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Exam 14: Leading and Leadership Development

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Question 131

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Bill, a store manager, asked Robert, a store clerk, to stack cereal boxes at the back of the store. Robert told Bill that doing so would result in a drop in the sale of cereal boxes. Bill asked Robert to refrain from questioning his judgment and instead follow his orders because he was in charge of the store's operations. What power did Bill exert over Robert?

A) coercive power
B) legitimate power
C) expert power
D) reward power
E) referent power

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Question 132

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Which of the following is not a core principle that should be practiced by managers who want to meet the challenges of visionary leadership?

A) be a team player
B) be a pioneer
C) be a consistent role model of behaviour
D) be enthusiastic and inspire others to share a common vision
E) be first with ideas and right in all you do

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Question 133

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___ is the ability to influence the behaviour of other people because of one's capacity to offer positive outcomes to various business situations.

___ describes a leader who is follower-centred and committed to helping others in their work.

The consult-with-group option of the Vroom-Jago leader-participation model is being used when the manager convenes the group, shares the problem, and then facilitates group discussion to make a decision.

According to the Vroom-Jago leader-participation model, consultative decisions differ from authority decisions in that in consultative decisions

Fred Fiedler, the developer of the contingency theory of leadership, asserts that competent leaders can adapt their behavioural styles to fit the demands of differing situations they encounter.

One of the implications of the LMX theory is that the nature of the exchange is determined by the leader and based on some presumed characteristic of the follower.

Which of the following would not be considered a source of personal power for a manager?

Ralph uses expert power when he offers help in technical areas in which he is skilled and knowledgeable.

The ability, experience, and independence of subordinates; the clarity of organizational plans and formalization of rules; and routineness and availability of performance feedback can serve as effective substitutes for leadership.

Given the current emphasis on shared power, communication, cooperation, and participation in new-form organizations, interactive leadership appears to be an excellent fit with the demands of a diverse workforce and the new workplace.

In LMX theory, the "in-group" members are considered the best performers and enjoy special and trusted relationships with the leaders that can translate into special assignments, privileges, and access to information.

A(n) ___ manager follows a human relations style of leadership.

Which of the following statements refer to expert power?

Coercive power involves use of incentives such as pay raises, bonuses, promotions, special assignments, and verbal or written compliments.

The Vroom-Jago leader-participation model suggests that

Consultative decisions and group decisions contribute to leadership development by allowing others to gain experience in the problem-solving process.

A leader high in concern for task plans, and defines the work to be done, assigns task responsibilities, sets clear work standards, urges task completion, and monitors performance results.

The basic premise of the Hersey-Blanchard situational leadership model is that managers should adjust their leadership styles depending on the readiness of the followers to perform in a given situation.