designs, manufactures, and sells consumer product dispensing systems.
Jim Cole is a plant supervisor at one of the manufacturing plants of the company. He observes a
dip in the performance of a worker in his team. Jim informs the employee that he will release his
annual increment only if his performance improves significantly in the coming months. Which of
the following is most similar to the situation mentioned here?
A) Aston, the supervisor of a small organizational team, assigns inconvenient shifts to those
employees who do not agree with his policies.
B) Arthur, the CEO of a leading book retailer in the southeastern United States, decides to reduce
the salaries of its employees due to a financial slowdown.
C) Anderson, an operations manager, uses his formal authority to persuade the employees to put
in additional hours of work every day.
D) Andrea, the CEO of a design software and service company, asks for a formal explanation
from the managers for the company's poor financial performance.
Answer: A
Page Ref: 213
Classification: Critical Thinking
Objective: 3
AACSB: Reflective thinking skills
44) You follow your doctors' prescriptions though they do not have any formal authority on you.
This behavior can be attributed to the doctors' ________ power.
A) expert
B) referent
C) legitimate
D) positional
Answer: A
Page Ref: 213
Objective: 3
10
45) When people are attracted to, or identified with, someone, that person acquires ________
power.
A) positional
B) referent
C) expert
D) legitimate
Answer: B
Page Ref: 215
Difficulty: Easy
Objective: 3
46) A subordinate begins using gestures similar to those of his superior and imitating certain
aspects of the superior's speech patterns. This is indicative of ________ power that exists in
organizations.
A) expert
B) legitimate
C) referent
D) reward
Answer: C
Page Ref: 214
Difficulty: Easy
Objective: 3
47) Which of the following types of powers has relatively the lowest cost when used in
organizations?
A) legitimate
B) referent
C) reward
D) coercive
Answer: B
Page Ref: 215
Difficulty: Easy
Objective: 3
11
48) Identify the most accurate description of the rational persuasion influence tactic.
A) The agent explains how carrying out a request or supporting a proposal will benefit the target
personally or help advance the target person's career.
B) The agent uses logical arguments and factual evidence to show a proposal or request is
feasible and relevant for attaining important task objectives.
C) The agent seeks to establish the legitimacy of a request or to verify authority to make it by
referring to rules, formal policies, or official documents.
D) The agent offers to provide relevant resources and assistance if the target will carry out a
request or approve a proposed change.
Answer: B
Page Ref: 215
Difficulty: Easy
Objective: 3
49) Chris manages a team of legal content developers at Spartal, a legal process outsourcing
company. In order to meet an important deadline, Chris wants the employees to work for a few
extra hours every day. Chris offers special incentives to the employees for finishing the job on
time and for putting in extra work hours. Which of the following influence tactics is used here?
A) collaboration
B) ingratiation
C) coalition
D) exchange
Answer: D
Page Ref: 215
Objective: 3
50) Roma is an HR executive at Arbitron Technologies, an electronic manufacturing firm. She

often finds it difficult to schedule supervisor interviews for potential candidates as the
supervisors are always busy with their normal work. She also feels that the supervisors do not
cooperate with her adequately. Roma seeks help from the COO to resolve this issue and he helps
her in obtaining help from the supervisors. Identify the influence tactic used here.
A) personal appeal
B) consultation
C) coalition
D) rational persuasion
Answer: C
Page Ref: 215
Objective: 3
12
51) George works as a journalist in a media company. He often finds it difficult to obtain
interviews from celebrities and other famous people. He gives excessive compliments to the
celebrities and tries to impress them when requesting for interviews. Which influence tactic is
George using?
A) ingratiation
B) inspirational appeal
C) legitimating
D) collaboration
Answer: A
Page Ref: 215
Objective: 3
52) A manager offers to provide relevant resources and assistance if his subordinate will approve
a proposed change. Which of the following influence tactics is being used by this manager?
A) rational persuasion
B) collaboration
C) personal appeal
D) consultation
Answer: B
Page Ref: 215
Difficulty: Easy
Objective: 3
53) Which of the following is the most accurate description of empowerment?

A) increased use of legitimate power
B) increasing managerial powers
C) reducing the effect of referent powers
D) sharing of power with others
Answer: D
Page Ref: 216
Difficulty: Easy
Objective: 3
13
54) Relatively enduring characteristics of a person are called ________.
A) attitudes
B) traits
C) skills
D) experiences
Answer: B
Page Ref: 216
Difficulty: Easy
Objective: 4
55) An individual's drive refers to a(n)________.

