Quiz
SU 3.1
Create a free account to finish this quiz
Save your progress and see your final score.
Already have an account? Sign in
Questions in this quiz (35)
1A manager can use power and authority to accomplish objectives. The relationship between these two important concepts is best explained as follows:
- AA.Power is the right to do things, while authority is the ability to do things.
- BB.Authority is the right to do things, while power is the ability to do things.
- CC.Power and authority are both required to accomplish a task.
- DD.Power and authority are simply two words that describe the same concept -- how to get things done in organizations.
2A company’s decisions are made solely by one person, who is the CEO and major shareholder. Which of the following powers is this person least likely to have?
- AA.Coercive power.
- BB.Legitimate power.
- CC.Referent power.
- DD.Reward power.
3Which of the following is a true statement about generic influence tactics?
- AA.Exchange tactics involve appealing to emotions, values, or ordeals.
- BB.Ingratiating tactics attempt to raise the other person’s self-esteem prior to a request.
- CC.Coalition tactics try to convince others by reliance on a detailed plan, supporting evidence, and reason.
- DD.Pressure tactics are based on the formal or informal support of higher management.
4The director of internal auditing for a large company has established an excellent reputation because of her strong professional credentials and tactful but firm handling of auditor-auditee relationships. With regard to auditees, she must rely upon what sources of power?
- AA.Expert and coercive.
- BB.Referent and reward.
- CC.Referent and expert.
- DD.Legitimate and coercive.
5Power is synonymous with leadership. Simply put, it is the ability to influence other people. The sources of power are various. For example, the kind of power arising from the strength of the leader’s personality is known as
- AA.Coercive power.
- BB.Legitimate power.
- CC.Expert power.
- DD.Referent power.
6The use of power in an organization may be defined as the ability to influence employees to do what they would not ordinarily do. The exercise of this power
- AA.Affects decisions, behavior, and situations.
- BB.Tends to be accepted by employees only when it is based on legitimate power.
- CC.Is most likely to be accepted by employees when a manager’s source of power is informal.
- DD.Requires the authority to manage.
7Modern management theory devotes considerable attention to employee empowerment. Done appropriately, employee empowerment
- AA.Increases managerial power.
- BB.Means lack of control.
- CC.Is independent of compensation.
- DD.Does not require full employee participation in decision making.
8Which of the following best describes the approach to leadership based on emotional intelligence?
- AA.It attempts to identify traits possessed by leaders.
- BB.It has produced such a long list of leadership traits that, in effect, the approach identifies nothing.
- CC.It is based on scholarship, dependability, and social participation.
- DD.It is based on social skills, judgment, maturity, and emotional control.
9Leadership situations vary with regard to the degree to which the leader can determine what subordinates will do, how the subordinates will do it, and what the results will be. According to Fiedler’s contingency theory, a leader with a relationship-oriented management style will be most effective when exerting
- AA.Great control.
- BB.Moderate control.
- CC.Little control.
- DD.Great or little control.
10Which of the following constitute initiating structure behavior?
1. Defining duties
2. Planning and organizing work
3. Helping with work-related problems- AA.1 and 2 only.
- BB.1 and 3 only.
- CC.2 and 3 only.
- DD.1, 2, and 3.
11Which of the following is true regarding Fiedler’s studies of contingency theory?
- AA.The three dimensions of contingency theory are position power, task structure, and relationship structure.
- BB.The two types of leaders that emerged from Fiedler’s studies include task-oriented style and leader-member style.
- CC.Placement of leaders in the organization is not as important as the leaders’ leadership skills.
- DD.People become leaders not only because of personality attributes, but also because of various situational factors and the interaction between the leaders and the situation.
12The leadership grid developed by Robert Blake and Jane Mouton has axes with a scale of 1 to 9. A primary style of 9,9 indicates
- AA.Little concern for production or people (impoverished management).
- BB.Moderate concern for production and people to maintain status quo (middle-of-the-road management).
- CC.Great concern for production and people, trust, teamwork, and commitment (team management).
- DD.Primary concern for production, little concern for people (authority-compliance management).
13Transformational leaders do not
- AA.Emphasize empowerment of the worker.
- BB.Monitor employees to ensure that they adhere to standards.
- CC.Have charisma and provide intellectual stimulation to the workers.
- DD.Expect employees to achieve more than the employees thought was possible.
14A manager believes that positive employee attitudes are extremely important. The manager cooperates with employees in solving problems. A likely effect on employee behavior of this leadership style is
- AA.Mistrust of the manager.
- BB.A lack of extraordinary performance.
- CC.High employee turnover.
- DD.Increased employee creativity.
15Leadership styles differ depending upon the personality type of the individual leader. A risk-averse leader will generally
- AA.Make decisions more slowly.
- BB.Require less information than a risk taker.
- CC.Maintain status differences between others.
- DD.Work well in participative efforts where joint responsibility is assumed by several people.
16Paul Hersey and Ken Blanchard developed a situational leadership model with two dimensions: task and relationship behaviors. In this model, a telling leadership style has which dimensions?
- AA.High task and high relationship.