A) high level of energy, effort, and persistence in the pursuit of objectives
B) strong desire to influence others and to remain in power
C) strong belief in one's own capabilities, aptitudes, and the chances of success
D) ability to remain even-tempered and calm in the face of stress and pressure
Answer: A
Page Ref: 217
Difficulty: Easy
Objective: 4
56) An individual has a strong desire to influence others and to be in charge. These behaviors are
most closely associated with the individual's ________.
A) drive to succeed
B) self-confidence
C) emotional maturity
D) motivation to lead
Answer: D
Page Ref: 217
Difficulty: Easy
Objective: 4
14
57) Penelope is the owner of a small-scale business. She has worked as a vice president in a large
multinational company after graduating from a reputable university. After starting her own
business, Penelope earns much lesser than what she used to earn before. However, she always
had the desire to become an entrepreneur and is highly enthusiastic about attaining that goal. She
displays high levels of energy and works day in and day out to achieve her goals. Which of the
following traits is most evident in Penelope?
A) emotional maturity
B) emotional intelligence
C) drive to succeed
D) motivation to lead
Answer: C
Page Ref: 217
Objective: 4
58) Edwin manages a small team of knowledge workers. He often faces tight deadlines and other
work pressures. Despite this, Edwin remains a calm and composed leader. He is often praised for
his ability to handle things with maturity. He is also receptive to healthy criticism. Which of the
following attributes of leadership is most evident in Edwin's actions?
A) drive to succeed
B) integrity
C) emotional maturity
D) self-confidence
Answer: C
Page Ref: 217
Objective: 4
59) Charisma constitutes a set of traits that can produce an especially strong form of ________
power.
A) referent
B) expert
C) legitimate
D) situational
Answer: A
Page Ref: 218
Difficulty: Easy
Objective: 4
15
60) A person can be called a charismatic leader if he or she ________.
A) can influence followers based on inspirational qualities
B) has a legitimate power to influence other individuals
C) exhibits more faith in others' ideas than his or her own ideas
D) has a weak need for power and high expectations of followers
Answer: A
Page Ref: 218
Difficulty: Easy
Objective: 4
61) Which of the following is a possible disadvantage associated with charismatic leaders?
A) They don't have belief in their own ideas.
B) They often engage in orthodox actions to achieve goals.
C) They lack a strong need for power.
D) They do not always suit the requirements of the situation.
Answer: D
Page Ref: 218
Difficulty: Easy
Objective: 4
62) Gordon, the CEO of a closed-end business development company, believes strongly in the
ideas that he proposes and stands by them. He displays high level of self-confidence and is an
inspiration to his followers. Many consider him as a role model. Gordon can be called a
________ leader.
A) transactional
B) neutralizing
C) situational
D) charismatic
Answer: D
Page Ref: 218-219
Objective: 4
63) Which of the following is a common attribute of charismatic leaders?

A) ability to achieve goals by engaging in orthodox actions
B) ability to engage in impression management
C) limited expectations for follower performance
D) stronger belief in followers' ideas than own ideas
Answer: B
Page Ref: 219
Difficulty: Easy
Objective: 4
16
64) As a person moves up in the organization, the relative importance of ________ decreases.
A) conceptual skills
B) technical skills
C) emotional intelligence
D) social intelligence
Answer: B
Page Ref: 219
Difficulty: Easy
Objective: 4
65) Which of the following can be considered the essence of emotional intelligence?
A) awareness of others
B) behavioral flexibility
C) social perceptiveness
D) behavioral charisma
Answer: A
Page Ref: 219
Difficulty: Easy
Objective: 4
66) Arminor, Inc. distributes medical and surgical supplies, apart from providing supply chain
management services in the United States. The company is known for employee friendliness and
quality of work life. The company requires its managers to be aware of the employees' feelings
and their own feelings. The company recruits managers who have the ability to self-regulate their
activities. Which of the following leadership skill is likely to be considered the most important
by this company?
A) conceptual skills
B) personal charisma
C) individualistic behavior
D) emotional intelligence
Answer: D
Page Ref: 219
Objective: 4
17
67) Which of the following is one of the key components of social intelligence?
A) empathy
B) behavioral flexibility
C) self-regulation ability
D) self-awareness ability
Answer: B
Page Ref: 220
Difficulty: Easy
Objective: 4
68) Which of the following statements is true about social intelligence?

A) Standardized behaviors would help a manager achieve social intelligence.
B) Social intelligence focuses on being able to read other people.
C) Self-awareness is the most important aspect of social intelligence.
D) Social intelligence considers self-regulative abilities to be more important than the
circumstances.
Answer: B
Page Ref: 220
Difficulty: Easy
Objective: 4
69) Which of the following can be categorized as task behavior?

A) rewarding good performers
B) providing personal support to employees
C) setting performance standards
D) showing confidence in subordinates
Answer: C
Page Ref: 220-221
Difficulty: Easy
Objective: 4
70) A manager who shows trust and confidence in subordinates is displaying ________ behavior.
A) initiating structure
B) maintaining structure
C) consideration
D) organizational task
Answer: C
Page Ref: 221
Difficulty: Easy
Objective: 4
18
71) Transformational leaders ________.
A) motivate followers by exchanging rewards
B) motivate followers to ignore self-interests
C) emphasize having subordinates implement procedures correctly
D) make needed, but relatively routine, changes
Answer: B
Page Ref: 222
Difficulty: Easy
Objective: 4
72) Leadership that motivates followers to ignore self-interests and work for the larger good of
the organization to achieve significant accomplishments is called ________ leadership.
A) transformational
B) transactional
C) informative
D) consultative
Answer: A
Page Ref: 222
Difficulty: Easy
Objective: 4
73) Charles leads a team of eleven employees in a fashion design company. He believes in
achieving better productivity by effectively managing the employees. He adequately rewards
good performers at his company and insists on the use of standard procedures. He makes changes
only when it is absolutely essential for the survival of the company. Charles is a(n) ________
leader.
A) transactional
B) transformational
C) charismatic
D) informational
Answer: A
Page Ref: 222
Objective: 4
19
74) A manager motivates his subordinates to work toward achieving the organizational goals
even by foregoing their personal welfare. He does this by modeling the behaviors through his
actions. He has created an image of a self-sacrificing leader through his actions. This manager is
a(n) ________ leader
A) transactional
B) informational
C) situational
D) transformational
Answer: D
Page Ref: 222
Objective: 4
75) According to authentic leadership development theory, those who earn the designation from
others as authentic leaders ________.
A) are associated with high emotional intelligence
B) have a tendency to display directive leadership behaviors
C) have high levels of self-awareness and self-regulation
D) tend to be substitutable and the leadership becomes weak
Answer: C
Page Ref: 223
Difficulty: Easy
Objective: 4
76) Which of the following theories/models has its primary emphasis on followers' readiness to
engage in learning new tasks?
A) Fiedler's leadership contingency model
B) Leader-member exchange (LMX) theory
C) Path-goal theory of leadership
D) Hersey and Blanchard's situational leadership model
Answer: D
Page Ref: 224
Difficulty: Easy
Objective: 4
20
77) Which of the following stages in the development of leader-member relationships is
associated with almost unlimited amounts of reciprocal influence?
A) stranger
B) introduction
C) maturity
D) acquaintance
Answer: C
Page Ref: 225
Difficulty: Easy
Objective: 4
78) Which of the following statements is true about the maturity stage of leader-member
relationships?
A) Amounts of reciprocal influence are limited during this stage.
B) Quality of leader-member exchange is the highest during this stage.
C) Relationship-building focuses on role-making rather than role finding.
D) Leaders and followers focus on self-interest during this stage.
Answer: B
Page Ref: 225
Difficulty: Easy
Objective: 4
79) Which of the following statements is consistent with the leader-member exchange theory?
A) All leader-follower relationships start with the acquaintance stage.
B) Leader-member relations are more dependent on the behavior of the members than the actions
of the leader.
C) Participative leadership style is less effective compared to consultative leadership style.
D) Leaders' central task is to build strong and satisfying relationships.
Answer: D
Page Ref: 225
Difficulty: Easy
Objective: 4
21
80) Which of the following situations can be seen as an application of leader-member exchange
(LMX) theory?
A) A manager continually attempts to accomplish operational efficiency by rewarding only the
better performers.
B) Sara, operations manager of a firm, successfully persuades employees to do well by offering
rewards in exchange of good performance.
C) Ronald, the manager of a pharmaceutical company, performs a part of the operational tasks
all by himself
D) Arnold, the factory manager of a manufacturer, continually attempts to maintain a good
relationship with the factory workers.
Answer: D
Page Ref: 225
Objective: 4
81) Which of the following theories advocated the view that leadership effectiveness would be
dependent on a combination of the type of leader and the relative degree of favorability of the
situation for the leader?
A) Leader-member exchange (LMX) theory
B) Path-goal theory of leadership
C) Fiedler's leadership contingency theory
D) Hersey and Blanchard's situational leadership theory
Answer: C
Page Ref: 226
Difficulty: Easy
Objective: 4
82) What is the central concept of Fiedler's leadership contingency theory?