- BB.High task and low relationship.
- CC.Low task and high relationship.
- DD.Low task and low relationship.
17Paul Hersey and Ken Blanchard developed a situational leadership model with two dimensions: task and relationship behaviors. In this model, a participating leadership style has which dimensions?
- AA.High task and high relationship.
- BB.High task and low relationship.
- CC.Low task and high relationship.
- DD.Low task and low relationship.
18Paul Hersey and Ken Blanchard developed a situational leadership model with two dimensions: task and relationship behaviors. In this model, the delegating leadership style is appropriate when followers have
- AA.Low maturity.
- BB.Low to moderate maturity.
- CC.Moderate to high maturity.
- DD.High maturity.
19According to behavior-oriented researchers, which of the following statements is true regarding autocratic leadership styles?
- AA.The manager dictates all decisions to the employees, so communication is downward and tasks are clearly defined in autocratic leadership.
- BB.Employees in a group are given the authority and responsibility to make their own decisions in democratic leadership.
- CC.The leader delegates substantial authority, and employees participate in defining and assigning tasks in laissez-faire leadership.
- DD.None of the answers are correct.
20Which source of power is based on the fear or threat of punishment?
- AA.Referent power.
- BB.Reward power.
- CC.Expert power.
- DD.Coercive power.
21The audit committee seeks the advice of Dan, a CPA with 15 years of experience, regarding financial reporting. What type of power does Dan apparently have?
- AA.Referent power.
- BB.Reward power.
- CC.Expertise.
- DD.Coercive power.
22The leadership grid developed by Robert Blake and Jane Mouton is a trademarked classification scheme. Which x and y coordinates represent a primary concern for production and little concern for people?
- AA.1, 1
- BB.1, 9
- CC.9, 1
- DD.9, 9
23According to the leadership grid developed by Blake and Mouton, which of the following reflects primary concern for people and little concern for production?
- AA.Team management.
- BB.Middle-of-the-road management.
- CC.Authority-compliance management.
- DD.Country club management.
24According to the leadership grid developed by Blake and Mouton, which management style reflects moderate concern for production and people?
- AA.Team management.
- BB.Middle-of-the-road management.
- CC.Authority-compliance management.
- DD.Impoverished management.
25Which leadership approach is based on simply maintaining the normal flow of operations?
- AA.Transactional leadership.
- BB.Transformational leadership.
- CC.Supportive leadership.
- DD.Participative leadership.
26Management is best defined as
- AA.Interaction with employees.
- BB.Providing a vision for people in the organization.
- CC.Achieving goals efficiently and effectively.
- DD.Influencing people to achieve their goals.
27Management and leadership emphasize different things. Management primarily addresses
- AA.Giving people in the organization a purpose.
- BB.Stability and reliability of the organization.
- CC.The uncertainties in the environment.
- DD.Emotional intelligence.
28Research indicates that certain traits of leaders correlate with effectiveness. These traits most likely include
- AA.Aspiration to lead.
- BB.Strong reliance on legitimate power.
- CC.Avoidance of such influence tactics as upward appeals.
- DD.Innate interpersonal skills that cannot be learned.
29Leaders may use influence tactics to achieve their goals. Influence most likely
- AA.Is the potential to influence the behavior of others.
- BB.Results from application of learning and skills.
- CC.Affects the attitudes of others.
- DD.Requires control of rewards.
30Which generic influence tactic is most likely to succeed when a leader has high credibility?
- AA.Direct requests.
- BB.Developing allies.
- CC.Exchange of favors.
- DD.Rational persuasion.
31Nonleaders are most likely to be able to access power through
- AA.Other employees’ identification with the individual.
- BB.Personal effort.
- CC.Threats of punishment.
- DD.Control of rewards.
32An early model of leader behavior was developed at Ohio State University. According to that model, which behavior pattern indicates a passive leader?
- AA.High consideration and low structure.
- BB.High structure and high consideration.
- CC.Low consideration and low structure.
- DD.High structure and low consideration.
33According to the Level 5 leadership model developed by Jim Collins and his associates, a leader at Level 5 is best described as
- AA.An effective leader who promotes high standards.
- BB.A competent manager who achieves defined objectives.
- CC.An interactive leader.
- DD.A leader without personal ambition who deflects credit.
34According to Robert E. Kelly’s model, follower styles are based on which dimensions?
- AA.Critical thinking or uncritical thinking and active or passive.
- BB.Focus on task and focus on people needs.
- CC.Transformational and transactional.
- DD.Position power, task structure, and leader-member relations.
35Which of the following most likely is an element of authentic leadership?
- AA.Service to others and the organization’s higher purposes.
- BB.Self-discipline and willingness to admit mistakes.
- CC.Job-centered leadership.
- DD.Team management.
Information
- Description
- CIA Part 3 SU 3 Quiz on SU 3.1, created by Sadan Dahal on 04/06/2020.
- Author
- Sadan Dahal
- Language
- English
- Views
- 0
- History
- Created on 4 Jun 2020 · updated on 4 Jun 2020
- Tags
- Rating
- No ratings yet Rate this quiz