A) Leaders' attitudes toward their co-workers are more important than situational factors.
B) Leadership effectiveness depends on the type of leader and the relative degree of favorability
of the situation.
C) Highly structured tasks do not offer a favorable situation for leaders.
D) Relative degree of favorability of the situation for the leader is low when the leader has
considerable position power.
Answer: B
Page Ref: 226
Difficulty: Easy
Objective: 4
22
83) Which of the following statements is consistent with the path-goal theory of leadership?
A) Directive leadership behaviors are counterproductive and should be avoided.
B) Supportive leadership style is suitable if subordinates are inexperienced.
C) Leaders' job is to increase subordinates' satisfaction and effort.
D) Leaders' styles cannot be changed and the situation has to be changed to fit the leader.
Answer: C
Page Ref: 227
Difficulty: Easy
Objective: 4
84) According to the path-goal theory of leadership, supportive leadership is most suitable when
the ________.
A) jobs are stressful and employees are highly experienced
B) tasks are stressful and employees are inexperienced
C) jobs are interesting and employees are inexperienced
D) tasks are interesting and employees are highly experienced
Answer: A
Page Ref: 228
Difficulty: Easy
Objective: 4
85) Altdoor International Corp. manufactures and markets commercial trucks, buses, diesel
engines, and military vehicles. The company manufactures the engines and assembles the
vehicles from a large factory located in southern California. Lynn is the supervisor of one of the
teams that function in the production line and most of the tasks that the members perform are
structured and routine. Lynn believes that the supportive leadership style is most suited to
manage his team. Which of the following information, if true, would most support Lynn's belief?
A) Lynn's team typically works on short-term projects with varying goals, though the tools and
operations are the common ones.
B) Most members of the team are unskilled workers, and they often find it difficult to operate the
complex machineries that the company installed recently.
C) The team is composed of twenty-five young and enthusiastic employees who were selected
and trained six months ago.
D) More than eighty percent of the employees in the team have five or more years of experience
in performing the tasks.
Answer: D
Page Ref: 228
Classification: Critical Thinking
Objective: 4
AACSB: Reflective thinking skills
23
86) Which of the following is the best example of a leadership substitute?
A) highly standardized tasks
B) formalized procedures
C) indirect feedback from managers
D) advisory or staff support
Answer: D
Page Ref: 228-229
Difficulty: Easy
Objective: 6
87) Neutralizer of leadership is any aspect of the organization or work situation that ________.
A) necessitates the use of participative leadership
B) diminishes the image of the organization's leadership
C) can hinder the exercise of leadership
D) allows leaders to exercise their power
Answer: C
Page Ref: 229
Difficulty: Easy
Objective: 6
88) Textronic Technologies, a large software company, believes that close supervision is not
essential to manage the software developers. The company wants to find an alternative for using
direct supervisors to manage the engineers. Which of the following techniques can the company
use to achieve this goal?
A) The company can use formal operational procedures and systems.
B) The company can hire employees with high levels of formal education.
C) A functional or vertical organizational structure can be used by the company.
D) The company can reduce the number of leaders by forming large teams.
Answer: B
Page Ref: 229
Objective: 6
89) Which of the following would act as a neutralizer of leadership?

A) inflexible organization procedures
B) direct feedback from the tasks
C) prolonged training sessions
D) advisory or staff support
Answer: A
Page Ref: 229
Difficulty: Easy
Objective: 6
24
90) What is organizational leadership? How can leadership be effective?
Answer: Organizational leadership is an interpersonal process that involves attempts to
influence other people to attain a goal. Effective leadership is influence that assists a group or an
organization to meet its goals and objectives and perform successfully. This implies that
effective leadership is "enabling" behavior, that is, it is behavior that helps other people
accomplish more than if there had been no such influence.
Page Ref: 206-208
Difficulty: Easy
Objective: 1
91) Compare and contrast leading and managing.

Answer: Leadership involves creating a vision for organizations or units: setting,
communicating, and promoting new directional goals and procedures, and inspiring
subordinates. Managerial functions are task-oriented and involve activities such as dealing with
interpersonal conflicts, planning and organizing and, in general, implementing the goals set by
others.
Some people can be leaders, and some people can be managers, but many people can be both
leaders and managers. Leadership is a very important component of management, but
management is more than just leadership. It includes other tasks that don't directly involve
influencing people. Thus, not all leaders are managers and not all managers are leaders.
Page Ref: 208
Objective: 2
AACSB: Synthesis
92) How does leadership differ across cultures?

Answer: Leadership attributes such as honesty, decisive nature, communicative nature, and
dependability are considered positive attributes universally. Dictatorial behavior, irritable nature,
ruthlessness, egocentrism, etc. are considered negative traits universally. Individualism, cunning
behavior, cautiousness, etc. are considered positive in some cultures and negative in some others.
The major differences between cultures are in the requirement for order and compliance and in
the requirement for harmony. The "order" requirement involves traditional values that support
the acceptance of hierarchies, conformity, and deference to authority. The "harmony"
requirement involves not only the obligations of the subordinate to the superior but also the
obligations of the superior to respect the subordinate and care for his or her welfare.
Page Ref: 208-209
Difficulty: Easy
Objective: 3
25
93) Briefly differentiate between personal power and position power.
Answer: Personal power is based on a person's individual characteristics. The two types of
personal power are expert power and referent power. Position power is based on a manager's
rank in an organizational structure and is given to the manager by superiors. The types of
position power are legitimate power, reward power, and coercive power.
Page Ref: 211
Difficulty: Easy
Objective: 3
94) Briefly explain the two types of personal powers.

Answer: The two major types of personal powers are expert power and referent power.
Expert Power: Expert power is based on specialized knowledge not readily available to many
people. It is a potential source of power because other people depend on, or need advice from,
those who have that expertise. Expert power is not confined to higher organizational levels.
Lower-level employees can possess some of the most specialized, and yet most needed,
knowledge in an organization.
Referent Power: When people are attracted to, or identify with, someone, that person acquires
what is called referent power. This power is gained because other people "refer" to that person.
They want to please that person or in some way receive acceptance. Referent power often can be
recognized by its subtle occurrences. Referent power makes it possible to lead by example rather
than by giving orders.
Page Ref: 213-214
Difficulty: Easy
Objective: 3
95) Explain any three types of influence tactics that managers can use to influence employees.
Answer: Rational Persuasion: The manager uses logical arguments and factual evidence to show
a proposal or request is feasible and relevant for attaining important task objectives.
Apprising: The manager explains how carrying out a request or supporting a proposal will
benefit the employee personally or help advance the target person's career.
Inspirational Appeals: The manager makes an appeal to values and ideals or seeks to arouse the
employee's emotions to gain commitment for a request or proposal.
The students may discuss any three of the various tactics discussed in the text.
Page Ref: 215
Difficulty: Easy
Objective: 3
26
96) Who is a charismatic leader? What are the different traits of charismatic leaders?
Answer: A charismatic leader is one who has influence over others based on his or her
inspirational qualities rather than formal power or position. Thus, followers or subordinates are
assumed to identify with that person because of those exceptional qualities.
A charismatic leader usually has the following traits: (1) a strong need for power, (2) high levels
of self-confidence, (3) a strong belief in his or her own ideas, (4) ability to influence followers,
(5) ability to use innovative actions, and (6) ability to model desired behaviors.
Page Ref: 218-219
Difficulty: Easy
Objective: 4
97) Compare and contrast emotional intelligence and social intelligence.

Answer: Emotional intelligence refers to an awareness of others' feelings and sensitivity to one's
own emotions and the ability to control them. Its key components are self-awareness, self-
regulation, motivation, empathy, and social skill.
Although social intelligence is somewhat similar to emotional intelligence, the two have
differences between them. Whereas major components of emotional intelligence involve self-
awareness and self-regulation, social intelligence focuses more on being able to "read" other
people and their intentions. Social perceptiveness is a principal ingredient of social intelligence.
Page Ref: 219-220
Difficulty: Easy
Objective: 4
27
98) Briefly differentiate between transactional leadership and transformational leadership.
Answer: Transformational leadership is leadership that motivates followers to ignore self-
interests and work for the larger good of the organization to achieve significant
accomplishments; it emphasizes articulating a vision that will convince subordinates to make
major changes. Transactional leadership is leadership that focuses on motivating followers' self-
interests by exchanging rewards for their compliance; it emphasizes having subordinates
implement procedures correctly and make needed, but relatively routine, changes. The major
differences between the two are given below.
Transformational Transactional
Leadership Leadership
Leader gains subordinates' Inspiring, empowering, Exchange of rewards
compliance by: and coaching followers and benefits
Appeals focus on: Organizational and Self-interest
"common good"
interest
Type of planned change: Major organizational Routine change
change
Page Ref: 222

Difficulty: Easy
Objective: 4
99) Briefly explain the leader-member exchange (LMX) theory.

Answer: LMX theory focuses on the types of relationships that develop between a leader and a
follower rather than on only the behavior of the leader or the follower. According to the theory,
the leader's central task is to build strong, mutually respectful, and satisfying relationships.
However, the degree to which such relationships progress depends as much on the behavior and
performance of the follower as on the actions of the leader. Also, developing such deep
relationships is not always easy, so this approach can be time-consuming.
Page Ref: 225
Difficulty: Easy
Objective: 4
100) Briefly explain the path-goal theory of leadership.

Answer: The theory emphasizes that the leader's job is to increase subordinates' satisfaction and
effort by increasing personal payoffs to subordinates for work-goal attainment and making the
path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and
increasing the opportunities for personal satisfaction en route.
Page Ref: 227-228
Difficulty: Easy
Objective: 4
28
Test Bank for Management, 3/E 3rd Edition Michael A Hitt, Stewart Black, Lyman W Porter
101) Briefly explain the possibility of having substitutes to leadership.

Answer: In certain work settings, certain approaches can at least partially substitute for the need
for leadership or can sometimes overcome poor leadership. Extensive training and experience
can lessen the need for a leader's direction in fast-paced and complex jobs. Furthermore, in many
technical and professional jobs, high levels of formal education reduce the need for close
supervision. It is safe to assume that an attorney, scientist, or computer programmer working for
a company will probably not need the same amount of supervision, and certainly not the same
type of supervision, as an employee with few skills working in a relatively new position.
Similarly, workers with intrinsically satisfying jobs, like those involving the development of an
exciting new product or service, would be unlikely to need leaders to increase their motivation.
Page Ref: 228-229
Difficulty: Easy
Objective: 6
29
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2) Organizational management is considered a subset of organizational leadership.

3) Class consciousness is considered a negative leadership attribute across cultures.

5) Coercive power is an example of personal power used by managers.

8) Use of referent power is a cost-free way to influence other people.

11) A relatively transitory characteristic of a person is referred to as a trait.

14) Charismatic leaders typically engage in impression management.

15) Social perceptiveness is the most important component of emotional intelligence.

17) Transformational leadership focuses on motivating followers' self-interests by exchanging

23) Leadership process can be best described as a(n) ________.

25) Organizational management ________.

27) Identify a leader's attribute that is universally viewed as positive.

29) ________ behaviors of leaders is considered a negative behavior across cultures.

32) ________ power is based on a manager's rank in an organization.

35) Which of the following is an example of personal power?

36) Which of the following is an example of positional power?

39) Legitimate power of a person is reduced if the ________.

40) Power obtained due to ________ is an example of positional power.

50) Roma is an HR executive at Arbitron Technologies, an electronic manufacturing firm. She

53) Which of the following is the most accurate description of empowerment?

55) An individual's drive refers to a(n)________.

63) Which of the following is a common attribute of charismatic leaders?

68) Which of the following statements is true about social intelligence?

69) Which of the following can be categorized as task behavior?

82) What is the central concept of Fiedler's leadership contingency theory?

89) Which of the following would act as a neutralizer of leadership?

91) Compare and contrast leading and managing.

92) How does leadership differ across cultures?

94) Briefly explain the two types of personal powers.

97) Compare and contrast emotional intelligence and social intelligence.

Page Ref: 222

99) Briefly explain the leader-member exchange (LMX) theory.

100) Briefly explain the path-goal theory of leadership.

101) Briefly explain the possibility of having substitutes to leadership.

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